Category: Business Daily

Post the Gen-Z uprising, the systematic actions taken by this administration, through a range of innovative fiscal policies, has realised positive macro-economic indicators.

The key now is to build on these positives even in the reality of being a country standing at a fiscal crossroads. A rare opportunity emerges to accelerate economic growth through sovereign wealth and infrastructure funds.

Strategic investment of government proceeds from privatisation and divestiture has the potential, not only to leapfrog our economic growth, but also to secure long-term prosperity for both current and future generations.

This opportunity must be grasped given the nation’s high debt burden relative to the GDP, which currently stands at 68.8 percent. This debt pressure has significantly limited the development budget for strategic sectors such as transport, energy, and digital infrastructure, slowing the pace at which Kenya can modernise and expand its productive capacity.

The urgency of the challenge is underlined by the World Bank’s recent Economic Update on Kenya.

Over the past decade, development spending, as a share of GDP, has declined sharply, falling from 7.9 percent in FY2014/15 to just 3.4 percent in FY2024/25. Across all sectors, infrastructure spending has suffered the steepest decline, reflecting macroeconomic pressures and fiscal consolidation that constrained allocations to capital expenditure projects.

This makes it clear that traditional financing channels are insufficient to meet Kenya’s ambitious growth objectives.

The timing for innovative solutions has never been more critical.

This need aligns with the vision set by President William Ruto during the State of the Nation Address on November 20. The roadmap prioritises transport and logistics, education, energy, and irrigation, sectors essential to achieve productivity and competitiveness on a scale comparable to the Asian Tigers, including Singapore, Hong Kong, and Taiwan. Realising this vision, however, requires at least Sh5 trillion in investment.

Given the prevailing fiscal constraints and pressures of rising living costs, Kenya must adopt a sustainable approach to secure the necessary capital.

A sovereign wealth fund (SWF) presents a viable solution. Such a fund would stabilise public finances by cushioning the economy during downturns and saving revenues during periods of growth. It would shift Kenya’s investment approach from passive to active, directing resources strategically into sectors such as energy, manufacturing, and the digital economy.

Beyond immediate fiscal benefits, the SWF would establish a disciplined, rules-based mechanism for long-term savings, ensuring that today’s revenues generate benefits for future generations. This makes the fund a long-horizon anchor, safeguarding the present economy while compounding value for the future.

International experience demonstrates the power of this approach. Norway’s Government Pension Fund Global has transformed oil revenues into the world’s largest SWF, valued today at approximately US$1.7-1.8 trillion. Singapore’s Temasek Holdings converted under-performing state assets in 1974, with an initial portfolio of US$150-180 million, into a $324 billion investment today.

Closer to home, Botswana’s Pula Fund, established in 1994 to preserve a portion of the country’s diamond export income, has grown substantially, driven by balance-of-payments surpluses and effective long-term investment strategies. By the end of 2023, IMF data shows the Pula Fund’s assets were equivalent to 20 percent of GDP.

Kenya can similarly channel revenues from natural resources and privatisation of selected state-owned enterprises into a sovereign wealth fund, creating a stable base for long-term investment and strengthening the financial foundations the country requires.

Infrastructure financing offers a complementary pathway. Kenya has already demonstrated the potential of Public-Private Partnerships (PPPs) in mobilising private capital for critical projects.

Establishing an infrastructure fund would build on this framework, attracting both domestic and international investment to scale capital deployment for transformative projects.

Lessons from other countries reinforce this potential. India’s Infrastructure Finance Company Limited (IIFCL), established in 2006, provides long-term financing for infrastructure projects and has become one of the largest public infrastructure funds in the developing world.

Argentina’s Fondo Fiduciario Federal para Infraestructura Regional (FFFIR), seeded with privatisation proceeds from Banco Hipotecario Nacional in 1997, has lent the equivalent of $2 billion to provinces, nearly five times its initial capital, all without reliance on annual public budget support.

These examples make a compelling case for Kenya to realign its economic strategy.

After three years of fiscal consolidation, the economy has reached the limits of tightening, and further contraction would risk slowing growth and investment.

Sovereign and infrastructure funds provide a tested mechanism to accelerate development, mobilise long-term capital, and safeguard fiscal stability while transforming public resources into durable national wealth.

What links these shifts is not bravery alone. It is planning, discipline, and the uncomfortable moment when a fixed routine gives way to variable income, gatekeepers, and the pressure to keep showing up even when the work hours do not fit the old 8 to 5. In a year when many people felt stuck, a few chose to pivot anyway, and they did it with eyes wide open.

Like James Muiru, popularly known as MC Jimmie Kajim. When James quit his job this year, it was not on a whim. He had been strategising since last year because he wanted a seamless shift.

He had tried out many side hustles before, but he says the events industry came naturally to him, leading to the birth of Kajim Events. “I was emceeing as a side hustle while still employed as a radio presenter and it never clicked that this could be a business,” he recalls.

Client push

The turning point came when client bookings started overlapping with his work schedule. The idea of quitting crossed his mind, but he held off until he had a clear plan, guided by a wealth consultant.

“He (the wealth consultant) saw that my business idea was viable and gave me a breakdown of what I needed to do to actualise the dream,” he says.

Looking back, he says one of the greatest skills he gained from his former job is structure. After nine years in radio, he adds, time management, communication, audience engagement, and working under pressure now come naturally to him.

So, what skills has you had to grow on the job?

“Number one is financial discipline. It makes you know that even Sh1,000 is very important. Number two is that I’ve been able grow my social capital and convert it into business. Lastly, as an entrepreneur, I have known the power of networking. Nowadays, I don’t go to events and go, after I am done with the business, I let people know who I am and what I do. Sometimes, my team gives out my business card while the event is going on.”

For this new path to succeed, James says he has had to sacrifice his time. “In this space, we don’t work with the normal time structure of 8:00am to 5:00pm and as the team leader, I have to be there to support them in what they need,” he adds.

Still, the scariest part of the decision was money. His previous job, he says, offered a fixed salary, and he was moving to variable income. And it was not just his own bills on the line.

With 15 employees depending on him, he had to figure out how to keep the lights on, meet payroll, market and do client follow-ups, and still ensure he had something to bring home.

Any challenges so far? “Oh yes. There are a lot of gatekeepers who despise you and guard the spaces. Secondly, how to convince old thriving businesses on how to move them into the digital space.”

For people who feel stuck and keep wondering whether it is time to make the move, James advises, “Move when you are ready. Seek information about your next move and don’t bang the door as you leave.”

My first year as president

In his first year as President of the Institute of Quantity Surveyors of Kenya, Mutinda Mutuku says what surprised him most was the level of underemployment and unemployment within the profession.

The irony, Mutinda adds, is that quantity surveying is a regulated profession. Yet the number of licensed quantity surveyors is still low, about 3,000, and in his view that should not translate into widespread underemployment and unemployment.

It is for this reason, Mutinda mentions that when he stepped into office, he chose advocacy and awareness for the profession and the need for better regulation.

So, which leadership style did he adapt? “Consultative with members across all ages through engagement forums.”

The work, however, has come with hard realities. Mutinda says his biggest challenge this year has been seeing members struggle to service their subscriptions, which he links directly to the underemployment and unemployment in the sector.

And while he carries the weight of the office, he says the role comes with no pay, meaning service has had to take first priority alongside the responsibilities he already has.

“I have my own practice which needs me, my family also require my availability but sometimes I am not.”

If he could return to his first day, Mutinda says he would give anyone stepping into service a blunt warning. “Assume this is the only thing you have to do and manage your other responsibilities. Secondly, understand what you’ll be up against.”

From TV host to emcee

Growing up, when Tusker Project Fame took the airwaves Agnes Nonsizi, would look up to the hosts seeing as something she would want to do in future.

Fast forward in 2014, she gets an opportunity to be the Mc in the creative space. “I quickly realised there is more than just talking. There is audience control, maintaining flow, and engaging your listeners,” she says.

“I love growth, so I started asking myself, have I created a brand out of my job? Yes. Is there anything else I can do apart from just appearing on air? Yes, and my low hanging fruit for my brand was emceeing.”

Before tendering her resignation, Agnes reached out to a friend who was doing corporate emceeing and shared her profile for onward sharing with organisations seeking a female emcee.

“People thought I resigned and the gigs were waiting. No, I resigned and sat in my house before they came in. It is important to also note that I had a career coach who helped me align my goals with the future I wanted to step in, ” she recalls.

Looking back, Agnes shares through her former job, she has been able to diversify and can handle different pools of people, public speak, handling crisis and ensuring her brand is visible and clear on socials.

To anyone who wants to pivot their career, Agnes advises, “It is a very personal decision so sit down with yourself and think through it thoroughly.”

The year 2025 began with a call to Kenyans and our visitors to embrace the destination more boldly than ever before, a call for adventure and a renewed appreciation of the extraordinary experiences that lie within our borders.

Kenya has long been celebrated as the home to safari and beach adventure, from the breathtaking drama of the wildebeest migration in the Maasai Mara to the serenity of our white sandy beaches along the coast.

Yet these iconic attractions represent just a fraction of who we are. As we seek to grow our tourism sector in 2026 and beyond, diversification remains the engine that will transform Kenya from a traditionally known destination into one of the most versatile and irresistible on the global stage.

Over the last few years, travellers are increasingly favouring immersive outdoor experiences over conventional holidays. This surging global appetite for nature-rich, wellness-focused, and adventure-driven travel is reshaping tourism.

Our natural advantages make this a compelling pursuit, few countries can boast Kenya’s blend of dramatic mountain ranges, rich culture and people, pristine marine ecosystems, low-light skies ideal for stargazing, equatorial positioning for year-round cosmic visibility, and the cultural richness of 42 communities whose stories and traditions remain deeply woven into the land.

To fully unlock this potential, our marketing efforts have evolved to tap into segments that were not previously fully harnessed, allowing us to spotlight emerging products and connect them with the travellers who value them most.

Through deeper collaboration with the private sector, the Kenya Tourism Board is continually nurturing compelling new experiences and ensuring they are showcased to the world through a unified and data-driven strategy.

Under the Magical Kenya brand, we are committed to revealing a destination far richer than the safari-and-beach identity that has long defined us.

Partnerships with global powerhouses in the tech, aviation and other key operators has enabled us to tell more nuanced, technologically enhanced, and globally resonant stories about the destination and our people.

These collaborations help ensure that Kenya’s adventure products, wellness offerings, cultural circuits, and astro-tourism experiences reach the right audiences with greater precision and visibility.

A testament to this ambition is the Magical Kenya Signature Experiences programme, now featuring 61 carefully selected adventures and experiences.

Whether it is drifting above the savannah in a balloon at sunrise, experiencing the marine wonders of our coast, immersing oneself in authentic cultural homestays, or indulging in Kenya’s diverse culinary scenes, each experience showcases the depth and diversity of our tourism offering while helping combat seasonality.

Alongside these curated experiences, segments such as sports tourism are expanding rapidly.

Kenya’s global athletic prestige continues to attract runners, mountain trekkers, and international competitions.

The Magical Kenya Mountain and Trail Series has already demonstrated the potential of blending sport, culture, and county-level economic development.

Additionally, with the star power of athletes like Faith Kipyegon and the continued global excitement surrounding the WRC Safari Rally, Kenya is increasingly positioning itself as a sporting destination.

Wellness tourism is another frontier where demand is rising. Forest-bathing trails, meditation retreats, eco-lodges offering digital detoxes, and nature-based healing itineraries are capturing the imagination of travellers seeking restoration and balance.

These offerings complement our cultural tourism circuits, where communities across the 47 counties continue to share traditions, crafts, cuisine, and indigenous knowledge that set Kenya apart.

The goal is to inspire a collective dialogue on how tourism, when fully harnessed and strategically prioritised can play an even greater role in job creation and revenue generation. With unity, innovation, and shared purpose, we can meet and even surpass our target of 5.5 million arrivals by 2027.

The National Treasury is considering restructuring billions of shil-lings in loans owed by water services providers after years of near-total default left taxpayers exposed to mounting losses and stalled repayments on foreign and domestic borrowing.

Latest records show that a measly Sh2.5 billion out of Sh140.4 bil-lion to water agencies and utilities through on-lending arrangements over the years had been repaid as at June 2025.

This translates to an overall default rate of about 98.2 percent, or an outstanding balance of Sh137.9 billion.

Treasury officials have not disclosed the nature the restructuring will take, only indicating that it is intended to align debt servicing with county revenue flows.

This, the Treasury hopes, will unlock repayments from utilities that have struggled to collect and remit revenues following devolution of the water function.

‘The water sector continues to face financial challenges arising from ongoing legal reforms, given that water is a devolved function. Some County Government-owned Water Companies have not been remitting funds to the respective Water Agencies, thereby constraining debt-servicing capacity and exacerbating arrears accumulation,’ the Treasury wrote in the latest annual debt management report for the period ended June 2025.

‘Addressing these challenges will require stronger enforcement mechanisms to ensure timely remittances, clearer intergovernmental financing frameworks, and possible restructuring of water sector debt to align with county-level revenue flows.’

Treasury typically borrows from foreign and domestic lenders and on-lends the funds to state-owned enterprises that play a strategic role in the economy, but cannot get funding on their own because of their weak financial positions.

As a prerequisite, the Treasury should ensure the projects funded through on-lent credit ‘hold a top-level priority on the development agenda of the government’.

However, weak project performance and poor remittance structures have turned many of these loans into quasi-grants.

Part of the loans are historical, with some dating back to the pre-devolution period when the utilities operated under defunct municipal and county councils.

The Treasury says the proposed plan will also look at strengthening enforcement mechanisms to ensure timely remittances and clarify in-tergovernmental financing frameworks.

The figures indicate that most water utilities and agencies have either not repaid anything or are servicing a fraction of their debt obligations.

Also read:

The Treasury records show a paltry two utilities out of 17 water sec-tor entities have shown meaningful repayment efforts.

Eldoret Water and Sanitation Company has repaid Sh849 million out of Sh1.06 billion disbursed, leaving about a fifth (19.8 percent) of the loan outstanding, while Nyeri Water and Sewerage Company has repaid Sh807 million out of Sh1.16 billion borrowed.

The repayment record signals that recovery may be possible where utilities have stronger billing and revenue collection systems.

The Athi Water Works Development Agency, the single largest borrower, has an outstanding balance of Sh61.96 billion out of Sh62.49 billion they received, a repayment rate of less than one percent.

The Central Rift Valley Water Works Development Agency has repaid Sh302 million out of Sh5.23 billion, leaving Sh4.92 billion, or 94.2 percent, outstanding.

Several agencies have not repaid a shilling. These include the Coast Water Works Development Agency (Sh16.86 billion outstanding), Tana Water Works Development Agency (Sh8.89 billion), Tanathi Water Works Development Agency (Sh5.38 billion), Northern Water Works Development Agency (Sh4.23 billion), and while the National Water Conservation and Pipeline Corporation -which has since transitioned to National Water Harvesting and Storage Authority- owes Sh2.46 billion.

The Lake Victoria North Water Works Development Agency has an out-standing balance of Sh16.16 billion out of Sh16.19 billion, a repayment rate of 0.2 percent, while the Lake Victoria South Water Works Development Agency has not repaid 99.9 percent of its Sh9.61 billion loan.

Kilifi Mariakani Water and Sewerage Company (which owes Sh1.26 bil-lion), Kwale Water and Sewerage (Sh1.39 billion), Malindi Water, Sewer-age and Sanitation Company (Sh1.58 billion), Mombasa Water and Sanitation Company (Sh1.30 billion), and Tavevo Water and Sewerage Company (Sh964 million) have all recorded zero repayment.

This has come at a time the Treasury announced that parastatals which have defaulted on loans will be barred from getting approval for further borrowing in a bid to slow down growing burden on taxpayers.

‘The National Treasury and Economic Planning will not give concurrence for borrowings or, where applicable, grant guarantees for State Cor-porations which are in default of loan repayments and pending bills,’ Treasury Cabinet Secretary John Mbadi told chief executives of State Corporations in December 2024 via a circular.

President William Ruto has ruled out repeal of a levy on importation of clinker, a key input for cement production, contradicting an earlier position by the Trade ministry, which had promised to roll back the controversial tax.

The President said the government would not allow the importation of clinker, a raw material used for cement production, noting that the country has enough limestone of its own. Clinker is mined from limestone, a creamy white or soft gray rock.

“We have limestone, we have all the other raw materials that are necessary for the production of cement here in Kenya,” Dr Ruto said on Tuesday.

“Somebody needs to explain to me why we want to go and import stones, just stones. How can we spend our money to buy stones from other countries when we have our own stones?” he wondered.

President Ruto was speaking as Bamburi Cement signed a Sh32 billion ($250 million) deal with Sinoma CBMI Construction for the construction of a clinker plant in Matuga, Kwale County.

In October, Trade Cabinet Secretary Lee Kinyanjui said the Executive would petition Parliament to repeal the 17.5 percent export and investment promotion levy on clinker and steel, noting that it had unintended effects on companies in these critical sectors.

“We are currently charging 17.5 percent for anybody who imports clinker, yet we don’t have enough local clinker,” said Kinyanjui.

“So, many of our cement factories are operating sub-optimally because they don’t have enough clinker, and the people who have clinker sometimes refuse to sell to them because they’re also competitors,” he added.

However, the President said he is not ‘persuaded’ that the country lacks the capacity to produce its own clinker, noting that the government will continue to restrict imports of the raw material, currently managed through the imposition of the levy.

The controversial levy was introduced by the Kenya Kwanza administration in July 2023, rattling the cement sector as clinker imports plummeted from 148,000 tonnes in 2023 to 10,300 tonnes last year. The reduced imports are also said to have impacted the construction sector as cement consumption tanked.

At the time, the levy was opposed by the Kenya Association of Manufacturers (KAM), which argued that it would not achieve its intended goal of boosting local production and exports.

However, KAM, the lobby for manufacturers, has made a U-turn, noting that the levy had enabled the establishment of clinker and manufacturing plants in Kenya, and turning the country from being a net importer into the next exporter of these products.

‘Repealing the 17.5 percent levy would reverse the progress achieved in attracting substantial investment in the sector, ‘said KAM in a statement on Tuesday.

One of the strongest backers of the levy has been businessman Narendra Raval, a close ally of President Ruto, whose steel and cement operations were among the biggest beneficiaries of the policy changes.

Raval began building ties with President Ruto soon after he became Kenya’s fourth head of state. This drove five cement makers into a frenzy.

Rai Cement, Bamburi Cement, Savannah Cement, Ndovu Cement, and Riftcot Limited mounted a spirited fight against what they feared was a fresh plot by Raval to control the lucrative clinker market.

There were concerns that the tycoon, whose Devki Group also dominates the steel sector, had Dr Ruto’s ear as the new administration prepared its first budget for the fiscal year starting in July 2023.

For a while, Athi River-based National Cement, which has the largest limestone deposits – the main material for clinker production – pushed for the import duty on clinker to be raised to 25 percent, noting it had sufficient capacity.

However, the five other companies argued they had already been given a four-year grace period, lapsing in 2026, to build their own grinders. The agreement, hatched during President Uhuru Kenyatta’s tenure, expected the players to invest individually in clinker facilities worth $1 billion (Sh125 billion).

Bamburi Cement on Tuesday announced that construction of its clinker factory would start in the first quarter of 2026 and is expected to be completed in the first quarter of 2028.

Bamburi Cement, recently acquired by Tanzania’s Amsons Group, is expected to double its clinker capacity, enabling it to compete more effectively with players such as National Cement that have to dominate the cement sub-sector.

In today’s global economy, workplaces resemble vibrant mosaics. We have pieces of different cultures, languages, and traditions coming together to form something beautiful.

Diversity is no longer a corporate checkbox; it’s a strategic advantage. And if there’s one continent that understands the art of coexistence, it’s Africa.

With its rich tapestry of ethnicities, traditions, and philosophies, Africa offers lessons the world can use to build innovative, high-performing organisations.

I have always had fond memories of my working years in the Middle East, working with a global telecoms giant. In one of our meetings, a colleague was involved in a heated debate with the manager. Both were talented individuals and from different cultural backgrounds.

The manager believed deadlines were carved in stone, while the colleague treated them like gentle suggestions. To him, the deadlines would be met, yes, but ‘God willing”. The manager was having none of it. The deadline had to be met, and, if necessary, extreme effort had to be expended to achieve that.

Tension was rising until someone cracked a joke: ‘Maybe we need two calendars for this team!’ Everyone laughed, and that laughter opened the door to a deeper conversation about cultural differences in time perception. The solution? A flexible schedule that respected both approaches. It wasn’t in any HR manual, but it worked, and the project was delivered successfully.

This memory illustrates a profound truth: Cultural diversity can be a source of friction or a fountain of innovation. The choice lies in how we manage it.

Culture: The invisible engine of performance

Culture is more than slogans on a wall, it’s the invisible engine that drives behaviour, decision-making, and ultimately, performance. A strong, inclusive culture doesn’t just make employees feel good; it accelerates innovation, fosters collaboration, and builds resilience.

Organisations that ignore culture risk creating silos and disengagement. Those that embrace it unlock creativity and agility. These are essential qualities in today’s fast-changing markets.

Innovation loves diversity

Innovation rarely springs from uniformity. It thrives where ideas collide, where different perspectives challenge the status quo. Diverse teams bring multiple lenses to problem-solving, making them more agile and creative.

Africa’s experience illustrates this beautifully. Across the continent, communities have long solved complex challenges through collective wisdom, drawing on varied traditions and viewpoints. This principle applies globally: when organisations harness cultural diversity, they create fertile ground for breakthrough ideas.

Think of it like an African dish. A single ingredient can sustain you, but combine grains, spices, and greens, and you have a meal that nourishes body and soul. Similarly, blending cultural insights creates richer, more robust solutions.

Building high-performing organisations

High performance isn’t just about hitting quarterly targets. It’s about creating an environment where people feel valued, understood, and inspired to give their best.

Cultural harmony plays a central role here. When employees feel their identity is respected, engagement soars, collaboration deepens, and productivity follows.

But harmony doesn’t happen by accident. It requires deliberate design. Leaders must move beyond token diversity and actively shape a culture that celebrates differences while aligning everyone to a shared vision. This means embedding inclusivity into policies, communication, and even performance metrics.

Leadership: The architects of culture

Culture isn’t what’s written on the wall; it’s what happens in the hallway. Leaders set the tone. They decide whether culture becomes a strength or a source of friction. Effective leaders don’t just manage culture; they go out of their way to design it.

Designing culture means being intentional. Leaders model desired behaviour. They respect all voices. They champion cultural intelligence and create safe spaces for dialogue. They recognise that misunderstandings thrive in silence.

As such, they actively encourage open conversations about differences. One of the most powerful leadership acts is storytelling. Sharing narratives that celebrate diversity and resilience can inspire teams to embrace inclusion as a shared value, not a compliance exercise.

Africa’s lesson for the world

Africa teaches us that harmony isn’t about uniformity. It is about weaving differences into a stronger fabric. Across the continent, communities have long practiced coexistence, negotiation, and collective problem-solving. These principles are universal.

Our world is interconnected. As such, cross-cultural management isn’t optional; it’s a strategic necessity. Organisations that embrace it unlock the full potential of their workforce, strengthen global relationships, and stay ahead in a market that moves at lightning speed.

So next time you encounter a perspective that feels unfamiliar, don’t dismiss it. Lean in. Ask questions. Listen deeply. Learn. You might discover an insight that transforms your business.

Remember our African proverb: ‘Wisdom is like a baobab tree; no one individual can embrace it.’

Have you ever noticed how the festive season has a special way of turning simple moments into unforgettable memories? The lights feel brighter, the laughter sounds warmer, and everywhere you go, there is a sense of gathering and joy in the air.

But nothing captures this feeling more than the smell of barbecue rising into the evening sky. It is the aroma of fire, slow cooking, and shared excitement. It is the sound of meat sizzling, friends calling out to each other, and music floating gently through the breeze.

It is the time when a true grill squad master steps forward, bringing the magic of smoke and fire to life, turning every gathering into a celebration of flavour and togetherness. This is the spirit that surrounds the story of Stephen Musyoka as he leads his team into a festive feast like no other.

Stephen Musyoka,40, known to his friends as Syoks, and his team of eight, the Grill Squad, this season is all about bringing people together. ‘A nice barbecue is where you come with your friends, you chill, you celebrate,’ Syoks said, smiling. ‘It is more than just food. It is about sharing moments that matter.’

This December, they created the December Roast and Toast, a special festival to celebrate the end of 2025. Guests stepped into a space alive with music, twinkling lights, and the inviting smell of grilled meat.

Unlike ordinary meals, here people moved from station to station, collecting dishes straight from the grill and talking to the chefs.

‘We wanted people to come and experience the food, not just eat it,’ Syoks explained. ‘You see the cooking, you chat with the chef, and you feel part of it.’

Each chef had a specialty. ‘We all focus on what we are best at,’ Syoks said. ‘That is where the magic happens.’

The festival’s centerpiece was the beef ribs, brined overnight, rubbed with spices, seared, and slow-cooked in beer for hours until they fell off the bone. They were served with fresh mango salad, adding a sweet and tangy balance.

‘I love long cooks,’ Syoks said. ‘I wake up early, prepare everything, and let the ribs cook slowly. By the time guests arrive, it is perfect.’

The festival became a celebration of life’s moments. ‘You never know how things will turn out,’ Syoks said. ‘Maybe someone has been going through a tough time, or maybe someone won an award. Here, we toast to it all.’

Guests clinked glasses, laughed, and savored the smoky flavours of the grills, feeling the warmth of friendship and festive cheer.

The Grill Squad’s motto, Food, Fire, Friends, was everywhere. It was in the crackling fire, the smell of roasting meat, and the joyful chatter. ‘Good food is shared. Food is an experience,’ Syoks said.

As Stephen filled the air with slow cooked ribs and festive cheer, another master of the fire stepped forward with his own signature flavour.

The goat whisperer

Patrick Karanja, 44, also known as Bandito Tricks or the Goat Whisperer, is a master of fire, smoke, and flavour. ‘My age is 44 years young, not old,’ he jokes, standing confidently by the grill. Every festive season, Patrick and his team turn simple meat into a celebration of taste. This year, the festival promised to be unforgettable with their ultimate toast and roast feast.

‘Today I did goat legs, goat ribs, and goat arms. I marinated them last night,’ Patrick explains. The meat soaks in a special blend of 18 spices, chosen from thousands at Freddy Hush.

‘I usually test the spices on my own first before I share them with everyone. It is all about creating and innovating,’ he says. By 7:30am, the grills are lit, flames dancing over the meat as it smokes slowly for hours. The aroma fills the air, drawing crowds eager for a taste of Patrick’s signature flavours.

Patrick does not follow a strict recipe. ‘Every time, I create something new,’ he says. This approach makes each festive season unique, as every bite of goat meat is tender, smoky, and perfectly spiced. Guests come back year after year, anticipating the familiar thrill of his flavours.

‘We start with three meats; pork, chicken, and goat and add beef later, like brisket and short ribs,’ Patrick explains. Each plate is served with sides and starches, making the meal a full experience. ‘The festive season is about sharing. We want everyone to feel the joy of gathering around good food.’

Outside the festival, Patrick wears another hat with his team, BBQ Bandits. ‘We carry our own equipment, come to your home, and deliver the same experience,’ he says. From private gatherings to neighborhood celebrations, Patrick ensures that everyone can enjoy the magic of the Grill Squad, no matter the location.

‘Being Kenyan, and in the festive season, my specialty that moves a lot is goat,’ Patrick shares. Flames, smoke, and the smell of roasting meat create a scene full of warmth and joy.

From Patrick’s goat-filled fire, we move to the sizzling precision of steak and lamb.

The steak and lamb specialist

‘I love to grill,’ says Agnes Mwangi, the grill master and founder of Pot Delight. ‘The joy is in seeing people enjoy the meat.’ For Agnes, this is more than a feast, it is a full experience where meat takes centre stage, and every bite is a festive delight.

‘If you get good cuts of meat, you do not have to overdress,’ she explains. ‘Salt, garlic, black pepper, ginger, and a touch of red chili are all you need to bring out the real flavour.’ Each cut is carefully chosen: sirloins and fillets for quick grilling, lamb chops for slow smoking, and tomahawks for those who love a bold, juicy steak.

The festive menu is a feast of contrasts and colours. Roasted plantains glisten in the sun, potato wedges are spicy and crisp, and jacket potatoes are fluffy and warm. Fresh salads add brightness to the table.

‘We avoid serving meat with ugali or skuma today,’ Agnes laughs. ‘With a steak, you do not need your usual dishes. Potatoes, salads, and plantains are perfect.’ Every dish is designed to complement the smoky, juicy meats and make the celebration unforgettable.

Guests arrive with eager anticipation, the energy vibrant and warm. Agnes works the fire with precision. ‘I need to see you there before I start grilling,’ she says. ‘A quick steak is best served hot, just off the grill. You do not want to reheat it. That is how you keep it juicy and tender.’ With every turn of the meat, the air fills with anticipation and delight.

She enhances the festive flavours with sauces and marinades, bringing an extra touch to her signature recipes. ‘Once you have eaten a good steak, you need something to take it down with,’ she notes.

‘Meat used to be served in the background,’ Agnes says. ‘Now we bring it to the front. Watching people enjoy it, introducing different flavours, and serving it in a way they have never seen, that is the true festive joy.’

As the steaks and lambs reach perfection, Bandito Wangai brings a taste of Texas to the heart of Nairobi.

The barbecue mythologist

For Nicholas Wangai, also known as Bandito Wangai, this is the perfect time to bring people together over fire, smoke, and meat. ‘I love my grilling and barbecuing,’ he says with a smile. For over six years, Bandito has turned his passion for nyama choma into a craft, perfecting the art of selecting cuts, balancing spices, and achieving that smoky, tender flavor everyone remembers.

This Christmas, Bandito and his Grill Squad are ready to make the season unforgettable. ‘This is the fourth gig we are doing. Actually, it is sort of an anniversary,’ he explains. The Grill Squad is a team who started small but have grown into a holiday tradition, creating a Nyama Fest where roasting and toasting meat becomes a celebration in itself.

For this festive season, Bandito has prepared a menu that promises to delight every meat lover. ‘I want to do for my Christmas event a Texas background barbecue. Short ribs, steaks, smoked chicken, and obviously barbecue sausages and also some pork on it,’ he shares.

Every piece is carefully chosen and treated with patience and precision. ‘Start early, do not be in a rush, and take it low and slow,’ he advises, revealing the key to keeping meat juicy and tender even for a large crowd.

Bandito’s approach is a mix of tradition and innovation. ‘I was brought up in the pure Kikuyu tradition of grilling. I will slaughter, go to the market, buy a lamb or a goat, and divide the cuts according to the customary Kikuyu tradition,’ he explains. He adapts seamlessly to modern barbecue methods, blending smoky flavors and rich marinades to create what he calls his ‘barbecue mythology.’

Outside the Grill Squad, Bandito runs his own events under the name Barbecue Bandits. ‘We give and deliver what we promise,’ he says. With festive packages ranging from sh3,500 to sh4,500 per head, guests enjoy a full barbecue experience, from the aroma of smoking meat to the sizzling sound of meat hitting the grill.

As the holiday season unfolds, Bandito Wangai is ready to light the flames, fill the air with smoke, and bring families and friends together. ‘Passion. Know what you want, go for what you want,’ he says when asked about his secret to perfect barbecue.

From Texas backyards to Willy D.’s precision smoke, the Grill Squad continues the festive magic.

Master of Smoke and Pork

Willie Keya, 52, also known as Willie D. of Willie D’s Barbecue, is at the heart of it all. ‘This season is about bringing people together,’ he says, flipping a slab of pork belly over the glowing coals. ‘We want everyone to taste joy, to feel the warmth of the holidays in every bite.’

‘The Grill Squad started as a dream,’ he explains, ‘and now it has grown beyond what we imagined. This is our baby, and seeing it happen is truly a blessing.’ Each member has their own style, their own brand, but when they come together, the results are magical.

For the festive season, Willie has prepared a menu full of flavor. His signature pork belly takes center stage. ‘I focus on clean smoke,’ he says. ‘Too much smoke will make the meat bitter. The wood has to burn clean, and the fire must be just right. That is what gives the meat its rich, smoky taste.’ He also grilled steaks hot and fast, creating tender, juicy cuts with a beautiful caramelised crust.

Chicken, beef, and goat meat join the feast, all carefully marinated with garlic, onion, and just enough sugar to enhance the flavor without making it sweet.

‘The festive season is the perfect time to do something different,’ Willie says, turning a sizzling steak. ‘I rarely grill, I usually smoke. But now I want people to see the fire, hear the sizzle, and taste the freshness of hot-grilled meat.’ Around the grills, the smell of roasted vegetables, soft starches, and flavorful sauces fills the air, complementing the smoky meats. Guests do not just eat, they celebrate, laugh, and share in the joy of the season.

Behind the scenes, the work is hard. Willie often sacrifices sleep to prepare for events. ‘Sometimes we forfeit personal engagements,’ he admits. ‘But it is worth it. Seeing families and friends enjoy our food, knowing we made it with care, that is the reward.’

Every dish carries Willie D.’s mark of flavor and care. ‘Smoking meat is an art, grilling is a joy, and the holidays are about sharing it all,’ he says with a smile.

As Willie perfects the smoke, Wangari Munyiri brings the intimate joy of chicken and cornbread to the season.

Queen of the Pits

Wangari Munyiri, 48, is not just a cook. She is known as the Queen of the Pits, and every festive season, she turns her backyard into a celebration of fire, smoke, and flavor. Her annual Nyama Fest of Roast and Toast is a feast where meat sizzles, spices perfume the air, and family and friends gather to celebrate the season together.

‘Then we thought of sharing the gift and the talent and the love of food with a number of people,’ Wangari explains. Today, the grill squad carefully curates meats, sauces, and sides to create a full barbecue experience.

This festive season, Wangari is bringing the celebration closer to home. ‘For the festive season, I am bringing it back home. It is about friends, family, and small groups. We enjoy it, and we relax as well,’ she says. After months of cooking for large crowds, she wants the holidays to be intimate and joyful.

The menu is a perfect mix of tradition and festive creativity. Wangari is especially excited about her chicken, which has become her signature. ‘I am known very well for the chicken and also the cornbread. It has now ended up carrying a lot of the barbecue we are known for,’ she says proudly.

The chicken is marinated with spices carefully curated with the help of her partners, ensuring that every bite is rich and flavorful. Cornbread is infused with pumpkin spice and cranberry, adding warmth and holiday magic to the table. Smaller steaks are grilled perfectly over smoky coals, ready to be shared among friends.

Every detail matters. ‘Passion and time,’ Wangari says when asked about her secret to perfect chicken. ‘You cannot hurry a good experience. You cannot hurry quality.’ Meats are sourced from trusted partners, and spices are chosen with care. She even adapts her grilling for different cultural traditions. ‘When I am working with smaller groups, I take time to learn who they are. If it is a mostly Muslim crowd, then we make sure the meat is halal,’ she explains.

As the fire crackles and smoke drifts in the cool festive air, laughter fills the backyard. Plates are passed, glasses are raised, and stories are shared. ‘The festive season is about joy, togetherness, and creating memories with people you love,’ Wangari says. Her Nyama Fest of Roast and Toast is not just a barbecue. It is a celebration of flavor, family, and the true spirit of the holidays.

Victims of sexual harassment in the workplace can sue their employer instead of the offending worker, the Employment and Labour Relations Court in Nairobi has ruled.

The court delivered the decision as it dismissed a preliminary objection raised by Ten Senses Africa Limited in a case filed by its former employee, Ms ML.

‘Even if the individual alleged to have committed the acts is not a party to the suit, that alone does not render the claim defective or incompetent,’ the court held.

The firm had argued that the case was fatally defective because Ms ML did not sue the individual employee she accused of sexually harassing her.

In its objection, the company asked the court to strike out the claim, arguing that the sexual harassment allegations were directed at a specific individual and not the company itself.

It claimed any orders issued would be unenforceable without the alleged culprit being a party to the case.

‘The claimant levels allegations of sexual harassment against a known specific individual but has not joined the said individual in this suit,’ the company submitted. It argued that, as a corporate entity, it could not commit the alleged acts.

The employer claimed the claimant had not demonstrated any failure in its anti-sexual harassment policies. It also argued that she never reported the alleged incidents internally or to the police, which denied the company an opportunity to investigate or discipline the accused person.

Ten Senses insisted that the failure to enjoin the alleged perpetrator made it ‘impossible for this court to wholly and effectively adjudicate this matter’ and urged the court to find the case incompetent and an abuse of the court process.

For her part, the claimant opposed the objection, arguing that it did not raise a pure point of law, as required for a preliminary objection.

Her advocate stated that the issue of sexual harassment was contested and could only be resolved through evidence at a full hearing. She relied on a legal precedent defining a preliminary objection as one based strictly on law, not disputed facts.

She also cited provisions of the Civil Procedure Rules that bar courts from dismissing cases solely due to non-joinder of parties.

‘No suit shall be defeated by reason of mis-joinder or non-joinder of parties,’ she argued, citing a previous judgment where the court held that non-joinder cannot be used to defeat a suit. In its ruling, the court agreed with the claimant and rejected the employer’s arguments.

The court clarified that employees alleging sexual harassment can pursue claims directly against employers without being forced to sue individual suspected perpetrators.

The court held that the objection raised factual issues that could not be determined at a preliminary stage.

‘The issues that arise in this case on the necessity for the joinder are all issues of fact and not pure and crisp points of law,’ the judge said.

The court noted that the employer’s arguments required it to interrogate whether the alleged acts occurred, whether the company could be held liable for the actions of its staff, and whether internal reporting mechanisms were triggered.

These, the court said, could only be addressed after evidence was presented.

Reaffirming that a preliminary objection must be founded on a settled point of law, the court ruled that the company’s objection did not meet that threshold.

The judge further emphasised that Kenyan civil procedure expressly protects cases from being dismissed merely because some parties have not been joined. The court dismissed the preliminary objection and ordered the matter to proceed to a full hearing on its merits.

In her suit, the claimant is seeking several declarations and monetary awards against the company. She is seeking general damages for alleged sexual harassment, unlawful intimidation, threats, and bullying, along with the costs of the suit and interest.

She also claims general damages for constructive, wrongful, and unfair termination, as well as damages for violation of her constitutional rights, underpayment, and embarrassment at the time of dismissal.

Further, she is asking the court to declare that her employment was terminated wrongfully, maliciously, and unfairly. She also seeks a declaration that the respondent violated her constitutional rights to equality, freedom from discrimination, dignity, privacy, and fair labor practices.

Additionally, she is seeking Sh1.14 million as basic salary for the remaining six months of her employment tenure and Sh190,000 as one month’s salary instead of notice.

As the controversial SIM card registration rules are enforced, telecommunication companies could find a silver lining in the use of fingerprints to curb fraud threats.

The Ministry of Information, Communications and the Digital Economy, in May, released new guidelines for SIM card registration under the Kenya Information and Communications (Registration of Telecommunications Service Subscribers) Regulations, 2025.

The new regulations require mobile subscribers to submit biometrics such as fingerprints, expanding beyond traditional identifiers such as names, ID numbers and dates of birth.

‘The new rules were developed to protect citizens from SIM card-related fraud and other criminal activities, including identity theft, SIM box fraud and scams, strengthen the identity of telecommunication services and support secure access to digital services such as mobile money, e-government and e-commerce,’ said the Communication Authority in a statement last month.

Although the rules generated a public storm, telco industry insiders say the adoption of biometric verification in telecommunication services could be a win for the sector that has long grappled with cases of fraud that are growing more sophisticated with advancements in technology.

Sources said some telcos are expected to start collecting fingerprint details when registering new and existing subscribers.

‘The key focus will be on fingerprints for SIM card registration, which I see as a big advantage for us telcos who have been frustrated by fraud,’ a source told Business Daily.

Pain for telcos

Fraud has been a pain for telcos, resulting in big cash losses. For example, in 2023, security agents arrested eight suspects accused of fraudulently generating SIM card numbers and taking out more than Sh500 million in loans from Safaricom’s Fuliza mobile overdraft service.

In the last financial year, leading mobile services provider, Safaricom, listed fraud and social engineering as the principal risks facing it and its customers.

‘Due to the wide use of M-Pesa services across the country, our M-Pesa customers and partners are exposed to M-Pesa fraud due to social engineering, fraudulent SIM swaps, digital identity theft, and mobile apps takeover,’ stated the firm in its annual report.

In 2021, Safaricom launched the Jitambulishe service, allowing prepaid and post-pay customers to enroll their voice and use it to access services such as getting their PUK, unlocking M-Pesa accounts, and retrieving their M-Pesa PIN and replacing their lines.

Kenya’s SIM registration environment already requires operators to gather customer details, validate identity documents, and maintain updated records to reduce impersonation, SIM-swap schemes, and criminal use of untraceable numbers.

Telcos, however, continue to routinely face cases where fraudsters exploit weak onboarding checks, recycle stolen identity cards, or submit manipulated documents during SIM replacements, causing financial losses and eroding trust in digital services.

These vulnerabilities have made SIM swaps particularly damaging as criminals can take control of a customer’s calls, messages, mobile money approvals, and banking alerts within minutes of replacing a line.

A biometric anchor eliminates these weaknesses by tying a subscriber’s registration to a non-transferable physical characteristic that cannot be forged, borrowed, photocopied, or reconstructed from stolen data.

Multiple countries across the world have already adopted similar approaches, using fingerprints or facial recognition to authenticate individuals during SIM purchases and high-risk account changes.

Such adoptions have been driven by rising fraud levels worldwide, pushing regulators and operators to move beyond simple document checks that criminals routinely forge or manipulate.

The concept of biometric use is already prime in the financial sector, with several commercial banks in the country, including Absa Bank, KCB Group, and Stanchart, supporting facial recognition as a login option to their mobile banking platforms, subject to the capabilities of users’ devices.

According to the Central Bank of Kenya (CBK), the adoption of new technologies such as biometric verification and big data analytics comes as banks explore the potential opportunities of new business models, including virtual assets, seek to improve operations, and minimise fraud.

Traditional password

‘Application Programming Interfaces (APIs) have been adopted by most banks with a 79 percent and 64 percent adoption rate by commercial banks and MFBs, respectively,’ explained the CBK in its latest annual report.

‘This was followed by Cloud Computing, Biometrics Technology, and Big Data and Data Analytics with an adoption rate of 42 percent, 40 percent, and 40 percent, respectively, across all banks,’ it added.

Biometric verification has been widely adopted in developing markets as an alternative to traditional password and PIN requirements that are considered by many as outdated in the face of emerging technologies such as Artificial Intelligence.

Some of the leading smartphone makers, including Apple and Samsung, have facial recognition and fingerprint authentication built into their devices that help users safely access their apps and personal data.

Last week, Australia implemented the world’s first social media ban for its citizens under the age of 16 in a bid to limit the harmful effects of the technology, including cyber-bullying and sexual exploitation of minors.

The ban, which has seen teens restricted from popular apps including Facebook and TikTok, will require social media firms to implement some form of biometric verification to ensure compliance.

In October this year, India started allowing citizens to approve payments on fintech platforms using facial recognition and fingerprints. Authentications are verified using biometric data stored in the state’s Aadhar digital identification system.

But telcos in Kenya will walk a tight rope on data privacy as they shift to biometrics for SIM card security.

In Kenya, the use of biometric verification for telecommunication services that include mobile money transfer will be closely watched to determine adherence to the data protection laws and other safeguards to users’ privacy.

According to the guidelines from the Office of the Data Protection Commissioner, ODPC, biometric data collection and processing by service providers should be lawful, fair and transparent, accurate and limited to the purposes of collection.

‘Clear policies and procedures for data retention and deletion must be established, defining specific purposes and retention periods,’ states the ODPC in the guidelines released earlier this year.

‘Prompt deletion or anonymisation should occur once the purpose is fulfilled to mitigate privacy risks from unjustified retention periods and ensure compliance with the Act and Regulations.’

At a recent end-of-year staff celebration, a truth about workplace dynamics revealed itself. In preparation for the event, the HR department had initiated a poll asking employees to nominate outstanding departments, managers and individuals in various categories, like innovation, contributions, leadership, among others. The response was enthusiastic. But when the final list was read, the HR department and its members were missing.

The HR team that designed the poll, championed the recognition, and even moderated the event, was not recognised by the employees whose welfare it had safeguarded throughout the year.

This came against a background of implementing enhanced employee retirement benefits, bereavement cover, mentorship and employee assistance programmes, lactation rooms, installing an HRIM System for seamless processes, and resolving countless staff issues with fairness.

These were in addition to the important but often invisible responsibilities of strategic workforce planning, talent development, succession management, and driving culture transformation. None of these efforts translated into recognition.

The outcome was hard to ignore. The incident triggered a moment of reflection about why HR remains one of the most misunderstood and least appreciated functions in some organisations. Some reasons come to mind.

Staff benefit from HR’s work daily, but the relationship they have with the HR staff after recruitment is often indirect and direct when there is a problem.

Employees are more emotionally connected to their line managers, who guide their routines, solve operational problems, and advocate for them in visible ways like providing additional resources.

HR, on the other hand, works behind the scenes, designing systems rather than leading teams, negotiating benefits rather than delivering daily instructions, and handling sensitive issues.

Many of HR’s most meaningful achievements are long-term, like organisational change, others are drastic-like downsizing, mergers, which affect job security. Many are confidential, especially those involving strategic business shifts, discipline, conflict resolution, gri

This structural distance often creates a skewed perception. Employees tend to remember HR’s role in difficult moments, but overlook the quiet wins. A well-negotiated medical cover does not come with HR’s name on it.

An effective HRIMS is experienced as convenience, not as a strategic investment. A stable workforce, improved productivity, and career progression appear to happen naturally, even though they are outcomes of deliberate HR planning and painstaking work with executives and department heads.

Talent management and career development, which require endless dialogue, analytics, coaching, and alignment with business strategy, rarely attract praise because the value unfolds gradually and indirectly, and may face resistance.

Why is HR misunderstood and not fully appreciated by employees? The answer is not for HR to demand praise, but to rethink how it builds connections with employees.

HR carries the burden of advocating for employees in boardrooms, absorbing organisational pressure, counselling distressed staff, and simultaneously enforcing decisions that can make them appear not compassionate.

A department responsible for people must invest in emotional presence. Simple, consistent interactions, brief departmental visits, informal conversations, participation in team moments, and regular communication can humanise HR.

Employees are more likely to appreciate what they understand, and more likely to trust what feels familiar. When HR communicates its achievements throughout the year, shares impact stories, and uses data to demonstrate progress in engagement, wellness, and talent growth, it builds visibility without appearing pushy.

Internal storytelling becomes a strategic tool for redefining the department’s identity. Instead of saying ‘introduced lactation rooms,’ say ‘We helped new mothers return to work with comfort and dignity’.

Qualify and quantify achievements using metrics and data like, number of jobs saved, careers grown from learning and development programmes, workplaces made safer and reduction of accidents, emotional health improved through wellness initiatives, systems strengthened, and efficiency improved through an HRMIS system. Create small celebrations of HR initiatives, like an enhanced new health cover.

Visibility alone is not sufficient. Organisation Leadership teams should create frameworks where cross-functional contributions are recognised alongside operational achievements.

Leaders could allocate budgets for departmental appreciation initiatives like luncheons or quarterly achievements. HR can guide such initiatives.

Recognition should not be a once-a-year moment; it should be a continuous culture-building process supported by deliberate leadership action.

The incident at the end-of-year party is therefore a reflection of a broader disconnect between what HR does and how the workforce experiences it.

For HR to be acknowledged as a true business partner, it must bridge the relational gap by being present, communicating effectively, engaging authentically, and amplifying its strategic value.

At the same time, the leadership must champion a culture where all contributors, including of HR department, are appreciated for the roles they play in sustaining organisational culture, performance and growth.

HR leadership must also interrogate its leadership styles. Well-meaning gains may be lost if the leadership does not demonstrate skills that create a strong connection with employees.

HR must also tell its own story more meaningfully, intentionally, and leadership recognise that the people who care for the employees also deserve to be felt and cared for.