Category: Business Daily

For every 10 adult Kenyans living with high blood pressure, only four are aware of their condition, according to a new statistic, highlighting alarming gaps in access to treatment for a disease that puts millions of lives at risk.

The World Health Organisation’s Hypertension Profile 2025 estimates that 5.5 million Kenyans aged 30 to 79 have high blood pressure, equivalent to approximately 28 percent of the population.

‘Until the lion tells his side of the story, the tale of the hunt will always glorify the hunter.’ – African proverb

If the first ascent of the creative founder is survival, the second is recognition. It is when passion, once doubted, begins to attract attention, when resilience forged in scarcity is suddenly visible to the world.

A travel agent based in Mombasa has sued KLM Royal Dutch Airlines, seeking a permanent injunction to restrain it from demanding payment for five tickets, allegedly purchased fraudulently.

In its case at the High Court in Mombasa, Kilindini Travel Centre Ltd says it is an International Air Travel Association (IATA)-accredited travel agent, authorised to conduct air ticketing business for both local and international travel.

The Judiciary has raised concerns about the increased use of forged documents to try to procure favourable decisions in the wake of a fake court order in a case involving betting firm SportPesa.

It issued a public notice on Wednesday over the rising cases of fake rulings, court orders, warrants of attachments and sale of property, as well as notices to show cause.

The value of payments made through cards fell to Sh521.3 billion in the 12 months to June 2025, compared to Sh594.2 billion in a similar period last year, cementing a trend of slumps attributed to an increase in mobile banking.

The use of bank cards for purchasing goods and services has declined over the last six years, with consumers increasingly opting for alternative payment methods such as cash and mobile money wallets.

The ownership and control of Directline Assurance has been reset once again, following a new legal decision that has altered the stakes held by various investors, including media mogul SK Macharia.

This follows the Insurance Appeals Tribunal quashing a directive from the industry regulator that sought to nullify past shareholding changes in the firm.

For most of the past 25 years, Chinese construction companies operating in Africa could count on generous financial backing from Chinese banks. Between 2000 and 2019, Chinese funders committed almost $50 billion to African transport projects. Most came from Chinese development finance institutions.

Six years ago, this started to change as Chinese lenders began to pull back. Since 2019, they have committed only $6 billion for the development of Africa’s infrastructure.

Yet Chinese companies continue to thrive on the continent. Many remain market leaders in the constTo make sense of how Chinese companies continue to expand at a time of dwindling state funding, we looked at what makes them so successful in African markets. In a recent paper we set out the main drivers.

We drew on our expertise on the activities of Chinese companies in Africa and undertook extensive fieldwork in China, Kenya and Ghana.

First, Chinese companies draw on their ties to the Chinese state to enter – or establish – their presence in a specific market. This was the case during the boom of Chinese-funded infrastructure projects across Africa. It continues to be the case for projects central to African countries’ development agendas.

Second, Chinese companies build trust-based relationships with other companies, governments and international organisations. This enables them to secure projects across borders and regions.

Third, companies rely on the everyday relations established with local politicians, officials, business people and intermediaries.

The key to market expansion is firms’ ability to shift between these strategies – sometimes leaning on the Chinese state, sometimes on other multinationals, sometimes on local elites.

Our research found that support from the Chinese state was important for market entry. But it did not automatically translate into market survival or expansion. Instead, it is companies’ flexible expansion strategy that has made them so successful.

Our findings highlight that African governments and other local actors have a crucial role to play in shaping the activities of Chinese firms. Their policies and negotiation approach actively influence how these companies operate.

Our results also challenge the common assumption that Chinese companies are simply extensions of China’s foreign policy. We show that many Chinese firms increasingly behave like their western private counterparts: competing for contracts, partnering with other international actors, and adapting to local conditions. This shift highlights the opportunities and responsibilities of African actors in shaping the impact Chinese companies have in their economies.

How Chinese companies do it

We collected data through research in China, Kenya and Ghana between 2018 and 2022. We studied various written sources, interviewed Chinese construction company staff, and spoke to African government officials and people, companies and organisations.

We also spent four months observing Chinese construction sites in Kenya and Ghana.

In the first place, the ties that bind Chinese companies to the Chinese state have long been a springboard for overseas expansion.

In Kenya, China Road and Bridge Corporation, a subsidiary of Africa’s largest international contractor, China Communication Construction Company, opened its local headquarters in 1984.

At first, the road builder mainly worked as subcontractor for other Asian companies, gaining experience in ‘how to do business’ in this African market. It later became the lead contractor for Chinese-financed megaprojects like the Nairobi-Mombasa Standard Gauge Railway.

State-backed loans gave the company large contracts as well as visibility and credibility with Kenyan authorities.

In Ghana, China Harbour Engineering Company, another China Communication Construction Company subsidiary, entered the market through a Chinese-financed agreement in the 2010s. The loan gave the harbour company a way into the Ghanaian market and the opportunity to build long-term relationships. During a pause in this project, it sought other projects by using its regional networks in west Africa.

Network building

Our evidence shows that Chinese firms operating in African markets cultivate trust-based networks beyond the realm of the Chinese state. These networks include other multinationals, both Chinese and non-Chinese, regional organisations, international financiers and African state actors.

In Ghana, China Harbour Engineering Company relied on its connections with international partners to ‘keep busy’ while Chinese-funded projects stalled. It secured other port projects in west Africa by partnering with a consortium involving western multinationals.

These projects anchored the company in Ghana’s port sector. They also opened doors to further contracts funded by non-Chinese actors.

In Kenya, China Road and Bridge Corporation similarly expanded outside Chinese-funded projects by winning international tenders. The company’s bids were attractive as it was able to redeploy equipment and staff from nearby projects.

This lowered the costs of getting started. For example, machinery and quarries used for the Nairobi-Mombasa railway were also used in the Kenyan government-funded Lamu port project.

The ability to mobilise resources across projects strengthens Chinese companies’ competitiveness in international tenders.

We found that Chinese firms embed themselves in local political and business environments. They develop individual relations with key political and business figures.

In Kenya, China Road and Bridge Corporation’s directors worked closely with politicians and ministries to anticipate infrastructure needs. In some cases, the company carried out feasibility studies before tenders were issued. It could then present ready-made projects, such as the Liwatoni bridge in Mombasa. In Ghana, China Harbour Engineering Company relied on local intermediaries to navigate the politics of infrastructure development and secure contracts. Young professionals had ties to both Chinese managers and Ghanaian elites. The company also hired foreign consultants to bolster its reputation with local officials.

The implications

For African governments, this shift means that Chinese firms are no longer closely tied to Beijing’s priorities. They will participate in public tenders, invest in public-private partnerships and partner with other multinationals.

Negotiating these firms’ role in African economies will require a different strategy. It less focused on geopolitics and more on regulation of standards and alignment with industrial policy.

The next phase of Africa-China infrastructural engagement will not be defined by large Chinese loan packages. It will be driven by operational contexts, various alliances, and a competitive world market.

Kenya slipped out of the world’s top 100 most innovative economies, raising concerns about its ability to sustain a digital and knowledge-driven growth.

World Intellectual Property Organisation (WIPO) uses roughly 80 indicators to assemble its Global Innovation Index (GII). They cover innovation inputs such as spending on research and development, and outputs such as patents and high-tech exports.

The first time Malcolm Kirago held the keys to a Bentley, there was some hesitation because it wasn’t his car. In fact, it was the first Bentley he had ever seen up close with leather that still carried the smell of newness, an engine note that made him marvel before settling into the driver’s seat.

His job? Not to drive it, but to restore it. It has become a thriller teaser into a world of cars, Mr Kirago only grew to admire.

Despite ongoing investments in technology and steady premium growth, insurance penetration in Kenya remains low, stuck between 2.3 and 2.4 percent of gross domestic product. These figures point to deeper structural issues that continue to hinder the sector’s development.

One of the most visible symptoms of these underlying problems is growing customer dissatisfaction.

Delayed or rejected claims are becoming increasingly common, often due to technicalities such as late premium payments or incomplete documentation. Even when claims are paid, policyholders frequently describe the process as slow, opaque, and difficult to navigate. As a result, many still view insurance as an expensive product that fails to deliver on its promises. If these patterns persist, the industry risks losing further ground, not only with consumers but also with regulators.

Addressing this challenge requires, for starters, a fundamental shift in how claims are handled.

The first step is to move away from manual, paper-based processes. In today’s environment, a modern insurance system must be digital by default. Claims should be submitted electronically, tracked in real time, and settled quickly whenever possible.

Technologies such as artificial intelligence and automation can play a critical role, streamlining fraud detection and verifying documentation, while allowing genuine claims to move through the system more efficiently. This kind of transformation reduces operational costs and enhances the customer experience, all without compromising due diligence.

But improving the process is also about clarity as well as speed.

Language remains a major barrier, with most policyholders not speaking the language of ‘indemnity clauses’ and ‘force majeure’ exclusions. To build trust, insurers must adopt plain, accessible communication that clearly explains terms, conditions, and procedures.

Where technical language is unavoidable, explanatory tools and responsive customer support should be readily available to guide users.

It is only when customers understand what they are buying and what to expect when something goes wrong that insurance can fulfil its promise of protection. Personalisation is another crucial piece of the puzzle as different customers have different needs, requiring the industry to adapt accordingly. Insurers should offer multiple channels for claims reporting and assistance, accommodating policyholders who prefer to interact through WhatsApp, mobile apps, or call centres. Data analytics can help tailor support to each situation.

For example, sending proactive messages following a rainstorm to check on the customer and offer help can act as empathetic outreach that builds long-term loyalty and strengthens the insurer-customer relationship.

Equally important is the need to reframe how the claims process itself is perceived. Too often, customers experience it as an adversarial negotiation rather than a collaborative engagement. This dynamic breeds mistrust and adds unnecessary friction. A better approach treats the process as a partnership.

Claims handlers should be trained in technical procedures as well as empathy and conflict resolution. Embedding the treating customers fairly framework, long championed by the regulator, into everyday operations is essential and must move from a theoretical ideal to a lived reality.

Of course, fraud detection remains critical, but it should not come at the expense of genuine claims. With the right technology, insurers can differentiate between high-risk and low-risk claims, allowing them to focus investigative resources where they are most needed.

A system that assumes dishonesty by default only alienates honest customers and delays legitimate settlements. Instead, balanced risk management can protect the insurer and insured, while fostering trust rather than suspicion.

Finally, inclusion must also be at the forefront of any strategy to revitalise the sector. Most informal workers and low-income households in Kenya remain uninsured, often perceiving insurance as a product designed for the wealthy or formal sector employees.

Changing this perception requires targeted innovation. Insurers should invest in community-based distribution channels and micro-insurance products tailored to underserved populations. Crucially, the associated claims processes must be just as accessible, because a product is only valuable if customers can use it when it matters most.

Ultimately, the future of insurance claims in Kenya will not be secured by introducing new jargon or complex tools. Instead, it depends on a renewed focus on simplicity, fairness, and accessibility.

If insurers can stop treating claims as battles to be won and begin viewing them as opportunities to deliver value, they can rebuild public trust and unlock meaningful growth.