Category: Business Daily

Most of us think career growth is all about effort, that is doing more, learning more, pushing harder. We talk a lot about professional growth – new skills, leadership programmes, mentorship, and promotions. But what if your biggest career blocker isn’t your boss or your opportunities, but your body?

Across workplaces today, professionals are quietly burning out while trying to keep up with the pace of modern work. Skipping breakfast for early meetings, surviving on caffeine, and sleeping less than six hours a night has become normal. But what’s often dismissed as dedication is slowly turning into depletion.

The truth is, work performance doesn’t exist in isolation. It’s tied to what we eat, how we rest, and the spaces we work in. Physical health has become an invisible performance barrier.

When employees are constantly fatigued, battling headaches, or falling asleep in meetings, the problem isn’t laziness – it’s exhaustion.

Poor diet, lack of rest, and sedentary routines are quietly robbing people of focus and creativity. Many are also fighting lifestyle diseases like high blood pressure, diabetes, and obesity, conditions that don’t just impact their personal lives but their professional capacity too.

Ironically, some workplaces make this worse. A growing number of employees report feeling guilty or even victimised for taking sick leave. In some offices, requesting time off to recover is treated like a lack of commitment. The unspoken message is clear – show up, no matter how you feel.

This culture of presenteeism doesn’t build resilience; it breeds resentment and chronic illness. It’s a short-term gain for long-term loss.

Forward-thinking companies are starting to notice this connection. Beyond traditional wellness programmes, they’re reimagining how the workplace itself can support physical and mental health.

Some now offer meal benefits to encourage proper nutrition or gyms for physical workouts, while others provide break rooms or quiet zones where staff can decompress between tasks.

Employers who truly care about performance must see wellness as a shared responsibility, not a personal burden. Encouraging short walking breaks, flexible working hours, or even offering gym partnerships can do more for productivity than yet another meeting about productivity. People who move, eat well, and rest enough perform at a higher level, collaborate better, and stay longer.

Still, the responsibility doesn’t rest on organisations alone. Professionals must take ownership of their own well-being. Making time for medical check-ups, eating better, walking more, and sleeping properly aren’t acts of luxury; they’re acts of longevity.

Equally key is learning to set boundaries. Saying ‘no’ to endless late nights or unrealistic workloads isn’t a sign of weakness – it’s an act of self-preservation.

Sustainable careers are built by people who know when to pause, recharge, and protect their mental and physical limits. The discipline to rest is just as valuable as the drive to perform.

Success at work demands more than skills and ambition. It demands stamina , the ability to stay sharp, creative, and grounded in the face of constant change. You can’t pour from an empty cup, and you can’t grow from an exhausted shell.

The real career strategy is not just working hard or smart. It’s staying well and healthy enough to sustain the pace, thrive in the moment, and enjoy the rewards.

The value of building constructions in Nairobi dwarfed all 44 counties combined, underlining the concentration of real estate development in the capital city.

New Kenya National Bureau of Statistics (KNBS) data values work done on construction of buildings in Nairobi last year at Sh384.9 billion, which was 40.6 percent of all the constructions across the country.

Overall, work on setting up of buildings across the country was valued at Sh947.6 billion, inching closer to a trillion shillings after rising from Sh925 billion in 2023, and by a third over five years.

The KNBS data says during the year, the 44 counties had work valued at Sh361.7 billion on building constructions, translating to 38.2 percent of all constructions in the country.

Nairobi led with the highest value, followed by neighbouring Kiambu County, which implemented works valued at Sh120 billion, and Mombasa with works valued at Sh80.9 billion.

Nakuru County had building construction works valued at Sh35.4 billion, Machakos (Sh34.9 billion), and Kisumu (Sh23.9 billion).

The report provides context on construction across the country, at a time when the government continues to roll out projects under the affordable housing programme (AHP).

During the state of the nation address last month, President William Ruto said the government had launched the construction of 230,000 houses across the country.

‘The programme has created over 428,000 jobs, including architects, engineers, fundis, plumbers, electricians, carpenters, masons, transporters, and thousands of MSMEs in fittings and interior works. At peak next year, it will employ up to 1 million Kenyans,’ President Ruto said.

At least 13 counties had works valued more than Sh10 billion on the construction of buildings happening in 2024, including Machakos (Sh34.9 billion), Kisumu (Sh23.8 billion), Kajiado (Sh18.9 billion), Embu (Sh17 billion), Marsabit (Sh16 billion), and Murang’a (Sh15.9 billion).

Kirinyaga, Nyandarua, West Pokot, Tana River, and Lamu had the lowest value of construction works happening during the year, each valued below Sh1 billion.

The KNBS statistics show that 84,743 Kenyans were employed in construction of buildings last year, which was a slight drop from some 85,685 who were employed in 2023.

The industry, however, spent Sh236.2 billion paying the workers, which was a marginal increase from a wage bill of Sh235.1 billion the previous year.

Overall, output of the construction of buildings sub-sector was estimated at Sh849 billion, marking a 33.7 percent growth since 2020.

The statistics agency had earlier this year reported that the private sector completed construction of residential and commercial buildings valued at Sh149 billion in Nairobi last year, but the new report provides a wider picture of the total value of buildings that were completed, those that closed the year under construction, and those constructed by the government.

‘The total value of completed buildings in Nairobi City County declined by 2.3 percent to Sh149.9 billion in 2024. The number of reported completed private buildings declined from 22,093 in 2023 to 21,807 in 2024,’ KNBS said in the 2025 Economic Survey.

In the latest report on the value of building plans approved for construction in the capital, Nairobi City County data shows that buildings valued at Sh129.4 billion were approved over nine months to September 2025.

Wealthy families, celebrity athletes, investment delegations and ultra-private business executives are now driving the highest occupancy rates in Kenya’s presidential suites, setting a new standard for Kenya’s hospitality market.

Once dominated by heads of state and diplomatic entourages, the Sh1 million plus per night suites are increasingly being booked by a new class of high-spending travellers prioritising privacy, exclusivity and spaces that can double as both sanctuary and boardroom.

Mohammed Hersi, former Kenya Tourism Federation chairman, says presidential suites have evolved into some of the most strategic assets in Kenya’s luxury hospitality industry, driven by rising security expectations, changing traveller behavior, and a growing appetite for ultra-private experiences.

‘Wealthy families, celebrity athletes, investment delegations, and ultra-private business executives are driving the highest occupancy rates. The growth is unmistakable,’ Mr Hersi tells the Business Daily.

The new standard

Any hotel classified as five-star in Kenya, Mr Hersi says, now qualifies-or in some cases, is required-to have a presidential suite, a shift from earlier years when such suites were primarily reserved for hosting heads of state.

Over time, he says, the requirement has expanded to include all five-star establishments, reflecting the rising expectations of luxury travellers and the increasingly competitive nature of the hospitality sector.

‘The modern presidential suite goes far beyond size and aesthetics,’ says the hotelier, noting that since Covid-19 five years ago, guests are increasingly willing to pay $1,000 or more per night for the full experience.

According to the Kenya National Bureau of Statistics’ (KNBS) Quarterly Gross Domestic Product Report, Kenya’s hospitality sector recorded 4.1 percent growth in the first quarter of 2025, a sharp slowdown from the 38.1 percent surge during the same period last year, signalling a return to normal growth after the post-pandemic rebound of 2024.

‘We’re seeing a shift in expectations. High-end travellers are no longer satisfied with just luxury finishes; they want a space they can fully control, and many are willing to pay top dollar for that,’ says Mr Hersi.

What level of space control is satisfactory to these high-spending travellers?

‘They are highly engineered spaces built to international security standards, with separate entry and exit points, adjoining rooms for security, and pantries where meals can be inspected or prepared,’ explains Mr Hersi.

Despite the slower tourism growth pace, KNBs notes that international tourist arrivals rose 3.5 percent in the first four months of the year, reaching 751,692 visitors, while Kenya was named Africa’s fourth-best tourism destination and the top recipient of tourism FDI (foreign direct investment) in 2024 by UN Tourism, cementing its global reputation.

The requirement of presidential suite in all five star hotels underpins the competitive landscape of Nairobi’s luxury hospitality sector, where global and local brands want to attract top-tier clients and international events.

‘Nairobi hotels have them because they’re big with MICE (Meeting, Incentives, Conferences and Exhibitions). You can host 10 to 15 presidents at one go,’ Mr Hersi says.

What is luxury?

Javier Sanchez, the General Manager of Glee Nairobi, says that luxury today is defined by personalisation, privacy, and creating spaces where international clients feel completely at ease.

Mr Sanchez notes that focus is now on meeting the nuanced needs of privacy-driven international guests.

‘They come here to escape, to enjoy quiet and privacy. The true mark of luxury is the ability to be unseen, unheard, and entirely themselves. Our international clientele is no longer after extravagance; they want sanctuaries: spaces where every detail is tailored just for them,’ he explains.

Glee’s suite is divided into three distinct units, each with its own bedroom, living room, kitchen, and bathroom. Guests share a heated pool, dining area, and office space, all carefully insulated from the rest of the hotel.

‘What sets us apart is the way we personalise every experience for our guests. We charge $15,000, (Sh1.9 million) per night for the entire suite and $5,000 (Sh646,750) per night if you take the individual unit. A private chef prepares meals inside the suite so guests remain completely unseen by others in the hotel. We also gather details in advance; what temperature you want in your room, the type of linen on your bed, your preferred beverages, every element is tailor-made to suit the client,’ Mr Sanchez says.

‘It’s a sanctuary’

Acharya Javvaji, the General Manager of Muthu Sovereign Suites and Spa in Limuru, says their presidential suite attracts families on vacation as well as dignitaries seeking privacy and exclusive comfort.

‘We’ve seen a consistent rise in bookings for the presidential suite, especially among families looking for an intimate retreat and high-profile guests who require top-level discretion. Its exclusivity and tranquillity make it one of our most sought-after spaces. What guests love most is the experience. It’s not just a room, it’s a sanctuary. From private dining to the steam room and panoramic views, we designed it to feel like a home away from home for our most discerning visitors,’ he says.

Refined elegance

Anthony Chege, Nairobi Serena Hotel General Manager notes that the property has long been the address of choice for presidents and power brokers. Its two presidential suites, Chale and Lamu, stand as a cultural tribute to East African identity.

‘Our presidential suites are inspired by the coastal architectural traditions of Lamu and Zanzibar. They embrace a Pan-African approach with handcrafted details, warm textures and refined elegance,’ says Mr Chege.

Additionally, he notes that the demand for the suites has grown, attracting a diverse clientele, reflecting a broader shift in Kenya’s luxury hospitality market. Each client, Mr Chege observes, comes with different expectations, but all are seeking privacy, exclusivity, and highly personalised experiences.

‘We have seen increased bookings from statesmen, dignitaries, international celebrities, and high-profile corporate leaders, as well as local guests seeking elevated experiences for Valentine’s Day, anniversaries, and honeymoons. Booking one of the rooms comes with a price tag of Sh1million per night,’ he says.

Seamless integration

Over the years, Villa Rosa Kempinski and the Fairview Hotel have long maintained presidential-level accommodation designed to offer privacy, controlled access and the capacity to host official or sensitive meetings.

Kempinski’s suite, for instance, is known for its restricted floors and formal reception areas suitable for state guests. The Fairview, while more understated, caters to diplomatic travellers who prefer quiet, compound-style security and residential layouts.

Other Nairobi properties including Serena, Sankara and the Sarova Stanley also operate their own top-tier suites, reflecting sustained demand from government delegations, multinational executives and visiting dignitaries.

Safari Park Sales and Marketing Manager Mercy Wanjala says the value of the presidential suite lies in its seamless integration with high-level business and diplomatic needs. She notes that the hotel is occupied just 1-2 nights per month, translating to an annual rate of 7-10 percent.

She notes that bookings cluster around major conferences, national holidays, and key tourism seasons, with peak demand aligned to large summits, government and diplomatic events, cultural or sports occasions, and festive periods such as Christmas and New Year.

‘Corporate clients lead in frequency of bookings, followed closely by diplomatic delegations, international religious leaders, and government representatives. Heads of state and celebrities are accommodated selectively, while local high-net-worth clients occasionally reserve the suite for private events. All VIP bookings are managed under strict privacy and security protocols,’ says Ms Wanjala.

Bespoke services

She adds that most reservations for conferences, diplomatic visits, and corporate travel are made weeks or even months in advance to allow coordination of security and bespoke services.

However, last-minute bookings also occur, often for celebrity appearances, urgent corporate visits, or overflow from other events.

‘The standard nightly rate for Safari Park Hotel’s Presidential Suite is $2,500 plus government taxes, with custom pricing available for longer stays or bookings that include meeting rooms and catering. Pricing remains consistent regardless of season, event, or guest profile, though certain diplomatic or corporate contracts may involve confidential negotiated rates,’ she said.

Government spending on day-to-day expenses such as office supplies, transportation, fuel, travel and repairs in the first quarter of the current financial year ending June 2026, rose for the first time in three years, signaling easing of deep cuts in operational costs.

The National Treasury has disclosed in the latest quarterly budgetary report that operations and maintenance (O and M) expenditure for the July to September 2025 period climbed 41.34 percent to Sh320.90 billion.

The jump from Sh227.05 billion in the same quarter of the previous year marked the first early-year expansion in the cost of running public offices and maintaining State assets since President William Ruto took office, pledging deep austerity on non-essential supplies.

The spending further breached Treasury’s Sh267.08 billion quarterly O and M target by Sh53.82 billion, suggesting State ministries, departments and agencies have started catching up on deferred operational needs after two years of compressed budgets.

O and M spending covers a wide range of day-to-day costs, including office supplies, domestic and foreign travel, vehicle maintenance, fuel and lubrication costs, hospitality, repairs to public buildings and assets, telecommunications bills and other utilities such as electricity and water.

The rebound bucks the trend in the preceding two financial years. In the first quarter of last financial year ended June 2025, O and M spending dropped to Sh227.05 billion from Sh241.25 billion in the comparable quarter of financial year 2023/24 and Sh260.67 billion in 2022/23.

The rebound signals an easing of the deep cuts the administration imposed after the withdrawal of the Finance Bill 2024, which created a Sh344.3 billion hole in the national budget.

Hard-pressed citizens battling high cost of living amidst stagnant earnings resisted increased taxation, forcing the government into expenditure cuts of Sh170 billion and increased borrowing to make up for revenue shortfalls.

Operational expenses became a soft target, with sweeping reductions enforced across ministries, departments and agencies as the government raced to stabilise public finances during a period of youth-led nationwide anti-tax demonstrations.

‘What we ended up with was more like a 50-50 [situation] where we had to take more debt and reduce expenditure by almost Sh170 billion. This is a space where most government institutions had never been because. they did not get what they wanted,’ Treasury Principal Secretary Chris Kiptoo said on May 14 during an interview on NTV.

The early-financial year numbers indicate that after two years of austerity and restrained spending on non-essential operational needs, public offices have swung back into more active spending to cover their day-to-day functioning at a pace that could test the government’s commitment to tightening its purse strings.

The cuts that followed the collapse of the tax bill at the start of last fiscal year included removal of budgets for refurbishments and partitioning of government offices, purchase of new vehicles except for security agencies, halving of renovation expenditure and reduction of budgets for travel and hospitality.

Others were suspension of purchase of new cars, whose cost can top Sh30 million per unit, for the first six months, halving government advisers and ensuring enforcement of retirement of public servants aged 60.

Dr Ruto had also scrapped budgets for offices of first and second ladies as well as confidential budgets for State House and all public offices as part of expenditure cuts following the collapse of a plan for new and higher taxes.

The anti-government protests-induced austerity was in addition to earlier announced removal of non-essential expenditures such as printing, advertising, travel, communication supplies and services, training, hospitality, furniture, refurbishment and vehicle purchase as well as research and feasibility studies for public offices.

At the recent Kenya Revenue Authority (KRA) Summit, I had the privilege of joining fellow panellists to discuss how strategic data exchange is transforming public finance.

The conversation reaffirmed a lesson I have learned throughout my years in tax administration, that the future of effective revenue management depends on how well institutions connect, share information responsibly, and use data to build trust, protect revenue, and strengthen governance.

Across the world, governments are reimagining governance through data. When used strategically, data helps institutions anticipate risks, enhance transparency, and promote fairness.

For tax administrations, it has become the most powerful weapon against evasion, illicit trade, and financial crime. The shift toward data-driven governance is transforming how countries safeguard revenue.

When agencies share information securely and in real time, they create a single, accurate view of economic activity, closing compliance gaps and deterring fraud. But when institutions operate in silos, inefficiencies thrive and opportunities for manipulation multiply.

Kenya is firmly part of this transformation. Through deliberate investment in digital infrastructure and inter-agency collaboration, the KRA is demonstrating how data sharing can protect national revenue while upholding citizens’ rights.

Every data-sharing arrangement is guided by Kenya’s Data Protection Act and subjected to a rigorous risk-benefit analysis.

This ensures that the sensitivity of the data, potential vulnerabilities, and the intended public good are carefully weighed. Strong governance structures reinforce these safeguards while each agreement defines roles, responsibilities, and oversight mechanisms, supported by audit trails and reporting obligations.

These are not bureaucratic formalities but rather, strategic instruments for preserving institutional integrity and public confidence.

Kenya’s Medium-Term Revenue Strategy places inter-agency data sharing at the heart of modern revenue administration, and KRA’s results speak for themselves.

Integration with government agencies such as the Registrar of Persons and the Business Registration Service have enabled real-time verification of taxpayer identities and early detection of shell companies.

Linkages with the National Transport and Safety Authority and eCitizen platforms have enabled automated checks across business registrations, vehicle ownership, and declared income; providing a unified compliance picture that deters evasion.

In the excise sector, KRA’s collaboration with relevant law enforcement agencies has transformed monitoring of excisable goods, with digital tax stamps allowing real-time tracking of alcohol and tobacco products, reducing illicit trade and under-declaration.

Likewise, collaboration in the betting and gaming sector has enhanced oversight of betting transactions and verification of declared revenues. These integrations have improved compliance, sealed revenue leaks, and strengthened anti-money laundering controls.

KRA’s next frontier is to convert shared data into predictive intelligence through analytics and artificial intelligence to detect anomalies such as unexplained wealth, sudden income spikes, or mismatched value-added tax claims before they evolve into non-compliance.

Achieving this will require interoperability and common data standards to ensure that government systems communicate efficiently. Such seamless integration will significantly reduce friction for compliant taxpayers while raising the cost of evasion for bad actors.

Strategic data sharing is, therefore, a governance philosophy, reflecting Kenya’s broader commitment to transparency, accountability, and equity in public finance.

For the KRA, the goal is not surveillance but service; to use data responsibly to build a fairer, more efficient tax system where compliance is easy, evasion is difficult, and trust is strengthened.

Commercial banks are using the Central Bank Rate (CBR) as their benchmark in setting loan prices, despite earlier rejecting it and negotiating the creation of the Kenya Shilling Overnight Interbank Average (Kesonia) which they have now shelved.

Banks including KCB, Equity, Absa, NCBA and DTB have issued notices that they will be using CBR as their reference rate in the risk based pricing model which took effect on December 1.

Banks were expected to use Kesonia -which is based on the price at which banks borrow from each other referred to as interbank rate- as they are the ones who had pushed for its creation after they rejected the Central Bank of Kenya proposal to use the CBR as a benchmark for loan pricing.

‘All new local currency variable rate loan facilities processed from December 1, 2025 will be priced under the revised model which comprises a common reference rate plus a premium (K),” said Absa Bank Kenya in a public notice.

“The common reference rate applicable will be the Central Bank Rate as determined by the monetary policy committee of the Central Bank of Kenya while the premium is determined by customer specific risk profile among other factors.”

The bank said it was testing its core system before using Kesonia as its benchmark rate.

‘We are doing thorough testing on Kesonia including tests with our core banking and related systems that use Kesonia. We will avail Kesonia for use by our customers when we conclude the systems work,’ said Yusuf Omari, Absa’s chief finance officer.

Banks had the option of using Kesonia or CBR as their reference rate under the new risk-based pricing model. Co-operative Bank of Kenya and its subsidiary Kingdom Bank are the only ones who have notified the public of adopting Kesonia.

The Kenyan banks had rejected the use of CBR in April, arguing that it was equivalent to reintroducing interest rate capping because CBR is not market driven but set in a boardroom by the CBK’s monetary policy committee.

‘By choosing to use CBR, a bank allows itself time to learn and accommodate system upgrades required before Kesonia use,’ said Kenya Bankers Association chief executive Raimond Molenje.

‘The industry remains committed to ensuring that pricing of credit always reflects market conditions and economic fundamentals,’ he added.

Insiders in the industry said the banks were reluctant to use Kesonia as it was volatile indicating they would have to review lending rates regularly. Such reviews need to be authorized by the CBK and communicated to the customers before they take effect.

Banks had earlier insisted on the use of the interbank rate arguing it captured market dynamics unlike the CBR.

‘KBA does not support the CBK proposal in its entirety. By rejecting the interbank rate as a preferred unified base rate and proposing the CBR, the CBK will not operationalize the policy decision after setting the CBR,’ Mr Molenje had argued in a memo rejecting use of CBR.

CBK has been publishing Kesonia on its website as it prepares the market to use it as the benchmark rate. Kesonia is currently at 9.25 percent equaling the CBR which was set at 9.25 percent in MPC’s October meeting.

‘We continue to engage with CBK to ensure the transition is smooth and does not inconvenience customers while also observing all relevant laws governing the credit market,’ said Mr Molenje.

Banks are expected to transition loans issued before December 1 to the new loan pricing model by February 28, 2026.

Credit Bank is eying Sh4.5 billion fresh capital through a private placement, in the race to comply with the new capital rules that require commercial lenders to have at least Sh3 billion core capital by the end of this month.

The lender, which ended September with core capital of Sh1.23 billion, now needs at least Sh1.77 billion to comply with the new law.

The legislation raised the minimum core capital requirement from Sh1 billion and provides for a gradual increase to Sh10 billion by 2029.

The bank has called an extraordinary general meeting (EGM) on December 19 for shareholders to vote on the proposal to issue up to 45 million ordinary shares to existing and new investors at a price of Sh100 each.

Ahead of the EGM, the lender has received a boost after two key shareholders -ShoreCap III LP and Sansora Group of Companies- committed to the Central Bank of Kenya (CBK) that they are going to inject into Credit Bank Sh1 billion each by the end of this month.

Letters seen by this publication show Sansora Group of Companies CEO Leon Nyachae has written to CBK director of banking supervision making the commitment.

Equator Capital Partners (ECP), the investment manager for ShoreCap III, has also made a similar commitment in writing.

‘Our board of directors has recently considered the matter and resolved to invest an additional Sh1 billion in Credit Bank PLC by 31st December 2025,’ said Mr Nyachae in the letter.

Further, Sansora sought CBK approval to allow it and its associate companies to temporarily exceed the 25 percent limit for aggregate shareholding in Credit Bank for a period of 36 months as the lender continues to scout for new investors.

ECP chief investment officer Suleiman Kiggundu said in the letter to the CBK the conditions for the Sh1 billion injection will include an additional board seat and the listing of the bank’s share on the Nairobi Securities Exchange within three years.

‘We look forward to working closely with the CBK towards finalising the underlying processes to enable the follow-on investment to be funded by a target completion date of 15th December 2025,’ said Mr Kiggundu in the letter.

Credit Bank’s cash call reflects a similar move by other lenders such as African Banking Corporation (ABC) Bank, Paramount Bank and Sidian Bank, which have turned to a rights issue to secure fresh capital for immediate and long-term compliance. This is after a change in law compelling banks to build core capital gradually up to Sh10 billion by 2029.

The Sh2 billion to be raised from the two institutional investors will lift Credit Bank’s core capital to at least Sh3.23 billion, making it compliant with the Sh3 billion minimum capital required by the end of December. This will give the lender room to look for additional capital to comply with a higher bar come the end of next year.

At the EGM, Credit Bank is also seeking approval to issue a $1.5 million (Sh194.1 million) convertible note for supplementary capital. This will have a maturity of at least five years priced at six percent annually.

The minimum core capital in the banking sector was, through the Business Laws (Amendment) Act 2024, revised upward from Sh1 billion to Sh3 billion by the end of December, Sh5 billion by the close of 2026, Sh6 billion by the end of 2027, Sh8 billion in 2028 and Sh10 billion by the close of 2029.

The take-home pay by domestic workers in Kenya almost doubled over the past decade, growing 75.7 percent from Sh51.3 billion in 2015 to Sh90.2 billion last year, new data shows.

Data by the Kenya National Bureau of Statistics (KNBS) represent households directly paying wages and allowances to domestic staff and other support workers, highlighting enhanced shifts in social and economic patterns.

KNBS equates the Sh90.2 billion to 0.6 percent of the value of Kenya’s economy as at the close of 2024.

Household-paid labour includes roles carried out by nannies, cooks, cleaners, personal care assistants, and other staff hired directly by families for daily tasks.

Elderly care is a growing category, as families engage caregivers to assist ageing household members with daily activities, health monitoring, and companionship.

Temporary and casual work also forms part of household-paid labour, with families employing staff for short-term maintenance, errands, or event-related services.

Most of these arrangements remain informal, with payments made in cash and without formal contracts or statutory contributions.

KNBS data shows that the growth in the value has been steady, with household employment consistently rising each year between 2015 and 2024.

Household employment has become a measurable contributor to economic activity, representing demand for services that are not captured in formal enterprises or traditional employment data.

Growth in household employment is partly linked to increased participation of women in the formal workforce, creating demand for paid domestic support.

Technological platforms and online marketplaces have further facilitated household hiring by connecting families with available workers for flexible, short-term, or recurring tasks.

Despite its growth, however, household-paid labour largely escapes formal regulation, leaving workers without social protection and statutory benefits such as leave or health coverage. Its informal nature also creates tax gaps, as paid wages are seldom captured in conventional tax monitoring, limiting the government’s view of the sector’s economic footprint.

While KNBS captures the financial value of wages paid by households, an earlier report by the national statistician had pegged the value of unpaid domestic work done by Kenyans at Sh2.423 trillion, with women putting in Sh1.9 trillion worth of labour, as men contributed Sh353.9 billion.

According to the study, each Kenyan woman performs unpaid work valued at Sh118,845 per year, while each man’s worth of this work is valued at Sh22,676 per year.

This means women’s unpaid labour amounts to more than five times the collective Sh2.423 trillion annual unpaid domestic and care work, underlining the disproportionate burden of care and domestic responsibilities borne by women.

The report identifies food and meals management and preparation as the single most valuable category of unpaid work for women in Kenya at Sh1.073 trillion from 14.7 billion hours compared to men’s Sh157 billion courtesy of 2.1 billion hours.

The second most valuable form of unpaid work was caring and maintenance of textiles and footwear, where women’s unpaid work was valued at Sh295.98 billion compared with men’s Sh55.33 billion.

Cleaning and maintaining the home and its surroundings was the third highest unpaid work for women at Sh192.92 billion, while that of men was Sh48.17 billion.

Caring for children, including feeding, cleaning, and physical care, came fourth with women at Sh176.83 billion and men at Sh7.12 billion.

Rounding out the top five categories was shopping for household and family members, where women devoted hours valued at Sh65.58 billion compared with men’s Sh27.64 billion.

The small and medium enterprise (SME) sector is dynamic and complex with varying and evolving needs. SMEs are not a homogenous group and all differ in size, maturity, economic performance and need. They require finance for expansion, productivity and growth.

Therefore, anyone designing any intervention be it financial or technical assistance needs to exercise flexibility and be able to tailor make or customise products and services being offered.

Despite there being many players in the SME support space, entrepreneurs still struggle to find the right package tailored to their growth journey. Different stages of SME growth often require different financiers, resulting in a system that is disjointed and difficult to navigate and a financial sector that is also very fragmented.

The disjointed financial services is a challenge for SMEs seeking to grow. They more often than not need to explore many financial service providers before they can find what they are looking for.

SMEs often go through multiple and tedious processes and are eventually rejected for not being the right fit. This subjects SME owners to a confusing and frustrating process as they keep getting bused from one investor to another because they don’t quite fit the criteria required and are not yet ready for the full commercial funding that is provided by banks.

As a result, many promising entrepreneurs fall through the cracks due to systemic inefficiencies.

To address this challenge, there is a need for a one-stop financial institution where entrepreneurs can get the exact kind of support they need without having to spend time and other resources shopping for investors who can take them on.

This would be a place where an entrepreneur could access technical assistance and early-stage financing, receive acceleration support, and continue to access tailored capital and responsive management as they grow-eventually becoming ready for full commercial funding.

The current landscape is difficult to navigate, underscoring the need for a more integrated and SME-responsive solution. A one-stop financial institution that is SME-friendly, able to cater to all kinds of entrepreneurs and understands their nuanced needs is required.

This should be an intermediary that can walk with SMEs through the five to seven years it takes to grow a bankable business, and that is able to provide tailored financial solutions for every entrepreneur, regardless of gender, background, or the complexity of their business.

These types of financial intermediaries are critical to address the gap that exists between the demand and supply side. Expecting banks that are on the supply side to take on more risk may not be appropriate.

Addressing the demand side from the SME by walking with them at all stages to get them to what a bank can take a risk on can be more than a seven-year journey which sometimes can go up to 10 years.

This requires an intermediary that is funded and built-for-purpose to stay with them for the long haul.

Relatedly, while there is an increasing number of service providers and initiatives that target SMEs, the landscape remains opaque and difficult to navigate especially for entrepreneurs who do not have time or resources to decode the system.

Improved coordination can help, but they rely on SMEs stitching together support themselves. What is missing is a central institution that internalizes these connections and offers entrepreneurs a coherent, evolving suite of products. In this way, ecosystem collaboration becomes a backbone for delivering truly seamless support.

This model complements existing commercial and technical assistance providers, helping SMEs become ready for traditional finance and creating a healthier pipeline for the entire ecosystem.

A purpose-built institution that integrates capital, capacity and continuity is not just a convenience but a prerequisite for unlocking the full potential of SMEs in Africa.

Danish shipping group Maersk, which controls more than 30 percent of cargo at the Mombasa Port, has introduced an operational cost imports (OCI) fee for cargo destined for the gateway to regional markets, sparking concerns among traders who projected higher business costs.

Kenya’s largest shipping line, which handles approximately 300,000 containers annually at the Mombasa port, this week announced it will introduce the OCI fee effective December 1, 2025, to cover additional operational expenses related to container inspections.

The fee will be billed alongside freight charges and follows similar charges OCI charges introduced for other regions, such as the Central African Republic, to address operational costs.

“As part of Maersk’s ongoing commitment to maintain high service standards and reliability across our global network, we wish to inform you of the introduction of an OCI fee for shipments destined for Kenya, effective December 1, 2025 until further notice. This surcharge is being implemented to offset the additional operational expenses associated with container inspections,” the shipping firm said in an advisory to clients.

In the tariff, the shipping line will charge $18 (Sh2328.56) for a 20-foot container and $33 (Sh4269.03) for a 40-foot container, while reefers will be charged $33 (Sh4269.03) and $43 (5562.44) for 20- and 40-foot containers, respectively.

Kephis began inspecting all cargo containers, both loaded and empty, in July 2025. The move, however, was met with an uproar, as traders in crop products reported massive disruptions to their businesses owing to the inspection rule, with some cargo consignments left behind at the Mombasa Port as impatient shipping lines set sail amid delays.

According to Kephis, all shipping lines and agents since July 1 this year are required to share the manifest for both imports and exports with the department in advance to facilitate efficient inspection and compliance.

To facilitate the inspection, shipping lines and agents were required to pay Sh500 and Sh2,000 for the container and vessel inspection fee, respectively.

Traders said that they are now worried Kenya will become one of the most expensive routes to import and export goods following the introduction of the new fees.

The Shippers Council of Eastern Africa (SCEA) CEO Agayo Ogambi said the fee will affect bulk importers due to increased cost and urged the government to rethink the funding model for government agencies.

“Traders have to increase operating fees, which will be passed on to consumers to recover the new charges imposed by Kephis. Our members have expressed deep concern regarding the potential implications of this cost on the competitiveness of Kenyan imports, the overall cost of doing business, and the stability of supply chain operations,” he said.

The official also questioned whether the surcharge was reviewed and approved in accordance with Kenya’s maritime regulatory requirements.

“Despite the costs, we want to know the methodology and justification for this levy and if it met the principles of transparency, fairness, and reasonableness expected under shipping regulation frameworks. Kenya should put measures in place to protect shippers, importers, logistics operators, and the wider economy from unilateral cost introductions by shipping lines without prior consultation,” said Mr Ogambi.