Category: Business Daily

The Kenya International Theatre Festival (Kitfest) has evolved from a local showcase into a global stage. This year’s edition, marking its tenth anniversary, attracted over 50 performances from 22 countries, a scale that affirms festival director Kevin Kahuro’s conviction that Kenya is no longer a peripheral player in the global theatre movement.

With an open call for entries from across the world, Kitfest was inundated with applications, far more than it could host.

‘South Africa alone sent in 40 submissions,’ Kevin notes, ‘but only four were accepted due to space limitations.’

Participating artists cover their own travel costs, while Kitfest provides accommodation and transport during the festival, a gesture that has earned it admiration across the continent.

This year’s theme, ‘A Decade of Connecting Cultures,’ paid tribute to the festival’s journey since its founding. Besides Kenya and South Africa, the 2025 edition brought together performers from Egypt, Sri Lanka, China, Congo, Slovakia, Georgia, Botswana, Greece, Denmark, Switzerland, and Germany, and several others.

It was a celebration of diversity and endurance, with performances ranging from avant-garde solo acts to full-length productions exploring identity, conflict, and liberation.

Beyond the numbers, Kitfest 2025 demonstrated a sharpened sense of purpose. Over 12 days, Nairobi’s stages pulsed with energy, from street performances and dance to masterclasses designed to professionalise local practice.

Workshops on theatre law, cross-border collaborations, and performance techniques reflected the festival’s intent to elevate artistry through knowledge sharing.

A poignant highlight was the tribute to the late Ngugi wa Thiong’o, whose legacy framed this year’s edition. A one-hour documentary and candlelight ceremony honoured his role in African theatre.

Equally innovative was the introduction of Sauti za Boma (Tales from Home), an immersive audio installation that opened new avenues for accessibility by allowing the visually impaired to experience radio theatre. Members of the Kenya Society for the Blind attended a special session, reinforcing Kitfest’s inclusive spirit.

Organisationally, the festival stood out for its professionalism; tight scheduling, seamless communication, and disciplined stage management underscored its maturity. Yet, as with any growing artistic institution, it faced uneven performances.

While standout productions such as The Trial of Dedan Kimathi by Nairobi Performing Arts drew acclaim, others suffered from weak scripting or direction.

From South Africa’s Inkapa Creative Art House came Don’t Shoot, a gripping reimagining of escape and betrayal during slavery. The troupe’s use of Kenyan street slang delighted audiences and showcased cross-cultural fluency.

In contrast, Botswana’s Dikgang Tsa Bagolo: Ngwana Mme struggled to match its ambition, despite an intriguing premise rooted in the Gaborone Raids.

Kenyan productions, many drawn from the County Theatre Fiesta (CTF) circuit, reflected a new generational voice. Nakuru’s A Bunch of Idiots staged What If, a witty, self-aware critique of artistic struggle in modern Kenya, resonating strongly with young audiences.

Kitfest’s broader ecosystem now comprises four interlinked pillars: the main festival, the Kenya Theatre Awards (KTA), the CTF, and plans for a permanent performance space in Nairobi.

The CTF, supported by the Kenya Cultural Centre, has become a talent incubator feeding into Kitfest’s national stage, ensuring a sustainable creative pipeline.

For Kevin, the festival’s founder, the journey has been both personal and pioneering. His passion for theatre dates back to childhood, inspired by Redykyulass comedy sketches and honed through formal training in Theatre and Film at Kenyatta University.

Despite early doubts from insiders, he has steered Kitfest from a fledgling idea into a Sh50million enterprise that commands international attention, mostly without external funding.

Still, challenges persist. Audience composition remains narrow, with theatres often filled by students and practitioners rather than the broader public or corporate patrons.

Opening night attendance was thin, highlighting the need for deeper audience development and strategic marketing to bridge theatre’s gap with mainstream culture.

Yet, Kitfest’s trajectory is unmistakable. In a decade, it has transformed from a bold experiment into a continental hub where artistic exchange and institutional growth intersect.

As the curtains close on its tenth edition, one truth stands out: Kenyan theatre has found its global footing – and its future now depends on how firmly it can hold that stage.

The volume of Kenya’s miraa exports to its primary market in Somalia dipped 16.9 percent during the first half of this year to 1.7 million kilogrammes down from 2.1 million kilos in a similar period last year, reeling from heightened competition from Ethiopian producers.

The Agriculture and Food Authority (AFA) notes that the export business also took a hit from market restrictions in the Horn of Africa nation.

‘Miraa exports to Somalia fell amid heightened Ethiopian competition. Miraa remains a key economic crop in Meru, Embu and Tharaka Nithi, supporting thousands of farmers, traders and transporters. It is consumed locally and exported, mainly to Somalia, despite market restrictions,’ said AFA.

AFA data shows that during the review period, the lowest volume exported was in February at 199,860 kilos, with the highest being in May at 356,427 kilos.

The stiff competition against Kenya’s miraa follows a decision by Somalia in 2023 to grant Ethiopia 10 days of exclusive Miraa market access each month. At the time, Kenyan farmers had protested Somalia’s move, arguing that Ethiopia should have competed openly and fairly with the Kenyan product.

Ethiopia, on its part, had petitioned Somalia to grant it protection in trading the product, arguing that Kenya had monopolised the Miraa trade in Somalia.

Kenya resumed miraa exports to Somalia in 2022 following the lifting of a two-year ban by President Hassan Sheikh Mohamud, coming at the tail end of talks with his then-Kenyan counterpart Uhuru Kenyatta.

Exports to Somalia were initially capped at 19 tonnes a day when the ban was lifted, before being increased to 50 tonnes daily.

Kenya produces about 32,000 tonnes of Miraa annually, valued at Sh13.1 billion. About 80 percent of the crop is sold to local consumers while 20 percent is exported.

Somalia is the main destination of miraa exports from Kenya, buying 99 percent of the exported crop.

In July this year, AFA announced that Kenyan farmers had secured the Djibouti market for Miraa exports following a trade mission to the East African peer and a reciprocal visit by a Djibouti delegation to Kenya in November last year.

Miraa is mainly grown in Mt Kenya East, with 65 percent of growers coming from Meru, according to AFA. The total acreage under the crop is 55,281 acres, with Meru and Embu accounting for 88.4 percent of the total acreage. Other top growers include Kirinyaga, Tharaka Nithi, and Marsabit.

The valuable SportPesa gaming trademark faces a legal challenge after a fresh suit was filed in court alleging fraudulent transfer of the brand ownership, tax evasion and forgery.

Businessman Paul Ndung’u has asked the High Court to issue orders stopping Milestone Games, which is associated with his former partners-turned rivals, from using the SportPesa trademark pending the determination of the matter.

The Registrar of Trademarks has been dragged into the case for facilitating the alleged fraudulent transfer of two trademarks from Pevans East Africa to UK-based SportPesa Global Holdings Limited (SPGHL) for £100,000 (Sh17.3 million) each.

Mr Ndung’u, one of the shareholders of Pevans East Africa, had filed a suit at the Registrar of Trademarks, which has quasi-judicial powers, seeking to reverse the sale, citing fraud and forgery.

He sought to have the brand reinstated to Pevans East Africa, terming the transfer to SPGHL and eventually to Milestone Games irregular, illegal and subject of a tax evasion investigation and accounting fraud.

‘It is obvious that the constitutional rights of the petitioner [Mr Ndung’u] that are already violated are fundamental and it would be necessary for the court to intervene and prevent further violations,’ Mr Ndung’u said in the application.

He said in court documents they appeared before an assistant Registrar of Trademarks on October 9, but the registrar declined to hear the matter and referred it to the High Court.

When the matter came up for directions on Thursday, the judge referred the petition to the presiding judge of the Constitutional and Human Rights Division of the High Court for directions.

The fresh suit will intensify the battle for the brand and firm between former partners and now turned rivals -Mr Ndung’u and Asenath Wachera with a combined ownership of 38 percent of Pevans and the chief executive of the firm, Ronald Karauri, who backed the transfer.

Other parties named in the case have not filed their responses save for the office of the Registrar of Trademarks, which has stated that the office cannot be sued as per Section 14 of the Trade Marks Act.

Mr Ndung’u asked the court to give orders restraining Milestone Games, its directors or agents from representing to the public, the Betting Control and Licensing Board or any other State agency that it is the licensed operator or authorised user of the SportPesa trademark.

‘A conservatory order be and is hereby issued restraining Milestone Games Limited, its directors, agents, or servants from withdrawing, transferring, disposing, or in any manner dealing with any monies held in its bank accounts or mobile money paybill numbers operated under the SportPesa brand, being proceeds of an allegedly unlawful and deceptive operation, until further orders of this Honourable Court,’ he said.

Mr Ndung’u said the decision by the registrar of trademarks to refer the matter back to the High Court was a ‘back door appeal’ and a reversal of the decision of the High Court in an earlier case, where a judge said the matter should be handled by the office. The businessman said his rights continue to be infringed as Milestone Gaming continues to trade on the basis of an illegal assignment.

He further said his capital investment in Pevans East Africa continues to dissipate or be exposed to continuing losses as his firm had been crippled, rendering it urgent for the court to intervene in the interests of justice.

Filings at the registrar indicate that the application for transfer of the SportPesa trademark from Pevans East Africa, the original owner, to UK-based SGHL was based on a deed of assignment of September 1.

The deed of assignment is a legal document that formally transfers ownership or rights in an asset, including trademarks from one party to another. But the filings show that the deed of assignment of September 1 is not available and one for June 2 is attached to the transfer documents.

This suggests that the trademark was owned by Pevans East Africa and SPGHL between June 2 and September 15. Mr Ndung’u says a dated deed of assignment must be attached to the transfer approval papers, arguing that the September 1 deed was never filed with the registrar and it remains a mystery how the transfer was executed.

Buyers of trademarks are required to pay a stamp duty equivalent to 2.0 percent of the deal value.

The tax is used to validate the assignment document, which is crucial for the legal recognition and enforceability of the trademark transfer.

Mr Ndung’u says SPGHL did not pay stamp duty for the deal, putting the validity of the transfer into question. ‘A non-registered foreign company cannot be issued with a KRA PIN and therefore during the material time it could not have been able to pay stamp duty in the iTax System,’ he said.

He added that SPGHL was not registered in Kenya and therefore was not allowed to conduct business in line with the Companies Act.

Before approving transfer and registration of trademarks, the registrar is expected to ensure stamp duty for the deal has been paid.

Mr Ndung’u reckons that the transfer of the brand was also not unanimous and lacked shareholder approval from the UK firm where he served as the chair.

He adds that SPGHL’s financial statements for the year ended December 2020 December 2023 does not show the payment of £200,000 (Sh34.6 million) for the two trademarks as an expense or intangible asset.

Mr Karauri and another Pevans East Africa minority owner, Robert Macharia, would later emerge with a controlling 84 percent stake in Milestone Games, the company that was subsequently assigned the right to use the SportPesa trademark in Kenya by SPGHL in the roundabout deals.

In the latest application before the High Court, Mr Ndung’u wants the court to direct the Kenya Revenue Authority to file a statement disclosing all corporate income tax and value-added tax paid or remitted by SGHL as a non-resident taxpayer in relation to any income, royalties, or other proceeds earned from the Sportpesa trademark from September 15, 2020 to date.

Kenya Pipeline Company (KPC) will set up dams to contain oil spills in a bid to avert tragic incidents that have in the past cost the firm billions of shillings in compensation.

The firm, last month, invited firms to bid for the project to establish the facilities at the pump stations located in Kipevu, Manyani, Makindu and Ngema. The cost remains undisclosed.

Spill containment dams are barriers that hold back oil spills on land or next to water bodies. In water, they act as temporary floating barriers that contain oil spills on the surface of the water to enable cleaning up of the spill.

The State-owned firm was recently ordered to pay Sh2.11 billion to residents of the Thange River basin in Makueni County who were affected by an oil spill that occurred in 2015. KPC was given 120 days from the date of the ruling on July 11, to settle the compensation bill.

The spillage which occurred on May 12, 2015 was attributed to a suspected leak along KPC’s Mombasa-Nairobi pipeline. It remains the only such incident that KPC has faced since its inception.

The court found KPC guilty of lacking robust measures such as the dams to prevent and mitigate oil spills, thus violating the residents’ right to a clean and healthy environment.

KPC has outlined the construction of the dams as key projects in the current finance year, which ends in June 2026, in efforts to mitigate against the devastating financial and environmental impact of oil spills.

‘Key ongoing investments; construction of oil spill containment dams, construction of tanks and inter-tank flowrate enhancement in Western Kenya depots,’ KPC says in a separate document defending higher tariffs to boost revenues and boost the funding pool for the projects.

KPC is awaiting a decision from the energy regulator regarding the new tariffs for the storage and transport of fuel in the current financial year. These tariffs are crucial to raising the billions of shillings that KPC needs to, among others, set up the oil spill dams.

The company invited interested companies up to submit their bids by November 12.

Spill containment dams are a standard feature of oil spill response protocols in most oil- and gas-producing economies.

The dams prevent oil from flowing into rivers and lakes and contaminating water supply. They also protect against soil damage and the destruction of food production and natural habitats.

The financial costs of a major oil spill can be enormous, particularly the cost of compensating those affected or addressing environmental damage, which highlights why KPC is keen to set up the dams to contain oil spills.

KPC handles billions of litres of fuel every year for both the local and regional markets of Uganda, Rwanda, South Sudan and the Democratic Republic of Congo.

Printing firms have declined to produce Grade 10 textbooks over an unpaid debt of Sh11 billion for Grade 8 and 9 books supplied to the government since 2022, a standoff that now threatens to derail the rollout of the competency-based curriculum (CBC) as it transitions to Grade 10 next year.

According to a spokesperson for the Kenya Association of Manufacturers (KAM), operations within its printing sub-sector have been severely constrained by the government’s failure to settle the massive debt, leaving printers unable to sustain production.

The first cohort under the CBC is set to transition to Grade 10 -the entry level of senior secondary school- next year, and failure to produce the required textbooks could disrupt the smooth continuation of the new education system’s implementation.

‘Due to non-payment by publishers, printers are unable to proceed with the production of Grade 10 textbooks, putting the implementation of the CBC curriculum at risk,’ the spokesperson told this publication.

‘The debt has strained the financial operations of printers and manufacturers, posing a significant risk to the continued rollout of the CBC curriculum especially for Grade 10 learners to transition to senior school in January 2026.’

The debt is owed to publishers, who are contracted by the Kenya Institute of Curriculum Development (KICD) to develop textbooks and supply them to schools.

Publishers, in turn, hire printers to produce the books, but only pay them once the government settles its own bills, which, according to KAM, happens only after the contracted quantities have been fully delivered.

KAM says publishers have not been paid for Grade 8 and 9 textbooks supplied since 2022, leaving them unable to pay printers. The unpaid bills have pushed printing firms into financial distress, forcing them to default on supplier credits and tax obligations.

Kenya’s textbook printing industry comprises 10 firms that jointly produce about 250 million books annually. Since 2019, they have printed more than 200 million textbooks for public schools under the CBC rollout.

The printers say that besides accruing supplier debt, they are also forced to borrow money to pay value-added tax, which is due by the 20th of every month, further straining their cash flow and raising their expenses.

KAM has urged the government to prioritise clearing the debt, issue letters of credit to publishers and printers to guarantee payment once contracts are fulfilled and fast-track the awarding of contracts given the lengthy production process.

‘The textbook production process requires a minimum of 60 days for printing and an additional 30 days for distribution. Issuing contracts on short notice disrupts cash flow, forcing both publishers and printers to rely on costly credit facilities,’ the KAM spokesperson said.

KICD declined to comment, saying it only contracts publishers on behalf of the Ministry of Education, which had not responded to inquiries by the time of going to press.

Last month, the Kenya Publishers Association faulted KICD for delaying the settlement of bills for already supplied books, which strained their relationship with service providers, including printers.

Kenya’s coffee exports to Kuwait fetched the highest prices worldwide in the three months to June 2025, positioning the Gulf state as an unexpected premium market under the direct-sales window.

New data from the Agriculture and Food Authority (AFA) shows a single consignment to Kuwait traded at $2,706.88 (about Sh349,728) per 50 kilogramme bag, more than three-and-a-half times the peak price recorded in any market a year earlier.

This translated to about $54 (Sh6,970) per kilogramme of the beverage, fetching farmers Sh160 per kilo of cherry.

The Middle East buyer out-priced long-established markets such as the United States which pegged the price at $456 (Sh58,915) per 50kg-bag, Switzerland at $339 (43,800), and the United Kingdom at $438 (Sh56,590), underscoring widening price gaps across destination countries.

Kuwait’s entry marks a new frontier for Kenya’s specialty coffee, joining emerging buyers such as the United Arab Emirates, France, Malaysia, Australia and Belgium among others, which together accounted for almost 30 percent of direct exports.

Although the Kuwaiti shipment was modest, only 120 kilogrammes, the record unit price highlights niche demand for traceable, small-lot Kenyan coffee sought by boutique roasters and premium retailers in emerging markets.

Direct sales allow growers or their co-operatives to negotiate contracts directly with foreign buyers or local roasters on mutually agreed terms without going through the Nairobi Coffee Exchange (NCE).

Direct sales have been widely viewed as a key reform lever for enhancing farmer returns, diversifying markets and reducing dependence on auction cycles that often expose growers to price and timing volatility.

During the quarter under review, direct coffee sales rose 23 percent in volume and 32 percent in value to 553.36 tonnes worth $4.61 million (Sh595.6 million), even as auction trading slumped sharply during a two-month recess.

Average direct-sale prices stood at $415 (Sh53,618) per 50 kg bag (about $8.30/Sh1,072 per kg), marking a 7 percent improvement on the previous year, supported by sustained global demand and a shift toward private contracts with overseas buyers.

AFA attributes the performance to stronger grower participation and expanding market outreach, with the number of direct-sale destinations nearly doubling from eight to 19 over a year.

Overall, Nyeri County dominated direct coffee sales with 47 percent of total exports valued at $2.32 million (Sh299.7 million), followed by Embu at 16 percent and Kirinyaga at 15 percent, reflecting the concentration of high-quality Arabica production in the central region.

Counties such as Murang’a and Tharaka Nithi, however, recorded no direct sales in the quarter, pointing to uneven adoption of the marketing channel introduced under the Crops (Coffee) Regulations 2019.

Earlier in May this year, the United States Department of Agriculture had projected a 13.3 percent growth in Kenya’s coffee production to 850,000 bags in the marketing period that started this October, up from 750,000 bags in the just-ended period.

The agency, through its foreign agriculture service division, said the expected rebound would be informed by higher coffee prices, the government’s ongoing coffee reforms programme, and the slowdown by farmers in converting their coffee plantations into real estate business.

‘Following a year of high prices, farmers will be able to increase fertiliser application and improve disease and pest control. In addition, coffee plantations will be at the peak of the biennial production cycle that is characteristic of Arabica coffee,’ the US agency wrote in a report dated May 15.

Since February 2023, the government has undertaken several reforms in the coffee sector, including placing NCE under the Capital Markets Authority (CMA) and the licensing of brokers to take over roles previously undertaken by marketing agents.

Longhorn Publishers Plc is to get a fresh capital injection of Sh200 million from the shareholders amid a cash crunch following losses and declining sales in the Kenyan market.

The Nairobi Securities Exchange-listed company says its top shareholder -Centum Investment Company Plc- has issued a letter of support committing to provide its financial support for the next 12 months.

The firm said without the shareholder support and the successful outcome of other projected revenues, its ability to operate as a going concern would be hampered.

‘The group and company’s ability to continue as a going concern is dependent on financial support of the shareholders and the successful outcome of projected revenues,’ it said.

A going concern is a business that is expected to continue operating for the foreseeable future, typically at least 12 months, by meeting its financial obligations and without any intention or need to liquidate or downsize.

Longhorn reported a larger net loss of Sh261.4 million in the year ended June 2025 due to a substantial drop in sales in the Kenyan market, and its current liabilities exceeded the current assets by Sh872.39 million.

The bigger loss, compared to Sh237.9 million a year earlier, extended the company’s dividend drought.

Sales in the review period fell by 55.8 percent to Sh679.8 million, with Longhorn attributing the decline to reduced demand from households and the government.

‘The board approved shareholder support of Sh200 million. The parent company has issued a letter of support committing to provide financial support to the group and company for the next 12 months,’ the firm said through its latest audited financial statements for the year ended June 2025.

‘Subsequent to the year-end, the company has received financial support of Sh30 million from the parent Centum Investment Company Plc.’

Longhorn attributes its losses to a reduction in revenue primarily due to delays in the government procurement process, inventories write-off and impairment of pre-publication costs due to changes in curriculum and provisions for doubtful debts.

The company said its net current liability position is partly attributed to the use of short-term financing to carry out curriculum development projects whose economic benefits will be realised over the long-term, and financing of the working capital cycle due to the time taken to verify deliveries to schools and therefore, receive payment from the government.

‘Once the curriculum development process is completed in 2026/2027, there will be a significant decline in finance costs and borrowings,’ it said.

Longhorn, which is 60.2 percent owned by Centum Investments, is a pan-African publishing house with a presence throughout the region and has operations across African countries, including Uganda, Tanzania, Cameroon, the Democratic Republic of Congo, and Ghana through distributor partnerships.

During the financial year ended June 2024, the group exited from the Malawi, Zambia and Tanzania textbook market to avert further losses and achieve a cost savings of Sh13 million in a year.

Longhorn says it has had a turbulent operating period since the introduction of the Competency-Based Curriculum (CBC) in Kenya, its biggest market.

Between 2018 and 2025 the company invested over Sh714 million in CBC content development, absorbed Sh254 million in inventory and debtor impairments and wrote off Sh149 million in development costs.

Longhorn expects costs to fall and sales to rise going forward as the CBC settles down, adding that it has secured government contracts and anticipates stronger uptake in the private market.

The company’s revenue for the year ended June 2025 decreased by 56 percent to Sh 850 million from a year earlier primarily attributed to the reduced government orders and delay in purchasing by the open market owing to curriculum changes.

The company expects a stronger performance in the current financial year boosted by revenues from the delayed government contracts across the region and purchases from private schools following the approval of all the new titles in 2025.

The company has been facing challenges including the high cost of doing business, reduced consumer demand, rising interest rates, evolving educational curricula and political interruptions, we achieved notable improvements in our financial performance, positioning us well for future growth.

The government remains a key customer of the group, with expected government revenues from supplies to public schools in the current financial year estimated at Sh252 million for Kenya which will be generated from orders for two titles in grades five and eight.

About Sh207.56 million in revenues are expected from Uganda order for Kamusi ya Kiingereza, from which profits will be utilized to settle inter-company debt and further reduce loans in Kenya.

We all chase high returns, but what about the costs? Investment fees, commissions, and charges can quietly erode your gains. What’s a reasonable cost of investing-and when do the charges start to hurt your portfolio?

Lydia Muriuki, Senior Relationship Manager at Standard Investment Bank (SIB), joins us to pull back the curtain on these costs. She unpacks the different types of investment fees, how they impact your returns, and how to keep them in check.

The 2024 windfall returns from Treasury bills, government bonds, and money market funds appear to have ended. With yields drifting lower, investors are forced to rethink how they position their portfolios.

Naomi Atera, a corporate finance analyst at Rock Advisors, says this means leaning into riskier asset classes, particularly equities listed on the Nairobi Securities Exchange.

Each year, as we develop our annual sustainability report, we take a moment for deep reflection. We analyse key metrics, track progress, and measure our outcomes against established goals.

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This year, as we release the 2024 report, titled A Sustainable World is a Transformed Africa, a clear and urgent theme has emerged, one that challenges core assumptions in the global sustainability conversation.

For too long, this dialogue has focused primarily on tangible assets. When we hear ‘green investments,’ images of vast solar farms, towering wind turbines, and large-scale climate-resilient infrastructure projects often come to mind. These remain crucial elements of a sustainable future.

However, our experience across Africa, a continent both deeply impacted by climate change and rich with nature assets and demographic opportunity, has taught us an essential lesson – technology and infrastructure are vital, but their true value is unlocked only when supported by the most important asset of all, an inspired, trained and empowered youth population that can tackle and address poverty.

A solar farm without trained technicians quickly turns from an asset into a liability. A drought-resistant seed is of little use if the farmer lacks the knowledge to grow it or does not have access to markets to sell its crop (or harvest or yield).

Physical infrastructure depreciates; human capacity grows in value. It is people who innovate, adapt, and build resilience. This shifts social investment from a charitable add-on to the most strategic bet any society can make on its future prosperity.

Yet, investing in people alone is not enough. For impact to be scalable and lasting, it must be anchored in an ecosystem that supports and multiplies human potential.

Investment in people is the starting point, but it only delivers when reinforced by robust processes, governance, risk management, quality assurance, and supported by systems such as digital platforms, franchise models, data aggregation and networks that drive scale.

The results are evident. Removing financial barriers for tens of thousands of bright but disadvantaged students is an investment in people. Embedding that in a community-based selection process and a structured system of mentorship and leadership development transforms students into innovators ready to tackle complex national and global challenges.

This is how a country builds its intellectual infrastructure – the financial engineers, water specialists and software developers are shaping Africa’s tomorrow.

Healthcare offers an even clearer illustration. A nation weighed down by poor health cannot be productive. Here, the investment begins with the medical scholar but extends further.

By adding business and financial training (process) and providing a ready-to-use franchise model (system), we enable young doctors to become entrepreneurs, opening clinics in their own communities.

The result is twofold: millions gain access to affordable healthcare, while local ownership strengthens economic stability. A clinic run by a doctor who speaks the local language and understands the culture will always deliver deeper, more sustainable impact than a project implemented from outside.

The true value of this integrated model is the virtuous cycle it ignites, a human capital flywheel. The investment does not dissipate; it multiplies with compounding social interest.

The student we support studying medicine is the doctor who returns to run and own a community clinic, leveraging our shared systems and processes to serve the families of the next generation of students.

The agricultural training we provide for a smallholder farmer is amplified by a digital platform, a system that delivers market information, and a credit assessment process that unlocks financing. This is the tangible and sustainable mechanism of shared prosperity.

The lesson is clear, while solar panels and other green assets are vital, their real value lies in the ecosystem that sustains them. Success depends on the people who install and maintain them, the processes that enable financing and governance, and the systems that ensure performance is tracked and scaled.

Broadening the definition of green assets is no longer optional; it is essential. The challenge for business, government, and development leaders is to recalibrate our scorecards.

Success should be measured not only in megawatts and carbon credits, but also in skills built, livelihoods secured, and communities empowered.

The hardware of the green transition remains vital, but its true value is only realized when it is anchored in people, enabled by effective processes and scaled through resilient systems.