Category: Business Daily

At a time when many businesses are navigating economic uncertainty and tightening their budgets, East African Breweries (EABL) has made a bold strategic move that could reshape how Kenyan companies think about growth.

By raising Sh11 billion through a corporate bond, part of a larger Sh20 billion Medium-Term Note programme, EABL has not only strengthened its own financial position but also sent a powerful message to the broader business community that the capital markets are open, and the time to act is now.

At its core, EABL’s bond is a simple idea executed with precision. The company issued a five-year unsecured bond at an interest rate of 11.80 percent per annum. Investors who buy the bond will earn this return annually, while EABL uses the funds to refinance older, more expensive debt and improve its cash flow.

It’s akin to a homeowner refinancing a mortgage at a lower rate, freeing up money for other priorities while reducing long-term costs. For EABL, this means preserving shareholder value without issuing new shares or diluting ownership.

This move couldn’t have come at a better time. The Central Bank of Kenya recently signalled a shift toward monetary easing, lowering the base lending rate and making borrowing more affordable. Inflation is stabilising, and interest rates are softening.

For businesses, this creates a rare window to access cheaper capital and restructure their finances. EABL seized that opportunity and others should follow suit.

The implications for Kenya’s private sector are profound. Many companies, especially in manufacturing, logistics, and agribusiness, rely heavily on short-term bank loans with high interest rates and rigid repayment schedules. These loans often stifle growth and limit innovation.

EABL’s bond shows there’s another path: tapping into the capital markets to raise long-term funds from investors, pension funds, insurance companies, and even individual Kenyans, who are looking for stable returns.

Imagine a tea processor in Kericho issuing a bond to build a new factory, or a logistics firm in Mombasa raising capital to expand its fleet. These aren’t far-fetched ideas. They’re viable strategies that can unlock growth, create jobs, and boost exports, if businesses are willing to step forward with credible plans and transparent financials.

The government has a critical role to play in making this happen. Beyond monetary policy, it must continue to reform the regulatory environment to make it easier and cheaper for companies to issue bonds. Recent efforts to streamline approvals and improve investor protection are encouraging, but more can be done.

Tax incentives for first-time issuers, credit guarantees for mid-sized firms, and a vibrant secondary market for corporate bonds would go a long way in deepening participation and reducing reliance on government securities.

Kenya’s manufacturing sector, long seen as the engine of economic transformation, has been stuck in neutral gear for years. High energy costs, outdated equipment, and limited access to capital have held it back. But with the right financing tools, like corporate bonds, this sector could become a powerhouse of innovation and productivity.

EABL’s bond offers a blueprint, use domestic savings to fund domestic growth- match long-term liabilities with long-term projects, and reduce exposure to volatile bank lending cycles.

Ultimately, this is about changing how we think about financing. For too long, Kenyan businesses have looked to banks or foreign investors to fund their ambitions. But the truth is, our own capital markets are deep, liquid, and ready.

What’s missing is more companies stepping forward with bold ideas and bankable plans. EABL has lit the path. Now it’s up to the rest of private sector to follow.

This bond is more than a financial transaction. It’s a wake-up call, a challenge, and an opportunity. If embraced widely, it could mark the beginning of a new era, where Kenyan businesses finance Kenyan growth through Kenyan capital.

The Kenya Tourism Federation (KTF) has raised objections to the new park fee payment system introduced by the Kenya Wildlife Service (KWS), saying the abrupt rollout has caused financial disruptions.

KTF, which represents key private sector players in the tourism industry, claims that the new system was implemented without prior consultation with industry stakeholders.

The federation further notes that the move has created operational and financial challenges for tour operators, travel agents and visitors.

‘The rollout of the new KWS park payment system has created unnecessary financial strain and uncertainty for operators who had already priced and contracted tours under the previous arrangements,’ said KTF Chairman Fred Odek.

‘The additional fees and limited payment options translate to unbudgeted losses and threaten existing contracts with our international partners,’ he added.

Under the new system, only M-Pesa and Visa card payments are accepted, with KWS scrapping the bank transfer option that many tour operators relied on for group payments.

What has further unsettled the industry is the introduction of an 8.5 per cent processing fee for all card payments, a rate KTF says is high compared to other government platforms.

KTF has also faulted KWS for using an inflated exchange rate of Sh135 per US dollar, which is higher than the Central Bank of Kenya’s current rate of around Sh129.50. The federation says the discrepancy has pushed up park entry costs, making Kenya’s destinations less competitive both regionally and globally.

Tourism players fear the changes could ripple through the value chain, that may affect contracted packages, which threaten to cost operators millions in unforeseen expenses and discourage visitors from booking future trips.

The federation has urged the Ministry of Tourism and Wildlife and KWS to reinstate all previous payment options, including bank transfers, to allow flexible transactions. It also wants the 8.5 percent processing fee reviewed and aligned with the standard industry rates, and the exchange rate adjusted to reflect the Central Bank’s official rate.

‘KTF remains committed to working closely with KWS and the Ministry of Tourism and Wildlife to ensure that Kenya’s tourism industry remains sustainable, fair, and competitive,’ Mr Odek said.

The federation insists that future policy or system changes must involve structured consultations with private sector players to avoid disruptions that could damage Kenya’s reputation as one of Africa’s top wildlife destinations.

Consequently, tourism experts warn that Kenya risks pricing itself out of the regional tourism market as the park fee increases take effect. Tanzania’s safari product is currently taking the lead while Uganda continues to gain ground.

Tourism Cabinet Secretary Rebecca Miano says the ministry is aware of these concerns and is pursuing an approach that prioritises affordability and investment-led growth to safeguard the country’s position as East Africa’s most dynamic tourism hub.

‘Kenya’s global brand has been anchored on safari and beach tourism. While these remain strong pillars, we recognise the need to diversify and make our destinations more affordable, competitive, and accessible,’ Ms Miano said.

She added that Kenya’s competitive edge should extend beyond the traditional big-five experiences, noting that the country’s tourism is richer and untapped than most visitors realise.

East African Breweries Plc (EABL) paid record royalties and management fees of Sh2.2 billion to entities linked to its parent firm Diageo, boosting the earnings of the multinational from the local subsidiary in the year to June 2025.

Disclosures in the brewer’s corporate bond information memorandum show that payments made to companies related to EABL ‘through common shareholding’ climbed from Sh2.08 billion in the year ended June 2024 and Sh1.77 billion in the prior year.

The charges, largely paid for the use of Diageo’s global brands and management support services, have increased earnings for the London-based parent which controls a majority 65 percent stake in the Nairobi Securities Exchange-listed firm.

Diageo says its sales comprise royalties and revenue from contracts with customers in addition to rents receivable.

EABL’s disclosures indicate that Diageo continues to exert strong influence in the local subsidiary through multiple channels -from ownership to supply, brand licensing and strategic management.

The royalty payments are largely tied to sales volumes of global brands such as Johnnie Walker, Guinness and Smirnoff, which are owned by Diageo but brewed or distributed locally under licence.

EABL is among Kenya’s large firms that have paid billions of shillings to their parent firms in royalties and other fees. Bamburi Cement paid its former controlling shareholder Lafarge a total of Sh27.2 billion for technical services in the 25 years to December 2024, marking one of the largest such transactions between a Kenyan firm and its multinational parent.

EABL’s latest filings also show a sharp increase in purchases from companies affiliated to Diageo, which jumped more than half (53.31 percent) to Sh8.48 billion in the review period from Sh5.53 a year earlier.

Balances payable to the parent and its affiliates, on the other hand, also climbed by more than a third (36.31 percent) to nearly Sh7.7 billion.

EABL says all the intercompany transactions are transparent and reflect how independent parties would trade as they act in their own self-interest.

‘All business transactions with all parties, directors or their related parties are carried out at arm’s length,’ the company says in its statement on management of conflict of interest.

The brewer’s disclosure of the rising intercompany transactions comes as it seeks to raise up to Sh20 billion through a new domestic bond under its medium-term note (MTN) programme.

The latest cash call follows EABL’s announcement that it will redeem its existing Sh11 billion bond at the end of this month, a year ahead of the scheduled maturity in October 2026.

Safaricom has partnered with supermarket chain Naivas to sell its wireless home Internet routers in a bid to widen its distribution network amid intensifying competition in the broadband market.

Naivas becomes the second retailer, after Quickmart, to partner with the telco in a distribution deal-marking a shift from Safaricom’s traditional sales channels through dealers, its retail shops, and online platform Masoko.

The deals come amid intensifying competition in the broadband internet market, with new entrants such as Elon Musk’s Starlink threatening the longstanding dominance of Safaricom in the industry.

‘It marks a major milestone in our journey as Safaricom to expand access to high-speed Internet through both traditional and alternative channels,’ said Safaricom Chief Consumer Business Officer Fawzia Ali.

Safaricom is counting on Naivas’ 110 stores, along with the 61 outlets owned by Quickmart, to expand its reach to consumers outside the capital in the race for market leadership.

Currently, Safaricom controls about 34.3 percent of the fixed internet market, down from 36.2 percent two years ago, while the newest entrant in the industry, Starlink, has so far claimed 0.8 percent of the market.

Last year, Safaricom improved its speed packages without raising prices, a move viewed by analysts as a means to entice more users amid increasing rivalry in the industry.

This followed a failed attempt to have the Communications Authority of Kenya, which regulates Internet service providers, ban Starlink from operating in Kenya.

Safaricom is currently the only Internet service provider using the retail chains as a distribution network, while others like Starlink have partnered with e-commerce firms like Jumia to distribute their routers.

The move also comes as rival Airtel plans to enter the home Internet market with fibre-to-the-home service, which is expected to heighten competition for Safaricom in one of its most profitable segments.

In the year to March, Safaricom saw a 12.9 percent increase in its revenue from fixed internet services to hit Sh17.2 billion, accounting for 23 percent of its total revenues for the year.

The guards at the parking lot were really nice. One was a wry fellow, quick on his feet. He directed me to a slot and said, ‘This is the safest place on earth,’ in Kiswahili. A great declaration. I remember thinking about those words as I walked into Quiver.

Typically, I’m not a Quiver guy-which begs the question: who is a Quiver guy?

A Quiver guy is the kind who, when he goes to drink, says, ‘Today I’m going to turn up.’ Which means he’s in his late 20s or 30s. Some 40-somethings also consider themselves Quiver guys but that’s a story for another column.

A Quiver guy buys a bottle of Johnnie Walker Black or Jameson or Martel and works through it with his boys. He most likely wears a hat. He will have a date or he will most likely be with his boys. A Quiver guy says, ‘babes.’ And that’s who I saw at Quiver.

The place was massive. Upstairs. Downstairs. A deejay booth. Huge TV screens. Flashing banners shouting about Sunday Brunches, Executive Reggae Mondays, and Deejays Kym Nickdee-he’s good, I’ve watched his YouTube mix on The Bag.

There are Rampage Saturdays, which we were experiencing. And that’s a word a Quiver guy would use: rampage. The place was thudding, people streamed in from the rain, before long it was difficult to find a seat.

Whenever someone bought a bottle, the waitresses in their short red dresses would weave through the crowd, holding it up above their heads-fireworks, pomp, triumph.

The music that Saturday wasn’t up to scratch. The deejay was all over the place. My companion called it ‘music you listen to while handwashing clothes.’ I loved that description so much I wrote it down.

It rained heavily that evening, but inside, the party kept going. Scores of people streamed in as we were leaving around 11p.m. A Quiver guy would never leave a rampage that early. But maybe that’s how you know you’re no longer one-you start leaving before the night does.

The High Court has rejected an attempt by three petitioners to withdraw a constitutional challenge against the Kenya Revenue Authority’s (KRA) decision to bar businesses from filing returns, ruling that public interest litigation cannot be abandoned without judicial scrutiny.

The court dismissed the petitioners’ application, stating that their actions-including filing a similar case in Bomet High Court before securing authority to withdraw the Nairobi petition -raised procedural red flags and risked undermining public accountability in tax disputes.

The petitioners Peter Opiyo, Peter Gacheru, and Denis Nyambati, had sought to withdraw their petition filed in May 2025, in which they claimed that KRA’s enforcement of the VAT Special Table was “unconstitutional and discriminatory.”

The VAT Special Table is a compliance tool deployed by KRA to restrict specific VAT-registered taxpayers who show a pattern of non-compliance. The taxman uses the table as a watch list to flag businesses for suspicious VAT compliance behaviour and prevents them from performing key functions until they resolve the identified issues.

Central to the case was a claim that in April this year, KRA placed businesses on the VAT Special Table on grounds of an alleged fraudulent VAT scheme, a decision that allegedly made it impossible to make transactions, file returns or present claims for refunds.

KRA argued that the alleged fraudulent VAT scheme denies the exchequer collections of an estimated Sh2.5 billion every month, prompting the crackdown that elicited an uproar from the businesses. VAT Special Table is an administrative process where VAT-registered taxpayers are blocked from filing VAT returns.

The petitioners sued, contending that KRA’s decision was illegal and that it had denied the businesses the right to a fair administrative process.

The court emphasised that Constitutional petitions are not “private suits” that can be withdrawn at whim.

“Public interest litigation must be shielded from abuse,” noted the court, referencing concerns over forum-shopping.

The ruling leaned heavily on Rule 27 of the Mutunga Rules, which requires courts to assess whether withdrawal would harm public interest or conceal ulterior motives.

However, in their withdrawal application, they argued that allowing the case to proceed would prejudice a related petition they later filed in Bomet.

But the court noted that the petitioners failed to serve their withdrawal notice on key parties, including the Attorney General, KRA, the Institute of Certified Public Accountants, and the Law Society of Kenya.

‘The court also notes that the petitioners did not even annex copies of the petition in Bomet High Court,’ reads the ruling.

The rules require courts to be satisfied that the withdrawal of public litigation is made in good faith and not for any ulterior motive or personal gain.

In this case, the court found no justification for permitting the withdrawal, noting that the Nairobi petition raised “serious constitutional issues” requiring full participation from all stakeholders.

‘Whereas the High Court has jurisdiction to hear applications for violation of rights and fundamental freedoms under Article 165 of the Constitution, the court will resist and frown upon any attempt at forum-shopping or suits that may run afoul of rules on sub judice,’ ruled the court.

The court directed that both petitions-Nairobi and Bomet-remain active pending further orders. It also mandated service of the ruling on all parties, including the Bomet High Court, signaling potential consolidation or transfer of the cases.

KRA, the Attorney General, and the other parties did not comment on the application.

A little story about how God works: In 1993, the Very Reverend Canon Evans Omollo, now the Provost of All Saints’ Cathedral, joined Maranda High School. He was one of the top students in mathematics and believed his future was assured.

‘I knew I would become something, somebody, in economics, or some cutting edge linguistics,’ he says.

But when he couldn’t raise school fees in Form Two, his education came to an abrupt stop. He dropped out and stayed out of school for seven years-until someone saw him preach and decided to sponsor him to train for priesthood. He enrolled in seminary as a high school dropout while also preparing privately for his KCSE.

He sat his exams at the age of 26 and passed, the same year he was ordained as a priest in the Anglican Diocese of Bondo, in 2004. That year, he also earned a Higher Diploma in Theology.

In 2006, he left for the UK, where he graduated with a Bachelor of Arts in Cross-Cultural Mission and a Master of Arts in Mission with Leadership from All Nations Christian College.

He would go on to serve as the Provincial Mission Director for the Anglican Church for five years, then as Assistant Provost of All Saints Cathedral for six and a half years, before being installed as the 14th Provost in 2023.

‘You see,’ he said in his office recently, ‘God interrupted my education to get me into church.’ The furniture in his office has since been rearranged from the last time we were here to interview his predecessor, Provost Dr Sammy Wainaina.

‘We were taught in leadership that if you can’t change anything, at least change the sitting arrangement,’ he added, tongue-in-cheek. Maybe that’s still how God works, interrupting, rearranging, sometimes even moving a chair or two, just to remind us that nothing, no detour, no delay-is ever wasted.

Do you feel like moving about furniture has changed something in how you run this church?

Absolutely. From a physical perspective, I get more light at my desk now. But beyond that, when someone walks in and realises, this isn’t how it used to be, it triggers something in their mind.

They register that there’s been a change in leadership. You’re speaking directly into their psychology, signalling that things aren’t business as usual. The awareness of newness is very powerful, psychologically.

What significant work were you itching to get on with when you took office?

The major one was strengthening the parish’s spiritual life, not just maintaining it, but going deeper. That’s why people come to church: for nourishment and transformation.

The first thing we changed was our preaching style. We moved from topical preaching, say, picking a theme like forgiveness, to expository preaching, unpacking scripture book by book.

We started with Romans; this year, we’re in the Gospel of John. It forces preachers to engage the whole Bible, even the hard parts, and it disciples’ people from the pulpit.

The second focus was leadership within ministries- youth, women, men, children. I realised the men’s ministry was struggling, so I led from the front. I called them, met them, even joined their nyama choma hangouts. We grew from about 30 men to over 100.

And when we meet, we talk about real things, marriage, faith, even sex and intimacy. Many men are quietly battling infidelity and separation. Some are in the ‘side-chick’ culture, even while serving in church, and it’s tearing families apart.

So we confront these issues with scripture, talk honestly and challenge each other to live right, not just to ‘make heaven,’ but to build wholesome lives here.

Provost, why can’t an African man have many wives? Putting Christianity aside for a moment, can a man have two or three wives and still be a good person, someone God would be proud of?

[Laughs] Well, I say this with context, I’m a product of polygamy. My mother was my father’s second wife. So I understand it from the inside.

In those days, people often married again because of practical reasons, labour on the farm, lineage, survival. But today, it’s different. The pressure to take another wife often comes from emotional disconnection.

I work with many couples, and I see it: people who can’t connect anymore. The man is lonely. He’s in his 40s or 50s, doing well, feeling renewed, but there’s tension at home. And in that loneliness, he seeks warmth and company. Sex just becomes part of that package. Is it wrong? From what I’ve seen, it brings a lot of complications. Growing up in a polygamous home, I saw tension, jealousy, even hatred. Families divided. It’s rarely peaceful.

Now, I’m not saying it never works – some people manage it. But I wouldn’t recommend it. Scripture is clear, and I choose to stay within it. If I weren’t a believer, maybe I’d say, fine, if you can handle it. But the truth is, it’s difficult. So I hold to the Bible – one wife, one covenant – and I focus on building the kind of marriage that keeps me from ever needing to look elsewhere.

Do you believe that all marriages have to work?

Like making Nairobi work? [Chuckles] I guess they should.

Even if couples outgrow each other years down the road, through no fault of their own?

I see your argument, and it’s credible. But I’m not sure it’s about outgrowing each other. It’s more about making the wrong choices and failing to live by principles that sustain a marriage.

It’s not distance that breaks it – it’s pride, selfishness, stubbornness. Sometimes even external pressures. There are cases, Biko, where after assessing a couple, I’ve had to accept that it just won’t work. And when that happens, it’s better they go their separate ways. Some unions are simply too difficult to sustain.

You are currently pursuing a doctorate in Missional Ecclesiology. What is that?

[Chuckles] Ecclesiology comes from the Greek word ecclesia, which means ‘church.’ So, ecclesiology is essentially the study of the church. The ‘ology’ part, like in theology, just means ‘the study of.’

Now, missional ecclesiology looks at how the church can be mission-oriented-that is, focused on bringing people to God and helping them understand Him. It asks: How can the church exist primarily as a conduit to bring people into a living relationship with God? The opposite of that would be what you might call an institutional church-one that just exists to exist, to be comfortable, maybe even rich.

You know, in England-where I went to school-the Church of England is very much an institution. It’s there; people come if they want.

Like a bank or a post office-it just exists. But missional ecclesiology challenges that model. It’s about a church that actively goes out, touches lives, and makes faith real in people’s everyday experiences.

Is there something you would change in the 29 years you’ve served the church?

That’s a very deep question. [Long pause] Maybe not change-but do differently. One, I’d marry earlier. I got married just before turning 33. If I could do it again, I’d marry younger. Why? Because you’ve got more energy for life then. More time to see your children grow.

I’m 47 now, my daughter is 13. By the time I retire at 65, she’ll just be a few years out of university. I wish I’d raised my children when I was younger, more energetic-so that by the time they’re done with school, I’d be enjoying grandchildren as I retire.

[Pause] Another thing is my schooling path, I wish I’d gone through education like everybody else; through a straight line. I was a very good student when I was young, but maybe God saw that a smooth route would have spoiled me. So He interrupted it. Brought me into the church. And the church has formed me into who I am today.

In the 29 years, are there moments that you questioned your decisions to get into church and what happened then?

[Pause] Yeah. You know, people tend to see ‘the church’ as one big monolith, but I’ve always tried to show it has many expressions.

Still, one thing I’ve seen-personally and around me-is how deeply people can get hurt in it. Some feel rejected, even thrown off completely. I came close to myself. But God saved me from that edge.

I’ve had a lot of grace, a lot of favour. The truth is, while I’ve seen others wounded by the church, the church has mostly been good to me. But it’s not without politics. You see, in State politics, people will tell you to your face, ‘Biko, I don’t like you. You’re a thief.’ It’s crude, but honest.

In the church, it’s different. People smile, call you ‘man of God,’ but when they sit in rooms full of opportunity, instead of mentioning your name, they quietly tear it apart.

Where there’s competition, there’s politics. And the higher you go, the more the interests multiply. At my level, people start wondering, ‘So where does he go next?’ And suddenly, you find yourself in a quiet jostle.

If you’re to do a diagnosis of your spiritual health, how do you think it looks like today?

[Pause] I’d say I have a clear conviction of who God is, and a real relationship with Him-and that, really, is the entry point of faith. I encountered Christ at 18, and that moment set me on a lifelong journey.

Twenty-nine years later, I’ve built a framework of prayer, of reading scripture, of listening to God-both through His word and through others.

[Pause] But if I’m honest, my commitment back then was stronger. I had fewer distractions. I could give God my all-we’d pray overnight, fast for days. There was a purity of focus.

Then came family-marriage, children, ministry, leadership-and with each came new demands. These days, I sometimes find myself in quiet conflict with the very values I hold dear: prayer, scripture, and the practices that once revived my spirit.

People must put you on a pedestal. Do you feel the pressure to conform to that idea-when really, you’re just a man?

Of course. A lot. That’s not how I was raised. I’m a grassroots person. I wasn’t born into privilege; I didn’t grow up around power. So I struggle with some of the formalities of this role.

When I first became Provost, people would literally stand when I walked in-even staff. I’d say, ‘No, no, please sit.’ Some see you as an idol, and I try, as much as I can, to push back. I don’t have all the answers. I’m just a man doing my best.

This office makes people assume you’re powerful, even holy. I once told the congregation, ‘Don’t clap after I preach. Pray instead.’ Some understood; others were offended. But I meant it. Why clap for me? The focus should be on God, not applause. Even small things-how I dress, where I go-people attach meaning to them.

When I grew this beard last year, it was just a New Year’s resolution. My first ever. I keep it trimmed-it’s not as long as yours. [Laughs] When I started, some said, ‘That’s not the look of a Provost.’ I told them, ‘It’s my beard!’ So I kept it-stubbornly. Maybe it’s a 40s thing.

How has AI impacted on your work as a provost?

Yeah, crazy one. When I became Provost in 2023, one of the things God placed on my heart was to lead the church into what I call the digital church.

Out of my 10 pillars, one was focused on growing All Saints into a digital church. So we’ve invested heavily in building our digital presence. And through that, I’ve seen both the potential and the dangers that come with technology-especially AI.

Personally, I use AI tools quite a bit in my work. Even this morning, I was doing research and found myself using some of those tools friends have introduced me to. You can’t help but be amazed at their brilliance. But with that comes a new kind of challenge.

We have many tech-savvy people in church. So, on a Saturday evening before Sunday, a friend might text me, ‘Provost, tomorrow’s sermon is from this passage, right?’ Then they run it through ChatGPT, generate a full sermon, and send it to me saying, ‘Consider this for tomorrow.’ What they’re really telling me is, ‘If you preach off, I’ll know.’ [Laughs] So there’s pressure now. Because with AI, you don’t need to go to theological school to generate a decent sermon. It has raised the bar-and the stakes.

What are your greatest fears now, as a 47-year-old man?

My fears. you’re asking very difficult questions. [Chuckles] I think about what my children would say at my funeral. That’s actually a discussion I often have with my daughter when I drop her at school. I ask her, ‘Mom, what will you tell people at my funeral about me?’ She never likes that conversation. She’ll tear up and tell me to stop, but I keep at it. I tell her, ‘You know, I can die anytime.

So yes, I think a lot about what people would say about me when I’m gone-what my family would say, what my children would remember. It’s not exactly a fear; it’s more like a pressure.

A pressure to live well, to be present with my family, and to remain authentic in public. That people don’t one day hear, ‘Evans, who was preaching here so passionately, has a child somewhere else.’ As a priest, that’s my biggest burden-to stay faithful to what I teach.

Would you like to add anything else to this conversation that I haven’t asked.

My wife. I’d like to appreciate her vital role in where I am now. You know, she met me as a priest. I was deep in the village then-but she believed in me.

I had just come back from the UK and was teaching, but still, life was modest. Yet she saw something in me and agreed to marry me. And honestly, when I met her, favour came. Not long after, I was called to serve in the Archbishop’s office. Interestingly, she was already connected to All Saints’ Cathedral-she grew up here.

I still believe that her presence in my life, her roots here, somehow connected me to this place.

Selina has played a critical role in shaping who I’ve become. She was brought up in privilege, and I wasn’t-I was a village boy. But she never saw that difference.

When a group of farmers began drying farm vegetables to reduce post-harvest losses, they never imagined the venture would grow so rapidly that it would pave the way into export markets.

In Lari, Kiambu County, indigenous vegetables grow easily, thanks to the climatic conditions, but most of it goes to waste because of lack of markets and poor roads.

‘About 30 percent of the vegetables that we dry now is for the export market,’ says Martin Chege, the operations manager of Cheer Up Programme, which was founded in 2003 as a church group to help orphans.

It was started by nine members, but the group has grown to 20 members and found a profitable niche in drying traditional vegetables such as black nightshade (commonly known as managu or sucha), amaranthus (terere), spider plant (saga), and cowpea leaves (kunde), sukuma wiki (kales), spinach, and cabbages.

At their processing plant in Matathia village in Lari, they also dry stinging nettle (thafai), herbs like rosemary, and fruits such as pineapples and green bananas.

The bananas are milled into flour and blended with vegetables, and cassava to make a nutritious porridge flour.

‘We currently supply a variety of dried vegetables to the Middle East, the US, Canada, and several European countries. Locally, we mainly sell to arid and semi-arid land regions,’ Mr Chege says, adding that before they started exporting, they had to obtain a phytosanitary

certificate from Kenya Plant Health Inspectorate Service (Kephis) and an export certificate to ensure products are pest-and disease-free.

‘We are keen on how the vegetables are grown, they must be organic,’ says Mr Chege.

Tabitha Muthoni, the operations manager in charge of sourcing vegetables, contracting farmers, procurement, and training, says the group has grown over the years from drying 500 kilos a day to thousands.

‘Each vegetable variety averages one tonne every three days, apart from cabbages which do about 1.5 tonnes,’ Ms Muthoni tells the BDLife.

Prices depend on the vegetable type. A kilo of dried sukuma wiki or spinach sells at Sh700, while indigenous vegetables fetch from Sh800 per kilo. ‘Saga, which is rare, goes for Sh800 a kilo, and flour between Sh800 and Sh1,500,’ she says.

‘We have a huge online presence, which helps us reach foreign markets through referrals and exhibitions,’ she adds.

Kenya Bureau of Standards (Kebs)-certification has helped.

Besides members who supply the facility with fresh produce, Ms Muthoni says they have contracted over 40 farmers across Kiambu, each earning about Sh50 per kilo. ‘Since our supply as members is still low, we work with groups in Ndeiya, Kijabe, and Githunguri,’ she adds.

Land size is not a limiting factor, even smallholders can supply, provided they meet standard operating procedures (SOPs) and comply with horticultural export standards.

Supplier farmers are trained on agroecological practices, growing crops organically using animal manure instead of synthetic fertilisers.

Drying machines

Monicah Wacuka, one of the founding members, says Lari is a major vegetable-producing area, but much of the harvest used to go to waste.

‘Drying vegetables extends shelf life, we earn better prices, and generate sustainable income for farmers. We began with a timber-and-wood solar dryer that cost about Sh70,000 to construct,’ she says, adding that members raised the funds through contributions.

Over the years, they have advanced to modern dryers, gained market exposure, and accessed funding. ‘Operations became automated,’ Ms Muthoni says.

In 2024, the group upgraded to a hybrid solar dryer, which uses briquettes for heating during cold or rainy seasons, marking another growth milestone.

From members working as volunteers, the enterprise has now employed five full-time staff.

One of the beneficiaries is Rose Wangui, a mother of three and member since 2003. She says the business has enabled her to educate her children.

‘I grow cabbages, sukuma wiki, and traditional vegetables on a quarter acre of land and supply the facility,’ she says.

Drying procedures

The vegetables must be mature, healthy, and tender.

Mr Chege, who oversees production, from receiving, sorting, washing, blanching, drying, packaging, and labeling, explains that after thorough quality checks, vegetables are cleaned in stainless-steel basins and rinsed well. ‘They are then blanched, dipped in salty boiling water for three to four minutes, and cooled using ice-cold water,’ he explains.

The salt helps kill bacteria and retain the plants’ colour. The vegetables are then taken to the hybrid solar dryer, where they are turned twice daily to enhance drying.

‘Between harvesting and drying, it should not take more than a day. In three days, they are ready for packaging,’ says Mr Chege, noting that hybrid dryers and briquettes have significantly shortened drying time.

Challenges

As they seek to reach full profitability, their journey has not been without challenges.

Upgrading to a modern facility and embracing digital solutions initially met resistance. ‘Some members were skeptical about technology, a few left, while others stayed. Digital literacy was a major issue, especially for older members,’ he says.

There is also the headache of access to credit for expansion and poor road infrastructure, which delays supply and delivery.

If there lessons they have picked as entrepreneurs, it is the power of collaboration: ‘Our growth has been driven by unity, which has attracted support from development partners,’ says Ms Wacuka, ‘The journey in entrepreneurship has taught us that the biggest lessons are knowledge, research, especially about markets, and having a clear target of what you want to achieve.’

Africa’s startup and innovation ecosystem is one of the world’s most promising frontiers for investment.

Across the continent, entrepreneurs are building solutions that address real economic and social challenges from digital payments and agri-tech to logistics and clean energy.

Yet, despite this dynamism, investors continue to approach African markets with caution. The question is no longer whether Africa has potential, but how to make that potential investable.

The challenge lies in perception and structure. Investors often see African markets as high-risk due to regulatory fragmentation, weak compliance systems and limited transparency in business operations.

This creates a trust deficit that hinders the flow of capital, particularly at early and growth stages, where the risk appetite is already low. But these challenges are not hopeless.

The conversation on de-risking investment in Africa must evolve from one of caution to one of strategy.

De-risking begins with structure. Businesses seeking investment must build internal systems that align with global standards of governance and accountability.

Sound financial management, legal compliance, and transparent reporting are not bureaucratic hurdles-they are growth enablers. A well-structured company signals seriousness to investors and reduces the friction that often comes with cross-border due diligence.

However, de-risking cannot be achieved by founders alone. It requires coordination across the entire ecosystem. Governments and regulators play a critical role in harmonising policy frameworks to make compliance predictable across markets.

When investors can trust that rules are consistent and enforcement is fair, they are more likely to commit long-term capital.

Likewise, ecosystem enablers such as accelerators and incubators must embed compliance and governance support into their growth programmes, ensuring startups are investment-ready before they seek funding.

Investors, too, have a part to play. The most impactful investors are those who move beyond writing cheques to building capacity.

By working closely with founders to strengthen internal structures and governance, investors safeguard their own capital while improving the sustainability of the ventures they support.

The future of African investment depends not only on access to funding but on the maturity of the systems that guide how that funding is deployed.

In this sense, de-risking becomes a shared responsibility, one that links profitability with accountability.

A resilient, trusted ecosystem can only emerge when all players from policymakers to investors to founders prioritize structure and compliance as much as innovation and scale.

Slyvester Omondi is the Business Development Manager at Velex Advisory Kenya, an investment advisory firm offering tailored financial, legal and business advisory services with offices across Africa.

Electricity producer KenGen has been permitted to proceed with a Sh2.5 billion tender for the sale of 6.38 million carbon credits after the procurement watchdog dismissed an application by a losing bidder.

The Public Procurement Administrative Review Board (PPARB) dismissed an application for review filed by Sintmond Group Ltd, saying that given the magnitude of the subject tender and the substantial financial value involved, the firm bore the obligation to demonstrate its capacity to undertake a contract of such a scale.

Carbon credits, also known as carbon offsets, are permits that allow owners to emit a certain amount of carbon dioxide or other greenhouse gases.

Sintmond’s bid for the sale of Certified Emissions Reductions was disqualified after failing to provide independent evidence of successful performance in previous contracts of comparable value and complexity, despite being allowed to do so.

‘Accordingly, we find that under this ground, the Respondent (KenGen) was justified in concluding that the Applicant (Sintmond Group Ltd) lacked the requisite experience and capacity to handle the present tender.

Sintmond Group had submitted the highest bid offering $23,207,359 (about Sh2.99 billion).

The board said the omission contravened the requirements of Clause 14 of the bid data sheet, which obligated tenderers to demonstrate capacity and reliability through verifiable past performance.

The review board said the absence of such references reasonably made KenGen conclude that the company lacked the demonstrated capability to execute a contract of the magnitude contemplated under the tender.

The electricity-generating firm said Sintmond Group Ltd did not demonstrate any prior experience or capacity to manage a contract of similar magnitude, and when considered against the backdrop of the earlier terminated tender, the firm’s performance history did not inspire confidence in its ability to deliver.

‘Accordingly, we are persuaded that a reasonable and prudent procuring entity, faced with the same set of facts, would have reached a similar conclusion that the Applicant failed to demonstrate sufficient ability/capability to perform the tender,’ the board said.

KenGen advertised the bids in May, asking bidders to demonstrate previous successful participation in emission reduction trading or transactions of CERs or Voluntary Emission Reductions, which would form part of the evaluation criteria.

Three tenders were received- Munja Trading Limited in a Joint Venture with Marwil Energy Holding AS, Kyoto Network Limited, and Sintmond Group Limited.

Upon conclusion of the evaluation stage, the tender committee found the joint venture responsive.

The evaluation committee determined that Munja Trading Limited, in a joint venture with Marwil Energy Holding AS, had submitted the highest evaluated tender price, cumulatively amounting to $19,637,758 (2.53 billion), and was therefore ranked as the best evaluated bidder.

Sintmond Group challenged the decision, arguing that the procuring entity improperly relied on extraneous and undisclosed due diligence criteria to disqualify it from the tender.

Last month, the board had directed KenGen to do the bidding process afresh, citing irregularities in the earlier process.

The electricity-generating firm did as directed and settled on the same company, forcing Sintmond Group to file another application for review.

The firm complained that it was condemned unheard, and KenGen relied on matters that were never part of the tender process, in breach of the Fair Administrative Action Act.

And after hearing the case, the board still dismissed the application, stating that despite being aware of the importance of demonstrating past experience, the firm still failed to furnish the evidence.

‘The only reasonable inference to draw from this omission is that the Applicant did not possess credible proof of past performance to support its capability to execute the tender,’ said the board.