Category: Business Daily

The Competition Authority of Kenya (CAK) will not conduct a full review of Vodacom Group’s proposed acquisition of an additional 20 percent stake in Safaricom, leaving the transaction to be assessed by regional competition regulators-in a move that signals a shift in how large cross-border mergers involving Kenya are handled.

Vodacom has signed an agreement to buy a 15 percent stake from the government and another five percent from its parent firm Vodafone Group, aiming to raise its ownership in Safaricom from the current 35 percent to a controlling 55 percent. The total value of the deal is Sh272 billion.

Instead of requiring a formal merger notification, which would have triggered a detailed inquiry and attracted notification fees, CAK said the parties are only required to inform the authority of the transaction.

The deal is now under review by the East African Community Competition Authority (EACCA) and the Comesa Competition and Consumer Commission (CCCC), both of which have been formally notified.

The approach departs from long-standing practice, where transactions involving Kenyan firms were first reviewed by CAK before being escalated to regional regulators in cases where the merging parties operated in more than one country.

Traditionally, in such instances, as was seen with the recent merger between Nigeria’s Access Bank and the National Bank of Kenya, each authority would independently conduct its own inquiry.

That system, however, has been revised following agreements among regional competition regulators and local regulators last year to eliminate double notification, a process that businesses have long complained increased compliance costs and prolonged deal timelines.

Under the revised framework, companies whose transactions meet specified regional thresholds are now required to notify only the relevant regional regulator, while national authorities are informed as a matter of record.

CAK Director-General David Kemei in response said the Safaricom transaction met the criteria for regional notification because the parties operate in multiple countries and have a combined annual turnover exceeding $50 million (Sh6.4 billion).

‘In order to promote ease of doing business through the elimination of double notification, transactions that meet the prescribed thresholds are required to be notified to the CCCC in the prescribed form, with the parties additionally required to inform the authority in writing,’ Mr Kemei said.

He explained that informing CAK, as opposed to formally notifying it, does not involve any fees, investigative processes or compliance obligations. Instead, it serves as an alert mechanism, allowing the authority to remain aware of significant transactions affecting the Kenyan market without acting as the approving body.

While CAK will not conduct a formal merger review, it will still assess the transaction’s potential effects on competition and consumer welfare within Kenya and submit its views to the regional regulators conducting the inquiry.

‘The authority received confirmation from the merging parties that they had submitted their merger notification to the CCCC and the EACCA,’ Mr Kemei said.

‘We will engage the two regulators and provide our input regarding the potential impact of the transaction on competition and consumer welfare in Kenya, in accordance with the existing laws and procedures.’

The review by the EACCA is particularly significant, as it marks the first merger inquiry undertaken by the regional body since the EAC Competition Act of 2006 became operational in November 2025. The case is widely seen as an early test of the bloc’s long-dormant regional competition regime.

In a statement issued last week, the EACCA said the transaction was notifiable because the acquiring entity, South Africa’s Vodacom Group, has operations in at least three EAC member states -Kenya, Tanzania and the Democratic Republic of Congo.

‘The authority shall, in accordance with the provisions of the Act and Regulations, determine…whether or not the merger is likely to substantially lessen competition within the Community,’ the EACCA said.

Kenya’s aviation industry has registered a surge in strategic expansion and connectivity, pointing to redrawn business models in a bid to stay competitive.

After the disruptions that followed the Covid-19 pandemic, airlines across the domestic, regional and international sectors have embraced network realignment, collaboration and operational changes in a bid to stay afloat.

National carrier, Kenya Airways (KQ), has, for example, executed a focused route realignment strategy, having deepened its global alliances and launched partnerships.

‘Last year, KQ focused on targeted route realignments driven by demand patterns and network optimisation. A key development was the introduction of London Gatwick, which allows us to better bridge demand, improve schedule balance and offer customers more flexibility in the UK market,’ says KQ’s Chief Commercial and Customer Officer Julius Thairu.

KQ’s decision to add London Gatwick services, which is a popular secondary London airport, was part of the airline’s strategy to match demand and improve schedule balance out of Nairobi.

Mr Thairu says the national carrier in 2025 concentrated on where traffic was strongest and connectivity most valuable.

‘Across the network, decisions were informed by passenger demand trends, connectivity opportunities through Nairobi and the need to maximise aircraft utilisation, while cargo operations were aligned to routes with stronger trade flows and belly-hold capacity,’ he added.

In July, KQ and Qatar Airways signed a codeshare Memorandum of Understanding, which unlocked an extensive code-share on each other’s networks and added a third daily flight between Doha and Nairobi.

The agreement also includes planned Qatar Airways-marketed flights connecting Mombasa to Doha during the winter season.

Additionally, the partnership, which was expanded in October to a major 19-destination codeshare deal, immensely strengthened KQ’s global connectivity.

Travellers flying on Kenya Airways can now access 10 additional destinations in Asia and the Middle East through Doha’s Hamad International Airport, while Qatar Airways’ customers have seamless access to eight key African cities on KQ’s network, including Abidjan, Accra, Addis Ababa, and Victoria Falls. Consequently, in an interview response to the Business Daily, the airline said that regulatory engagement has emerged as a priority area as KQ prepares for its next growth phase.

Mr Thairu noted that the airline is already laying the groundwork for additional frequencies in key regional markets.

‘Kenya Airways is engaging regulators to secure additional frequencies on key regional routes, particularly Mauritius and Lagos. These markets remain priorities due to sustained demand from business, leisure and diaspora travel, as well as their importance to regional connectivity and hub traffic through Nairobi,’ he said.

‘The planned increase in fleet capacity will support these frequency expansions and enable more consistent schedules for customers,’ Mr Thairu added.

Meanwhile, cargo has continued to assert itself as a strategic pillar to the airline’s revenue.

‘Kenya Airways is implementing several strategic initiatives to strengthen its cargo operations,’ Mr Thairu said.

‘These include fleet expansion to meet growing business demand, infrastructure development such as cold chain and special cargo handling facilities to support diversified products like perishables, pharmaceuticals, and valuable cargo and leveraging technology, including AI-driven route planning and load forecasting, to improve operational and fuel efficiency.’

The aim, Mr Thairu said, is not just growth but relevance as well: ‘These changes are designed to enhance operational viability, increase market share on key African, Middle East, and Asian trade lanes and position Nairobi’s Jomo Kenyatta International Airport as a major regional logistics hub.’

Domestic carriers have taken advantage of the strong uptick in local travel as they carve profitable niches and expand their capacity to meet demand.

Low-cost carrier-Jambojet, reported strong performance across domestic routes in 2025. The airline was on course to fly a projected 1.45 million passengers in 2025, with plans to add two new aircraft to its fleet in response to growing domestic demand and route expansion.

The carrier’s Chief Executive Karanja Ndegwa said the airline has observed a noticeable uptick in demand across all domestic routes, which was fueled by both leisure and economic activity.

‘Eldoret and Kisumu demonstrated the highest consistent performance, necessitating an increase in capacity from four to between five and six daily flights. These two routes are also among our top performers, boasting average load factors exceeding 85 per cent.’ Mr Ndegwa told Business Daily.

Jambojet has, in the course of expanding its daily flights on high-demand routes such as Nairobi-Eldoret and Nairobi-Kisumu, while the carrier’s fleet grew towards 10 aircraft to accommodate the rising demand.

Regionally, the airline’s bet on point-to-point leisure routes has paid off. ‘The Mombasa-Zanzibar route, launched in 2024, has shown very positive uptake, reinforcing the demand for point-to-point, low-cost services connecting East African tourism hubs,’ Mr Ndegwa said.

‘We closed 2025 having flown approximately 1.3 million passengers and commanding a 53 per cent market share,’ he added.

However, Mr Ndegwa notes that their growth has come with challenges, particularly around airport operating hours.

‘We currently operate a fleet of 9 aircraft, with one additional aircraft expected later this week, bringing our total fleet size to 10. Our average utilisation stands at 7.5 hours, which is not ideal for Low-Cost Carrier operations, where the optimal utilisation is 13 hours.’

Mr Ndegwa adds that the challenge is that most of the domestic airports close by 8pm, which limits the scheduled flights that restrict their aircraft utilisation between 6am and 8pm.

Cargo has also emerged as a longer-term play for the low-cost carrier.

‘The cargo business is a long-term strategic focus for us. We currently utilise the belly capacity in our existing schedule to supplement passenger service revenues.

This capacity offers approximately 1.2 tonnes per flight and 169 tonnes weekly across the network.’ Mr Ndegwa said

‘Our goal for 2026 is to increase frequencies to these destinations while also deploying additional capacity during the festive season.

This strategy will enable us to meet demand, lower our operating costs and consequently reduce the cost of travel for our customers,’ he added.

In the safari and regional aviation, Safarilink Aviation saw significant domestic growth, particularly in routes linking Nairobi with Mombasa and Kisumu.

Chief Executive Alex Avedi described the year as ‘spectacular’, noting they had traffic increases of more than 100 per cent on key routes and extraordinary uptake on coastal and leisure segments.

‘There are lots and lots of people flying, and that’s really a good thing for domestic tourism, for domestic businesses.’

One of their most innovative moves was the codeshare partnership between KQ and Safarilink Aviation, which added nine safari destinations to Kenya Airways’ global itinerary. This deal allows travellers to book international flights and domestic safari connections on a single ticket, which makes the journey simple for inbound tourists and boosts Kenya’s tourism ecosystem.

The partnership links international connectivity with local distribution that allows KQ’s global customers to connect with Safarilink’s flights to Maasai Mara airstrips, Amboseli, Nanyuki, and Samburu.

When it comes to the safari’s growth, Mr Avedi says that their capacity additions are looking at an immediate focus. ‘Currently, we have four flights to Kisumu, and we know we can do up to six flights. We also recently introduced Mombasa, and we have only two flights a day; we’ll probably go up to three, but we know we can easily do eight to ten, just based on the demand that we see in the market.’

The coast offers them further opportunity. ‘We see a huge opportunity in the coastal routes also with Lamu and Malindi, which today we only go once a day, and it’s a shared service between Lamu and Malindi,’ Mr Avedi said. ‘At some point, we need to delink the two services and have Lamu separate and Malindi separate.’

The administrative decision by the Kenya Revenue Authority (KRA) to suspend ‘Nil’ filing of returns amounts to a brazen cocktail of illegality, irrationality and impropriety all rolled in one odious basket to taxpayers.

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Our tax system is based on the principle of self-assessment under section 28 of Tax Procedures Act (TPA). This right is unfettered under the law, only subject to accounting periods mapped at the point of registration.

Invariably, the commissioner may assess any taxpayer based on information available without being bound by tax return so submitted. This implies any decision must flow from a pre-existent return.

Nowhere does the TPA give discretion to suspend due date. In any case, the commissioner only has restricted powers, in writing, to request a taxpayer to file before due date, not the other way round.

It is irrational to take an administrative decision that undermines a written law without public participation. That amounts to a fiat and flies in the face of principles of legality and common sense.

The i-Tax system is the repository of all tax data. It then beats logic why the taxman suddenly makes presumption that the documents held by the taxpayer, which form basis to filing, must somehow be screened prior to filing. Properly said, the commissioner has every right to undertake additional assessment following an audit or investigation where notable discrepancies are reported or detected.

Procedurally, the KRA has made it impossible for any taxpayer to apply for tax compliance certificate (TCC) while any return is pending.

It is advisable therefore that the KRA demonstrates adequate and robust measures to ensure traders seeking the TCC for whatever reasons are not precluded from enjoying this right.

It should be borne in mind that there exist entities under non-December accounting period. To put their tax affairs in abeyance evokes insensitivity. Think of traders who need TCC to unlock payments, get jobs, secure tender bids or for statutory compliance. How do they remedy for delay ”until March”?

The KRA is not affording taxpayers any convenience. In late 2025, the taxman put out a notice disallowing expenses not supported on TIMS. Early this week, it was geo-referencing. Today, all stand suspended from filing. Where is the canon of certainty?

It should be appreciated that tax laws are generally technical in content and amenable to fluctuating context based on Finance Bills. No tax guru could possibly keep abreast with this Muguka van speed. Moreover, it is irregular for KRA to presuppose that nil-filing or credit filing amounts to tax larceny.

Complexities in taxation leading to credit filing may range from loss carried forward from previous year; specially-exempt category; tax refund; and investment or industrial deductions claims.

It is preposterous to imply the taxpayer either holds wrong, falsified or incorrect data and thus, must suffer inconvenience until the all-powerful commissioner is otherwise pleased.

The Tourism Fund is set to expand the 2.0 percent tourism levy to operators of short-term rentals sold through digital hospitality platforms such as Airbnb, Booking.com and Jumia in a bid to grow and modernise tourism revenue collection by taxing bookings at source.

The Tourism Fund (TF) says the shift, slated to start by the end of June, will bring online accommodation providers into the formal levy system, addressing enforcement gaps created by the rapid growth of short-term rentals and digital booking platforms.

Latest official figures from the State Department for Tourism show the Fund collected Sh5.1 billion from the levy in the year ended June 2025, falling short of Sh5.5 billion target.

This was, however, a growth from Sh4.9 billion collected in the year ended June 2024 and Sh3.9 billion in the year ended June 2023.

The Fund attributed the shortfall in the 2024/25 financial year largely to its inability to collect the levy from short-term rentals, including Airbnbs, homestays and villas, which operate largely outside traditional enforcement mechanisms.

TF chairperson Samson Some says there is no legal hurdle to collecting the tourism levy from online platforms, stressing that the challenge has been largely operational rather than legislative.

‘There is no legal gap,’ Mr Some said in an interview. ‘The systems we had were built for traditional hotels, restaurants and bars. What has changed is the entry of digital platforms and short-term rentals, which the old systems were not designed to capture.’

Under the Tourism law, regulated hotels, restaurants and other licensed tourism establishments are required to remit a two percent tourism levy on gross sales to the Tourism Fund.

Failure to remit the monthly levy by 10th of the following month attracts an instant fine of Sh5,000 in addition to a penalty of three percent of the amount due for each month it remains in arrears.

However, the expansion of short-term rentals has complicated compliance, particularly where operators manage multiple units within residential buildings or relocate properties while retaining the same online identity.

‘You may have someone running 10 units on one floor of a residential block while the rest of the building is private housing,’ Mr Some said. ‘Without the right digital system, you may not even identify the operator, let alone enforce levy collection.’

Under the proposed model, the levy would be deducted automatically at the point of booking, with platforms remitting the required amount directly to the Tourism Fund. The approach mirrors systems already in use in other African markets, notably Rwanda and South Africa.

In Rwanda, accommodation service providers – including short-term rental operators using platforms such as Airbnb – are required to pay a tourism tax of 3 percent of the amount paid by guests to the Rwanda Revenue Authority.

The tax, effective from July 2025, is collected directly from guests at the point of sale, with providers required to register with the tax authority and issue Electronic Billing Machine invoices.

South Africa has adopted a data-driven enforcement approach, where platforms such as Airbnb provide transaction details to the South African Revenue Service upon request.

The information includes host identities, gross earnings, platform fees, property addresses, rental periods and bank details, enabling authorities to track compliance without physically inspecting properties.

‘If $100 (about Sh12,900) is collected from a guest, a percentage is remitted directly through the system,’ Mr Some said. ‘That way, we don’t have to chase operators to their residences or follow properties that keep shifting locations.’

The TF plans to implement the system through third-party digital payment partners, similar to how Kenya’s eCitizen platform facilitates visa fee collection.

While the board had initially targeted a rollout in the current quarter (January-March), engagement with external providers has delayed implementation to the next quarter (April-June).

‘We were on schedule as a board, but this is not just a fund discussion -it involves third-party participants,’ Mr Some said. ‘We expect to have a system in place by next quarter.’

The Fund has called on short-term rental operators to formalise their businesses through licensing and membership in tourism associations, which Mr Some said offer legal protection, access to training and improved security.

As part of its capacity-building efforts, the Tourism Fund says it has certified more than 7,000 tourism workers nationwide through two-tier training programmes targeting technical staff and managers, covering areas such as housekeeping, security, financial management and destination marketing.

‘These are not just regulatory requirements,’ Mr Some said. ‘Training improves service quality and productivity, and it directly affects the bottom line for operators.’

Government suppliers have been dealt a blow after the High Court dismissed a petition by 46 contractors seeking to compel the Garissa County Government to settle nearly Sh488 million in pending bills, ruling that unpaid contractual claims do not automatically rise to constitutional violations.

In a ruling delivered on January 19, Justice John Nyabuto Onyiego upheld a preliminary objection by the county government, finding that the dispute was fundamentally a commercial debt recovery matter that needed to be pursued through ordinary civil litigation rather than a Constitutional petition.

As a result, the court declined to hear the merits of the contractors’ claims and struck out the case, with each party ordered to bear its own costs.

The judge noted that while the petitioners wanted their debts paid from funds set aside for pending bills, a constitutional court was not the right forum to order payment of contractual debts arising from alleged non-payment.

‘Ideally, the only suitable forum is a civil court, which will then have the power to interrogate the claim in case there is a dispute over the amount or the claim itself,’ added the judge.

A report by the Controller of Budget (CoB) Margaret Nyakang’o, for the quarter ending in September last year, shows that the overall pending bills for the national government rose from Sh524.8 billion in June to Sh525.4 billion.

Outstanding pending bills for the 47 counties stood at Sh176.9 billion as of June 30, 2025, according to data from the CoB.

This comprises Sh126.86 billion for recurrent activities and Sh50.05 billion for development activities. The total pending bills for the County Executive are Sh171.75 billion, while those for the Assemblies amount to Sh5.16 billion.

Most of these pending bills have remained unpaid for years, pushing some suppliers into financial ruin.

The contractors who lodged the petition argued that, despite fulfilling their contractual obligations to the satisfaction of the county government, they had been sidelined while newer contractors were paid using funds that had allegedly been set aside by the National Treasury specifically to clear verified pending bills.

They claimed this amounted to discriminatory treatment, poor financial governance, and unlawful diversion of public resources, all of which are constitutional issues.

The petition further alleged that the prolonged non-payment had caused severe financial distress among suppliers, including poverty, mental anguish, and, in some cases, death.

However, the court refused to hear the case, dealing a blow to a viable effort to resolve the problem of pending bills. A constitutional issue touches the supreme law of the land, not just ordinary legislation or policy.

In refusing to hear the case, the judge relied on a legal concept known as constitutional avoidance, whose objective is to discourage clogging of the High Court with suits or issues which have alternative legal remedies.

A constitutional petition is the preserve of strictly deserving cases, which cannot be resolved through any other mode of dispute resolution.

Garissa County opposed the petition through a preliminary objection, contending that the High Court, sitting as a constitutional court, lacked jurisdiction to entertain what it termed a purely commercial dispute.

The county argued that the contractors were attempting to ‘constitutionalise’ debt recovery claims that should properly be handled by the civil or commercial courts. It further invoked the doctrine of constitutional avoidance, which discourages courts from determining constitutional questions where alternative legal remedies exist.

In response, the petitioners maintained that their case went beyond ordinary debt recovery and raised serious public law questions concerning accountability, lawful management of public funds, and compliance with statutory and constitutional obligations.

They argued that ordinary civil proceedings would be inadequate to address alleged violations involving diversion of funds earmarked for pending bills and sought public law remedies such as mandamus orders to compel performance of statutory duties.

Global trade is evolving at an unprecedented pace, presenting customs authorities with the dual challenge of facilitating trade while safeguarding security and ensuring optimal revenue collection.

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Artificial Intelligence (AI) is emerging as a critical enabler in addressing these challenges, offering solutions to streamline operations, enhance risk management, and improve compliance.

As trade volumes surge due to e-commerce, supply chains diversify, and illicit activities become more sophisticated, traditional customs operations are struggling to keep pace.

This highlights the urgent need for transformation. AI is at the forefront of this evolution, poised to revolutionise customs by driving operational efficiency, enhancing security, and streamlining processes.

Currently, many customs administrations are exploring AI through fragmented, siloed initiatives, such as automating document processing or experimenting with machine learning for risk management.

Locally, Kenya Revenue Authority (KRA) has also taken significant steps, piloting AI powered cargo scanners at the port and integrating them into its automated risk management systems. These scanners leverage machine learning to interpret cargo images and flag suspicious consignments for further verification, an important milestone in applying AI to enhance border security.

AI refers to a broad field of technologies and methods that enable machines to perform tasks that typically require human intelligence, such as reasoning, problem-solving, decision-making, and learning. AI is not a single technology but a collection of approaches, including rule-based systems, machine learning, and more.

Machine learning is a subset of AI that focuses on developing algorithms that learn patterns from data and improve performance over time without relying on explicitly hard coded instructions.

Machine learning models use statistical techniques to make predictions or decisions based on input data. For example, in computer vision, machine learning can classify objects in images – such as identifying mobile phones, clothes or shoes – or in natural language processing, it can interpret and analse text.

While KRA’s use cases demonstrate progress, they remain isolated and fall short of unlocking AI’s full potential across the entire customs value chain.

KRA can expand its AI implementation by automating broader risk management processes.

For example, AI can detect tax fraud and unlawful cross-border trade by analysing customs declarations and flagging suspicious transactions far more efficiently than traditional methods.

In post-clearance audits, AI can review vast data sets and match fields across multiple documents such as customs declarations, pre-verification certificates of export, packing lists, bills of lading, invoices, and certificates of origin, among others.

This enables automated identification of discrepancies like quantity mismatches, value inconsistencies, or origin gaps, significantly improving compliance and operational efficiency.

To manage the evolving challenges in international trade and customs, KRA should transition toward a cognitive customs model, characterised by advanced technological and operational capabilities. This transformation requires substantial investment to embed AI into the core of customs operations.

While many customs authorities remain at the experimental or opportunistic stages of AI adoption, moving toward a cognitive stage enables benefits such as predictive analytics, autonomous processes optimisation, and data-driven decision-making.

This shift enhances efficiency, security, and adaptability in an increasingly complex global trade environment, while enabling proactive risk management, improved trade facilitation, and a more transparent supply chain, ultimately fostering economic growth and international cooperation.

In February 2025 KRA’s Commissioner General announced that its ambition to become a data-driven revenue administrator would be realised through the creation of a technology-focused department – the Business Strategy, Technology and Enterprise Modernisation Department.

This internal alignment aims to streamline workflows, reduce redundancies, optimise internal resources, and leverage advanced analytics and automation for effective delivery of KRA’s mandate. This transformation underscores KRA’s commitment to tax compliance through efficient administration, technology-driven solutions and service excellence.

International initiatives can also accelerate this transformation.

Misclassification of commodities and Harmonised System (HS) codes leads to significant revenue loss for Customs worldwide. To address this, the World Customs Organisation (WCO) launched BACUDA (Band of Customs Data Analysts) project – a collaborative research platform that brings together Members and data scientists.

One of its flagship outputs is the HS Code Recommendation AI, designed to assist traders and Customs officials by using historical data to suggest accurate HS codes based on commercial descriptions of goods, reducing classification errors and improving efficiency.

To fully harness AI’s potential, KRA should pair its internal modernisation efforts with selective adoption of proven international solutions or best practices, engage stakeholders, and follow a results-driven implementation roadmap.

This approach will deliver safer, more efficient, and transparent customs processes, strengthening compliance, facilitating trade, and positioning Kenya as a leader in modern Customs administration.

Absa Bank Kenya has poached from Stanbic Bank Kenya as it restructures its business, reflecting the rising competition for top talent in the banking industry.

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Absa has appointed Renato D’souza as its director of business banking while moving Elizabeth Wasunna-Ochwa to the newly created position of director strategic partnerships.

Mr D’souza joined Absa at the beginning of the year from Stanbic Bank, a subsidiary of South African lending giant Standard Bank Group, where he worked for nine years, his last post being head of commercial banking.

Ms Wasunna will remain part of the bank’s executive which will see the company’s top leadership grow to 12 directors.

‘Elizabeth is not leaving the bank but she will be in charge of deepening strategic partnerships that the bank has with key players such as National Chambers of Commerce, Kenya Private Sector Alliance and such; so the bank looked for a suitable suit to replace her in business banking,’ said sources within the bank.

‘The bank is not in a position to bring in more people but more of reorganising ourselves to keep growing by exploiting the existing relationships,’ added the source.

Ms Wasunna had held the position for seven years. Absa books business from the small and medium sized enterprises and corporates under business banking.

Mr D’souza joins a list of top executives that Absa has poached from subsidiaries of Standard Bank Group.

Ms Wasunna was poached from Standard Bank of Malawi, with others -legal and compliance director Kenneth Kanyarati and chief risk officer Chiera Waithaka poached from Stanbic Kenya. Absa had a loan book of Sh309.7 billion as at end of September 2025 which was a drop compared to Sh311.4 billion a year earlier.

Top talent has been a major hunt in the banking industry as lenders seek to push for growth following a two-year period of slow credit growth and pile up of bad debts.

Its deposit base had grown to Sh384.3 billion from Sh351.7 billion over the same period showing the slow conversion of liabilities to assets.

Egyptian lender, Commercial International Bank recently poached NCBA Group’s director of corporate and investment banking Tirus Mwithiga to head its Kenyan subsidiary.

SBM Bank meanwhile on May 8, 2024 appointed former I and M Group chief operating officer Bhartesh Shah as its new chief executive.

If you’ve spent time in African creative circles, you’ve probably heard the phrase: ‘Let’s create our own stories, our own way.’ It’s a rallying cry that has echoed across conversations about film, comics, and animation.

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The frustration behind it is that we’ve spent too long imitating or being influenced by foreign narratives, while neglecting the wealth of traditional and cultural stories around us.

One studio that has consistently pushed against that tide is Avandu Studios.

They’ve carved out a distinct identity in African comics, blending research, artistry, and cultural depth. If you’ve seen their earlier projects like Beast from Venus, Wana wa Magere or their contributions to international productions like Enkai (part of Kizazi Moto on Disney+), you know they’re serious about pushing African visual storytelling into the global space.

This year, they’ve released The Sankofan Files, an anthology of three short stories that showcase different shades of African myth, folklore, and imagination.

1. DCI Buzeki: Little Tears

This feels like a Kenyan procedural with a heavy supernatural touch. It follows a detective in the DCI (Directorate of Criminal Investigations) who handles cases that the regular police can’t explain, the supernatural.

It’s grounded, absurd, atmospheric, and treats local urban legends with the seriousness of a crime thriller.

2. Warum

This is where the artistry gets experimental. It follows a young Taita man named Mwaloli who becomes a host for an ancestral force. The genius here is the visual execution: the spirits manifest in a way that mimics Makonde Ujamaa sculptures-those “Tree of Life” carvings where bodies are stacked and intertwined.

It’s a brilliant way to take a physical piece of heritage and turn it into a dynamic, supernatural superpower.

3. Man of Nyatiti

This one takes us to the shores of Lake Nam Lolwe (Lake Victoria). It’s a mythic tale about Hawi, a traveller who uses the Nyatiti, a traditional Luo instrument, to connect with the world around him. Mermaids show up in a story that feels like a tribute to how music was once seen as a bridge between the physical and spiritual worlds.

The Avandu Touch

What makes Avandu’s work stand out is that they design with intention:

Cultural Symbiosis:

You don’t feel like you’re looking at a foreign comic translated for a Kenyan audience. The influence of African sculpture and traditional motifs is baked into the character designs.

Atmospheric Contrast:

The book moves from the detective-noir feel of DCI Buzeki to the bright, legendary world of Man of Nyatiti.

Education Through

Art: They use the pages to explain the cultural artefacts they’re referencing, like the Nyatiti or fertility dolls. They’re grounding the fantasy in real history.

Artistry and Creativity

The publication features a unique approach to character and creature design, strengthened by dynamic action sequences.

While the aesthetic remains consistent with Avandu Studio’s established style, this work represents a significant expansion of their creative portfolio.

Gripes

My primary critique concerns the lack of colour beyond the cover. While the black-and-white illustrations are strong, a fully coloured edition would be necessary to appreciate the depth and detail of the artworks.

The “Why”

The creator, Salim Busuru, had something to say about the “why” behind this:

“We truly believe that comics are the best way to beat the structures that keep African storytelling and expression at the level it is at now, and unable to grow creatively.

Where is our Lord of the Rings? Where is our Star Wars? Well, it has always been there in the words and wisdom of our ancestors, our fathers, our mothers, our warriors, our medicine men, our elders, our spirits, our demons and our dreams.

This anthology project is us working together with other creatives to bring to life African worlds. The fantasy, mythology and culture that we would like to see in movies, videogames and high-concept movies.

The cost of doing those is too high. They require that we ask somebody to say yes and give us the money to fund these dreams and visions. Let us be the ones to make this change for us and for those who come after us. Let us permit ourselves to live in our own dreams.”

By doing these 10-page anthology stories, the team at Avandu is bypassing the gatekeepers and putting out the wild ideas that would normally never see the light of day. It’s a move that’s both bold and exciting.

If you’re looking for accessible, unique African stories told in a way that feels like home, you should be looking at this. The Sankofan Magazine launches digitally on the 26th, with physical copies rolling out as well. You can find more info by looking up Avandu Vosi on their website and social media.

You don’t expect to be talking about love on a Thursday morning with a bigshot lawyer, but then again, love makes the world go round. At least, James Kamau’s world.

The chairman of DLA Piper Africa and managing partner of IKM Advocates is in love with love, and in here, there is no odour of desperation about him; he is not merely liked but well-liked. Out there, they call him Mr Good Vibes. How do I know? ‘Because the young people tell me so,’ he says.

You’ve been practising law for a while now. Are you still excited by the profession? I’ve been a lawyer for over 30 years, and every single day I wake up, I feel excited to make a difference, either for my clients, sometimes for the country, because of the kind of transactions I do. But very importantly, to make sure that I can keep the promise that I’ve made to the people I work with, that I will always try to do my best to bring in work, to do the best work, and to train them to become the best lawyers.

How has your perception of the law changed over the years?

When we were in law school, and when I started my career, I used to look at law as a matter of understanding what is in the statutes and what is in the case law. I’ve realised that law is about solving real human or business problems.

Who is the one person who comes to mind who made a significant difference in your life?

My late mum and my dad, now 87 years old. The difference they made is they showed the greatest love one can show to a child – I grew up feeling loved, and it has really impacted everything that I’ve done. I’ve felt that I’m generally someone who is loved. And that just makes it easier for you to go out there and face the world because you feel that you’ll be liked, appreciated and respected.

The second thing that they did was that they paid a lot of attention to every aspect of my life, school and at home. And finally, they gave me responsibility from when I was young. Before I was 10, I’d sell in our shop in Kitale, and that level of responsibility has stayed with me. Some people grew up, but I was brought up [chuckles].

Great distinction, but what does that love look like in your life?

Love is about paying attention to people, being available and wanting to make sure that people are getting the best. Love is about looking at the interests of other people and not just what you benefit from those kinds of interactions.

Have you transferred the same kind of philosophy to your children, assuming you have some?

I have transferred those to my sons. Obviously, they will judge me in the same way that I can speak about my parents. I have been available to them, and during their birthdays, they say I am their example. I’ve done my best, but that is their story to tell.

It’s easy to signpost emotional scars for depth. For you, having grown up without any, where does your depth come from?

There are always things to be learned from both negativity and positivity. I’m also a strong believer that the challenges that one faces should not necessarily determine who they become. Those who have been given more, more is also required of them. I ask myself, ‘What should I be doing differently?’ This has helped me to empathise with people who have been brought up differently and help them overcome their challenges.

Are you always the odd one out talking about emotions, perhaps with your friend groups?

I’ve met a number of my friends who seem to have had kind of similar backgrounds to mine. But I’ve also had a significant number that have not, including some family members. My wife says even people who have been brought up in the same family could have different recollections and sometimes different experiences of what transpired.

What I like doing is telling people to apply logic to issues, to breathe and sometimes let things pass, because time itself is a great healer. And if you let the past and even sometimes the present affect every decision, you cannot move on.

Yet emotions always fight with logic.

A 100 percent. That’s why I think God gives you both. It’s not as obvious that one of the ways of resolving emotions is by applying logic. Because people then tend to think that it is okay to continue being emotional. Some of that logic could be: For how long will this continue to define me? Is this something that benefits or distracts? And as I have grown older, I have realised that rarely are things fatal. You make a mistake, and the truth is that one, people may not notice it. Two, people are more forgiving than we sometimes think.

You seem and sound very composed. What part of your life do you not have a handle on?

That’s a very interesting question. Let me think. [long pause]

Eddy, you can ask a difficult question. I sometimes find it difficult to understand the evil that can be done to people and the level of unreasonableness because I’ve seen people doing certain acts that I say I wish I could have some form of control, like when I see the theft and the wastage of public resources, I really feel that I wish there’s something I could do about it, or magical powers to stop it.

And personally?

I thought you’d say that [chuckles]. The kind of things that people talk about when they ask those questions, you know, it could be things to do with anger, health or such things, but nothing comes to mind, so I shall continue to reflect on it.

Tell me something cool about yourself?

People say that I understand how to grow and maintain relationships. And that I have gravitas. Young people tell me I have good vibes [chuckles]. I assume it’s something nice.

It is. What’s a con about you?

I can be quite demanding. I believe that if there’s something to be done, it has to be done. And sometimes I feel as if I demand a lot from the people I work with and from my family. Some say that because of the level of determination, sometimes I can be very stubborn. I have since changed, but in my younger years, I tended to believe that I could never apologise, but sometimes just offering an apology can save me and the other person hours, days and sometimes years of agony. I’ve come to accept it as part of what I should do when the time requires that to be done.

What do you hope your children remember about you when they are your age?

They say that as a father, you should make sure that if someone says to your children that they remind them a lot of their father, that is not an insult. That they will be very proud to be associated with their father and take it as a compliment.

What’s your superpower, James?

Creating endearing relationships. Looking back, I’ve had really deep relationships, and those relationships count a lot, whether it is in the social circles or in business.

What is something your success hasn’t fixed?

That feeling that every time you are at your happiest. I still feel that despite all the success, there are those times when I can feel, ‘Is there something more to this? Is this it?’ And I’m asking myself that question. ‘Should there be more excitement? More happiness and joy? Is there more?’

You actually pre-empted my next question, but what do you hope you’ll regret the least when you look back on your life in 10 years’ time?

Eddy, at some point last year, I realised that I could have done more for my junior colleagues, who are paid less and struggle to grow financially as a result. So I changed the bonus system here so that the retirement package is the same for everyone. I believe that those on low pay need the retirement package more than others.

The other thing that could be a regret is what I could have done to mentor more young people. And how much have I shared with people about important lessons of life, whether it is within the family or within the investments?

Eddy, I will do my best to reduce the impact by trying to pay attention to some of those matters.

What’s a hobby that keeps you grounded?

Golf [chuckles]. I picked golf after Covid-19 because I had more time, yet I live on a golf course, and believe me, Eddy, I used to run around the golf course almost every day. And when I picked it, some people think I’m actually obsessed.

Every Saturday, I play with my friends, and every Sunday, I play golf with my firstborn son, who doesn’t stay with me anymore, and it’s our way of catching up. Golf makes you structured and tests you in a way not many other things can, but also reveals the true character of people, be it anger issues or integrity. People cheat a lot in golf [chuckles].

What’s a hack that makes your weekends better?

I become more structured. I’ll wake up in the morning, and I do functional body exercises every day, 20 to 30 minutes. And then, depending on what time I’m going to play golf, I visit my dad, who lives just 20 minutes away from me and spend an hour or two. And then I go play golf. Come back, watch a match or a movie with my wife, or play chess with my lastborn. You haven’t asked me what I used to do before I started playing golf.

I have a feeling you are about to tell me.

Yes, before that I used to read and practise French.

Really?

I actually got a diploma from Alliance Francaise just after Covid.

Where were you getting the time, because French is quite engaging?

You see, if you like something, you do it. I was also not playing golf then. I did it in the car, listening to RFI (Radio France International) in French. This surprises people a lot. I was attending physical classes before Covid, and I was always the oldest in the class, but I was quite surprised when the results came because I was either top or top three. I beat those young people, but more importantly, I can read good French. I can speak, and it has just opened a lot of doors.

Are you planning to do something with this French?

Africa is big in French, and I look after our Africa law operations, where we have about six francophone countries. It helps me communicate whenever I visit. It is for both social and professional engagements.

Were your Sundays as exciting?

My Sundays have not changed much. Sometimes we go to church. But the one thing that we have been successful in doing so far is to have lunch as a family, because two of my sons don’t stay with us. We have a lot of banter, and people have come to know this is our ritual at Muthaiga Golf Club, which I finish with a game with my firstborn son.

What did you think would matter more than it does now?

Interesting question. How important health is to everything that you do. It just enables you or disables you from doing the thing that you ought to do and enjoy life. And people are quite judgmental when they think that you’re not keeping yourself healthy.

The second thing is how important relationships are. I thought that usually, you’ll get your work, so long as you’re good at what you do, you’ll still be able to thrive. I’ve realised people actually want to work with people they like, so the relationships you have will partly determine how you progress in life.

Now that I have you here, give us some random lawyerly advice?

I think the easiest one is don’t commit any crime [chuckles]. And then you’ll ask me, how do I know that I’m committing a crime? And my answer would be, actually, everybody knows [chuckles].

But who will pay the lawyers when they need work?

Well, there are people who don’t listen to advice. What powers a legal profession are actually just three things. The biggest one, believe it or not, is ego. People have big egos, so they’re not prepared to let things pass. The second one is greed, because people want to take advantage of others, so they will not meet their contractual obligations and will thus get sued. The last one is just the level of unreasonableness that you find in people. And then dishonesty. And now, as we’re talking, I’ve just realised, because people don’t take advice. So if I give you this advice, and then when you’re driving, you’re told to turn left, and you turn right, you’ve given the lawyer some work [chuckles].

By 2027, the EU alone could face a shortfall of around 4 million technology professionals. This acute shortage is reshaping economies worldwide, as companies scramble to fill roles that will power the AI revolution.

In this global race for digital talent, Kenya stands at a pivotal crossroads, uniquely positioned to leverage its young, dynamic workforce to compete internationally while building a thriving digital economy at home.

Already, digitally delivered services account for more than half of global service exports. Kenya is poised to benefit, with its digital economy projected to reach $23 billion by next year, contributing nearly 10 percent of the nation’s GDP.

It’s estimated 1.9 million Kenyans are already engaged in digital jobs. In fact, GitHub predicts Kenya could become one of the top 10 developer communities by 2030, with AI-related contributions rising rapidly, fueled by companies adopting new tools to compete globally.

These global successes underscore Kenya’s growing influence in advanced technology. However, the nation’s long-term prosperity depends on cultivating robust opportunities at home. Currently, only 24 percent of African firms make use of advanced digital tools. This digital divide stifles productivity and growth and limits the number of tech jobs available to young people, particularly in the informal economy, where AI could be transformative.

To fully realise the promise of AI, Kenya must accelerate the digitalization of its local economy. This means empowering local ventures to adopt advanced tools and ensuring that AI skills are in demand within the country, not just abroad.

A critical factor in encouraging widespread AI adoption is the quality and relevance of data. Currently, 96 percent of African CEOs cite data readiness as a challenge. What’s more, much of today’s AI is trained on datasets from outside Africa, limiting the effectiveness and fairness of AI solutions.

To address this, organisations, research institutions, and governments must invest in local data curation, labeling, and open-data partnerships. By building robust, representative data ecosystems, Kenya can ensure that AI systems reflect its unique languages, and socioeconomic realities.

However, even with improved data quality, the most significant barrier to AI-driven transformation remains human capital and infrastructure. While 81 percent of African CEOs believe that upskilling in AI will directly impact their success, the demand for advanced AI skills is outpacing current capabilities. Kenya ranks 93rd globally in AI readiness, highlighting the urgent need for investment in both skills and infrastructure.

This skills gap is compounded by fragile labour protections. Many digital workers operate outside formal employment frameworks, classified as independent contractors without access to minimum wages, social insurance or paid leave.

To truly advance inclusive growth, Kenya must pair opportunity with investment in infrastructure, policies, and skills development. Expanding digital access and strengthening Kenya’s thriving startup ecosystem are essential for empowering its large, talented, and youthful developer community.

Kenya’s skilling efforts are gaining momentum. The AI Skilling Initiative has already trained over 600,000 people. The next step is to implement industry-recognized credentials, integrate work-based learning opportunities, and align curricula with current employer requirements. This can increasingly be coordinated through platforms like the Kenya Artificial Intelligence Skilling Alliance (KAISA) which brings together the International Labor Organisation, the Government of Kenya, the Kenya Private Sector Alliance, academic institutions, and development partners.

Its focus is on fostering decent jobs by championing robust policies, standardized credentials, and coordinated skills development programmes.

Community-based delivery models can also make an impact. For example, the Kenyan Union of Gig Workers (KUGWO) launched community learning campaigns, equipping over 1,300 participants with high-demand digital and AI skills while offering practical support for navigating platform work.

Kenya has built a solid base of digital talent, but converting that strength into global competitiveness will require targeted investment, stronger industry-government coordination, and sustained upskilling.

Emerging platforms such as KAISA are helping close the gap between global demand and local capability by connecting Kenyan professionals to opportunities that sharpen their expertise while strengthening institutions at home.

For businesses, these networks offer a practical route to accelerate AI adoption.