Central Bank approves Nedbank buyout of NCBA Group

The Central Bank of Kenya (CBK) has approved the 66 percent acquisition of NCBA Group by South Africa’s Nedbank Group, paving the way for the conclusion of the Sh110 billion transaction.

Investors in the Nairobi Securities Exchange-listed NCBA are set to pocket Sh23.2 billion in cash and take 46.63 million shares in Nedbank on conclusion of the deal.

Nedbank has pledged to pay shareholders who accepted its offer within 14 trading days of the transaction receiving all regulatory approvals and satisfying all conditions.

‘The CBK announces the acquisition of up to 66 percent of the shareholding of NCBA Group Plc (NCBA) by Nedbank Group Limited (Nedbank). This follows the approval by CBK on August 28, under Section 13 (4) of the Banking Act,’ reads a public notice from the regulator.

The transaction is subject to multiple regulatory approvals given the regional operations of both NCBA and Nedbank.

CBK’s approval follows that of other regulatory bodies such as the Capital Markets Authority, the Competition Authority of Kenya, the Tanzania Fair Competition Commission, the East African Community Competition Authority and the Comesa Competition and Consumer Commission. NCBA has physical operations in Kenya, Uganda, Tanzania and Rwanda and digital presence in Ivory Coast and Ghana.

‘The remaining regulatory approvals are progressing in accordance with their timelines and sequencing,’ said NCBA Group CEO John Gachora in a press release.

‘…we remain committed to ensuring that the transition is managed responsibly and in the best interest of our customers, employees, shareholders and the broader financial sector.’

The South African lender is seeking to deepen its presence in East Africa, which it considers a strategic growth market due to its expanding population, rising financial inclusion and increasing trade links with the Middle East and Asia.

Upon completion NCBA, associated with the families of founding President Jomo Kenyatta and former Central Bank of Kenya Governor Phillip Ndegwa, will become a Nedbank subsidiary while retaining its brand, management team and headquarters in Nairobi.

NSSF and pension scheme buy more than half of Talanta Bond

The National Social Security Fund (NSSF) and a civil servants’ pension scheme bought more than half of the Sh44.7 billion Talanta Bond, underlining the growing link between state-backed agencies and government-driven fundraisers.

Regulatory filings with the Retirement Benefits Authority (RBA) show that NSSF and the Public Service Superannuation Fund (PSSF) invested Sh24.19 billion, or 54 percent of the bond, which was used to build the 60,000-seater Talanta stadium.

The PSSF, which manages civil servants’ monthly pensions, invested Sh16.29 billion, while NSSF pumped in Sh7.9 billion into the bond issued by a firm associated with Mr Joshua Kulei, a former aide of ex-president Daniel arap Moi.

Fund – the vehicle that receives taxes from gamblers and betting firms.

‘It wasn’t about the stadium but the fact that it was underwritten by the Sports Fund, whose collections are good,’ said a PSSF executive who did not wish to be named.

‘There were questions about the returns, but the two that have fallen due since we bought in were paid promptly in February and July.’

This follows revelations that cash-rich parastatals were coerced into buying the initial public offering of Kenya Pipeline Company (KPC) to avoid the sale being declared invalid after high-net worth investors snubbed it.

The NSSF bought KPC shares valued at Sh36.3 billion, followed by PSSF (Sh12.3 billion), County Workers Pension Fund (Sh3.4 billion) and the Unclaimed Financial Assets Authority (Sh3.2 billion).

Government-supported pension schemes also participated in the Talanta Bond, including the County Pension Fund (Sh1.98 billion), CPF Individual Pension Scheme (Sh790.5 million) and the Local Authorities Pension Trust (Sh197.7 million).

The bond had a 100.2 percent subscription, indicating the offer would have fallen short of target without the government-linked funds.

The government needed at least Sh32.2 billion to complete the centrepiece football and rugby fields in the stadium, which will host the African Cup of Nations football tournament next year.

The remaining Sh12.5 billion was set aside for auxiliary facilities such as indoor arena, four training pitches and Olympic standard pools as well as Sh646.6 million that was used to pay the deal makers who worked on the bond such as Liaison Capital, KCB Investment Bank and CPF Capital.

Liaison Capital is associated with Mr Kulei and he owns 33 percent of the financial advisory company through his investment vehicle, Sovereign Group.

Others in the financial advisory are Mr Thomas Kimeu Mulwa, who doubles as the firm’s CEO, and its founder James Wachira Mahihu, its largest shareholder with a 42 percent stake.

Liaison Capital was also behind the Sh3 billion Linzi Sukuk, whose proceeds were earmarked to build houses for the Kenya Defence Forces.

PSSF was the largest participant in the Linzi Sukuk bond issued in 2023, with its current holding of the bond being Sh1.59 billion. This implies PSSF took more than half the bond issue, underlining government reliance on the cash-rich schemes under its control to fund pet projects.

Talanta Bond had been made tax-exempt in a bid by the National Treasury to attract investors.

The 15-year Talanta bond will earn PSSF approximately Sh36 billion in interest while NSSF will pocket about Sh15.7 billion.

The bond was accorded an AA rating by South African agency GCR Ratings, with the absence of an explicit government guarantee being cited for denying it a higher rating.

An AA rating means the issuer has very strong creditworthiness.

The pension schemes shrugged off the absence of the explicit guarantee, taking comfort in the premium offered by the bond and its structuring that has KCB Bank offering a standby letter of credit in case of delayed payments.

Should the Sports Fund be dissolved, the bondholders shall be transferred to the National Exchequer Account.

Bondholders are paid from the National Treasury disbursements made to the Sports, Arts and Social Development Fund (SASDF) and not proceeds from the stadium.

The two bonds are listed on the Nairobi Securities Exchange in the restricted fixed income market sub-segment allowing the funds a window to sell part of their stake to secondary investors.

Food squeezes households as inflation hits 6.6pc

Kenya’s average consumer prices rose for the second month in a row to 6.6 percent in August as food and commuting costs squeezed family budgets.

The Kenya National Bureau of Statistics (KNBS) said on Monday that inflation – a measure of growth in average cost of goods and services over the previous year – shot from 6.5 percent in July.

The average price increments in August extended a period of elevated inflation that began with the US-Israel war on Iran, with the rate remaining above five percent for the fifth consecutive month.

The latest reading is slightly below 6.7 percent in May, the highest since January 2024, highlighting the ripple-effect of Middle East conflict on domestic fuel costs amid reduced food output as a result of lower-than-expected rainfall from late last year.

KNBS says average food prices rose by 9.0 percent in August compared with a year ago, while transport costs jumped by 15.7 percent.

The two accounted for 4.1 percentage points of the overall inflation, contributing nearly two-thirds of the annual increase in prices.

Food, which makes up 32.9 percent of the household spending, was the biggest source of pressure, followed by transport, which accounted for 9.6 percent.

The reading marks a turnaround from early 2026, when the measure averaged 4.3 percent in the first three months of the year before climbing to 6.7 percent in May. It eased to 6.4 percent in June but rose for two consecutive months.

Core inflation, which excludes more volatile items, stood at 3.4 percent, compared with 14.7 percent in August.

Transport remained a major source of pressure, with inflation staying above 15 percent for four months. Transport charges have accelerated from 4.0 percent in February to 10 percent in April and 16.5 percent in May, before remaining above 15 percent through August.

Petrol was 15.3 percent costlier year-on-year in August, while diesel was 26.8 percent more expensive despite prices falling 2.2 percent to Sh219.04 per litre.

State rushes to overhaul investors one-stop centre

Kenya is racing to complete an overhaul of its one-stop centre for investors by the end of the year, aiming to bring company registration, work permits and government licences into a single digital platform amid growing complaints about slow and fragmented approvals.

Kenya Investment Authority (Invest Kenya) CEO John Mwendwa says the agency is working to transform the centre from a largely physical facility into what he described as a ‘true one-stop shop’.

This phase of digitisation is targeted for progress by the end of the year, allowing investors to access key government services without moving from one office or online portal to another.

The push exposes a gap in Kenya’s investment promotion drive, with investors complaining about delays, unclear procedures and the need to deal with multiple government agencies despite the existence of a one-stop centre.

Mr Mwendwa said investors are also concerned about the speed of regulatory approvals, including the time taken to register companies, acquire titles and obtain permits and licences.

‘Running around takes time if it’s not clear, and that’s why we have our one-stop centre,’ Mr Mwendwa said in an interview. ‘For investors, the first thing that they want is predictability. Sometimes when changes occur that investors say are not pre-communicated, it becomes an issue.’

The one-stop centre has mainly operated as a physical facility, requiring investors to visit Invest Kenya’s offices for help in navigating government departments.

But Mr Mwendwa said the agency began digitising the process in January 2025, allowing some services to be issued electronically and seeking to gradually bring more government approvals onto a single platform.

‘We want to ensure you can register a company obtain a work permit, licences from everybody in government without going anywhere else,’ he said.

The digital overhaul is being carried out through the Kenya Investment Single Window, a five-year project running from 2024 to 2029 and developed and powered by the United Nations Conference on Trade and Development (UNCTAD).

KISW is supported by the World Bank Group’s Kenya Jobs and Economic Transformation (KJET) project and is intended to increase private investment, improve market access and support sustainable finance and job creation.

Some government systems have already been integrated into the platform, including the Kenya Revenue Authority for testing applications for KRA PINs and the Directorate of Immigration Services for expatriate work permits and labour compliance requests.

The eCitizen platform has also been incorporated as the backbone for a centralised single sign-on system and the main payments gateway.

Invest Kenya is working on onboarding the Business Registration Service, National Construction Authority, Export Processing Zones Authority, Special Economic Zones Authority and the Water Services Regulatory Board.

The next challenge is to connect these systems in a way that allows investors to complete transactions without repeatedly submitting the same information or moving between separate government portals.

UNCTAD has said the system will eventually connect with government databases and platforms, including eCitizen, KRA’s iTax system and county government portals.

‘This integration will enhance the functionality of existing platforms, making it easier for businesses to navigate the regulatory environment,’ UNCTAD said in a report last year.

The UN agency said that while some applications can be completed online, the lack of integration between government systems continues to create major barriers for investors and entrepreneurs.

That means the real test of the digital overhaul will be whether it merely puts more services online or actually reduces the time investors spend navigating different agencies, portals and approval processes.

‘It’s not easy because it’s multi-agency in nature. You have to coordinate and persuade colleagues,’ Mr Mwendwa said.

This raises a key question for Kenya’s investment drive over whether Invest Kenya can turn the one-stop centre into a system that not only receives applications, but also coordinates and follows up decisions by different government agencies.

This is because an investment project can get stuck after a company is registered if it faces delays in securing land, environmental approvals, power connections, work permits or county licences.

Mr Mwendwa said the aim is to build an investment promotion system that responds to the entire investor journey rather than simply offering a collection of services.

‘The engine that we run must fire unbelievably well,’ he said. ‘We must create an investment promotion agency ecosystem that is true to the needs of investors. It must be a true one-stop shop.’

Kenya must close last mile of medicine safety

A patient starts a new medicine at a health facility and returns home. Two days later, she develops severe dizziness and a rash. She is unsure whether the medicine is responsible. The facility may be kilometres away.

She does not know whether what she is experiencing should be reported, whom she should tell or whether her concern is serious enough to matter. So, she tells her family, perhaps a neighbor. But the health system may never hear about it.

For pharmacovigilance, that silence matters. Kenya, like many African countries, has made important progress in establishing pharmacovigilance systems and digital reporting mechanism for adverse drug reaction, medication errors, vaccine related events, and poor-quality products. But having a pharmacovigilance system is not the same as having a patient accessible safety system.

A national reporting portal may exist while a patient experiencing harm in a rural household remains effectively invisible to it. This is the last mile of medicine safety. Preventing medication related harm should begin during routine care. Health care workers need to recognise, document and report suspected adverse reactions, medication errors and product quality concerns as part of everyday practice.

Patient counselling is equally important. A patient who understands what to expect, what warning signs require help and where to raise concern is better equipped to participate in their own safety.

Yet much of patient’s experience with medicine happens after leaving the facility. In rural communities, side effects occur at home. A care giver may notice a child reacting badly to a medicine.

A patient may stop treatment because they believe it is making them worse. Distance from facilities, language barriers, limited medicine safety awareness, poor connectivity and uncertainty about reporting pathways can prevent these experiences from ever entering formal surveillance.

Let’s use routine pharmacovigilance data from West Pokot County to illustrate why these matters. A review of digital reports through June 2026 identified 20 suspected adverse drug reaction reports, five adverse events following immunisation, three reports concerning poor quality health products and technologies, and one medical device incident.

No medication error or transfusion reactions reports were identified and 85 percent of the adverse drug reaction report involved adults. These figures must be interpreted carefully.

Twenty reports do not mean only 20 reactions occurred. Zero medication error reports do not mean no medication error happened. Spontaneous reporting depends on someone recognising a problem, connecting it to a medicine or health product, documenting it and reporting it.

The absence of reports is therefore not necessarily evidence of the absence of harm. Sometimes it may reflect the absence of surveillance visibility.

Digital systems are vital because they help regulators and health systems detect trends and identify surveillance blind spots.

But technology cannot report an event nobody recognises. It cannot by itself overcome language barriers, low health literacy or poor connectivity. Digital systems must therefore complement, not replace, accessible human reporting pathways. This is where community health workers (CHWs) and community health promoters (CHPs) could become an important bridge.

Across Kenya and much of Africa, CHWs and CHPs already connect households with primary health care. They understand local contexts, communicate in familiar languages and often reach people far from facilities.

They do not need to become pharmacovigilance specialists or determine whether medicine caused a reaction. Their role can be practical; explain medicine safety messages, recognise possible concerns, identify warning signs needing urgent referral, support patients to raise concerns, and connect them with facility pharmacovigilance focal persons.

A simple two-way pathway could link the patient or caregiver, the CHP, the health facility and the national pharmacovigilance system. Information should also flow back toward communities, so patients and frontline reporters know that raising a concern leads to attention, learning and action. The objective is not to create a parallel pharmacovigilance system. It is to extend the reach of the existing one.

As African countries strengthen regulatory and digital health systems, we should measure more than whether reporting platforms exist.

We should ask whether patients know how to use them, whether someone can help when they cannot, whether rural communities are represented in safety data and whether health systems investigate areas that remain silent.

There is also a continental opportunity. Medicine and supply chains cross borders, and safety signals identified in one country may protect patients elsewhere. African countries and regional institutions should strengthen information sharing, harmonise core reporting approaches and develop common principles for community participation in medicine safety.

Ultimately, a patient experiencing possible medicine related harm should not need to understand the words ‘adverse drug reaction’ or ‘pharmacovigilance’. They should simply know that something unexpected has happened, whom to tell and where to get help. A patient safety system becomes meaningful only when patients can access it, understand it and participate in it. If the patient cannot reach the system, the system has not yet fully reached the patient.

How State firms were forced to buy Kenya Pipeline shares

The State pressured cash-rich parastatals to buy into the initial public offering of Kenya Pipeline Company (KPC) to avoid the sale being declared invalid after high net worth investors snubbed the deal.

Multiple people familiar with the transaction, including CEOs of parastatals and stockbrokers, reckon that the government used ‘strong-arm’ tactics to coerce the State-owned firms to participate in the IPO.

The offer risked collapse after investors bought less than 10 percent of the Sh103.6 billion worth of shares, days to the closure of the offer, striking fear in government.

Four of the sources reckon that attention turned to parastatals, the State-backed pension scheme and the Ugandan government to save the IPO from collapse.

The IPO had to raise at least Sh53.1 billion from more than 250 investors for it to proceed, a target that has not been achieved as the offer raced to a close.

‘There was tacit order from above to buy the KPC shares. We had not planned, but we bought,’ said a CEO of a top parastatal who sought anonymity.

Similar comments were echoed by a bond dealer who saw State-backed funds and parastatals selling bonds in February to get cash for the IPO.

‘They were told to participate in the IPO and they needed to raise cash quickly in February,’ said the bond trader. ‘In February, they were very active in the bond and equities market selling to get funds for KPC.’

The government priced the Kenya Pipeline IPO at Sh9 per share for the offer that opened on January 19 and ran until February 24, with the shares opening trading on the Nairobi bourse on March 9.

At the end of it, Uganda, together with 13 State-backed pension schemes and agencies, pumped in Sh95.8 billion of the required Sh106.3 billion, according to confidential documents seen by the Business Daily.

National Social Security Fund (NSSF) bought shares worth Sh36.3 billion, followed by Uganda (Sh33 billion), Public servants pension scheme (Sh12.3 billion), County workers pension fund (Sh3.4 billion) and Unclaimed Financial Assets Authority (Sh3.2 billion).

National Social Security Fund (NSSF) bought shares worth Sh38.5 billion, followed by Uganda (Sh33 billion), Public Servants Pension Scheme (Sh13 billion), County Workers Pension Fund (Sh3.6 billion) and Unclaimed Financial Assets Authority (Sh3.2 billion).

Pension funds for Kenya Power, KPC and Kenya Ports Authority (KPA) workers also participated heavily in the offer.

Business Daily was unable to get an immediate comment from the Treasury.

The offer received a 105.7 percent subscription ?rate, raising Sh112 billion against the State target of Sh106 billion.

Without the NSSF, Uganda and the pension fund, the IPO would have collapsed on failure to hit the success level.

About 90 percent of the top owners of KPC Plc bought their shares through proxies during the firm’s IPO, keeping the identity of the investors anonymous.

Regulatory filings show that 18 of the top 20 shareholders of KPC are under nominee accounts.

Nominee accounts are registered to hold shares on behalf of the true owners, a structure used globally and at firms listed at the Nairobi bourse to conceal the identity of beneficial owners.

NSSF and the state agencies also split their stake under several nominee accounts, masking their position as KPC’s largest shareholders.

The success of the offer was dented by the apathy among foreigners, high net worth investors in the private sector, retail investors and oil marketers, who many believed considered Kenya Pipeline a strategic investment.

Local retail investors bought shares worth Sh4.1 billion against their allocation of Sh21.2 billion stocks while foreigners spent a measly Sh32.7 million compared to their target of Sh21.2 billion.

Oil marketers took shares worth Sh22.9 million or 0.14 percent of the Sh15.9 billion stocks allocated to the dealers who rely on the pipeline to feed the market.

The lead transaction adviser-Faida Investment Bank-received a Sh1.16 billion fee windfall for the success of the IPO despite the private sector snubbing the offer.

A success fee is a performance-based commission paid out to an underwriter or advisor upon the successful closing of a deal, incentivising them to market the transaction.

Besides the Sh1 billion bonus, Faida was also paid Sh98.6 million for acting as lead transaction advisor, and also banked additional millions through placement fees that were paid per broker depending on the value of IPO shares they process.

The cumulative placement fees are capped by law at 1.5 percent of the offer size, meaning the 22 stockbrokers and investment banks enlisted to handle the sale shared a maximum of Sh1.59 billion in such fees.

The lead advisor is also responsible for preparing the issuer on how to meet the Capital Markets Authority’s continuous listing requirements after joining the bourse.

The information memorandum showed that the government planned to spend a total of Sh3 billion in fees on the IPO, excluding the conditional success fee to be paid to Faida.

Food insecurity in Africa still looms large despite doubled production

Africa’s food production has roughly doubled in real terms over the past two decades, but the gains have failed to keep pace with the continent’s growing population and demand, leaving hunger and food insecurity stubbornly high.

A new review of Africa’s agrifood sector by the Alliance for a Green Revolution in Africa (AGRA) says farm output has doubled in real terms since 2005, while cereal yields have increased by about 40 percent and farmer incomes doubled.

Agriculture’s gross domestic product (GDP) growth also accelerated from about 2.3 percent to almost four percent, reflecting significant expansion of the sector.

But the gains have not translated into overall food security or prosperity for farmers on the continent, according to AGRA’s Impact, Learning and Foresight Report released in Nairobi on Monday.

The report says hunger has increased across the continent even as agricultural production expanded, while Africa’s food import bill has continued to rise.

The challenge is particularly acute because much of the increase in production has come from putting more land under cultivation rather than sufficiently raising productivity.

‘Twenty years of evidence show that Africa’s agrifood sector can move when the conditions are right. The task now is to turn that progress into income, resilience, dignity and opportunity for farmers,’ said AGRA president Alice Ruhweza.

The study says cereal yields in sub-Saharan Africa remain behind those of other regions, while continued reliance on land expansion has implications for deforestation, biodiversity and human conflict.

Africa is also facing a rapidly changing food landscape. The continent’s population could double by 2050, while food demand is projected to grow by about 50 percent by 2035. Urbanisation and changing diets are expected to increase demand for processed and higher-value food.

At the same time, climate change is expected to increase pressure on agricultural systems. The report estimates that climate change could cut cereal yields by five to 10 percent by 2050, while about 65 percent of arable land is already degraded.

The continent has, nevertheless, built significant capacity to support a more productive food system, AGRA argues.

Local seed industries have expanded, with 20 national seed companies now operating across sub-Saharan Africa, compared with just 12 private African seed companies in the early 1990s. Fertiliser use has more than doubled per hectare, while networks of agro-dealers and extension providers have expanded.

Regional food markets have also grown. Intra-African agricultural trade increased from $5.4 billion (Sh699 billion) in 2003 to about $17 billion (Sh2.2 trillion) in 2023, with processed goods accounting for 46 percent of the trade.

Yet weaknesses remain beyond the farm gate. The report says small and medium-sized enterprises involved in aggregation, processing and distribution move about 65 percent of food consumed in Africa and account for 30 to 40 percent of value added in food chains, but farmers still struggle to access reliable markets and finance.

Among AGRA-supported programmes, extension and input supply reached more farmers than output markets and inclusive finance, highlighting the difficulty of converting higher production into higher and more reliable incomes.

The report identifies three interconnected ‘traps’ holding back transformation: a productivity trap that limits reliable production, a value trap that prevents production from generating sufficient income and jobs, and a capability trap involving weak institutions, finance, data, coordination and accountability.

‘The question for the next decade is not only what Africa can produce, but whether the systems around farmers allow them to prosper,’ said former Ethiopian prime minister and AGRA board chair Hailemariam Dessalegn.

The review warns that Africa’s current trajectory will not deliver the Kampala Declaration and Comprehensive Africa Agriculture Development Programme targets for 2035.

It calls for greater integration of farming with markets, processing, finance, infrastructure, trade, climate resilience and job creation, arguing that agricultural transformation can no longer be left to agriculture actors alone.

Homebuyers in gated communities get uneasy over stricter rules

You finally buy your dream home after years of saving or taking out a mortgage. You have the title. The house is yours. The compound is yours.

Then you decide to put up a car shade before the rainy season, only to be told you need approval. You want to enclose the veranda and create extra space for the children. Again, you are told it is not allowed.

You want to repaint the house because you are tired of the colour you inherited from the developer. There are rules for that, too.

Restrictions also apply on the number of cars you can park outside, pets, construction hours, short-term rentals such as Airbnb, running a business from home and even how domestic workers access the estate.

Other developments regulate satellite dishes, solar panels, generators, water tanks and changes to the external appearance of homes.

This is becoming a familiar reality for homeowners in Kenya’s gated estates and apartment developments, where the promise of security, controlled access and landscaped surroundings comes with rules.

The restrictions can be as mundane as where visitors park and when construction work can be done, or as consequential as whether you can extend your house, alter its exterior or use it as a short-term rental.

And this is where the relationship between homeowners and estate management can become complicated. If you bought a house for Sh15 million, Sh30 million or even Sh50 million, how much control should someone else have over what you do with it?

On the other hand, what happens to the value of a development if every homeowner decides to do whatever they want?

‘If you buy a house in a gated community, you are also choosing to be part of a particular neighbourhood and way of living,’ says Prudence Mugambi, an advocate and sectional property law expert.

That, she says, is the trade-off.

However, the legal position is more nuanced than simply saying management is in charge.

‘The balance is not between ownership and management but between individual property rights and legitimate collective interests. A good estate rule should protect something that genuinely needs protecting. It should not exist simply because management wants to control what homeowners do with their property,’ Ms Mugambi says.

You own the house, but not always everything around it

The first point to understand is that not all gated developments operate under the same ownership structure.

In an ordinary gated community, a homeowner may own an individual parcel of land, subject to conditions, restrictions and encumbrances attached to the title, as well as restrictive covenants and agreements governing the estate.

In a sectional development, such as an apartment block, ownership is more intertwined. A buyer owns a registered sectional unit while also holding a proportionate share in the common property.

‘The management corporation is constituted by the homeowners and is responsible for the control, management and administration of the common property and for enforcing the applicable by-laws,’ Ms Mugambi says.

This does not mean management owns an individual’s apartment or house. The homeowner remains the proprietor. That distinction becomes important when an owner wants to make changes.

‘In a sectional development, the prescribed by-laws expressly allow an owner to paint, wallpaper or decorate the inner surface of their unit without the Corporation’s consent, provided the work does not unreasonably damage common property,’ she says.

Structural, mechanical and electrical alterations, however, require prior written approval.

The growing list of estate rules

Restrictions vary from one development to another, but some have become common across gated communities and apartment developments.

Parking rules may determine where residents and visitors can leave their vehicles. Other estates regulate short-term letting, including Airbnb-style rentals, arguing that frequent guest turnover can affect security.

There may also be rules on hanging laundry on balconies, garbage disposal, use of common areas, obstruction of corridors, and installation of satellite dishes, water tanks and generators.

Ms Mugambi says some disputes she has encountered involve ‘homeowners putting up carports or other structures, enclosing verandas or balconies, extending buildings, changing the external appearance of their homes, or making landscaping and boundary changes without approval.’

‘A homeowner can, in certain circumstances, be prevented from making changes to a property even where they have fully purchased and registered it,’ Ms Mugambi adds.

Management power

The power to regulate, Ms Mugambi says, is not the same as having unlimited authority. Where estate rules require prior approval, management is entitled to consider a request. But ‘the existence of an approval requirement should not be understood as giving management an unlimited discretion to refuse an alteration without justification,’ Ms Mugambi says.

In sectional developments, consent for structural, mechanical or electrical alterations ‘shall not be unreasonably withheld.’

Management should be able to demonstrate a legitimate concern.

These could include structural integrity, fire risk, interference with other residents, damage to common property, insurance implications or an alteration that fundamentally changes the appearance of the development.

The same balance between collective interests and individual rights can arise over security.

How courts have ruled

In Thome V estate, a group of 14 homeowners sued the Residents Welfare Association after it erected gates and barriers on public roads without consulting homeowners who had opted not to become members of the association.

The association had demanded that landowners join by paying a one-off Sh65,000 membership fee and Sh4,000 monthly for security. In 2016, it erected gates and spikes, with homeowners who had opted not to join allegedly being denied access through the gates.

In May 2024, the court found that the association’s failure to give sufficient notice before putting up the gates and barriers amounted to an unfair and illegal practice. It also found that the failure to demonstrate how the Sh65,000 membership fee and Sh4,000 monthly security charge had been arrived at amounted to unfair administrative action.

The court ordered that the gates and barriers be removed, subject to obtaining City Hall approval and the consent of the majority of Thome V landowners. The matter was to proceed through mediation, which has continued since 2024.

Balancing acts

Consequently, personal preference is not enough.

‘Management is there to regulate the development, not to exercise personal preferences over homeowners. A refusal should be based on a legitimate concern recognised by the governing rules,’ Ms Mugambi says.

This is one of the biggest balancing acts for developers and estate managers.

Another case involved Sunning Hills Apartments in Lavington, Nairobi.

Vincent A. Chokaa and Broad Gas Petroleum Ltd, who bought two units in the development between 2010 and 2013, challenged the management arrangements at the apartments. They argued that the developer had failed to incorporate a management company and allocate shares to apartment owners as required under their purchase agreements.

Instead, an organisation initially identified as Odhiambo and Others was formed and began collecting service charges before becoming the Sunning Hills Apartments Welfare Association. The association later appointed Heritage Property Consultants Ltd to manage the property, a move contested by some apartment owners.

The dispute also involved parking. In 2015, the association and its officials rearranged the earlier parking allocations, with Chokaa and Broad Gas Petroleum being assigned bays farther from their apartments.

In 2021, the court rejected the request for incorporation of another management company, holding that one was already in existence as provided for in the purchase agreement. However, it ordered that the parking bays initially allocated to the two plaintiffs, which were near their apartments, be returned to them. It also ordered an Annual General Meeting for the election of new directors of the management company.

The advocate says excessive control can make homeowners feel like tenants in homes they legally own.

‘The fact that someone lives within a managed development does not mean that they surrender all autonomy over their home,’ Ms Mugambi says.

When homeowners break rules

When homeowners proceed with alterations without approval, management can enforce the applicable rules, Ms Mugambi says, although it cannot simply take the law into its own hands.

In sectional developments, disputes over breaches of by-laws can be referred to an Internal Dispute Resolution Committee, which can issue orders aimed at securing compliance. Where necessary, enforcement can ultimately move to court.

For ordinary gated communities, remedies depend on the homeowners’ association constitution, restrictive covenants and contractual agreements governing the estate.

Homeowners can also challenge rules they believe are excessive, arbitrarily applied or outside the authority of the management body.

‘Estate rules are not above the law,’ Ms Mugambi says.

Read the rules before buying

Prospective buyers should look beyond the title when purchasing property in a gated development.

‘I would advise a prospective purchaser not to stop at the title,’ Ms Mugambi says.

Buyers should examine sale agreements, restrictive covenants, homeowners’ association constitutions, estate by-laws, management agreements and, in sectional developments, the sectional plan.

‘A purchaser may have a perfectly valid title to a house and land, but the estate rules may regulate whether they can put up a carport, extend the house, alter the exterior, change the landscaping, keep certain animals or use the property for short-term letting,’ she says.

Buying into a gated community is therefore different from simply buying a standalone home.

‘There has to be room for an owner to enjoy and use their property as an owner. At the same time, ownership within a gated community comes with a recognition that certain rules are necessary because the actions of one homeowner can affect the security, appearance, infrastructure and enjoyment of others,’ Ms Mugambi says.

Why keeping patients out of hospital is insurers new business

A gym session, a flu jab, a health check or a reminder to take medicine may not look like typical insurance business. Kenya’s medical insurers are increasingly treating such interventions as part of the business, hoping that keeping customers healthier will also keep claims under control.

Many insurers are shifting focus from paying for illness to preventing it as a sharp rise in healthcare costs threatens to make medical cover increasingly expensive for employers and households.

The industry is turning to wellness plans, chronic disease management, digital health platforms, screening and health navigation in a bid to keep policyholders healthier and reduce the frequency and severity of claims.

Insurance Regulatory Authority (IRA) data shows claims almost doubled from Sh26.69 billion in 2021 to Sh52.61 billion in 2025 as insurers grappled with higher healthcare prices and increased use of medicare.

The increase followed an 81.1 percent rise in premiums to Sh93.28 billion over the same period as insurers adjusted prices to reflect higher healthcare costs and higher usage.

However, insurers fear that continued premium increases could make medical cover increasingly unaffordable. They now say early detection and better management of conditions can reduce hospital admissions and prolonged treatment.

The traditional model tends to engage customers when illness has struck, says David Obonyo, the Britam General manager for corporate health.

‘In the traditional insurance model, we often meet the member when something has already gone wrong and there is a bill. We want to engage much earlier,’ he says.

Mr Obonyo adds that the aim is to ‘evolve our offering beyond merely paying claims and position ourselves as an active confidant and partner in our members’ health journey’.

Medical cover accounted for 41 percent of the Sh227.16 billion general insurance market in 2025, making it the largest class of the business in Kenya but also one of the biggest sources of pressure on insurers’ margins.

Healthcare costs are projected to rise by 13.5 percent in Kenya this year, according to Aon’s Global Medical Trend Rates Report 2026, compared with a global average of 9.8 percent.

The wellness approach mirrors a global shift. Aon, which tracks employer-sponsored medical plans in more than 100 countries and locations, says wellbeing initiatives are the leading cost-mitigation strategy, with 86 percent of countries reporting them as the most prevalent measure.

‘By encouraging utilisation of preventative care, they can avoid more expensive care. Second, by keeping employees engaged in their wellbeing, they can reduce the stress that can exacerbate other health conditions,’ Aon says.

Jubilee Health Insurance CEO Njeri Jomo sees chronic disease management as one of the most direct links between wellness and claims control.

Jubilee, which had the largest market share at 14.08 percent in the first quarter of 2026, uses health navigators to monitor members with chronic illnesses, including tracking medical reviews, medication refills, nutrition and physical activity.

For patients with diabetes, hypertension, heart disease or other conditions, the aim is to prevent deterioration that could result in repeated hospitalisation. Jubilee runs Maisha Fiti wellness programmes for individuals and corporates.

‘If someone with diabetes or hypertension is not actively managed, they end up with two or three hospitalisations and wipe out their cover,’ she says.

The insurer also administers flu jabs to policyholders with chronic conditions before the flu season, seeking to prevent infections from triggering complications.

‘That has been one of our biggest success tools because they end up not being admitted,’ Ms Jomo adds.

Britam runs its Wellness 360 programme covering mental health, lifestyle disease management, reproductive wellbeing, general checks, health education and workplace and occupational health.

The insurer has also introduced Pharmacy First, enabling members to access medication for selected conditions through pharmacy channels rather than automatically going to a hospital.

‘It is about helping members access the right care at the right time and right cost. Some of the most expensive claims are not necessarily because a disease could not have been treated, but because it was identified late, was poorly controlled or became complicated,’ Mr Obonyo says.

For insurers, the appeal of interventions is particularly strong in managing non-communicable diseases, where regular reviews, medication adherence and lifestyle changes can help prevent complications requiring admission, surgery or prolonged treatment.

‘Wellness allows us to intervene upstream rather than wait to manage the cost downstream,’ Mr Obonyo says.

For firms like Jubilee, intervention goes beyond reminding members to take medication. Navigators follow patients through their treatment, ensuring they attend reviews and obtain drugs.

The insurer also provides longer medication refills for some patients, allowing it to monitor adherence while reducing the need for repeated visits to hospital.

Ms Jomo says the approach has shown encouraging results as members with chronic illnesses can become fatigued by the demands of long-term treatment. The focus on prevention has also extended to maternity care, where Jubilee provides information to expectant mothers to help them make informed decisions about childbirth.

The insurer says pregnancy intervention has helped reduce elective Caesarean section (C-section) rates.

Government data showed 20.1 percent of hospital-based deliveries in 2025 were through C-section, above the WHO’s recommended upper limit of 15 percent and higher than the sub-Sahara average of 12 percent.

Ms Jomo says women are taken through the pregnancy journey early enough to understand the circumstances under which a C-section may be necessary, ‘instead of making the decision based on perceptions’.

At AAR Insurance Kenya, CEO Justine Kosgei says wellness programmes are producing benefits on both sides of the insurance relationship.

‘The wellness helps members to manage their conditions. It prevents complications and escalations,’ Mr Kosgei says.

He adds that AAR has recorded reductions of more than 50 percent in complications among members taking part in the wellness programmes. AAR’s approach is built around knowing one’s health, managing it and tracking outcomes.

Mr Kosgei says early identification can help members change behaviour before they develop conditions like hypertension.

AAR has invested in digital tools and a call centre with wellness staff to improve enrolment and adherence. It has also partnered with telehealth providers to widen reach and follow ups.

However, he says there is a challenge in getting more people to enrol, participate and be consistent.

Old Mutual General Insurance MD Japheth Ogalloh says the case for wellness is also rooted in shifting healthcare intervention from treatment to prevention, early detection and proactive management.

The insurer operates Thrive, a digital platform built around physical, mental and financial wellness. Old Mutual also runs chronic disease management, medication delivery, telemedicine, medical camps, talks and vaccination drives.

Mr Ogalloh says the Pharmacy First programme can redirect treatment for minor ailments away from more expensive care, while telemedicine can provide consultations at a lower cost and reduce physical visits.

Insurers’ interventions have become more important as employers grapple with the rising cost of medical benefits. Companies spend millions of shillings on staff medical schemes every year.

KCB Group’s medical costs, for instance, rose to Sh2.37 billion last year from Sh1.94 billion in 2024, while NCBA’s shot to Sh727.76 million from Sh632.36 million. Co-operative Bank’s medical costs hit Sh962.12 million from Sh849.92 million.

Aon says employers are increasingly looking beyond negotiations with insurers to a broader mix of cost-containment measures, including wellness initiatives, telehealth, mental wellbeing and physiotherapy.

However, the local market faces another challenge of customers shifting from one insurer to another. On many occasions, the relationship between insurers and employers can be too short for the full benefits of wellness interventions to emerge.

Ms Jomo says corporate medical schemes frequently change insurers at renewal, meaning an insurer that begins managing a worker with diabetes may lose visibility of the patient after a year.

‘For some of these interventions, the impact is not immediate. If I am tracking someone being managed for diabetes, I need to track them for 18 to 24 months. If they move to another insurer, I lose sight,’ she says.

It creates a disconnect between the duration of wellness interventions and the annual nature of corporate insurance procurement.

It also complicates the possibility of an industry-wide health database that could allow members to carry their wellness history from one insurer to another.

Ms Jomo sees room for greater industry collaboration, though she acknowledges that sharing health data is sensitive. Claims experience is one of the factors insurers use in pricing corporate schemes, making health data commercially valuable.

Beyond the data question, Ms Jomo says many buyers of medical insurance continue to prioritise price, meaning wellness can be treated as an extra rather than a core component of the product.

Jubilee is experimenting with incentives to encourage healthier behaviour, including tracking physical activity through digital apps, with some retail customers receiving discounts for meeting exercise targets.

‘Insurance still mainly attracts the sick, something that is not desirable because you end up with every person claiming. If all you focus on is curative, then those you attract are unwell. Wellness programmes will change this,’ Ms Jomo says.

Jubilee is collecting health and activity data it hopes will eventually support predictive analytics and help identify the likelihood of illness and enable early intervention.

Mr Obonyo says while wellness cannot eliminate medical inflation – particularly as hospitals, medicines, technology and specialist services become more expensive – the opportunity lies in slowing the rate at which claims costs grow.

‘Wellness programmes will not remove medical inflation, but if we can reduce preventable complications, unnecessary admissions and repeated utilisation, we can slow the growth in claims costs. That gives us a better opportunity to keep medical insurance affordable and sustainable,’ Mr Obonyo says.

As insurers step up wellness programmes, the real test is in measuring whether such interventions are actually changing health outcomes and healthcare utilisation. Mr Kosgei says the industry is still at an early stage in building this evidence base.

CMA probes HFCB over breach of rules on results release

The Capital Markets Authority (CMA) is investigating HFCB Group over last week’s release of its financial results during trading hours in breach of capital markets disclosure rules.

CMA said it is reviewing the matter together with the Nairobi Securities Exchange (NSE) and will take action ‘as appropriate,’ raising the possibility of sanctions against the listed firm.

‘The Capital Markets Authority is reviewing the matter together with the NSE and will take action as appropriate,’ CMA said in an emailed response to the Business Daily queries.

NSE last Thursday halted trading in HFCB shares for the entire trading session after receiving the company’s financial report during market hours.

NSE strictly enforces a daily price movement limit of 10 percent from the previous day’s closing price under normal trading conditions.

However, this price ceiling and floor is lifted on the trading session when material corporate announcements such as the release of financial results are made, allowing investors to enjoy open price discovery based on the information.

The release of results without notice to the exchange, therefore, denied investors a chance to benefit from open price discovery since the 10 percent cap was still in place, forcing NSE to halt trading. The shareholders were then allowed to enjoy the window on the next trading day.

HFCB Group published its financial results in the national newspapers on Thursday morning last week, while NSE circulated the group’s financial performance statement to investors after 11:00am. The results showed HFCB half-year net profit for 2026 had increased by 60 percent to Sh998.3 million.