Oil drilling rig lands at Mombasa

The drilling rig to be used in the South Lokichar commercial oil project has arrived at the port of Mombasa, moving the country closer to becoming an oil exporter.

On Friday, Gulf Energy E and P BV SEZ, the firm tasked with undertaking the commercial oil production, confirmed the arrival of the rig, setting the stage for its trucking to South Lokichar ahead as Kenya’s target to beat the December 2026 deadline for the first commercial production of oil.

The GW70 rig, valued at more than $20 million (Sh2.59 billion at current exchange rates) has been leased from Great Wall Drilling Company (GWDC) of the United Arab Emirates (UAE) on a long-term arrangement.

Gulf Energy, which bought the oil project from Tullow Kenya BV in a $120 million (Sh15.56 billion) deal, plans to start drilling the oil at Block T6 and Block T7 in South Lokichar on November 1, 2026.

‘All workstreams at Gulf Energy E and P BV SEZ are running on a tight project management schedule, and the project remains on course for First Oil production in December 2026,’ Gulf Energy CEO Paul Limoh said in a statement.

The company is targeting to produce 20,000 barrels per day (bpd) of crude oil in the first phase of the project (2026-2032) before increasing this to 50,000 bpd in the next phase that starts from 2033.

Start of the commercial production will end a 14-year wait that Kenya endured as Tullow struggled to find deep-pocketed investors to derisk the project.

Tullow discovered the commercially viable oil in South Lokichar in 2012 but the inability to secure a strategic partner and rejection of its Field Development Plan (FDP) derailed the project.

The British-owned oil exploration firm then fully sold the project to Gulf Energy in September 2025. Gulf Energy agreed to pay three instalments of $40 million (Sh5.18 billion) with the last payment due on or before June 10, 2033.

The company secured approval for its FDP early this year, clearing the path for the firm to step up production plans of the valuable commodity in Turkana County.

Successful start of oil production at the South Lokichar wells will see Kenya become the third East African country to commercially export crude oil after Uganda and South Sudan.

Uganda is also targeting to start commercial oil production in its Albertine region in the western part of the country. Output from the wells are projected to peak at 230,000 bpd and give the country an estimated $388 million in revenues by the end of 2027.

South Sudan started commercial oil production in 2021 but the production has been marred by armed conflict.

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Digital traffic attacks on Kenyan websites surge 114pc in a year

Incidents of hackers flooding websites, servers and networks in Kenya with huge volumes of malicious traffic to make them inaccessible rose 114.3 percent in the year to June as cybercriminals target digital systems.

These cyber assaults, known technically as distributed denial-of-service (DDoS) attacks, rose to 72.16 million in the year ended June 2026, up from 33.68 million a year earlier, according to the latest data from the Communications Authority of Kenya (CA).

This was the highest growth among the cyber threats tracked by the regulator, highlighting the growing exposure of businesses and public systems as more services move online.

DDoS attacks occur when attackers flood a website, server, or network with high malicious traffic to overwhelm its capacity and make it slow or inaccessible to legitimate users.

Attackers often use networks of malware-infected computers and other connected devices, known as botnets, to send large numbers of requests to a target at the same time.

The traffic can consume a system’s bandwidth, processing capacity, or memory, disrupting access even when the attackers have not gained access to the underlying data.

This results in service downtime, stopping customers from buying items, logging into accounts, or using online services.

Companies and government agencies end up losing money from missed sales or services, and expensive emergency fixes.

Experts have also warned that hackers sometimes use a DDoS attack as a distraction to hide data theft or malware installation on the network.

Kenya has previously experienced high-profile DDoS attacks targeting government digital services. In July 2023, the eCitizen platform, the government’s online services portal, was hit by a major attack that temporarily disrupted access to key agencies.

Kenya Power, Kenya Railways and the National Transport and Safety Authority (NTSA) were among the systems reported to have been affected at the time.

The government said no data had been accessed or lost. The hacktivist group Anonymous Sudan claimed responsibility.

The increase in DDoS threats comes as Kenya’s digital economy expands, increasing the number of systems and services that rely on internet connectivity.

The CA data also shows web application attacks targeting flaws, poor coding, or security gaps in websites, web services, and application programme interfaces (APIs) increased 99 percent to 51.51 million, from 25.89 million in the previous year.

Malware attacks, where cybercriminals use malicious software to infiltrate a computer system or network to steal data, damage operations, or gain unauthorised access, rose 64.8 percent to 230.31 million, from 139.76 million.

Overall, the regulator detected 11.1 billion cyber-threat incidents in the year to June 2026, a 29 percent increase from 8.6 billion a year earlier.

‘The total number of cyber threats detected during the April-June quarter declined by 30.0 per cent to 2.4 billion, compared with the previous quarter,’ the regulator said.

‘However, the total number of cyber threats increased by 29.0 per cent during the 2025/2026 financial year, from 8.6 billion recorded in the preceding financial year.’

System vulnerabilities – weaknesses or flaws in a computer system’s design, code, hardware – remain Kenya’s largest category, accounting for 10.6 billion incidents, or 95.4 percent of all threats recorded in the year to June 2026.

The regulator has previously linked the rise of cyber threats to inadequate system patching, limited user awareness of phishing and social engineering, and the increasing use of AI-driven and machine-learning tools by malicious actors.

The emergence of AI agents (systems capable of autonomously carrying out tasks on behalf of users) has also created another cybersecurity risk.

MPs, Senators’ spending on foreign trips rises by Sh800m

Spending by MPs and Senators on foreign travel rose to Sh3.5 billion in the year ended June 2026, up from Sh2.6 billion a year earlier. This added more than Sh800 million to the cost of lawmakers’ overseas trips as the government faces mounting pressure to rein in public expenditure.

Controller of Budget Margaret Nyakang’o said the National Assembly posted the highest expenditure on foreign travel at Sh2.53 billion, up from Sh1.99 billion in the previous financial year.

The Senate spent Sh924.35 million on international travel, including flights and accommodation, compared with Sh633.6 million a year earlier.

‘The National Assembly recorded the highest expenditure on foreign travel at Sh2.53 billion, followed by the State Department for Foreign Affairs and the Senate at Sh2.22 billion and Sh924.35 million, respectively,’ Dr Nyakang’o said.

Other notable foreign travel expenditures included the Parliamentary Joint Services at Sh384.46 million, the State Department for Diaspora Affairs at Sh271.87 million, and the State Department for Vocational and Technical Training at over Sh350 million.

Dr Nyakang’o noted that lawmakers also recorded the highest expenditure on domestic travel during the financial year.

Domestic travel accounted for a substantially larger Sh21.98 billion across the ministries, departments and agencies (MDAs), more than twice the amount spent on foreign travel of Sh8.7 billion.

The National Assembly recorded the highest expenditure at Sh4.37 billion, followed by State House at Sh2.4 billion and the State Department for Internal Security and National Administration at Sh1.43 billion.

Other significant spenders included the Judiciary at Sh1.24 billion, the Senate at Sh1.24 billion, the National Police Service at Sh411.11 million, the State Department for Lands and Physical Planning at Sh491.3 million, and the State Department for Mining at Sh504.39 million.

The Controller of Budget attributed the National Assembly’s high domestic travel expenditure to the nature of MPs’ work.

‘For domestic travel, the National Assembly recorded the highest expenditure (Sh4.37 billion), attributed to the nature of the Members of Parliament’s work,’ added Ms Nyakang’o.

The lawmakers’ travel costs come amid pressure on the government to contain public spending and improve fiscal discipline.

Recent directives by the National Treasury require ministries and agencies to cut unnecessary expenditures, such as trips abroad by officials and hospitality spending, to rein in a gaping fiscal deficit.

On June 29, 2023, the Treasury issued austerity guidelines to streamline foreign travel as it slashed allowances for official travel and banned non-essential lunch, tea and water for civil servants.

The guidelines on foreign travel cover key issues including travel conditions, delegation sizes, application procedures, and timelines.

Quickmart reveals supplier funded growth strategy

Supermarket chain Quickmart says it relies on friendly terms from suppliers to stock its stores, a move that has seen the company avoid bank financing for working capital.

The retailer has made the disclosure as it prepares to list on the Main Investment Market Segment of the Nairobi Securities Exchange (NSE).

The company, whose annual sales top Sh50 billion, had borrowings of only Sh6.8 million as of June 30, 2026, showing the extent of the favourable terms where suppliers deliver goods directly to its stores and are paid later.

At the end of the review period, the retailer owed suppliers Sh4 billion, which it did not need to finance.

‘The company’s structurally negative working capital position, which stood at Sh4 billion as at 30 June 2026, reflects its rapid inventory turnover and favourable supplier payment terms,’ Quickmart said.

‘The company operates an asset-light model under which all stores are leased rather than owned, combined with a supplier-led direct-to-store distribution model under which suppliers deliver merchandise directly to individual stores rather than through a central warehouse. Together with rapid inventory turnover and efficient working capital management, this model supports a structurally negative working capital position and strong operating cash conversion.’

Working capital shows the surplus or deficit of funds after deducting a company’s short-term debt. While a deficit would ordinarily imply illiquidity, in the case of Quickmart it is the demonstration of the favourable terms the retailer has secured from its suppliers.

The company’s deal with suppliers saw it hold a net cash position of nearly Sh700 million as of June 30, 2026, excluding lease liabilities.

Quickmart did not publish its balance sheet-which lists all the assets and liabilities-in its intention to float (list) announcement.

Other retailers whose financial statements have been made public, including the collapsed Nakumatt Holdings, Tusker Mattresses and the debt-ridden Uchumi Supermarkets, have relied heavily on multiple financiers in addition to suppliers.

Such financiers have included banks and holders of commercial paper, which are short-term debt instruments.

The favourable terms suppliers have extended to Quickmart shows the growing prominence of formal retailers in controlling consumers’ wallets.

Naivas, Carrefour and Quickmart alone sell goods worth more than Sh200 billion a year, making access to their shelves a top priority for manufacturers and suppliers of fast moving consumer goods.

The supermarket chains continue to expand aggressively across the country, taking shopping convenience into the suburbs of cities and towns where consumer loyalty is courted with store points.

Quickmart is the second largest formal grocery retailer in the country by store count and turnover, with an estimated 15 percent share of the modern grocery retail market and 72 stores across 16 counties.

‘The company recorded an average of approximately 5 million customer transactions per month during the six months to 30 June 2026 and is supported by approximately 2.5 million Q-Points loyalty members, who accounted for approximately 74 percent of sales during the financial year ended 31 December 2025,’ Quickmart said.

The retailer plans to continue its expansion, with a medium term target of opening 10 to 15 new stores annually in Kenya.

Naivas, which was the first supermarket chain to hit 100 stores in the country, also continues to grow its footprint.

The retailer had opened a cumulative 114 stores in the country as of May.

‘Expansion is focused on urban, peri-urban, regional and coastal catchments and is expected to be funded primarily from internally generated cash flows,’ Quickmart said.

‘The company has identified a pipeline of prospective locations to support its expansion plans.’

Carrefour Kenya opened eight new outlets in Kenya last year bringing its footprint to 34, making it the third largest supermarket operator in the country.

Suppliers’ dalliance with the big retailers has not always been rosy, with manufacturers and distributors losing heavily from the collapse of the former retail giants Nakumatt, Tuskys and Uchumi.

When it was placed under administration in February 2018, Nakumatt owed suppliers Sh18.5 billion, making them the biggest class of the retailer’s creditors.

Other creditors included banks which claimed Sh6.9 billion and holders of commercial paper (Sh4.7 billion).

When Tuskys’ problems emerged in late 2020, its supplier debt was estimated at Sh6.2 billion. Uchumi has meanwhile reported trade and other payables of more than Sh7 billion.

The formal retailers stock a wide variety of consumer goods including toiletries, packaged food and stationery. Farmers and distributors of fresh produce, including vegetables and meat products, also make substantial sales in supermarkets.

The collapse of Nakumatt, Tuskys and Uchumi, which were owned by Kenyan shareholders, led to the rise of foreign investors in the current player dominating the market.

Mauritian conglomerate IBL Group bought a controlling 51 percent stake in Naivas from the family of the late Peter Mukuha while private equity firm Adenia Partners acquired its Quickmart stake from the family of the chain’s founder John Kinuthia.

Adenia had earlier purchased an interest in Tumaini Supermarket, which was subsequently merged with Quickmart under the latter brand. Dubai’s Majid Al Futtaim’s local Carrefour franchise was a greenfield investment.

Homes, businesses face fines for illegal solar connections to Kenya Power

Homes and businesses with solar power plants face fines for illegally dumping excess electricity into the national grid, in new regulatory changes meant to protect Kenya Power’s distribution network.

The Energy and Petroleum Regulatory Authority (Epra) has introduced a dumping surcharge in regulations that allow consumers to supply excess electricity from their solar plants to Kenya Power.

Consumers who generate their own power but also buy from the grid, also known as prosumers, are allowed to feed their excess electricity to Kenya Power in line with the Energy (Net-Metering) Regulations in 2024. They must, however, have an agreement with Kenya Power.

But Kenya Power has decried cases of illegal solar connections to the grid, saying that it is posing a serious threat to the stability of the network, besides risking the lives of its technicians and engineers in routine network maintenance work.

A growing number of businesses and wealthy homes have installed solar plants as back-ups to supplies from Kenya Power. But the majority lack battery storage, meaning that they must turn to the national grid whenever generation by the solar dips.

‘Introduce dumping surcharge, any electrical energy dumped into the Company’s network without prior written authorisation shall be measured and charged at the applicable base tariff specified in this Schedule of Tariffs,’ reads the changes gazetted on Friday last week.

‘Without prejudice to any other action that the Company or the Authority may take under the applicable laws and regulations if the dumping leads to injury or damage to equipment.’

Epra defines dumping as the unauthorised injection of electrical energy from a consumer’s generating system into Kenya Power’s network without approval or without a net metering agreement.

Joseph Siror, the Managing Director of Kenya Power, said that the illegal connections of solar to the national grid have led to fatalities in addition to the risk they pose whenever these customers suddenly switch to the grid for electricity, especially when cloud cover pushes solar generation to near zero.

‘Uncontrolled grid-tied solar is one of our (Kenya Power) biggest issues currently. A number of customers tie to our grid without informing us, and this poses a risk to the safety of our staff besides damaging our infrastructure,’ Dr Siror said on Friday when the utility announced its financial results for the year to June 2026.

‘If we have our customers with solar installations with a combined capacity of 100MW meeting their demand, in case of cloud cover they immediately come to the grid to get the 100MW, and thus sudden change triggers a frequency dip and distorts the supply-demand balance, and you can easily lose the grid.’

An aging grid, which is in dire need of revamp besides being overstretched due to the surge in connections, has further made it vulnerable to any shocks, prompting Kenya Power to warn against any disruptions.

The Net-Metering Regulations of 2024 allow prosumers with their own power plants whose capacity does not exceed 1 Megawatt (MW) to sign agreements with Kenya Power to allow them to feed the excess electricity to the utility.

Prosumers are connected to the national grid via a meter that records the amount of electricity they supply and buy from Kenya Power.

Under the agreement, any excess electricity they supply to Kenya Power is offset from their future bills for the power they buy.

The provision for offsetting the bills is meant to protect Kenya Power from spending billions of shillings to pay for renewable energy, notably solar being fed into the grid amid a mass shift of many firms and wealthy individuals to own power generation.

Big firms such as Bamburi Cement, carbon dioxide manufacturer Carbacid Investments, Africa Logistics Properties, GlaxoSmithKline and the International Centre of Insect Physiology and Ecology have recently set up their solar plants.

Wealthy families have also turned to solar power plants, with some solely running on it to power their homes.

Official data from Epra shows that Kenya had 326.7MW of solar energy as at December last year, accounting for 51.9 percent of the total installed capacity of captive power in the country.

Captive power capacity refers to power generation plants that are privately established for self-consumption.

Bank branches mirror concentration of economic power in 10 counties

Kenya’s 10 largest county economies host more than two-thirds of commercial bank branches, concentrating physical banking services in regions generating most of the country’s economic output.

The distribution highlights the close relationship between economic activity and bank infrastructure, raising questions about access to formal financial services in counties outside the economic power points.

The counties-Nairobi, Kiambu, Mombasa, Nakuru, Meru, Machakos, Uasin Gishu, Kisumu, Kilifi and Kakamega-accounted for 1,096 of Kenya’s 1,611 commercial bank branches at the end of December 2025.

Kenya’s 10 largest county economies host more than two-thirds of commercial bank branches, concentrating physical banking services in regions generating most of the country’s economic output.

The distribution highlights the close relationship between economic activity and bank infrastructure, raising questions about access to formal financial services in counties outside the economic power points.

The counties-Nairobi, Kiambu, Mombasa, Nakuru, Meru, Machakos, Uasin Gishu, Kisumu, Kilifi and Kakamega-accounted for 1,096 of Kenya’s 1,611 commercial bank branches at the end of December 2025.

The concentration shows how banks continue to position physical outlets around established markets and commercial activity, rather than distributing branches evenly across the country.

Nairobi alone accounted for 596 branches, representing approximately 37 percent of the national network, while Kiambu followed with 95 branches and Mombasa with 118.

CBK data shows that Nakuru had 65 branches, Uasin Gishu 51, Meru 43, Kisumu 41, Kilifi 36, Machakos 34, and Kakamega 17.

The branch network increased by 38 outlets from 1,573 in December 2024 to 1,611 in December 2025, representing a 2.4 percent expansion during the year.

Nairobi registered the largest increase with seven additional branches, while Kiambu added six, indicating continued investment in established commercial and population centres.

The CBK attributed the national increase mainly to new branches opened by commercial banks in emerging growth areas, with 20 counties recording a net increase and 23 registering no change.

‘The increase in bank branches is mainly attributed to the opening of new branches by some commercial banks in emerging growth areas,’ said the apex bank in its report.

The expansion, however, was uneven, with four counties recording a combined decline of four branches during the reporting period, reflecting differences in banks’ geographical strategies.

The KNBS GCP estimates show significant disparities in the size of county economies, with Nairobi accounting for 27.4 percent of national Gross Value Added (GVA) in 2024.

Kiambu, Nakuru and Mombasa followed with shares of 5.5 percent, 5.2 percent and 4.8 percent, respectively, according to the 2025 Gross County Product report.

The four counties together contributed approximately 42.9 percent of national GVA, highlighting the concentration of productive activity in a small number of locations.

Nairobi’s position as the country’s principal commercial, financial and administrative centre supports demand for banking services from corporations, government institutions and households.

Kiambu’s proximity to Nairobi, alongside its industrial, residential and commercial activities, has helped make it a significant market for financial institutions.

Mombasa’s role as a port and coastal commercial centre, while Nakuru’s agricultural, trade and manufacturing activities, provide distinct economic bases for banking demand.

The dominance of physical branches in economically productive counties comes as financial institutions expand digital and agency channels, changing how customers access banking services.

The growth of digital banking allows institutions to serve customers without opening a full branch, potentially reducing the importance of physical proximity for routine transactions.

Branch networks, however, remain relevant for businesses requiring structured financial services, including credit applications, account support and other transactions that may require in-person engagement.

The CBK’s report notes that last year, banks continued to develop digital products, technology-based services and new approaches to financial delivery as part of sector modernisation.

But while the leading counties host the majority of commercial bank branches, economic output and access to formal financial services are not identical measures.

The KNBS 2025 Economic Survey reported that Kiambu had the highest formal financial inclusion rate at 94 percent in 2024, followed by Nairobi at 93.7 percent.

Kisumu recorded 91.2 percent, while Uasin Gishu and Machakos recorded 90.2 percent and 88.2 percent, respectively, according to the survey.

The concentration of bank branches in the largest county economies provides banks with access to markets containing substantial commercial activity, established businesses, and high transaction volumes.

It also exposes institutions to the risks of concentrating their physical operations in a limited number of markets, particularly where economic disruptions affect major urban and commercial centres.

When grief becomes art: The painter who puts raw feelings on canvas

A single piece can take him 200 hours or more to finish, sometimes stretching into a full month once he counts all the time spent simply brainstorming ideas. His studio is just a corner of his home.

Canvases stand on wooden stands around the room, some bare, some half painted, some finished and leaning quietly against the wall. Paint sits open on a small shelf, and older pieces hang on the walls. He does not force ideas to come.

‘I don’t have specific processes. I feel inspired,’ he says. Only once the feeling is clear does he move to the canvas, working, as he puts it, purely from instinct.

Leonard Amimo is 38 years old and signs his work as Lee Amimo. He calls his style ethereal wheels.

‘Ethereal basically means out of this world,’ he says, and the wheels are the small spiralling circles he paints, moving in threes. ‘The wheels symbolise flow of energy, vibration, what lies underneath. I just paint feelings,’ he says.

Narrowing a feeling

Lee believes his years as a writer shaped the way he now builds a painting, narrowing a feeling the same way he once narrowed a topic on the page. Once the feeling is clear in his head, the rest of the work just follows it wherever it leads.

That is exactly how one of his best-known pieces came to be. It is called ‘Nairobi’, and it shows a tall building on Kimathi Street, the kind that has stood in the city for years. It came from his own journey from Kisumu into Nairobi, the first time he saw buildings that tall.

The woman in the piece wears green, and a butterfly is drawn toward her. Around her are rippling circles repeating in threes.

‘It’s like a ripple. Rippling out,’ he says, tying the pattern back to something larger. ‘Vibration is all energy,’ he adds, describing how nothing in nature ever truly sits still.

Look closely at any of his paintings and you will notice that almost every figure he paints is a woman. ‘They are the doorway to this world. We come through a woman,’ he says, comparing women to flowers, since ‘flowers make everything beautiful.’

He enjoys dressing his painted women well, since, ‘I like to see beauty in things.’

None of this is decoration for its own sake. When someone stands in front of his work, he wants them to feel specific things.

‘Calm. Hope. Desire to keep moving,’ he says, along with a quiet reminder that the past and the future are tied together, even as daily life pulls people toward money and comparison.

Lee’s paintings seem to arrive in people’s lives at the right moment. One piece, called ‘Zahara’ was bought by someone who had just moved to Malindi to start a business in the aquamarine industry and had settled into a building carrying the same name. He had no idea about any of that when he painted it.

Another piece, called ‘Ada’ was bought by a woman who had just lost her mother, also named Ada, and the painted face reminded her of her mother when she was young.

He likens these moments to strangers who somehow understand each other instantly, even joking about the science behind it.

‘Are you aware of quantum entanglement?’ he asks before explaining that some people simply arrive already connected. ‘I print and make works of art from instinct. This is not something you can be taught.’

Pricing the art

Work like this does not come quickly. A single piece can take him between one week and one month to finish. That shapes how he prices his work.

‘I price it based on my experience, rarity, time I take, and, yeah, you know, my instincts. For art, there’s no fixed price point.’ His first painting sold for Sh15,500. Since then, he has sold work for as much as Sh450,000, and he expects further growth.

‘I can sell a piece for over Sh1 million, why not?’ Lee sometimes lets a piece go for less than its worth if the story moves him enough, believing that, ‘what you’re giving is what you get out.’

Long before any of that, before the studio and the stands and the finished canvases, there was a much smaller room, and a boy who did not yet know that art would be the only thing left of his family. His father died when he was only four years old, and the only thing he left behind was art.

His mother, who worked in medicine but was creative in her own way, died when he was eight. Art became the one thread tying him to his parents. ‘I feel like, for lack of a better term, I’m continuing my father’s legacy,’ he says.

That thread carried him through school, earning him scholarships and awards, and pulled him toward painters, sculptors, carpenters, and musicians who shaped how he saw the world.

Nairobi City Hopper, an artwork by artist Leonard Amimo, created using acrylics and permanent pen on canvas, photographed at his home in Ruaka on September 17, 2026.

Wilfred Nyangaresi | Nation Media Group

He studied art and design at the University of Nairobi, graduating in 2011 with a focus on illustration. It should have been a straight road from there into painting, but after school, he ran into the same wall many young Kenyans face.

‘The first thing they ask you is the experience you have. And then, the starting salary can’t sustain.’

So he turned to writing instead, a path he followed for about 10 years. Writing, he says, lets him travel the world in his mind and understand ‘the philosophies of life, religion,’ seeing existence through other people’s eyes.

Then, in 2022, art pulled him back. He began managing an artist named Steve Nyaga and spent long hours in the studio watching him work. The arrangement reminded him of what he could still do himself. He picked paper back up and began doodling again.

‘I was at a really deep place, and the style just came to me.’

By 2024, he had returned to practice seriously, refining what he calls a fresh approach.

Lee refuses to give up on people who claim they do not care about art. ‘It is my mission to make them appreciate art,’ he says, adding that we are ourselves artworks since we were created in a unique way.

None of this journey has been easy.

‘I started painting on a piece of paper. I couldn’t afford canvas,’ he says. There is no fund or organisation to turn to for support, and no separate studio either. He works from home, where family life often competes with his art for time and space.

His advice to anyone with ambitions to become a painter? ‘Start where you are. Plant the seed, give it time and watch it grow. Just believe.’

Art, for him, has never simply been a career. ‘For me it is a vacation, and I’m just on this river flowing where it needs to take me.’

Lee has tried other paths before and none of them ever felt whole the way this does. He believes there is always something waiting on the other side of hardship.

‘As long as you do it from an honest place,’ he says, ‘You will never sleep hungry.’

Vision 2060 must be about delivery, not just ambition

There is something profoundly humbling about sitting around a table to discuss the Kenya we want to leave for generations we may never meet. As a member of the Steering Committee guiding the development of Vision 2060, I have found the experience both exciting and grounding.

It is exciting because of the opportunity to contribute to a conversation about Kenya’s long-term future; grounding because a vision that stretches to 2060 will ultimately be judged not by the quality of its words, but by what the everyday Kenyan will experience in their daily lives.

This is exactly where the project management profession enters the conversation. Kenya has never lacked ambition. We have produced development plans, flagship projects and transformative programmes across infrastructure, health, education, housing, energy, agriculture and technology. The recurring challenge has always been converting ambition into tangible results and lasting impact.

As we look beyond Vision 2030, we must ask ourselves if we are sufficiently equipped to deliver the Kenya we envision.

A national vision is the beginning of a very large project. It has objectives to define, stakeholders to align, dependencies to manage, resources to mobilise, milestones to track, risks to mitigate and benefits to realise. The difference is that its scale is national, its complexity is immense, and its timeline spans generations.

Project management can no longer remain a back-office technical function. It must be recognised and treated as a strategic national capability.

The first lesson for Vision 2060 should be to strengthen the link between national priorities and implementation. Priorities such as infrastructure expansion, universal healthcare, quality education, affordable housing, food security, clean energy, climate resilience and digital transformation must be translated into coherent portfolios of programmes and projects, each with clear outcomes, ownership, resources, timelines, risks and accountability.

We also need greater discipline in deciding which projects Kenya should undertake. A project may be attractive, technically feasible and even financeable, yet still fail to represent the best use of scarce resources.

Project selection should be guided by strategic alignment, value for money, affordability, sustainability, implementation capacity and the value realisation it will deliver to citizens.

Equally important is how we define success. Completing a project on time and within budget matters, but it is not enough.

Success must also be measured by public value: better services, lower costs, greater efficiency, improved livelihoods, resilience, inclusion, sustainability and citizen satisfaction. A project that fails to deliver its intended economic or social benefits cannot be considered truly successful.

Vision 2060 should therefore entrench accountability for outcomes. We should ask not only whether we built the road, hospital, school, water system or digital platform, but whether it improved connectivity, healthcare, learning, productivity, livelihoods and access to essential services.

Sustained commitment is another critical issue. A 34-year vision will inevitably span several political administrations, and nationally significant projects cannot be repeatedly disrupted by political transitions. Kenya needs governance systems that preserve institutional memory and ensure decisions to continue, modify, or terminate projects that are based on evidence, performance, and national interest.

This is why Kenya must deliberately invest in project management talent. Tomorrow’s projects will be far more complex, spanning artificial intelligence, advanced infrastructure, climate adaptation, digital transformation, smart cities and public-private partnerships. We will require professionals who can manage not only schedules and budgets, but also uncertainty, stakeholders, technology, contracts, change and risk.

PMI Kenya’s invitation to serve on the Vision 2060 Steering Committee has reinforced my belief that Kenya has extraordinary expertise and ideas. What we must strengthen is the bridge between ideas and execution. Serving on the committee is more than an honour; it is a responsibility. It reminds me that project professionals have a role beyond individual organizations and projects: contributing to the systems through which our country plans, invests, and delivers.

And perhaps one of the most important conversations as we move toward Vision 2060 is the willingness to learn from Vision 2030. We should honestly examine what worked, what did not, and why – not to assign blame, but to strengthen institutional learning. Every successful project should teach us what to repeat, while every delayed, over-budget, or unsuccessful project should teach us what to improve.

If we get this right, Vision 2060 can be more than a statement of national aspiration. It can become a disciplined framework for delivery.

The Kenya of 2060 will not be created by a document alone. It will be created through thousands of programmes and projects, planned carefully, financed responsibly, implemented professionally, monitored transparently, and measured by the real change

Quickmart brings back dividends to NSE’s commercial services

The imminent listing of supermarket chain Quickmart is set to bring back dividends to the commercial and services segment of the Nairobi Securities Exchange (NSE), diversifying the options for dividend-chasing investors at the bourse.

Quickmart said in a notice that it will maintain a policy of paying at least 80 percent of its net profit as dividends to investors post-listing, joining a select list of firms that distribute more than three-quarters of net earnings to their owners.

Latest full-year dividend statistics show that Safaricom, Standard Chartered Bank Kenya, BAT Kenya, NSE, TotalEnergies Marketing Kenya, Williamson Tea Kenya, Kapchorua Tea and Kakuzi are the most generous listed firms by dividend policy at ratios of between 81 percent and 453 percent in the most recent financial year.

‘Following the listing, the company intends to adopt a dividend policy targeting a payout ratio of at least 80 percent of annual profit after tax, to be declared and paid semi-annually, subject to the availability of distributable reserves, the capital requirements of the company (including its growth and investment plans) and other relevant considerations,’ said Quickmart in a notice of its intention to list.

‘The company expects to distribute approximately Sh2 billion and Sh2.5 billion in dividends in the 2026 and 2027 financial years respectively, representing dividend payout ratios of 95.1 percent and 90 percent.’

Quickmart is expected to launch its public offer by the end of this month when its current owners will offload two billion shares, representing 50 percent of its four billion issued shares.

The sellers have also included a green shoe sale option of an additional 7.5 percent stake in case of an oversubscription, which if exercised fully would result in the sale of a 57.5 percent stake.

The entry of the retailer with its policy of paying dividends will go some way towards reinvigorating the commercial and services segment, in which TPS Eastern Africa was the only company to pay a dividend last year out of 13 listings.

Commercial and services is the largest NSE market segment by number of listed companies, ahead of banking at 12 firms and nine on the manufacturing and allied segment.

It has however lagged in returns to investors in dividends due to difficult operating conditions affecting its constituent stocks, seven of which made net losses in the latest financial year, and which also include suspended Deacons East Africa.

In the other segments, 11 out of the 12 listed banks paid a dividend last year, as did four manufacturing firms. Four out of six listed insurers also made a distribution, while half of the six listed agriculture firms also made payments. Dividend payments by listed companies have also emerged as an important source of liquidity for individuals and businesses in an economy that is still grappling with costly credit and flat payslips.

In the NSE, 33 companies paid Sh245.9 billion in dividends in their latest financial years but banks and Safaricom collectively accounted for 80 percent or Sh197.2 billion of the total amount distributed to investors.

The other 21 companies that paid out dividends for the year distributed a combined Sh48.7 billion, which is just over half of the Sh80 billion that was paid out by Safaricom alone. This indicates limited diversification beyond banks and the telecommunications firm for investors seeking dividends.

Besides the concentration on a few firms, expanded ownership of large banks and Safaricom by foreign investors means that a larger proportion of dividends is being shipped out of the local economy.

In June, South African company Vodacom Group tightened its grip on Safaricom by purchasing an additional 20 percent stake from the Kenya government and the UK’s Vodafone Group for Sh272 billion, attaining a controlling stake of 55 percent.

South Africa’s Nedbank is buying a 66 percent stake in NCBA for about Sh110 billion in a deal that is expected to close early in the fourth quarter of the year.

Fellow South African lender Absa Group has also recently increased its stake in Absa Bank Kenya from 68.5 percent to 72 percent at a cost of Sh6.5 billion through a tender offer that was priced at Sh34.50 per share.

Kenyan marketer claims Sh450m on fallout with South African wine maker

The High Court has rejected an application by Kenyan beverage marketing company, Wow Beverages, to block a South African wine maker, Namaqua Wines, from terminating their five-year distributorship deal amid a row over Sh450 million in claimed investments and goodwill.

The court found that the alleged exclusive distributorship was never formalised in a written contract. It declined to compel Namaqua Wines Distribution (PTY) Ltd to continue supplying wine to Wow pending determination of the main suit.

The court held that Wow’s claimed losses could be quantified and pursued as damages at trial.

In addition, the court dismissed Wow’s contempt application over Namaqua’s alleged failure to fulfil purchase orders and discharged the interim orders that had barred termination of the relationship.

‘The plaintiff is the author of its own misfortune having presented to the court an ambiguously worded prayer, which the court obliged by granting as prayed, but which, as it were, turned out to be uncertain,’ said the court, in a ruling that exposed the risks of unwritten distribution deals.

Wow, a local alcoholic-beverage business, sued Namaqua in October 2025 after the South African company gave notice that the relationship would end from November 1, 2025, citing product range, stock and payment concerns.

The dispute arose from a trading relationship that began in 2020 after Namaqua ended its arrangement with a previous Kenyan distributor and said it would deal directly with Wow.

Wow said that letter, dated September 11, 2020, created an exclusive arrangement through the parties’ conduct, although no formal agreement was signed.

It told the court that it had invested more than Sh150 million in staff, distribution infrastructure, marketing and warehousing while building goodwill it valued at more than Sh300 million.

It pleaded for payment of that amount, compensation for its efforts and investment, and upholding of its exclusive distributorship rights in Kenya.

The company’s General Manager, Anthony Kairu, insisted that it had a ‘legitimate and reasonable expectation that the distributorship relationship would last well over 10 years to justify this heavy investment’.

Namaqua disputed that position, saying each shipment was governed by separate purchase orders that it could accept or reject.

Its sales manager for Africa and the Middle East, Morné Koen, said consignments were supplied on 90-day credit terms, regardless of whether Wow had sold the wine or collected payment from customers.

He said Wow had repeatedly fallen behind those terms, forcing Namaqua to place its account on hold, and that the company was also dissatisfied with how the wine was being sold.

Namaqua further said it had never represented that Wow should make the investments claimed in the suit and denied that the relationship was exclusive.

Namaqua said the absence of a written agreement was because the relationship was not an exclusive distributorship, noting that Wow also sold liquor from other international manufacturers.

It said it terminated the deal because it was dissatisfied with how Wow sold its wines and also repeatedly failed to pay within the agreed 90-day credit period. Namaqua also denied requiring or encouraging Wow to make the investments it claimed.

In the ruling, the court said the evidence showed a trading relationship lasting about five years, but the documents pointed in different directions on exclusivity.

‘Whether those facts, taken together, disclose an implied exclusive distributorship of the kind the plaintiff asserts, or no more than a just discretionary trading arrangement terminable at will as the defendant asserts, is a matter of conflicting facts,’ the judge said.

The court also noted that Wow’s last reported arrears of ZAR225,360 (Sh1.7 million) had been paid on October 8, 2025, before Namaqua issued its termination letter.

The court nevertheless said Namaqua had repeatedly exercised discretion to accept or decline purchase orders, making it inappropriate to compel continued supplies under disputed terms.

‘Compelling the defendant, by injunction, to continue extending product supply and credit to the plaintiff pending trial would, in my view, curtail that apparent freedom,’ the court said.

It also rejected a mandatory order requiring Namaqua to continue the distributorship, saying the court could not compel supplies under terms whose precise content remained disputed.

The contempt application arose after Wow complained that Namaqua had failed to fulfil purchase orders submitted on July 28, 2025, despite the interim orders.

The judge found that Namaqua knew about the orders, but said the order requiring compliance with the distributorship terms did not clearly require every purchase order to be fulfilled.

‘Contempt requires proof of a wilful and deliberate violation of a clear and unambiguous command,’ the judge said.

The court also found that the purchase-order dispute and Namaqua’s explanations came before the October 30, 2025 court order, and therefore did not amount to defiance of the order.