Category: Business Daily

As Kenyan businesses close the books on 2025 and look ahead to next year, cybercrime is the one risks that stands apart in both scale and consequence.

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Cyber-attack risk is no longer a technical issue confined to IT departments, nor a distant threat affecting only multinationals. It has become a core business risk, capable of eroding trust, triggering regulatory penalties, disrupting operations, and in extreme cases, threatening corporate survival.

The past year has been instructive, with cybercriminals across financial services, manufacturing, and the public sector shifting decisively toward targeted attacks. Social engineering which is manipulating human behaviour rather than exploiting technical flaws, has emerged as the most common point of entry.

At the same time, attackers are increasingly using artificial intelligence to automate phishing, credential theft, and data exfiltration, dramatically reducing the time between infiltration and impact. The result is that organisations often discover breaches only after damage has already been done.

Kenya’s own data tells a sobering story. According to the Communications Authority, cyberattacks targeting internet users more than doubled in the year ended June 2025, rising to 7.96 billion incidents from 3.52 billion the previous year.

System attacks accounted for 97 percent of these threats, underscoring how deeply embedded cyber risk has become in core business infrastructure. These are not abstract numbers, they translate into real financial loss, regulatory exposure, and reputational harm.

Recent high-profile cases have further highlighted the stakes. In August, Cooperative Bank, Family Bank, and Kenya Women Finance Trust were jointly ordered to compensate a borrower Sh650,000 for privacy breaches.

Earlier, a major retail chain disclosed a cyber intrusion that potentially compromised customer data, accompanied by threats from criminal groups to publish stolen information. These incidents demonstrate a new reality, that cyber incidents are increasingly public, legally consequential, and reputationally damaging.

Regulators are also sharpening their focus, with the Office of the Data Protection Commissioner imposing fines on several organisations for failing to safeguard personal data.

As enforcement of data protection laws matures, penalties and litigation costs are likely to rise. For boards and executives, this means cyber risk is no longer just about preventing downtime, but about managing legal liability and maintaining the social license to operate.

The financial impact is already evident in the banking sector, where the Central Bank of Kenya (CBK) data shows fraudsters cost banks Sh1.59 billion in 2024, with reported cases more than doubling.

Mobile banking was the hardest hit, accounting for over half of the losses and recording a 344 percent year-on-year increase. Card fraud, computer fraud, and identity theft all surged dramatically. These trends reflect both the growing sophistication of attackers and the expanding digital footprint of financial services.

Cybercrime is not a future risk, but a present and accelerating one. As such, the organisations that will thrive in 2026 are those that treat cyber resilience as a foundation of corporate survival.

Globally, the picture is similar.

The latest Cyber Security Resilience Outlook from Allianz Commercial notes that while large organizations are improving their preparedness and response capabilities, new vulnerabilities are emerging.

Greater reliance on digital supply chains, expanding privacy regulation, and increasingly sophisticated social engineering attacks are broadening the scope of potential losses for companies of all sizes. Resilience is improving, but the risk surface is expanding just as fast.

What does this mean for corporate leaders preparing for 2026? First, cyber readiness must shift from perimeter defense to organization-wide intelligence and resilience.

Firewalls and antivirus software are necessary, but they are no longer sufficient. Human behaviour, third-party relationships, data governance, and incident response capability now define an organization’s true level of preparedness.

Secondly, cyber risk must be addressed at board level as a strategic priority. This includes clear governance structures, regular risk assessments, and continuous staff training. Employees remain the most targeted vulnerability, and ongoing awareness programmes are one of the most effective defenses against social engineering attacks.

Thirdly, businesses must recognize that even the best defenses cannot guarantee immunity and this is where cyber insurance becomes a critical component of enterprise resilience.

With data breach penalties rising and litigation becoming more common, firms need both first-party cover-to manage direct financial losses and business interruption-and third-party cover to protect against claims from customers, partners, and other affected parties. Cyber insurance does not replace good security practices, rather it complements them by ensuring financial continuity when incidents occur.

Cybercrime is not a future risk, but a present and accelerating one. As such, the organizations that will thrive in 2026 are those that treat cyber resilience as a foundation of corporate survival, not an optional add-on.

Aviation in Africa, as in many regions, plays a uniquely catalytic role in socio-economic transformation. Kenya’s economy, for instance, is deeply intertwined with international mobility, spanning horticulture exports routed through Nairobi, and the tourism corridors connecting the country to markets across Europe and Asia.

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Tanzania’s development strategy similarly depends on stronger air links to sustain tourism and open channels for industrial diversification. Rwanda and Uganda, with their expanding conference and services sectors, are also strengthening their aviation capacity to support national development.

As a result, demand for air travel across East Africa, like the rest of Africa, is expected to rise steadily over the next 20 years, according to the International Air Transport Association (IATA) , an encouraging sign of economic momentum, but one that risks locking the region into a high-carbon transport model just as global policy is tightening.

In this context, a calibrated combination of technological renewal and smarter operations defines the path forward. New-generation aircraft, capable of cutting emissions by up to 25 percent compared with older fleets, are already transforming the carbon intensity of travel in East Africa.

Serving major hubs such as Nairobi and Dar es Salaam, these modern aircraft reduce fuel burn while improving reliability and lowering noise. They also offer improved maintenance efficiency, which supports cost stability for airlines. Yet while these efficiency gains are significant, they cannot on their own deliver the scale of reductions required.

This is where operational efficiency comes in as an essential second lever. Measures such as continuous-descent approaches and single-engine taxiing within regional airspaces deliver immediate emissions reductions, even in infrastructure-constrained environments.

Modernising airspace coordination can reduce flight distances and delays through harmonised procedures, upgraded navigation technology and more seamless cross-border routing. These measures create the structural conditions for sustained emissions reduction beyond aircraft and operational improvements.

A third lever involves the integration of infrastructure and airspace modernisation, adding an equally important dimension to long-term decarbonisation.

Modern airport designs, which factor in energy-efficient lighting, improved power management and the development of on-site renewable generation, play a role in cutting back ground-side emissions.

Indeed, it is exciting to see several airlines implementing complementary measures to reduce waste and strengthen circularity.

Commitments to eliminate single-use plastics on board including the replacement of cutlery, cups, stirrers and similar items with biodegradable or reusable alternatives, are cutting waste volumes and reducing upstream emissions associated with plastic production.

Many airlines are also expanding cabin-waste segregation and more efficient catering logistics, each contributing modest but cumulative environmental benefits.

The coming decades will determine whether aviation continues to enable global opportunity or becomes constrained by its environmental footprint.

For East Africa, the stakes are particularly high because the region stands to benefit enormously from stronger connectivity. However, it also has a unique chance to shape a model of growth that is more efficient and aligned with the scientific imperatives of this era.

For many Kenyans mapping out their festive season travel, the decision is no longer just about chasing the latest social trend. Festive travel has become more intentional compared to previous years. But, for many, it’s all about understanding the mood they want to create, the people they are travelling with and the kind of experience they want for themselves.

The Business Daily stepped out to different tours and travelling companies to understand the leading destinations that have emerged this year.

As Stellamaris Miriti, Marketing Director at Stejos Tours and Travel, explains, the smartest travellers this year are weighing the ‘vibe’ against the reality. A destination may look glossy online, but factors like December weather, crowd levels, and whether the place truly suits your travel style matter far more. ‘Ask yourself if you want quiet relaxation or a high-energy adventure,’ she says.

Visa logistics are another major consideration for 2025. With shifting global entry rules such as new ETA (Electronic Travel Authorisation ) systems, Stellamaris advises travellers to start with the basics. ‘Check entry requirements before anything else. Ease of entry is a huge factor this year.’

She points out restrictions such as the current rule in the UAE, where visitors under 40 years may not be admitted unless travelling with family.

On budgeting, she cautions against confusing price with value. ‘While bargain deals can be tempting, what matters is what you actually get. An all-inclusive resort may look costly at first glance, but can end up saving you from the steep food and drink prices that often accompany the festive rush,’ Stellamaris says.

Standout destinations

Based on this year’s booking patterns at the company, several international destinations are standing out for Kenyan travellers. ‘Turkey is having a moment, especially the Istanbul shopping experience paired with the famous Cappadocia balloon rides. Singapore and Malaysia are also rising sharply, driven by their combination of affordability, luxury, and visa-free access.’

However, Dubai is still a favourite for its shopping festival and family-friendly attractions. Locally, Diani continues to dominate, though Stellamaris notes growing interest in Samburu and Ol Pejeta from families who want a less crowded bush alternative to the Mara.

Planning, she says, is non-negotiable. Ideally, travellers should book three to four months in advance by August or September. ‘By early November, flight prices for festive dates typically jump by 30 to 50 percent,’ she notes, adding that anyone booking this late will need to stay flexible or prepare to pay more.

The most common mistakes travellers make are surprisingly avoidable. ‘One is attempting to replicate long online itineraries into much shorter trips, which leaves little room to rest or enjoy the moment.’

Another is overlooking travel insurance, something Stellamaris stresses is essential amid rising reports of cancellations and medical emergencies abroad. ‘Hidden costs, such as transfers, park fees, and city taxes, also catch many by surprise,’ she adds.

Balancing cost, convenience, and experience, she explains, is often about strategy rather than sacrifice.

‘Flexibility with dates makes a difference; flying on Christmas Day, for instance, is often cheaper than flying two days earlier. Travellers should consider using a curator or tour agent. Agencies often have negotiated rates and blocked hotel rooms that are not available on public booking platforms. And mixing high and low options, such as a short luxury stay followed by standard accommodation, allows for comfort without overspending.’

Different types of travellers should prioritise different things when choosing destinations. Families benefit from direct flights and hotels with children’s Clubs, along with easy access to medical facilities.

‘Couples prefer adults-only wings or resorts where privacy feels like a luxury in itself. Solo travellers should place safety at the top of their list, while group tours are great for meeting people, and destinations like Bali or Cape Town offer strong solo-friendly cultures,’ Stellamaris says.

She also points to destination gems that remain underrated. ‘Locally, Meru National Park is a standout, wild, beautiful, and far quieter than its more famous counterparts. Western Kenya, too, is emerging as an exciting festive destination with lakeside resorts and rich cultural experiences.’

Internationally, Albania is fast becoming the ‘Maldives of Europe’ at a fraction of the cost of Italy or Greece. ‘And for those seeking a quieter slice of Zanzibar, Pemba Island offers all the beauty without the crowds of Nungwi,’ she adds.

Urbanus Mbili Ngao, the founder and CEO of Urbann Vacations, says Kenyan travellers are becoming far more deliberate about where they go and why. He notes that the decision often begins with four simple but decisive considerations: how well a destination fits one’s needs, safety and how much the overall trip will cost.

The Asia appeal

From his point of view, the pattern in recent bookings reveals a strong shift toward Thailand, Malaysia, Singapore, Bali, Vietnam and Cape Town.

‘Their appeal comes down to convenience and peace of mind. Many of these places are visa-free for Kenyans, are widely regarded as safe for women and children, and also offer lively nightlife scenes that travellers find attractive,’ he explains.

He recommends planning six months before travelling, ideally between June and September, to secure reasonable prices and preferred hotels before demand spikes.

Urbanus points out that people sometimes choose destinations simply because they are trending or because someone else enjoyed them, without checking whether the experience aligns with their own interests.

‘Others miscalculate the full cost of travel, end up in hotels that are not a good fit, or expect more than the property can realistically offer. The idea that a cheaper option always guarantees better value is a mistake that often leads to disappointment.’

Different types of travellers have different needs. ‘Thailand may not be ideal for families with young children because of the nudity and sex-related activity visible in some areas. Couples should look for places that match the occasion, whether it is an anniversary, honeymoon, or birthday, while families benefit most from hotels that are genuinely child-friendly,’ he notes.

Solo travellers, meanwhile, he says, tend to enjoy destinations that offer a good mix of activities.

Emerging local gems

Looking beyond international hotspots, Urbanus believes travellers should also pay attention to emerging local gems. ‘Kajiado and Machakos counties are seeing new resorts that make for convenient short-drive getaways, and the Coastal region continues to introduce new properties that work well for families.’

For Maurine Kabu, the Managing Director of Adequate Safaris, choosing a festive season destination in 2025 begins long before tickets are booked. She believes the first step is to understand the kind of holiday mood you want, because it should guide the destination you settle on.

‘Travellers should also pay attention to what a destination offers over the festive period, especially for those who enjoy experiencing local Christmas traditions,’ she says, adding that the travel and tour company you choose plays a key role in whether the journey unfolds smoothly.

She says current booking trends reveal a clear pattern in how Kenyans are travelling this year.

Tourism activities tend to begin in central Kenya, which acts as the logistical hub. Interest is also spreading more widely to Western Kenya, she says.

Parts of northern Kenya, including Lewa Conservancy, Laikipia and Samburu National Park, are also drawing more attention. ‘Meanwhile, southern Kenya continues to attract steady traffic, offering views of Mount Kilimanjaro before leading travellers toward the south-eastern coast.’

When it comes to timing, Maurine notes that festive travel requires more than simply securing a flight and hotel room.

‘Planning should be approached carefully, especially for travellers hoping to tick off specific experiences. The ideal timeline varies depending on the type of trip; most agencies advise travellers to book their destinations and accommodation three to six months in advance,’ she says. This window not only gives time to make clear decisions, but also allows travellers to consult a travel company if they are unsure about where to go.

Women and solo travels

Maurine says many solo travellers are women who make up eleven percent of the travel market. Destinations such as the Maasai Mara National Reserve, Diani Beach and Amboseli National Park are among those they might consider.

Other underrated local destinations that are worth considering this festive season include Lake Chala, also known as the ‘Secret Crater Lake’ between Kenya and Tanzania. ‘Maralal dubbed ‘The Wild North’s Best-Kept Secret’ always feels like stepping into a different world each time you visit the place,’ she says. ‘Nguruman Escarpment, Lake Bogoria and Chyulu Hills are a hidden paradise for adventure.

She adds that some international destinations continue to grow in popularity, with Dubai, Malaysia and Singapore standing out as places Kenyans should consider this festive season.

Kenya wants the World Bank to quicken its disbursement of a Sh96.7 billion ($750 million) loan even as it is caught in a rush to meet key performance targets allowing for the release of the funds.

The National Treasury is hoping to receive the funds –which have been delayed– earlier than March 2026, the same time when the multilateral lender has indicated it will make the disbursement.

Kenya has failed to meet 11 key conditions to enable the release of new financing from the Washington DC development-focused lender, resulting in the freeze since the 2024/25 fiscal year which ended in June.

‘We still expect about $750 million from the World Bank’s DPO seven (a type of financing that supports a country’s policy and institutional reforms) and we are still concluding discussions on the targets to be met,’ Treasury Cabinet Secretary John Mbadi said on Thursday.

‘The World Bank is talking about March, but we have told them that we may need the money earlier, so we are trying to fast track the funding.’

Last month, the lender listed seven laws and four policy reforms it wants implemented before it can release the funds.

The World Bank wanted Kenya to amend its Competition Act to strengthen regulations that will control the operations of firms with dominant market shares.

It also wants Kenya to allow refugees to register for mobile telephony services and M-Pesa and enact policies that ease urban traffic congestion including pushing city dwellers to use rail transportation.

The lender also wants a policy on the issuance of sovereign sustainability bonds and a full use of e-procurement to curb graft in the purchase of goods and services in government.

All government bank accounts must also be housed at the Central Bank of Kenya (CBK) and instead of being spread across multiple commercial banks.

The World Bank previously froze the disbursement after Kenya failed to pass key legislation to prevent the conflict of interest within the public service.

Kenya has since met the demands after Parliament passed a new Conflict of Interest Bill and the Social Protection Bill but is yet to publish subsequent regulations.

‘Outstanding prior actions include further implementation of the Treasury Single Account (TSA) and e-government procurement, and a framework for faster approval of County Government Additional Allocations Bills,’ a World Bank spokesperson told this publication earlier.

‘(Other prior actions include) regulations to the Conflict-of-Interest Act, regulations to the Social Protection Act, regulations to the County Licensing (Uniform Procedures Law), amendments to the Competition Act, updated Kenya Information and Communications Regulations, the urban transport policy, amendments to the Forest Conservation and Management Act and the sovereign sustainability-linked financing framework.’

The discussions with the World Bank happen amidst similar talks with the International Monetary Fund (IMF) as Kenya seeks to unlock a new funded facility from the fund.

The Treasury does not however deem financing from the IMF as critical, terming it a windfall a deal that is to be reached in the current financial year.

‘Our borrowing plan for the 2025/26 financial year remains is on course and we are not worried at all,’ said Mr Mbadi.

We often throw caution to the cold, dark wind of December when it comes to spending. The cost-of-living crisis may slip our minds amid the razzle-dazzle of Christmas. We just want a moment to enjoy ourselves, to forget about the winter gloom. It’s natural for us to behave this way. Our brains are wired for it.

People in the UK spend on average an extra £700 at Christmas. The UK Office for National Statistics show increases of between 15 percent and 100 percent in the sale of books, music, computers, phones and electrical products, clothing and shoes, cosmetics and toiletries, food and alcohol in December.

But neuromarketing, a field of neuroscience that understands the way our brains respond to products, can help us to resist the urge to overspend.

The reasons we buy so much at Christmas are largely unconscious and emotional. For example, our brains are wired to avoid being left out. Social bonds were vital to our ancestors’ survival so when everyone else seems to be buying stuff and enjoying themselves at Christmas, we are motivated by evolutionary impulses to want to join in.

Our desire for new things, even when they have no intrinsic value, has evolutionary roots too. Finding and keeping new information and objects make us feel like we’re reducing uncertainties about the future. So marketing a product as the ‘latest’ version of its kind can make it seem irresistible.

Brain signals (neurotransmitters) alter our behaviour too. Dopamine drives our motivation and impulsivity for rewards. Oxytocin drives our sense of belonging, which can be stimulated by buying the same things as our friends. And cortisol levels may rise if we fear missing out.

These neurotransmitters direct our gaze when we look at adverts of products, holding our attention and then making us want to feel the reward of buying.

In July 2025, researchers reviewed three years of eye-tracking data of study participants looking at the top 50 most attention-grabbing Christmas ads.

They found heart-rending stories are great for capturing our attention, which make us more likely to buy the product. Images featuring emotional icons and cues such as popular celebrities, or lovable cartoon characters distract us. Distraction is known to stop us thinking about future goals (like saving money).

Why your willpower seems to evaporate

The 1970 Marshmallow Test on delayed gratification, developed by psychologist Walter Mischel, suggested that young children who could resist eating a marshmallow while the experimenter left the room would have more discipline in adulthood because their brains were wired for better self-control.

But a 2018 replication of the test found that family background and economic situation were the key factors in whether children and later adults could delay their gratification and be less impulsive (resist eating the marshmallow).

So, if there is unrest in the family or money is tight at Christmas, this could lead to faster, impulsive decisions and paradoxically over-spending on larger quantities of items we don’t really need or want.

Psychological research suggests that our willpower is most depleted when we are tired, if we have a lot to think about, or if we are cold and in need. It is a bit like overworking a muscle that needs constant energy.

This is the perfect formula for distraction at Christmas. We think of all the family and friends to buy gifts for and seek solace in the comfort of nice goods and experiences at Christmas.

All this overloads our cognitive control system in the prefrontal cortex – the front part of the brain under the forehead that helps us to control our behaviour by thinking about our long-term goals. And the prefrontal cortex connects directly to the reward centre of the brain. So if the prefrontal cortex is overloaded, the dopamine-driven, fast and impulsive reward responses are likely to take over.

Fast, impulsive thinking and slow, deliberate thinking are both part of the brain’s natural activity. Christmas shopping plays on this fast, impulsive thinking. Think of time-limited deals and the sense of crisis if a child or loved one loses out on a much-desired gift.

Nevertheless there are ways we can strengthen our willpower to enjoy the season with a sense of balance. The key is becoming conscious of our emotions and our actions. The more we consciously notice our impulsivity, the better we will be at controlling it next time.

You could start right now by noting down any impulsive purchases you have made over the last week or month. And next time you go to buy something, ask yourself whether you are using slow or fast thinking.

And since the prefrontal cortex system is like a muscle that can be trained to be stronger.

Cognitive training on the run up to Christmas may help strengthen your resolve. Think of playing chess online, or sudoku, or reading one of the books you might have been given last Christmas. Puzzles, reading, meditation practices that slow the mind, can all strengthen your brain’s circuits, and maybe help to be less impulsive this year.

And what about if you’re reading this while you’re in a cafe, taking a break from Christmas shopping? You can review your shopping list (or write one before you leave home) and reaffirm your plans.

Remind yourself to stick to the list and budget no matter what. Research shows that planning and setting intentions prevents impulsive responses, especially if people plan a contingency in advance about what they will do if they spot a bright, shiny bargain.

If you can rein in impulsive Christmas purchases now, your future self will thank you for it.

The operator of the Ritz-Carlton Maasai Mara safari camp, a luxury hotel charging guests $3,675 (Sh476,647) per night, has opposed the withdrawal of a petition seeking its closure, arguing that only a full hearing would clear its name after months of damaging public scrutiny.

Lazizi Mara Limited contends that allowing the petitioner to abandon the case would leave unresolved allegations that have harmed the reputation and commercial viability of one of Kenya’s most high-profile luxury tourism investments.

The request to withdraw the case was presented before the Environment and Land Court in Narok on Wednesday after conservation activist Joel Meitamei Ole Dapash, the petitioner, instructed his lawyers to file a formal notice.

The petition, which also named global hospitality brands JW Marriott and Ritz-Carlton as respondents, alleged that the camp obstructs wildlife migration corridors and violates constitutional protections for ecosystems.

However, the petitioner’s advocate informed the court that discussions among stakeholders since the filing of the petition had led to progress in addressing the concerns.

‘We received instructions from the petitioner that there have been constructive conversations between various parties regarding the concerns raised,’ the advocate said. ‘He is satisfied that the issues are being resolved and has instructed us to withdraw the petition.’

The advocate urged the court to mark the matter as withdrawn without imposing costs.

However, Lazizi Mara Limited opposed the withdrawal, insisting that the case proceeds to a full hearing to clear its name after months of negative publicity.

The company’s advocate warned that withdrawing the case would leave damaging allegations unresolved.

The Lazizi Mara lawyer informed the court that his client had faced prolonged vilification due to claims of environmental violations.

‘The petition was filed in August, but we were served three months later,’ the advocate said.

Read: Luxury Maasai Mara camp, activist in legal battle

The court will review the withdrawal notice and submissions from all parties before issuing a decision.

‘The matter has been debated publicly for months, and my client has been vilified not just locally but globally,’ he added.

He argued that since the case was filed in the public interest, the court should not permit a simple withdrawal without scrutinizing the claims.

Lazizi seeks a judicial determination confirming that no laws were violated in developing and operating the camp.

‘We want the court to rule on whether our client is at fault. Otherwise, these allegations will continue to cast a shadow over our operations,’ its advocate added and urged the judge to prioritise pending applications, including one seeking conservatory orders and contempt of court proceedings against the petitioner.

The legal dispute follows a statement by the Kenya Wildlife Service (KWS) two weeks earlier, clarifying that the luxury camp does not obstruct the wildebeest migration path, contrary to claims in the petition.

The Ritz-Carlton Maasai Mara camp, operated by Lazizi Mara Limited under the Marriott International brand, opened in August and positions Kenya as a premier destination in the global luxury safari market.

The dispute centers on allegations that the camp was unlawfully constructed and poses ecological risks to the Maasai Mara ecosystem.

In court filings, Lazizi Mara maintained that it secured all necessary approvals from regulatory bodies, including the National Environment Management Authority (Nema), Narok County Government, and the Water Resources Authority.

The company emphasized that the project sits on leased county land, not within the Maasai Mara National Reserve.

Lazizi argued that the case threatens jobs, community revenues, and Kenya’s reputation as a premium tourism destination. The facility employs over 200 people and expects to contribute billions of shillings in taxes and tourism-related revenue.

Despite Lazizi’s assurances, environmental groups remain uneasy. A lawyer representing the East African Wildlife Society as an interested party opposed the petition’s withdrawal, arguing that environmental disputes should not be abandoned lightly.

‘An environmental matter like this cannot simply be withdrawn. What happens to the public interest?’ he questioned.

The Law Society of Kenya (LSK) also sought to join the case as an interested party, citing Constitutional provisions allowing judicial discretion in such matters.

‘Nothing prevents my client from filing a fresh petition if necessary. We are prepared to proceed if permitted,’ the LSK lawyer said.

Other respondents took differing positions. The Narok County Government did not object to the withdrawal and urged the court to terminate the petition.

In response, the petitioner’s lawyer reiterated that forcing a satisfied petitioner to continue would abuse court processes.

‘This court cannot compel a party to proceed once their concerns have been addressed,’ he argued.

Nairobi’s healthcare performance has risen by 6.3 points over the last five years, lifted by more investments in modern diagnostics and treatment and competent staff, marking a steady recovery from pandemic-era stagnation.

Latest analysis by Numbeo, a global research database that tracks the quality of life shows that Nairobi recorded a Health Care Index of 62.8 in 2025, up from 56.5 in 2020.

The Health Care Index is a composite metric that measures the overall quality of healthcare systems based on factors including medical staff competency, equipment quality, service speed, cost, and accessibility. Scores range from 0 to 100, with higher values indicating better healthcare performance.

Nairobi scored highest on convenience of location at 75 percent, a reflection of its dense urban geography and relatively accessible network of health facilities compared to many African cities-a critical advantage for residents who can reach care without lengthy travel.

‘Medical staff competency earned solid confidence at 63.64 percent, while modern diagnostic and treatment equipment scores even better at 67.23 percent,’ said Numbeo.

Beyond clinical capabilities, administrative professionalism has also improved.

Accuracy in medical record-keeping and staff friendliness both register at 69.52 percent, signaling better patient experiences and more streamlined processes in healthcare institutions-improvements that reduce medical errors and enhance trust in the system.

However, operational challenges persist and continue to frustrate patients daily. Speed in completing examinations and reports sits at 59.59 percent, while responsiveness around waiting times lags at just 51.35 percent, pointing to an evidence of congestion and workforce strain that force many residents to spend hours in queues or seek care in the private sector.

Cost satisfaction remains moderate at 56.42 percent, reflecting growing affordability pressures as inflation and out-of-pocket expenses continue to rise, pushing healthcare further out of reach for lower-income households and threatening to deepen health inequalities across the city.

The city was ranked fourth in Africa, slipping from third position, after Namibia surged ahead with a score of 67.4. Globally, Nairobi was position 211. Cape Town and Pretoria, in South Africa, continue to lead the continent with Health Care Index of 68.8 and 66.5, respectively.

The Numbeo statistics come at a time when county hospitals are reporting long queues in outpatient departments, with patients left sitting on benches facing slow services and extended waiting times.

This, together with unsustainable insurance coverage, continues to leave patients stranded and forced to pay for care out of their own pockets.

‘What is a cynic? A man who knows the price of everything and the value of nothing’ said Oscar Wilde.

What is the value of value? Is noticing that chattering voice in your head a valuable insight? Do you pay a price for listening to the cerebral noise? Is money the defining technology of our time? Does money shape us, or is money simply a tool?

‘Create and capture value’ is the essence of business success.

With fast moving constant change, it’s not uncommon to find what was once a service or product with a price tag, is now available for free. Prime example would be WhatsApp, a platform providing the ability to communicate globally, for the cost of credit.

Ability to learn just about anything in business is there for free on YouTube. World-class, free online courses from top universities – like Harvard and Stanford – and organisations like, for instance, Google, Khan Academy, Deep Learning AI, and the World Bank are a few clicks away.

It’s no longer possible to whisper ‘sweet nothings’ and say, ‘look at me, aren’t I wonderful’ with a newly minted degree. Today, one has to be able to create tangible value from the beginning to grab an employer’s or buyer’s attention. Talking fluffy jargon and creating hype, no longer works.

Valuable business insights that in the past had a price tag, are now available at just about no cost, using the smartphone in your pocket. Catch is the ability to take the ideas – concepts and turn them into a profitable reality. ‘Make something people want.’

Too many entrepreneurs invest a lot of time and money in creating a product that buyers are not ready to pay for. Best to run tiny low cost experiments, constantly pivoting, evolving and adapting.

Thinking about thinking

One of the most valuable insights is in asking the question – Are you that little voice in your head? Which voice you ask? Well, that one that is talking to you right now. One of the most treasured age old insights is to realise that you are not that voice in your head.

Helps to consider that perhaps you are the observer, the listener, the consciousness that notices that voice, that noise. It’s impossible to shut off that ‘monkey mind’ that constantly leaps from one stand of thought to another.

‘Your brain, fundamentally, is a three-pound lump of meat, just another biological organ concerned with your survival. The product it produces to aid with that altruistic purpose is thought. Although, as a race, we humans have managed to push our brains to the point where they have created iPhones and built civilisation as we know it, the original function those brains were designed for is entirely focused on keeping us alive.

‘To do that, our brains analyse the world around us, turn our complex environment into simple concepts that we can grasp and then turn those concepts into words (the only building block of knowledge we can comprehend). With this knowledge, we can make the all-important decisions needed to survive, and then implement those in the form of orders given to the different parts of our bodies so we can remain safe. That’s it, really.

Your brain is your inner voice. It’s the one telling you what’s going on and suggesting how things should be. It is the one making all the noise,’ writes Mo Gawdat, the former chief business officer of Google X in his 2022 book: That Little Voice in Your Head.

Quieting the noise

Amid uncertainty and chaos, Ray Dalio who founded Bridgewater Associates in 1975 has credited one daily practice giving him the ability to quiet the noise, and succeed in the face of relentless unpredictable change: meditation.

Bridgewater Associates, one of the world’s largest hedge funds, is known for its systematic global macro approach, and unique transparent corporate culture has roughly $124 billion of assets under management.

It’s not uncommon to find market leaders, across the spectrum practicing mindfulness. Essentially, the ability to create a sense of calm and space, just observing the constant chatter of the mind for what it is – noise.

We associate money with the longer term goal of getting wealthy – often based on a bright product idea. To do this, one has to ask ‘Is this authentic to me?’ And then, as Silicon Valley sage, Naval Ravikant points out, how can one turn the bright idea into a product in demand? How can it be scaled? What is the leverage being used? Is it labour, capital, code, or with media?

Money, a defining technology

‘Over the past 5,000 years, money has profoundly altered humanity and our relationships with each other and with the rest of the planet. It is arguably the defining technology of Homo Sapiens. We have co-evolved with money: we have shaped money, but money has also shaped us. Unlike other technologies, money is ephemeral. It resides in our heads, representing value, but it is intrinsically valuelessFor money to work, a leap of mental abstraction is required. Counter intuitively, money is valuable not when it is scarce but when it is abundant. In this sense, money resembles another wondrous human technology: language. Both money and language are crowd phenomena,’ writes David McWilliams in Money: A Story of Humanity that will have you thinking differently about the medium of exchange.

‘The central property of money – that of representing universal value, understood and accepted by everyone – is one of the foundation stones of organised societies today. Money has proved to be one of the most seductive enduring ideas of the past five millennia. Over time, all other ways of organising complex human societies – whether it be land-based feudal systems, aristocratic hierarchies or communist nirvanas – have ultimately been replaced by societies are based around money,’ writes McWilliams.

Who does not want to be a business success? But perhaps, we have it backwards? In the illusive search for wealth symbolised by money, with all those zeros on a screen — the first step is asking: How does one create value?

“Try not to become a person of success, but rather try to become a person of value,” advised Albert Einstein.

State corporations failed to pay Sh26.8 billion in salaries and remit Sh39 billion in health insurance contributions between July and September 2025, undoing the progress made in settling pending bills.

New details show that unpaid salaries by the entities grew from Sh10.5 billion to Sh37.3 billion, while their unremitted health insurance contributions rose from Sh125 million to Sh39 billion during the three months.

The rise in the unpaid dues was one of the main reasons why the national government’s pending bills rose by about Sh600 million during the July-September 2025 quarter, despite huge settlements in other areas, the Controller of Budget (CoB) has revealed. CoB Margaret Nyakang’o budget report for the period notes that overall pending bills for the national government rose from Sh524.8 billion in June to Sh525.4 billion in September.

‘This comprised Sh406.49 billion (77 percent) for State corporations and Sh118.94 billion (23 percent) for MDAs (ministries, departments and agencies),’ Dr Nyakang’o said. A review of the report shows that since June 2025, when the 2024/25 fiscal year ended, overall State corporations’ pending bills rose by Sh2.2 billion.

While huge payments were made towards pending bills owed to contractors and unremitted pensions, accumulation of new unpaid bills offset these gains, an analysis of the COB reports shows.

For instance, the State corporations remitted Sh32.1 billion worth of pension arrears as of June, lowering the unremitted pension burden by 92.5 percent to Sh2.6 billion in September.

The State agencies also reduced debt owed to contractors by Sh15.2 billion during the three months, bringing the burden down to Sh195.8 billion by the end of September.

However, the payment of Sh47.3 billion worth of pending bills during the three months was neutralised by an accumulation of new arrears, mainly in the pay-as-you-earn (PAYE) taxes, Sacco and National Social Security Fund (NSSF) contributions.

PAYE arrears increased from Sh23.4 billion to Sh25 billion, unremitted Sacco contributions went up by Sh8.6 billion to Sh10.9 billion, and unremitted NSSF contributions increased by 40 percent to Sh898.7 million.

Overall, State corporations had pending bills totalling Sh406.5 billion in September, while MDAs had Sh118.9 billion.

The CoB reported that MDAs’ pending bills dropped from Sh120.5 billion as of June 2025.

‘MDAs’ Trade Payables (Pending Bills) comprised Sh76.34 billion (64 percent) for recurrent expenditure and Sh42.6 billion (36 percent) for development expenditure,’ the CoB said.

The office notes that MDAs’ pending bills include payments due to contractors/projects, suppliers, unremitted statutory and other deductions and pension arrears for the Local Authorities Pension Trust.

The Treasury indicated that the arrears as of September did not include bills under litigation, noting that they are being handled by the Attorney-General.

‘The highest percentage was for contractors/projects (Sh195.85 billion), at 37 percent, followed by National Hospital Insurance Fund (Sh39.6 billion), at eight percent, and personnel emoluments arrears (Sh37.35 billion), at seven percent,’ the report says.

British multinational company Diageo Plc has agreed to sell its entire 65 percent stake in East African Breweries Limited (EABL) and its holding in the spirits maker UDV Kenya to Japanese beverage firm Asahi Group Holdings in a deal worth $2.3 billion (Sh296.6 billion), net of tax and transaction costs.

Asahi will take full control of Diageo Kenya Limited, the investment vehicle through which the British firm holds the EABL stake. Asahi will also takes ownership of Diageo’s 53.68 percent holding in UDV Kenya. EABL owns the remaining UDV Kenya stake and also has management control of the unit.

The deal is subject to regulatory approval.

The transaction values EABL at Sh618.9 billion ($4.8 billion), which is 3.1 times the company’s current valuation of Sh198.78 billion at the Nairobi Securities Exchange (NSE).

Diageo is exiting EABL less than three years after raising its stake to 65 percent from 50.03 percent in a deal valued at Sh22.7 billion.

‘This transaction delivers both significant value for Diageo shareholders and accelerates our commitment to strengthen our balance sheet. We remain committed to returning the group to well within our target leverage ratio range of 2.5 – 3.0 times through disposals of non-strategic, non-core assets,’ said Diageo Plc interim chief executive officer Nik Jhangiani.

‘We are excited to partner with Asahi through the licensing of Diageo brands in the region going forward.’

As part of the deal, Diageo says it has entered into long-term licensing agreements with EABL to secure the continued production and distribution of Guinness, local spirits and ready-to-drink brands, as well as the distribution of its international spirits.

The transaction forms part of Diageo’s broader strategy of shedding non-core assets, which has seen it exit major African beer markets.

In April, it sold its entire stake in Seychelles Breweries Ltd, an 80.4 percent stake in Ghana Breweries and last year ceded a 58.02 percent stake in Guinness Nigeria. This followed exits in Ethiopia and Cameroon in 2022.

Asahi Holdings, which is listed on the Tokyo Stock Exchange, produces a diverse range of beer, alcohol, and non-alcoholic beverages, and food brands. The company maintains a presence in Japan and East Asia, Europe, and the Asia Pacific, with annual revenue of $19 billion (Sh2.45 trillion).