Kenya’s PPP projects need the leadership of development finance

Kenya is entering a defining moment in its infrastructure journey. The demand for modern transmission lines, logistics hubs, public housing, digital infrastructure and integrated mobility systems is rising faster than ever.

Yet the country’s fiscal constraints and rising debt-servicing costs mean that the traditional model, where government borrows and builds is no longer sustainable. This is not unique to Kenya; it is a reality facing many emerging markets. But within this challenge lies an opportunity.

The next phase of Kenya’s infrastructure transformation will be built through well designed Public-Private Partnerships (PPPs). PPPs offer a practical model for delivering essential public assets by mobilising private-sector capital and expertise, while ensuring that projects remain publicly purposed and publicly anchored.

However, PPPs do not succeed simply because the model exists. They succeed when they are well structured, well governed and widely trusted. This is where Development Finance Institutions (DFIs) must now step into a leadership role.

DFIs are uniquely positioned to guide Kenya’s PPP evolution for several reasons. First, they bring credibility into a politically sensitive space. The single biggest barrier to PPP adoption has rarely been technical capacity; it has been public perception and political trust.

PPPs are often misunderstood as a form of privatisation by stealth, especially when citizens fear higher tariffs or opaque contracting. Because DFIs are neutral, transparent and mandate-driven institutions with stringent governance standards, their involvement can immediately shift sentiment.

When DFIs anchor PPP structures, they introduce predictable procurement frameworks, enforce transparency and accountability, set clear value-for-money principles, and apply strong environmental, social and governance safeguards. These elements are essential for building widespread public acceptance.

Second, DFIs have deep expertise in structuring risk appropriately. PPPs often fail when risk is allocated to parties who cannot manage it effectively.

DFIs, through decades of experience across global markets, understand how to design blended finance structures, deploy guarantee mechanisms and create balanced risk-allocation frameworks.

Their involvement allows PPPs to be bankable, to protect the public interest, to mobilise private capital confidently and to remain affordable and sustainable over the long-term.

Third, DFIs can unlock Kenya’s substantial pool of local institutional capital. With over Sh2.5 trillion in assets under management, the pension industry represents patient, long-term capital that can be directed toward national infrastructure.

Yet pension funds are understandably cautious and will not make the first move unless a credible institution reduces early-stage uncertainty.

A DFI-anchored PPP pipeline can provide first-loss protection where appropriate, offer partial risk guarantees, establish long-term tariff or availability-based payment frameworks, strengthen governance oversight and ensure robust monitoring and evaluation. Such a structure gives local investors confidence to participate in nation-building.

Fourth, DFIs are capable of unifying policy, financing and market confidence. Kenya already has a strong PPP Act and an evolving regulatory environment. What is missing is an institution that can sit at the centre of the ecosystem; where policy, project preparation, financing and private-sector mobilisation converge and ensure that the pipeline is cohesive, consistent and executable. By mandate, DFIs are designed to perform exactly this bridging function.

Finally, PPPs need a champion who can help create widespread public acceptance. Kenyans care deeply about service delivery, transparency, fairness and affordability.

DFIs can design PPP frameworks that embed clear social-impact metrics, affordability safeguards, transparent tariff-setting formulas, performance-based payment structures and open contracting principles. When these elements are in place, PPPs become pro-citizen rather than anti-citizen. They gain popular support.

If Kenya is to achieve large-scale infrastructure transformation without expanding its debt burden, PPPs must move from the margins to the mainstream. That transition requires leadership grounded in financial innovation, policy alignment, governance discipline and public trust.

DFIs are uniquely equipped to play this role. By stepping forward, DFIs can help Kenya build infrastructure that is financially sustainable, publicly accepted, climate-aligned, socially equitable and institutionally sound.

This is no longer simply about financing individual projects; it is about shaping a new infrastructure development model for the country. The institutions bold enough to lead this shift will define Kenya’s trajectory for the next generation.

More passport processing centres lined up to curb Nyayo House congestion

New passport application centres are set to be established in Nairobi and several counties across the country in a move aimed at ending the chronic congestion at Nyayo House.

The Interior Ministry proposes new centres in Westlands, Upper Hill, Makadara, Kiserian, Athi River, and Thika amid increased demand for key travel documents such as passports as Kenyans pursue job and education opportunities abroad.

It also recommends decentralising passport services to Malindi, Voi, Kwale, Isiolo, Machakos, Lodwar, Narok, and Siaya counties to ease pressure on Nairobi and reduce long-distance travel for applicants.

The proposals mark a shift from piecemeal interventions at Nyayo House towards a structural redesign of Kenya’s overstretched passport issuance system.

The Immigration Services headquarters has, in recent years, struggled with runaway demand and repeated incidents of operational breakdowns, turning the building into a symbol of bureaucratic paralysis.

The pressure on the system has been more pronounced in the past months, driven by government-backed labour migration programmes as well as general higher international mobility by Kenyans.

Immigration data shows daily passport demand now averages about 5,000 applications, translating into more than 1.8 million annually.

These numbers have overwhelmed the existing infrastructure, contributing to backlogs that previously topped 700,000 applications and spiked after sustained system outages.

This demand has routinely outstripped the State’s capacity to procure passport booklets, forcing the government last year to enlist the National Intelligence Service (NIS) to secure supplies amid a global shortage of printing materials.

In March last year, the then Interior Cabinet Secretary Prof. Kithure Kindiki told Parliament that the immigration department required three million passport booklets every 90 days against an available supply of just 1.5 million.

Despite the intervention, the system continued to choke under the strain, with a major collapse in April last year halting receipt and collection services and pushing the backlog towards one million applications.

Early this year, Treasury moved to stabilise the fiscal standing of the department by allowing it to retain a fifth of its internally generated revenue, before later raising its budget for the financial year ending June 2025 to Sh20.1 billion in supplementary allocations.

The planned decentralisation of the application centres, especially to the counties, could mark the first real attempt to bring passport services to underserved regions, reducing the need for cross-country travel and cutting waiting times for rural applicants.

Higher immigration fees introduced last year-such as raising the cost of a 34-page passport to Sh7,500-have dramatically increased government collections, offering new revenue that can be reinvested into the mapped-out service expansion.

The Treasury in February this year apportioned an additional Sh5.9 billion to the State Department of Immigration and Citizen Services to boost the issuance of key documents, including e-passports, electronic travel authorisation, and third-generation identity cards.

The additional funds provided through a supplementary budget raised the department’s overall budget for the financial year ended June 2025 to Sh20.1 billion, up from Sh14.3 billion.

HF employees to get 5pc stake in stock compensation scheme

HF Group is set to issue 94.27 million shares to be granted to employees under its employee share ownership plan (Esop) that allows them to get up to five percent stake in the firm.

The lender said on Thursday the shares will be issued and listed on the Nairobi Securities Exchange (NSE) following the approval from the Capital Markets Authority (CMA) on November 27 this year.

‘The shares will be allotted to the Esop under the company’s incentive programme and in accordance with the Esop Trust Deed,’ said HF in a statement.

‘Such shares will be issued to eligible employees for such consideration and such terms as is established in the Esop Trust Deed and Rules.’

An Esop is a benefit plan that gives employees an ownership stake in the company -often through shares or stock options designed to retain and motivate staff.

Companies set up a trust to hold and allocate shares based on criteria like tenure or performance.

Esops aim to motivate employees and align their interests with the company’s shareholders by providing them with a stake in its success.

The new HF Esop will see eligible employees allotted new ordinary shares with a par value of Sh5 each.

HF shareholders first approved the setting up of a new Esop in May 2023 but lapsed, forcing it to bring the item afresh on the AGM agenda.

The new approval allows HF board to allocate the Esop shares in phases within a period of five years, with a condition that the maximum number of shares held by the Esop shall not at any one time exceed five percent of the issued share capital of the company.

The Esop will see the nominal share capital of the company increase from Sh9.999 billion comprising 1.999 billion ordinary shares of Sh5 each to Sh10.47 billion. The new shares will rank equally with the existing ordinary shares of the company.

HF shares opened Thursday trading at Sh9.52 at the Nairobi Securities Exchange. Companies with stock-based compensation programmes typically issue the shares for free or at a discount to reward the employees as well as encourage participation in the schemes.

Other companies such as Safaricom buy shares in the open market and allot them to staff for free.

HF previously disclosed that the Esop is open to staff who are through with probation and have been confirmed as employees.

Gender violence costs Kenya’s private sector Sh96bn, IFC says

Kenya’s private sector loses about Sh95.5billion annually due to gender-based violence and harassment (GBVH), a survey by the International Finance Corporation (IFC) has said.

The loss is attributable to absenteeism or presenteeism, where workers are physically at work but may not be able to fully perform their duties and are more likely to make mistakes on the job.

‘Across Kenya’s private sector, the total annual cost of GBVH is estimated at: Sh95.5 billion ($0.71 billion) – equivalent to approximately 1 percent of GDP. This includes: Sh67 billion in productivity losses and Sh28.5 billion in direct HR-related costs,’ the IFC said. ‘These losses manifest through absenteeism, presenteeism, turnover, decreased morale, and rising environmental, social, and governance (ESG) and legal compliance risks,’ it added.

The agency said that Kenya’s private sector employees facing GBVH lose up to Sh92,185 and 24.3 days per annum compared to those who remain silent.

‘Employees who experienced GBVH lost an average of 24.3 working days annually, valued at Sh92,185 ($683.76 at the time of the survey) per employee,’ said IFC.

‘The costing analysis shows that GBVH is associated with substantial productivity losses and financial costs at both firm and economy-wide levels,’ it added.

At least a third of the respondents, who included a total of 3,523 employees from 26 companies, participated in the IFC study, cited experiencing one or more forms of GBVH, and 53.6 percent observed it at work.

The most reported forms were verbal harassment (19 percent) and threats to job security (17 percent).

The IFC notes that 35 percent of respondents said they were perpetrators of gender-based violence against employees at work due to an enabling culture.

‘[Some] 35 percent of respondents acknowledged engaging in behaviour constituting GBVH- highlighting its cultural normalisation in workplaces.’

Women, junior and support staff, employees on short-term contracts, and those working in construction and financial services faced the highest vulnerability, with over half (57 percent) of the cases involving persons in authority.

More than eight in ten (86 percent) cases were unreported due to fear of retaliation, stigma, and lack of trust in reporting pathways.

The IFC lists GBVH forms as technology-facilitated, sexual, workplace violence, bullying, intimate partner, and physical violence, among others.

The United Nations says the main drivers of GBV include harmful gender stereotypes and patriarchal norms that view women and girls as inferior or as property, although it can affect anyone, including men, boys, and LGBTQ+ individuals.

Court backs KCB’s auction of client’s 67 acres in Nyandarua

The High Court has dismissed a 12-year lawsuit filed by a businessman challenging Kenya Commercial Bank’s (KCB) auction of his 67-acre Nyandarua farm, ruling that the lender lawfully exercised its statutory power of sale following prolonged loan default.

The court found that the trader, Jack Githae, failed to substantiate claims of fraud, illegality, undervaluation, or breach of injunction, affirming KCB’s adherence to legal procedures in selling the property.

Mr Githae had sought to nullify the December 2008 auction, cancel titles issued to the new buyer, and reclaim ownership -or alternatively receive compensation for an allegedly unlawful sale at an undervalued price.

The court rejected these demands, noting KCB’s compliance with statutory requirements throughout the process.

The dispute originated in 1992 when Mr Githae secured a Sh750,000 overdraft facility from KCB, using the Nyandarua property as collateral. The loan overdraft was for undertaking several farming and herbal medicine research projects on his respective farms.

He attributed repayment failures to financial losses from tribal clashes at his Rumuruti farms, which he claimed rendered him unable to service the loan.

By 2008, accrued interest had inflated the debt to Sh3 million -four times the principal amount. He further alleged KCB disregarded a court injunction issued a day before the auction.

However, the judge noted Mr Githae provided no proof KCB received the injunction order.

“Without evidence of service, the bank could not have knowingly violated any orders,” the ruling stated. KCB demonstrated it had issued statutory notices, furnished account statements, conducted a valuation, and advertised the property before proceeding with the sale after years of default.

The court also dismissed the borrower’s valuation dispute, rejecting his claim that the Sh4.6 million sale price grossly undervalued the property, which he insisted was worth Sh30 million.

His supporting report was deemed inadmissible due to missing authentication details. The judge upheld KCB’s contemporaneous 2008 valuation as credible.

Citing precedent, the judgment clarified that lenders exercising statutory power of sale are not trustees for borrowers and may prioritize their interests -provided they act fairly and secure reasonable market value.

“No irregularities, fraud, or collusion were proven,” the court affirmed.

The borrower’s invocation of the in-duplum rule -which limits interest to the principal amount- was rejected since the rule took effect in 2006, long after his 1992 loan agreement. The court stressed parties remain bound by original contract terms.

Even if procedural flaws existed, the judge emphasized post-auction remedies are restricted to damages-not sale reversal-and the borrower established no grounds for compensation. All his requests, including title cancellations and boundary reinstatements, were dismissed.

‘The evidence from the bank is very clear that the plaintiff defaulted and continued to default from meeting his obligations for an extended period of time,’ the court stated.

‘This was not a decision made by the defendant bank at the spur of the moment but after a series of inquiries and concerns on loan repayment.’

KenGen, Kenya Power in new deal for Muhoroni thermal plant

Kenya Electricity Generating Company (KenGen) and Kenya Power have disclosed a new deal that will see the expensive thermal power plant in Muhoroni, Kisumu County continue supplying electricity to the grid for at least a year.

The electricity-generating firm says it signed a new power purchase agreement (PPA) with Kenya Power on September 26 this year, effectively returning Muhoroni Geothermal Power Plant to the grid after being retired in mid-2023.

According to the firm, the government intervened and allowed KenGen to resume power supply from the 60-megawatt plant in October last year as an interim measure for grid stability. However, it had no formal PPA in place with Kenya Power.

The formal PPA has now been signed, giving KenGen room to continue with the supply for at least a year. The firm has not given details of how the pricing looks in the new PPA, given that the plant was one of the most expensive in the country, supplying power at Sh56.73 per unit.

‘The PPA will run for the interim period spelled out in the contract and one year from the signing date. The agreement sets out the commercial and operational terms governing the sale of electricity generated from the plant to Kenya Power,’ says KenGen in the latest annual report.

‘The signing of the PPA marks a key milestone towards the optimisation and continued utilisation of the Muhoroni facility in line with the company’s strategic objective of enhancing generation capacity and supporting national grid stability.’

KenGen had, in 2023, retired the Muhoroni plant alongside Kipevu I, booking an impairment of Sh899.76 million. The two fossil energy-powered plants had a combined capacity of 133.5 MW.

Now the power-generating company has reversed the Sh201.69 million write-off it had made on the Muhoroni plant since it is now back in operation.

The return of Muhoroni saw thermal electricity units sold to Kenya Power in the financial year ended June 2025 rise by 30 percent to 476 gigawatt hours (GWh) from 365 GWh in the preceding period.

Thermal closed the review period as the energy source with the highest jump in sales, as geothermal and wind dropped by three percent and two percent, respectively. Hydro power grew three percent to 3,448 GWh.

KenGen received formal communication from the Energy and Petroleum Regulatory Authority supporting the immediate resumption of operations at Muhoroni to bring stability to the grid amid a rise in the country’s peak demand.

The peak demand has been rising, growing by 9.9 percent to 2,392 MW in the year ended June 2025. An increased peak demand requires additional electricity production, without which power rationing sets in.

The country’s peak demand has been rising over the past five years, moving from 2,177 MW in the year ended June 2024. The peak demand stood at 1,926 MW six years ago.

Kenya Power has been warning of power rationing following a four-year freeze on new PPAs that had stopped building new generation plants. Parliament last month voted by acclamation to lift the freeze.

The freeze started in 2021 as part of the outcome of the now-retired President Uhuru Kenyatta-backed task force that was formed to review the current PPAs and recommend a strategy for reducing the cost of electricity.

The Cabinet lifted the freeze in March 2023, but Parliament initially declined to approve the decision, with MPs saying they would only allow removal of the moratorium when the Ministry of Energy puts safeguards against steep charges from independent power producers.

Visa, KCB rollout new merchants pay system

KCB Bank Kenya has partnered with Visa to push digital payments, striking a deal that allows merchants to pay for purchases using their smartphones and shift from the traditional point-of-sale (POS) machines.

The bank says the move removes the need for expensive payment terminals, cutting costs for small businesses that have long struggled to adopt digital payments due to high equipment prices.

In the new system, the technology turns smartphones into payment acceptance tools, making it easier for traders to receive card payments wherever they operate across the country. KCB says the rollout supports its wider digital strategy aimed at giving customers faster, simpler, and more reliable ways to pay and get paid in everyday commercial transactions.

‘This collaboration with Visa brings to life a powerful solution that gives every merchant the ability to accept digital payments using just a smartphone,’ said Jane Isiaho, KCB Bank Kenya director of retail and banking.

‘We’re simplifying access to payment acceptance, reducing operational costs, and empowering merchants to serve customers faster and more securely.’

The development comes at a time when millions of cards are issued yearly, yet merchant acceptance lags because many traders cannot afford or maintain conventional card payment devices. The smartphone-based acceptance is poised to reshape competition in Kenya’s payments market by offering merchants a cheaper alternative to existing digital payment channels that dominate retail transactions.

The shift is seen as important since small businesses form the backbone of the economy, yet remain heavily cash-dependent due to limited access to practical and affordable digital payment solutions.

KCB executives have committed that the bank will continue expanding support services to ensure merchants can onboard quickly, resolve issues easily, and adopt the new payment option without operational disruptions.

According to Visa, the system will particularly help informal traders, delivery workers, and service providers who need flexible, low-cost tools to accept payments wherever their customers are located.

A year of triumph and heartbreak: Julia Nechesa on leadership, loss and starting over

Julia Nechesa Shisia sits under a tree, drinking sparkling water and reflecting on how great this year has been. Until it wasn’t. She reflects on her 20-year career in financial services, which has led her to her current role as Executive Director at Absa Bank’s Bancassurance division.

A key milestone was attending the executive programme at Harvard Business School. She talks about her love for medicinal plants. For long walks in the forest. For swimming. Things she has always enjoyed, things she has enjoyed this year which, as mentioned, was going so great she rated it a 9/10 until her husband died suddenly overseas at the beginning of November.

Her days are mostly filled with grief, feeling her way in the darkness that sometimes sets over her days. She’s now a widow, but it still doesn’t feel like it. “You never really think that you will be the person ticking ‘widow’ on any form that requires you to identify your status.” Burying her husband is the single most important event that will dominate her life forever. The silver lining, if you could call it that, is that it has sharpened the need to treat people with kindness and compassion-a philosophy now extending from her boardroom to her personal life. “You never know what people are dealing with,” she says. “Nobody here can look at me and think, ‘that lady sipping sparkling water over there buried her husband two weeks ago.'”

Was business good this year?

When you’re doing a billion point five in profitability, and you know that for insurance, that’s more than good.

A billion! You’re a powerhouse, aren’t you?

Oh, yeah, of course. [Laughs] That I am. I go in to win. I don’t go in to mess around, Biko. I go in for the kill. But winning doesn’t mean you never fail. I’ve had low moments and key highlights. In the low moments, what matters is that I don’t stay there-because I believe in winning. So I always ask: how can I do this differently and still win? If I can’t do it alone, who can help me? Is it the skill? The approach? What needs to change?

What I believe is this: everybody can win. You just have to put all the pieces together. Life is not a straight line. It goes up, then down, then up again. But if your goal is to get there, you will always get there.

How did you get here?

It’s been a 20-year journey. I started in insurance straight out of university as a sales executive at ICEA. It looked glamorous-titles, business cards, grooming allowances-but the work was tough. That’s where I learned the business from the ground up.

My first real exposure came during a university break when a neighbour convinced me to try selling insurance. I earned my first commission, and that’s when it clicked that insurance could be a career path. From ICEA, I moved through CIC, NIC-largely through people recommending me.

Later, I helped set up a bancassurance unit at Diamond Trust Bank and Jubilee. We broke even in 10 months. After that, Equatorial Group, then Standard Chartered, and now Absa.

At Absa, my focus has been on structure, people, and culture-getting the entire bank to buy into the bancassurance vision. With leadership support, we built the unit to over a hundred people within a year and a half. That’s really how I got here-step by step, through people, resilience, and opportunity.

Where did you go to school?

Let me start with the letters that I like. I did my executive programme at Harvard, and together with my high school, those are the two institutions that shaped me the most-just in very different ways.

Harvard shaped how I think about building business, leadership, and impact. Moi Girls High School in Eldoret shaped my character. Being a national school, you’d arrive there thinking you’re the top student, then suddenly you’re ranked 56 out of 108. That humbled us very quickly. I realised there are people far brighter than me.

Beyond academics, we were grounded in values-discipline, focus, how to compete, and how to live with others. By the time I got to university, a lot of that foundation was already formed. When I entered the workplace, I assumed everyone was there simply because they were qualified.

Then I began to discover the many human dynamics inside organisations. That pushed me to read widely, to study leadership and human psychology. Eventually, I went to Harvard to understand leadership from a global perspective. Even today, I’m still learning. Leadership, for me, is a lifelong journey.

How was your childhood?

Happy. [Dreamy look]. Really happy. I adored my father-he felt like a superman. I grew up in Eldoret in a big family-brothers and sisters, a really happy childhood. We had a farm, I played with my siblings and neighbours, at school I joined the drama club, and recited poems. When I was a child, I loved drawing and writing, and I read a lot. I liked Yusuf Dawood’s column, The Surgeon’s Diary in the Daily Nation, and thought maybe being a doctor would be good. My father, a businessman who dabbled in many trades, would take me with him to pick berries and teach me how foods help our bodies. That inspired my interest in health and medicinal plants.

At university, I studied medicinal plants and did research on them. Science was tough, though, and I eventually moved into the financial sector. But I haven’t let go of that passion for health-I still eat well, live healthily, and think of ways to help others live healthy lives.

Are you still interested in medicinal plants?

I am. In fact, at home I have a whole book on medicinal plants. I practice edible landscaping-jasmine to repel mosquitoes, moringa for nutrition, and berries as antioxidants.

If I have a cough or cold, I rely on natural remedies first-lemon, electrolytes, exercise-before medicine unless it’s serious. I walk a lot and swim sometimes. Once a month, I do about 12,000 steps in Karura-roughly 5-7 km.

I enjoy movement, healthy eating, and staying active. I try to reduce carbohydrates and fats, especially as I age. I prefer boiling meat and bones to make broths, seasoning lightly with natural spices.

I believe natural flavours are enough-frying doesn’t make food sweeter. For breakfast, I usually have smoothies. I eat a lot of fruits and vegetables. I enjoy sweets and cake occasionally, but they’re not part of my routine.

How would you rate this year?

I’d rated it 9 over 10, but then last month, I dropped it to 7. My husband died.

Goodness, that’s… horrible! I’m sorry to hear that. What happened, if you don’t mind me asking?

He got a heart attack while sleeping. Unfortunately, he was out of the country. He’d gone for a UN assignment in Sierra Leone.

What do you remember about that night?

We were planning to go to the US with my daughter that night when I got a call from Gigiri. The caller worked for the UN, specifically for FAO [Food and Agriculture Organisation]. They said I needed to come to the UN office immediately.

I told them I was busy and travelling, and asked if we could meet later-but they insisted it had to be that day. I had to drive myself to meet them. While on the way, I called the number back and asked for the name-Penina. I googled her: UN Staff Counsellor. I wondered, why is the UN Staff Counsellor calling me? Something felt off. I told my daughter-

How old is she?

My daughter is 15. I told her I didn’t understand why they were calling me. She said she hoped it was something good. I think she sensed my mood had changed. I told her I hoped so too. When I arrived at the UN, the lady was waiting for me at the gate. She took me into an office, and I saw signs for the counselling centre and clinic.

Inside, there were two people seated-a lady and a gentleman. She introduced them as my husband’s colleagues from the Kenyan office, and herself as the UN staff counsellor. That’s when my instincts went up.

I knew something was wrong, but death was not on my mind. I thought maybe there had been an attack, or an accident, or something related to his work. She asked me to sit down and asked what relationship I had with Edwin. I told her he was my spouse. Then she said, “Let me go straight to the point.”

She told me that the previous day, my husband had not reported to work, and they were unable to reach him. His phone was ringing but not being picked. Because they had another mission scheduled, his colleagues went to his house.

When there was no response, they went to the back of the apartment and saw him lying on the bed. Following UN protocol, they brought a doctor, broke in, checked his vitals-and his body was lifeless.

Knocked you off your feet?

I asked them if he was really dead, and they confirmed he was. I asked if he was in the mortuary-they said yes. Living with someone, you never expect they will die. I broke down there, of course.

Coincidentally, a friend called while I was sobbing. She was checking my travel plans. I told her what had happened, and she invited me to her house, since my daughter was home and the other one was at school. I stayed there the whole day because I had to tell my daughters about their father’s death at 4 pm, and cancel our US trip.

Then came the logistics-repatriating his body from Sierra Leone. For the first time, I was travelling with my husband as cargo, sitting on a plane knowing I would return with his body. [Pause] Anyway, let me not talk about it because I don’t want to get emotional. So yeah, that was the downside of this year.

I’m sorry!

Yeah. I learned that there is always a lesson, even in the saddest moments. Life is very fickle-you can be healthy and still die suddenly. So you have to live each day fully.

If you want to sit in the garden and do nothing, that’s your choice. But if you live today, make it count, because you never know. He had bought us gifts-beautiful fabric for me and clothes for the children. His colleagues even wrapped them. I’ve never opened them; they remain exactly as they were. I still look at them.

The girls must have been devastated.

Oh, my God. They loved their father, and he adored them. They were devastated. Even now, they talk about him in the present tense. My daughter was telling me yesterday, “Mom, what would you do if I had a boyfriend and he frustrated me?” I told her I would tell him to leave her alone. She said, “No, Dad would shoot them. Dad has a shotgun.” He was always serious about protecting us. I keep quiet-they’re still processing.

I also realised something about mourning: adults come to console me, but nobody remembers the children. Life moves on for them-they play, go to school, and normalise things. But who actually sits with children to help them process losing a parent at 15? Many children don’t get the chance to grieve or cope like adults do. I want to take them to therapy.

When did this happen?

On the 3rd of November.

That’s just the other day.

Yes. We buried him on the 19th. I just returned to work on Monday, which is why I couldn’t meet you sooner. But here I am, talking about it without crying. I can smile.

And crying is also fine.

Yes. Two weeks ago, I was uncontrollable-I couldn’t even talk. So many people have supported me, so many. But when I look at my children, I remind myself that if I break down, they will break too. So I try to hold myself together. And there are some journeys you take alone. Nobody sees themselves as a widow at such a young age.

Interestingly, the priest said it when he came to our house for the mass for the deceased: “Now it’s time to pray for the widow.” It was the first time I heard “widow,” and I looked around, thinking it wasn’t me. Then it struck me-it actually was me. [Laughs]

Generally, you’ve had a good life?

Yes, but we often take many things for granted. Small things people do for us go unnoticed until they’re no longer there. For example, my daughter recently came to me saying she couldn’t fix the Wi-Fi. I didn’t know how either-it used to be handled by their dad.

Once there was a problem, and when I called him in Sierra Leone, he asked if I had checked. Somehow it got fixed, but I hadn’t even known how. I’ve realised all these little things were never just given. Now, I see their value. We shouldn’t take people or things for granted.

How has this impacted other areas of your life, like work?

I try to handle people with kindness and compassion. Do you understand their journey, their story? It changes the dynamic. You don’t know what someone is dealing with. The other day, I was in town, and a girl was passing by in tears. I didn’t know why, but I could relate. I just thought, whatever it is, it’s heavy-God have mercy.

If you could get one gift for Christmas, physical or metaphorical, what would it be?

The only gift I want right now is something that I can be reading every day to remind me that, you know what? You can do this. It is well. Because it is.

Has this shifted perspectives on the future, what you wanted?

Yes. There are a lot of responsibilities-my responsibilities. Now I realise I’ve got to handle things financially, because he carried a big chunk of them, like fees and all.

So you start thinking and planning, even if you haven’t before. Even my career feels different. When I talk about insurance and death, it’s real-it can actually happen. I’ve experienced it firsthand.

I also think about raising my daughters-they’re teenagers, they loved their father. How do I balance things to help them be okay? Society is made of males and females, and there’s a part he played in their life that I may not fully fulfill.

But what can I do to make life lighter for them, and to give them some sense of that male perspective? Those are the things going through my mind right now.

Was your husband happy?

He was. [Pause] He was. He loved rhumba and bango music, loved hosting people. He loved cooking. He was a happy guy, grew up on the Coastal region, so he just took life easy.

It was never that serious. Nothing is, even that Range Rover, will be exciting but if you think about it two years from now, will it still be exciting?

Yes, a Range Rover is a lovely car.

[Laughs] Well, the Range Rover is a great car. I love it. Love the Vogue, especially now-it’s designed beautifully. It’s those little things that matter.

I see children playing and, you know, you hug them, you laugh with them, and you’re like, oh, such innocent, beautiful souls. I wish I could just be like this without the noise issues, those kinds of things.

’This little light of mine’: Coffee artist illuminates children lost to conflict

A cup of coffee is simply a lively start to many breakfast tables, but for Nigerian hyperrealist artist Ekene Ngige, coffee is a natural working medium that has become his signature trademark-paintings that embody the essence and aroma of coffee itself.

His show This Little Light of Mine, currently at the BoConcept Nairobi, located at The Address, is an exploration of a style and technique that is yet to gain traction across the African continent; a bold and explicit gamble by an outstanding artist making waves in the visual art scene.

Growing up in Lagos, Ekene recalls being a painter from childhood, his education was curated around improving what he knew from a young stage that he wanted to do all his life, painting. His journey first started with painting with acrylics and watercolours. ‘I needed to stand out because when I looked around, I saw a lot of gifted artists doing hyper realism work in Nigeria, it was almost like we were all doing the same thing. There was a need for my art to be able to stand on itself and speak my name. As time went on, I experimented with different medium- water colours, shoe polish. My first exhibition launched a café in an airport and it gave me a relationship with coffee,’ he says.

After this experience and subsequent interactions with the franchise as part of the branding team, Ekene would fall in love with the coffee spirit. He would later on go back to his studio and make a gel out of coffee which he used to make a painting; an experience he lauds as fantastic.

‘I fell in love with coffee as a drink but to be able to create something out of a beverage I loved so much which even retained the aroma of coffee was mind blowing for me. I felt it was the unique style that I had been looking for and therefore decided to keep it.’

Later on, he went online to look for kindred spirits and recalls stumbling into a Russian, some Americans and Europeans and a couple of Brazilians.

‘I get my inspiration from things happening around me. I wanted to paint more of Africa. I wanted to paint stories that lie ignored, stories that bear history and advocate for specific rights,’ he says.

In terms of solubility, coffee provides a versatile medium for Ekene to paint his subjects. His use of watercolours combined with acrylics and coffee results in works with strong, rich tones of melanin that stands out from shades of ebony across different mediums.

In his paintings, he primarily uses instant coffee, which is more soluble and has a smoother texture. Sometimes, he uses coffee alone, but at other times he employs coffee bean rolls to create patterned mosaics and textures in his murals.

Ground coffee, however, does not feature in his palette because it leaves particles behind. For him, coffee is a unique medium because it carries a vibrancy not found in most colours; he describes it as a dye that can stay on paper or canvas for a very long time.

‘Coffee has been different from the moment I first discovered it as a medium. From my first piece, it attracted different kinds of reactions, especially from people who understood the coffee culture, which isn’t so strong in Nigeria as it is in Kenya or America. It makes me stand out because when you think about coffee and think about art, you think about me, which is amazing,’ he says.

For an artist who lives with a disability, Ekene remains nonplussed about how it affects his creativity.

‘It changes nothing with regard to my creativity. What it does is simply limit my movement from one location to another. I don’t go out or move around a lot. I prefer to stay and move within my energy and use it to create art. That has been the only major challenge I have had.’

This Little Light of Mine is a continuation of the theme whose body of works was first showcased in Lagos, Nigeria last year. It was inspired by Ekene’s personal experience as a disabled person.

Kenya must treat cybersecurity as a national brand reputation priority

Kenya has invested heavily in positioning itself as a leading African digital innovation hub, and therefore strong cybersecurity is now central to our brand equity.

The recent cyber incidents affecting government systems and public-facing platforms are a stark reminder that digital vulnerabilities are not just IT issues, they are national public relations emergencies that shape citizen trust, global perception, investor confidence.

Kenya’s rise as a digital powerhouse has been central to its economic story. From mobile money to fintech innovation and modernised government services, the country has built a strong regional brand around technology. This narrative has been key to attracting foreign investment, inspiring start-up activity, and cementing Kenya’s role as a regional hub.

Kenya has invested heavily in positioning itself as a leading African digital innovation hub, and therefore strong cybersecurity is now central to our brand equity.

The recent cyber incidents affecting government systems and public-facing platforms are a stark reminder that digital vulnerabilities are not just IT issues, they are national public relations emergencies that shape citizen trust, global perception, investor confidence.

Kenya’s rise as a digital powerhouse has been central to its economic story. From mobile money to fintech innovation and modernised government services, the country has built a strong regional brand around technology. This narrative has been key to attracting foreign investment, inspiring start-up activity, and cementing Kenya’s role as a regional hub.