Category: Business Daily

There’s nothing quite like freshly-cut stems and fragrant blooming buds when it comes to adding life and colour to a space. Arranged well, they have this uncanny ability to boost the mood for any room and add a unique touch that never goes out of style. But it doesn’t come cheap.

Live floral arrangements are high-maintenance. They require time, effort, and a pretty penny, which is where the artificial flowers come in: You get all the joy of the real thing but without breaking the bank or your back for that matter.

As we get into the festive season, you might want to consider this alternative, not just for your decor, but also as a gift that will not wilt.

And maybe you’re there thinking, no way, those things are tacky. But the quality standards have gone up in recent years.

There is, for instance, this offering in the market called ‘real-to-touch artificials.’ These, unless you have a very good eye, are nearly indistinguishable from the real thing.

Capturing the attention of entrepreneurs everywhere, they have managed to transform the global artificial flowers market into a multi-billion dollar industry with projections that only point upwards.

Irene Nkatha, a flower designer who runs Zurie Crafts, is one such entrepreneur. She discovered these permanent botanicals while on the brink of losing a corporate marketing job.

‘I’d seen signs that my company was about to close down and was in the process of trying to figure out my next game plan, when I started observing this online trend where birthday parties were being styled,’ she says. ‘They’d moved away from just being about a simple cake to backdrops, balloons, and all sorts of themed parties.’

Applying research to this observation, she landed first on paper flowers. Armed with an artistic background, a knowledgeable friend, and a strong desire to make it work, she crafted her first flower ever and two weeks later got a baby-shower event.

‘The day after the event, I got a call from the lady in whose honour the baby- shower was thrown and she was almost in tears. Apparently, she’d been looking for someone who could make paper flowers for her baby’s nursery room and we’d gotten the colours exactly right, so she was calling to ask whether she could keep them.’

Bringing this stranger’s dream to life was the thing that stuck with Ms Nkatha and fueled her passion enough to launch her into modern floristry. There, she started off with fresh blooms but eventually, while seeking the convenience of not having to go to the market every so often, she stumbled upon silk flowers.

These, she discovered, were not only beautiful, they also made available a lot of variety and options that were not present in the fresh flowers market in Kenya. This, in terms of both flower types and colours.

‘In Kenya we are known mainly for roses. If I were to arrange a standard fresh flower bouquet today, it would have chrysanthemums (mums), maybe carnations, and some greenery, or baby’s breath. But abroad, for example, they don’t even use mums unless it’s for a funeral. They have flower farms that sell a lot of things that are not accessible to our local market,’ she reveals. ‘But with artificials, whether the flowers are in season or out, you always feel fine.’

Carving a niche for herself, Ms Nkatha now does floral installations for all kinds of spaces – homes, lodges, restaurants, studios, stores, you name it, and she does them on walls, ceilings, signages, as table centerpieces, even on cakes. She also rents out arrangements for all manner of events.

‘Now there is a global trend with artificials because the quality went up but also because of sustainability. People want something that can last,’ she notes.

‘And artificials really work for something like Christmas where you can pack up your garlands or your wreaths and reuse or repurpose them next time. I’m also seeing a lot of them during Diwali, especially flowers like Marigolds which don’t grow here, and during themed holidays like Mother’s Day.’

She also credits the growth to an increased appreciation for aesthetics.

‘There’s a boom in luxury. People are educated and are no longer what our parents were. Now there’s a deeper appreciation for fine things all around the world.’

The artificial flowers trend, according to the flower expert, received a fresh breath of life from the bringing-the-outside-in trend (bringing nature indoors), and from high-end fashion designers like Chanel who adopted and incorporated artificial blooms in their work.

‘All interior design trends are determined by the fashion industry,’ she says. ‘And then there came people like Kim Kardashian using paper flower walls as backdrops for product launches and it became a thing.’

Now her most frequent orders are for ‘backdrop flowers, welcome signages, and centerpieces for the home.’

Ann’s bold leap of faith

Elsewhere, when Ann Wakaimba opened Decor by Aimer just a year ago, she wasn’t sure how the market would respond to her bold leap of faith: premium lifelike artificial flowers priced between Sh15,000 and Sh45,000. But today, the young business is already carving a niche in Nairobi’s design market.

Though they stock an extensive range of decor pieces including vases, books, wall art, clocks, mirrors, furniture and kitchenware (from thermoses to wine glasses), flowers remain Decor by Aimer’s heart, accounting for around 30 percent of the total sales.

‘The flowers were there from the start,’ Ms Wakaimba says. ‘I started with my own tastes but with time, I’ve learned what people love and now I only pick what’s best.’

But why artificial flowers?

‘Being a mother, I realised that I didn’t have the time to take care of fresh flowers, so I ended up picking artificial because they are easy to maintain and don’t spoil,’ she says.

Still, she wasn’t interested in just ordinary faux flowers. Her shelves are lined with orchids that look freshly cut, tulips whose stems feel convincingly flexible, and roses that carry scented notes and even thorns.

‘At first, people hesitated at the price and would say they’re too expensive, but they have since come to appreciate the realness and uniqueness of the flowers. Those who understand the value are okay with spending a little to get it.’

With quality determining her pricing, Ms Wakaimba is deliberate in sourcing the best. She travels widely – to Turkey, Thailand, Dubai, even London, just to see what the global market is offering, before curating her own collection and placing her order in China, ‘the big market’.

To maintain exclusivity, she rarely ever imports in bulk.

‘Especially for unique flowers, I can bring only 10 pieces per flower and that’s it,’ she says. ‘If you bring say 1,000 pieces, everyone ends up with the same flower and then there is no uniqueness.’

Though she stocks a wide variety including hydrangeas, roses, and even shrubs, her best-sellers include orchids, lilies, and tulips, flowers she describes as being ‘in a class of their own.’

Her main customers are homeowners, particularly those who are looking for statement pieces for side tables, corners, or entryways where fresh flowers would wilt within days. She also sees churches go for the white arrangements to decorate their altars.

The shop sees a peak in sales during the festive seasons, particularly in December, when most people are revamping their houses and making them more beautiful for guests. And though her prices usually remain constant, the decor shop often runs promotional offers, sometimes from as early as November through to Christmas.

Of challenges, Ms Wakaimba cites damages. ‘This is mostly during transportation. They are very delicate, so it makes it very challenging,’ she says. ‘There is a time when I imported six orchids, and when they arrived, they were all broken.’

Still, she takes it all in stride, her philosophy staying firm. ‘When you put your mind to something, just go all in. Learn in the process, but don’t do it half-heartedly. Go fully.’

Pure love for flowers

For Armstrong Ngure Kiarie, the man behind The Flower Guy, an artificial flowers shop in Nairobi’s Stage Market, the appeal of the permanent botanicals lies in their unfading vibrancy, versatility, and their ease to work with.

‘People are lazy. They don’t want to take care of the real ones so they have really come to appreciate the artificial ones,’ he says.

‘With these, there’s no watering, no pruning, no checking up on them, you only have to dust them every now and then. You are also able to find the artificial form of a flower that would be otherwise difficult to get.’

Having started his business in November 2020 out of a pure love for flowers and all things landscape and interior decor, Mr Kiarie speaks of an exponential growth in the artificial market, which tends to peak in the holiday seasons.

‘At a time like now, there are many decorations that are going on. And with a lot of people wanting to take pictures, you find that the need and desire for backdrops, floral arrangements, and the general Christmas decor, has gone up.’

Still, it has not been without its challenges.

‘Pricing is a challenge because while there is a standard market price, some sellers lower their prices to levels that don’t even make sense.’

He has also struggled with coming to terms with copycats in the industry who can quickly turn a unique concept into something commonplace.

From inquiry to sales- driver

Miriam Nyambura Wambugu, owner of Shwan Decor, tapped into the artificial plants and flowers market following a query by a hotel-owning client. Today, while she sells other decor items, her imported plants make for 70 percent of all her sales.

‘My main buyers include resellers, the hotel industry, and salons,’ Ms Wambugu states. ‘And the plants that sell the most are the hedge panels, olive trees, and cherry blossoms.’

Already receiving bulk pre-orders for the festive season, Ms Wambugu is expecting a busy time ahead even as she continues to market her wares mostly online.

When it comes to the prices and affordability, Ms Nkatha suggests that while many people expect the man-made offerings to be cheap, they’re actually not, unless of course, the quality is wanting.

‘They’re expensive at first, but if you’re going to have them for a long time, you will return your money over and over again,’ she assures.

Often asked about which of the two is superior, Ms Nkatha says ‘Life these days is no longer about this or that, it’s about this and that. That said, the artificials borrow everything from fresh flowers and in that respect, the fresh flowers will always take the cake.’

The Common Market for Eastern and Southern Africa (Comesa) Competition Commission has warned consumers of misleading discounts, counterfeit goods and online scams as the festive shopping season nears.

The regional competition watchdog said some retailers across the bloc’s 21 member-states, including Kenya, inflate prices only to advertise exaggerated discounts.

Others exploit the shopping frenzy to dump fake, unsafe, expired or nearly expired products on unsuspecting consumers, it warned.

The commission also flagged restrictive return policies that leave customers ‘stuck’ with defective items, as well as an uptick in phishing, fake e-commerce websites and fraudulent online adverts designed to steal personal and financial information.

Comesa is urging shoppers to verify product quality by reading descriptions and safety labels carefully, and to buy only from trusted retailers or official websites to avoid falling prey to deceptive practices.

‘Compare prices across multiple platforms to confirm authenticity of the advertised discounts, compare prices on display with the offered discounts and actual prices charged at the counter,’ the commission’s director of consumer welfare and advocacy, Steven Kamukama, said in a statement.

Consumers are also advised to be wary of counterfeit goods sold at extremely low prices.

Retailers behind misleading or exploitative festive season tactics violate Articles 27 and 28 of the Comesa Competition Regulations, which prohibit false or deceptive representations and unconscionable conduct toward consumers.

‘Any person who has been affected by any of the above conduct, or who has observed such conduct being carried out in the common market, should report the matter to the commission by contacting the undersigned or to the national authorities responsible for consumer protection,’ Mr Kamukama said.

Comesa’s competition watchdog works with national consumer protection agencies and organisations such as the Competition Authority of Kenya (CAK) and the Consumers Federation of Kenya (Cofek) to safeguard consumers from unfair business practices.

The Commission can receive complaints from individuals, organisations, or national authorities, and may also open investigations on its own initiative based on market surveillance.

Under the regional bloc’s competition regulations, businesses are prohibited from making false or misleading claims when promoting or supplying goods and services.

This includes misrepresenting the quality, value, origin, composition, price, or condition of products, as well as falsely claiming that items are new or endorsed by particular individuals or organisations.

Companies are also barred from suggesting that certain customers have agreed to a purchase when they have not, or implying that goods or services carry benefits, sponsorships or guarantees that do not exist.

‘. making a false or misleading representation concerning the availability of facilities for the repair of goods or of spare parts for goods,’ the regulations state. Any misleading claim about contractual terms, warranties, rights or remedies is similarly prohibited.

If a business is found to have breached the regulations, the watchdog can order the termination of harmful conduct, direct it to cease and remedy the effects of its actions, and require compensation for affected consumers.

The commission can also impose fines of up to 10 percent of the company’s annual turnover generated within the Comesa market.

Kenya’s electoral history is one that has been marked by both triumphs and turbulence. While the country has made significant strides in entrenching democratic governance, its elections have often been overshadowed by disputes, credibility issues and at times, post-election instability.

As the nation looks towards the 2027 General Elections, it is imperative that every tool available to strengthen transparency and integrity be deployed.

Among these tools, Artificial Intelligence (AI) stands out as a frontier technology with immense potential to address the perennial challenges that have afflicted our electoral processes.

Artificial Intelligence is best understood as the ability of machines to perform tasks that typically require human intelligence, such as analysing data, identifying patterns, making predictions, and even engaging in natural language processing.

Its utility in elections lies not in replacing human decision-making, but in augmenting the capacity of institutions such as the Independent Electoral and Boundaries Commission (IEBC) to deliver a process that is efficient, transparent, and credible. The deployment of AI in the Kenyan electoral context can be considered across several dimensions.

A credible election begins with a credible register of voters. Past elections have been plagued by allegations of ‘ghost voters,’ duplicate registrations, and questions over the accuracy of the roll. AI-driven biometric systems can enhance the integrity of voter registration by detecting anomalies, identifying duplicate entries, and continuously monitoring the register against civil registry databases.

Machine learning algorithms can flag suspicious registrations in real time, thereby enabling the IEBC to clean the roll more efficiently and with greater accuracy.

The IEBC should, therefore, invest in biometric platforms that integrate with existing civil registries, ensuring that the voter roll is continuously updated and subjected to independent verification.

A second area of focus lies in the digital ecosystem, where disinformation and hate speech have in past elections been weaponised to inflame ethnic tensions and distort public discourse. AI-powered tools can be deployed to monitor social media platforms, flag coordinated disinformation campaigns and detect instances of hate speech across multiple languages and dialects.

The logistical complexity of a general election in Kenya cannot be overstated. Ballot materials must be procured, distributed, and secured across 47 counties and over 40,000 polling stations. AI can be applied in optimising these supply chains, predicting bottlenecks, and monitoring the movement of sensitive electoral materials.

Similarly, AI-powered predictive analytics can be utilised in security deployment by identifying potential hotspots of tension based on historical data, demographic information, and real-time monitoring of incidents.

The IEBC should therefore consider adopting AI-powered logistics management systems that provide real-time visibility of the electoral supply chain, while working closely with security agencies to deploy resources to areas of greatest risk before tensions escalate.

The transmission and tallying of results remain the most contentious phases of Kenya’s electoral process. Here, AI can play a vital role in anomaly detection. Algorithms can be trained to identify irregular voting patterns, such as statistically improbable turnouts, sudden surges in results transmission, or discrepancies between polling station data and constituency tallies.

Such systems would not replace human verification but would serve as a powerful audit tool that enhances confidence in the process. In addition, AI-powered blockchain solutions could provide immutable records of results transmission, reducing the risk of manipulation.

The IEBC should pilot blockchain-backed transmission platforms integrated with anomaly-detection algorithms, ensuring that all stakeholders can independently verify the authenticity of transmitted results.

The electoral process does not end with the announcement of results. Inevitably, disputes are filed before the courts and tribunals. AI tools can assist the Judiciary in managing this deluge of litigation by streamlining case management, clustering similar issues, and even assisting in the rapid review of voluminous evidence such as polling station returns.

While judicial decision-making must remain firmly human, AI can enhance efficiency and reduce the delays that have in the past undermined public confidence in the resolution of electoral disputes.

The IEBC should therefore collaborate with the Judiciary to create structured, machine-readable repositories of electoral data, thereby ensuring that disputes are resolved on the basis of accurate and easily accessible information.

Of course, while the promise of AI is immense, its deployment must be approached with circumspection. There must be clear legal and regulatory frameworks governing its use to ensure that the technology itself does not become an instrument of manipulation.

Data protection and privacy considerations must be paramount; AI systems rely on vast datasets, and without proper safeguards, sensitive personal information could be misused. Further, there must be public education and transparency to demystify AI so that citizens can trust that it is being used to strengthen rather than subvert their democratic will.

As Kenya prepares for the 2027 General Elections, it must confront the reality that traditional approaches to electoral management are no longer sufficient. The challenges of disinformation, logistical complexity, and entrenched suspicion demand new solutions. Artificial Intelligence, if deployed judiciously, offers a transformative opportunity to enhance the integrity of the process.

For the IEBC, this will require targeted investment in AI-driven voter registration systems, collaborative frameworks for monitoring online disinformation, adoption of AI-powered logistics and results transmission tools, and close engagement with the Judiciary to ensure that disputes are adjudicated efficiently.

The task before the IEBC is therefore not merely technological but institutional and ethical: to ensure that AI is harnessed as a servant of democracy, not its master. If this is achieved, Kenya will not only secure a more credible 2027 election but also position itself as a continental leader in the fusion of technology and democratic governance.

Earlier this month, KPMG in Africa published the 2025 KPMG Africa CEO Outlook, offering valuable perspectives from Africa’s CEOs on the economic landscape, advancements in technology and artificial intelligence (AI), talent management, and environmental, social, and governance (ESG) matters.

The report highlighted the remarkable resilience of Africa’s CEOs as they navigate an ever-changing business environment, underscoring their determination to guide their organisations towards sustained growth.

Africa’s CEOs are prioritising AI, with a quarter planning to invest over 20 per cent of their annual budgets in AI initiatives in the coming year. While they see significant potential for efficiency and returns, they are also aware of the ethical concerns and regulatory uncertainties that accompany AI adoption.

Similar to ESG, the adoption of AI places organisations in a globally connected environment where clear and consistent regulations benefit all stakeholders.

With geopolitics increasingly influencing how countries and businesses interact and compete, establishing robust AI regulation is now essential-not only to keep pace with technological change, but also to address the shifting global landscape.

According to the World Economic Forum’s Blueprint for Intelligent Economies, which was jointly developed with KPMG and released in January 2025, perspectives on AI vary from country to country.

The report outlines a framework designed to enable collaboration on AI issues among a range of stakeholders, including the private sector.

External audit plays a fundamental role in how organisations are perceived and in maintaining confidence in a country’s capital markets.

As AI becomes more prevalent, the nature of external audits is evolving to include assessments of AI-driven processes that impact financial reporting.

Auditors are increasingly requiring management to provide evidence of robust governance over AI systems, including thorough documentation of data sources, model architecture, validation procedures, and regular reviews.

With the introduction of AI-specific regulations, auditors will regard non-compliance with these laws as a significant regulatory and reputational risk. In instances where regulation is lacking or inconsistent, auditors may flag this as an environmental uncertainty, necessitating enhanced disclosures within the financial statements.

As nations recognise AI as a strategic asset, competition for AI infrastructure is intensifying, with those holding greater influence likely to set global standards, potentially leaving other countries exposed and disadvantaged.

Deploying AI at scale hinges on access to high-quality, well-governed data. The impact of AI extends to every stakeholder-including customers, regulators, employees, and investors-shaping how data is managed, fairness is upheld, and decisions are made.

Consequently, regulations that clarify data ownership, privacy, and cross-border data transfers have a direct effect on how organisations gather, store, and utilise information.

Where regulation is weak or inconsistent, this can result in fragmented systems, heightened compliance risks, and diminished confidence in AI-driven outcomes.

The EU, US, and China are rapidly advancing their own approaches to AI regulation. Should Africa remain on the sidelines during this process, the continent may be left with no choice but to follow externally imposed rules.

As a result, African businesses would be subject to standards that fail to account for the unique local context, leading to increased compliance expenses and stifling home-grown innovation under frameworks intended for more developed markets.

This scenario could also prompt investors to perceive Africa as a higher-risk, inadequately regulated region.

Although the responsibility for regulation ultimately lies with governments, the private sector moves at a pace much faster than governments, and their innovations outpace government’s understanding. It is therefore essential for business leaders to actively contribute to the development of AI regulations that facilitate cross-border activities and minimise compliance challenges.

If the private sector adopts a passive stance, it risks encountering difficulties in scaling AI solutions across different jurisdictions.

Robust, collaboratively developed regulation fosters public confidence in how companies deploy AI, safeguarding corporate reputation and strengthening enduring relationships with stakeholders.

In the absence of such regulation, organisations may find themselves vulnerable to cyber threats motivated by political interests, manipulation of AI models, and targeted influence campaigns.

For African organisations, AI is no longer a distant prospect but a pressing reality-driving operational improvements, workforce evolution, and sustainability initiatives. However, the effectiveness of AI adoption will rely heavily on the availability of quality data, reliable infrastructure, skilled personnel, robust governance, and strong regulatory frameworks.

Last week I highlighted the 157-year-old legacy of the Indian conglomerate Tata and Sons, founded by Jamsetji Tata in 1868 and now valued at $360 billion with 31 listed companies in its stable.

The entire group is estimated to have over 700,000 employees operating in more than 100 countries owning iconic brands such as the luxurious Taj Mahal Hotel in Mumbai, Jaguar Land Rover, Air India and Tetley Tea.

The holding company, Tata Sons, is 66 percent owned by the Sir Dorab Trust, the Sir Ratan Trust and a combination of other family trusts. Since the primary objective of these trusts is charitable, it is safe to say that 66 percent of this massive conglomerate’s profits flow back into communities in the form of philanthropic causes.

Established in 1892, the JN Tata Endowment was envisaged as a loan-scholarship to enable bright Indians to study abroad, sowing the seeds of Tata philanthropy. It supported future luminaries such as nuclear scientist Dr Raja Ramanna and former President of India K. R. Narayanan.

In 1898 Jamsetji pledged half his wealth to establish the Indian Institute of Science, a university of science in Bengaluru, which opened in 1911. It is India’s premier institute for advanced scientific and technological education and research, instrumental in nurturing India’s atomic energy and space programmes and remains among the world’s most premier institutions.

The trusts established the Tata Memorial Hospital for cancer research and treatment in 1941. Current health initiatives benefited 15.9 million people in 2020-21.

They are implementing a distributed cancer care model aimed at ensuring patients have access to a facility within a three-hour journey from home, such as through the Assam Cancer Care Foundation.

They also founded the India Health Fund to scale technology-led solutions for diseases like tuberculosis and malaria, including using artificial intelligence for X-ray diagnosis.

Outside of India, the trusts continue their legacy by setting up international centres to develop advanced technological solutions for India’s socio-economic challenges, such as the Tata Centre at the prestigious Massachusetts Instititue of Technology in the US as well as other research initiatives at London School of Economics and Cambridge University in the United Kingdom.

There is not enough space to cover other trust initiatives in poverty reduction, water and sanitation and agriculture. The upshot is quite simply that the trusts have one motivation: to better the lives of the communities in which they operate.

What can East African family trusts learn from this? They can emulate the impact of the Tata trusts by focusing on their unique organisational structure, commitment to ethical governance and strategic evolution of philanthropic practice.

One key organisational structure is where the holding company is majority-owned by a philanthropic trust (as the Tata Trusts own 66 percent of Tata Sons). This allows the wealth accrued from the business to be systematically channeled into social causes.

In keeping with optimal corporate governance tenets, such trusts should maintain a healthy “managerial distance” between them and the business operations to prevent capture and ensure efficient monitoring.

This involves a limited overlap between membership of the trust boards and the company boards. It also requires a clearly defined methodology for how the trusts nominate candidates to sit on the company boards, who may or may not be family members.

Another key success factor is trustee motivation. Tata trustees earn anywhere from $10 to $20 (Sh1,300 to Sh2,600) per annum in sitting allowances. Consequently, this ensures that only individuals who are motivated by impact and not money accept to sit on the board.

The Tata trusts took a strategic pivot in recent years, moving from being predominantly grant-giving entities to directly designing, piloting, and running programmes, thereby taking more ownership of programme outcomes. Today the trusts directly implement nearly 80 percent of their programmes .

The structure of the Tata trusts prevents private enrichment of family members, distinguishing them from family-run foundations that sometimes mix philanthropy with personal benefits.

Their charitable-only mandate has allowed them to become one of India’s largest philanthropic entities, with billions of rupees directed toward national development. If the goal of a family trust is to distribute wealth across generations, then a charitable trust is not the route. But if the goal is to create a multigenerational legacy of impact, then Tata offers a model worth emulating.

East Africa’s business families have an opportunity: to move beyond inheritance and build institutions that transform lives. The Tata trusts show that philanthropy, when embedded in corporate DNA, can shape not just companies, but nations.

Kenya’s agricultural sector is undergoing a significant shift as farmers, landowners and investors increasingly abandon traditional tenancy arrangements in favour of more structured and commercially viable farming agreements.

For decades, ordinary tenancies, simple, short-term and often undocumented, were the backbone of agricultural land use. But as agriculture becomes more capital-intensive, technology-driven and integrated into global value chains, these informal arrangements no longer meet the needs of a modern agribusiness economy.

Across the country, four models are gaining traction: crop-share agreements, long-term agricultural leases, joint venture (JV) farming arrangements, and profit-sharing partnerships. These structures are unlocking new value, attracting technical expertise, and offering landowners and operators a fairer, more balanced framework for collaboration.

Crop-share agreements are particularly popular in high-value sectors such as floriculture, horticulture, macadamia, avocado, and sugarcane. Rather than paying fixed rent, the operator shares an agreed percentage of the produce or revenue with the landowner, often a 70/30 or 60/40 split depending on contributions.

This model creates a win-win arrangement. Both parties share biological and market risk, including weather fluctuations, pests and shifting export prices. Because outcomes depend on productivity, incentives become aligned. Landowners benefit when yields improve, while operators avoid the cash-flow pressure of paying rent during periods of low production.

These agreements have also proven effective in farming systems where transparency, traceability and Environmental, Social, and Governance compliance matter, especially in export-driven horticulture.

On the other hand, long-term agricultural leases have emerged as the most bankable option for investors making significant capital commitments.

Modern agriculture requires substantial investment -specifically, irrigation systems, cold chain facilities, mechanisation, greenhouses and processing infrastructure. Investors cannot commit millions in equipment and inputs under short-term or informal tenancy arrangements.

A properly structured lease agreement provides predictable land tenure, protects investment and ensures a fair compensation regime for biological assets such as perennial crops, immature plantations and livestock. This legal clarity not only reduces disputes but also makes it easier for commercial lenders and private equity funds to support agricultural projects.

One of Kenya’s most notable examples is the leasing of State-owned sugar factories to private operators. These factories, many previously under receivership, have revived under long-term leases that align private capital with the sugarcane growth cycle. This demonstrates how leases can be used as a powerful tool to rehabilitate distressed agricultural assets while ensuring long-term sustainability.

And then there are the JV models that are increasingly favoured where both landowners and technical operators want to share in the upside of a commercial farming enterprise. Under a JV, parties pool land, capital, skills and technology in a structured arrangement with clear governance provisions.

This model is growing rapidly in floriculture, large-scale grain farming, dairy production, and integrated horticultural estates. It allows landowners to retain ownership while benefiting from modern agronomy and management systems. For operators, it provides security of tenure and the governance discipline needed for investment.

Furthermore, JVs also appeal to financiers and development partners because they deliver transparency, accountability and legally enforceable rights.

Lastly, perhaps the most transformative model is the profit-sharing arrangement. Here, landowners contribute land and sometimes capital, while operators bring technical expertise, labour systems and agronomic knowledge. Profits are then shared using an agreed ratio or formula.

This model has become popular because it rewards skill and ensures equity/fairness. It attracts young agripreneurs and experienced horticultural specialists who may lack land but have the expertise to drive productivity.

It also offers landowners an opportunity to earn more than fixed rent, especially where high-value crops or greenhouse technology is involved. Profit-sharing arrangements are especially effective in climate-smart farming, irrigated horticulture and orchard development, where expertise directly influences yield and profitability.

What these models share is a shift from transactional landlord-tenant relationships to strategic, long-term partnerships built on transparency, risk-sharing and mutual benefit. They reflect the realities of a modern agricultural economy where biological assets, climate pressures, global market demands, and investment needs require more sophisticated legal frameworks.

Kenya’s agricultural future will depend on partnerships that effectively balance land, capital and expertise in a fair and commercially sound manner.

The rise of structured farming agreements is a signal that the sector is maturing, embracing governance, sustainability, and investor readiness.

County governments owe Kenya Power Sh5.67 billion in unpaid electricity bills amid unsuccessful efforts by the utility to recover part of the debt and shore up its bottom line.

Disclosures by the firm shows that the amount was outstanding as at June 30 this year, making up nearly 15 percent of the total unpaid bill of Sh39.03 billion.

The debt has been growing over the years, prompting the Auditor-General to flag counties for the defaults which continue to hurt the State-owned electricity distributor’s efforts of driving its revenues.

Kenya Power has faced stiff opposition from counties in efforts to collect the money with some like Nairobi County retaliating by demanding billions of shillings for wayleave.

‘The receivables balance includes an amount of Sh5,679,805,786 due from county governments in respect of unpaid electricity bills from the 47 county governments which continue to accumulate. Management efforts to recover the amounts have not yielded favourable results,’ Auditor-General Nancy Gathungu says in review of Kenya Power’s performance for the year ended June 2025.

Kenya Power’s electricity revenues fell five percent to Sh219.28 billion while net profit tumbled by 18.7 percent to Sh24.47 billion in the year under review.

Kenya Power attributed the drops to a combination of the fall in revenues and reduced forex recoveries in a year when the shilling remained largely unchanged against the dollar.

Unpaid bills remain one of Kenya Power’s biggest headaches with counties disputing the amounts and others using un-orthodox means to ward off efforts to collect the debt.

For example, Nairobi County has on several occasions dumped sewage at Kenya Power offices and clamped its vehicles in a bid to force the utility firm to reconnect electricity despite accumulation of bills.

The ugly tussles have forced Kenya Power to reconnect electricity supply to the county government.

A scrutiny of the debt owed by 10 counties revealed a disparity of Sh2.37 billion with Kenya Power’s records showing an unpaid bill of Sh3.94 billion while the devolved units put the figure at Sh1.57 billion.

Kenya Power has severally enlisted the services of debt collection firms in a bid to recover unpaid bills. The firm disclosed that it transferred Sh5.69 billion worth of unpaid electricity bills to debt collectors in the year ended June 2025.

Mounting struggles to recover the unpaid electricity bills forced Kenya Power to write off a total of Sh19.28 billion as at June 2024.

The company further wrote to the National Treasury in the year ended June 2025, seeking permission to write off a further Sh4.19 billion in unpaid power bills accrued by deceased sole proprietors and untraceable and dissolved companies.

Tighter privacy regulations have turned the spotlight on digital credit service providers who have for years topped the list of violations of the Data Protection Act 2019.

A review of recent determinations by courts and the Office of the Data Protection Commissioner (ODPC) showed that digital lenders dominated the non-compliance list, also putting their regulator, the Central Bank of Kenya (CBK), in the spotlight.

Violations by digital lenders and other corporates have, in recent months, attracted millions of shillings in fines from the ODPC, with some attempts to challenge the sanctions in court falling flat.

This year alone, authorities have awarded more than Sh13 million in fines and damages to consumers who raised complaints against unwarranted contact or spamming from companies without their consent.

In one case, the High Court last month ruled in favour of the ODPC, which had fined digital lending firm Ceres Tech Sh2.6 million after three Kenyans filed a complaint over unsolicited promotional messages and calls.

This came just three months after the court threw out a petition by Mulla Pride, another digital lending firm, that sought to challenge a Sh2.9 million penalty from the regulator over the same offense.

These violations come even as regulators, including the ODPC, the Communications Authority of Kenya(CA), and CBK, stayed silent on the implementation of crucial policies on data minimisation, which are enshrined in the law and aimed at safeguarding consumers’ personal information.

The legal disputes have further raised concerns over the liability burden facing companies that process consumers’ financial transactions on one hand, and the role of the different regulators in implementing safeguards enshrined in data protection laws on the other.

In 2024, digital financial services providers accounted for a third of determinations issued by the ODPC from more than 5,000 consumer complaints.

The complaints included improper consent management, unsolicited communication, harassment of third parties, and aggressive debt collection practices.

At the centre of many of the formal complaints is the violation of data minimisation principles as stipulated in the Data Protection Act 2019, which requires companies to collect only the data that is necessary for their service delivery.

Data privacy advocates have raised concerns that the amount of data collected by companies, which range widely from the manual registration required upon entry into many buildings to personal data provided when applying for a digital loan, is excessive.

‘The principle of data minimisation, requiring collection and sharing of the personal information necessary for a specific, lawful, and clearly defined purpose, is one of the most fundamental safeguards in data protection law. Yet, it remains one of the least observed in practice,’ Mugambi Laibuta, a data protection compliance expert, said in a commentary published in the Business Daily last week.

‘The consequences are no longer theoretical. They are tangible, personal, and dangerous. The failure to apply data minimisation has exposed Kenyans to heightened risks,’ he added.

Mobile phone subscribers have also raised concerns over spamming from companies in sales and marketing promotions, and in some cases, doxing once their information is leaked to the public.

Data Protection Commissioner Immaculate Kassait last year flagged the rising cases of doxing following the Finance Bill protests, where some politicians saw private details, including their home addresses, spouses’ names, and children’s schools, leaked to the public.

Doxing refers to collecting and disseminating someone’s personal information to shame, embarrass, expose, or intimidate them. This information can come from private sources, but is often obtained from public records.

‘Is there any difference between a digital lender who bombards you with unsolicited messages and a Gen Z who bombards a private citizen with messages?’ Asked Ms Kassait during an address on the State of Data Protection in Kenya at the Strathmore Business School. ‘The principle is, it is still unsolicited, and it is still my private number.’

Financial services providers and fintechs have pushed regulators, including the CBK, ODPC, and CA, to allow them free hand to deploy technological features such as masking of mobile numbers during financial transactions to limit cases of data leakage and privacy infringement.

According to the 2024 banking sector innovation survey by the CBK, a substantial 34 percent of banks and 64 percent of microfinance institutions cited growing data protection and privacy risks as impediments to innovating new products and services.

According to the survey, one out of three institutions emphasised the critical need for robust regulations that would address cybersecurity threats and data privacy concerns.

‘This includes standards for data encryption, authentication, and protocols for handling sensitive information,’ states the CBK in its report in part.

Commercial banks have instituted data minimization in handling of consumer data in credit and debit card transactions as part of requirements by the CBK. Mobile service providers are also beefing up their digital security infrastructure to ensure consumers share as little personal data as possible when making payments.

Safaricom, which counts more than 30 million daily active users on M-Pesa, developed a tool in 2021 that masks users’ mobile phone numbers when making purchases through Till and PayBill numbers, but has been unable to deploy the feature due to regulatory restrictions.

In a change of tune, however, the CA, last week clarified that it welcomes such initiatives from service providers and signalled a willingness to okay its deployment.

‘With the rise of digital services, including e-commerce, privacy features such as number masking on mobile payment platforms are important for digital trust and consumer protection,’ stated the CA in a press statement.

‘The Authority reiterates its support for innovations that uphold privacy and undertakes to roll out privacy-enhancing features consistent with the law in partnership with industry stakeholders.’ It added.

This leaves the CBK as the State regulator that is yet to give a green light for the deployment of new technologies to enforce stricter standards for the protection of subscribers’ personal data, even as the regulator issues new guidelines for the financial services sector.

In August this year, CBK released new guidelines for non-deposit-taking Credit Providers that, among other things, stipulate adherence to the Data Protection Act, 2019, and that they obtain clearance certificates from the ODPC.

‘A non-deposit-taking provider shall, where applicable, develop an information and technology policy which shall at a minimum cover data encryption standards and guidelines, information security guidelines and application security,’ explains the regulations in part.

Other checklists for service providers when developing their IT systems include network access, password security for mobile applications and web platforms, and a backup policy.

As consumers turn to the legal system to address cases of personal data infringement and as service providers grapple with the cost of compliance, the ball is in the court of the CBK, which spans both fintech and banking sectors, to implement its own policies to safeguard consumers’ rights.

Kevin Mutiso, the chairperson of the Digital Financial Services Association of Kenya, told the Business Daily that the organisation is deploying a complaints portal to enhance internal oversight of the violations.

‘The portal will interlink the regulator and the businesses such that everyone has visibility of the complaints being lodged. We’re gearing up for rollout by June next year,’ he said in a phone interview.

In a more digitalised world, our personal data has become a valuable asset. Kenyans and people across the globe depend on digital platforms for almost all facets of everyday life, including mobile money transactions, internet banking, social networking, and e-commerce.

However, this digital transformation has significant risks. Cybercrime, identity theft, and data breaches are increasing, jeopardising both individual privacy and national security.

To protect everyone in the digital age, Kenya must urgently strengthen its cyber legislation and ensure its efficient implementation.

Kenya has achieved considerable progress in digital transformation. With about 40 million smartphone users and the majority of government services being available online, digital platforms have revolutionised service delivery.

Mobile money services, including M-Pesa, internet banking, e-commerce, and governmental platforms such as the E-Citizen, have streamlined daily life for millions.

However, this ease entails a vulnerability: extensive quantities of personal data are collected and kept digitally, sometimes without adequate protection. Cybercriminals exploit vulnerabilities in inadequate legal frameworks, attacking both people and organisations.

At present, Kenya has many legislative frameworks pertaining to cybercrime and data protection. The Computer Misuse and Cybercrimes Act (2018) and the Data Protection Act (2019), including the Computer Misuse and Cybercrime (Amendment) Act, 2024, which was recently signed by President William Ruto, provide a legal framework for addressing cybercrime and safeguarding personal data.

The Data Protection Act mandates that organisations manage people’s personal information with due diligence, get permission before data collection, and alert authorities of any breaches.

Although these pieces of legislation represent progress, enforcement continues to be a challenge. Many instances of data abuse and cybercrime remain unreported owing to insufficient knowledge, protracted legal procedures, or inadequate technological capabilities.

A significant issue is the vulnerability of sensitive information maintained by both private and governmental entities. Prominent examples in Kenya and elsewhere have shown that personal data, such as bank records, health information, and identifying details, may be compromised, disclosed, or exploited.

The consequences for people include financial loss, reputational harm, and even physical threat.

Widespread cyber vulnerability may erode confidence in digital services, hinder the adoption of e-governance projects, and weaken Kenya’s appeal to investors in the digital economy.

To tackle these challenges, numerous measures are essential. First, Kenya must enhance its cyber legislation to align with advancing technologies.

This includes explicit protocols for data collection, storage, and dissemination, rigorous sanctions for violations, and reporting obligations for entities managing personal information. Legislation must also tackle new dangers, like artificial intelligence-driven cyberattacks, ransomware, and deep-fake fraud.

Secondly, enforcement measures need enhancement. Law enforcement organisations demand specific training and resources to investigate and prosecute cybercrime efficiently.

Collaboration among government entities, the commercial sector, and foreign partners is crucial for monitoring transnational cyber threats. Public organisations should exemplify leadership by implementing robust cybersecurity protocols and aggressively safeguarding people’s data.

Third, public awareness initiatives are essential. A significant number of Kenyans lack awareness about the collection, storage, and possible use of personal data. Educational campaigns may enable consumers to make educated choices about online interactions, use robust passwords, evade phishing schemes, and report dubious behaviour.

Ultimately, cultivating a culture of responsibility in both government and industry is essential. Organisations must see data protection as a fundamental obligation, rather than a mere bureaucratic need. Proactive regulatory supervision, periodic audits, and stringent sanctions for non-compliance may bolster this culture.

In conclusion, Kenya is at a pivotal moment in its digital development. The prospects for innovation, financial inclusion, and service provision are substantial.

However, in the absence of robust cyber legislation and efficient enforcement, these prospects are compromised by escalating cyber dangers. Improving legislative frameworks, bolstering enforcement, fostering public awareness, and guaranteeing institutional responsibility are not only regulatory actions but also investments in trust, security, and the future of Kenya’s digital economy.

Safeguarding people’s data is essential; it is a moral and economic obligation that necessitates immediate intervention.

Africa’s entertainment industry has undergone a dramatic transformation over the past decade. Since the digital migration, the way people consume content, from streaming shows on demand to watching live sports and paying for subscriptions via mobile money, has become deeply embedded in everyday life.

But with this digital convenience comes a growing responsibility: safeguarding the platforms, creators, and audiences from cyber threats.

In East Africa, cybersecurity has emerged as one of the defining challenges of our time. Kenya, for instance, boasts over 42 million internet users and more than 65 million mobile subscriptions, exceeding its total population.

Mobile money platforms like M-Pesa process over Sh9 trillion transactions annually, according to the Central Bank of Kenya. These figures reflect a continent rapidly embracing digital life, with over 490 million Africans now connected to mobile services and internet usage growing by double digits each year.

Yet this growth has also opened the door to cybercriminals. Cybercrime across Africa is projected to cost economies more than $4 billion annually, with piracy and fraud among the most damaging.

In Kenya alone, the National Kenya Computer Incidence Response Team – Coordination Centre (National KE-CIRT/CC) detected over 4.5 billion cyber threat events between April and June 2025, an 80 percent increase from the previous quarter. These numbers underscore the urgency of protecting Africa’s creative economy, which increasingly depends on secure digital infrastructure.

Piracy remains one of the most pressing threats. It drains billions from the entertainment sector each year, robbing actors, musicians, sports professionals, and production crews of their rightful earnings.

Nollywood, Africa’s largest film industry by volume, reportedly loses up to $1 billion annually to piracy. In Kenya, where the creative sector employs thousands, these losses directly impact jobs, investment, and growth.

Thankfully, the industry is fighting back. Technologies like forensic watermarking, content monitoring, and automated takedowns are disrupting pirate networks with reported success rates of up to 90 percent in shutting down illegal streams. Each victory protects the storytellers who bring Africa’s voice to the global stage and reinforces the value of original content.

Payments are another critical frontier in the cybersecurity battle. Nearly half of Africa’s adult population remains unbanked, prompting platforms to innovate around mobile money.

M-Pesa, for example, enables over 30 million users to send, receive, and pay securely. But as digital transactions scale, so do threats like fraudulent SIM swaps, phishing scams, and unauthorised access attempts.

To counter these risks, financial institutions, entertainment providers, and regulators are investing in robust authentication systems.

These efforts are vital to maintaining trust in digital platforms, which now serve millions of households accessing pay TV, streaming services, and live sports.

In 2024 alone, Africa produced over 1,000 original shows, 47,000 hours of live sports, and thousands of hours of local content, much of it distributed exclusively online. When cyberattacks compromise these platforms, it’s not just revenue that’s lost; it’s viewer confidence.

Artificial intelligence is also reshaping the entertainment landscape.

On sports platforms, AI-generated real-time highlights offer instant recaps to fans, even mid-match. AI is enhancing user experience, streamlining content delivery, and enabling smarter recommendations. But it also introduces new vulnerabilities that must be addressed with equal innovation.

Flexibility is another area where Africa is rewriting the playbook. Economic constraints mean that traditional subscription models don’t always fit. In Uganda, for example, the concept of ‘micro-subscriptions’ allows viewers to pay for access in increments as short as seven days.

Ultimately, Africa views technology not just as a tool, but as a symbol of innovation and inner strength. For millions of subscribers and thousands of creators, secure digital platforms are the backbone of survival.

That’s why providers are investing in the next generation of innovators, organising hackathons, forming university partnerships, and encouraging students to design AI-powered solutions for uniquely African challenges.

This spirit of homegrown innovation is essential. Africa has consistently shown its ability to leapfrog traditional hurdles through bold, creative thinking.

The cybersecurity battle in entertainment is no exception. As digital adoption grows, so will the threats-but so too will the opportunities to build resilient, inclusive, and secure systems.