Category: Business Daily

In Kenya’s fast-growing digital economy, personal data has become the invisible currency of everyday life. Every phone call, mobile money transaction, or social media interaction generates a trail of personal information much of it stored, shared, and repurposed by individuals, companies and institutions.

This explosion of data collection has brought convenience and also introduced new vulnerabilities that directly threaten individual safety, dignity, and privacy. The question we must now confront is simple yet profound: what data is enough?

The principle of data minimisation, requiring collection and sharing only 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. From online registration forms that demand unnecessary details to financial platforms that reveal personal identifiers in every transaction, the culture of over-collection and over-sharing has become deeply ingrained.

The consequences are no longer theoretical. They are tangible, personal, and dangerous. The failure to apply data minimisation has exposed Kenyans, especially women and vulnerable groups, to heightened safety risks.

Gender-based violence is increasingly facilitated by the misuse or careless handling of personal data. Perpetrators have exploited leaked contact details, photographs, and addresses to stalk or harass victims.

Similarly, the practice of ‘doxing’ or kusalimia, publishing someone’s private information online has become a weapon of intimidation. A phone number displayed on a business page or a leaked transaction receipt can quickly spiral into harassment or extortion.

Moreover, the flood of unsolicited advertising messages that many Kenyans receive daily is a by-product of unrestrained data collection, where contact lists (whether electronic or the ever-present jotter at security gates) are illegally accessed, bought and sold by unscrupulous data handlers with little accountability.

These examples show that excessive data collection is not merely a technical or regulatory issue, it is a human safety concern.

Every text message, call, or mobile money transfer generates metadata location, time, duration, device type that can easily be repurposed for surveillance or profiling. Content Service Providers, Internet Service Providers, and generally all data handlers must ensure that they collect only what is strictly required for service delivery, billing, and fraud detection.

They should avoid using subscriber data for unrelated commercial purposes, especially targeted advertising, without explicit consent. Regulators must strengthen oversight and harmonise enforcement so Kenya can move toward a safer digital future.

While some banks and fintech firms mask credit card numbers, account and other details not considered necessary in verifying a transaction, mobile money service providers have not adequately observed the principle of data minimisation.

Both the providers and the relevant regulators need to give greater attention to ensuring that only the data necessary for service delivery is collected and processed. In most cases, what truly matters in confirming a financial transaction is the transaction code, not the names, phone numbers, or email addresses of the parties involved.

Minimisation in the financial sector would mean that these personal identifiers are either masked or tokenised whenever possible. The goal should be to preserve the utility and traceability of transactions while reducing the exposure of personally identifiable information that could be exploited for fraud or identity theft. The responsibility for promoting and enforcing data minimisation does not rest on companies alone.

Kenya already has a capable ecosystem of regulatory institutions that, if well coordinated, can embed minimisation as a national standard of practice. The Office of the Data Protection Commissioner (ODPC) is the guardian of privacy under the Data Protection Act.

It must continue to emphasise the principle of data minimisation which requires data handlers to collect only data that is ‘adequate, relevant and limited to what is necessary.’ ODPC can go further by issuing practical guidance for specific sectors clarifying, for instance, what ‘necessary’ means in mobile money transactions, telecom registration or digital lending.

The Communications Authority of Kenya, as the regulator of the telecommunications sector, plays an equally important role. It can strengthen licensing conditions to ensure that mobile operators and internet service providers adopt data minimisation as part of their compliance frameworks.

Meanwhile, the Central Bank of Kenya (CBK) responsible for regulating banks, digital lenders, and payment service providers can promote privacy-preserving financial systems. CBK can encourage the use of pseudonymisation and tokenisation so that sensitive identifiers such as a payer’s name are replaced by transaction references in digital payment systems. While institutional and regulatory reforms are crucial, the role of the individual the data subject cannot be understated.

The law gives every Kenyan the right of access, correction, and objection to the processing of their personal data. Individuals can take control by questioning why certain data is being requested before providing it, refusing to share information that seems excessive, and deleting accounts that are no longer in use.

They can also be more discerning about which digital platforms they engage with, prioritising those that ask for less data or demonstrate transparent privacy practices. In financial transactions, individuals should also be aware of what truly matters for validation.

The transaction code, a unique identifier confirming completion is what carries legal and operational significance. Sharing one’s name, phone number, or email address with every transaction only multiplies exposure to risk. Systems that rely on coded references, rather than direct identifiers, should be the preferred standard. This approach not only protects privacy but also builds trust in digital financial systems.

The belief that collecting more data automatically leads to better service is a misconception that has outlived its usefulness. The accumulation of unnecessary personal information creates more liabilities from regulatory penalties to reputational damage following a data breach.

The real value of data lies not in its quantity but in its relevance, quality, and security. Organisations must therefore adopt a disciplined, purpose-driven approach to data handling: clearly defining why they collect information, applying a necessity test before each collection, limiting retention to only what is required, restricting access to authorised personnel and sharing what is necessary and lawful.

Ultimately, data minimisation is a matter of collective responsibility. Regulators must strengthen oversight and harmonise enforcement; companies must embed privacy by design in their systems; and citizens must reclaim agency over their data. In doing so, Kenya can move towards a safer, more trustworthy digital future.

New loans to households and businesses rose to a two-year of Sh77.8 billion in September, offering a boost to the economy as banks resume lending on the back of reduced borrowing costs.

Data from the National Treasury shows the monthly credit flows reached the highest point since topping Sh82.5 billion in July 2023.

The record monthly disbursement of loans came in the backdrop of Kenya’s private sector activity, marking an expansion for the first time since April as per data from Stanbic Bank Purchasing Managers Index (PMI).

The higher monthly flows have coincided with the turnaround in private sector credit growth, which reached 5 percent in September 2025, after rising steadily from its lowest point in January 2025 when it marked a contraction of 2.9 percent.

The recovery comes amid a slow reduction in commercial bank interest rates ahead of the implementation of a new risk-based pricing framework, which is expected to hasten the drop in borrowing costs for bank customers after Central Bank of Kenya (CBK) rate cuts.

‘Credit to the private sector is gradually recovering with a decline in lending rates. Growth in private sector credit from the banking system continued to improve and stood at 5 percent in September, compared to a contraction of 2.9 percent in January 2025,’ the National Treasury said.

Growth in credit has the effect of spurring economic activity by putting money in the pockets of spenders who are households.

Renewed spending by the households usually raises the demand for goods and services by firms, incentivising the businesses to borrow to expand their product offering which ultimately creates higher economic output.

Stanbic’s PMI closed above 50 points in September for the first time since April at 51.9 points from 49.4 points a month earlier.

Readings above 50 indicate growth in business activity while those below signal a contraction.

CBK has been working to induce bank lending to businesses and households, making eight consecutive cuts to its benchmark since August 2024 to move the key lending to 9.25 percent from a high 13 percent.

Short-term interest rates including the overnight interbank lending rate, savings and deposit rates have all fallen in tandem with the Central Bank Rate (CBR), but the commercial bank borrowing rates have remained largely unchanged.

‘Bank lending rates declined to 15.1 percent in September 2025 from a peak of 17.2 percent in November 2024 and are expected to decline further,’ the National Treasury added.

CBK has also attributed the credit recovery to the decline in lending interest rates and resilient economic activity, but Governor Kamau Thugge has put pressure on banks to cut the rates further to align with the reduction in CBR.

The apex bank is banking on the implementation of the new risk-based pricing framework, to take borrowing cost by banks with rollout expected to begin promptly from December 1.

‘There should be no excuse by banks for whatever reason… there have been quite a number of excuses. This time, there won’t be an excuse. Once we lower the rate, banks should also lower their rates,’ Dr Thugge said.

Banks are expected to begin implementing the new risk-based pricing framework starting with new loans next month, while previously issued facilities will be transitioned to the framework by the end of February 2026.

New loan pricing under the framework is arrived at by adding the Kenya Shilling Overnight Interbank Average (Kesonia), formerly the interbank rate to each borrower’s risk premium which has been denoted as K.

Banks have previously admitted to difficulties in reducing borrowing costs to customers in line with expectations including the lack of a common base for industry borrowing rates and the poor development of the prior risk-based framework.

Private sector credit growth remains a far cry from its historical double-digit rates despite the improved recovery over recent months.

CBK first came-up with the risk-based pricing framework during the pandemic as it pushed to bring transparency and clarity in how banks price loans.

The entry of the framework was preluded by the near-four-year stay of interest rate caps which were enforced by Members of Parliament who accused banks of failing to tame runaway borrowing costs.

CBK has challenged commercial banks to quickly adapt to the new pricing model to take advantage of the benefits of transparency to customers.

‘If I were you, I would move as quickly as possible to implement this framework because Kenyans will choose to go to a bank with a transparent framework,’ Dr Thugge added.

Cheaper credit costs are usually expected to incentivise higher demand for credit by businesses and households.

The High Court has blocked directors of a manufacturer of packaging products from disrupting the functions of Equity Bank-appointed administrators who took over the operations of the financially distressed firm early this month.

The lender appointed Ponangipalli Venkata Ramana Rao and Swaroop Rao Ponangipalli as joint administrators on October 30 and took over the operations of Nes Poly Pack limited, over a debt of Sh193 million.

However, the joint administrators returned to court for protection after directors and their agents allegedly stormed the premises in Isinya on November 8 and disrupted their functions. The court was told the directors have been allegedly carting away assets and goods belonging to the company.

The High Court granted the two administrators orders, blocking the directors of the manufacturer from evicting them, disrupting the operations of the company or interfering with their functions, pending the determination of the application.

‘It is necessary and in the interest of justice that the application filed herein be certified as urgent and the same be heard on priority basis, and the orders sought thereunder be granted to allow the joint administrators to proceed with the administration of the debtor company without the risk of violence and disruption by the directors of the company,’ the joint administrators said in the application.

Court documents show that the manufacturer issued a floating debenture of Sh100 million in March 2019 over the company assets and a further Sh93 million in June 2021, which was also secured using the company’s assets.

The joint administrators were appointed on October 30, by Equity Bank as a secured creditor.

The administrators took control of the company on November 5, 2025 and notified the public in a newspaper advertisement the following day.

On November 8, the directors and employees of the company allegedly made violent and forceful entry into the company’s premises and disrupted the operations of the firm, making it impossible for the administrators and their staff to carry out their work.

The court heard that the violent and illegal actions were reported by the joint administrators at Isinya police station, court documents said.

The directors of the firm then sought an order to stop the appointment of the administrators, pending determination of the case.

The court issued interim orders, stopping the administrators from taking over the operations, pending the determination of the application on November 6.

But the administrators have contested the order arguing that it was made in error and ought to be struck out.

‘Therefore, there is an obvious error apparent on the record of the court in as far as the proceedings, the directors and orders of the court refer to an order issued in this cause on October 30, 2025, a date by which this case had not been filed,’ the administrators said.

The administrators added that during disruption, goods and raw materials were allegedly carted away from the company premises to unknown destinations.

‘The court should intervene and issue a temporary injunction to prevent the company and the creditors of the company as a whole from suffering irreparable loss that cannot be compensated by an award of damages,’ Mr Swaroop said in an affidavit.

He said the balance of convenience tilts in favour of the joint administrators and the secured creditor to enable them to take over the business and assets of the debtor company and avert the unilateral actions of the directors of the company in disposing of the assets of the company in an attempt to defeat the objective of the administration.

The Treasury made net borrowing of Sh437.8 billion in the first three months of the fiscal year, frontloading on debt amid a revenue shortfall that has signalled an upward revision in the budget deficit projection.

Net borrowing from the domestic market amounted to Sh339.7 billion, while external lenders put up Sh98.1 billion, as per latest disclosures by the National Treasury.

This borrowing is equivalent to 48.6 percent of the total target of Sh901 billion for the fiscal year, out of which the domestic market is expected to contribute Sh613.5 billion and external lenders Sh287.4 billion.

On the revenue side, there was a shortfall of Sh83.6 billion in the quarter to September, while spending was Sh5.9 billion above target. As a result, the budget deficit in the quarter stood at Sh280.4 billion, equivalent to 1.5 percent of gross domestic product (IGDP), against a target of Sh189.5 billion (1.1 percent of GDP).

‘Budget execution in the 2025/26 fiscal year has progressed well but constrained by slow adoption of e-procurement, revenue shortfalls against targets as well as expenditures pressures,’ said Treasury Principal Secretary Chris Kiptoo, in a presentation during the launch of public sector hearings on the 2026 budget on Wednesday.

‘Total revenues grew by 1.7 percent by end September 2025, compared with a growth of 10.8 percent by end September 2024, while ordinary revenues contracted by 2.9 percent compared with a growth of 10.1 percent over the same period.’

By borrowing larger sums early, the government is also giving itself liquidity headroom to cover its needs when large maturities and coupon payments come due, especially in January and February, when payments are made towards external loans related to the standard gauge railway, Eurobonds and large domestic infrastructure bonds.

In the domestic market, the government borrowed a cumulative Sh310.6 billion through Treasury bond sales, with Treasury bills contributing a further Sh45 billion in new debt.

The bonds included a reopening of two infrastructure papers of 15 and 19-years in August, which raised combined Sh180.14 billion through primary and tap sales.

In July, the Treasury had netted Sh66.7 billion through reopened 20 and 25-year bonds, while September’s issuance raised Sh63.8 billion from three reopened bonds.

The uptake came at a time of falling interest rates, which will help the government lower its borrowing costs that now account for the largest share of recurrent expenditure.

The bonds sold in the quarter carry coupon (actual interest rates) of between 12 and 14 percent, which was significantly lower compared to the highs of 18.5 percent paid out on infrastructure bonds issued in 2023 and 2024.

The falling rates also boosted bid volumes in the August infrastructure bonds from investors who were scrambling to lock in the papers before rates fell further. The two papers raised offers of Sh323.4 billion in the primary sale, and Sh207.5 billion in a subsequent tap sale.

Rates on the short-term treasury bills have also come down to the seven percent to nine percent range from 16 percent to 17 percent in August last year, giving the government another avenue to cheap cash from the market.

The global market rally, largely fuelled by Artificial Intelligence (AI), is showing classic signs of exuberance and over-valuation. Can this momentum in offshore markets like the US truly be sustained, or is a major correction on the horizon?

For Kenyan investors, this is not just a foreign story – it affects an estimated Sh50 billion in local funds held in offshore securities. Jubilee Asset Management Portfolio Manager Dorcas Mwangi breaks down the critical stages of a market bubble, identifies the red flags investors must watch for, and advises on how to protect your portfolio before the panic begins.

Make Money, a podcast series, hosted by Kepha Muiruri, from Business Daily Africa unravels ways to be financially savvy. Get practical tips and advice on how to increase your income, build wealth, and achieve financial freedom in Kenya. Whether you’re just starting out or a seasoned investor, we’ve got something for everyone.

Low-cost airline Jambojet plans to triple its fleet and launch longer routes, including new destinations in West and Southern Africa over the next five years as revenue surpasses the $100 million (Sh13 billion) mark on increased demand.

New Jambojet chairman Ayisi Makatiani, who is returning to lead the airline’s board more than a decade after his first tenure, said the carrier plans to acquire two aircraft within the next 12 months and sustain expansion over the next five years to triple its fleet from the current 11.

The expansion will allow Jambojet to increase frequency of flights in Kenya under the De Havilland Dash 8-400 plane as well as acquire other aircraft to deepen presence in East Africa and enter markets in West Africa, South Africa and North Africa.

‘At the moment, our aircraft can operate flights of up to two and a half hours. We plan to extend this to destinations such as Kigali, most of Tanzania, Ethiopia, South Sudan and Zanzibar. After that, we will begin the second phase of our scale-up by acquiring aircraft capable of flying up to five hours,’ said Mr Makatiani in an interview. ‘This will allow us to reach farther destinations, including parts of South Africa, West Africa and North Africa. To achieve this, we may introduce a different fleet, shifting from the current propeller planes to jet aircraft that can cover longer distances while preserving Jambojet’s low-cost model.’ Mr Makatiani did not give the size of budget that will be required over the next five years but said it could run into millions of dollars given that each aircraft could cost between $30 million (Sh3.9 billion) and $40 million (Sh5.2 billion).

The airline launched in April 2014 as a subsidiary of Kenya Airways (KQ) and has enjoyed success, with annual revenues crossing Sh13 billion and its market share in domestic flights hitting about 53 percent.

Jambojet’s parent, KQ, once embarked on a similar expansion under ‘Project Mawingu’ but this proved unsustainable, forcing it to scale back years later under the ‘Operation Pride’ strategy.

However, Mr Makatiani said the low-cost carrier is not about to run into the same misstep, given the demand in the market.

‘The signals we are getting right now is that we probably can even triple today under the same market. Customers are already complaining about limited seats-you try to book a flight to Kisumu or Mombasa today, and chances are you won’t find a seat. That tells us there’s still room to add more planes,’ said Mr Makatiani.

‘But growth has to follow sound business discipline. You must constantly watch your unit economics and ensure that every additional aircraft contributes to profit rather than loss. With proper economies of scale, each new plane should lower costs, improve efficiency and enhance the experience for both staff and customers.’

Mr Makatiani said part of the options to acquire a new fleet include leasing the planes to save it from tapping huge loans or hurting its liquidity.

‘This is exactly how we built Jambojet when we first started. We rented the aircraft and the technology, essentially leasing everything and paying as we went. It is a structure that allows you to grow while only acquiring the assets once your cash flows can support it,’ said Mr Makatiani.

Jambojet currently flies to six destinations from its primary hub in Jomo Kenyatta International Airport to Mombasa, Eldoret, Kisumu, Malindi, Ukunda (Diani) and Lamu.

The airline also operates three routes from its secondary hub in Mombasa to Kisumu, Eldoret and Zanzibar.

Mr Makatiani said the local expansion will capitalise on the rising demands on routes such as Nairobi-Kisumu and increase Jambojet’s market share by at least 10 percentage points over the next five years.

He explained that maintaining the low-cost model will allow the airline to appeal to highly price-sensitive customers and open travel to new groups of people who have never flown before and would like to reach far off destinations.

‘The model will also serve tourists who want to hop between cities as well as business travellers. Many companies that once sent employees by bus will now be able to fly them on Jambojet. And for travellers heading to or from places like Kigali, whether to shop in Nairobi or to connect to international flights, Jambojet can provide that short-haul link,’ said Mr Makatiani.

In 2019, Jambojet’s fleet was acknowledged by global aviation intelligence provider, ch-aviation, as the youngest fleet in Africa at about three years.

One of the most famous places in Sweetwaters Serena Camp is the fireplace at Suni Bar. The barman lit it promptly after 6:30 pm when the chill descended in Nanyuki’s Ol Pajeta conservancy.

Directly facing the fireplace are two sets of comfortable sofas which go quickly. Once they arrive, the bar area, a conduit from the main entrance through to the restaurant, is suddenly populated by guests coming back from game drives, sitting down to their teas or pre-dinner cocktails, and sharing anecdotes about their day with the animals.

Some guests stand over a big book where they note down the animals they saw during game drives. The book is a treasure catalogue of wildlife. We stumbled upon lions mating during one of the night game drives.

A rare and exciting find, yes, but also an embarrassing experience for the king of the jungle, only because he lasts only as long as you can cough. I was tempted to comment on the book, but that would have been seditious to the king.

The lodge is full of tourists with their cameras and game gear, hats, and other items, seated in small groups around the fire, sipping tea. A guy with a guitar waltzes about the room, plucking a tune. The man is truly, truly gifted. His voice possesses lemons and honey.

The first night we missed the fireplace sofas, so we sat at the bar drinking hot toddies and talking about the things we loved about the place: the view of the conservancy from the rooms where we could see elephants, rhinos, buffalo and all manner of small animals; the watering hole where animals gather at night, making all manner of noises.

The second night, we got there early and managed to secure one side of the sofa. We ordered whiskies while a couple came and joined us on the opposite sofa.

A fireplace is only charming when it’s shared. The fire crackled and simmered, creating both heat and ambience. The couple scrolled through their phones, going over photos they had taken.

President William Ruto is banking on two sovereign funds to deliver Sh5 trillion worth of projects over the next 10 years, highlighting the government’s resolve to shift from funding infrastructure projects using debt.

During an address to Parliament on Thursday, the President stated that funding for projects in the transport, energy, agriculture and education sectors, would be sourced from the Sovereign Wealth Fund (SWF) and the National Infrastructure Fund (NIF), rather than borrowing or relying on taxes.

The government has lined up projects valued at Sh5 trillion across the sectors, including the construction of hundreds of dams, tarmacking and dualling of roads, extension of the standard gauge railway (SGR) line from Naivasha to Malaba, growing electricity generation and boosting educational research.

The Ministry of Roads and Transport has already mapped out 2,500 highways for dualling and 28,000km of roads to be tarmacked in the next 10 years, with the launch of the dualling of 170km Rironi-Naivasha-Nakuru-Mau Summit Road scheduled for next week.

Other roads set for dualling include Muthaiga Kiambu-Ndumberi, Machakos Junction-Mariakani, Mau Summit-Kericho-Kisumu, Kisumu-Busia, Mau Summit-Eldoret-Malaba, Kericho-Kisii-Migori-Isebania, Nakuru-Nyahururu-Karatina and Nakuru-Nyahururu-Karatina, President Ruto said.

The Ministry of Roads and Transport has already mapped out 2,500 highways for dualling and 28,000km of roads to be tarmacked in the next 10 years, with the launch of the dualling of 170km Rironi-Naivasha-Nakuru-Mau Summit Road scheduled for next week.

Other roads set for dualling include Muthaiga Kiambu-Ndumberi, Machakos Junction-Mariakani, Mau Summit-Kericho-Kisumu, Kisumu-Busia, Mau Summit-Eldoret-Malaba, Kericho-Kisii-Migori-Isebania, Nakuru-Nyahururu-Karatina and Nakuru-Nyahururu-Karatina, President Ruto said.

He said the government wants to fund the multi-billion-dollar projects using the SWF and the NIF, highlighting the challenge to keep financing infrastructure development through borrowing and additional taxes.

The SWF will pool monies generated from Kenya’s natural resources, such as mining and petroleum products, and will have three components: a stabilisation unit, an infrastructure investment arm and a segment focused on savings.

On the other hand, the NIF will source capital from the sale of state-owned enterprises, private capital through PPPs and other domestic sources.

‘Estimates indicate that achieving these four priorities will require at least Sh5 trillion. How shall we finance these transformative projects, and do so sustainably? The answer lies in two key financing vehicles: the NIF and the SWF,’ the President said. Other than infrastructure projects in the transport sector, the government has a plan to deliver 50 mega dams and more than 200 medium and small dams, whose funding will come from the two funds.

The government plans to add at least 2.5 million acres of land under irrigation in a span of five to seven years, with targeted dams including the High Grand Falls and Arror, which had previously been halted.

‘The Ministry of Water, Sanitation and Irrigation, alongside all relevant agencies, has already mapped the precise locations of these dams. These projects span the breadth of our Republic; from High Grand Falls, a mega dam on river Daua in Mandera, Soin Koru in Kisumu, Narosura in Narok and Arror in Elgeyo-Marakwet,’ President Ruto said.

Arror and High Grand Falls dams, which the government plans to fund using the sovereign funds, have previously faced compliance and legal challenges and their construction had been halted.

The government also plans to generate an additional 10,000 MW of electricity in the next seven years with the President noting that despite an installed capacity of 3,300 MW, ‘the intermittence of solar and wind means our firm capacity is only 2,300 MW – far below what the Kenya of tomorrow will require.’

In the Education sector, the government plans to actualise the national research fund by growing research funding from the current level of 0.8 percent to two percent of gross domestic product..

The current funding levels have left shortfalls of Sh180 billion, with the President indicating that he established a dedicated State Department for Science Research and Innovation, in order to scale up Science, Technology, Engineering and Mathematics courses in Kenya’s education system and help actualise the two percent research fund needed.

‘… we should grow the fund to Sh1 trillion over the next 10 years. We will mobilise domestic public resources, private investment, venture capital and other private-sector financing to drive this effort,’ he said.

Rabobank is a global food and agriculture bank based out of the Netherlands. The financier runs one of 10 Central Bank of Kenya authorised representative offices of foreign lenders in the country.

The Business Daily talked to Els Kamphof, a member of the bank’s managing board, who provided insights into the role played by the Nairobi rep office in building resilient food systems in the region.

What’s the day-to-day operation like for a foreign bank representative office like yourselves? Our Nairobi office is part of a commitment to developing our business in Africa, working closely with the headquarters in the Netherlands.

Our staff on the ground are fully involved in the commercial business of connecting with clients locally from the bank, our foundation and our rural fund. The rep office gives us boots on the ground and local experience, which makes the difference for us.

This is the 11th year in this market, what would you say has been your impact/achievements so far?

From a global perspective, Africa was the first continent that Rabobank ventured into 40 to 45 years ago when we began international operations, initially through the foundation where we used earnings from the group to make impact globally. We have worked with small-holder farmers, cooperatives and have bought stakes in banks throughout Africa.

We opened this representative office in 2014 on the same note serving corporate clients in food and agriculture which are active on the continent as a global food and agriculture bank. Supporting commodity finance is very key for us.

Your Nairobi representative office also serves a regional role, tell us how you came about making the choice to base the hub here?

We wanted to have a presence in Africa, and we are happy with our choice of Nairobi. There are adequate talents here and there is also a vibe here.

What has been your working relationship with local banks?

We have previously had a working relationship with the Co-operative Bank of Kenya. We also have consulting projects with other banks, but our only stake is in Equity Bank, and we are very happy with that.

Your focus on food and agriculture finance makes you quite unique, how did this come about?

It connects with the roots that we have, having started as an agriculture cooperative in the Netherlands. This is who we are, and this is the knowledge we have, and this is what we want to do as well in Africa to create resilient food systems.

We have a lot of information and knowledge… for example with climate change we could advise farmers on alternative crops and this information is extremely valuable. If we would say SME finance, we would not be any different from any other bank.

With agriculture making huge swaths of countries’ economies in Africa, is it an automatic choice to base yourselves on the continent?

We have a presence in all the different regions, but each region is different from climate conditions to culture. The small-holder system is very typical for Africa, which requires a unique approach to other markets.

Given the population growth expected, it’s so important that food and agriculture develop on the continent. We bring clients together from different regions and we share knowledge and we hope that these clients collaborate.

What’s fascinating for this region is that the bulk of economic and population growth in the world going forward will happen here. 65 percent of all unused arable land is in Africa. There is a big opportunity to make this land suitable and start growing commodities on it. I am convinced the food and agriculture sector has so much potential to grow.

You have a foundation and a rural fund in addition to the commercial bank operations, how does this all come together?

A co-operative bank doesn’t have to serve any shareholders which is great. If you generate profits, you can use this for society and that’s how the fund came about. We don’t have dividends to pay to shareholders, so this is our co-operative dividend.

We also started a foundation in which we put a percentage of our profits every year and we use this funding to promote agriculture in developing countries and among small social entrepreneurs in the Netherlands.

We drive healthy net profits for the bank so we can use that beyond banking to invest in resilient food systems. This gives us a broader role beyond any other regular commercial bank which is fantastic. You compete with all other banks, and if you do well, there is funding available to make a difference in society.

We have seen some or at least one representative office wanting to convert their current license to a full-fledged bank, would you go down the same route?

It would depend very much on the scale of how food and agriculture develop. We make a lot of impact already which is good for Kenya and Africa, but I don’t think we would be currently suited to be a fully-fledged commercial bank in Kenya. Our aim is to make an impact beyond banking which we already do. I would never exclude anything but at this point in time I would say I am very happy with how we are positioned.

How do you approach competition among your peers (licensed representatives of foreign banks)?

I would say they are actually not our competitors as our offering is so different. We both come across the same clients but what we offer is different.

What is to come in terms of your impact in Kenya and Africa?

We continue to tap talents from Kenya and Africa through our graduate programme where we train young graduates on food and agriculture and they bring that knowledge back home. I believe in the potential of this sector, and we want to be there.

I’ve just returned from Dreamforce 2025 in San Francisco, where global leaders were imagining what comes next in the ‘agentic era’, a future where AI systems don’t just follow instructions but plan, reason, and act independently to help organisations achieve complex goals. What struck me most was how deeply relevant these conversations are for Africa today.

Across the continent, businesses and governments face a familiar challenge: expectations are rising while budgets and teams remain constrained. We’re being asked to deliver more, to more people, with less.

AI offers a way to bridge that gap, not as a shiny new tool, but as a reliable partner that can take on the heavy lifting, handle repetitive tasks, enhance decision-making, and free our people to focus on work that truly moves us forward.

But to unlock that potential, technology alone is not enough. African organisations need the right internal functions, people, processes, and guardrails, to ensure AI is deployed responsibly, safely, and at scale.

From where I sit, supporting teams across the continent, these five functions are essential for any African business preparing for this new era, and will determine whether Africa prospers in the agentic era:

AI agent management: Turning ideas into action

Every organisation experimenting with AI is asking the same question: Where do we start?

AI agent management provides the answer. This function defines where AI can drive measurable value, from improving service delivery to streamlining operations to enabling financial inclusion. We’re already seeing this in action: Absa, for instance, is using AI to deliver faster, more accessible banking for millions.

AI risk and governance: Building trust from the start

AI can only be transformative if it is trusted, which requires strong safety barriers from the very start.

Yet Africa faces a unique challenge: most global AI models are trained on datasets that overlook African languages, cultural nuances, and local contexts. When systems fail to moderate hate speech or misinterpret African dialects, the consequences are not theoretical.

This makes governance non-negotiable. Strong oversight, from bias testing and transparency reviews to data protection and continuous monitoring, ensures AI remains ethical, safe, and aligned with our values. Governance isn’t red tape; it’s the foundation of trust.

AI operations management: Scaling for dependability

The reality is that most, almost 95 percent of AI pilots fail. Often, it’s because companies try to build everything from scratch, only to run into security risks, bad data or runaway costs.

In Africa, failed pilots are even more painful because budgets are tighter. The AI operations management function prevents this. It handles the day-to-day running of AI systems, by deploying them properly, keeping them stable, monitoring performance and making sure they stay secure.

At the heart of this function is the AI platform engineer, whose job is technical and hands-on: they connect agents, data and applications into a single, reliable workflow. They make sure the system runs smoothly around the clock and can deploy digital labour when demand grows.

AI Workforce Training and Development: Bridging tech and talent

Technology only works when people understand how and when to use it. This is where the training function becomes critical. A significant digital literacy gap exists, with only half of African countries including computer skills in their school curricula.

The AI learning and development function must prioritise structured training, moving from basic AI awareness to role-specific capability development, ensuring employees are prepared for the ‘human-agent collaboration’ that defines the future of work.

Salesforce’s latest Slack Workforce Index shows people using AI are 81 percent more satisfied with their job than those who aren’t, making training a critical function for talent attraction and retention.

AI workforce integration: Augmenting human potential

Ultimately, AI is at its best when it elevates, not replaces, human ingenuity. This function focuses on fostering seamless, productive collaboration between human employees and AI systems. The goal is to augment human capabilities, enabling employees to focus on creative and strategic tasks and reduce friction.

By automating repetitive and time-consuming activities, AI can free employees to focus on high-value work and strategic initiatives.

We’ve seen real-world success, such as Secret Escapes increasing autonomous resolution rates from 10 percent to 30 percent, which allows human employees to focus on higher-value interactions. The AI collaboration strategist defines the essential interaction points and optimises collaboration models to ensure AI enhances our human ingenuity.

Africa’s opportunity in the agentic era

The move toward agentic systems isn’t just another tech upgrade. It changes how work actually gets done. It redefines productivity, service delivery, and even how governments engage with citizens. For Africa, it’s a real opportunity because it has the potential to deliver better public services, faster responses, and the ability to grow without inflating limited budgets.

But real transformation requires structure. These five functions, from governance to workforce integration, give organisations the structure they need to use AI safely and effectively. Without them, AI remains guesswork, but with them, it becomes something that can genuinely support growth.

After witnessing many AI success stories at Dreamforce, one thought kept surfacing: while success and profit are noble causes, Africa has a duty to set the bar higher and use AI as an opportunity to elevate its people and solve real human problems.

Can we, as Africans, afford to miss this opportunity to make meaningful change on a continent that knows too well the price we pay for being left behind? Our AI success starts with each of us taking up the responsibility to participate, develop ourselves, train our people, rethink our workflows, and place skills where they’ll make the biggest difference.

We need AI solutions that reflect our values and serve our people.