Category: Business Daily

A regional competition watchdog wants airlines operating within the Common Market for Eastern and Southern Africa (Comesa) to compensate stranded passengers with cash payouts of up to $600 (Sh77,540) for flight cancellations and delays amid a surge in travellers’ complaints at Kenya Airways.

The Comesa Competition Commission has issued a notice, technically known as guidance letter, proposing that carriers offer stranded passengers between $250 (Sh32, 310) and $600 (Sh77, 540) for cancellations.

We don’t talk about this often, yet it happens more frequently than we care to imagine. It’s a normal day at work – chitchat, coffee-break gossip, laughter echoing across cubicles. Time to clock out, share a few hugs, and promise to see each other tomorrow to do it all over again

But then morning comes, and something is different. There’s tension in the air. Whispers fill the corridors. Some colleagues wipe away tears they didn’t expect to shed. Eyes drift towards the now-empty desk – and the questions start flooding in: Why? Could we have seen the signs? Could we have done something? Just like that, they are gone.

Losing a colleague to suicide is one of the most painful experiences any workplace can face. Beyond the initial shock and sadness, there’s often confusion, guilt, and silence. In such moments, what people need most is compassion – not procedure.

Too often, offices rush to policy and paperwork – insurance claims, handover notes, even talk of replacements. But please, just pause. This is not just a workplace; it’s a community that must find a way to grieve one of its own.

When tragedy strikes, people look to leadership for direction and reassurance. Silence only leaves room for fear, stigma, and speculation. Instead, lead with openness and empathy.

A simple message can make a world of difference: ‘We are deeply saddened by the loss of our colleague. We know this news is painful for all of us, and we encourage everyone to be here for one another during this difficult time.’

Avoid speculation or sharing details that have not been authorised by the family. The office should never become a place for rumours.

The goal is to acknowledge the loss, honour the person, and remind everyone that support is available.

According to the World Health Organization (2023), compassionate, truthful communication is one of the most effective responses following a suicide-related loss.

Grief looks different for everyone – that’s a fact we must accept. Some colleagues may cry openly; others may seem composed but struggle silently.

Offering safe spaces to talk – through a counsellor, debrief sessions, or even a quiet cup of tea with a trusted colleague – helps people process their emotions in healthy ways.

Encouraging staff to take time off, or to step back when needed, shows genuine care. This is especially important for those who worked closely with the departed colleague. They shared a workspace, stories, and laughter – and suddenly, all of that is gone.

According to Harvard Business Review (2022), when leaders normalise emotional support, recovery and team trust improve significantly. After all, we remain human – regardless of how professional the environment may be.

Managers often feel torn between staying strong for their teams and managing their own grief. HR must play a key role in gently guiding and supporting this group – supervisors, heads of departments, and team leads – reminding them that it’s okay not to have all the answers.

When a colleague dies by suicide, it affects everyone differently. What matters most is how we show up for each other – with empathy, patience, and presence.

Read: Understanding teen suicide and how parents can help

Healing begins when people feel seen, heard, and supported in their wholeness.

In honouring the life that was lost, we remind ourselves that none of us walks this journey alone.

There can be a temptation to try and make sense of the tragedy, but often there is no clear explanation. At times, unresolved professional differences or unspoken words may resurface, bringing guilt or tension. It’s important to steer the team away from blame and towards collective healing.

Where possible, create remembrance spaces – message boards, short reflection sessions, or quiet moments of silence. The American Psychological Association (2021) notes that shared remembrance and collective grief rituals help restore connection and meaning after loss – and I couldn’t agree more.

This may sound harsh, yet it’s the truth. The sun still rises, deadlines still loom, and clients still call. But returning to routine can feel strange, even inappropriate at first. The transition back should be gradual and compassionate.

Regularly check in with your team – not just about performance, but about how they are coping. Healing takes time, and kindness becomes the thread that holds people together during this fragile period.

Once the initial sadness fades – as it inevitably does – continued awareness becomes vital. Create opportunities to talk about mental health regularly, both individually and as a team. Learning sessions, casual check-ins, and visible reminders that it’s okay to seek help all make a difference.

As the WHO (2023) reminds us, open and caring workplaces play a crucial role in preventing future tragedies.

The Central Bank of Kenya (CBK) increased gold holdings by 40.8 percent to Sh238 million in the financial year ended June 2025, signalling a renewed push to diversify the country’s foreign reserves amid global economic uncertainty.

CBK’s latest annual report shows that the value of gold held by the bank rose from Sh169 million the previous year, marking one of the largest percentage increases in recent times.

The High Court has ordered the Tax Appeals Tribunal to recalculate the tax relief on a contentious hotel and apartment project by hospitality firm Hemingways Watamu Limited, handing a reprieve to the Kenya Revenue Authority (KRA), which is fighting to block a Sh944 million claim by the investor.

High Court Judge Julius K. Ng’arng’ar directed the tribunal to reassess the investment tax deduction on the project in Kilifi County, undertaken about seven years ago.

Every job needs a curriculum vitae (CV), but not many choose revamping CVs as a career. What began as quick fixes for friends, family now fuels businesses.

The promise is simple. Make the first page count. Like Mercy Mukami, the founder of Golden Strip Consultancy. She says she began CV revamping in June 2022 as a side hustle to complement her income. After she was fired, she chose to go full throttle.

The Kenyan passport had fallen six more places from the global ranking of the most powerful travel documents to 73rd from 67th place last year, owing to the lack of reciprocal visa waiver agreements with other countries.

The passport lost its standing despite recent reforms like dropping visa requirements for all African nationals, with the number of countries that Kenyans can visit without a visa or obtain one on arrival reducing to 70 from 74 as of January last year.

The State has reinstated subsidy on diesel to prevent the price of the commodity from rising in the monthly cycle that lapses on November 14.

According to the pricing schedule published by the Energy and Petroleum Regulatory Authority (Epra), a subsidy of Sh0.54 per litre has been applied to diesel, keeping the price of the commodity unchanged at Sh171.47 in Nairobi.

The price of a litre of petrol has also remained unchanged at Sh184.52, with a subsidy of Sh0.07 being applied. The reinstatement of the subsidy comes at a time when landed costs (the price of the product in global markets plus shipping costs) rose by 1.57 percent to $623.75 (Sh80,788.10) per cubic metre last month, compared to $614.08 (Sh79,597.0) for the same quantity in August.

An increase in the cost of diesel could have triggered a rise in the cost of living for this month. This is because transport and energy costs – which are key in determining inflation- are directly impacted by fuel prices. In the period under review, the maximum allowed petroleum pump prices for super petrol, diesel and kerosene remain unchanged,’ Epra director-general Daniel Kiptoo says in the notice.

The biggest subsidy has been applied to kerosene, at Sh3.48 per litre, to keep prices unchanged at Sh154.78 in the capital. This is after landed costs of the commodity rose highest by 2.97 percent last month.

The subsidy on diesel and petrol had temporarily been discontinued in the monthly prices to October 14, after landed costs of petrol, diesel and kerosene fell.

Return of the subsidy is key to helping keep a lid on inflation, which has been on a steady rise from 3.8 percent in May this year to 4.6 percent last month.

The subsidy, which has been plagued by instances of illegal diversions by the State, is funded via a levy of Sh5.40 per litre of petrol and diesel, and Sh0.40 for every litre of kerosene.

In recent days, social media has been abuzz following a video posted by journalist Larry Madowo, capturing the driver of Kibra MP dangerously manoeuvring through traffic. What stood out, beyond the reckless act itself, was the air of arrogance and pride in breaking the law as if being associated with leadership granted immunity from responsibility.

This incident is not an isolated one. It reflects a deeply entrenched culture of impunity that has become all too common on Kenyan roads.

Official vehicles, government convoys, and politically connected drivers often disregard basic traffic rules with little or no consequence. Sadly, this attitude trickles down, normalising bad behaviour across the board and setting a poor example for the very citizens these leaders serve.

Kenya continues to witness a worrying number of road accidents, many of which are preventable. According to the National Transport and Safety Authority (NTSA), human error remains the leading cause of fatal accidents, from speeding and dangerous overtaking to drunk driving and poor vehicle maintenance.

On highways such as the Nairobi-Nakuru, Thika Superhighway, and Mombasa Road, daily traffic snarl-ups and tragic crashes have become routine, often triggered by just a few careless drivers who choose to ignore the rules.

What’s even more frustrating is the sense of helplessness felt by law-abiding motorists.

Many have witnessed reckless drivers, sometimes escorted by sirens or flashing lights, forcing their way through traffic while police officers look the other way. This selective enforcement erodes public trust and sends a dangerous message that the law only applies to some, not all.

For Kenya to move forward, this culture must change. Traffic rules should not be suggestions; they are laws meant to protect lives. The NTSA and the National Police Service must tighten enforcement measures, ensuring that every driver, regardless of social status or political connection, faces the same consequences for breaking the law.

Furthermore, civic education and consistent awareness campaigns must be sustained to remind drivers of the shared responsibility we all have in keeping our roads safe. Accountability starts with leadership, and our elected officials should be the first to demonstrate respect for the law. A leader’s vehicle should symbolise order and discipline, not impunity and recklessness.

At the same time, citizens should embrace a culture of responsibility and report errant drivers through the available channels. Silence only fuels the problem. It is through collective action that we can reclaim sanity on our roads.

The uproar sparked by Larry Madowo’s video should not end as just another trending topic. It must serve as a wake-up call that no one, regardless of their title or position, is above the law.

Until we stop glorifying reckless behavior and start demanding accountability from all road users, Kenya will continue to pay the high price of preventable road carnage. It’s time for change one that puts safety, discipline, and equality before privilege.

Managers come in all shapes, temperaments, and philosophies. In Kenya’s corporate corridors, you’ll find inspiring leaders who lift others, and others who make employees dread Mondays.

Understanding the types of managers you’re likely to meet can help you navigate the workplace more strategically, protect your sanity, and chart your career growth wisely.

1. The visionary coach: They are the gold standard of leadership – emotionally intelligent, empathetic, and results-oriented. Visionary coaches inspire teams, reward effort, and balance empathy with accountability. Their leadership style builds trust and commitment, not fear.

How to deal: Be authentic, open, and consistent. They appreciate integrity, effort, and commitment – and will invest in your growth. They mentor, don’t micromanage. With them, you grow and glow.

2. The manager from hell: They believe leadership is domination. Their meetings feel like disciplinary hearings – full of shouting, humiliation, and threats. They set unrealistic targets and have zero compassion. Employees under them suffer burnout, stress, and self-doubt. Yet they often survive through powerful networks or fear-based results. How to deal: Stay professional and factual. Document interactions, avoid confrontations, and protect your mental well-being. If toxicity becomes unbearable, exit strategically. They thrive on fear, but remember your sanity is not part of their KPI.

3. The macho commander: Mostly male, this type carries deep-seated gender bias. They belittle women’s opinions, gaslight female supervisors, and believe male dominance is natural. Some are bright but chauvinistic; others are plain insecure. They’re a workplace hazard.

How to deal: Maintain composure and professionalism. Use organisational policies to address bias and keep detailed records of interactions.

4. The preacher manager: They open meetings with prayers, quote scripture freely, and claim moral authority – yet their behaviour contradicts their faith. They gossip, undermine, and manipulate under the guise of spirituality, often aligning with powerful circles to protect their turf.

How to deal: Keep engagement strictly professional. Respect their beliefs but don’t confuse spirituality for integrity.

5. The office patriarch and matriarch: Typically, an older long serving employee. The good ones are nurturing, protective, and dependable. The toxic kind, however, are dismissive, rude, and threatened by younger, educated staff. They wield influence through fear or familiarity.

How to deal: Respect their experience but set firm boundaries. Engage respectfully without allowing intimidation. Every office has one, loved by some, feared by others.

6. The saboteur: This quiet disruptor thrives on undermining others and progress. They resist change, form cliques, and subtly delay work when reforms threaten their comfort zones. They often occupy mid-level roles and have mastered organisational politics for survival.

How to deal: Keep communication transparent, record agreements, and focus on facts. Don’t get drawn into their drama, consistency will expose them.

7. The ethnic crusader: They view leadership through tribal lenses. Promotions, team composition, and rewards revolve around ethnicity or regional allegiance. They poison workplace cohesion and sometimes manipulate senior management to protect their dominance.

How to deal: Stay focused on performance. Build alliances across diversity and document any discriminatory practices. Escalate if needed as silence only empowers them.

8. The lazy drifter: They avoid decisions, delay approvals, and conveniently ‘forget’ responsibilities. They rarely read reports and are quick to blame subordinates when things go wrong. Their indecision paralyses productivity.

Read: Working with managers who lack self-awareness

How to deal: Manage upward. Send concise updates, confirm discussions in writing, and plan for delays. Anticipate last-minute changes and protect yourself with documentation.

9. The entitled veteran: They’ve worked for decades and act like shareholders. Resistant to new ideas, they invoke ‘experience’ as a shield. Some are valuable repositories of knowledge; others simply block progress. Their power lies in nostalgia and informal influence.

How to deal: Acknowledge their contribution but assert your space respectfully. Involve them in transitions and make them feel valued without yielding to emotional blackmail.

10. The pretender leader: Charming, articulate, and politically connected – but shallow on delivery. They thrive on appearances and are experts in self-promotion. They take credit for others’ work and master the art of being visible without being impactful.

How to deal: Let your performance speak louder than their theatrics. Keep a record of your contributions and ensure your achievements are visible to decision-makers.

They shine in meetings but disappear when work starts.

11. The good but misunderstood manager: They stand for integrity, fairness, and accountability. Unfortunately, their insistence on doing things right makes them unpopular with mediocre teams and insecure peers. They often get isolated or sabotaged for being ‘too principled.’

How to deal: Support and learn from them. They’ll stretch you, but you’ll emerge stronger, wiser, and more professional.

Final thoughts

Kenyan workplaces mirror our society – diverse, vibrant, and sometimes chaotic. Behind every title lies a personality that shapes an organisation’s culture, morale, and productivity.

Some managers nurture; others destroy. Recognising who you’re dealing with helps you adapt intelligently rather than react emotionally.

Not every manager deserves your loyalty, but every experience with one offers a leadership lesson. Surviving the wrong manager often prepares you to become the right kind of leader tomorrow.

Motorists who have to grapple with the current administration and conduct of our traffic will take some solace from the fact that more Kenyans are now more ‘mobile’ than ever before. A very big tick in that box. But does that have to mean congestion, delay, exasperation, and danger? Mart

Any answer to that must start in the context of a prodigious increase in the population of people and vehicles. Both have increased nearly tenfold (!!!) in a few decades.

That would test the infrastructure and policy fibre of any country, and your ‘big tick’ would be well deserved even if we were just surviving. Yet we are doing that well enough to think about thriving!

On that basis, ask any politician or policeman what motoring laws and policies are trying to achieve, and the answer will be simple and consistent: Not just more vehicles, but roadworthy vehicles, well driven, on decent highways and streets, safely, smoothly, efficiently and economically.

Well here’s the news. That is exactly what the motoring public wants, too.

So why do the two sides seem to be constantly fighting each other? Surely people fight when they differ – not when they absolutely agree.

Let’s start with the motoring public. How many motorists actually prefer a car that is unroadworthy? How many actively wish to drive badly, or on an awful road, or dangerously, or over bumps, in clogged traffic? Does any motorist want to make vehicle ownership and use as expensive as possible? And how many motorists want roads to be unmarked or often incorrectly marked?

And so to the law makers and law enforcers. Accepting their declared wish-list begs some questions:

If they don’t want defective vehicles, then why are they giving such loopholes (even incentives) for importation of sub-standard used vehicles and parts; why do they pre-inspect new vehicles and genuine parts but not used vehicles and scrap components?

Why do they allow damaging bumps to be constructed, and potholes to remain unfixed? Why do they impose taxes that make quality replacement parts less affordable? Why do they keep proposing expansion of massively expensive inspection systems when the existing ones clearly don’t (and won’t) work?

Why don’t they inspect and license workshops so motorists who want to keep their vehicles in good shape can get competent service? And why don’t they make routine roadworthiness inspection a compulsory part of every service?

If they want good driving, why do they not set higher standards for licensing driving schools, and conduct a much more stringent driving test? Why do they not bombard us with public education campaigns?

If they want smooth and efficient travel, why do they allow desperately slow vehicles to obstruct arterial highways? Why don’t they mark and enforce clearways?

And so on, and so on.

Meanwhile the over-riding question remains: if both sides want the same things, why doesn’t their relationships look less like conflict and more like teamwork?

After all, if the motoring public wants all the things law makers and enforcers say they want we don’t need draconian crackdowns; we need enabling conditions and a partnership of mutual respect.

Policy’s priority should be to help motorists have roadworthy cars and good skills and decent roads. Not by punishing their failures, but by encouraging their success – incentivising the purchase of newer vehicles, improving the quality and reducing the cost of maintenance and repair; ensuring well-qualified tuition and backing it with popular and practical public education.

.in sum, guiding by incentives instead of penalties wherever possible. That way, the authorities (and law-abiding motorists) get a million supportive allies instead of a million resentful foes. Surely that would work better. Until that starts to happen, there is reason to doubt, after all, that the patrons and the public do want the same thing. We think we know what the motoring public wants. But the question is out there: what do the laws and policies want?

And don’t say ‘obedience’ because it will be good for you. Those who already comply – in every possible way – know for sure that strategy does not deliver respect or justice or smooth, safe, efficient, economical and relaxed travel by road.

What we all need to recognise is that the ‘policy pie’ is an extraordinarily complex matrix. Taken in isolation, traffic management has some glaringly obvious shortfalls and logical remedies.

The cost-benefit equation of the remedies is clear, but the skills and diligence and shillings required are limited and are in competition with dozens (nay, hundreds) of other real needs, conflicting priorities and vested interests.

For the time being, we must both hope and cope in the knowledge that things could be better.or worse.