Top court rules pension funds are private trusts

The Supreme Court has struck down a law subjecting pension schemes sponsored by public entities and State corporations to the strict public procurement system, ruling that workers’ retirement savings are private trust funds and not public money despite being linked to State employers.

In a landmark ruling expected to reshape governance, investment operations and oversight across the country’s retirement benefits sector, the court held that pension schemes handling funds from government workers are not public entities subject to procurement laws.

The divided five-judge bench led by Chief Justice Martha Koome ruled that pension funds linked to public entities are not public money subject to the Public Procurement and Asset Disposal Act (PPADA).

The decision overturns earlier rulings by the High Court and Court of Appeal, which had upheld Section 2(o) of the PPADA and classified pension schemes of public institutions as public entities required to comply with State procurement procedures.

According to the court, pension savings cease being public funds once contributions are remitted into retirement schemes established as irrevocable trusts under the Retirement Benefits Act.

‘A pension fund sponsored by a public entity was not contemplated in the enactment of Article 227 of the Constitution to be an entity intended to undertake public procurement,’ the majority ruled.

The court declared Section 2(o) of the PPADA unconstitutional to the extent that it subjected pension funds to public procurement systems. It further held that pension schemes are private trusts and not State bodies performing public functions.

The ruling hands a major victory to the Association of Retirement Benefits Schemes, which argued that procurement rules increased administrative costs, slowed investment decisions and interfered with employees’ savings.

Kibaki, Uhuru-era affirmative action funds decline under Ruto

Loan disbursements under affirmative action funds started the Kibaki and Uhuru Kenyatta era have dropped as President William Ruto’s digitally driven lending programmes expand their reach among youth and small traders.

Official disclosures show both the Uwezo Fund and the Women Enterprise Fund (WEF) missed lending targets by wide margins in the financial year ended June 2025, signalling the declining role of legacy State-backed credit schemes.

Disbursements under the Uwezo Fund fell to Sh431.4 million, below the Sh600 million target and down from Sh543.2 million in 2023/24.

The State Department for Micro, Small and Medium Enterprise Development blamed the decline on operational bottlenecks at constituency level.

‘The target for FY 2024/25 was not achieved as a result of 80 constituencies being dormant, and another 20 not having committees,’ the department said in budget proposals for the year starting July 2026.

The Uwezo Fund was established in 2013 under former President Uhuru Kenyatta to provide interest-free loans to women, youth and persons with disabilities through constituency structures.

The Women Enterprise Fund, launched in 2007 during former President Mwai Kibaki’s administration, also posted one of its weakest lending years.

WEF disbursed Sh457 million against a target of Sh2.7 billion in 2024/25, down from Sh941 million in 2023/24 and Sh1.72 billion in 2022/23.

The State Department for Gender and Affirmative Action linked the decline to suspension of WEF’s digital lending model following rising defaults and weak repayments.

Only 12,538 women entrepreneurs received funding during the year, far below the target of 200,000 beneficiaries.

In contrast, the Financial Inclusion Fund, popularly known as the Hustler Fund, has rapidly expanded to become the centrepiece of President Ruto’s bottom-up economic model.

Read: Kibaki, Uhuru-era funds falter as Hustler, Nyota rise

The fund had disbursed more than Sh72 billion to about 26 million Kenyans by June 2025, up from Sh52 billion in 2023/24 and Sh35 billion in 2022/23.

Alongside the Hustler Fund, the government has also rolled out the National Youth Opportunities Towards Advancement (Nyota) project targeting unemployed youth.

Under the programme’s first phase, each beneficiary aged between 18 and 19 receives Sh25,000, with Sh22,000 sent directly to mobile wallets for business activities while Sh3,000 is deposited into a ‘Haba na Haba’ savings account managed by the National Social Security Fund.

Safaricom gets 25-year licence, pays Sh16bn fees

Safaricom Plc’s spending on licences in Kenya rose by Sh1.7 billion for the financial year ended March 2026, as the firm secured a 25-year extension to its operating licence.

Disclosures from the listed telecoms operator show that direct costs on licence fees increased to Sh16.38 billion in the period from Sh14.66 billion previously.

The Communications Authority of Kenya (CA) granted the extension under its Unified Licensing Framework, aligning it with other authorisations such as spectrum usage rights.

The long-term approval is expected to reduce uncertainty over the company’s future operations, replacing an earlier temporary two-year licence.

‘This provides long-term certainty and strengthens our ability to invest with confidence and reinforces the platform from which we continue delivering on our purpose,’ said Adil Khawaja, Safaricom’s Board of Directors chairman.

‘As we celebrate our first 25 years, we have secured a licence to operate for the next 25 years under a unified framework from the CA,’ he added.

Safaricom and Airtel Kenya were previously granted temporary two-year operating licences in late 2024, pending agreement on fees, spectrum allocation and penalties for service outages.

Safaricom did not disclose the amount paid for the 25-year extension when contacted. The regulator has traditionally issued 10-year licences, making the new approval an outlier.

It was not immediately clear whether Airtel Kenya had received a similar extension under the same terms.

The temporary licences were introduced during a regulatory review aimed at shifting from administrative allocation of spectrum to an auction-based system.

Earlier, Safaricom had paid Sh1.63 billion for a two-year operating permit and a further Sh6 million in related fees. Airtel Kenya paid Sh494.2 million plus an additional Sh6 million for its extension to January 2027, with lower fees reflecting its smaller spectrum allocation.

The two operators had previously paid a combined Sh2.3 billion for 10-year licences under the earlier regime.

Battle-tested Tanzanian tycoon sets sight on Kenya for business and charity

Mohammed ‘Mo’ Dewji is a household name in Tanzania – if not for the hundreds of affordable household consumables produced by his company and branded in his name, then for the billions of shillings he has donated to the country’s poorest.

Now, East Africa’s richest man is setting his sights on Kenya, not just for business, but for philanthropy as well.

Until last week, Dewji was a little-known figure to many Kenyans who had no business keeping tabs on Africa’s deep-pocketed business elite. But his plans to venture into the country’s highly concentrated beverage industry have got many asking: who is Dewji?

With an estimated net worth of about $2.2 billion (Sh285 billion), he ranks among East Africa’s wealthiest individuals. But wealth alone does not define him.

In Tanzania, his name is closely tied to both mass-market consumer goods and large-scale charitable giving – a dual identity that now follows him into Kenya.

Thriving in Kenya’s beverage industry will not be easy. It is a highly concentrated market dominated by global and regional giants, with Coca-Cola controlling a significant share. But Dewji says he is prepared for the challenge.

He argues that his life has been shaped by adversity, ambition and survival, all of which have prepared him for difficult markets.

‘We cannot afford to ignore Kenya because it is the largest economy in our region,’ he says. ‘Yes, Kenya is more advanced and more competitive, but if you are taking a long-term view, then it is a country you cannot ignore.’

His company plans to build a Sh6.5 billion soft drinks plant in Mombasa, producing low-cost beverages such as Mo Cola, placing him in direct competition with established players in Kenya’s fast-moving consumer goods sector, where margins are tight and brand loyalty is strong. Many have tried and struggled to break into this space, but Dewji believes the opportunity is too significant to overlook.

Read: East Africa richest man takes on Coca Cola with Sh6.5bn Kenya plant

He speaks with confidence about expanding beyond beverages. Energy, power production and hospitality are also in his sights – sectors that align with Kenya’s broader push to attract foreign investment.

The selection is not by chance. These are some of the sectors that have built Dewji into the region’s wealthiest man.

Dewji is the president and CEO of Mohammed Enterprises Tanzania Limited (MeTL Group), one of Tanzania’s largest and most diversified conglomerates. Over the years, the company has expanded into manufacturing, agriculture, energy and services, building a portfolio that mirrors the structure of many large family-owned African business groups.

In Tanzania, MeTL produces flour, cooking oil, detergents and textiles, and is also involved in sisal processing. Beyond manufacturing, it has interests in energy, petroleum, agribusiness, insurance and pharmaceuticals. Hospitality is the group’s newest frontier.

Dewji says the company is now investing in high-end tourism infrastructure, including luxury hotels and tourism assets.

‘We need to offer top-quality tourism experiences,’ he says. ‘For the first time in our history, we are investing in two luxury hotels. I have also acquired an island in Zanzibar and have a concession in the Serengeti.’

But behind the straight-talking, steady, shrewd businessman who seems to have mastered the capitalism playbook is a family man with a heart for the vulnerable. To him, life means nothing without giving and helping others.

He argues that MeTL was originally built with a focus on affordability, aiming to serve low-income consumers with essential goods at accessible prices.

Yet over time, his ambitions expanded beyond business.

He first entered public life through politics more than two decades ago, driven by what he describes as a desire to solve social problems more directly. One moment in particular shaped that decision.

‘When I saw an old man drinking dirty water because it was all he could access, I decided to run for office,’ he recalls. ‘My father told me to leave politics alone, that we were business people. But I wanted to help.’

Although he later left politics, the motivation behind it did not disappear. ‘I am done with politics. I am an entrepreneur,’ he says. ‘But the philanthropy is just starting.’

His giving has since grown into large-scale initiatives, particularly in health and access to essential services. Recently, he was named among the world’s most influential philanthropists by TIME Magazine, alongside global figures such as Rihanna, Lionel Messi and Idris Elba.

So far, most of his philanthropic work has been concentrated in Tanzania, especially in central regions where he has personal and family roots. Now, he says he is looking to extend that work across East Africa.

One of his most ambitious stated goals is the elimination of cataracts and vision impairment in the region.

‘My vision is to eliminate cataract and vision problems not only in Tanzania but in East Africa,’ he says.

Cataracts remain a significant cause of preventable blindness across parts of Africa, often affecting older populations and those without access to surgical care. Dewji estimates that the condition costs Tanzania tens of millions of dollars in lost productivity annually.

Kenya is among the countries he believes carries a significant burden of the condition. He has previously spoken about plans to fund large-scale surgical interventions, although the exact scale and implementation would depend on partnerships with health systems and medical providers.

If fully realised at scale, such interventions would represent one of the largest private philanthropic health commitments in the region.

Dewji is also one of only a small number of African billionaires who have signed the Giving Pledge, an initiative started by Bill Gates and Warren Buffett encouraging billionaires to donate at least half of their wealth to charity. Others on the list include South Africa’s Patrice Motsepe, Zimbabwe’s Strive Masiyiwa and Sudanese-American philanthropist Mohammed Ibrahim.

For Dewji, philanthropy is not separate from his identity as a businessman. It is part of the same philosophy that shaped his early life and career.

‘I came into this world under difficult circumstances,’ he says, reflecting on complications around his birth in Singida, a semi-urban town in central Tanzania. ‘I almost did not survive. That is something I do not take for granted.’

His perspective was further shaped by a traumatic experience in 2018, when he was kidnapped in Dar es Salaam and held for several days before being released. The incident, he says, changed how he views both wealth and responsibility.

‘Where have you seen a rich man being kidnapped and poor people praying for him?’ he says. ‘It happened to me. I thank God for a new life.’

Today, Dewji presents himself as a businessman guided by both ambition and reflection. He speaks of markets, investment and competition with the same ease as he speaks about faith, service and mortality.

‘This life is transient,’ he says. ‘We must live with meaning, humility and respect. God has blessed some of us more than others, but everyone has a test.’

In Kenya, that philosophy will now be tested in a new environment: a competitive market where business success and public impact will be judged side by side.

Women on boards: An ESG test for Kenya’s commercial banks

Kenya’s commercial banks are increasingly positioning themselves as champions of sustainability. From financing renewable energy projects to publishing annual ESG (Environmental, Social, and Governance) reports, the banking sector is gradually aligning itself with global sustainability trends.

Yet, behind these evolving ESG commitments lies an often-overlooked factor that may significantly shape how banks approach sustainability: the presence of women in boardrooms.

Over the past two years, researchers from Strathmore University Business School in Kenya, ESSEC Business School in France, and the University of Los Andes in Colombia have examined the role of women on the boards of leading Kenyan commercial banks and their influence on ESG policies.

Preliminary findings by Dr Wachira, Prof Gröschl, and Bart Van Hoof suggest that greater gender diversity in boardrooms positively shapes discussions around ESG policies and disclosure.

The findings are particularly important for Kenya, where commercial banks play a central role in financing economic growth. While women may still occupy fewer board seats overall, their participation in key committees appears to have a positive impact. Even small numbers of women directors can influence discussions around ethics, sustainability and accountability.

The progress made so far has not happened by accident. Interviewees attributed increased participation of women in bank boards to the influence of women-led professional networks such as Women on Boards Network Kenya, which promotes women’s representation in corporate leadership.

Mentorship initiatives have also equipped women with the confidence and skills needed to pursue senior roles. Importantly, the visibility of women already serving in boardrooms is encouraging others to step forward.

The launch of Chapter Zero Kenya further signals a shift towards stronger board-level climate governance. Such initiatives are likely to strengthen ESG integration within Kenya’s private sector by equipping directors with practical sustainability tools.

At the same time, the research reveals important gaps. Analysis of ESG reports between 2017 and 2023 shows most practices focus on reputation management and stakeholder communication, particularly on environmental issues.

Internal ESG actions, such as staff capacity building and integration of ESG criteria into risk management, are reported less frequently.

For Kenya’s commercial banks to fully leverage ESG as a driver of sustainable development, women in boardrooms must be empowered to influence decisions meaningfully rather than serve symbolic roles.

Strong organisational values and supportive regulatory frameworks will determine whether Kenya’s banking sector can fully harness gender diversity to advance the country’s sustainability agenda.

Making the Nairobi Declaration work for smallholder farmers

The Nairobi Declaration, adopted at the Africa Forward Summit, places agriculture, industrial growth and investment at the centre of Africa’s economic future, with a focus on productivity, regional investment and more resilient food systems and agricultural markets.

For agriculture, however, implementation remains the real challenge once summit declarations are made. Governments, financial institutions and development partners must now ensure these commitments translate into systems that work for smallholder farmers and rural enterprises.

Smallholder farmers in Kenya and across East Africa still operate under conditions that limit productivity and market participation. High production costs, unpredictable weather, weak market linkages and limited access to mechanisation continue to constrain growth.

Financing adds another layer of pressure, with many farmers paying far higher borrowing costs than their counterparts in wealthier economies while still struggling to access formal credit.

These challenges matter because agriculture still employs more than half of Africa’s workforce and remains one of the continent’s biggest economic opportunities.

Yet much of the sector continues to operate with low productivity, weak infrastructure and fragmented markets. If Africa is serious about long-term economic growth, agriculture must move beyond survival-driven production.

The mechanisation gap illustrates this challenge clearly. Sub-Saharan Africa remains the least mechanised farming region in the world, with estimates showing about 28 tractors per 1,000 hectares compared with roughly 241 in other regions. Around 65 percent of farm power in the region still comes from human labour.

The problem is often less about tractor ownership than about affordable access to machinery during land preparation, planting, harvesting and transport.

Young entrepreneurs across Africa are already responding to these gaps.

Some are building digital platforms connecting farmers to machinery, irrigation systems, weather information and markets. Others are developing cold-chain systems, post-harvest technologies, soil-health services and precision agriculture tools tailored to African conditions.

These businesses are helping farmers reduce post-harvest losses, improve productivity and adapt more effectively to climate and market pressures. Scaling them up remains difficult, however, because many agribusinesses still struggle to access long-term financing.

The African Development Bank estimates Africa’s agri-food SMEs face an annual financing gap of about $180 billion, underlining how difficult it remains for growing agribusinesses to secure capital.

Agricultural innovation frequently collides with financing systems that remain cautious about the sector, especially early-stage enterprises. Many promising businesses struggle not because their ideas are weak, but because the ecosystem around them remains underdeveloped. Access to patient capital, market linkages and long-term partnerships is still limited.

The Nairobi Declaration also highlights youth and technology as central to Africa’s future. The next step will be ensuring investment reaches innovators already solving practical problems across agricultural value chains.

Financing agriculture remains difficult for many lenders, particularly where climate risks and smallholder lending models are involved.

Many farmers and cooperatives cannot meet collateral requirements for formal credit, while repayment schedules often fail to align with planting and harvest cycles. Droughts, floods and price volatility further increase uncertainty, making agricultural financing harder to sustain.

Some financing models are beginning to address these gaps. Farmers are accessing machinery through leasing arrangements instead of outright ownership, while cooperatives are connecting members to value-chain financing, digital credit and climate-linked insurance products. In some markets, these approaches are helping farmers and agri-enterprises secure financing more affordably and reliably.

Scaling such models will require closer collaboration between financial institutions, agribusinesses and development organisations. Platforms such as the forthcoming Financing Agri-food Systems Sustainably (FINAS) 2026 Summit could help align investment partnerships, financing models and policy discussions around systems that work for smallholder farmers and agri-enterprises.

Farmer cooperatives also need to be treated as market institutions rather than simply beneficiaries of development programmes.

The long-term impact of the Nairobi Declaration will depend on whether these commitments translate into better conditions for farmers, cooperatives and rural enterprises already driving agricultural production across the continent.

Scangroup CEO, board ouster row thickens as AGM nears

The union between Scangroup and London listed WPP Group in 2008 was billed the perfect match to generate outsized profits and dividends for the Kenyan and UK advertising firms.

WPP went on to get a majority stake in Scangroup to fix piece in its strategy of a larger share of emerging markets, notably in Africa.

For then Scangroup Chief Executive Bharat Thakrar, the deal announced the Kenyan firm to the global stage and offered a gateway to conquer Africa.

First forward to 2026, and the union has turned messy, with Mr Thakrar securing a June 8 date to square off with WPP in his attempt to oust Scangroup’s CEO and board, backed by UK advertising group.

WPP-Scangroup Plc will on June 8 hold an annual general meeting that will see minority shareholders, including Thakrar, seek the ouster of the entire board of the marketing and communications firm, citing a string of poor financial performance.

The minority shareholders, with a combined 13.59 percent stake, had sought a special general meeting to oust the board, citing ‘serious concern at the continued deterioration’ in the company’s financial, commercial and strategic position since 2021.

However, WPP Scangroup has opted for an annual general meeting (AGM) for the re-election of directors and listed Mr Thakrar’s push under special business, according to the notice published on Friday.

The AGM has listed the minority shareholders’ push under special business, coming after the ordinary business in which current board members-including Chairman Richard Omwela, Patricia Kiwanuka, Kagiso Musi, Nick Douglas and Manuel Segimon-have offered themselves for re-election.

Mr Thakrar, the founder of ScanGroup, exited the firm in 2021 following a fallout with WPP and has sued the firm and its parent company, WPP Group, for $£24 million (Sh4.22 billion), citing irregular removal.

He and the other five minority owners, are pushing for the removal of the directors and CEO.

They have proposed the appointment of Mr Thakrar, Andrew White, Carl Adam Ogola, Kunal Kamlesh Bid and Rishab Bharat Thakrar as the new directors.

The AGM will test the power of the minority owners against the majority shareholder, WPP, which has a 56 percent stake. Scangroup on May 13 indicated that three of the nine directors that the minority investors wanted out have retired.

It proposed to replace the three with WPP insiders, including a marketing manager and two finance executives, tightening its grip on the Kenyan subsidiary.

Mr White, was the executive creative director of Scangroup Africa until 2013. He is known for ad slogans like ‘Mimi ni Member for Equity Bank, ‘Let’s talk about Trust’ for Trust condoms, ‘Milele’ for Tusker and ‘Smooth all the way’ for Embassy cigarettes.

The minority shareholders say the company has issued four consecutive profit warnings, accumulated billions of shillings in losses, halted dividend payouts, lost key clients, including banks and Airtel Africa and cut its regional footprint and eroded shareholder value over the past five years.

The market value of the firm has more than halved since 2021, when its share stood at Sh5.60 a piece compared to the current Sh2.15.

In the letter, the minority shareholders say the Scangroup has incurred aggregate trading losses of about Sh3.3 billion between 2021 and 2025 when the net loss widened by 41 percent to Sh713.7 million from a Sh506.7 million loss booked in the previous year. Its revenues have dipped to Sh2 billion from Sh7 billion in 2021.

They are also questioning the terms of the Sh1.2 billion that Scangroup has lent to its parent firm, WPP, at an interest rate of five percent.

The shareholders say the five-year period has seen the company lose major clients, including KCB, Equity, NCBA and Airtel Africa. Stakes are high for both parties.

Mr Thakrar founded the firm in 1982 as a small independent advertising agency, then known as Scanad, before opening up to investors such as WPP for growth.

WPP took up a minority stake in 2006 before acquiring additional shares in 2013 to take its stake above 50 percent.

Mr Thakrar wants a comeback. Globally, WPP has unveiled plans to cut £500mn a year in costs by 2028 and sell non-core businesses as part of a sweeping overhaul of the UK advertising group.

It has outlined a restructuring plan to restore the company to growth by 2027, after a difficult period that resulted in it dropping out of the FTSE 100 index.

Mr Thakrar’s fights with WPP Scangroup echoes the acrimonious split that British ad conglomerate WPP experienced with its founder Sir Martin Sorrell, whose departure in 2018 was marked by an investigation into alleged misconduct and a prolonged battle over his shareholding.

Mr Thakrar had leaned on external investors such as WPP to fuel growth. The partnership proved vital in scaling up the business, moving the firm from Sh829.57 million revenue in 2006 to Sh5.02 billion in 2015 and more than doubling the net profit to Sh478.67 million from Sh195.52 million.

The year 2015 saw Scangroup rebranded to WPP Scangroup, with Mr Thakrar saying this signified that the two firms were now ‘fully together.’

‘This is aptly captured by the famous African proverb that says: ‘If you want to go quickly, go alone. If you want to go far, go together,” Mr Thakrar said.

However, 2015 proved to be the peak for the company, with the revenues beginning to tank the following years.

A brief recovery set in but the firm has struggled to recover from post-Covid disruptions, posting net losses since 2021 except for the Sh130.14 million net profit in 2023.

How ISSB disclosure requirements can inform management action

The four core content pillars of the ISSB [International Sustainability Standards Board] standards provide the disclosure requirements for organisations when preparing sustainability reports. These pillars are governance, strategy, risk management and metrics and targets.

When applied appropriately, these pillars enable the organisation to provide comprehensive reporting on decision-useful information for investors. Each core content pillar of the ISSB disclosure standards, as defined in IFRS S1 – General Requirements for Disclosure of Sustainability-related Financial Information, reflects an expectation of best-in-class sustainability practice.

Consequently, organisations can use these core content pillars to guide key aspects of their sustainability implementation journey. Some of the ways these disclosure requirements could inform management action include the following.

The governance pillar gives guidance on the roles and responsibilities of the board of directors and management. Organisations can use this to inform the assignment of sustainability responsibilities to the board and management.

These governance disclosures make clear that sustainability should be on the board’s agenda, alongside its other governance roles. The strategy pillar ensures organisations have assessed the impact of sustainability across their cash flows.

It implies that organisations are expected to model (quantitatively or qualitatively) the impact of specific sustainability material topics (risks and opportunities) on their financial performance over time, and to build resilience through scenario planning to ensure they withstand shocks and disruptions in their operating environment.

The risk management pillar helps organisations to understand the need to incorporate sustainability risks into their existing enterprise risk management framework.

Organisations are expected to improve their risk management by making it more comprehensive by including material sustainability risks.

The metrics and targets pillar can also inform management to embrace accountability for delivering the set sustainability goals and targets.

It ensures organisations link their targets to the strategic priorities for business growth and have metrics that improve confidence and reliability in sustainability performance reporting.

Why modern homes are adding a second living room

If you take a keen look at construction listings today, one pattern repeats itself. Homes, particularly middle- to high-income units and maisonettes, are featuring not one but two living rooms.

It goes by different names, a ‘family room’. A ‘ TV room’, sometimes simply a second lounge. But whatever the label, modern homeowners are carving out additional living spaces that reflect how people actually live today.

This comes up in modern home life, where family members keep different schedules and interests and often require different kinds of spaces at the same time. Today’s homes are leaning toward flexible spaces that can adapt to entertainment, work, privacy, or quiet retreats.

Experts say the shift has been happening gradually over the years, with developers, architects and interior designers changing layouts.

Today, many home buyers are moving from formal living spaces to more functional spaces rather than symbolic ones to fit their lifestyle.

Architect John Inya traces this concept back to both cultural and social roots.

‘It’s rooted in culture and social needs, and these are the ones that inform architectural evolution,’ he explains. ‘Architects are trained to offer solutions.’

In some cultural contexts, he notes, separation of spaces is essential, such as in Muslim households where men and women may not mingle in the same area. Socially, too, the need for distinction emerges, with children and adults sometimes requiring their own spaces. In earlier settings, the secondary living room was a reserve of the extremely rich or wealthy; the number wouldn’t be limited.

Its necessity, Mr Inya says, depends on several factors: the age and structure of the family, social status, available space and even local authority by-laws. In dense urban settings where every square metre counts, allocating space to a second lounge may seem indulgent. Yet, he maintains, it can still be justified provided it aligns with planning regulations and is thoughtfully executed.

‘A second sitting room is bound to affect the overall functionality and flow of a home’s layout. But this is subject to the thought process of the planning architect, which may come out as a challenge that an architect needs to solve,’ he says.

For homeowners weighing the decision, he points to family size, lifestyle, and long-term property value. ‘The more space that is appropriately planned makes a unit functional, hence adding to its value. The secondary living room allows the adults to have their own space and the children theirs too.”

He affirms that a well-planned second sitting room can improve resale appeal, though its impact depends heavily on placement and design.

Evolving lifestyles, such as remote work, smaller family units, and open-plan living, do not diminish the relevance of multiple lounges. If anything, they reinforce it. ‘It doesn’t come out as a challenge. It comes out as space that is very handy for remote working plus relaxation, depending on how it is planned,’ he says.

Yet despite its potential, underutilisation remains common. The culprit, more often than not, is poor planning or placement. Homeowners may also fall into the trap of over-decorating, misfurnishing, or failing to clearly define the room’s purpose from the outset.

Mr Inya advocates for more integrated approaches: ‘Townhouses and villas do well with such spaces. This concept doesn’t work with apartments unless they are duplexes.’

‘The most important spaces in the house are living spaces; the more we have them, the higher the value.’

And looking ahead, he sees no decline in their relevance. ‘The secondary living room is here to stay. It’s bound to diversify; the only limitation would be the cost of implementation constraint from the client. It only redistributes the existing space more efficiently,’ he adds.

Home buyers are more likely to want separate spaces for different activities, which may happen at the same time. Homes with two living rooms often increase perceived value, as buyers may interpret it as larger and more functional.

Faith Kosgei, an interior designer, says the difference between a purposeful second sitting room and a forgotten one lies entirely in how it is furnished. ‘The best way to define any space is by the way we furnish. The overall theme of the room, the type of furniture pieces and fixtures, furnishings like rugs and décor – what you put in there makes the room,’ she says.

Ambience, she adds, often not tangible, is what ultimately differentiates the second sitting room from the main living area. It can be infused by setting the mood, tone, feel and character into a room to reflect the owner’s personality.

‘The ambience can be achieved by playing with different design elements, lighting, layering of textures and materials or how the furniture is placed,’ she says.

Without it, the two spaces risk becoming indistinguishable. One of the most common mistakes she encounters is when the second room becomes a storage area for old or outdated furniture. Also, just having two almost similar spaces with no defined purposes.

For even in homes which rarely use their second sitting room, she recommends that it doubles up as a study room. ‘Alternatively, it can be repurposed into production studios for content creatives and even workout spaces or a gym,’ she says.

Improvements to the room may include soundproofing, changing or adjusting the lighting to change the mood, painting, wallpaper application, or the addition of murals or portraits, which can transform the space.

The size and proportion of the room, she notes, its placement within the layout, furniture arrangement, and colour tones all contribute to whether the space feels justified or excessive.

Striking the balance between luxury and practicality comes down to one principle. In other cases, she says one can maintain a second living room; if it already exists, it can be repurposed without bursting budgets to suit the current need.

However, for those still in the planning stage, she urges careful consideration of financial constraints and life stage. “Consider family dynamics, culture and traditions, and socialisation. But overall, it should give you something that the first room doesn’t.’

She notes that second sitting rooms are not outdated. If anything, they are becoming more relevant in an era defined by open-plan living, blurred boundaries between work and home, and an increasing need for both connection and privacy.

She believes that the rooms are not often utilised correctly. Some homes use one room for adults and the other for the children. ‘Ideally, one is meant for entertainment purposes, for guests or gatherings often larger. The other one can be used for more intimate gatherings, a close circle of family, but because of space constraints, many times the functions are blended into one room,’ adds.

‘But if correctly furnished, the two are useful and shall serve the intended purposes regardless of the size of the room. The need for some privacy for the homeowner is paramount.’

Laws on public behaviour and etiquette most Kenyans are ignorant about

Danstan Omari has seen enough courtrooms to know that most Kenyans are walking around breaking the law without the slightest idea they are doing it.

The lawyer, who runs his practice at Danstan Omari and Associates Advocates in Westlands, Nairobi, is not talking about robbery or fraud. He is talking about spitting on the pavement. Kissing at a bus stop. Yelling across a street market. Things that feel completely ordinary but sit squarely within the reach of Kenyan law.

He is clear from the start about what the law is actually for. ‘The law was never designed to follow people into their private lives,’ he says. ‘It exists to manage behaviour that affects other people.’

The moment what you do in public touches someone else, whether their health, their safety, or their comfort, the law has every right to step in. Everything else, what you do in your house and your private space, is yours entirely.

What many Kenyans do not realise is that this regulation happens at a very local level. Kenya has 47 counties and each one of them has its own bylaws governing everyday public behaviour.

These are not national laws debated in Parliament. They are county-level rules that speak directly to how people conduct themselves within specific boundaries.

Spitting, dressing, noise, public display of affection, food hygiene, all of it falls under these bylaws. And Mr Omari says most Kenyans have never heard of them.

‘That ignorance is exactly why enforcement fails,’ he says, ‘and why corruption thrives in its place.’

He starts with something as basic as spitting. The law does not regulate it because it is unpleasant to watch. It regulates it because the person spitting might be carrying a disease that can spread to every person who walks past that spot.

‘If you must spit,’ Mr. Omari explains, ‘the law requires that you cover your mouth or use a handkerchief.’ It is not about manners. It is about the person walking behind you who has no idea what they are about to step into.

Noise follows the same reasoning. People assume that screaming or yelling in a public space is harmless, just someone being loud. But he explains that the streets of any Kenyan town are full of people carrying invisible burdens, trauma survivors, people with medical conditions, people with severe anxiety. ‘Sudden loud noise can trigger panic,’ he says.

‘It can cause stampedes. It can endanger lives.’ The law is not silencing anyone. It is protecting the people who share that space with you.

Public displays of affection are another area on the spot where people often feel the law is overstepping. Mr Omari disagrees. ‘The law does not regulate who you love or how you love them,’ he says.

‘It regulates where.’ A couple kissing or being physically intimate in a shared public space is surrounded by children, elderly people, and strangers who have not agreed to be part of that moment. The space belongs to everyone, and that changes what is acceptable within it.

Dressing is perhaps the most argued point. People feel their clothing is entirely their own business, and he does not completely disagree. But he explains that the law uses a specific standard to decide when dressing becomes a public matter.

‘The measure is the ordinary person on the street,’ he says. ‘If the majority of ordinary people would find your dressing offensive or harmful to public order, the law can act.’ It is not about one person’s opinion. It is about the shared experience of a community moving through the same space.

Now comes the part most Kenyans would find shocking. When asked what the actual penalties are for breaking these bylaws, the answer is almost embarrassingly small. ‘The minimum fine is Sh50,’ he says, ‘and the maximum is Sh100.’ These are petty offences and they are not handled anywhere near a criminal court. County courts and city courts deal with them specifically.

‘For someone who cannot afford to pay, the consequence is jail time of between one and seven days, or a community service order requiring them to report and clean public premises until the penalty is considered served.’

The catch, Mr Omari explains, is that those fines have not been reviewed since the 1970s. And because most Kenyans have no idea the fines are that law, Kanjo enforcement officers have made a business out of that ignorance.

‘Someone gets arrested for kissing on the street,’ Mr Omari says, ‘and they panic. They do not know the fine is Sh50, so they negotiate and end up paying a few thousand shillings or more just to be released.’ He calls it exactly what it is. Corruption. And it works because the public has never been told what the law actually says.

He is also candid about the Kanjo officers themselves. Many of them, he says, were employed for their physical presence and their ability to be forceful, not for their understanding of the law. Some of them do not know the fines any better than the people they are arresting. ‘When someone who actually knows the law stands their ground,’ he says, ‘the officers walk away. Because the case is not worth pursuing.’

When the conversation moves to sexual offences, the tone shifts entirely. ‘This is no longer the territory of a Sh50 fines. Sexual harassment carries a fine of over Sh20,000 and a prison sentence of 20 years and above. Rape is between 25 years and life imprisonment. Indecent assault, which covers any unwanted touching of another person’s body, carries a sentence of around 15 years.’ Explains Mr Omari.

And for anyone convicted of a sexual offence, the consequences follow them permanently. They are entered into a register that bars them from receiving a certificate of good conduct and from obtaining a visa to travel anywhere. ‘The record is permanent,’ says Mr Omari.

Assault and wife battery sit in the same serious category. The law does not soften because the victim is a spouse. ‘Causing grievous bodily harm to anyone, a wife, a child, a workmate, can carry a sentence up to life imprisonment,’ he says. ‘The defence that this is your wife carries absolutely no weight in law.’

But laws alone, he argues, are not the answer. Kenya does not need more legislation targeting offenders. What it needs is a legal framework that holds officials accountable when they look the other way. ‘A chief who ignores a rape report, a police officer who throws a domestic violence case aside, a judge who fails to protect, none of them face any legal consequence for that failure,’ says Mr. Omari.

And until that changes, he believes nothing else will. ‘Until accountability reaches the enforcers,’ he says, ‘nothing changes on the ground.’