Category: Business Daily

South Africa’s Vodacom has added two directors to Safaricom’s board in a shake-up that reflects its increased ownership of the Kenyan company following its acquisition of a 15 percent stake from the government.

Vodacom appointed Mariam Cassim, its chief executive for financial technology (fintech), and Matimba Mbungela, its chief human resources officer, to the board of Safaricom as non-executive directors, pushing its representation to five members.

In the latest shake-up, the Kenyan government is supposed to cede one of its seats on the Safaricom board to Vodacom, in changes that reflect the South African firm’s increased influence on the Nairobi Securities Exchange-listed firm, which also includes appointing the Kenyan firm’s chief executive officer.

The State, whose stake in the firm has dropped to 20 percent from 35 percent, has ceded one seat to Vodacom with the exit of John Kipngetich Mosonik, a Kenyan technocrat who once served as the Principal Secretary in the State Department for Infrastructure.

Vodafone, which also sold its remaining five percent stake to Vodacom, also surrendered its board seat to the South African telecom operator.

This saw the exit of James Ludlow, Vodafone Group’s reward and policy director of human resources, from Safaricom’s board after a two-year stint, ending Vodacom’s parent company’s direct ownership and influence of Safaricom.

As part of the relationship and co-operation agreement, Vodacom was to increase the number of directors on the board to five from three-taking one from the Kenyan government and the other from Vodafone, said Shameel Joosub, Vodacom’s CEO, in an earlier investor call.

‘In terms of the board structure, currently we have one Vodafone, three Vodacom. It will all become Vodacom,’ said Joosub.

‘So you’ll have five Vodacom directors, and then you’ll have two government, four independents, and one exec, which is the CEO, which is a slight change from today, because basically we’ll take over one from government,’ added Joosub.

Ms Cassim has held senior positions at Vodacom since 2017. Mr Mbungela has been the group’s chief human resources officer since 2014.

The other Vodacom officials remaining on the telco’s board are South Africans Mohamed Joosub and Raisibe Morathi, as well as French national Murielle Lorilloux.

Vodacom’s stake in Safaricom increased to 55 percent after buying the 15 percent stake and Vodafone’s direct shares, equivalent to 4.9 percent, giving the South African group effective control of the Kenyan telco.

The deal prompted the inking of a new shareholder agreement that guides the hiring of Safaricom’s CEO and chair.

Safaricom’s board would be required to appoint the chief executive from a list of nominees provided by Vodafone Kenya Limited (VKL).

VKL is the holding vehicle through which Vodacom owns its stake in Safaricom.

Vodafone Group, which owns 65 percent of Vodacom, has committed to influence the pick of a chair who will be Kenyan.

The National Treasury, which will retain a 20 percent stake in Safaricom after the transaction, will also have a say in the appointment of the chairman, with Vodacom agreeing to have a Kenyan head the board of the telecom giant, according to the agreement.

“VKL further undertakes, insofar as possible, to ensure that the Chairman is of Kenyan nationality.”

Vodacom has also agreed to have most of Safaricom’s senior executives remain Kenyan, contenting itself with a decisive say over who occupies the corner office of the Nairobi Securities Exchange-listed firm.

Vodacom bought the Treasury stake for Sh204.3 billion and paid the government an upfront dividend of Sh40.2 billion on its remaining 20 percent stake, to be recouped from the State’s future dividends.

The deal makes Safaricom a subsidiary of Vodacom Group and will be expected to follow its policies, standards, procedures and programmes, including those relating to financial reporting, governance, legal affairs, compliance, ethics, risk management, procurement and operations, according to the agreement signed on December 3, 2025.

Vodafone, which will have an indirect 35.75 percent stake in Safaricom given its 65 percent ownership of Vodacom, filed the new agreement with the US Securities and Exchange Commission (SEC) on May 22.

Diesel consumers have been denied a Sh14-a-litre cut in the new fuel pricing cycle, which runs through September 14, after the State opted to transfer the relief to petrol and kerosene.

Diesel prices dropped by Sh5 to Sh217.86 per litre in Nairobi, while petrol and kerosene prices remained unchanged at Sh214.03 and Sh191.38 per litre, respectively, in the month ending September 14.

A litre of diesel should have dropped by Sh19.28 per litre to Sh203.58 in the capital in line with the fall in global prices, regulatory disclosures show.

The State used diesel to cross-subsidise petrol users, preventing the cost of petrol from rising by at least Sh8.64 per litre to Sh222.67 in Nairobi.

Cross-subsidisation allows the Treasury to share the subsidy burden with consumers of at least one of the three grades of fuel.

The cross-subsidy comes after the State nearly depleted the subsidy kitty it has used to cool costly fuel since April in response to the Iran war.

MPs earlier flagged the cross-subsidy as illegal because it is not supported by the law and disadvantages consumers of one grade of fuel.

The energy regulator opted for the cross-subsidy to ease pressure on inflation and Kenya’s middle class, who use petrol to power private cars. Kenya relies heavily on diesel as a core economic driver for public transport, agriculture and backup power generation.

Fluctuations in diesel pump prices directly trigger economy-wide inflation, impacting the cost of moving goods, tilling land and running thermal power plants during grid shortfalls.

Inflation edged up to 6.5 percent in July from 6.4 percent in June, driven by elevated transport, fuel and food costs linked to geopolitical tensions.

A rise in the landed petrol costs or price of the product in global markets and shipment to the Mombasa port prompted the State to deploy the cross-subsidy to cushion petrol users at the expense of diesel consumers.

‘In the period under review, the maximum allowed petroleum pump prices for diesel decreased by Sh5 per litre while the price of super petrol and kerosene remain unchanged due to additional government stabilisation support measures of Sh938 million,’ Joseph Oketch, the acting Director General of the Energy and Petroleum Regulatory Authority (Epra) said in the notice.

Steep price cuts on diesel could have significantly helped ease inflation.

Landed costs of petrol rose by 6.9 percent to $948.92 (Sh123,112.8) per cubic metre last month from $886.92 (Sh115,015.26) for a similar quantity in June.

Diesel prices dropped by 13.08 percent to $855.59 (Sh111,004.24 per cubic metre last month from $984.37 (Sh127,692.47) for the same quantity in June, setting the stage for the price drops.

The State, however, opted to deny diesel consumers the significant price cuts and instead use the product to cross-subsidise users of petrol.

But the model (cross-subsidisation) has been contested in the courts with petitioners arguing that it is illegal and unfair to a segment of consumers.

The State heavily subsidised pump prices between April and June this year in the wake of the US-Iran war, which disrupted fuel supplies globally and led to skyrocketing prices.

The heavy deployment of the billions of shillings in the subsidy scheme nearly depleted the PDL kitty, forcing the government to turn to cross-subsidy in a bid to cushion consumers without choking the Exchequer.

The Exchequer has struggled to pay the subsidy arrears owed to oil marketers, throwing the capital-intensive industry into a cash crunch.

PDL is raised via collections of Sh5.40 per litre of diesel and petrol and Sh0.40 for every litre of kerosene. One of the critical roles of the kitty is subsidising pump prices whenever global costs of fuel surge.

Nigerian billionaire Aliko Dangote opted for Kenya rather than Tanzania to build his Sh2 trillion refinery in Lamu, leaving Tanzanians displeased.

The decision to pick Lamu is emerging in the middle of an infrastructure race pitting the two countries as the nations seek to be the regional logistics hub, anchored by projects like the standard gauge railway (SGR).

The Business Daily sat down with Khamis Mussa, the Tanzanian Minister of Finance, on the sidelines of the Africa 50 Infrastructure to discuss the Dangote snub, the SGR race, and the pursuit of Uganda.

We initially expected the Dangote refinery project in Tanga before its relocation to Lamu. Does Tanzania feel slighted by this change?

I think we need first to appreciate that Aliko Dangote is a key investor and has prioritised Africa by domiciling all his projects within the continent.

Beyond the refinery project, Dangote is already invested in Tanzania, which has several projects including a cement plant. He has more projects in the pipeline in this country, including potentially a port investment and a fertiliser plant.

We have had discussions on the need for a refinery within East Africa in the aftermath of the Middle East crisis. Initially, the project was proposed to sit in Tanga, but we believe that the final decision as to where the refinery sits is guided by economic reasons.

How is Tanzania positioning itself as a gateway for the continent?

I believe it’s not only a question for Tanzania as we all must continue investing in infrastructure to plug the huge deficit. We could potentially grow our economies faster with investments in infrastructure. For me, it’s not really an option, especially for coastal countries that can link projects with the hinterland.

For Tanzania, our main neighbours would be Rwanda, Uganda and the DRC. Traditionally, we also have Zambia, which has one of the region’s most iconic infrastructure projects-the Tazara railway that was done in the early 1970s.

How are you approaching the extension of your current SGR line?

At the moment, we are doing a new SGR line to the Western side of the country into two key regions, including Mwanza, which would take us to Rwanda and Uganda and the other to Kigoma, which would connect us to Burundi, and potentially DRC.

Within the planned SGR extension, we are also considering two new lines in addition to the Dar es Salaam-Mwanza-Kigoma section. The first is to do a new line from Tanga port to Musoma, which would really benefit Rwanda and Uganda. On the southern side, we want to put a line from Mtwara to Mbamba Bay, which can connect to Malawi and parts of Zambia.

We understand our role as a coastal country, just like Kenya. I recently had a meeting with the Kenyan ambassador to Tanzania about the need to create interconnectivity within the region.

We want to turn these transport corridors into economic corridors, and this entails mapping along the corridors to identify key sectors, whether it is mining, agro-processing, logistics and tourism, so we can quickly recoup our investment in the projects.

Are you already seeing the economic impact from these investments?

At the moment, this has not been to the scale that we think is possible. We are working with the World Bank to map out these projects to realise this potential. This will be for the SGR and the Tazara corridor. We also must bring in the private sector, as we cannot entirely undertake these projects as a government.

What will it take to deliver these projects faster than you have previously?

While we do investments that benefit our neighbours, we must realise that the lion’s share of these investments will be done by us.

When we take these projects to the borders of our neighbours, they will finish on their part, but we must put over 2,000 kilometres of rail, for instance, while Burundi will perhaps put down 200 kilometres on its side.

Most of these projects will be debt-financed, and as such, we must be conscious of debt levels and debt servicing.

Will Tanzania remain part of the regional power pool with Ethiopia, Uganda and Kenya given the scaling you have undertaken in local power generation?

I am not sure we have enough power and we should not allow complacency. I initially assumed that we were close to self-sufficiency until I learnt of the requirement for industrialisation. We aim at doubling the generational capacity between now and 2030 from 4,000 megawatts (MW) to 8,000MW. Tanzania will remain part of the energy pool.

There is a line from Ethiopia through Kenya; we also need to take power to Uganda, which also takes power to Kenya, and we also must do a line to Zambia. There are now discussions on nuclear energy in the region, and we hope to play an important part in that conversation.

What is your approach to diversifying your funding sources given prior success in sticking mostly to domestic revenue mobilisation?

Public-private partnerships (PPPs) have huge potential, but we are yet to fully benefit from it. We have heard concerns from private investors, but we are also seeing their demand for these projects. Perhaps it will take price and payment guarantees from the government side so the private sector can come in. PPPs are a good option over debt.

Kenya’s next digital growth story will be determined as much by policy as it is by technology. Kenya has built one of Africa’s strongest digital foundations, with a population of 57 million, internet penetration of 48 percent, more than 42 million smartphones in use, and 45 million mobile money subscriptions.

E-commerce is growing at an estimated 16-18 percent annually, supported by a young, connected and increasingly digital population.

Yet despite these advantages, e-commerce still accounts for only 2-5 percent of retail sales, far below mature markets such as China and the United States.

The opportunity ahead is immense, but only if policy enables growth rather than unintentionally constraining it. Digital commerce is no longer simply about online shopping; it is becoming a powerful engine for economic inclusion, SME growth and market formalisation.

Nearly 70 percent of Kenyans live in rural areas, and digital marketplaces are increasingly connecting these communities to products, services and economic opportunities previously beyond their reach.

Orders from secondary cities and rural regions now account for 60 percent of Jumia’s total orders, highlighting the rapid expansion of digital participation across the country.

Digital commerce is also helping small businesses grow. SMEs now account for 60 percent of sellers on Jumia’s platform, up from 40 percent, while the broader ecosystem supports more than 80,000 livelihoods.

These figures demonstrate how digital platforms help entrepreneurs access wider markets, formalise their operations and participate more fully in the economy.

To unlock this potential, policymakers should focus on five priorities.

First, Kenya needs a clear and modern regulatory framework for digital marketplaces. Platforms facilitate transactions, logistics and payments between independent buyers and sellers, and regulation should reflect this reality.

Second, policy should encourage formalisation. Digital platforms help bring SMEs into the formal economy, broaden the tax base and improve compliance. Regulations should support this transition rather than create incentives for businesses to shift to informal channels.

Third, Kenya must create a level playing field between local and foreign operators. Businesses that invest locally, create jobs and comply with local obligations should not compete at a disadvantage with entities with limited local presence or accountability.

Fourth, continued investment in digital infrastructure and logistics remains essential. Connectivity alone is not enough. Efficient delivery networks, reliable payment systems and affordable digital access will determine how quickly the benefits of e-commerce spread beyond major cities.

Finally, the government and industry should institutionalise regular consultation on digital economy policies. Technology evolves faster than legislation, making ongoing public-private dialogue essential for effective regulation.

For many years, sustainability was viewed as a corporate responsibility reserved for large multinationals with resources to invest in environmental and social initiatives. Today, it is increasingly a strategic business imperative, particularly for Kenya’s small and medium-sized enterprises (SMEs).

SMEs account for the vast majority of businesses in Kenya and contribute significantly to employment and economic growth.

Yet they face rising operational costs, limited access to finance, changing consumer preferences and increased competition. Sustainable business practices can help address these challenges while unlocking new opportunities.

One key benefit is cost efficiency. Businesses investing in renewable energy, energy-efficient equipment and resource conservation can reduce operating expenses over time. Hotels and flower farms in Naivasha, for example, have adopted solar power to lower electricity costs, while manufacturers are embracing water recycling to reduce consumption and production costs.

Sustainability is also opening doors to new markets. International buyers increasingly demand products that meet environmental, social and governance (ESG) standards. Kenyan exporters in coffee, tea, horticulture and textiles are finding that certifications such as Fairtrade, Rainforest Alliance and GlobalG.A.P. enhance competitiveness in European and North American markets.

Consumer behaviour is changing too.

Younger customers are increasingly inclined to support businesses that demonstrate environmental responsibility and ethical practices. SMEs that reduce plastic packaging, promote recycling or source materials responsibly can strengthen customer trust and brand loyalty.

Business associations and industry bodies are also helping SMEs adapt through training on ESG reporting, circular economy principles and carbon-footprint reduction. Such initiatives can improve investment prospects, partnerships and corporate reputations.

Sustainability should not, however, be viewed merely as an environmental obligation. It is about building resilient businesses that create long-term value. SMEs that embrace innovation, improve resource efficiency and demonstrate responsible business conduct will be better positioned to withstand economic uncertainty and compete in evolving markets.

As Kenya pursues its green-growth ambitions, sustainability is no longer a choice but a business strategy.

Some of my earliest food memories are of steaming bowls of sorghum and red millet porridge at our family breakfast table in Kenya. Earthy, nutty and deeply comforting, it was a meal my parents valued for its nourishment long before I understood where it came from.

As a child, it was simply breakfast. I never imagined that years later it would become the ingredient that best represents what I believe the future of fine pastry could be.

My culinary education began in South Africa, where I trained in the classical traditions of French cuisine at Silwood School of Cookery.

Like many young chefs, I believed excellence was defined by technical precision and access to the world’s finest ingredients. French butter, Madagascan vanilla and premium chocolate were the benchmarks of luxury.

That perspective shifted when I moved to New York to work as Pastry Sous Chef at Blue Hill at Stone Barns.

There, I learned that the farmer deserved to be valued just as highly as the chef. Every ingredient reflected years of stewardship-healthy soil, biodiversity, careful cultivation and a deep respect for the land.

The pastry kitchen wasn’t built around sourcing the rarest ingredients in the world; it was built around honouring what grew best just outside its doors. It fundamentally changed the way I thought about pastry.

Today, I find myself returning to an ingredient I grew up with: sorghum.

A handful of Kenyan artisanal bakeries have begun baking with locally milled sorghum flour. Imagine pastry chefs creating desserts sweetened with sorghum syrup instead of highly refined sugars. Imagine restaurants proudly showcasing indigenous grains that support local farmers while offering diners flavours that cannot be replicated anywhere else in the world.

Choosing local ingredients is about far more than reducing food miles. It creates demand for local farmers, protects biodiversity, preserves indigenous crops and builds stronger regional food systems.

As chefs, we influence what people value. Every menu has the power to shape what farmers grow, what consumers become curious about and what future generations choose to preserve.

For too long, luxury in pastry has been measured by how far an ingredient has travelled. I believe the future will be measured by something different: how deeply an ingredient is connected to the place it comes from.

The next generation of fine pastry will not be defined by imported ingredients alone. It will be defined by chefs who are willing to look closer to home-to celebrate what their landscapes already offer and transform local harvests into desserts that tell an authentic story.

In Kenya, that story may well begin with sorghum.

A final decision on the Diageo-Asahi transaction remains in limbo.

Two critical developments unfolded last week. Appearing before the National Assembly Committee on Finance and National Planning, Competition Authority of Kenya (CAK) CEO David Kimei publicly disclosed for the first time conditions Asahi and Diageo must meet before securing deal approval.

First, the regulator wants the companies to establish a dedicated financial reserve-equivalent to at least four percent of the transaction value-ring-fenced to cover third-party claims, regulatory actions, and historical disputes. Second, the merged entity must allocate 20 percent of its retail refrigerator space to rival products in bars, supermarkets, petrol stations, and hotels rated two stars and above.

A second, more alarming development followed: Parliament openly deviated from its mandate. Rather than sticking to its role of making policy, enacting legislation, and scrutinising regulatory oversight, lawmakers actively attempted to dictate the specific outcome of a case that remains pending before the antitrust authority.

The committee, chaired by Kuria Kimani, pressured Mr Kimei to introduce binding contracts to protect interests of EABL’s existing suppliers such as local sorghum farmers.

The MPs also directed CAK to submit to them documentary evidence of proposed safeguards for farmers and distributors within seven days. In response, Mr Kimei promised MPs that farmer contracts would be honoured and that the merged entity would reserve one-fifth of its retail fridge space for its rivals.

In a functioning competition regime, merger remedies are not negotiated in a committee room of parliament to appease a committee chairperson. They must stem from published market analyses and transparent, evidence-based proceedings where affected parties have a fair opportunity to respond.

A final determination should explicitly identify specific anti-competitive harms and demonstrate how each proposed remedy mitigates them. To date, none of this evidence has been presented to the public.

A regulator that negotiates merger remedies in a parliamentary committee-rather than publishing and defending them on the public record-invites a chilling question now being asked across the business community: are these conditions grounded in competition economics, or are they simply the product of whichever lobby reached the microphone first?

Parliament has every right to summon regulators and demand accountability for how laws are enforced. But it has no business co-authoring remedies for individual corporate transactions.

That is not oversight; it is political interference masquerading as accountability.

The long-term consequences are severe. If every high-profile corporate transaction becomes subject to parliamentary bargaining, international investors cannot rely on consistent, rules-based outcomes. Parliament is fundamentally unequipped to define relevant markets, assess substitution effects, or evaluate countervailing buyer power-the core analytical tools of merger control.

The transaction itself is straightforward: two willing multinationals agreed to an equity transfer. Diageo seeks to exit its controlling stake in EABL and UDV Kenya, while Asahi seeks to acquire it.

No production facilities are closing, no brands are being retired, and no workforce layoffs have been announced. Yet eight months later, the transaction remains trapped in a fog of parliamentary summonses, court injunctions, and regulatory improvisation.

The four percent reserve fund requirement-calculated against a transaction valued at nearly Sh300 billion-is particularly troubling. Who will control this money? Who decides where it is invested, and under what conditions will it be disbursed?

Placing vast sums of capital under discretionary control inevitably creates opportunities for rent-seeking. The public deserves to know the fund’s precise legal basis, its designated administrator, its investment guidelines, its intended beneficiaries, and the exact triggers for its release.

Regulatory remedies especially where the only change happening is in the shareholding register must remain proportionate, evidence-based, and strictly tied to demonstrated anti-competitive risks. I ask: where is the evidence to show that change of ownership from Diageo to Asahi will put existing farmer contracts or distributor agreements are at risk?

While Kenya’s competition regime has made commendable progress, it still lacks transparency in how merger remedies are designed, monitored, and enforced.

The CAK frequently summarises major merger decisions in brief press releases, keeping underlying economic reasoning, market data, and enforcement frameworks hidden from public view.

In a cross-border transaction involving a willing buyer and seller-where operating businesses remain open and the market’s physical structure stays unchanged-the burden of proof rests entirely on the regulator to justify why he is belatedly attaching hyper-specific and deeply invasive conditions such as sharing of refrigerator spaces in this transaction.

Kenya will need to grow its citizens’ average incomes by at least 10 percent every year for the next 35 years to attain the high-income status dream outlined in President William Ruto’s Vision 2060.

This is the verdict of a government-backed team of experts guiding the 30-year plan to transform Kenya into an industrialised economy by focusing on increased farm productivity, expanded export-oriented manufacturing, and deeper technology and innovation.

The 2030-60 plan seeks to position Kenya as a politically stable state with an efficient civil service, respect for the rule of law, macroeconomic stability, and sustainable public debt, according to an outline of the proposal.

The new economic blueprint, for which the President launched public participation on Wednesday, has set a target of $80,000 (Sh10.3 million) for average yearly income for Kenyans, matching the current level in Singapore.

This is up from the current level of about $ 2,000 (Sh258,500), thrusting Kenya into a high-income economy status.

The team of experts, led by former International Monetary Fund (IMF) economist and mission chief for Kenya, Prof Hiroyuki Hino, has revealed that Kenya’s gross national income (GNI) per person will need to grow by up to 40 times between now and 2060 to reach the desired vision.

‘We will need a 10 percent annual per-capita income growth, sustained every year for the next 35 years,’ Prof Hino said at the launch of the national conversation on Vision 2060 on Wednesday.

The 10 percent growth rate has rarely been attained in Kenya’s history, according to World Bank data.

Last year, Kenya’s average GNI, also known as GNI per capita, grew by 6.2 percent from $2,070 to $2,200, adds the multilateral lender.

This was the fastest rate since 2021, when the economy was emerging from the Covid-19 slump.

Since independence, Kenya’s GNI has grown by double digits only 21 times, meaning just once every three years. The fastest growth was recorded in 1996, when GNI per capita grew by 25 percent from $280 to $350.

To sustain the double-digit growth annually, the team of experts says Kenya must prioritise a ‘prudent fiscal strategy, substantial infrastructure and major projects, and a business-friendly regulatory environment’.

In addition to increasing average income, the vision also aims to improve the quality of learning by 27 percent; raise the percentage of the population with access to basic services like water and healthcare from the current 61 percent to 100 percent; and put an end to child malnutrition.

According to Prof Hino, the three non-income targets are attainable by 2063, lifting Kenya to Singapore’s level, but ‘matching Singapore’s income will be the steep climb’.

The experts outlined four priorities that Kenya must do differently to attain the Vision 2060 first-world status goal, beginning with nurturing self-management to raise productivity.

The experts have also urged the State to embrace informal enterprises by letting small businesses ‘grow on their own terms,’ to eradicate corruption, and to correct income inequality.

President William Ruto said inequality is particularly a major challenge for Kenya, and part of the major barriers to improving the lives of its people, with roughly 20 percent of the population accounting for over half of the income in the country.

‘A very serious challenge in our nation is inequality…we cannot progress as a nation when we cannot take care of the vulnerable,’ Ruto said. ‘We have to pay attention.’

Ruto expressed optimism that the goals are attainable, vowing to incorporate Kenyans’ views into the development of the roadmap to Vision 2060, and to implement issues raised by Kenyans.

The 2030-60 plan will succeed the two-decade Vision 2030 initiative.

The State says it will develop a law and an independent oversight body designed to prevent future administrations from abandoning the plan, a pattern that undermined the implementation of the Vision 2030 strategy.

Ruto’s administration has prioritised major infrastructure investment in roads, railways, and ports through a new National Infrastructure Fund, which already holds Sh349 billion from state asset sales. A separate sovereign wealth fund is also planned to safeguard national resources for future generations.

Dr Vincent Ogutu likes to speak about the gifts in his life. Being the first grandson on his maternal side and, with that, the tallest poppy in the field watered by adults around him. His education is underpinned by the word ‘great’.

St Teresa’s School in Eastleigh, one of the better schools in Eastlands, opened the door to scholarships that took him to Strathmore College. At the University of Nairobi, he met students from all over the country.

It was there that he learned another lesson that would stick with him. ‘Realising that you don’t have to speak like a Nairobian to be clever,’ he says. ‘Separating language and intelligence because you could easily overlook intelligence if you play up to stereotypes.’

When the vice-chancellor position at Strathmore University came knocking, he was reluctant to get to the door.

‘I had all kinds of interesting adventures ahead of me as an academic,’ he says. ‘I wanted to be a soldier, but they told me I’d be more effective as the general.’

He leads as he lives – with an ascetic simplicity, a layman of Opus Dei, shunning materialism for meaning.

The hardest part, perhaps, has been making it look easy. Before becoming vice-chancellor, he had served as deputy vice-chancellor (Planning and Development), vice-dean for Executive Talent Development at Strathmore University Business School, director of its regional academies in Uganda, Rwanda and Tanzania, founding director of the MBA for Executives programme, and deputy principal of Strathmore School.

His academic journey had already taken him far beyond the field where it began.

Dr Ogutu holds a PhD in Organisational Management from Rutgers University, an MSc in Financial Economics from the University of London and a BA in Economics from the University of Nairobi.

The boy from Pap Migwena, ‘the field’ as he calls it, hasn’t done too badly for himself. ‘Everything that life throws at you is an opportunity; do not waste it.’ That’s how you separate the great from the good. The world gives you gifts. What you do with it is your gift back to the world.

What was your big break in life?

There are many crucial turning points in life. Being the first grandson on my mum’s side was one. I wasn’t doing anything, but I was getting all this attention from the adults, and I developed very fast because everyone wanted to teach me something [chuckles].

Then came the right schools and the right mentorship.

St Teresa’s Boys in Eastleigh was one of the best schools in Eastlands, with amazing teachers. That gave me advantages and access to scholarships to places my parents couldn’t afford.

I landed at Strathmore College, learning from talented teachers from all over the world – American, British, Spanish, Italian, Ugandan, Rwandese, Filipino. For a 14-year-old beginning to discover the world, the world had come to me.

The University of London taught me how to write, appreciate difficult texts, chew and digest them, and develop an appetite for complex reading.

Then I went to Rutgers on a Fulbright scholarship in the US. That exposure opened up parts of me I didn’t know existed. I learned to innovate and discovered I liked psychology more than economics. I became interested in understanding individuals, what motivates them, and what goes on in their heads.

But at any of these points, you can waste the opportunity. These are gifts that come to you. You don’t want it to be water running over a rock; you want to be a sponge absorbing things that become part of you. I love learning, and when you give me an opportunity, I take it.

Becoming vice-chancellor has opened possibilities for impact that I didn’t have before.

It has also made me face issues I would never have had to face – collapse or grow. Everything that life throws at you is an opportunity, really, not a tragedy

What is an abiding lesson you got from your grandmother that you still use today?

I’m one of the lucky people who met all four grandparents. We really bonded with grandma Rosa. And before I went to the States, I did a road trip to ushago just to be with her because I wasn’t sure I’d ever see her again.

Two years later, she died. She was an amazing, loving woman. And I guess she taught us how to love. We never left empty-handed when we visited…some sugarcane or something to take home. She’d make incredible ugali. The type that when you finish cooking, there’s that biscuit-like thing that remains, which we call odeyo, our appetiser as we were waiting for the main meal to be served.

William Ogutu was my grandpa, but he was known as Othacha.

He is one of the people who started the grounds now known as Migwena. So when people ask me where I come from, I just answer, I come from the field. And they ask which field. And I’ll say, how can you ask such a silly question? Migwena is the Olympic grounds of the Luos, where all important games take place.

Children notice differences vividly. What was it like growing up?

I grew up in Eastlands at a time when there were hardly any people of mixed race. I didn’t realise I had a Goan father who left when I was a toddler, and that my mum had married the dad who raised me, who treated me completely as his son. I never had a stepdad experience because dad was dad. I speak Luo but in Eastlands, I had no one to compare myself with.

I looked different; people would call me Mzungu. And the children would give me celebrity treatment [chuckles]. It’s only when I went to secondary school in Lavington that I met mixed race individuals for the first time. It’s been an exotic life, being treated like a foreigner in your own country. I only get treated as Kenyan when I start speaking sheng.

How did that inform the kind of father you wanted to be?

First of all, I’m not married because at a certain point in my life, God asked me to make that sacrifice so that I could be available to be sent anywhere at any time, and I joined Opus Dei, which is an organisation in the Catholic church. But I see all my students as my sons and daughters, and I have that bond with them. What was the question again? [chuckles]

What was your dad like?

I was so lucky to have a dad like him. He was principled, an introvert, despite me being an extrovert like my mum. There are certain things I got from him. For instance, I don’t panic easily, because dad was around all the time. He’d come back from work by six o’clock, and on weekends he’d be at home.

So as a little boy, playing dangerous games, knowing that there’s someone who’s got your back, allows you to experiment where normally you’d be afraid. Unless dad looked worried, I wasn’t worried. And he was never worried. I tell fathers, it’s not even what you say; just being there can have an impact on your children.

Was joining the Opus Dei a hard decision to make?

The hardest part was giving up marriage because, like any ordinary boy, especially from Eastlands, you fantasise about meeting this princess, sweeping her off her feet, and fading into the sunset to live happily ever after.

What changed my mind was someone explaining that when God invites you to something, he isn’t forcing you. If you say no, you don’t become his enemy. It’s a friend asking you to go on an adventure, and you’re completely free to say no. I thought, ‘In that case, I say yes. In fact, he can make it as hard as he wants. Here’s a blank cheque.’

I realised I really value my freedom. I don’t like being told what to do or being forced to do anything. But once I know I’m free, I can choose the hardest thing. So I said yes, and I’ve never looked back. I’m lucky to still be very much in love with that decision.

And this was at 16. I’ve just celebrated my 40th anniversary.

What has been the hardest part of remaining faithful to the vow you made?

It wasn’t a vow. In Opus Dei, we don’t take vows. The only difference is, as the Bible says, let your yes be yes, and your no be no. There are these turning points in life when you’re asked, ‘Now that you’ve been moving on this nice path, everything is nice and easy, I want you to take a sudden turn and do this new mission.’

And you’re like, ‘Why?’ Usually, it takes me less than a day, one sleepless night, and then I say, okay, let’s give up all the plans I have made and take up this new assignment.

When I finished at the University of Nairobi, I had two job offers, from Nation Media Group and PricewaterhouseCoopers. I was one of only two in our class selected; the other was Peter Ndegwa, CEO of Safaricom.

He signed his contract, but I didn’t. Just when I was making up my mind, Strathmore School said, ‘We know you’re an idealist; you want to change the world. Why don’t you give up your corporate career and become a teacher?’ It was hard, but it was one of the best decisions I ever made. I fell in love with teaching.

Later, when I was asked to be vice-chancellor, I wasn’t planning to. I had all kinds of interesting adventures ahead of me as an academic. I wanted to be the soldier, but they told me I’d be more effective as a general.

How does one transcend from good to great?

How does one transcend from good to great? For you to be great, you have to be doing something bigger than yourself. As long as your entire agenda is yourself, then you can’t be great. If your life touches other people’s lives, and the communities around you, then you become great.

As long as your ambition is just to be the best professional in your field, to earn as much money as you can get, to be wealthy, to have access to all these pleasures that you could get, then I think you’re playing in the little leagues, because if you’re talented and you work hard, you will succeed and you’ll make a lot of money and you will be comfortable. But with such talent, what impact could you have?

Do you think work has to be fulfilling?

Can someone who is worrying about food and rent have time to really think about calling and purpose? Yes, because if you don’t, you don’t move in the right direction. None of us is guaranteed how long we have. If we wait for the perfect situation, when all our basic problems are solved, some people will never truly live.

They’ll spend their lives chasing basic needs, waiting for things to be perfect before they start moving.

God has a plan for you. There’s something you’re supposed to accomplish, and you should start working on it the moment you discover it.

Why did God give you the gifts? You shouldn’t rest until you know the answer, and then decide what to do with it.

Those who don’t believe in God call it the law of attraction. If you see something good you can do for the world and commit to it, opportunities start coming your way.

Some might say that raising children to become good members of society is itself a meaningful purpose in life. What would you say to that?

That’s a great way to look at it, because every generation I know had parents who tried to make their children live a better life. If your parents finished high school, then they want you to be a graduate.

They always want their children to surpass them. So a legacy is not people trying to be as good as I am but people being better than me, and in a sense, you’re going beyond yourself.

Do you ever worry that you intellectualise your life too much in search of meaning?

Authenticity is important, and that comes with knowing yourself. It is not letting yourself go, or doing whatever you want or saying whatever you feel like. That’s not authenticity. That could even be carelessness. You have to see your best possible self in your mind’s eye, and then you strive to become that best possible self.

You own your identity, so don’t get ashamed of where you came from, where you grew up, or which schools you went to, trying to hide it because it’s not good enough for the rest of the world. That will make you smaller because you’ll see yourself as smaller.

Which part of your life is still untidy?

I’m not very organised. I identify a lot with the creatives, and I hang out on Friday afternoons with the students in the music room. I’ll pick an instrument, and we’ll jam randomly. I also love innovation, taking complex problems and then coming up with out-of-the-box solutions.

It’s said that the innovation space is a space where people who are playful thrive. It’s hard to be both very structured and very creative at the same time. In my case, I choose to be creative because it comes naturally.

And then I accept that I need help on the structured side, that I’m really chaotic, which is why I have a chief of staff and an executive manager, but I’m not sacrificing the part that’s truly me, which is the creative, playful side, because I can see how it will also inspire people and validate other creatives.

What dreams have you let go of?

Marriage, which would have been nice, but it’s been replaced by having all these sons and daughters who are my students and mentees.

Then, of course, if I wasn’t doing administration, I’d be on the front lines, doing stuff like ethnographic studies, where I go and immerse myself in a community, take up a role in that community for several months just to see what happens there, and then write a book about it.

Those are the fantasies I have as a researcher, but this is not boring; I’ve made my work extremely interesting, connecting people to problems and to resources to make things happen. And then the creative side where I do music and sports with our students, because I’m a runner, an ultra-marathon runner. I fundraise for scholarships through performing as a musician or through running.

What has come to matter to you far more than you ever imagined it would?

Having very clear values that anchor you. A value is a belief that is so deep, it controls the way you think, the way you feel, and therefore the way you act. My values are humility because you can learn from so many people, and whatever you do doesn’t go to your head.

Then there’s magnanimity. So not thinking small, dreaming of big things, chasing after huge, complex, crazy ambitions.

And you can see it side by side with humility-so you’re thinking great things, but you’re not letting it go to your head. Then there’s fortitude because you love to do many tough things. And courage, because you are not afraid of uncertainty and will take the risk of losing to do something great. Start by defining who you are, what kind of person you want to be, and the values that could create such a person and develop them.

And finally, I’d say a life of faith, because that’s where the greatest source of meaning can come from.

What’s the scariest thing you’ve done lately?

Last December, I decided to run 88 kilometres to Naivasha. I had no idea if I would make it. I had a notion that it was possible, that I had the basics to do it, and it was now more mental. I overcame many obstacles, and at View Point, 44km in, I felt like throwing up, but I kept trudging on, coaxing myself with a Coke.

My lesson from this is to do hard things and stretch your limits.

The moment you do that, the next biggest target becomes attainable. Now 100km is on the cards. It is possible. Pick a cause and do a fun thing that can contribute to the cause-sports, music…angle your passions to change the world; that is a nice formula for life.

Kenya’s arid and semi-arid counties present a striking paradox as they possess the richest solar and wind resources yet remain among the least served by modern energy infrastructure. This has constrained economic activity, increased household energy costs, undermined health, and contributed to environmental degradation.

Interestingly, for Kenyans living in areas covered by the national grid, electricity is something we notice only when it goes off. But millions of Kenyans living in remote parts of our country lack access to reliable electricity for decades, relying on kerosene lamps, firewood, charcoal, and diesel generators to meet basic energy needs.

To reverse this imbalance, the government, working with the World Bank, Kenya Power and Lighting Company, and the Rural Electrification and Renewable Energy Corporation, is implementing the Kenya Off-Grid Solar Access Project (KOSAP).

The flagship initiative brings modern energy solutions to communities in 14 underserved regions in Garissa, Isiolo, Kilifi, Kwale, Lamu, Mandera, Marsabit, Narok, Samburu, Taita Taveta, Tana River, Turkana, Wajir, and West Pokot counties, where extending the national grid is technically difficult and economically prohibitive.

KOSAP is far more than an energy project. It is a strategic investment in people that expands access to reliable and affordable electricity in homes, schools, hospitals and public institutions.The real measure of KOSAP’s success lies not in the kilometres of distribution lines constructed or the number of solar systems installed but in the lives being transformed.

In Lodwar, Turkana County, Frida Muthengi says switching to a modern Jiko Digi cookstove has transformed her family’s daily routine. As she puts it, ‘The old jiko consumed too much charcoal and was slower than this modern one. Food now cooks just as quickly as it would on a gas stove.’

Her experience reflects a broader transformation taking place across KOSAP beneficiary communities, where modern clean cooking technologies are helping families reduce fuel costs, cook more efficiently and enjoy healthier homes with cleaner indoor air.

Similar stories are emerging as more households adopt energy saving cooking technologies and solar home systems that provide reliable electricity. This enables children to study after dark, powers small businesses and reduces dependence on costly kerosene.

Off-grid energy solutions are opening doors that were previously closed for communities that have been beyond the reach of the national grid.

The benefits extend well beyond individual households. Reliable electricity enables rural health facilities to refrigerate vaccines, power diagnostic equipment, and improve maternal healthcare. It allows schools to embrace digital learning and create better learning environments.

Solar-powered boreholes are poised to provide reliable access to clean water while reducing the burden placed on women and girls who often spend hours each day searching for water.

Small businesses are extending their operating hours, farmers are creating value closer to home, and local markets are becoming more vibrant as access to reliable electricity improves. This is the true definition of inclusive development where no one is left behind.

KOSAP is on course to provide reliable electricity to over 400,000 households, benefiting nearly two million people, through the construction of 114 solar-powered mini-grids and the deployment of standalone solar home systems. So far, 377,000 households are enjoying electricity connected from standalone solar systems.

The project will also electrify 343 public institutions, including schools, health facilities and administrative offices, retrofit 316 community boreholes with solar-powered pumping systems, and facilitate access to 37,000 clean cooking solutions.

This is why Kenya’s energy transition should ultimately not be viewed solely through the lens of megawatts generated or infrastructure delivered.

Its true success will be measured by the opportunities it creates for people, the lives improved, and the communities empowered.

That understanding is at the heart of Kenya’s commitment to achieve universal access to electricity and clean cooking under the Kenya Vision 2030, the Bottom-Up Economic Transformation Agenda (BETA), the Kenya National Energy Compact (2025-2030), and the Kenya National Clean Cooking Transition Strategy (2024-2028).

These frameworks recognise that no country can achieve inclusive growth while sections of its population remain without access to modern energy. That is the Kenya we are building – one community, one household and one life at a time.