KenGen plans to triple renewable energy production

State-owned power producer Kenya Electricity Generation Company (KenGen) has laid out an ambitious plan to expand its renewable energy development pipeline to 5,500 megawatts, funded through several sources including public-private partnerships (PPPs) and bonds.

KenGen currently operates an installed generation capacity of 1,786 megawatts. The new plan is more than three times the 1,500 megawatts target unveiled last September in its 10-year G2G 2034 Strategy.

‘As opportunities have expanded, so too has our ambition. We have strategically recalibrated our long-term growth trajectory from 1,500 megawatts to a 5,500 megawatts renewable energy development pipeline, reaffirming our commitment to powering Kenya’s sustainable economic transformation,’ Managing Director Peter Njenga said in a statement.

In the earlier plan, KenGen said it would add 1,500 megawatts of renewable energy generation and deploy 500 megawatt-hours (MWh) of battery energy storage by 2034 at an estimated cost of $4.3 billion (Sh556.8 billion).

The company has not disclosed a revised cost estimate for the expanded project pipeline.

KenGen said the recalibration is due to changes in the operating environment, including new power generation opportunities, evolving national energy priorities, increased investor confidence in renewable energy and growing regional demand for clean power.

KenGen’s current 1,786 megawatts of capacity comprises 826 megawatts from hydropower, 754 megawatts from geothermal, 180 megawatts from thermal plants, and 26 megawatts from wind.

The ambitious pipeline includes a planned 2,000 megawatts of nuclear power, more than 700 megawatts of hydropower, and increased geothermal development opportunities, alongside investments in solar and wind energy.

KenGen said it is still pursuing the $4.3 billion financing plan announced under its original strategy.

It plans to fund the expanded pipeline through a mix of concessional funding, PPPs, bonds, special purpose vehicles (SPVs) and equity issuance.

‘Secure sustainable financing of $4.3 billion; blend traditional and innovative financing models; mobilise concessional funds and public-private partnerships; allocate budget for transaction and advisory costs related to bonds, SPVs and equity issuance,’ said the power producer.

The company is also proceeding with plans to deploy 500MWh in battery energy storage systems (BESS) to improve energy storage capacity and enhance grid stability.

The BESS are key in supporting grid reliability as more intermittent renewable energy sources are integrated into the national electricity network. Frequent power interruptions have pushed many households and businesses to install solar systems and battery storage as backup electricity sources.

KenGen’s investment comes as electricity demand in Kenya rises. The company increased electricity generation to 7,805 gigawatt-hours (GWh) in the six months to December 2025, up from 7,210GWh in a similar period a year earlier.

However, it reported a 20.2 percent decline in net profit to Sh4.22 billion for the six months, from Sh5.29 billion in a similar period in 2024 due to a larger tax bill and reduced income from cash investments.

Kenya is targeting achieving 100 percent renewable electricity generation by 2030.

SKL spends Sh132m on Kisaju plant to lift output sevenfold

Listed corrugated carton manufacturer Shri Krishana Overseas Plc (SKL) has spent Sh132 million on its new Kisaju industrial plant, which is expected to increase its annual production capacity by more than sevenfold.

The new manufacturing hub, partly financed through a Sh117.9 million term loan from SBM Bank Kenya, remains incomplete amid delays, signalling the likelihood of further capital expenditure before the project is finished.

SKL’s annual production capacity is projected to increase from 3,000 tonnes to 22,000 tonnes.

‘Construction of the company’s new manufacturing plant is progressing well although it is running behind schedule. As of year-end 2025, capital work in progress stood at Sh13.9 million. The project continues to be supported in part by a long-term loan facility of Sh117.9 million,’ SKL says in its 2025 annual report.

The company says civil works at the plant are nearly complete, while all machinery has already been procured.

Management attributes the slower pace of construction at the Kisaju facility to a slower cash conversion cycle, which has moderated growth.

SKL disclosed a Sh117.9 million term loan from SBM Bank carrying an interest rate of 20.7 percent.

Capacity boost

Completion of the manufacturing plant, which sits on a two-acre parcel of land, is expected to expand the firm’s revenue base, which stood at Sh351 million in 2025.

SKL posted a lower net profit of Sh4.1 million for the year ended December 2025, down from Sh10.1 million a year earlier, mainly due to higher overhead costs, including listing expenses.

The firm listed on the Nairobi Securities Exchange (NSE) by introduction last year, becoming a publicly traded company for the first time.

SKL listed 50.5 million shares on the SME segment of the NSE in July 2025, marking the first listing on the Nairobi bourse since December 2020.

The increased production capacity is expected to support rising demand for packaging solutions, particularly from the dairy and edible oils sectors.

‘We are seeing growing demand for packaging solutions in other areas such as the dairy, herbs, edible oils and confectionery sectors, which will add to the horticulture exports, the floriculture subsector, and the fast-moving consumer goods (FMCG), which were already well established,’ said Sonvir Singh, SKL Managing Director.

Growth plans

SKL says it has begun increasing its workforce in preparation for the additional capacity expected once the new manufacturing plant is completed.

The manufacturer had 40 employees at the end of 2025, up from 33 a year earlier, with 22 in casual roles.

The technical department has nine employees, finance and administration has four, sales and marketing has three, while customer care and business development have one employee each.

SKL says it is also investing further in ICT to improve administrative efficiency.

‘We have also made an investment in IT systems that will help us improve our administration, which is critical for the next stage of growth,’ said Nirmia Devi, SKL Finance Director.

Gambling regulator chief fights bids to remove him from office

Mr Karimi, who became the regulator’s inaugural director-general in February 2026, is facing separate challenges before the High Court and the Employment and Labour Relations Court questioning the legality of his appointment.

However, he denies lacking the required experience, saying the appointing authority found he met all statutory qualifications after an open and competitive recruitment process. He said his appointment was done procedurally and that he is qualified for the position.

The High Court petition was filed by lawyer Patrick Mwashigadi, while the Employment and Labour Relations Court case was lodged by Chebon Kiprop Benjamin.

In the High Court proceedings, Mr Karimi wants the petition struck out or transferred to the specialist labour court, arguing that challenges to the recruitment and appointment of a public officer are employment disputes reserved for the Employment and Labour Relations Court. He maintains that both petitions are based on unfounded allegations.

The two cases challenge the appointment on similar grounds but through different legal routes.

The petitioners allege Mr Karimi’s appointment breached the Gambling Control Act because he allegedly lacked the minimum 10 years’ senior management experience required for the position. Section 16(2)(c) of the Gambling Control Act requires the Director-General to have at least 10 years’ senior management experience in a public or private institution.

The petitioners argue that Mr Karimi’s publicly available professional history shows only about five years as CEO of Acumen Communications Limited between 2017 and 2022, meaning he was ineligible for appointment.

In the High Court petition, Mr Mwashigadi argues that Mr Karimi’s previous management role at Acumen Communications, a company linked to the Mchezo Bet betting platform, breached statutory safeguards requiring the regulator’s independence from gambling interests.

Mr Mwashigadi argues the appointment was therefore unconstitutional, unlawful and void, and wants the High Court to suspend Mr Karimi from office pending determination of the petition.

In the Labour Court’s case lodged by Mr Chebon, the petitioner claims the Gambling Regulatory Authority has not disclosed the positions or institutions it relied on to conclude that Mr Karimi met the statutory qualification threshold.

Mr Chebon also wants the Registrar of Companies compelled to produce corporate records, saying they are needed to establish Mr Karimi’s tenure at Acumen Communications and determine whether his appointment complied with the law.

Both petitioners also allege that Mr Karimi’s association with Umsuka Capital Limited and Acumen Communications breached the Gambling Control Act’s independence requirements.

However, Mr Karimi says there is no constitutional controversy surrounding his appointment and says the Mwashigandi’s petition does not establish any constitutional violations with the precision required by law.

He says the case was filed before the wrong forum because it fundamentally contests his recruitment to public office.

“The core issues raised herein pertaining to my appointment constitute disputes of an employment nature,” Mr Karimi says in his replying affidavit.

He further denies breaching the law, saying the petitions are founded on falsehoods and misrepresentation and fail to establish any constitutional or statutory violations in his appointment.

He says he was recruited through an open competitive process after the Gambling Regulatory Authority advertised the vacancy in January before announcing his appointment on February 26.

He argues the petitioners selectively rely on one aspect of his career, particularly his tenure at Acumen Communications, while ignoring his broader professional experience that was evaluated during the recruitment process.

Mr Karimi maintains that the appointing authority was satisfied that he met all the statutory requirements, including the experience threshold under the Gambling Control Act, before appointing him Director-General.

He accuses the petitioners of withholding material facts and insists he fully meets the statutory qualifications for the office.

The court has directed parties in the ELRC case to exchange pleadings and fixed the matter for hearing on July 8.

Neither the High Court nor the Employment and Labour Relations Court has determined the merits of the allegations against Karimi.

Court upholds Sh50,000 fish farming permit, 5pc levy

The High Court has upheld new government charges on commercial fish farming, including a Sh50,000 annual licence fee on aquaculture establishments operating in public waters and a five percent levy on landed fish.

In a judgment delivered in Nairobi on Monday, the court rejected a constitutional challenge arguing that the charges would harm Kenya’s fish farming industry and small businesses.

The regulations – Fisheries Management and Development (Aquaculture) Regulations, 2024- had been suspended in December 2024 following a petition filed by the Lake Victoria Aquaculture Association. They were to take effect on January 1, 2025.

In the judgment, the court held that the regulations were lawfully made by the Ministry of Mining, Blue Economy and Maritime Affairs, followed proper public participation and parliamentary scrutiny and did not violate the Constitution. It dismissed the petition after finding that the association lacked the legal capacity to sue in its own name because it had not filed the case through its officials.

However, the court proceeded to determine the substantive constitutional issues and concluded that the challenge lacked merit.

“I have found that the petitioner herein has no locus standi and I would have stopped there. But I have gone further, and there is good reason for that,” the court said while delivering judgment.

The dispute centred on the Fisheries Management and Development (Aquaculture) Regulations, 2024, which introduced a flat Sh50,000 licensing fee for aquaculture establishments operating in public water bodies and a five percent ad valorem levy on the value of landed fish.

The association, representing fish farmers around Lake Victoria, argued that the charges were arbitrary, punitive and would raise production costs, discourage investment and undermine Kenya’s growing aquaculture sector.

It also claimed the regulations breached constitutional requirements on public participation, equality, food security and devolution.

The petitioner further claimed that the regulations could lead to job losses in an industry that directly supports more than 500,000 households.

The association further argued that aquaculture is largely a devolved function and that the national government had unlawfully created a parallel licensing regime that could expose farmers to overlapping charges.

The regulations establish a national framework for licensing and regulating commercial aquaculture, including registration of operators, licensing conditions, fish health standards, disease control, monitoring and enforcement.

They also prescribe fees and levies for commercial aquaculture operators, while exempting non-commercial and subsistence fish farmers from licensing requirements under the Fisheries Management and Development Act.

The State Law Office and the Cabinet Secretary for Mining, Blue Economy and Maritime Affairs, Hassan Joho, opposed the petition.

They maintained that the Cabinet Secretary acted within powers granted under the Fisheries Management and Development Act and that the regulations followed all statutory procedures before publication. The court agreed with the government, finding that extensive stakeholder consultations had been conducted before the regulations were finalised.

“From the above documentation, it is clear that relevant stakeholders in the aquaculture industry were consulted. The regulations were subjected to parliamentary scrutiny,” it said.

The court added: “The public participation was real and not illusionary.”

It rejected claims that the regulations became unconstitutional because Parliament introduced the fee schedule after public participation had ended.

“I have therefore concluded that it was not necessary to subject the schedule of the proposed fees to public participation again,” the judge ruled.

On devolution, the court found no evidence that the national government had usurped county functions.

“The ministry did not encroach on the mandate of the county governments or abrogate the principles of devolution,” said the court.

Also rejected were arguments that the licence fee and levy discriminated against smaller operators or threatened food security.

The court found that the contested charges apply only to commercial aquaculture enterprises because the Fisheries Management and Development Act exempts non-commercial and subsistence fish farmers from licensing requirements.

“The petitioner has not demonstrated how the licensing fees and the ad valorem fee violate the provisions of Articles 27, 43 and 46 of the Constitution,” it said.

It further held that the Fisheries Management and Development Act expressly authorises the Cabinet Secretary to make regulations governing aquaculture, prescribe licensing conditions and impose fees.

“In the view of this court, I am satisfied that the first respondent acted within his mandate,” the judge ruled.

The court concluded that the petitioner had failed to prove entitlement to any of the constitutional remedies it sought.

“I find that the petitioner has not demonstrated that it is entitled to any of the reliefs sought and therefore the petition is not allowed,” added the judge.

Beyond informal: Africa’s industrial future will be built from below

When discussions about industrialisation arise, attention quickly turns to industrial parks, multinational corporations and billion-shilling investments.

Yet this conventional picture overlooks a quieter reality unfolding across Kenya and much of Africa. Industrialisation is already taking place. It simply does not look the way many policymakers imagine.

Across Eastleigh, Gikomba, Kariobangi, Kamukunji and countless market centres, thousands of small enterprises are producing clothing, furniture, metal products, beauty products and food items. Most operate outside formal industrial policy frameworks, but together they constitute an important part of the continent’s productive economy.

These enterprises are not merely businesses. They are socially embedded production systems. Their success depends less on sophisticated machinery and more on trust, relationships and informal institutions.

Churches, women’s groups, apprenticeship arrangements, family networks and community associations provide the social infrastructure that allows these enterprises to function in environments where formal institutions are often weak or inaccessible. These networks reduce uncertainty and create economic opportunities for thousands of households.

This suggests that Africa’s industrialisation may not necessarily follow the classical path experienced in Europe or East Asia. Rather than emerging solely from large corporations and formal manufacturing zones, industrial transformation on the continent is frequently occurring through what may be described as socially embedded micro-industrial systems.

Unfortunately, public policy has often viewed informality as a problem to be eliminated rather than as an economic reality to be understood and strengthened.

Attempts to force rapid formalisation sometimes undermine the very networks that sustain these enterprises. What many small producers require is not displacement but support.

Incremental improvements in quality management, access to finance, digital marketing, business development services and modernised apprenticeship systems could significantly enhance productivity without destroying existing social foundations.

This requires a shift in thinking. Policymakers must move beyond the narrow assumption that industrialisation is synonymous with large factories.

Small enterprises are not merely survivalist activities. They are productive institutions capable of generating employment, fostering innovation and building local capabilities. The challenge is therefore not whether informal enterprise should exist, but how to help it evolve into more competitive and resilient production systems.

Africa’s industrial future will not be built exclusively in special economic zones or by multinational corporations.

It will also be built in workshops, market centres and neighbourhood enterprises where trust, skill and social networks combine to create value. Perhaps it is time we recognized that industrialization in Africa is not waiting to happen. It is already happening-from below.

UN agency opens audit after Sh1.5bn theft in Kenya project

The United Nations (UN) has opened an audit of one of its programmes in Kenya after investigations revealed that some senior Treasury officials siphoned Sh1.55 billion for personal use.

‘While the Fund cannot comment on ongoing legal proceedings, we take this and all allegations of fraud seriously. Ensuring IFAD resources are used for their intended purposes is essential to our mission and enables every investment to deliver for small-scale farmers and rural communities,” the UN agency told the Business Daily.

‘In accordance with IFAD’s zero-tolerance approach to fraud, corruption and other prohibited practices, we have referred this matter to the Fund’s Office of Audit and Oversight (AUO) and the Independent Office of Evaluation of IFAD (IOE) and are taking all necessary steps to safeguard the integrity of IFAD financing,’ it added.

A report filed by the EACC in the High Court claimed there was plunder, including a Sh799.84 million cash withdrawal by an official who served as the accountant for the PROFIT programme. Court filings by the EACC indicate that part of the siphoned cash was used to purchase residential and commercial buildings in Nairobi, Machakos and Uasin Gishu counties.

Read: How Treasury officials stole Sh1.5 billion from UN project

The claims are based on documents filed by the EACC, and the accused have not filed their responses to the allegations.

IFAD now says that after being made aware of the court filings by the EACC, it has set in motion its own internal investigations on the matter, in order to safeguard the integrity of its funding programmes.

The UN agency, however, noted that the alleged theft of funds took place after the project was closed and its oversight ceased, in 2019.

The High Court has allowed the EACC to seize the assets and barred the Treasury officials and their associates from transferring, withdrawing or dealing with the assets and funds held in bank accounts pending the hearing and determination of a recovery suit filed by the anti-graft agency.

Those named in the court documents over the scandal include a former accountant of the PROFIT programme, Billy Otieno Obango, Gladys Julliet Chepkarat, John Maina Muriithi (Senior Accountant at the National Treasury), Nemwel Moturi Mutonya (Senior Accountant at the National Treasury), John Ngure Kabutha, Lilian Wanjiku Dishon (Senior Deputy Accountant General at the National Treasury).

Others listed in the court documents are George Kihara (Head of Accounting Unit at the National Treasury), Susan Warukira (Principal Accountant at the National Treasury), Sylvia Awino Obango, Philip Sigo Chepkarat, 020 Investments Limited (a firm whose directors the EACC claims in court documents to be Gladys Juliet Chepkarat’s children) and Jarods Agency Limited.

The commission claims that the funds were illegally drawn by Mr Obango and Ms Chepkarat and channelled to various entities, with part of the money allegedly used to acquire properties including residential buildings in Nairobi, Athi River and Eldoret.

Court documents show that in March and May 2023, residual funds amounting to Sh206 million were transferred from the PROFIT account to an account belonging to the Rural Kenya Financial Inclusion Facility (RK-FINFA) at Housing Finance Bank.

The EACC says a further Sh1.379 billion was released from the Treasury to the programme’s Co-operative Bank of Kenya account. Of this amount, Sh579.3 million was allegedly transferred to various entities, while Sh799.8 million was withdrawn in cash by Mr Obango.

The commission further claims that between November 2019 and June 2022, three signatories to the PROFIT account colluded to transfer Sh81.4 million to 020 Investments Limited, which investigators describe in court documents as a proxy company linked to Ms Chepkarat.

The anti-graft agency also alleges in its court documents that in October 2022, Mr Obango and Ms Chepkarat fraudulently opened a KCB Bank Kenya account in the name of PROFIT using false documents after the programme had already ended. The EACC added that Sh175.3 million was subsequently disbursed from the Treasury into the account.

Investigators say the fraud was facilitated through fake payment vouchers seeking funding for PROFIT activities, allegedly backed by requests originating from IFAD, despite the donor having ceased financing the programme at this point.

Total funding for PROFIT was $30.89 million (Sh4 billion), with $30.33 million (Sh3.93 billion) being sourced from IFAD and the government contributing $561,000 (Sh72.7 million).

The programme was launched on December 22, 2010, operating under the Treasury’s Directorate of Budget, Fiscal and Economic Affairs, and ended in December 2019.

On its site, IFAD says it has committed $581.9 million Sh75.4 billion) to 21 projects in Kenya, which have a total cost of $1.25 billion (Sh161.5 billion).

The UN agency has recently offered long-term, concessional funding to the government for its food security, climate change mitigation and subsidised fertiliser programmes.

In January 2026, the Treasury secured pound 78.9 million (Sh11.7 billion) from IFAD to fund fertiliser imports ahead of the March 2026 planting season.

In June 2025, IFAD and the government inked a $126.8 million (Sh16.4 billion) loan agreement for the Integrated Natural Resources Management Programme, which was designed to address challenges of environmental degradation and climate change in rural Kenya.

The loan was on blended finance terms, attracting an annual interest charge of 1.41 percent, a 1.39 percent service charge, a 25-year repayment period and a five-year grace period.

Rising interest rates lift money market fund returns

Rising interest rates on Treasury bills and other short-term debt instruments have helped lift returns offered by money market funds (MMFs), which invest primarily in commercial banks, fixed deposits and government securities.

Top MMFs are offering an annualised rate of up to 12 percent as of June 26 compared to 11.13 percent on March 31 and higher than a top rate of 11.96 percent at the end of 2025.

Cytonn MMF, which is the top-yielding fund, posted an annual rate of 12 percent in June 2026 from 11.13 percent on March 31 and 11.96 percent on December 31.

Other top MMFs by annualised returns include Etica and Lofty-Corban, which posted returns of 10.7 percent and 10.62 percent, respectively, on June 26.

More funds have shown a similar trajectory in annualised returns over the same period to underline the general rise in earnings by investors.

The published annualised return by a money market fund usually shows the earnings rate offered to investors through the previous 12 months, net of fund management fees that typically stand at two percent.

Fund managers note that most MMFs had invested in longer-dated government bonds to help hold up returns above double-digit as overall interest rates came down last year, and at the beginning of 2026.

The Capital Markets Authority (CMA) requires MMFs to invest in assets with an average weighted tenor of 18 months.

This means that MMFs can still invest funds in longer-dated Treasury bonds but keep the bulk of assets in cash and near-cash instruments.

‘The main reason why returns on money market funds have remained in double digits is because of legacy investments (longer dated Treasury bonds),’ said Fred Mburu, Chief Executive at the Fund Managers Association.

‘My expectation was that returns would fall into the single digits until very recently.’

Rising inflationary risks from the prevailing high fuel prices have seen investors push for a greater return to invest in government securities as they seek to offset the reduced real return from the falling purchasing power of cash.

The return on the 364-day or one-year Treasury bill has, for instance, rebounded to nearly nine percent, standing at 8.9932 percent as of last week from a low of 8.27 percent at the start of April.

Returns from money market funds are expected to rise as interest rates on T-bills continue to mark a recovery.

Fixed-income funds, whose return is derived mostly from the longer-dated Treasury bonds, are, however, expected to see falling returns as the market value of the securities falls in a rising interest rate environment.

The value of government bonds usually falls as interest rates rise to raise their yields in line with returns on new auctions, resulting in paper losses for investors.

‘We expect negative returns to be more pronounced for fixed-income funds as interest rates rise again,’ said Mr Mburu.

MMFs, which are usually invested in short-term instruments, remain the most popular sub-category of unit trusts or collective investment schemes with assets standing at Sh442.1 billion as at the end of March 2026, giving them a 51.9 percent share of the market.

Read: Unit trust assets tipped to cross Sh1trn on multiple investor accounts

The combination of special funds and fixed-income funds has, however, been creeping up on the MMF’s dominance and held market shares of 23.9 percent and 23.4 percent, respectively, in the same period.

Total assets held in combined unit trusts meanwhile climbed to Sh851.7 billion, rising 13 percent from Sh756.3 billion in December 2025 and underlining the continued expansion of the industry.

The growth in overall assets was attributed to re-investments in the funds by mostly retail investors and the registration of additional funds by the Capital Markets Authority.

Putting the power of AI in everyday pockets and why true innovation belongs to everyone

For a long time, the tech world has stuck to a pretty predictable script. A spectacular new feature is born, it gets tucked inside an ultra-premium flagship smartphone, and everyone else is left waiting for years for that technology to slowly trickle down to an affordable level.

It’s an approach that treats advanced utility as a luxury rather than a daily tool. But if you think about it, the true measure of a great innovation shouldn’t be how exclusive it is, it should be how many people it actually helps.

Right now, we are in the middle of a massive, refreshing shift in that narrative. A perfect example of this is a recent update that allows everyday users to summon Google’s Gemini AI assistant simply by pressing and holding the side button on their mid-range Galaxy A series devices.

By transforming a basic piece of hardware into an instant, intuitive helper, tech is becoming genuinely democratic. It marks a moment where the industry is realising that for artificial intelligence to actually change our lives, it needs to leave the tech showcases and show up where most people actually live and work.

The conversation around mobile AI has finally grown past the stage of cool photo tricks and novelty filters. What people are looking for now is a human-centric companion, tools that smoothly absorb the friction of a chaotic day and give us our time back.

The beauty of a physical button for AI is that it removes the awkward multi-step process of unlocking your screen, finding an app, and typing out a prompt. In the middle of a frantic workday, that speed is everything.

When you can press a button and effortlessly juggle a real-world problem, like instantly tracking down a great lunch spot with outdoor seating, pulling up its location, and firing the address off to a friend in a single touch, the technology stops feeling like a monotonous task. It starts feeling like a thoughtful assistant that has your back.

This kind of immediate, accessible support is a game-changer for the modern hustle. Agile professionals, side-hustlers, and digital creators often run their entire operations directly from their phones. They don’t need a status symbol, they need a reliable, voice-controlled assistant that can help them brainstorm ideas, summarise long updates, or organise a messy schedule on the fly.

By bringing these advanced capabilities down to earth, we are completely redefining what a mid-range phone represents. It’s no longer about accepting a compromised experience or settling for watered-down software. Instead, it’s about proving that you can enjoy an elite, premium experience without a staggering financial barrier to entry.

This is incredibly meaningful for digital-first communities where mobile devices are the primary engine for business, connection, and growth. When you put cutting-edge productivity tools directly into the hands of the wider public, you level the playing field. It gives everyday users the exact same digital advantages that used to require a massive investment in top-tier hardware.

Looking ahead, the future of mobile technology won’t be won by building exclusive walls around innovation. The future belongs to those who design with empathy, creating open, accessible experiences that lift people up and put the real, transformative power of intelligence into every single pocket.

About Samsung Electronics Co., Ltd.

Samsung inspires the world and shapes the future with transformative ideas and technologies. The company is redefining the worlds of TVs, digital signage, smartphones, wearables, tablets, home appliances and network systems, as well as memory, system LSI and foundry. Samsung is also advancing medical imaging technologies, HVAC solutions and robotics, while creating innovative automotive and audio products through Harman. With its SmartThings ecosystem, open collaboration with partners, and integration of AI across its portfolio, Samsung delivers a seamless and intelligent connected experience. For the latest news, please visit the Samsung Newsroom at news.samsung.com.

Medical loans now fastest growing for saccos

Loans issued by savings and credit co-operative societies (saccos) to help households pay for medical expenses are now the fastest-growing credit segment for the sector, underscoring the growing burden of hospital bills.

The loans are repayable within 36 months at an interest rate of one percent per month on a reducing balance basis.

The size of the loan that a member qualifies for is pegged on their savings with the sacco, with most offering credit up to four times their savings.

Use of sacco loans to clear health-related bills points to inadequacies associated with the mandatory Social Health Authority (SHA) and low medical insurance uptake.

‘The increase may reflect demand from sacco members for financing a range of health-related expenses, including medical treatment, medicines, health insurance contributions and other associated costs,’ said Sasra chief executive David Sandagi.

‘It may also include members, particularly those without regular payroll deductions, seeking credit to meet annual Social Health Authority contribution obligations and maintain their health coverage.’

Medical insurance coverage in Kenya is estimated at 2.4 percent, while SHA covers roughly 30 percent of the country’s population, leaving over 70 percent to pay for their medical bills out of pocket.

Households are also forced to step in when the medical bills exceed the insurance cover amount, a more prevalent scenario as prices of medicine and medical equipment rises in a tough economic environment.

On its website, Dimkes Sacco says its medical loan is capped at Sh1 million at an interest rate of one percent per month and a processing fee of 1.5 percent of the loan amount.

Medical loans are not an investment option but an expense that is not expected to generate new income streams, leaving households more strained than they were.

‘The purpose of a loan does not, on its own, determine whether it will be repaid. The key considerations are whether the sacco conducted proper credit appraisal, assessed the member’s existing financial obligations and repayment capacity, and structured the facility within responsible lending limits,’ said Mr Sandagi.

Health-related loans also include those issued to professionals in the medical sector who approach the saccos for a credit facility to buy hospital machines.

Read: Kenyans dump family, friends for sacco, State fund loans

Education loans disbursed during the first quarter of the year by saccos were Sh24.8 billion, growing by 27.1 percent compared to the same period a year ago, recording the second-fastest growth.

Borrowing to pay fees has become a key credit driver in households as parents opt to educate children in private institutions amid falling standards in cheaper public schools.

When the government introduced free primary education in 2003, school enrolment tripled, without the facilities and resources expanding as fast.

This has enabled the growth of private schools as parents and guardians seek better quality, but the fees and other charges in private institutions have resulted in homes borrowing more.

Lack of clarity regarding the Competency-Based Education (CBE) curriculum has also seen some households turn to international schools, which are even more costly.

The rise of health and education-related loans as the fastest-growing categories in the sacco sector indicates a changing trend in an industry that has traditionally been used to support real estate investments.

Sacco members borrowed Sh18.4 billion in the three months to buy land while Sh15.2 billion was directed to housing development.

Saccos are crucial players in the country’s real estate sector as most households opt for phased development to construct their dream homes rather than taking mortgages, which are not accessible to most due to low salaries.

Total loans issued by saccos during the three months increased by 16.2 percent to Sh115.7 billion this year compared to Sh99.5 billion in a similar period last year.

The cumulative sacco loan book rose to Sh950.9 billion, up from Sh856.8 billion, with real estate being the largest recipient of credit.

Blooming business of grief as florists gain steady income from VIP wreaths

As Kenyan families increasingly personalise farewells, funeral flowers have quietly become one of the floral industry’s most dependable revenue streams, creating a niche where artistry and compassion intersect.

For florists, funeral arrangements provide a relatively stable source of income in an industry where demand for weddings, corporate functions and celebratory events often rises and falls with seasons and household spending.

While no business benefits from loss, the need to honour loved ones means flowers remain an important part of many funeral ceremonies, regardless of economic conditions.

Mike Wangai, owner of Flower Zone KE at Nairobi’s City Market, says demand for funeral flowers has remained resilient, with many families opting for premium arrangements that reflect the significance of the occasion.

‘Even though wreaths represent sad moments, they are an interesting business and generate significant profits compared to other flower arrangements, especially the VIP wreaths,’ he says.

At his funeral wreath packages start at Sh9,000 and can exceed Sh20,000, depending on the flowers used and the level of customisation.

Premium arrangements often incorporate tropical flowers, which last longer but come at a higher cost.

Some of the premium wreaths can fetch as much as Sh25,000.

Unlike weddings and corporate events, which fluctuate with economic conditions, funeral flowers provide relatively consistent business.

Wangai says his shop averages about three wreath orders a week, while memorial services and death anniversaries have created an additional market beyond burials. Families remain his biggest customers, although institutions and organisations occasionally commission wreaths for colleagues and associates.

Challenges

The business, however, is highly exposed to supply-chain disruptions. Most flowers are sourced from farms in Naivasha and Nakuru, making transport costs, weather conditions and seasonal shortages key determinants of pricing.

‘When certain flowers are out of season, supply drops and prices go up,’ he says.

Rising fuel prices have also increased the cost of transporting flowers to Nairobi, forcing florists to either absorb part of the additional cost or pass it on to customers.

The choice of flowers also influences pricing. Roses remain the most common option for standard wreaths because they are relatively affordable and readily available. Tropical flowers, lilies and chrysanthemums command higher prices because they are more expensive to source and generally last longer after arrangement.

Competition has intensified as informal traders and new entrants offer lower-priced alternatives. Rather than compete on price, Wangai says his business focuses on premium quality, professional arrangements and dependable service.

Evolving customer preferences

Much of that business now comes through social media, where customers browse designs, place orders and arrange deliveries without visiting the shop.

Technology has also reshaped customer expectations. According to Brighton Ambeyi, another florist at Nairobi’s City Market, families increasingly want funeral arrangements that celebrate the individuality of the deceased rather than relying on traditional designs.

‘We no longer use the traditional designs that were common years ago. Today, customers want customised wreaths, including designs with names and personal messages,’ he says.

Like Wangai, he attributes the shift partly to social media, which has exposed customers to international floral trends and inspired demand for more elaborate displays.

Florists are now able to showcase their work online, exchange design ideas with colleagues across the world and communicate with clients throughout the preparation process by sharing photographs of completed arrangements before delivery.

Personalisation has become a key selling point, with many families selecting colours, flowers and messages that reflect the personality, favourite colours or life story of the deceased. Instead of ordering standard white wreaths, Ambeyi says customers increasingly request distinctive designs intended to create a lasting tribute.

A standard wreath at Ambeyi’s shop costs about Sh16,500, although the final price depends on the flowers selected, with lilies and chrysanthemums attracting higher prices than roses.

Despite demand for premium arrangements, he says the current economic climate has encouraged some families to scale back their spending, choosing simpler floral tributes while still preserving the symbolism of flowers at funerals.

‘Nowadays, some people buy only a few flowers for a burial because they are trying to manage costs,’ he says.

Like Wangai, he says weather patterns and transport costs continue to squeeze profit margins. Poor weather can reduce flower yields, while logistical disruptions increase the cost of moving fresh flowers from farms to urban markets before they lose quality.

‘Sometimes we absorb part of the increase because we don’t want to burden clients,” he says.

New opportunities

For Chris Maina, a florist at Maishy Flowers in Nairobi’s CBD, the market also demonstrates that funeral flowers serve customers across different income levels.

His shop offers standard wreaths from about Sh3,500, with prices increasing according to size, flower selection and the number of stems required.

While premium florists cater to customers seeking elaborate tributes, Maina says affordability has become an important competitive advantage as more florists enter the market.

‘There are many new florists coming into the market and most of them are lowering prices to compete for customers,’ he says.

As a younger florist, he says earning customers’ trust can be just as challenging as managing costs because many families prefer businesses with long-established reputations during emotionally sensitive occasions.

Like his peers, Maina says social media has become indispensable, allowing even smaller businesses to attract customers from across the country through online orders and delivery services.

The digital marketplace has reduced the importance of physical location, enabling florists to compete on the quality of their work and customer service rather than foot traffic alone.

He has also noticed that families increasingly request arrangements based on the deceased’s favourite colours or personality instead of the traditional all-white wreaths associated with mourning.

Despite differences in pricing and business models, the three florists agree that funeral flowers remain one of the industry’s most resilient niches. Success, they say, depends on much more than arranging flowers.

Consistent marketing, reliability, transparency, empathy and the ability to earn customers’ confidence have become just as important as floral design in building a sustainable business.