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The High Court has overturned a decision by the Tax Appeals Tribunal that had blocked the Kenya Revenue Authority (KRA) from collecting Sh513 million in taxes from Kenya Breweries Limited (KBL). The dispute arose from a 2021 government policy change adjusting excise duty rates to account for inflation.

In a ruling delivered by Justice Freda Mugambi, the court found that the tribunal had overstepped its authority by interpreting a High Court order that maintained a status quo on the implementation of new excise duty rates.

The law requires every vehicle to carry a first aid kit. That is okay. But what should be in it.to save a life? Muraia.

Carrying a first aid kit in your car is a jolly good idea. But making it legally compulsory is more about emphasising a message than delivering medical aid. Especially if the law doesn’t specify what should be in the kit or educate its potential users.

An aspirin? A sticking plaster? Some antiseptic cream, perhaps, and pills in case someone in the vehicle gets the runs? A safety pin, a needle, some cotton thread, a pair of scissors, and a bandage? Some eyewash and antihistamine? By all means pack all of that, and more, to help deal with all the little troubles than can arise on a safari.

But that’s your choice. Not a legal issue. No one is going to die if you don’t carry these remedies (and anyone with a severe toothache might rather be dead anyway). If you want to pick just a single item, a mobile phone (and perhaps some rubber gloves).

Where first aid could and should have legal status is when dealing with life-threatening injuries from an accident. And when that happens, anyone who knows what she or he is doing might welcome but won’t need a first aid kit, and anyone who doesn’t know what they are doing shouldn’t try to use one.

Basic first aid ‘knowledge’ is the essential and arguably only first aid kit that might help keep someone alive until an ambulance and paramedics (second aid) or a fully equipped operating theatre (third aid) arrive.with oxygen, defibrillators, blood transfusions, adrenalin, immobilising collars.

Emergency first aid is what you can do before that to prevent an avoidable death.

For the full details, talk to an expert. But for the cardinal principles, it is axiomatic that to avoid death you need to sustain the essentials of life. If you can.

The essentials are breathing, adequate blood supply and a heart/pulse to pump it. If breathing is not happening you need to get it started or substituted with all possible haste, and to do that you need to know how to position the patient, how to prevent choking, and preferably how to administer artificial respiration and/or CPR (get the heart beating and the lungs pumping). The value of a first aid kit (without a defibrillator) in those respects is about zero.

If there is major blood loss you need to stop it, pronto, by applying pressure to the wound and possibly a tourniquet (if the bleeding is from a limb).

If there’s no pulse, CPR is urgent. Again, the absolute need for a basic first aid kit is nil. Though some sterile pads and a bandage to hold them can be helpful, their ‘urgent’ job can be done with all sorts of other materials that will be at hand. Start with your shirt.

Consciousness is a good sign, and can be helpful to managing the patient, but it is not essential and, again, you will not find it (or any means of restoring it) in a minimal first aid kit.

Beyond those most basic things, it is more important to know what you should not (repeat not) do, than to know what you might try to do (usually the less the better). With some injuries, randomly moving a patient can do more harm than good. Indeed, it could kill someone who might otherwise have survived.

While breathing, bleeding, pulse and consciousness are being attended to, priority attention should be given to managing the scene – getting someone to call for expert help, others to warn on-coming motorists – and keeping the injured person warm, calm and reassured.

What the law should do is insist these principles are taught and tested. Knowledge of them should definitely be carried in every vehicle. They are immeasurably more important, and more likely to save a life, than a first aid kit.

Approximately 81 percent of healthcare facilities across the country are dissatisfied with the Social Health Authority’s (SHA) digital system, revealing frustration over frequent downtime, delayed reimbursements, and unreliable integration, which have disrupted service delivery and strained hospital cash flow.

The nationwide assessment, conducted by the consortium of healthcare providers comprising the Kenya Healthcare Federation the Kenya Association of Private Hospitals (Kaph), the Rural and Urban Private Hospitals Association (Rupha), and the Christian Health Association of Kenya (CHAK) shows that, one year after replacing the National Hospital Insurance Fund (NHIF), the SHA digital platform remains unstable.

Kenya’s imports from the United States fell for the first time in five years, pulled down by lower demand for aircraft and Liquefied Petroleum Gas (LPG), and coinciding with the start of President Donald Trump’s protectionist second term in White House.

Data from the Kenya National Bureau of Statistics (KNBS) show that import expenditure from the United States declined by 9.8 percent to Sh70.39 billion in the six months to June 2025, from Sh78.11 billion in the same period in 2024.

State-owned energy sector firms, including the Kenya Electricity and Transmission Company (Ketraco) and the Nuclear Power and Energy Agency (NuPEA) are facing cumulative payout claims of Sh8.7 billion, while have pile up over the years after they lost contract breach court cases against contractors and individuals.

Disclosures by the Ministry of Energy show that the bill is for court cases that the two entities have lost between July 2019 and June 2025. A total of Sh9.027 billion has been awarded, and only Sh245 million of the amount has been paid to the various claimants.

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

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

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

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

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

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

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

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

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

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

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

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

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

And so on, and so on.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Read: Understanding teen suicide and how parents can help

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

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

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

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

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

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

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

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