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Why government aviation bailouts are a strategic necessity

Bizna Team
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Why government aviation bailouts are a strategic necessity

An alarming dispatch in Forbes reports that, with jet-fuel prices soaring and no end in sight to the war in Iran, some aviation soothsayers expect fuel to hit USD 225 a barrel. So dire is the outlook, they whisper, that airlines may yet need a government bailout. Meanwhile, the ever-prudent Canadians have already slipped USD 350 million to their second-tier carriers, just in case crude does hit USD 200 or 225.

In Kenya, the merest mention of an aviation bailout triggers paroxysms of irrational fury. This is because a sizable portion of the commentariat remains constitutionally incapable of grasping that a national carrier’s worth is not to be found in a balance sheet. For their edification, the following, then, are five reasons why bailing out airlines is a strategic necessity; for the benefit of those who still think an airline should be judged like a kiosk.

1. Thin margins

Airlines operate on margins so thin they would embarrass a charity. Ferocious competition has driven ticket prices into a race to the bottom. This year, the global industry is expected to scrap a net margin of 2 per cent. In Africa, it is 0.2 per cent: a princely 40 American cents, or KSH 52 per passenger. Hardly the stuff of robber-baron capitalism.

2. High fixed costs

Aircraft, unlike Matatus, do not stop costing money when parked. Leases, parking fees, wages and maintenance continue to tick over while revenue does not. An aeroplane left idle does not simply rest; it corrodes, degrades and forgets how to be airworthy and must be tended at great expense lest it become a very large, very expensive garden ornament.

Kenya Airways vs Kenya Airports Authority: Understanding two pillars of Kenyan aviation.

3. National infrastructure

Like roads and railways, flag carriers are infrastructure, not mere business. In the belly of a Kenya Airways jet are the country’s exports: cut flowers, fresh fruit and vegetables, seafood, chilled meat and other perishables bound for Europe and the Middle East. On the return leg come pharmaceuticals and e-commerce parcels. KQ accounts for 60 per cent of traffic into Jomo Kenyatta International Airport, the country’s front door. Lose the airline, lose the door.

4. Jobs

Aviation sustains an ecosystem of employment. Kenya Airways directly employs 5,000 people, another 16,000 indirectly and close to half a million in ancillary industries that orbit around it. To put it in terms even the most ardent critics might grasp: if KQ were a restaurant, it would be the largest in the country, serving over 20,000 meals a day.

5. External shocks

When catastrophe strikes, 9/11, a pandemic, a war that sends fuel prices into orbit, demand collapses in a way no private balance sheet can absorb. After September 11th 2001, the American government, the temple of free market orthodoxy, wrote a USD 15 billion cheque to its airlines: USD 5 billion in outright grants to cover the losses from a three-day grounding. After COVID-19, Emirates received USD 4 billion. Singapore Airlines got USD 19 billion. American carriers collectively received USD 56 billion.

In conclusion

Kenya Airways, like its peers, has received support over the years. Unlike many of them, however, its support has not come as grants but as shareholder loans, repayable with interest. While a durable solution is sought to allow the national carrier to operate on something resembling a level playing field, perhaps its detractors could cut it some slack, and be rather more charitable the next time it needs a shot in the arm to stay aloft.

Edward Mwirigi: Profile of man taking over as new EPRA boss

Jane Muia
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Edward Mwirigi: Profile of man taking over as new EPRA boss

Energy and Petroleum Cabinet Secretary Opiyo Wandayi has appointed Edward Mwirigi Kinyua as the new Director General of the Energy and Petroleum Regulatory Authority (EPRA).

Kinyua takes over after the departure of former Director General Daniel Kiptoo, with the authority having been under interim leadership by Dr Joseph Oketch.

He moves into the position from his previous role as EPRA’s Director of Petroleum and Gas. As Director General, Kinyua will serve as the authority’s chief executive and accounting officer, with responsibility for overseeing its day-to-day operations, administration and regulatory functions.

Kinyua brings extensive experience in petroleum regulation, engineering and logistics, having spent more than a decade working in Kenya’s energy sector.

He has served as EPRA’s Director of Petroleum and Gas since August 2019. Before the establishment of EPRA, he worked at the Energy Regulatory Commission (ERC), where he was Acting Director of Petroleum between April 2015 and July 2019. He had earlier served as Senior Manager, Petroleum, from October 2014 to April 2015.

During his time at the ERC, Kinyua was involved in petroleum regulation and enforcement, development of industry standards, licensing, inspection of petroleum infrastructure, petroleum pricing and review of proposed infrastructure designs.

He joined the ERC in February 2010 as a Technical Officer, Petroleum, a position he held until September 2014.

Kinyua’s earlier private-sector experience includes a stint at Total Kenya Limited, where he worked as an LPG Supervisor from September 2009 to January 2010 and as a Lubricants Logistics Officer from December 2007 to August 2009.

He began his professional career at Mabati Rolling Mills, where he worked as a Quality Assurance Trainee Engineer from April 2006 to November 2007. He previously served as a Workshop Supervisor at Friendly Autoworks in Mombasa between October 2005 and March 2006.

Kinyua holds a Master of Science degree in Energy Management from the University of Nairobi, which he pursued between 2012 and 2016.

He also holds a Bachelor of Technology degree in Mechanical and Production Engineering from Moi University, where he studied from 2000 to 2005 and graduated with Second Class Honours, Upper Division.

Earlier, he studied Certified Public Accountant Part 1 in Accounting at Strathmore College of Accountancy between 1999 and 2000, covering financial accounting, law and business finance.

Kinyua is a registered professional engineer with the Engineers Board of Kenya and a corporate member of the Institution of Engineers of Kenya.

Also Read: Late Ruto friend Wicknell Chivayo spent 3 years in prison over fraud

Tom Imbo appointed KETRACO Managing Director and CEO

Jane Muia
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0
Tom Imbo appointed KETRACO Managing Director and CEO

CPA Tom Odhiambo Imbo has been appointed Managing Director and Chief Executive Officer of the Kenya Electricity Transmission Company Limited (KETRACO), taking over the leadership of the State-owned electricity transmission firm.

The appointment was announced by Energy and Petroleum Cabinet Secretary Opiyo Wandayi on September 30, 2026, alongside new leadership appointments at the Geothermal Development Company (GDC) and the Energy and Petroleum Regulatory Authority (EPRA).

The appointments take effect immediately and follow a recruitment process conducted by the respective boards in accordance with applicable laws and human resource guidelines.

Imbo takes charge of KETRACO after spending about a decade at the company, where he has held various positions in the Finance and Strategy functions. He had also served in an acting capacity in the managing director role.

His appointment brings to the top position a finance management professional with more than 19 years of experience in both the public and private sectors.

Before joining KETRACO, Imbo worked at the United States International University-Africa (USIU-Africa), where he served as Head of Management Accounts.

His earlier experience, combined with his decade-long tenure at the electricity transmission company, has given him experience in financial management within both the private and public sectors.

Imbo is a Certified Public Accountant of Kenya (CPA-K) and a member of the Institute of Certified Public Accountants of Kenya (ICPAK).

Academically, he holds a Master of Business Administration specialising in Finance and a Bachelor of Education in Economics from Kenyatta University.

The appointment places Imbo at the helm of KETRACO, the State corporation responsible for developing, operating and maintaining Kenya’s electricity transmission infrastructure.

Also Read: How businessman Peter Muthoka made Sh2.5 billion profit from JKIA business deal

Beyond the silver tipping point: How Kenya’s aging population is redefining the future

Peninnnah M
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Beyond the silver tipping point: How Kenya’s aging population is redefining the future

Kenya is at a significant junction in terms of its population, a point clearly shown by the first Silver Dignity Walk and then by the IDOP Kenya 2026 National Conference, which took place at the Kenya Institute of Special Education in Nairobi. Since over 3.2 million of its citizens are now aged 60 or over—a number expected to rise sharply to between 5.5 million and 6.5 million by 2035—the country is experiencing an unprecedented change in its population makeup.

For many years, talk about aging has been based on a limited view that sees older people mainly as passive dependents who need safety nets and welfare. However, this important national conference presented longevity not as an impending socioeconomic crisis but as a major achievement in public health and as an economic opportunity coming from the growing silver economy.

This changing view calls on policymakers, financial institutions, businesses, and local communities to see older Kenyans as active economic participants, as entrepreneurs, as mentors, as consumers, and as important anchors within their communities. If we are to realise the full potential of the silver economy then we must revise the traditional approaches in a variety of sectors, including those relating to inclusive financial products and housing projects, specialised consumer goods, tourism, and opportunities for lifelong employment.

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Once societies have created an environment in which older people can thrive on their own, the whole community gains from their accumulated experience, stability, and ongoing involvement in the economy.

The vision can only be achieved through systemic changes which are already occurring all over the country, due to the increasing awareness that the traditional health systems, based on treating patients in episodes and focusing on acute care, are completely inappropriate for a population that has to manage a number of chronic conditions over many decades.

The Health, Ageing and Older Persons Health Strategy 2026 by the Ministry of Health provides a solid basis for integrating specialised geriatric care directly into the structure of primary healthcare. This involves expanding access to essential geriatric medicines, improving professional training in the fields of geriatrics and gerontology, and addressing complex neurological conditions by means of comprehensive action plans for dementia and Parkinson’s disease.

Alongside these important health reforms there are significant investments in infrastructure and partnerships across sectors, particularly the approval of the establishment of Kenya’s first Level 6 geriatric hospital.

Moreover, broad support from institutions and companies such as Athletics Kenya cancelling the participation fees for the forthcoming Silver Run and the strong backing from business leaders including Safaricom and KCB shows that there is an increasing national agreement that caring for older people needs a comprehensive approach involving all of society.

Organizations ranging from development partners to local community groups are coming together to make sure that policy leads to real and long-term action.

In the end, getting Kenya’s systems ready for longer lives requires a shared cultural and structural change focused on health, inclusion, and dignity. Since the country is now progressing from symbolic actions such as the Silver Dignity Walk to actual, ongoing implementation, the message is clear that it is an investment in the resilience and future of every generation to make sure that these additional years are lived in a vibrant and independent way.

Stephen Busieney: Inside the career profile of new GDC managing director

Jane Muia
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Stephen Busieney: Inside the career profile of new GDC managing director

Stephen Kipsang Busieney has been appointed Managing Director and Chief Executive Officer of the Geothermal Development Company (GDC), taking substantive charge of the State-owned company responsible for developing Kenya’s geothermal resources.

The appointment, announced by Energy and Petroleum Cabinet Secretary Opiyo Wandayi on Wednesday, takes effect immediately and follows a recruitment process conducted by the GDC board in accordance with applicable laws and human resource guidelines.

Busieney moves into the position after serving as GDC’s General Manager for Finance and Investment and Acting Managing Director and CEO. He had been serving in the acting capacity since November 2025.

His appointment places a finance and investment professional at the helm of an institution whose mandate includes geothermal resource assessment, exploration, drilling and development of geothermal fields.

GDC also works to facilitate the utilisation of geothermal resources for electricity generation and other direct-use applications.

Career

Busieney brings more than 15 years of experience in finance and accounting to the position. Before joining GDC, he was Chief Financial Officer at CIMERWA Cement Company Limited in Rwanda, where he was involved in the company’s financial and investment functions.

He also served as senior finance positions at Total Kenya and East African Portland Cement Company. At East African Portland Cement, he served as Finance Manager and Corporate Performance Manager.

At CIMERWA, Busieney was responsible for finance and also provided leadership in areas including information and communications technology, procurement and legal functions.

He joined GDC in 2017 as General Manager for Finance and has since risen through the organisation’s senior management ranks.

During his tenure in GDC’s senior management, Busieney has also been involved in the company’s expansion of geothermal activities. In 2026, he represented GDC in agreements covering geothermal development, direct-use applications and research into critical minerals.

More recently, while serving as acting CEO, he oversaw GDC activities including the development of a geothermal science and analytical laboratory at the company’s Kabarak facility in Nakuru County.

Education

Busieney holds a Master of Business Administration (MBA) and a Bachelor of Commerce degree from the University of Nairobi. He also holds a leadership certification from the University of Pretoria’s Gordon Institute of Business Science.

Busieney is also a member of the professional accounting bodies in Kenya and Rwanda.

Also Read: How Lamu refinery investor Aliko Dangote became Africa’s richest man

A look at seven-day fodder alternative that could help farmers slash feed costs

Jane Muia
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A look at seven-day fodder alternative that could help farmers slash feed costs

Farmers struggling with rising animal feed costs are increasingly looking for ways to cut production expenses without compromising the nutrition of their livestock and poultry.

One option gaining attention is hydroponic fodder production, a method that allows farmers to grow fresh, nutritious animal feed without soil and within a relatively short period.

Hydroponic fodder is produced by germinating grains and allowing them to grow for about seven to nine days under controlled conditions. By the end of the process, the farmer obtains a mat of green sprouts, roots and leaves measuring about six to eight inches. The entire mat can be fed to animals, meaning little or no feed is wasted.

The method can be particularly useful during dry periods when pasture and other sources of fresh green fodder become scarce. It can also be practised in small spaces, including near livestock sheds and poultry houses, making it suitable for farmers with limited land.

One of the main advantages of hydroponic fodder is its nutritional value. The young plants are rich in protein, energy, vitamins, beta-carotene, trace elements, enzymes and other compounds important for animal growth and health. Its high digestibility can also support better feed utilisation and animal weight gain.

For farmers, the short production cycle is another major attraction. While conventional fodder crops may take several weeks or even months to mature, hydroponic fodder can be ready for feeding in seven to nine days. With proper planning, farmers can therefore establish a continuous production cycle and have fresh fodder available throughout the year.

The system also uses considerably less water than conventional fodder production. About three to four litres of water can be used to produce a kilogramme of hydroponic fodder, making the practice particularly attractive in areas where water is limited.

Production does not necessarily require expensive infrastructure. Farmers can use simple structures and trays made from locally available materials to establish a small fodder unit. Under suitable conditions, one kilogramme of seed can produce up to eight kilogrammes of fresh fodder.

Another advantage is that the system does not depend on fertilisers, pesticides or other agricultural chemicals during the short growing period. This allows farmers to produce fresh feed close to where their animals are kept.

The proximity of production to the livestock unit can also reduce labour and transportation costs. Instead of harvesting fodder from distant fields and transporting bulky materials to the farm, farmers can produce the feed next to their cattle sheds, goat pens, pig houses or poultry units.

Hydroponic fodder can be used for a range of animals, including cattle, sheep, goats, pigs, rabbits, poultry, horses and camels. Because animals consume the roots, stems and leaves as one mat, there is less wastage compared with some conventional fodder sources where tough stems and other parts are left uneaten.

For farmers facing high daily feed bills, incorporating hydroponic fodder into an appropriate feeding programme can reduce reliance on purchased feeds and potentially lower the overall cost of production.

Also Read: Farmer turns dry Laikipia land into beef goldmine selling up to 100 cattle per month

Late Ruto friend Wicknell Chivayo spent 3 years in prison over fraud

Bethuel Kipsang
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Late Ruto friend Wicknell Chivayo spent 3 years in prison over fraud
Zimbabwean Wicknell Chivayo appeared to have been close to Kenya’s president William Ruto, in a camaraderie that puzzled many Kenyans.

Chivayo left many Kenyans in shock from the ease with which he managed to get access to State House in multiple visits. Chivayo, who died on September 30 in a helicopter crash in Zimbabwe, was as controversial as his appearances at Kenya’s State House were.

According to a report that appeared in the Daily Nation on Tuesday, Chivayo was once sent to prison over fraud. He then went on to serve a three-year sentence at the Chikurubi Maximum Security Prison in Harare, Zimbabwe.

He had been convicted by the High Court in 2005 and sentenced to five years in prison for money laundering involving R837,000 (about Sh6.5 million), with two years conditionally suspended.

Wicknell Chivayo has also faced multiple investigations by South African and Zimbabwean authorities. In 2025, a report by the BBC noted that one of the inquiries against the late Chivayo was launched by the Zimbabwe Anti-Corruption Commission (ZACC) in 2024.

This inquiry came after a claim that was launched by the South African investigative non-profit organization known as Open Secrets. According to this organization, Chivayo had received a windfall of millions of dollars as the facilitator of a tender to supply election materials to the Zimbabwe Electoral Commission (ZEC) in 2023.

Chivayo and Zimbabwean company known as Intratrek were also charged over allegations involving millions of US dollars in project funds. However, hey were acquitted in 2023 by a magistrate who ruled that the prosecution had failed to establish the charges against them.

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In his message following Chivayo’s death, Ruto referred to him as his “dear friend”.

“I am deeply saddened by the tragic passing of my friend, Wicknell Chivayo, together with his wife, Lucy Muteke, and the other lives lost in the helicopter crash in Zimbabwe. Their sudden departure is a painful loss to their families, friends and all who knew them,” he said.

“Wicknell was a dear friend whose warmth touched many people. I will remember him for his friendship, his energy and his deep conviction in the possibilities of our continent.”

American firm to earn commission from every barrel processed at Dangote’s Lamu refinery

Jane Muia
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0
American firm to earn commission from every barrel processed at Dangote’s Lamu refinery

Billionaire businessman Aliko Dangote has revealed that Honeywell UOP will earn a commission on every barrel of crude processed at his planned 700,000-barrel-per-day refinery in Lamu.

Dangote made the disclosure on Wednesday, September 30, during the groundbreaking ceremony for the Sh2.2 trillion refinery, which was attended by President William Ruto and several African leaders.

During his speech, Dangote singled out Dr Rajesh Gattupalli, president of Honeywell UOP, who was present at the ceremony, and acknowledged the company’s role in providing the technology for the project.

“The company that sold the technology of building this refinery is UOP, and I’m sure the MD is here. Dr Rajesh, can you stand so that you can be recognised?” Dangote said.

He then explained that under the financial arrangement, UOP will earn a commission on every barrel processed.

“We bought the technology from him. So for every barrel we process, he collects a commission,” Dangote said.

Honeywell UOP, an American multi-national company provides process technology, licensing, equipment and related services to the refining, petrochemical and gas-processing industries.

Refinery expected to reshape Kenya’s economy

The Lamu refinery is expected to take about 40 months to complete and will have a processing capacity of 700,000 barrels of crude oil per day, putting it among the largest refinery projects in Africa.

Beyond supplying petrol, diesel and other petroleum products, the refinery is expected to create a wider economic ecosystem covering energy, transport, manufacturing and trade.

With a capacity of 700,000 barrels per day, the project is set to become the largest industrial development in East Africa by processing capacity and one of Dangote’s biggest investments outside Nigeria.

Dangote said construction of the refinery could generate up to 60,000 jobs at its peak, creating opportunities not only within the project but also across businesses supplying goods and services to the development.

The scale of the refinery is also expected to strengthen Lamu’s position as an important energy and logistics hub, potentially increasing demand for transport, storage, engineering, construction, manufacturing and other support services.

The project could further support regional petroleum trade by providing a major source of refined products for Kenya and neighbouring countries, reducing the distance between producers and consumers in the region.

Dangote’s planned investment in Lamu mirrors the scale of his refinery in Nigeria, which also has a processing capacity of 700,000 barrels per day.

The Nigerian facility is being expanded, with Dangote recently raising funds through the sale of 4.1 million ordinary shares.

Also Read: Kenyan investors explore Dangote Refinery IPO through NSE GDR

Kenya urged to strengthen systems as number of Older Persons grows

Peninnnah M
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Kenya urged to strengthen systems as number of Older Persons grows

It has been suggested that Kenya should reinforce its healthcare, social protection and legal systems in order to meet the increasing needs of older people as the country’s ageing population continues to grow.

At events held at Kenya Institute of Special Education of in Nairobi to mark the International Day of Older Persons, various stakeholders stated that older people should be at the heart of any decisions which affect their health, well-being and dignity.

A representative  the World Health Organization stated that the world population is ageing quickly and that this situation means countries have to reconsider their systems and services in order to deal with longer life spans.

The representative pointed out that in 2020 the number of people who were 60 years of age or older exceeded that of children under five altogether, highlighting the increasing significance of ageing in health and development planning.

The global share of people who are 60 years of age or older is expected to rise considerably, and by 2050 about 80 per cent of older people are expected to be living in low- and middle-income countries.

Africa is still one of the youngest parts of the world, but the number of older people in the region is also expected to triple by 2050.

The 2019 census in Kenya showed that there were about 2.7 million people who were 60 years of age or older. Around 55 per cent of those who are classified as older are women, and three quarters of them live in rural areas, which shows that there is a need for services that take into account geographical and gender-related inequalities.

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The representative of the WHO stated that it would be essential to collect better and more detailed data if appropriate services for older people were to be designed.

“The idea of discussing matters relating to older people can’t be had without having older people taking part in the decisions and programmes which affect them,” the representative said, and called for older people to take a direct role in such decisions and programmes.

The representative also urged that data systems should not merely record diseases but should instead include information on mobility, hearing, cognition and vitality among older people.

Shakira Khawaja, the founder of Suqoon Kenya, also echoed the statement and said that the country needed stronger legal and policy frameworks in order to protect older people from discrimination, abuse and neglect.

Khawaja stated that Kenya at the moment has no specific law which thoroughly deals with the rights and well-being of older people and called on all the relevant parties to aim at producing legislation that would address the problems affecting the elderly.

She also urged for better data collection in order that it might guide government programmes and policies.

Kenya urged to strengthen systems as number of Older Persons grows

A further point raised was that of access to social protection. Khawaja asked the government to look at extending the reach of the Inua Jamii programme, on the grounds that the present age limit leaves certain vulnerable older people outside the safety net.

She also urged people who are older to sign up for the Social Health Authority (SHA), pointing out that access to healthcare is still a vital aspect of ensuring a good quality of life in old age.

For the WHO representative the question is also a personal one; she remembers having lost her grandmother when she was 75 after a brain tumour was diagnosed late, partly since it was difficult to access healthcare from her rural home at night.

As she explained, the experience showed that geographical barriers and the delay in accessing healthcare can have serious consequences for older people.

The stakeholders therefore stated that Kenya should prepare for a future in which a greater number of people live longer, making sure that longer lives are supported by accessible healthcare, social protection, dignity and meaningful participation in society.

The discussions come as the world marks the International Day of Older Persons under the theme “Ageing with Dignity: The Importance of Strengthening Care and Support Systems for Older Persons Worldwide

Second standalone pharmacy opens in Nairobi

Bizna Team
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Second standalone pharmacy opens in Nairobi

Equity Afya has opened its second standalone community pharmacy in Nairobi, expanding its healthcare model beyond medical consultations to address access to medicines at the last mile.

The new pharmacy at Bruce House, opposite Cardinal Otunga Plaza, is the first Equity Afya pharmacy to be owned and operated by a franchisee, marking a shift towards a community-facing retail model alongside the organization’s network of medical centers.

Equity Afya operates 154 medical centres

Equity Afya currently operates 154 medical centers across Kenya and the Democratic Republic of Congo, with each facility having an in-house pharmacy.

The new model, developed in partnership with the Gates Foundation, is intended to bring essential medicines and everyday healthcare products closer to consumers while creating opportunities for healthcare professionals to establish sustainable enterprises.

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Healthcare entrepreneurship model

Dr. Denis Ogolla, Managing Director of Equity Afya, said the model was based on the belief that entrepreneurship could help expand access to healthcare while creating sustainable businesses.

“Healthcare entrepreneurship and the ecosystem can really change lives. Our role is to create an enabling ecosystem in which these entrepreneurs can thrive and grow sustainable enterprises, extending essential services to more people,” Ogolla said.

He said the Nairobi CBD outlet was designed around proximity and convenience, with the organization seeking to build an ecosystem of certified health professionals, including doctors, pharmacists and dentists.

Ogolla said the expansion would complement existing healthcare infrastructure by bringing services closer to communities.

“The ultimate goal is to expand inclusive, quality healthcare. Our role is to help bring an enabling ecosystem in which these entrepreneurs can thrive and grow sustainable enterprises, extending essential services to more people,” he said.

Second standalone pharmacy opens in Nairobi
(L-R) Ambrose Ngari, General Manager, Equity Fourways Supreme Centre, Dr. Dennis Ogolla, Managing Director, Equity Afya, Dr. Benson Musyoka, Pharmacist, Equity Afya Pharmacy, Bruce House, Nairobi CBD, Dr. Jaimini Gohil, Equity Afya Chief Pharmacist, and Tom Daktari (a Comedian and Brand Influencer)

Pharmacy model builds on clinic network

Dr. Gohil Jaimini, Chief Pharmacist at Equity Afya, said the franchisee-owned outlet builds on the organization’s experience with its clinic network.

“The pharmacy is an extension of the success of Equity Afya Clinics. We want to complement that foundation by providing affordable, quality medicines within communities,” Jaimini said.

How students sponsored by Equity Bank own and operate Equity Afia clinics

Bridging the gap between prescriptions and treatment

Dr. Benson Musyoka, Health Systems Strengthening Specialist, said access to treatment should not end with a doctor’s consultation or prescription.

“Healthcare does not end when you see a doctor or when you get a prescription. It only ends when a patient has been able to receive quality and safe medicines,” Musyoka said.

He said the pharmacy model was intended to address the gap between receiving a prescription and obtaining the medicines needed to complete treatment.

“We are coming in to bridge that gap by providing the last mile in terms of accessible, quality and affordable medicines,” he said.

Pharmacy offers medicines and wellness products

The launched pharmacy offers over-the-counter and essential medicines, wellness products, baby products and other everyday healthcare needs.

The expansion comes as Equity Afya seeks to build a wider network of healthcare professionals and enterprises around accessible primary healthcare, with the pharmacy model providing a dedicated channel for medicines and other everyday health needs.

Target of 1,000 pharmacies across Africa

The initiative is expected to extend beyond Kenya, with Equity Afya targeting 1,000 pharmacies across East and Central Africa.

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