Kenya’s leading supermarket chains continued to expand their businesses in 2025, with Naivas, Quickmart and Carrefour Kenya collectively generating more than Sh212 billion in revenue.
Naivas remained the largest of the three by both revenue and physical footprint, reporting Sh114 billion in sales for the financial year ended June 2025.
The retailer had 108 stores at the close of the financial year, according to disclosures by Mauritius-based IBL Group, which leads a consortium that owns a majority stake in the Kenyan supermarket chain.
The sales represented growth of about 21.6 per cent from the previous financial year, when Naivas recorded sales of Sh93.31 billion. Its net profit also rose to about Sh2.42 billion, compared with Sh1.68 billion in the preceding year.
Naivas’ rapid expansion has been a major feature of Kenya’s retail market. The chain grew from 66 stores in 2020 to 108 by June 2025, with its sales averaging more than Sh1 billion per outlet.
Quickmart, meanwhile, generated Sh50.4 billion in revenue during the year ended December 2025, placing it second among the three retailers by sales. The company had 64 stores at the end of 2025, before accelerating its expansion to 72 outlets by June 2026.
Quickmart’s 2025 revenue represented an average annual growth rate of 18.4 per cent between 2021 and 2025, according to company disclosures. It reported adjusted profit after tax of Sh1.7 billion for the year.
The retailer has also built a significant digital and loyalty customer base, with about 2.5 million Q-Points members accounting for roughly 74 per cent of sales in FY2025 and the first half of 2026.
The chain is targeting further expansion, with plans to reach more than 100 stores over the medium term. Its strategy includes opening 10 to 15 outlets annually while investing in digital retail, delivery partnerships and operational efficiency.
Carrefour Kenya, operated by Dubai-based Majid Al Futtaim, recorded revenue of approximately Sh48.7 billion in 2025, according to the group’s financial disclosures.
This was an increase from about Sh42.95 billion in 2024, representing growth of nearly Sh5.9 billion. Carrefour added eight outlets during 2025, taking its Kenyan network to 34 stores by the end of the year.
The retailer entered the Kenyan market in 2016 and has invested heavily in its local operations. By 2026, the company said it had spent close to Sh15 billion on expanding its Kenyan footprint and paid about Sh239 billion to more than 690 local suppliers over its first decade in the country.
Kenya’s supermarket industry has witnessed significant changes over the past decade following the collapse or withdrawal of several major chains, including Nakumatt, Tuskys, Uchumi, Shoprite and Game.
The surviving retailers are now increasingly focused on convenience, pricing, store locations, promotions and digital shopping.
Retailers are moving beyond traditional large shopping malls into neighbourhood and middle-income areas as consumers become more value-conscious.
The Central Bank of Kenya (CBK) has opened a Sh100 billion Treasury bond sale, giving investors an opportunity to buy into two long-term fixed-rate government securities maturing in 2034 and 2039.
The two reopened bonds are being offered at Sh50 billion each, with the first carrying a coupon rate of 12.34 per cent and maturing on July 10, 2034. The second has a coupon rate of 12.873 per cent and is due on March 21, 2039.
“Central Bank of Kenya, acting in its capacity as fiscal agent for the Republic of Kenya, invites bids for the above bonds whose terms and conditions are as follows,” the CBK said in the prospectus.
The first security, identified as FXD3/2019/015, has approximately 7.8 years remaining to maturity. The second, FXD1/2019/020, has about 12.5 years left before maturity.
CBK said proceeds from the bond sale will be used to support the Government’s budgetary requirements. Both securities are subject to a 10 per cent withholding tax, with interest payments to investors being made in line with the coupon schedules set out in the prospectus.
For the 2034 bond, interest payments will run from January 2027 through to its maturity in July 2034. Investors in the 2039 security will begin receiving coupon payments in April 2027, with payments continuing until the bond matures in March 2039.
The offer opened on September 24, 2026, and will close on September 30, with investors required to submit their bids by 10am on the closing date. The auction will also be conducted on September 30, while successful bids will be settled on October 5.
“The Period of Sale is 24-Sep-2026 to 30-Sep-2026,” and the “Bid Submission Deadline” is “30-Sep-2026, by 10.00 am,” CBK stated.
The auction will use a multi-price allocation method, under which successful investors will receive the securities at the prices specified in their accepted bids.
For non-competitive bids, investors can subscribe for amounts starting from Sh50,000 up to a maximum of Sh50 million. Competitive bids, meanwhile, require a minimum investment of Sh2 million per Central Securities Depository (CSD) account for each bond tenor.
The offer is open to investors with active DhowCSD accounts. Those whose bids are successful will be required to obtain their payment key and confirm the amount payable through the CBK DhowCSD Investor Portal or mobile application.
Trading of the two bonds in the secondary market will commence on October 5, following settlement. Secondary market transactions will be conducted in multiples of Sh50,000.
CBK has also retained the option of reopening either or both securities at a later date, providing an avenue for additional issuance depending on market and financing requirements.
The bonds also qualify for use in meeting statutory liquidity ratio requirements by commercial banks and non-bank financial institutions under the Banking Act.
Beyond their investment potential, holders of the securities can use government bonds as collateral when seeking credit from regulated financial institutions.
“Investors can pledge Government Securities as collateral to access loans from regulated financial institutions. A pledge not canceled at least five days before the securities mature will result in securities automatically settling to the lender’s account.”
Co-op Bank, UNCDF launch: The facility, introduced under the Digital Platforms Kenya (DigiKen) Programme, is backed by a USD 900,000 loan portfolio guarantee, equivalent to approximately Sh116.6 million, with a maximum portfolio value of USD 1.8 million, or about Sh233.1 million.
The initiative targets businesses operating in key areas of Kenya’s digital economy, including fintech, digital credit, e-commerce and digitally enabled micro, small and medium enterprises (MSMEs).
Four Digital Economy Segments Targeted
The financing facility will support four main categories of businesses.
These include FinTech companies, Digital Credit Providers, e-commerce and digitally enabled MSMEs, as well as Digital Innovation Hubs and ecosystem enablers.
Through the partnership, Co-op Bank has developed financing products intended to support working capital requirements, business expansion and investments in technology.
The facility is designed to address financing constraints that can limit the ability of technology-focused businesses to expand their operations, invest in innovation and create employment.
A key component of the facility is the credit-risk sharing mechanism provided by UNCDF.
UNCDF will absorb 50 per cent of the outstanding principal on eligible loans extended by Co-op Bank to qualifying digital businesses.
The coverage will rise to 70 per cent for eligible borrowers operating in Kenya’s Arid and Semi-Arid Lands (ASALs).
Co-op Bank will continue to originate, assess and manage the loans.
The guarantee is intended to enable the bank to extend financing to high-potential businesses that may face difficulties meeting conventional collateral or credit-history requirements.
Focus on Underserved Businesses
The facility is also expected to improve access to finance for businesses operating outside traditional financing channels.
The programme places particular emphasis on expanding opportunities for youth- and women-led enterprises and businesses in underserved communities.
By sharing part of the lending risk, the partnership seeks to create greater room for financial institutions to finance businesses whose growth potential may not be fully captured by conventional lending models.
Co-op Bank, UNCDF Launch Sh116.6 Million Digital Business Financing Facility
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Co-op Bank, UNCDF Launch Sh116.6 Million Digital Business Financing Facility
Co-op Bank, UNCDF Launch Sh116.6 Million Digital Business Financing Facility
Co-op Bank: Financing Gap Remains a Challenge
Dr. Gideon Muriuki, Group Managing Director and Chief Executive Officer of Co-op Bank, said the facility responds to a financing gap affecting digital entrepreneurs.
He said the partnership would provide financing solutions to help innovative businesses invest, expand and create jobs while strengthening Kenya’s competitiveness in the digital economy.
The initiative comes as technology continues to influence how Kenyan businesses access customers, deliver services, process payments and manage operations.
UNCDF Seeks to Expand Lending Opportunities
Omon Ukpoma-Olaiya, Regional Investment Team Lead for East and Southern Africa and the Arab States Region at UNCDF, said the facility would help financial institutions reconsider traditional approaches to assessing business opportunities.
According to UNCDF, some businesses with growth potential struggle to obtain financing because they do not fit conventional lending models.
The credit guarantee is intended to help unlock capital for entrepreneurs operating in sectors with potential for innovation, economic growth and employment creation.
Government Welcomes Digital Economy Financing
Eng. John Tanui, Principal Secretary in the State Department for ICT and Digital Economy, welcomed the initiative as part of Kenya’s broader digital transformation agenda.
He said improving access to financing would help entrepreneurs and MSMEs convert ideas into businesses, strengthen local innovation and support the country’s digital transformation objectives.
The financing facility therefore links access to capital with the wider development of Kenya’s digital economy.
The financing initiative forms part of the broader Digital Platforms Kenya (DigiKen) Programme.
The programme is implemented by UNESCO as the lead agency, alongside UNCDF, UN Women and UNEP, in coordination with the UN Resident Coordinator’s Office.
The programme is being implemented in partnership with the Ministry of Information, Communications and the Digital Economy, with support from the Joint SDG Fund.
The new Co-op Bank facility represents one component of broader efforts to strengthen Kenya’s digital entrepreneurship ecosystem.
Financing Could Support Digital Transformation
The facility is expected to increase access to finance for digital enterprises and MSMEs, support investment in technology and accelerate digital transformation across different sectors of the economy.
For entrepreneurs, access to appropriate financing can determine the ability of a business to move from an early-stage operation to a scalable enterprise.
The risk-sharing structure between UNCDF and Co-op Bank is designed to address one part of that challenge by reducing the lender’s exposure on qualifying loans.
The facility was announced ahead of the 81st United Nations General Assembly High-Level Week, highlighting the growing focus on financing mechanisms that can support inclusive digital economic growth.
London, UK – September, 2026 – Kenya Airways is collaborating with Sabre and Branchspace in rebuilding how customers book, manage and experience their travel, with a new platform that brings more tailored fares and ancillary options, easier bundling of a trip’s components, a smoother mobile and digital booking journey, and faster airport check-in. Customers, and members of the Asante Rewards programme, can expect quicker, more intuitive self-service tools, an upgraded rewards experience, and improved real time rebooking during disruptions when plans change.
Kenya Airways has selected Sabre (NASDAQ: SABR) to replace the core reservations and ticketing platform that has run the airline’s bookings, inventory and airport check-in for more than two decades. Alongside this, the airline has appointed Branchspace, a boutique travel technology and consulting firm, to build the digital commerce layer customers will interact with directly, delivered jointly with the Sabre platform.
The new Sabre system, built on Sabre Mosaic, becomes the operational and commercial backbone of the airline, and includes Mosaic Offer Optimisation, which uses continuous learning and dynamic pricing to match offers more closely to traveller demand. Branchspace’s Triplake platform serves as the airline’s primary digital touchpoint from day one, giving commercial teams direct control over personalised offers across booking channels immediately, while the deeper shift to offer-and-order infrastructure continues underneath.
“This is an important transformation of Kenya Airways’ technology and digital retailing capabilities. The combination of digital commerce and a new PSS foundation will help us create a more flexible and personalised experience for our customers and staff, and enable a seamless transition towards the future of airline retailing,” said Julius Thairu, Chief Commercial and Customer Officer at Kenya Airways.
The move aligns Kenya Airways with IATA’s New Distribution Capability standards, an early step for the carrier as an early SkyTeam member. Sabre’s modular technology allows the airline to modernise in stages rather than in one disruptive cutover, unlocking value as each piece comes online.
“I’m incredibly proud that Kenya Airways has chosen Sabre as its strategic technology partner as it upgrades its core systems and advances toward the next generation of travel retailing,” said Niklas Andréen, Chief Commercial Officer, Airline Technology at Sabre. “This decision reflects growing confidence in modular technology that enables carriers to unlock value today while building toward an offer andorder future.”
David Turton, CTO of Branchspace, said the partnership reflects what the firm set out to build: “Technology that gives airlines control over their own commercial destiny, supported with know-how and continuous innovation to remain at the cutting edge. Kenya Airways is taking a bold step in their transformation to a modern retailer, and we’re proud that our capabilities will be central to making that vision real from day one.”
The partnerships support Kenya Airways’ broader ambitions as it grows its network and positions itself as Africa’s leading carrier, with the goal of increasing direct sales, growing ancillary revenue and building a digital and commercial foundation that scales with the business.
The Central Bank of Kenya (CBK) has approved the transfer of the assets and liabilities of Access Bank (Kenya) Plc to National Bank of Kenya Limited (NBK), paving the way for the two institutions to consolidate their operations.
The regulator said the transaction received its approval on August 17, 2026, under Section 13(4) of the Banking Act. The deal was subsequently sanctioned by National Treasury and Economic Planning Cabinet Secretary John Mbadi on September 21, in accordance with Section 9(1) of the Act.
CBK said the transfer will become effective once the parties complete the transaction in line with the terms of their Business and Assets Transfer Agreement.
The development marks another significant change in the ownership and structure of two banks with a long history in Kenya’s financial sector.
NBK was established in 1968 as a government-owned institution following Kenya’s independence, with a mandate that included expanding access to credit and supporting the country’s economic development. Its ownership changed hands in September 2019 when KCB Group Plc acquired the entire shareholding.
Six years later, Access Bank Plc acquired full ownership of NBK from KCB Group in May 2025.
Access Bank had established its presence in Kenya earlier, entering the market in February 2020 through the acquisition of Transnational Bank Plc. The institution was subsequently rebranded as Access Bank (Kenya) Plc.
Transnational Bank had been operating in the country since December 1985, giving the Kenyan business a history spanning more than four decades.
The latest transaction brings together the Kenyan operations of a banking group with a substantial regional and international footprint. Access Bank Plc, established in Nigeria in 1989, operates as a subsidiary of Access Holdings Plc and has banking interests across several African markets, including Ghana, Rwanda, Zambia, South Africa, Tanzania’s neighbouring markets and Kenya.
The group also maintains operations in the United Kingdom and the United Arab Emirates, as well as representative offices in China, India and Lebanon.
For the Kenyan banking industry, CBK said the transaction is expected to support stability while strengthening the sector’s capacity to withstand financial and economic pressures.
The regulator also said the consolidation could contribute to greater competition in the market, pointing to the potential benefits for the wider banking sector.
“The transfer shall take effect upon completion of the transaction in accordance with the terms of the Business and Assets Transfer Agreement between the parties,” CBK said.
The mission, scheduled for November 17 to 21, 2026, will be held at Hilton Kinshasa under the theme, “Connecting Congo to Global Commerce.”
The five-day event will bring together businesses, investors and other stakeholders from Kenya, the DRC and beyond to explore opportunities across key sectors of the Congolese economy.
The sectors expected to take centre stage include mining, agribusiness, real estate, manufacturing, energy, financial services, logistics, healthcare, education and information and communication technology (ICT), among others.
Speaking during the official launch at the CCCII.DRC offices in Nairobi on Wednesday, September 23, the Chamber’s chairman, Lingo Ngbandani Ibrahim, said the mission would provide a platform for businesses in the two countries to identify investment opportunities, build partnerships and expand their commercial activities.
Mr. Lingo urged Kenyan investors to consider the DRC as a destination for business and investment, assuring them of the Chamber’s support in navigating the market.
“Kenya is the second home for Congolese, and we are telling Kenyans to come and invest in any sector in Congo. The Chamber of Commerce will guide you, and protect you and your business,” Mr. Lingo said.
He said stronger economic cooperation between Kenya and the DRC could also contribute to job creation and increased business opportunities for citizens of both countries.
The Chief Executive Officer of the Congolese Chamber of Commerce International and Industry, Dr Kassim Were, called on members of the business community in both countries to take advantage of the mission to establish new commercial relationships and explore opportunities in the DRC.
“We would wish to encourage the business community in Kenya and DRC to join us from 17th to Nov 21st in Kinshasa. The mission was conceived to promote business between the two countries and also to invite other investors who are interested in the DRC,” he said.
According to Dr. Were, the CCCIIDRC initially expected between 60 and 100 participants, but the number has since risen as interest in the mission grows.
“We had targeted 60-100, but we are seeing the number going higher to 150,” Dr. Kassim Were said.
The trade mission comes as businesses in East and Central Africa continue to seek opportunities to expand beyond their domestic markets and establish cross-border partnerships.
The CCCII.DRC has urged businesses and investors from both the public and private sectors to register for the mission.
Interested participants can obtain further information and register through +254 784 000 100 or [email protected]
Kenya’s Vision 2060must go beyond setting long-term national ambitions and place implementation, accountability and measurable outcomes at the centre of the country’s development agenda, according to Maureen Ochang, President of the Project Management Institute (PMI) Kenya Chapter.
Ochang, who serves on the Steering Committee guiding the development of Vision 2060, says Kenya’s long-term development plan will ultimately be judged by the changes it delivers in the daily lives of citizens rather than by the quality of the vision document itself.
As Kenya prepares to look beyond Vision 2030, she argues that the country needs to strengthen its ability to translate national priorities into well-managed programmes and projects capable of delivering measurable economic and social benefits.
Project management as a national capability
Kenya has developed ambitious programmes and projects across infrastructure, healthcare, education, housing, energy, agriculture and technology. However, translating these ambitions into tangible and sustainable results has remained a recurring challenge.
Ochang says Vision 2060 should recognize project management as a strategic national capability rather than simply a technical or administrative function.
A national development vision, she argues, effectively represents one of the country’s largest and most complex projects. It requires clearly defined objectives, stakeholder alignment, resource mobilization, risk management, milestones, accountability and benefits realization.
The difference is the scale and duration involved. Vision 2060 will span decades, multiple political administrations and generations.
The proposed long-term vision will need to translate broad national priorities into coherent portfolios of programmes and projects.
These priorities include infrastructure development, universal healthcare, quality education, affordable housing, food security, clean energy, climate resilience and digital transformation.
According to Ochang, each priority should be supported by clearly defined outcomes, ownership structures, resources, timelines, risks and accountability mechanisms.
This approach would allow national ambitions to be connected more directly to implementation and measurable results.
Better project selection and value for money
Ochang also calls for greater discipline when determining which projects Kenya should undertake.
A project can be technically feasible, attractive to stakeholders and capable of attracting financing without necessarily being the best use of limited public resources.
She argues that project selection should therefore consider strategic alignment, value for money, affordability, sustainability, implementation capacity and the benefits ultimately delivered to citizens.
This would place greater emphasis on the long-term value of public investment rather than simply the ability to finance or complete individual projects.
One of the key principles proposed for Vision 2060 is a broader definition of project success.
Completing a road, hospital, school, water system or digital platform on time and within budget remains important. However, Ochang argues that completion alone should not determine whether a project has succeeded.
Projects should also be evaluated according to the public value they create, including improved services, lower costs, greater efficiency, better livelihoods, resilience, inclusion, sustainability and citizen satisfaction.
The central question should therefore extend beyond whether infrastructure was delivered to whether it actually improved connectivity, healthcare, education, productivity, livelihoods and access to essential services.
Accountability for development outcomes
Vision 2060 should embed accountability for outcomes, according to Ochang.
This means government and other stakeholders should track not only project outputs but also the economic and social benefits generated after implementation.
Such an approach would shift attention from the construction or launch of projects towards the actual impact experienced by citizens.
For example, building a hospital would be only one measure of progress. Its broader performance would also depend on whether it improves access to healthcare and contributes to better health outcomes.
Protecting long-term projects from political transitions
The 34-year timeframe of Vision 2060 presents another major implementation challenge.
Ochang says nationally significant projects should not be repeatedly disrupted by political transitions. Kenya will need governance systems capable of preserving institutional memory and supporting evidence-based decisions on whether projects should continue, be modified or be terminated.
Such systems would help ensure that long-term investments are assessed according to performance and national interest rather than being determined primarily by changes in political administration.
Building Kenya’s project management talent
The complexity of future national projects will also require greater investment in project management skills.
Future projects are expected to involve areas such as artificial intelligence, advanced infrastructure, climate adaptation, digital transformation, smart cities and public-private partnerships.
These projects will require professionals capable of managing more than budgets and schedules.
They will also need expertise in stakeholder management, technology, contracts, uncertainty, change management and risk.
Developing this talent will therefore be an important component of Kenya’s capacity to implement Vision 2060.
Ochang says the development of Vision 2060 also provides an opportunity for Kenya to undertake an honest assessment of Vision 2030.
The country should examine what worked, what did not work and the reasons behind both outcomes.
The objective, she argues, should not be to assign blame but to strengthen institutional learning.
Successful projects can provide lessons that should be replicated, while delayed, over-budget or unsuccessful projects can reveal weaknesses that need to be addressed in future programmes.
From national ambition to national delivery
Ochang says her participation in the Vision 2060 Steering Committee has reinforced her belief that Kenya has significant expertise and ideas that can contribute to the country’s long-term development.
The critical challenge is strengthening the bridge between ideas and execution.
For the project management profession, this means contributing not only to individual projects and organizations but also to the systems through which Kenya plans, invests and delivers national development.
If effectively implemented, Vision 2060 could become more than a statement of national aspiration. It could provide a disciplined framework for long-term delivery.
The Kenya of 2060 will ultimately be shaped by thousands of programmes and projects that are planned carefully, financed responsibly, implemented professionally, monitored transparently and assessed according to the lasting value they create for citizens and future generations.
About the author
By Maureen Ochang, President, Project Management Institute, Kenya Chapter
Maureen Mbithi, PMI Kenya Chapter Board President, is an exceptional leader in the realm of project and portfolio management. This professional has consistently driven outstanding results, delivering projects on time, under budget, and to the highest quality standards. She has successfully managed a strategic project portfolio worth KShs. 2.3B, delivering all projects within the customer quality and risk threshold while saving 16% on budget.
Her focus on strategic alignment has seen the organization realize 149% of its targeted benefits for the year. Additionally, she has spearheaded agile transformations, significantly enhancing execution speed and driving faster value creation. Her efforts have resulted in a 100% governance score, reflecting their commitment to robust portfolio governance. With a keen focus on continuous improvement, they empowered 67% of their team to attain Project Management Professional certifications and 83% to achieve Prosci Change Management certifications.
Her ability to foster a culture of excellence has been key in transforming organizational capabilities. She has received recognition for her outstanding contributions. She has also received multiple awards for excellence in project delivery and benefits management, demonstrating my ability to blend strategic vision with operational precision.
KPC Inuka Tech Fellowship: Kenya Pipeline Company PLC (KPC PLC) says 30 per cent of participants in the inaugural cohort of its Inuka Tech Fellowship have secured gainful employment, highlighting the potential of market-led skills development programmes in addressing youth unemployment.
The six-month technology fellowship, implemented through the KPC Foundation, combines technical training, practical simulations, mentorship, peer learning and industry exposure to prepare young professionals for employment in Kenya’s growing digital economy.
KPC hosted members of the inaugural cohort at its headquarters on September 22, 2026, where the young technology professionals toured the company’s operations and interacted with members of the KPC leadership team.
More Than 1,000 Applications for 30 Slots
The first Inuka Tech Fellowship cohort attracted more than 1,000 applications, with 30 young professionals eventually selected to participate in the programme.
According to Mumbi Ndung’u, Co-founder and Executive Director of Power Learn Project (PLP), one of the programme partners, several participants have already transitioned into employment.
“The programme boasts a 30 per cent absorption rate of trainees into gainful employment,” Ndung’u said.
The programme is structured around an apprenticeship-style model designed to bridge the gap between technical training and the practical requirements of employers.
Rather than relying exclusively on conventional academic curricula, the fellowship uses a market-led approach in which industry requirements help shape the training curriculum.
Fellows develop practical capabilities in Python, machine learning, dashboard development, automation tools and data storytelling. They then apply these skills to real-world challenges across sectors, including energy, fintech, healthcare, logistics, retail and the public sector.
KPC Foundation Manager Rachel Gathoni said the programme was designed to address the mismatch between the skills employers require and those available among young jobseekers.
“Employers are saying, ‘We can’t find the right people,’ while graduates are saying, ‘There are no job opportunities.’ This is where we come in; we assess the gap and try to fill it through these programmes,” Gathoni said.
Fellows Gain Practical Industry Experience
The Inuka Tech Fellowship extends beyond classroom-based instruction by exposing participants to workplace environments, industry professionals and practical technology challenges.
As part of the programme, the 30 fellows in the PLP cohort participated in a hackathon at iHub in Lavington, Nairobi.
During the hackathon, participants worked in teams to develop digital solutions for a KPC Foundation technology challenge. The challenge focused on improving the management of programmes, beneficiary information, reporting and impact.
The programme also incorporates industry attachments, masterclasses, hackathons, practical training and global certification.
According to KPC Foundation, the approach is intended to give fellows experience that mirrors real workplace environments while helping them build professional networks.
The inaugural cohort also placed emphasis on gender inclusion, with women accounting for half of the 30 fellows selected.
The focus on female participation comes as technology and engineering sectors continue to seek greater representation of women across technical and professional roles.
Through the fellowship, participants receive opportunities to strengthen technical capabilities while gaining exposure to professionals and organisational leadership.
Technology Careers Targeted
Following completion of the six-month programme, fellows are positioned for potential roles in several technology and data-related fields.
These include Fibre Optic Technician, Operational Data Analyst, Business Intelligence Analyst, Energy Analytics Specialist, Supply Chain Analyst and Predictive Analytics Engineer.
The programme also provides participants with access to PLP’s Talent Hub ecosystem, creating a pathway through which trained professionals can connect with employment opportunities.
The combination of technical training, practical exposure and employer engagement is intended to improve the transition from education and training into employment.
The Inuka Tech Fellowship forms part of KPC PLC’s wider youth empowerment and skills development initiatives implemented through the KPC Foundation.
The Foundation is the philanthropic arm of Kenya Pipeline Company PLC. Established in 2016 and registered as a Charitable Trust in 2023, it manages the company’s Corporate Social Investment programmes.
KPC PLC commits at least one per cent of its profits to community programmes, according to the company.
The Foundation is seeking to expand the fellowship and strengthen partnerships with organisations in sectors including finance, agriculture and technology.
KPC Inuka Tech Fellowship Helps 30% of First Cohort Secure Jobs
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KPC Inuka Tech Fellowship Helps 30% of First Cohort Secure Jobs
KPC Inuka Tech Fellowship Helps 30% of First Cohort Secure Jobs
KPC Inuka Tech Fellowship Helps 30% of First Cohort Secure Jobs
Addressing Kenya’s Skills-to-Employment Gap
Kenya’s youth employment challenge is closely linked not only to the availability of jobs but also to the alignment between the skills developed through education and training and those demanded by employers.
The Inuka Tech Fellowship is designed around this skills-to-employment connection by allowing industry requirements to influence training, followed by practical exposure and employment pathways.
For young professionals, the model provides an opportunity to combine technical knowledge with workplace experience. For employers, it creates a potential pool of candidates with exposure to practical technology applications.
The 30 per cent employment absorption reported from the inaugural cohort provides an early indication of the programme’s employment outcomes, while KPC Foundation’s planned expansion could extend the model to a larger number of young professionals.
By linking industry demand, technical training, practical experience and professional networks, the Inuka Tech Fellowship is positioning skills development as a potential bridge between Kenya’s young workforce and the evolving requirements of the digital economy.
Quickmart Supermarket has announced that it is planning to list on the Nairobi Securities Exchange (NSE). The retailer who currently runs 72 stores in the country is expected to list on the NSE on September 30, 2026.
This listing is however subject to receiving approvals from the Capital Markets Authority (CMA) and the Nairobi Securities Exchange. In the sale, sole shareholder Sokoni Retail Kenya Limited (SRKL) will offload 2 billion existing shares amounting to 50 percent.
This sale might rise to 2.3 billion shares equivalent to 57.5 percent if the over-allotment option is fully effected. All the proceeds from the sale shall go to the seller with the retailer receiving no fresh capital from the listing sale.
“The shares to be sold by SRKL under the offer will be sold in a manner that results in a pro rata partial exit by the shareholders of SRKL. Following completion of the offer, if the over-allotment option is not exercised, SRKL is expected to retain approximately 50 percent of the company’s issued share capital. If the over-allotment option is exercised in full, SRKL’s remaining shareholding would reduce to approximately 42.5 percent,” the statement reads.
The intention to sell shares has revealed the inside look of the retailer’s books. The books show that in the full year 2025 revenue rose by 8 percent to Sh50.4 billion. This was below the 18.4 percent annual growth since the full year 2021. In this year under review, net profit jumped 32.9 percent to Sh1.51 billion. Gross margin in came in flat at 22 percent while operating margin rose to 6.8 percent from 6.4 percent. Net margin upwards to 3 percent from 2.4 percent.
This implied that the net profit growth came from cost control and lower finance charges strategies that were implemented by the company. The books further indicate that in the first half of the current 2026 financial year, Quickmart Supermarket saw revenues of Sh27.3 billion and a net profit of Sh872.8 million. Gross, operating and net margins came in at 22.5 percent, 7.1 percent, and 3.2 percent.
Since the full year 2022, Quickmart has paid out a total of Sh3.7 billion in dividends. Between 2022 and 2025, payouts increased from Sh106 million to Sh1.65 billion. Once the retailer lists on the NSE, it has announced plans to be paying out dividends in a ratio of at least 80 percent. This will be paid out semi annually.
Eric Maloba, a Kenyan truck driver based in the United States, has been arrested by the Immigration and Customes Enforcement (ICE).
In a statement that was released on September 23, 2026, ICE said that Maloba was arrested by the 287 (g) Task Force partner in following a road crash in Tennessee. Maloba holds a commercial driver’s license (CDL) in the State of Texas.
According to the statement, Maloba was a driver instructor during the crash and he was instructing a new CDL trainee when the accident happened.
“A287 (g) Task Force partner arrested Eric Maloba, an illegal alien from Kenya, following a tractor-trailer crash. Investigators determined Maloba – who holds a commercial driver’s license in Texas – was reportedly instructing a commercial driver’s license trainee,” ICE said in a statement.
“He [Maloba] is now in ICE custody pending removal. Maloba’s case shows exactly why the [Department of Homeland Security] is cracking down illegal aliens with CDLs, strengthening border security, encouraging 287 (g) partnerships and ramping up removals.”
According to ICE, federal records show that Maloba entered the United States lawfully in October 2018. However, his authorized stay in the United States expired in April 2019. Since then, he had apparently been staying in the country illegally.
“Maloba lawfully entered the United States in December 2018. However, his term of admission expired in April 2019. In violation of federal immigration law, Maloba remained in the United States,” a note by ICE shows.
This implies that Maloba entered the U.S on a visit visa which allows a stay in the U.S of up to 6 months. However, Maloba, according to ICE, went on to remain in the country illegally for about seven years until his arrest on Wednesday.
