The Kenya Revenue Authority (KRA) is encouraging consumers to use its Soma Label mobile application to verify the authenticity of excise stamps on products before purchasing them.
The application enables shoppers to check whether excisable goods carry genuine fiscal stamps and comply with the authority’s requirements.
KRA issued the advisory through its customer service account, urging consumers to verify products.
Soma Label is part of KRA’s Excisable Goods Management System (EGMS), a framework that monitors and verify locally manufactured and imported excisable products.
Under the system, manufacturers and importers are required to affix secure fiscal stamps bearing unique serial numbers to applicable products.
These stamps help establish the authenticity of goods and provide traceability information that can assist authorities in identifying their source.
Consumers can download the Soma Label application free of charge from the Google Play Store for Android devices or the Apple App Store for iPhones.
Once installed, users can scan the fiscal stamp on an applicable product using the application. The system checks the stamp and displays available product information, allowing consumers to establish whether it is genuine and meets the required compliance standards.
If a stamp or product raises suspicion, consumers can submit a report through the application for investigation and possible enforcement action.
“Think it’s legit? Take a closer look with Soma Label,” KRA said in its advisory to consumers.
The authority, however, notes that the application is designed specifically for excisable goods and does not cover all products in the market.
Kiambu County, one of Kenya’s leading tomato-producing regions, is seeking to boost crop productivity and farmers’ earnings through modern agricultural technologies as growers continue to grapple with persistent pests, diseases and limited access to quality planting materials.
Tomato farmers have been facing production losses caused by soil-borne diseases, pests and changing environmental conditions, challenges that have affected yields and the profitability of the crop.
More than 100 farmers from Juja Farm in Juja Sub-County have undergone practical training on modern tomato grafting technology, an intervention expected to help address some of these challenges and improve production.
The training was conducted by agricultural experts from the Korea Partnership for Innovation of Agriculture (KOPIA) in partnership with the Kiambu County Government as part of efforts to equip farmers with improved vegetable production skills.
Grafting technology offers solution to crop diseases
Tomato grafting involves joining the fruit-producing upper section of one plant, known as the scion, to the root system of another, referred to as the rootstock.
The rootstock is selected for its strength and ability to withstand soil-borne diseases, while the scion produces the tomatoes.
Speaking during the training, KOPIA Kenya Director Dr. Ji Gang Kim said the technology would help farmers reduce losses associated with conventional production methods by improving the resistance and productivity of tomato plants.
“Most farmers have been incurring losses because of over-reliance on conventional farming methods. We are training them on the latest technologies that will maximize their yields and generate better returns while playing a crucial role in enhancing food security in the region and across the country,” said Dr. Kim.
He explained that grafted tomato plants have stronger root systems, enabling them to absorb water and nutrients more efficiently while improving their resistance to soil-borne pathogens and pests.
These include Fusarium wilt, Verticillium wilt, corky root rot, bacterial wilt and root-knot nematodes, which are among the major threats to tomato production.
Dr. Kim said research indicates that grafted tomatoes can increase marketable yields by between 30 and 50 per cent compared to conventional ungrafted plants, depending on growing conditions and crop management practices.
He added that the technology could also improve crop resilience against environmental stresses such as drought, excessive moisture, high soil salinity and extreme temperatures.
Experts urge farmers to embrace modern farming methods
Agricultural research scientist Joseph Munyua urged farmers to adopt modern farming technologies, noting that recurring pest and disease attacks continued to undermine tomato production.
Munyua identified limited access to quality hybrid vegetable seedlings as another major challenge facing growers, urging farmers to invest in quality planting materials, including grafted seedlings suited to their production needs.
Kiambu County Chief Officer for Agriculture Benson Njoroge said the partnership with KOPIA would support the adoption of improved agricultural practices and contribute to increased productivity across the county.
He said access to appropriate farming skills, quality planting materials, fertilizers and extension services would be essential in improving harvests and raising household incomes.
Njoroge added that the county government had continued distributing quality seeds to farmers as part of broader efforts to strengthen agricultural production, improve livelihoods and enhance food security.
The training follows a memorandum of understanding signed between the Kiambu County Government and KOPIA in November 2025 to promote agricultural innovation and improve farmers’ livelihoods.
Although many African countries established and sustained national airlines as emblems of sovereignty, national pride and independence, their role has since evolved beyond symbolism. Today, flag carriers are increasingly viewed as strategic instruments of economic development, regional integration and global connectivity. Five factors help to explain the renewed appetite for national airlines across the continent.
1. Bridging the continent’s geographical and infrastructure divide
Africa’s sheer scale, difficult terrain and underdeveloped cross-border transport networks make aviation more than a convenience. In many cases, it is the only practical means of connecting remote communities and distant economic centres. The continent has the lowest rail density of any inhabited continent, while 16 African countries have no railway at all.
Its road density averages just 2.8 kilometres per 100 square kilometres compared with 38 kilometres per 100 square kilometres in ASEAN countries. And only an estimated 30-53 per cent of Africa’s road network is paved. These deficiencies leave large parts of the continent poorly connected by land, elevating the strategic importance of air transport.
2. Tourism, trade and economic growth
National carriers are more than instruments of transport; they are gateways to tourism, commerce and investment. By connecting international passengers directly to domestic hubs, as Kenya Airways does through Nairobi, they help position countries as accessible destinations for leisure and business.
The economic dividends extend well beyond the airport: foreign visitors sustain demand for hotels, restaurants, tour operators and other local services. Regional flight networks also make it easier to combine a safari, a coastal holiday and a business meeting in a single itinerary, broadening a destination’s appeal and encouraging high visitor spending.
The contribution of national airlines extends to the movement of goods. Their cargo holds, alongside dedicated freighter services, carry high-value goods that include cut flowers, fresh produce, chilled meat and seafood to international markets. For produce whose value depends on speed and freshness, reliable airlinks can be decisive.
Frequent services and codeshare agreements also allow executives, traders and investors to cross borders with greater ease, reducing the time and cost of doing business. In this way, national carriers help connect domestic producers to global markets, support export competitiveness and strengthen the links between international mobility and economic growth.
3. Reducing reliance on foreign hubs
For decades, travelling between two neighbouring African cities has required an indirect journey through Europe or the Middle East, via hubs such as Paris, London or Dubai. African carriers are increasingly seeking to reclaim this traffic by building intra-continental networks that connect cities more directly. Kenya Airways, for instance, is pursuing a multi-hub and partnership strategy designed to keep more passengers within Africa’s aviation system, rather than routing them through foreign gateways.
Geographical instability is adding urgency to this shift. Disruptions to Middle Eastern airspace have prompted airlines to reconsider long-haul routes, creating opportunities for African hubs, notably Nairobi and Addis Ababa, to capture a greater share of transit traffic.
Kenya Airways’ network, which serves 37 destinations across the continent, positions it to benefit from this reconfiguration. The broader prize is not merely more passengers but a greater share of the connectivity, revenue and strategic influence that Africa has long ceded to external aviation hubs.
Flying within Africa can cost more than flying to Europe, a distortion driven by punitive taxes, fuel surcharges, restrictive bilateral agreements and limited competition. Making regional air travel more affordable requires both regulatory reform and a more commercially resilient airline industry.
The full implementation of the Single African Air Transport Market (SAATM) would open up the continent’s skies, ease restrictive bilateral air service agreements and encourage competition. Studies by the African Union and the International Air Transport Association suggest that liberalisation could reduce average air fares by 27- 35 per cent.
Yet open skies alone will not suffice. African airlines must also achieve economies of scale, whether by consolidating fragmented national carriers or forging stronger alliances. Pooling resources, coordinating networks, improving fleet utilisation and lowering per-passenger operating costs could strengthen their competitiveness. The objective is not merely to make flying cheaper but to build an integrated African aviation market in which affordable connectivity supports the continent’s broader economic ambitions.
5. Capturing economic growth and creating jobs
Aviation already generates millions of jobs and billions in economic value across Africa. Expanding domestic and pan-African airlines would deepen these gains, retaining more revenue within the continent while strengthening local maintenance capabilities, developing skilled workforces and stimulating investment across the aviation value chain.
NAIROBI , Kenya , October 30, 2026 : For nearly two decades, Peter Mwaniki’s working life has revolved around long hours behind the wheel of a truck, travelling across different routes to provide for his family. At 47, the father of four had grown accustomed to the demands of his profession. What he did not expect was that a Sunday football jackpot would change the course of his family’s future.
Mwaniki has become the first person this year to win the SportPesa Mega Jackpot, taking home KES 102 million after correctly predicting the outcomes of all 15 matches in the 15/15 jackpot draw held last Sunday.
In a twist that made the news even more remarkable, Mwaniki did not initially know he had won. It was only after SportPesa reached out to him that he learnt he had correctly called all 15 results and secured one of the country’s biggest jackpot prizes this year.
*Over 20 Year on the Road*
The news marked an extraordinary turn of events for a man whose two decades in the transport industry have been defined by the daily responsibility of earning a living and looking after his family.
For Mwaniki, however, the significance of the KES 102 million goes well beyond the size of the cheque. It represents an opportunity to give his four children greater security, ease the financial pressures that come with raising a family and build a more stable future for those closest to him.
“I have spent most of my adult life working hard to provide for my family, so this is something I never imagined would happen. My first thoughts were about my wife and children. I want them to have opportunities that perhaps I could not always afford to give them, and to know that their future is more secure.
This money gives us a chance to make some important decisions as a family and plan for the years ahead. I am truly grateful,” said Mwaniki.
His win adds a new chapter to the SportPesa Mega Jackpot, one of the country’s most closely followed football prediction competitions. The jackpot’s appeal lies in its ability to turn the outcome of football matches into a potentially life-changing moment for a participant who correctly predicts every result.
On his immediate plans, Mwaniki said he intends to take his time before making any major decisions, choosing instead to maintain his normal routine as he considers the best way to put his newfound fortune to use.
“I don’t have any immediate plans. This came as a surprise, and I don’t want to make any rushed decisions. I’ll continue with my day-to-day job for at least the next five months as I take time to consider my next course of action,” he said.
*Mega Jackpot Bonuses*
Speaking during the winner’s unveiling, SportPesa Head of Marketing Esther Kange’the said Mwaniki’s story reflected the significance of the Mega Jackpot and the excitement surrounding the moment when a winner finally emerges.
“Every jackpot winner has a unique story, and Peter’s is particularly special. Behind the KES 102 million prize is a father who has spent years working to provide for his family. We recognise what this moment means to him and those who depend on him, and we hope he uses this opportunity to make thoughtful decisions that will benefit his family for years to come.
“The Mega Jackpot remains one of our flagship products, and it is always a significant moment when someone correctly predicts all the results and claims the top prize. We congratulate Peter and wish him and his family the very best as they begin this new chapter,” Esther added.
Mwaniki was unveiled alongside Caroline Nyakundi and Gaudencia Sella who won Kes. 2.19 and Kes 3.5 million respectively in Mega Jackpot bonuses, further highlighting the different prize categories associated with the competition.
The economic transformation driven by Artificial Intelligence (AI) is projected to surpass the impact of the mobile money revolution, tech leaders have predicted, urging African countries to urgently invest in local data centres and renewable energy.
Africa’s mobile money revolution sets the stage for AI growth
To understand the scale of this prediction, one must look at the current mobile money landscape. According to the latest data from the Global System for Mobile Communications Association (GSMA), the global lobby for mobile network operators, Sub-Saharan Africa processes roughly $1.4 trillion annually in mobile money transactions, solidifying its place as the definitive global powerhouse for digital wallets.
Kenya remains a critical driver of this volume, with Central Bank of Kenya (CBK) data showing that registered mobile money accounts hit 94.2 million by June 2026, moving hundreds of billions of shillings every month.
Speaking on the BBC Africa Enterprise, Hardy Pemhiwa, CEO of Cassava Technologies, noted that while mobile money brought millions of unbanked Africans into the financial ecosystem, AI will break down fundamental barriers like language, unlocking unprecedented human capacity and economic value.
“Where the mobile money revolution was about bringing the previously excluded into the financial ecosystem, AI is about bringing everybody else who was excluded by virtue of language,” Pemhiwa told show host Nancy Kachungira, adding that he believes the technology could have a “100x impact” compared to what mobile money achieved.
Africa risks missing out without local AI infrastructure
However, Pemhiwa warned that Africa risks missing out on this massive economic windfall if it does not build its own digital infrastructure. Despite boasting a GDP of $3.5 trillion, Africa currently accounts for a mere 1% of the global data centre population, meaning much of the continent’s digital traffic still bounces through Europe.
This push for digital sovereignty mirrors the broader industrialization drive championed by billionaire Aliko Dangote, who has previously urged Africa to refine its own resources to create jobs rather than importing expensive finished goods.
Pemhiwa cautioned that without local AI compute platforms, Africa will repeat its historical cycle of exporting raw materials, this time raw data, only to buy back expensive finished products.
“If we don’t have our own AI compute solutions and our own digital infrastructure on the continent, we are repeating exactly the same pattern that we have seen over the years,” Pemhiwa said. “We’ve done it with cocoa; we’ve done it with minerals. The data sits here with us. It doesn’t have to be exported.”
Cassava Technologies bets on local data to power AI growth
The commercial opportunity lies in localized, proprietary data. While current global AI models have scraped the public internet, they lack deep, regional information such as 30 years of mining data in South Africa or patient records from referral hospitals in Kenya and Uganda.
Cassava Technologies is currently building a 110,000-kilometre fibre optic network from Cairo to Cape Town, with AI data factories in regional hubs like South Africa, Kenya, Nigeria, Egypt, and Morocco to harness this data.
Electricity shortages threaten Africa’s AI ambitions
Yet, the ambition to build massive AI compute platforms faces a formidable physical barrier: electricity. Data centres require massive, uninterrupted power, making energy resilience the bedrock of Africa’s digital economy.
This brings to the fore another glaring paradox. According to the International Energy Agency (IEA), Africa holds 60% of the world’s solar potential but generates just 1% of global solar power.
Renewable energy investment faces early-stage funding challenges
Linda Mabhena-Olagunju, founder of DLO Energy Resources Group, a local independent power producer that recently helped raise $350 million for a wind farm powering 300,000 homes, explained on BBC Africa Enterprise that the primary bottleneck is a severe deficit in early-stage risk capital.
“Most of the funding we need on this continent is for early-stage development. When there’s a piece of land that has absolutely nothing on it, when it requires permitting, a feasibility study, grid studies… no one is looking at deploying capital to the early-stage risk,” Mabhena-Olagunju noted.
She warned that with the rise of AI, the most critical global infrastructure will be the grid, electricity, and water. Failing to address early-stage funding means failing to build the volume of power projects the continent desperately needs to keep its digital economy online.
Governments urged to create investor-friendly energy policies
To unlock this, Mabhena-Olagunju called for clear regulatory frameworks and integrated resource plans at the government level, which would give investors the confidence to deploy capital.
Local investment could keep AI and renewable energy wealth in Africa
Crucially, she argued that the energy transition must be driven by local capital to prevent the economic leakage that has historically plagued African infrastructure projects.
“When you have massive foreign participation and shareholding, that’s capital outflows. That money leaves,” she stated. “When you have a local developer, the dividends we make stay on this continent. We should really be thinking about how we invest in local developers and local manufacturers because the job is created here.”
At 9.15 am on a Monday morning, a Nairobi-based distribution company receives an email that appears to come from one of its regular suppliers. The message explains that the supplier has changed its bank account and asks the company to update its payment details before settling an outstanding invoice.
The email looks familiar. The supplier’s name is correct, the invoice matches the company’s records, and the payment deadline is approaching. The finance officer updates the details and authorizes the transfer.
By lunchtime, the money is gone.
A call to the supplier reveals the truth: no bank details were changed. Fraudsters had impersonated the supplier, and the payment has gone to an account controlled by criminals.
The company now faces an urgent challenge. It must alert its bank, investigate the transaction, establish how the fraud occurred and determine how to meet its outstanding obligations to the genuine supplier. A routine payment has become a financial and operational crisis.
The incident illustrates how a cyber incident can affect an organization without hackers necessarily bringing down its computer systems.
Businesses often associate cybersecurity with sophisticated attacks on servers and networks. Yet fraudsters can exploit ordinary business processes, including email and sms communication, payment approvals and access to sensitive information.
The threat is also evolving as artificial intelligence enables more sophisticated fraud, deepfake impersonation and automated cyberattacks.
According to PwC’s recently published Cyber Digest, titled AI-Driven Defence in the Age of AI-Driven Threats, these developments are changing the cybersecurity landscape and increasing the need for businesses to strengthen their defences and prepare for the financial consequences of cyber incidents.
For a small or medium-sized enterprise, an unexpected financial loss can strain cash flow. For a larger organization, a similar incident can expose weaknesses in internal controls, supplier verification and risk management.
Preventing such incidents starts with practical measures. Businesses should independently verify changes to supplier payment details using previously confirmed contact information, require appropriate approval for transactions and restrict access to financial systems. Employees should also know how to report suspicious communications immediately.
But prevention is only one part of the equation. Businesses must also consider how they would manage the financial consequences of a cyber incident. Banks like Equity have publicized ways in which they contact their customers, but it’s always good to verify with your relationship manager.
One fraudulent email, one costly disruption: Is your business prepared?
Preparing for the unexpected
This is where Equity Insurance’s Cyber Liability cover comes in. Designed to protect against specified financial losses arising from covered cyber incidents, the solution can provide businesses with an additional layer of financial protection alongside their cybersecurity controls.
Depending on the policy terms, the cover includes risks associated with data breaches and ransomware, as well as agreed regulatory fines and business interruption losses where legally permitted.
Businesses need to understand the specific risks covered, policy conditions, limits and exclusions before selecting protection.
Equity Insurance offers Cyber Liability as part of its insurance solutions for corporates and SMEs, recognizing that organizations need to consider both the prevention of cyber incidents and their potential financial consequences.
The first step is to assess the systems, information and business processes on which your organization depends. The next is to establish whether your existing safeguards and insurance arrangements adequately address your exposure.
A fraudulent email can take seconds to send. Recovering from its consequences may take much longer. Is your business prepared?
Jumla Black Friday 2026 Spotlights E-commerce Growth Beyond Nairobi
Two in three Jumia Kenya customers are based outside Nairobi, as physical-goods GMV grows 23% in Q2 2026
NAIROBI, Kenya, 29 October 2026: Jumia will launch its 2026 Black Friday campaign on 30 October, against a backdrop of continued growth in Kenya’s online retail market and a widening customer base beyond Nairobi
Jumia’s physical-goods Gross Merchandise Value (GMV) in Kenya grew 23% year-on-year in 02 2026 underscoring continued consumer demand for online retail. Kenva accounted for 15% of Jumia’s Q2 2026 physical-goods GMV, according to the company’s Q2 2026 data.
Jumia Kenya JForce H1 data also shows 67.6% of active customers are outside Nairobi, compared with 32.4% in the capital. Kiambu accounts for 10.5% of active customers, followed by Mombasa at 5.9%, Nakuru at 5.0% and Kajiado at 4.2%.
As e-commerce develops in Kenya, Jumia and campaigns such as Black Friday help connect shoppers across the country with local businesses, including Kenyan SMEs, as well as established brands. For sellers, online marketplaces and campaign periods can create opportunities to reach customers beyond their immediate markets, bringing different parts of the retail ecosystem together.
Shopping patterns on Jumia App also offer insights into changing consumer behaviour. Mobile accessories, smart TVs, smartphones and kettles are among the leading entry products for new customers.
“The bigger story is where Kenya’s online growth is coming from. Two in three of our active customers are now outside Nairobi, while physical-goods GMV grew 23% in the second quarter. That tells us e-commerce is becoming a more national retail channel. At the same time, the online basket is broadening from smartphones and televisions to household and everyday products. Black Friday brings these shifts into focus and gives Kenyan sellers, SMEs and brands an opportunity to reach consumers at scale,” said Vinod Goel, Managing Director, Jumia East Africa.
Jumia data further shows 82% of its audience is aged 18 to 44, pointing to the role of younger, mobile-first consumers in Kenya’s digital retail market.
The product range also illustrates the breadth of online retail. During the campaign, customers will be able to shop across categories ranging from electronics and household appliances to less expected offerings, such as cows.
The campaign will extend beyond digital channels through pickup-station activations, agents and regional radio, supporting engagement with consumers outside Nairobi.
This year’s Black Friday will feature brands across technology, beauty, home appliances, telecommunications and sports, including Xiaomi, L’Oréal, Nivea, Vision Plus, Itel, Oraimo, Haier, Hisense, Lyons, Electromate, Decathlon, Safaricom and Nairobi Sports House.
Ecobank Kenya has appointed Risper Alaro as a Non-Executive Director following approval by the Central Bank of Kenya (CBK), increasing women’s representation on the bank’s nine-member board to five.
The appointment raises women’s representation on the board to approximately 55.6%, strengthening the bank’s focus on gender diversity, inclusive leadership and corporate governance.
Alaro brings more than 25 years of experience in financial leadership, business transformation and organisational management. She currently serves as Group Finance Director at Centum Investment Company PLC, where she oversees financial leadership across the group’s diversified investment portfolio.
Her appointment adds extensive financial management and board-level governance experience to Ecobank Kenya as the lender pursues its growth ambitions in the Kenyan market.
Risper Alaro is a Kenyan corporate finance executive and board director known for her experience in financial leadership, investment management, business transformation and corporate governance.
She serves as Group Finance Director at Centum Investment Company PLC, one of the region’s investment groups with a diversified portfolio. In this role, Alaro provides financial leadership to support capital allocation, business performance and long-term value creation across the group.
Beyond her executive responsibilities, she has built experience in board governance across financial services, capital markets, climate-focused enterprise development and the non-profit sector.
Her appointment to the Ecobank Kenya board marks another step in her corporate leadership career, bringing her experience in finance and investment management to the oversight of a banking institution.
Risper Alaro’s Appointment to Ecobank Kenya Board
Ecobank Kenya announced Alaro’s appointment following approval by the Central Bank of Kenya, the country’s banking regulator.
The appointment increases the number of women serving on the bank’s nine-member board to five. Based on the stated board composition, women now account for approximately 55.6% of its membership.
In its announcement, the Ecobank Kenya Board said Alaro’s leadership experience would support the institution’s strategic direction.
“As Ecobank advances its growth ambitions and deepens its presence in Kenya, we are confident that Risper’s extensive leadership experience will bring valuable perspective to the Board’s oversight role in the Bank’s next chapter,” the board said.
Non-Executive Directors provide oversight and contribute to board deliberations on strategy, risk, governance and organisational performance. Alaro’s background in group finance and investment management is relevant to these responsibilities.
Risper Alaro’s Career at Centum Investment Company
Alaro currently serves as Group Finance Director at Centum Investment Company PLC, where she provides financial leadership across its diversified investment portfolio.
Her responsibilities, as described in the appointment announcement, include supporting disciplined capital allocation, business performance and long-term value creation.
Financial leadership at a diversified investment group requires an understanding of financial performance, investment priorities and resource allocation across different business interests. Alaro’s experience in this environment brings a group-wide perspective to her new board position at Ecobank Kenya.
Her professional background also includes business transformation and organisational leadership, areas that are important to companies seeking sustainable growth and effective financial management.
While her appointment announcement highlights more than 25 years of experience, a detailed chronology of her previous executive positions and educational qualifications was not provided.
Risper Alaro’s Board Memberships and Governance Experience
In addition to her executive role at Centum, Alaro serves on the boards of Kenya Climate Ventures and the Nairobi Securities Exchange (NSE).
She has also previously served on the boards of Bank of Kigali and Population Services International (PSI) Kenya.
These appointments reflect governance experience across several sectors, including financial services, capital markets, climate-related enterprise development and the non-profit sector.
Board service requires directors to contribute to oversight, accountability, strategic decision-making and the protection of organisational interests. Experience across different institutions can also expose directors to varied approaches to risk management, investment decisions and stakeholder engagement.
Alaro’s board experience complements her financial leadership background and broadens the professional expertise she brings to Ecobank Kenya.
Ecobank Kenya’s Growing Representation of Women in Leadership
Alaro’s appointment follows other leadership changes at Ecobank Kenya involving women.
The bank appointed Rebecca Mbithi as Managing Director in February 2026 and business leader Flora Mutahi to its board in June 2026, according to the announcement provided.
Together with Alaro’s appointment, these changes highlight the bank’s stated commitment to increasing women’s participation in senior leadership and corporate governance.
With five women on a nine-member board, Ecobank Kenya’s board has a majority of female members based on the reported composition. This represents a significant feature of the bank’s current governance structure.
Women’s representation in boardrooms is an important corporate governance issue because boards help shape organisational strategy, supervise executive management and oversee risk. Representation figures alone, however, do not establish the effectiveness of a board; experience, independence, accountability and the quality of decision-making also matter.
What Risper Alaro’s Appointment Means for Ecobank Kenya
Alaro’s appointment brings financial and investment management experience to Ecobank Kenya’s board at a time when the bank says it is advancing its growth ambitions and deepening its presence in the country.
Her experience at Centum Investment Company, alongside her board roles in financial services and capital markets, provides relevant exposure to financial oversight and corporate governance.
As a Non-Executive Director, her role is distinct from that of the bank’s executive management. She will contribute through board-level oversight rather than day-to-day operational management.
The appointment also reinforces Ecobank Kenya’s reported emphasis on gender diversity in leadership, with women accounting for more than half of its board membership.
Profession: Corporate finance executive and board director
Current position: Group Finance Director, Centum Investment Company PLC
New appointment: Non-Executive Director, Ecobank Kenya
Appointment approval: Central Bank of Kenya
Professional experience: More than 25 years in financial leadership, business transformation and organisational leadership
Current board memberships: Kenya Climate Ventures and Nairobi Securities Exchange (NSE)
Previous board memberships: Bank of Kigali and Population Services (PSI) Kenya
Areas of expertise: Financial leadership, investment management, capital allocation, business performance, corporate governance and organisational transformation
Known for: Senior financial leadership at Centum Investment Company and board-level experience across financial services, capital markets and other sectors
Educational qualifications: Not specified in the appointment information provided
Nationality: Not independently confirmed in the information provided
Frequently Asked Questions About Risper Alaro
Who is Risper Alaro?
Risper Alaro is a corporate finance executive and board director who serves as Group Finance Director at Centum Investment Company PLC. She has more than 25 years of experience in financial leadership, business transformation and organisational leadership.
What is Risper Alaro’s new role at Ecobank Kenya?
She has been appointed a Non-Executive Director of Ecobank Kenya following approval by the Central Bank of Kenya.
What is Risper Alaro’s current job?
Alaro is the Group Finance Director at Centum Investment Company PLC, where she provides financial leadership across the group’s diversified investment portfolio.
Which boards does Risper Alaro serve on?
She serves on the boards of Kenya Climate Ventures and the Nairobi Securities Exchange. She has also served on the boards of Bank of Kigali and Population Services Kenya.
How many women are on the Ecobank Kenya board?
Five of the bank’s nine board members are women, representing approximately 55.6% of the board.
How many years of experience does Risper Alaro have?
She has more than 25 years of experience in financial leadership, business transformation and organisational leadership.
Conclusion
Risper Alaro’s appointment to the Ecobank Kenya board adds another senior financial leader to the institution’s governance structure. Her experience as Group Finance Director at Centum Investment Company, combined with her board service across financial services, capital markets and other sectors, forms the foundation of her professional profile.
The appointment also raises women’s representation on Ecobank Kenya’s nine-member board to five, or approximately 55.6%, underscoring the bank’s stated focus on gender diversity and inclusive leadership.
As Ecobank Kenya continues to pursue its growth ambitions, Alaro’s new role places her among the non-executive directors responsible for contributing to the bank’s strategic oversight and corporate governance.
A Nairobi family of four driving into Nairobi National Park this weekend will pay Sh3,000 at the gate, plus Sh600 for the car. If the children’s grandparents are visiting from London, their two tickets alone cost USD 160. At roughly Sh130 to the dollar, that is about Sh20,800.
The gap is deliberate. Since 1 October 2025, Kenya Wildlife Service (KWS) has charged four different prices at the same gate, depending on who you are and what document you carry.
The Maasai Mara, which Narok County runs rather than KWS, has gone further. Foreign visitors now pay twice as much from July as they do in June.
These numbers affect anyone planning a holiday, hosting visitors from abroad or budgeting a company retreat. They change which park, which month and which booking channel makes sense. Here is how the system works and where the savings are.
Why park fees went up
Kenya had not fully reviewed its park fees in 18 years. The new rates are set by the Wildlife Conservation and Management (Access, Entry and Conservation) (Fees) Regulations 2025, which Parliament approved in September 2025 as Legal Notice No. 160.
The financial case is plain. KWS earns more than 90% of its revenue from tourism. It spends 78% of its budget on security, meaning the rangers, patrols and anti-poaching work that keep the parks worth visiting. Before the review, it faced an annual funding gap of about Sh12 billion.
The review also created a new tier. Citizens of African countries outside the East African Community now pay roughly half the foreign rate, a move aimed at growing travel within the continent.
What KWS parks charge per adult per day
The gate charges the tier your document proves. That means a national ID for Kenyans, a passport for other East African citizens and a residence permit for residents. Without the right document, you pay the non-resident rate.
Park
East African citizen
Kenya resident
African citizen
Non-resident
Amboseli, Lake Nakuru
Sh1,500
Sh2,025
USD 50
USD 90
Nairobi National Park, Tsavo East, Tsavo West
Sh1,000
Sh1,350
USD 40
USD 80
Meru, Kora, Aberdare
Sh800
Sh1,100
USD 40
USD 70
Amboseli and Lake Nakuru are the premium parks. A Kenyan adult paid Sh860 at Amboseli before the review, so the citizen rate is up about 74%. The foreign rate rose from USD 60 to USD 90.
Children aged six to 17 and students pay less. At Amboseli and Lake Nakuru they pay Sh750 (citizens) or Sh1,050 (residents). At Nairobi National Park and Tsavo they pay Sh500 or Sh675.
The cheapest wildlife viewing in the country is underwater. KWS marine parks such as Watamu, Malindi and Kisite charge Sh500 for East African citizens and USD 25 for foreign visitors.
The charges beyond the gate ticket
The entry fee is per person, per day. Several charges sit on top of it, and they are where budgets quietly grow.
Charge
Fee
Vehicle with fewer than 6 seats, per day
Sh600
Vehicle with 6 to 12 seats, per day
Sh1,500
Vehicle with 13 to 24 seats, per day
Sh3,000
Night game drive, foreign visitor
USD 50 per person
Drone, per drone, per day, per park
Sh5,000 for citizens and residents, USD 300 for others, plus a KCAA licence
A KWS ticket covers a single entry for up to 24 hours. If you leave the park and come back, that counts as a new entry. Plan your movements around it.
The Maasai Mara plays by different rules
The Mara is a national reserve, not a national park, so the KWS tariff does not apply. Narok County sets its own prices on a two-season calendar. Its ticket is valid for 12 hours (6am to 6pm), not 24.
Visitor
1 Jan to 30 Jun 2026
1 Jul to 31 Dec 2026
Kenyan citizen adult
Sh1,500
Sh3,000
Non-resident adult
USD 100
USD 200
Non-resident child (9 to 17)
USD 50
USD 50
The July rise is timed to the wildebeest migration, when the reserve is at its busiest. Narok is running a low-volume, high-value model: fewer visitors, each paying more.
For a foreign couple spending three days in the reserve, that means USD 1,200 in gate fees in August. In June the same trip costs USD 600, often at the same camp. Kenyans feel it too: a September weekend costs Sh1,500 more per adult per day than one in May.
Three trips, costed
These are gate fees only, before accommodation, fuel, transport or guiding.
Trip
Travellers
Gate fees
A day at Nairobi National Park
Kenyan family: 2 adults, 2 children, own car
Sh3,600
A two-day weekend at Amboseli
Resident couple, own car
Sh9,300
Seven days in August: Amboseli (2 days), Tsavo West (2), Mara (3)
Two foreign adults
USD 1,880, plus Sh2,400 for the car at KWS parks
The same seven days in June
Two foreign adults
USD 1,280, plus Sh2,400 for the car at KWS parks
Moving the Mara leg from August to June saves that couple USD 600, about Sh78,000, without changing anything else about the trip. Narok County bills Mara vehicle charges separately, and they are not included above.
Seven ways to pay less
Book KWS multi-park packages. The Tsavo West and Amboseli package costs Sh2,200 for East African citizens, against Sh2,500 paid separately. Foreign visitors pay USD 150 instead of USD 170. Add Tsavo East and it becomes Sh3,000 or USD 215, against Sh3,500 or USD 250.
Move Mara days to January to June. It is the single biggest saving available on Kenyan park fees.
Claim the African citizen rate if you qualify. A Nigerian or South African visitor pays USD 50 at Amboseli, not USD 90. It is the tier most often missed.
Bring the over-70s and the under-fives. At KWS parks, Kenyan citizens aged 70 and above, children aged five and under, and persons with disability pay nothing.
Swap a savanna day for the coast. At USD 25, a marine park costs less than a third of an Amboseli ticket.
Pay ahead on eCitizen. KWS gates are cashless: you pay by M-Pesa or card, and the gate scans the QR code on your receipt. Save the receipt offline, because signal at many gates is weak.
Compare safari quotes like for like. If you are hosting relatives from abroad or planning a trip for business partners, ask whether a quote includes park fees. On a seven-day trip they can make up a large share of the total. Operators who plan Kenya safari itineraries that pair the Mara with Amboseli or Tsavo often build these fees into the package price, which makes quotes easier to compare.
Before you pay
The fees here are KWS rates for bookings from 1 October 2025 and Narok County’s published 2026 rates for the Mara, checked in October 2026. Both bodies can change their rates. Confirm on the KWS websiteor eCitizen before you pay, and look out for Narok’s 2027 schedule if you are planning for next year’s migration season.
Dragon fruit, a tropical fruit prized for its striking appearance, distinctive flavour and nutritional value, is attracting growing interest among Kenyan farmers seeking to diversify their crops and tap into emerging markets.
Also known as pitaya, the fruit is recognisable by its brightly coloured skin and white or red flesh speckled with tiny black seeds.
Originally native to the Americas, dragon fruit is now commercially grown in several parts of the world, including Asia.
Its growing appeal in Kenya has created opportunities for farmers, but access to planting materials suited to local growing conditions remains a challenge for some farmers.
This is the challenge agricultural entrepreneur Anthony Kinoti sought to address when he started developing the country’s first locally bred dragon fruit variety seven years ago.
Kinoti, who is the chairman of the Dragon Fruit Society of Kenya, led the development of the variety dubbed KIKA 1, in a breakthrough that could strengthen domestic breeding capacity, reduce reliance on imported planting materials and support the expansion of the crop.
Kinoti develops Dragon fruit variety after seven years
Kinoti, who has been involved in dragon fruit farming since 2012, said the idea emerged from a market gap created by farmers’ dependence on imported varieties that may not perform optimally under Kenya’s diverse environmental conditions.
“I realized there was a gap in the market because existing varieties may not be well suited to our local environmental conditions. As an entrepreneur, I see every problem as an opportunity in disguise,” he said, as quoted by Science Africa.
The development of KIKA 1 took approximately seven years, involving plant crossbreeding and the selection of desirable traits.
The breeding programme incorporated genetic material from wild relatives of dragon fruit found in parts of eastern Kenya and the coastal region.
The objective was to develop a variety better adapted to local conditions, with improved tolerance to drought and pests and the ability to grow well in Kenyan soils.
Kinoti said the variety also offers improvements in taste, flavour and aroma, alongside a longer shelf life and better post-harvest handling characteristics. The fruit further features more vivid colours and distinctive physical features.
KIKA 1 has received plant breeders’ rights from the government for 25 years under Grant No. 1055, providing legal protection for the variety under the applicable framework.
Kinoti said obtaining the rights required a lengthy scientific assessment to establish that the variety met the necessary standards for protection.
“Developing a new variety is a lengthy scientific process. Before receiving plant breeders’ rights, a variety must undergo assessment to establish that it is distinct from existing varieties, uniform in its characteristics and stable across generations,” he said.
The assessment examines distinctness, uniformity and stability, commonly referred to as DUS. These criteria establish whether a new variety can be distinguished from existing ones, displays consistent characteristics and retains those traits across generations.
Kinoti said the process involves rigorous scientific evaluation and regulatory scrutiny before approval is granted.
“It’s a rigorous process. I’m simplifying it, but it’s a rigorous scientific process. It’s a journey,” he said.
According to Kinoti, the achievement demonstrates that agricultural innovation can generate intellectual property and commercial value, challenging the perception that such rights are associated mainly with creative industries.
“It is something very good for our country to show the rest of the region that there is intellectual property even in farming. It’s not just in music and in writing alone,” he said.
He added that the company behind KIKA 1 operates a licensed nursery and is authorised to export planting materials, positioning it to participate in the development of the sector.
“We are the planting material supplier. We are a licensed nursery operator. We are a licensed exporter, and we are glad to work with all stakeholders to grow the sector,” he said.
