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AFA closes avocado sea export season over low production

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The Agriculture and Food Authority (AFA) has announced the closure of the avocado harvesting season for sea exports from October 30, 2026, citing inadequate production levels in major growing regions.

The restriction covers Hass, Fuerte, Pinkerton and Jumbo varieties, with the authority cautioning exporters and processors against breaching the seasonal controls.

In a notice issued through its Horticultural Crops Directorate, AFA said a nationwide assessment of avocado production had established that available volumes were too low to sustain sea exports.

“The survey findings are that current production volumes are low and insufficient for sea shipment,” the authority said.

The decision follows an evaluation of prevailing production trends and projections for the next main avocado season.

Also Read: Galana-Kulalu Farm turns to precision farming to boost Kenya’s food security

Air exports to continue under strict conditions

Despite the suspension of sea shipments, exporters will still be allowed to ship the four affected varieties by air, provided the produce undergoes inspection and each consignment is accompanied by the required traceability information.

AFA said the controls aims to regulate exports in line with prevailing production conditions, while ensuring compliance with quality and traceability requirements.

The restrictions also extend to avocado oil processors, who have been directed to submit existing oil stocks earmarked for export during the closure for verification by the directorate.

Processors must present their stocks for verification by Monday, November 2, 2026. Only stocks confirmed by the authority before export will be eligible for clearance during the restricted period.

AFA bans imported avocados for oil processing

The authority has also suspended imports of avocado fruit intended for oil extraction during the closure.

The measure seeks to prevent traders from harvesting immature local avocados and passing them off as imported fruit to evade the seasonal restrictions.

AFA said its Horticultural Crops Directorate would continue tracking the maturity of avocado crops and communicate additional measures as production conditions evolve.

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Exporters warned against mixing mangoes with avocados

Separately, AFA has cautioned mango exporters against including avocados in sea-bound mango consignments in an attempt to bypass the seasonal restrictions.

The authority said it had identified cases in which the two fruits were combined in export shipments, contrary to Section 20(5) of the Crops (Horticultural Crops) Regulations, 2020.

Under the regulations, consignments presented for mango export permits must contain mangoes only.

Exporters are required to request physical inspections through the Horticultural Crops Directorate and provide the location of their pack houses to enable the necessary checks.

AFA reiterated that all horticultural produce intended for export must be inspected before an export certificate is issued.

The authority warned that exporters and avocado oil processors who disregard the restrictions could lose their export licences.

It also stated that export permits would be withheld for consignments initiated in violation of the prescribed guidelines.

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Ndindi Nyoro gains Sh57 million in a day after Olympia Capital share rises 198pc

Olympia Capital Holdings share price increased by 198 percent on Wednesday, fueled by what has been described as the Ndindi Nyoro market effect.

This sharp increase came barely hours after news that the businessman and investor who is also the Member of Parliament for Kiharu had acquired a stake in Olympia. A spot check by Bizna Kenya showed that on average, the Olympia Capital shares went up from Sh7.22 per share on Tuesday October 27 to Sh21.55 as at the end of trading of Wednesday October 28.

During the day’s intra-trading session, the shares hit a 52 week high of Sh150 per share from a low of Sh7.94 per share. This counter enjoyed a traded volume of 205,563 which was a record high for the counter’s daily traded volume.

Ndindi had acquired a 9.7 percent stake worth Sh29.8 million in Olympia Capital through his investment firm which is known as Limpopo Capital Limited. The stake acquired by Nyoro comprised of 3,982,253 shares. It placed him as the third largest shareholder in Olympia.

Following the share rally, Ndindi made Sh57.1 million in paper profit in yesterday’s session alone. His shares were worth about Sh85.8 million at the end of the trading session on Wednesday, having opened the market at around Sh29.8 million.

Ndindi is not stopping at 9.7 percent stake only. He is aiming to acquire additional shares in this company that will push his stake to 25 percent. By holding 25 percent of the company, Nyoro will have met the set threshold to declare his intention of taking over this business, which he is aiming to convert into an investment firm.

“The plan is to transform the company into some kind of Berkshire Hathaway [investment business],” Nyoro told local media.

Nyoro has however said that if he is unable to acquire a controlling stake in the company, he will sell his newly acquired stake at a profit and exit the company altogether.

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He revealed that he started acquiring his shares in this company in the year 2025.

“I started buying Olympia Capital Holdings in 2025. I thought I’d get enough supply to at least 25 percent but liquidity of the share is low,” said Nyoro. “What I need to do with it can only happen when we have higher shareholding. If it’s difficult, then we will exit [sell off our shares].”

The company has interests in the real estate sector, logistics businesses and the hospitality industry.

Absa Kenya champions Green Finance as businesses seek practical pathways to sustainability

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Absa Bank Kenya has highlighted the role of sustainable finance in accelerating Kenya’s transition to a greener, more inclusive economy, as businesses and financial institutions explore practical ways to translate sustainability commitments into investment and measurable impact.

Absa’s participation in the GreenShift Forum 2026, held in Nairobi on 22 October, reflected the growing importance of financial institutions in mobilising capital for sustainable business practices, climate action and inclusive economic growth.

GreenShift Forum Explores Kenya’s Sustainability Priorities

Held under the theme, Powering Kenya’s Sustainability Transformation, the forum brought together business leaders, financiers, policymakers, sustainability practitioners and innovators to examine how environmental, social and governance (ESG) priorities can be integrated into business strategy and translated into practical outcomes.

The discussions covered six interconnected areas: ESG as a competitive advantage, green finance and carbon markets, electric mobility, the circular economy, renewable energy innovation, and public-private partnerships.

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Absa Highlights Role of Green Finance in Sustainable Investments

Absa Bank Kenya participated in the forum’s green finance discussions, contributing to conversations on how financial institutions can support sustainable investments and help businesses overcome barriers to financing the transition.

Speaking during the forum, Charles Wokabi, Head of Sustainability and Corporate Affairs at Absa Bank Kenya, emphasised that sustainability must be reflected in an organisation’s core business decisions.

“If you are an organisation that is serious about sustainability, then sustainable business practices must be reflected in your core business; both in the way you manage your operations and in the propositions you offer to your customers. Planting and growing trees is good, but it should not equate to your entire sustainability story,” said Mr Wokabi.

Innovative Financing Can Unlock Sustainable Projects

Wokabi urged the financial sector to adopt innovative financing models, such as guarantees and risk-sharing arrangements, to make sustainable initiatives more viable for banks.

“In the financial sector, there’s a growing need for innovative financing mechanisms that make sustainable projects more viable, including guarantees and risk-sharing arrangements that can encourage banks to expand their appetite for opportunities and initiatives that might otherwise struggle to secure funding. This is one of the ways we are growing our sustainable finance portfolio at Absa, towards our target of 30% of total portfolio by 2030,” added Mr Wokabi.

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Absa Channels More Than KES 200 Billion into Sustainable Finance

Absa has channelled more than KES 200 billion into sustainable finance over the past five years, supporting inclusive finance as well as green and climate finance. A significant share of this financing has gone towards small and medium-sized enterprises (SMEs), women in business and young people, alongside initiatives addressing climate-related risks.

In 2025, Absa disbursed KES 55.3 billion in sustainable finance, including KES 6.5 billion in climate finance. Its Sustainability Strategy 2026–2030 targets sustainable finance equivalent to at least 30% of its total portfolio by 2030.

Businesses Urged to Integrate Sustainability into Commercial Strategy

The forum’s wider programme explored how sustainability intersects with business competitiveness, technology and economic development.

For businesses, this means developing sustainability initiatives that respond to genuine customer needs and make commercial sense. For financiers, it means understanding customers’ business models and providing appropriate financial solutions to support viable investments.

Partnerships Key to Kenya’s Green Economic Transition

By bringing together stakeholders across finance, technology, energy, mobility and policy, GreenShift Forum provided a platform for examining these challenges and identifying practical pathways towards a more resilient and inclusive economy.

Absa Kenya champions Green Finance as businesses seek practical pathways to sustainability
Charles Wokabi – Head of Sustainability and Corporate Affairs, Absa Bank Kenya, at the Green Shift panel

KUSCCO puts land parcels, houses and commercial buildings up for auction

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The Kenya Union of Savings and Credit Co-operatives (KUSCCO) Limited has listed land parcels, residential houses and commercial buildings for public auction across several counties.

An auction notice issued by Watts Auctions on October 28 lists vacant plots, maisonettes, bungalows, rental apartment blocks, commercial premises and buildings under construction.

The properties are spread across Nairobi, Kajiado, Kiambu, Machakos, Mombasa, Kilifi, Kisumu, Kisii, Meru, Bungoma, Nakuru and Siaya counties.

KUSCCO auction properties span multiple counties

Kajiado County accounts for several listings, including a 4.1-hectare vacant plot in Ngurunga and additional parcels in Kitengela, Olturoto, Kisaju, Ngong, Tuala and Korompoi.

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The residential properties include three-bedroom maisonettes, four-bedroom bungalows and rental buildings comprising multiple housing units. Some of the properties also feature commercial facilities, including shops and a motor vehicle workshop.

The auction list includes several incomplete developments at different stages of construction.

These include a residential building in Mombasa that is 30 per cent complete, a maisonette in Kajiado at 40 per cent completion and other maisonettes at various construction stages.

A commercial block near Katito Trading Centre in Kisumu County is listed as 40 per cent complete, while another maisonette in Kitengela is 50 per cent complete.

Properties listed in Nairobi, Kisumu and Coastal Counties

In Nairobi, the listings include residential property in Kileleshwa. Kisumu County has a rental residential building near Kisumu International Airport and a commercial development under construction near Katito Trading Centre.

The coastal properties include vacant plots in Kilifi, Bamburi and Kiembeni, an incomplete residential building in Bombolulu and a combined business and residential unit in Mombasa County.

Other properties listed for auction include rental buildings in Bungoma, a three-bedroom bungalow in Nakuru and vacant land in Luanda Kotieno, Siaya County.

The notice also covers properties in Kiambu, Machakos, Kisii and Meru counties.

Also Read: Bizna guide for choosing the right corporate gift this festive season

KUSCCO auction dates and venues for November 2026

Watts Auctions has scheduled the sales across three regional groupings on November 11, 20 and 27, 2026.

Nairobi, Central, Kajiado and Mount Kenya regions

The auction for properties in Nairobi, Central, Kajiado and the Mount Kenya regions will take place on Wednesday, November 11, at Watts Auctions, View Park Towers, 9th Floor, Nairobi.

Western, Nyanza, Rift Valley and Kisii regions

Properties in the Western, Nyanza, Rift Valley and Kisii regions will be auctioned on Friday, November 20, at the public park near Absa Bank in Kisumu town.

Coastal region

The coastal properties will go under the hammer on Friday, November 27, at 11 am at Watts Auctions, Canon Towers, 3rd Floor, Mombasa.

How to enquire about the KUSCCO auction properties

Interested buyers can contact Watts Auctions for further information on the listed properties and the auction process.

“For more details, please contact: 0722 732717, 0724 892643 and 0779 947405. Email: [email protected],” the notice reads.

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Bizna guide for choosing the right corporate gift this festive season

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Corporate gifting is an important part of relationship management. For businesses in Kenya, the festive season presents an opportunity to appreciate loyal customers, recognise business partners, thank suppliers and strengthen relationships with investors, employees and other stakeholders.

However, selecting the right gift requires more than choosing an attractive product and adding a company logo. Businesses must consider the recipient, the nature of the relationship, the purpose of the gift, the available budget and the professional or regulatory environment in which the relationship operates.

A poorly chosen gift may be forgotten, appear impersonal or create an uncomfortable obligation. A thoughtful one can communicate respect, demonstrate attention to detail and reinforce a relationship built on trust.

The following principles can help Kenyan businesses make more effective corporate gifting decisions.

1. Understand the purpose of the gift

Every corporate gift should have a clear purpose. A business may want to thank a long-standing customer, celebrate a successful partnership, recognise a supplier’s contribution, welcome a new client or mark an important corporate milestone.

The purpose should determine the type of gift, the presentation and the message accompanying it.

For example, a company celebrating ten years of partnership with a distributor might choose a personalised keepsake accompanied by a message recognising the relationship’s history. A business thanking a new client might select a practical desk accessory or a modest gift hamper.

Without a clear objective, corporate gifting can become an expensive annual exercise with little connection to the company’s broader relationship-management strategy.

Before making a purchase, ask: What relationship are we recognising, and what should this gesture communicate?

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2. Know the recipient and their preferences

The value of a gift is determined not only by its purchase price but also by how relevant it is to the recipient. A gift that reflects someone’s professional needs or personal interests is more likely to be appreciated than a generic item selected without consideration.

A technology entrepreneur might appreciate a reliable power bank or laptop accessory. A senior executive who travels frequently might prefer a travel organiser. A foreign client who enjoys Kenyan products might appreciate premium coffee, tea or a curated hamper featuring locally produced goods.

Businesses should consider the recipient’s role, working environment, interests and practical needs without making intrusive assumptions about their private life.

Where the company does not know the recipient well, useful, neutral gifts are generally the safer choice.

3. Match the gift to the occasion

Different occasions call for different types of gifts. A product suitable for a large conference may not be appropriate for a senior business partner celebrating a decade-long relationship.

For example:

  • Festive season: Curated hampers, Kenyan tea and coffee, food baskets or practical executive accessories.
  • Client onboarding: Branded notebooks, quality stationery or a welcome gift set.
  • Business anniversaries: Personalised keepsakes or gifts commemorating a shared milestone.
  • Employee recognition: Useful personal gifts, professional development opportunities or recognition awards.
  • International business visits: Distinctive Kenyan artisan products or locally produced goods.
  • Conference participation: Useful, portable and relatively inexpensive branded merchandise.

The occasion should guide the gift’s design, presentation and message. This makes the gesture more relevant and reduces the risk of giving an item that feels disconnected from the relationship.

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4. Establish a realistic budget

Corporate gifting should be financially disciplined. Businesses must balance appreciation with the need to manage operating costs, preserve margins and allocate resources to more productive activities.

A useful starting point is to establish spending categories based on the purpose of the gift and the recipient group. A company might have one budget for conference giveaways, another for regular clients and a separate allocation for strategic partners.

However, spending categories should not become a crude measure of how much the business values an individual. A well-selected gift at a modest price can be more meaningful than an expensive item chosen without thought.

When preparing a budget, account for the full cost of the gifting programme, including:

  • Product purchase and customisation.
  • Packaging and personalised cards.
  • Transport and delivery.
  • Taxes and other applicable charges.
  • Replacement costs for damaged or incorrectly delivered items.

For bulk purchases, request quotations at different order quantities and compare the total delivered cost. A low unit price may not represent the best value if quality, packaging or delivery is poor.

5. Prioritise usefulness and quality

A corporate gift should offer genuine value to the recipient. Items that are durable and useful in everyday life are generally better choices than products that look attractive but have little practical purpose.

Consider the difference between a low-quality branded notebook that quickly deteriorates and a well-made notebook that the recipient can use for months. The second option may cost more initially but offers better functional value.

Useful corporate gifts include quality stationery, insulated water bottles, travel accessories, desk organisers, laptop sleeves, food hampers and selected technology accessories.

Quality also includes reliability. Electronic gifts should come from reputable suppliers and have clear warranty arrangements where applicable. Food products should be properly packaged, within their shelf life and suitable for the recipient.

The objective is not to buy the most expensive product. It is to choose something that reflects the company’s standards and the importance of the relationship.

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6. Personalise the gift without overdoing it

Personalisation can transform a standard product into a more considered gesture. A recipient’s name, a short handwritten note or a reference to a shared business achievement can make the gift feel deliberate rather than routine.

For example, instead of sending a generic hamper, a company could include a card thanking the recipient for their contribution to a successful partnership during the year.

Corporate branding should be handled with restraint. A logo on a quality flask, notebook or travel bag can reinforce brand recognition, but excessive branding can make a gift feel like an advertisement rather than an expression of appreciation.

The balance depends on the purpose. Promotional merchandise distributed at a trade fair can carry more prominent branding than a premium gift presented to a long-standing client.

A useful rule is to make the recipient the centre of the gesture, not the company’s logo.

7. Respect corporate ethics and gifting policies

This is one of the most important principles of corporate gifting, particularly when dealing with procurement teams, public institutions, financial services companies and regulated organisations.

A gift should express appreciation without creating an expectation of preferential treatment. It should never be offered in exchange for a contract, favourable decision, confidential information or other business advantage.

Before sending a gift, businesses should establish whether the recipient’s organisation permits gifts, whether approval is required and whether any spending limits apply.

Some corporations have published integrity codes, for example, that require gifts to be modest, prohibit gifts intended to compromise objective business decisions and restrict cash and cash-equivalent gifts. They also provide for gift declarations and records. These rules may vary; they are not a universal spending threshold for all businesses.

Businesses should take particular care in the following situations:

  • A tender, procurement exercise or contract negotiation is underway.
  • The recipient is a public official or works for a public institution.
  • The recipient’s employer prohibits or restricts gifts.
  • The proposed gift is unusually expensive or highly personal.
  • The gift could reasonably be perceived as an attempt to influence a decision.

In such circumstances, the appropriate response may be to seek written approval, select a modest alternative, send a formal appreciation letter or refrain from gifting altogether.

The governing principle is straightforward: a gift should strengthen trust, not create a conflict of interest.

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8. Support Kenyan businesses and local producers

Corporate gifting can also support local enterprise development. Rather than sourcing every item from international brands, businesses can consider Kenyan coffee roasters, tea producers, food processors, artisans, leather-goods makers, printers and manufacturers.

A curated hamper featuring Kenyan coffee, tea, honey and artisan products can provide a distinctive experience while creating business for local suppliers.

This approach is particularly relevant for companies that want their procurement decisions to reflect commitments to local enterprise, entrepreneurship and responsible sourcing.

However, buying locally should not mean compromising on quality. Businesses should assess suppliers for product consistency, packaging, reliability, delivery capacity and value for money.

Where a company is ordering hundreds of gifts, the supplier’s ability to meet the required volume and delivery schedule is just as important as the attractiveness of the product.

9. Consider cultural, dietary and personal sensitivities

Kenya’s business environment brings together people with different cultural backgrounds, faiths, dietary preferences and personal values. A gift that is appropriate for one recipient may be unsuitable for another.

Alcohol, for example, may be acceptable to some recipients but inappropriate to others. Food hampers should account for known allergies and dietary restrictions. Highly personal items, perfumes and clothing may also be difficult to select without reliable information about the recipient.

For organisations gifting multiple clients, a small selection of alternatives can be more effective than insisting on one standard package for everyone.

Where preferences are unknown, choose broadly suitable items such as quality stationery, Kenyan tea, coffee, desk accessories or non-perishable food products with clear ingredient information.

The aim is to make the recipient feel respected rather than placed in an uncomfortable position.

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10. Pay attention to presentation and delivery

The presentation of a gift contributes to the overall impression it creates. A good product delivered in damaged packaging, with an incorrect name or after the relevant occasion, can undermine an otherwise thoughtful gesture.

Businesses should pay attention to packaging, labelling, personal messages and the condition of the product on arrival.

For festive-season gifting, it is advisable to plan ahead. Personalised merchandise may require design approval, sampling, production and quality checks before dispatch.

Companies sending gifts to recipients in Nairobi, Mombasa, Kisumu, Nakuru, Eldoret and other towns should confirm delivery coverage, lead times and arrangements for recipients who may be away from their offices.

A central delivery schedule can help businesses manage large campaigns, track dispatches and resolve problems before the festive period ends.

11. Maintain consistency and fairness

Corporate gifting should follow a clear and defensible approach. If several clients have comparable relationships with a company, large unexplained differences in gift value can create perceptions of favouritism.

This does not mean every recipient must receive an identical gift. A strategic partner, a new customer and a conference attendee may have different needs and may appropriately receive different items.

The important point is to establish reasonable criteria before making selections.

Businesses can segment recipients according to factors such as the nature and duration of the relationship, the occasion, the intended purpose and applicable corporate policies.

For larger organisations, a simple gifting register can record the recipient, organisation, gift, estimated value, date, purpose and relevant approvals. Such records improve accountability and help management evaluate expenditure.

Consistency is not about treating every relationship identically. It is about ensuring that decisions are based on transparent and reasonable principles.

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12. Measure the value of corporate gifting

Corporate gifting should not be evaluated solely by the number of gifts distributed or the amount spent. Businesses should also consider whether the programme achieved its intended purpose.

For example, a client appreciation programme might be assessed by whether key relationships were recognised, whether gifts were delivered successfully, whether recipients responded positively and whether expenditure remained within budget.

Useful measures include:

  • Percentage of planned gifts delivered on time.
  • Total cost per recipient, including delivery.
  • Percentage of gifts delivered without errors or damage.
  • Recipient feedback, where appropriate.
  • Compliance with internal gifting policies.
  • Budget variance against the approved allocation.

Businesses should be cautious about attributing subsequent sales or contract renewals directly to a gift. Commercial outcomes are influenced by many factors, including product quality, pricing, customer service and the strength of the overall relationship.

The more useful question is whether the gifting programme supported a broader strategy of customer appreciation and professional relationship management.

A practical checklist before buying corporate gifts

Use the following checklist when planning your next corporate gifting programme.

Corporate gifting checklist

  • Define the purpose of each gift.
  • Identify the recipient and understand their preferences.
  • Confirm the recipient’s organisation permits the gift.
  • Set a budget, including packaging and delivery.
  • Choose a useful, durable and appropriate product.
  • Check dietary, cultural and personal sensitivities.
  • Approve branding and personalised messages.
  • Verify supplier quality, stock and delivery dates.
  • Arrange tracking and confirm successful delivery.
  • Record expenditure and assess the programme afterwards.

Thoughtful gifting reflects the quality of leadership

Corporate gifting is a small but visible expression of how an organisation approaches its relationships. The best programmes combine appreciation with sound judgement, financial discipline and ethical conduct.

For Kenyan businesses, there is an opportunity to make gifting more meaningful by choosing practical products, supporting local producers, personalising messages and respecting the policies of recipient organisations.

Ultimately, the objective is not to impress clients with the cost of a gift. It is to recognise the value of a relationship without compromising the principles on which that relationship depends.

Strong business relationships are built through consistent value, trust and accountability. A thoughtful gift can reinforce those foundations, but the quality of the relationship must always rest on the quality of the business itself.

Call to action

  • Bizna invites corporate leaders, marketing, brand and public relations specialists to share articles for publication on Bizna Kenya at no cost.
  • Companies and marketers who deal in corporate gifts can partner with Bizna Kenya to be included in the corporate gifts directory to be published in a future article.

Call/WhatsApp Bizna on 0738198620

From feed to biosecurity: What it takes to succeed in pig farming

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Pig farming is a promising agribusiness venture in Kenya, driven by rising demand for pork, opportunities for smallholder farmers and the potential for relatively quick production cycles.

However, turning that demand into sustainable profits requires more than increasing herd numbers. Breed selection, proper feeding, disease prevention and sound farm management are critical to improving productivity and reducing losses.

Data from the Kenya Agricultural and Livestock Research Organization (KALRO) estimates the country’s pig population at nearly 981,000. Annual pork production stands at between 23,000 and 40,000 tonnes, compared with an estimated demand of 38,500 tonnes in 2025.

The sector is expected to expand further, with pork demand projected to rise by 125 per cent by 2030. Smallholder farmers account for approximately 80 per cent of the country’s pig population, placing them at the centre of efforts to meet the growing market demand.

Researchers at KALRO’s Non-Ruminant Research Centre in Naivasha emphasise that higher production will depend on farmers adopting practices that improve animal performance, feed efficiency and herd health.

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Choosing the right pig breed

Selecting suitable breeding stock is one of the first decisions that can influence the performance and profitability of a pig enterprise.

According to KALRO research scientist Benedict Olale, farmers should choose breeds based on their production objectives, whether they intend to produce breeding animals, piglets or pigs for the pork market.

The Naivasha research centre maintains Large White, Landrace, Duroc and Hampshire breeds, alongside crossbred animals. Each has characteristics that make it suitable for particular production purposes.

Large White and Landrace pigs are widely used in breeding programmes because of their value in developing productive breeding females.

Duroc and Hampshire, meanwhile, are valued for their growth and meat-production traits and can be incorporated into crossbreeding programmes to improve market-oriented performance.

Damaris Njoroge, a pig farmer at Buffalo View in Naivasha, keeps Duroc, Landrace and Large White pigs. She favours crossbreeding to take advantage of the characteristics found in different breeds.

“I prefer Duroc because of the weight gain,” she says.

Balanced feeding is key to profitability

Feed is one of the most important considerations in pig production because it directly affects growth, reproduction and the time animals take to reach market weight.

At KALRO’s Dairy Research Institute feed mill, Victor Opiyo oversees the production of feeds formulated for different classes of livestock, including pigs.

The mill produces creep, starter, weaner, grower, finisher and lactation feeds to meet animals’ changing nutritional needs.

Opiyo says feed quality starts with selecting and testing ingredients, not just the mixing process.

Before production, raw materials are analysed in a laboratory to determine their nutritional composition.

The findings are entered into a computerised formulation system, which helps establish the appropriate proportions of ingredients required to meet the nutritional specifications of the intended feed.

Once mixing is complete, samples of the finished product undergo further testing to verify that they meet the required standards.

The mill uses a mixer with a capacity of 1.5 tonnes, with ingredients mixed for approximately 20 minutes to promote uniform distribution throughout the batch.

Opiyo says a properly formulated ration must provide the right balance of energy, protein, amino acids and minerals. Focusing on only one nutrient can leave animals deficient in other essential components.

Protein sources may include sunflower meal and soya de-oiled cake, while maize, maize germ, wheat bran and wheat pollard can supply energy. Additional ingredients provide amino acids such as lysine and methionine, alongside minerals including calcium and phosphorus.

For sows, Opiyo cites a protein content of approximately 15 to 17 per cent and an energy level of 2,800 to 3,100 kilocalories, depending on the animal’s stage of production and the formulation used.

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Match feed to the pig’s stage of growth

Pigs have different nutritional requirements as they develop, making it important for farmers to provide feeds suited to each production stage.

Creep feed introduces piglets to supplementary nutrition while they are still young. Starter feed supports their transition to solid diets, while weaner feed helps meet their needs after separation from the sow.

For continued development, the piglet should be fed Grower feed, after which finisher feed is introduced to prepare animals for the market by supporting appropriate weight gain and carcass development.

Lactation feed, meanwhile, is formulated to meet the nutritional demands of sows producing milk.

KALRO feeding guidelines indicate that weaners require about 18 per cent crude protein, while grower and finisher diets generally contain approximately 14 to 16 per cent, depending on the formulation and production requirements.

Proper feed storage prevents losses

Even a well-formulated ration can lose its value if it is contaminated or stored under unsuitable conditions.

Opiyo cautions that feed quality depends on the entire process, from sourcing raw materials to transporting and storing the finished product.

Ingredients contaminated by toxins such as aflatoxins can compromise feed safety, while poor storage conditions may introduce moisture, pests and other contaminants.

He advises farmers to keep feed in dry, well-ventilated stores, place bags on pallets to avoid direct contact with the floor, and protect stocks from rodents and dampness.

Proper packaging and careful handling during transport are equally important to prevent deterioration before the feed reaches the animals.

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Clean water supports healthy growth

Water is another essential component of efficient pig production, yet its importance can be overlooked when farmers concentrate primarily on feed.

Olale says pigs should have continuous access to sufficient clean water throughout the day.

Water supports digestion, nutrient utilisation and temperature regulation, while inadequate supply can interfere with feeding and overall performance.

Farmers should ensure that drinking points are accessible, clean and functioning properly. Water containers and drinkers also need regular cleaning to prevent contamination.

Biosecurity is the first line of defence against disease

Good nutrition alone cannot guarantee a profitable pig enterprise. Disease outbreaks can undermine production, increase costs and wipe out an entire herd, making preventive health management essential.

KALRO veterinary officer Dr Irene Ogali says biosecurity involves measures designed to prevent disease-causing organisms from entering a farm and spreading among animals.

She advises farmers to clean and disinfect pig housing regularly and maintain hygiene around equipment, including wheelbarrows, forks and feeding utensils.

Farmers should also control access to their premises, limit unnecessary visitors and provide protective clothing for people entering pig housing. Footbaths can form part of the hygiene system when properly maintained and used.

Additionally, breeding stock should be sourced from reputable farms with reliable health management practices.

Newly acquired pigs should be kept separate from the established herd for approximately two to three weeks while their health is monitored and they are assessed for possible signs of disease.

Early disease detection can save a herd

Daily observation is another important part of effective pig management. Farmers who understand their animals’ normal behaviour are better positioned to identify unusual changes before a problem becomes severe.

Reduced appetite, changes in body condition, abnormal breathing, altered behaviour and other signs of illness should prompt closer examination and, where necessary, consultation with a veterinary professional.

Ogali warns that delays in recognising and responding to disease can have devastating consequences.

She says some infections can cause mortality rates of up to 100 per cent when early clinical signs are missed.

African swine fever is among the major threats facing pig farmers. The disease is highly contagious, and there is no curative treatment or widely available commercial vaccine for routine prevention in affected herds.

Ogali says biosecurity remains central to controlling its spread.

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Yvonne Okwara exits Citizen TV, ends nearly 20-year journalism career

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Veteran journalist Yvonne Okwara has announced her departure from Citizen TV after eight and a half years at the Royal Media Services (RMS) owned broadcaster.

Okwara made the announcement on Tuesday, October 27, during her final edition of The Explainer, a weekly current affairs programme aired every Tuesday at 9pm.

She also revealed that the departure marks an end to a nearly two-decade career in journalism after working across several media houses in Kenya.

In her farewell address, Okwara expressed gratitude to viewers and colleagues for their support throughout her career, describing her departure as a return to the place where her professional journey began.

“When I walked through these doors I was young, fresh from university. I still feel the same way. But allow me tonight a little indulgence, because this is my final final word. The very place I started my career in journalism is the same place I get to wrap things up,” she said.

Also Read: How Ode Francis built a career uncovering crime and social injustice

She further described the departure as the beginning of a new chapter.

“So, I am not done building. I’m simply moving to build something else. And to you, I urge: keep asking the right questions, keep demanding better, keep holding power to account, and keep believing that this country is worth fighting for,” she added.

Okwara did not disclose her next move but signalled her intention to pursue new opportunities beyond the newsroom.

From KBC to Citizen TV

Okwara began her media career at the Kenya Broadcasting Corporation (KBC), where she hosted a children’s programme before moving into radio and television roles.

She later joined Hot 96FM before moving to the Nation Media Group, where she worked as a radio talk show producer for QFM in 2008. During her time at the media house, she also did voice-over work for NTV’s business programme, Money Matters.

In 2012, Okwara joined the Kenya Television Network (KTN) on a five-year contract, gaining further experience in television journalism before moving to Royal Media Services.

She joined Citizen TV in 2018 as a prime-time news anchor and was subsequently promoted to senior news anchor and editor in charge of research and planning.

During her tenure at Citizen TV, Okwara anchored prime-time news bulletins, hosted current affairs programmes and reported on major political and economic developments in Kenya.

Her work also included interviews with prominent national and international figures, among them President William Ruto, Cabinet Secretaries and United Nations Secretary-General António Guterres.

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Ndindi Nyoro acquires stake in Olympia Capital in fresh investment move

Businessman Ndindi Nyoro has acquired a stake worth Sh29.8 million in Olympia Capital. Mr Nyoro who is also the Member of Parliament for Kiharu Constituency acquired the stake through his investment firm which is known as Limpopo Capital Limited.

The stake acquired by Nyoro comprises of 3,982,253 shares. It placed him as the third largest shareholder in Olympia Capital. Olympia is currently listed at the Nairobi Securities Exchange (NSE).

Reports suggest that this is not the only acquisition that Mr Nyoro will be making. Apparently, he is aiming to acquire additional shares in this company that will push his stake to 25 percent.

By holding 25 percent of the company, Nyoro will have met the set threshold to declare his intention of taking over this business, which he is aiming to convert into an investment firm.

This company is currently trading at a share price range of between Sh7 and Sh 8 apiece. A spot check by Bizna Kenya shows that as at the end of trading on October 27th, Olympia had a 52- week high of Sh9 per share and a low of Sh6 per share.

On this day under review, the counter closed at an average trading price of Sh7.22 per share

Read More: Are inexperienced investors copying Ndindi Nyoro when buying shares?

“The plan is to transform the company into some kind of Berkshire Hathaway [investment business],” Nyoro told local media.

Nyoro has however said that if he is unable to acquire a controlling stake in the company, he will sell his newly acquired stake at a profit and exit the company altogether.

He revealed that he started acquiring his shares in this company in the year 2025.

“I started buying Olympia Capital Holdings in 2025. I thought I’d get enough supply to at least 25 percent but liquidity of the share is low,” said Nyoro.

“What I need to do with it can only happen when we have higher shareholding. If it’s difficult, then we will exit [sell off our shares].”

Women in Trade Forum urges stronger partnerships to unlock global markets for African Entrepreneurs

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In Nairobi, Kenya, women entrepreneurs in Africa have been encouraged to enter into strategic partnerships, enhance their access to financing and reinforce their business networks if they are to expand their enterprises into regional and international markets.

The call was placed by Dr Purity Ngina, CEO of the Commission, when she was speaking at the Africa Women in Trade Forum at the Weston Hotel in Nairobi on 28 October 2026.

Under the theme of “Accelerating Women-Led Trade for Africa’s Economic Transformation”, Dr Ngina called on all stakeholders to go beyond mere networking and goodwill and instead pursue structured partnerships which could deliver tangible business results.

She pointed out that women’s own enterprises need more than just ambition if they are to grow, stating that access to finance, international buyers, technology, mentorship, market intelligence and distribution networks are all essential for building competitive businesses.

Dr Ngina called on financial institutions, government agencies, development partners and private sector organisations to determine their individual roles in the women’s business ecosystem and to cooperate in overcoming the barriers that are hindering enterprise growth.

She gave examples of practical measures such as linking women exporters with international buyers, assisting businesses in meeting certification requirements, helping them gain access to affordable financing, and setting up joint market access programmes.

The CEO also encouraged the participants to extend their networks beyond their usual business circles so that they could get in touch with entrepreneurs who have viable businesses but who do not have access to markets, resources and opportunities.

She said that we should shift our emphasis from goodwill to structured collaborations and tangible commercial results.

She stressed that women entrepreneurs and organisations should not work by themselves but should rather acknowledge the place they have within a wider ecosystem in which shared resources and expertise can enhance their impact, prevent duplication, and provide opportunities for business growth.

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Dr Ngina also stressed the need to extend business support not only to the major commercial centres but also to women entrepreneurs in various counties.

She mentioned that she is currently working with women in Homa Bay, Kisumu, Meru and Murang’a, pointing out that entrepreneurs should be supported no matter where they are located or what stage of development their businesses are at.

As Dr Ngina points out, a good business support ecosystem must give entrepreneurs the necessary back-office help, whatever their situation may be—whether they are just beginning out, expanding their current operations or are preparing to enter international markets.

She stated that the best way to judge whether partnerships have been successful is to look at the increased access they have given to buyers, the better financing opportunities they have provided, the stronger the enterprises have become, the jobs they have created, and the greater the participation in global trade.

The CEO stated that the Commission is committed to working with its partners to enable women-owned businesses to set up shop, grow in a sustainable way and take part in international markets.

She noted that a business might start off locally but its growth potential should not be restricted by its geographical position, its existing networks, or its access to opportunities.

The Africa Women in Trade Forum, which takes place from 28 to 30 October 2026, gathers women entrepreneurs, policymakers, investors, financial institutions and industry leaders in order that they may examine the possibilities of expanding women-led trade throughout Africa.

The forum, which was organised by OWIT Kenya in cooperation with the State Department for Trade, centres on the issues of market access, financing, digital trade, business competitiveness and cross-border partnerships.

The talks are taking place at a time when there are increasing efforts to enhance women’s involvement in regional and continental commerce, particularly in light of the opportunities offered by the African Continental Free Trade Area (AfCFTA).

Dr. Ngina pointed out that as women-owned businesses grow, the benefits spread not only to the individual businesses but also to their families, communities, and the wider economy, which makes collaboration an important factor in achieving sustainable economic development.

Kenya’s building collapses are a project governance crisis. We must manage risk before tragedy strikes.

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Another building has come down. The collapse in Nairobi’s Eastleigh area has left grieving families, displaced residents and a nation asking the same difficult question it asks after every such tragedy: could this have been prevented?

Each time, the rubble leaves behind more than broken concrete and twisted steel – it leaves a demand for answers. As investigations continue, Kenya must look beyond the immediate causes of individual incidents and examine the systems through which buildings are planned, approved, constructed and monitored.

Project Governance Must Be Part of the Conversation

I believe this conversation must include project governance, a critical but often overlooked dimension. Construction involves developers, financiers, architects, engineers, contractors, project managers and regulators. Each has defined responsibilities, but safety depends on how effectively these responsibilities are coordinated, monitored and enforced throughout a project’s lifecycle.

Even a project that begins with sound designs and the necessary approvals can become dangerous when construction deviates from approved plans, changes are made without proper assessment, quality concerns are ignored or commercial pressures override safety requirements. This is where effective project management becomes essential.

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Project Management Is a Safeguard for Human Life

Scope management ensures that construction remains within approved designs. Change control prevents unauthorised alterations. Quality assurance verifies that materials and workmanship meet required standards. Risk management identifies threats early enough for corrective action. These are not administrative exercises. They are safeguards for human life.

Kenya cannot measure the effectiveness of its construction oversight framework simply by the existence of regulations, licences and inspection procedures. We must also establish whether these safeguards remain effective as projects progress from design to construction and occupation.

The South C Collapse Raises Critical Questions

The January 2026 South C building collapse illustrates this challenge. According to findings reported by the National Construction Authority (NCA), four additional floors had been constructed beyond the approved 12-storey design.

This raises a fundamental question: how do we ensure that what is built remains consistent with what was approved, and that dangerous deviations are identified before lives are put at risk?

The answer requires stronger coordination between regulators, county governments and built-environment professionals. It also demands clear accountability for decisions, reliable documentation of design changes, effective inspections and consequences where violations are established.

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Three Reforms Can Make Construction Safer

Three reforms can make construction safer: monitor what is built, manage risk continuously, and hold the entire delivery chain accountable.

First, strengthen end-to-end project compliance monitoring. Every significant development should have a verifiable record of approved designs, authorised changes, inspection findings, corrective actions and final occupancy clearance. Digital systems can improve transparency and help regulators identify discrepancies earlier.

Second, make risk management a continuous process. Risk management must become a continuous process rather than a document prepared to satisfy procedural requirements. Project teams should maintain active risk registers, establish clear escalation procedures and act promptly when structural concerns, poor workmanship or deviations from approved plans emerge. Serious safety concerns must trigger appropriate intervention, including suspension of work where required, until the risks are addressed.

Third, enforce accountability across the project delivery chain. Developers must prioritise safety alongside cost and timelines. Contractors must comply with approved designs. Consultants must fulfil their professional obligations, while regulators need the capacity and independence to enforce standards. Where negligence or misconduct is established, appropriate legal and professional consequences must follow.

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Transparency and Enforcement Must Support Reform

These measures should be supported by transparent reporting on inspections, violations and enforcement outcomes. The public deserves evidence that safety standards are being implemented, not merely assurances that regulations exist.

Successful Projects Must Prioritise Safety

Project management is often associated with delivering projects on time and within budget. But successful delivery also requires ethical leadership, responsible decision-making, risk management and protection of stakeholders. A building delivered on schedule is not a successful project if it compromises human safety. Savings achieved by bypassing essential safeguards are not efficiencies. They transfer unacceptable risks to workers, residents and surrounding communities.

This principle applies equally to housing, schools, hospitals, roads and other infrastructure. The quality of project governance influences whether investments deliver their intended benefits safely and sustainably. As a professional community, we must promote a culture in which integrity is non-negotiable, concerns can be escalated without fear and commercial pressures never override legitimate safety requirements.

Kenya Must Turn Building Collapses Into Actionable Lessons

Kenya cannot afford to respond to every building collapse with public outrage followed by another cycle of investigations and promises. Each incident must generate actionable lessons, measurable reforms and sustained oversight.

We owe this to construction workers, families, businesses and communities whose lives depend on responsible development. Kenya has the expertise to build. Our challenge is to ensure that every project is governed with the discipline, accountability and commitment to safety that human life demands.

About the author

Maureen Ochang is a distinguished leader in project, programme and portfolio management, with a proven track record of delivering strategic initiatives within budget, on schedule and to the highest quality standards.

She has successfully managed a strategic project portfolio valued at KSh 2.3 billion, delivering projects within established customer quality and risk thresholds while achieving 16% in budget savings. Through a strong focus on strategic alignment and benefits realisation, she has helped her organisation achieve 149% of its targeted annual benefits.

Maureen has also spearheaded agile transformations that have accelerated project execution and enabled faster value creation. Her commitment to robust governance has contributed to a 100% governance score, reflecting her emphasis on accountability, risk management and disciplined project oversight.

A strong advocate for continuous improvement and professional development, she has supported the development of organisational capabilities, with 67% of her team attaining Project Management Professional (PMP) certifications and 83% achieving Prosci Change Management certifications.

Her contributions to project delivery and benefits management have earned her multiple awards for excellence. Maureen combines strategic vision, operational discipline and a commitment to professional excellence to strengthen organisational performance and deliver sustainable business value.