Are insurance policies in Kenya a scam or not? This is a question that often evokes varying answers from the experiences of many Kenyans who have taken insurance policies. Many people feel that insurance policies in Kenya are designed to take and not give back.

But are they? Why are policies so complicated in Kenya? Are there any benefits to them? These are some of the questions that Rhina Namsia, the founder and chief executive officer of The Acemt Consulting, a training and consultation company that provides financial planning and investment advisory, addresses;

Many people out here are frustrated losing money through insurance policies and not fully understanding why.

You will always find a few industry insiders stepping in to defend the importance of terms and conditions. That’s fair enough, but what’s missing is a clear breakdown of the real mechanics; the how, when, and under what circumstances those terms actually apply in practical and everyday scenarios.

Let’s be honest, most of these T&Cs are written in language that the average person cannot easily interpret. And most are never really well explained during the sale. And by the time reality hits, it’s usually when someone can no longer afford to continue with the policy or has realized they could have opted for a different product for the specific goal aimed.

This is the point at which the truth starts to surface. Because in a majority of these situations, one of two things will happen:

1. The Sum Assured (what you expected to receive at maturity) changes, or
2. The Surrender Value (what you can get if you exit early) is significantly lower than expected. These are the real issues people are rarely shown, in actual numbers – what these outcomes look like across different scenarios.

If we are serious about protecting consumers, then transparency shouldn’t begin at the point of sale, it should start at the point of marketing.

People need to see the full picture upfront, that is; the benefits, the risks, the trade-offs, and the exact financial implications of exiting early or defaulting. Not just polished Sum Assured figures that look enticing for the client.

This is especially for the 15, 20 year policies… Asking someone to commit to a 15 or 20- year policy without fully understanding it is a big ask. That’s a long-term financial obligation, not a casual decision.

And one thing needs to be made very clear: Insurance contributions are not the same as savings that sit in an account, waiting to be withdrawn at any time.

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We can romanticize it and make it look like savings and/or look like a savings tool but it’s not a savings tool. It’s a protection tool where the risks are being transferred to the company which pools funds of many other people to cover those risks.

You can’t just decide one day when you wake up that you want your money. Only when you get to the end of the contract term as signed can one receive what they signed for which also needs to be very very clear.

When signing a product for say Sh5,000 flat, you as the client should ask about the fees, part of which usually goes to the Insurance Policy-holder Compensation Fund (PCF) and the rest to administration.

So don’t do the math for the Sh5,000 flat. As a seller, please stipulate these to the prospects as well so that the client either decides to top up or reduce the figure of their anticipated Sum Assured.

Factor in the Tax reliefs as well. You signed a contract of risk transfer not a storage of money.

Ride-hailing cab Bolt has revealed that its top-earning driver takes home Sh400,000 per month.

Speaking during the release of the Gig Economy Report in Nairobi, Bolt’s General Manager for East Africa Dimmy Kanyankole said the average earning for Bolt drivers is Sh63,000, with bikes making an average of Sh56,000 per month.

“Top 20 percent of drivers earn Sh184,000, with our single top-earning driver earning Sh400,000 per month. The average earnings for Bolt drivers is Sh63,000. For bikes, they are making an average of Sh56,000 per month,” he said.

The company said the earnings include gross trip income, bonuses and incentives.

Bolt, a multinational travel company is one of the popular digital taxis in Kenya, offering various shared mobility services including ride-hailing, parcel delivery, scooter e-bike, and car rental, as well as food, and grocery delivery via the Bolt Food app.

The cab operates across Kenya’s major cities including Nairobi, Kisumu, and Mombasa charging a commission of about 20 percent on every trip.

With the growing demand for flexible work and digital earning opportunities, more Kenyans are increasingly turning to ride-hailing as a source of income, with over 50 percent of digital-hailing drivers relying on the platform as their main source of income.

The drivers say net earnings are determined by various factors, including fuel costs and maintenance.

Allan Macharia, a Nairobi-based driver, had earlier revealed he earns an average of Sh3,800 per day, which sometimes stretches to up to Sh150,000 per month, when the demand is high.

“My target is around Sh3,800 daily. To get that, I have to make Sh6,500 in total, with one part going to the car and the rest being my take-home,” he says.

“In a month working full days, I make more than Sh100,000. Even when you do Sh3,000 a day, that’s Sh90,000,” the driver adds, noting that he makes up to Sh150,000 during festivities.

Attributing his success to discipline, Macharia also says that observing demand helps him achieve his target.

The driver says that when he notices the day has become slow, he opts to drive to another place, maybe one or two kilometres, to find a new market

Data from Statista projects that Kenya’s ride-hailing market revenue will grow annually at 4.79 percent to hit Sh9.2 billion by 2030.

The number of users is expected to rise to 9.03 million by 2030, with penetration increasing from 13.9 percent in 2025 to 14.3 percent by the end of the decade. The average revenue per user is forecast at Sh912.

Also Read: DTB pre- tax profit jumps by 26%, increases dividend to KShs 9 per share

Diamond Trust Bank (DTB) today announced its financial results for the year ended 31 December 2025, delivering strong growth across key financial indicators.

Pre- tax profits rose by a significant 26% whilst profit after tax increased by 21% to KShs 10.7 billion. This reflected a significant 15% increase in total assets, a 14% rise in top-line revenues and strict cost discipline across the franchise, which restrained growth in operating expenses to 7% during the year. Customer deposits surpassed the half a trillion threshold, rising by 14% during the year, to close at KShs 509 billion. Net loans also grew by 14%, closing the year at KShs 324billion.

This was driven by a sustained expansion in the customer base, which, across East Africa, grew to 4.5 million at the end of 2025, from 3.1 million a year earlier, on the back of a 157-strong and growing branch footprint and by leveraging ecosystem banking to grow the mid-markets, SME and retail segments.

The Bank’s non-performing loan (NPL) ratio declined to 10.8% from 12.3% in the prior year, reflecting an improving credit environment. The Group’s specific coverage ratio also improved to 51.1% from 39.6%. DTB remains focused on further improving this with a target to achieve a single-digit NPL ratio by the end of 2026. Shareholders’ equity crossed the 100 billion mark, underscoring the Bank’s strong capital base and long-term financial resilience.

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In recognition of the Bank’s strong performance, the Board of Directors has recommended an increased dividend of KShs 9 per share, reaffirming its commitment to delivering sustainable value to shareholders.

Commenting on the results, Group Chief Executive Officer Nasim Devji said, “These results reflect the strength of our strategy and the resilience of our business model. We have delivered quality growth while maintaining strong discipline and enhancing operational efficiency. Our continued investment in digital capabilities is enabling us to serve our customers better and expand access to financial services across our markets. At the same time, we remain committed to building a bank that creates long-term value for all our stakeholders.”

DTB Kenya’s CEO, Murali Natarajan, added, “Our performance is not only measured by financial returns, but also by the impact we create. Through our initiatives, we are supporting communities, advancing financial inclusion, and contributing to climate action. This balance between performance and purpose is central to how we operate and how we will continue to grow.”

This performance is anchored in DTB’s commitment to profit with purpose, ensuring that
Financial success translates into meaningful social and environmental impact. As at the end of 2025, the Bank grew over one million trees under its Much More Than Trees initiative, contributing to climate action and ecosystem restoration, reached more than 30,000 girls through its Achieve More Girl programme supporting menstrual health and education, and trained over 10,000 individuals and MSMEs in financial literacy and enterprise development, strengthening livelihoods and economic resilience.

Looking ahead, DTB will continue to focus on its business growth, digital innovation, and supporting customers across segments and sectors, while advancing its sustainability agenda.

In many businesses, discounts are a quick way to get attention. But casinos are different. They are not just selling something simple. They are selling an experience. That is why loyalty programs often work better than basic discounts.

Discounts Create Short-Term Action

Discounts are simple. They speak fast. People get it right away. If something is cheaper, it is easier to say yes. In retail, that can work very well. But in gambling, the effect works differently. This happens because discounts usually attract the deal itself, not the brand. The customer usually comes for the offer. Once another platform gives a better deal, the same customer may leave. That makes discounts easy to copy but hard to build on, even if you’re simply betting on a volleyball game in Kenya.

Loyalty Programs Build a Habit

Loyalty programs work in a different way. They do not focus only on today’s transaction. They shape future behavior. The player keeps getting rewards for coming back. That makes it feel long-term, not one-time.

That feeling is powerful. People like progress. They like to see that their activity leads somewhere. Even small rewards can matter if they arrive in a system that feels active and personal. A loyalty program turns separate visits into a longer journey. That is one reason it often holds attention better than a one-time discount.

Small Wins Can Build Better Experiences

A ten per cent discount may look generous, but a complimentary meal, a room upgrade, bonus points, or a small cashback amount feels more personal. This shapes how players experience their time. Ongoing rewards create a sense of continuity. Small, frequent benefits support longer, more enjoyable sessions, without the pressure of high stakes. Thoughtful timing also plays a role. A reward that arrives during or after play feels like appreciation for time spent, not just an upfront offer.

Tiers Encourage Retention

The more a player reaches a higher tier, the more they are inclined to choose to continue their journey. This allows for more opportunities to build on their progress. The experience feels continuous and rewarding. A tier system creates an ongoing relationship. It reflects a player’s history, recognizes their current status, and offers a clear path forward.

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Sometimes, players return to the game not only because something has changed in the game itself. In fact, they do it because the experience remains active and a welcoming environment. From a business perspective, this creates lasting connections, where players feel valued and appreciated, not just incentivized.

Cashback Feels Safer Than a Discount

Cashback is one of the reasons loyalty systems feel rewarding. It adds value to the overall experience without changing the initial cost. In gaming, timing plays an important role in how that value is perceived.

A discount lowers the cost before play begins. Cashback, on the other hand, returns a portion after the experience. This creates a smoother flow, where players can enjoy their session with more ease at the start and feel appreciated afterwards. In a casino setting, this balance supports longer, more relaxed sessions and encourages steady, low-stake play as a form of sustainable entertainment. Instead of focusing on the outcome of each individual round, the experience becomes about extended enjoyment.

Reward Design Changes How Customers See the Brand

This is an important point. Discounts can encourage players to focus on price alone, but loyalty programs expand that view. They highlight a broader experience built around comfort, recognition, and added value. This can include points, status, convenience, attentive service, and thoughtful perks. Players begin to appreciate the full experience, not just the cost.

Smaller, more frequent bets support this experience. They allow for longer, more relaxed sessions with steady engagement. It turns gameplay into sustainable entertainment. Strong reward design, in this sense, creates value that goes beyond money and builds a sense of connection and care.

Discounts Can Hurt Perception

There is another challenge with relying too heavily on discounts. They can shift how players perceive the overall experience. When offers appear too frequently, guests may begin to focus only on promotions instead of enjoying everything the platform provides. Over time, this can reduce appreciation for the full experience.

This is why loyalty programs have an important role. They are able to recognize and reward continued engagement in a personalized way. This allows players to feel a personal connection and appreciation. Instead of reducing value, they enhance the overall experience.

Why Loyalty Programs Work

Loyalty programs offer clear value and a better overall experience. Players enjoy benefits like points, cashback, and perks. They also feel progress, recognition, and a sense of status. Together, this feels more rewarding than a simple discount.

Casino play is more than numbers. Atmosphere, routine, and small details all matter. A loyalty program adds consistency and flow. Each session feels like part of something bigger, where players are appreciated and welcomed.

Smaller, frequent bets support this experience. They allow longer, more relaxed play and steady entertainment. Players can enjoy the game at their own pace, without the pressure of high stakes.