Profit Before Tax rose by 30% to shs1.56 billion, buoyed by investment return, which grew by  44% to shs3.96 billion, with the asset management unit generating shs1.04 billion in revenue from asset management services compared to shs829 million in June 2025, reflecting growing investor confidence and expanding Assets Under Management (AUM). Insurance revenue rose by nearly 18% to shs16.34 billion.

The improved performance marks a positive recovery from the results reported in a similar period last year and reflects the progress made in strengthening the Group’s earnings. Improved investment returns and increased revenue from asset management services have supported this performance and strengthened our outlook.

The Group recorded shs962 million in revenue from land sales. This yielded a gross margin of shs341million after cost of sales, supporting balance sheet optimisation.

As the Group executes its 2026-2030 strategy, it remains focused on creating sustainable shareholder value through disciplined investment, customer-centric innovation and digital transformation, while diversifying product portfolio and strengthening collaboration across its subsidiaries.

The announcement comes weeks after the Group launched its microinsurance business (CIC IMPACT), expected to provide insurance services to more underserved Kenyans in the informal sector.

Key Financial Highlights:

• H1 2026 Net profits up 70.3% to shs1.09 billion from Kshs 638.5 million in June 2025
• Profit Before Tax up 30.2% to shs1.56 billion compared to shs1.2 billion in 2025
• Insurance revenue rose 17.8% to Kshs 16.3 billion from Kshs 13.87 billion in June 2025
• Investment return up by 44% from shs2.75 billion in 2025 to Kshs 3.96 billion in 2026
• Earnings per share increased to shs June 2026, up from 0.23 in June 2025.
• Total assets rose to shs81.68 billion in June 2026 from shs 73.75 billion in June 2025.

Kenya Subsidiaries

General Insurance Business

The General Insurance business delivered strong topline growth, with insurance revenue increasing by 18% to KShs 10.7 billion, driven by GWP growth under motor and medical classes.

• Profit Before Tax stood at KShs 734 million, reflecting a 33% growth YOY attributed to strong topline growth which positively impacted insurance revenue growth which significantly outpaced the growth on claim cost.
• The business continued to strengthen its balance sheet, with total assets growing by 12% YTD to Shs23.95 billion, driven by growth in investment on financial assets attributed to new placements in the investment portfolio.

CIC Life Assurance

The subsidiary demonstrated steady growth, with insurance revenue increasing by 20% to KShs 4 billion, supported by continued demand for life products.

• Profit Before Tax stood at Shs 190 million, reflecting increased claims experience during the year.
• The deposit administration increased by 14% YTD to Shs                                                                                                                                                                                             21 billion, reinforcing our position in long-term savings solutions.
• In line with the above growth, total assets increased by 16% YTD to KShs 48 billion reflecting growth in insurance reserves.

CIC Asset Management

• CIC Asset Management continued to be a key growth driver for the Group, with assets under management increasing by 19% YOY to Shs211.7B, supported by a positive fund performance.
• Profit Before Tax increased by 9% YOY to Shs526M, driven by higher fund management fees in line with the growth in AUM.
• The fixed income fund has grown significantly by 61% YTD to shs29B, driven by attractive returns.
• The business remains well-positioned to capitalise on increasing demand for investment solutions, supported by digital distribution channels and product innovation.

CIC Asset Management unveils upgraded CIC Invest App

Regional Subsidiaries

The performance of regional subsidiaries remained an important contributor to the Group’s topline growth during the year.

• CIC Malawi recorded 5% growth in insurance revenue to KShs 595 million in H1 2026.
• CIC South Sudan recorded 71% growth in insurance revenue to KShs 563 million in H1 2026.
• CIC Uganda recorded a 31% decline in insurance revenue to KShs 426 million in H1 2026

The Group continues to invest in strengthening regional operations. All regional subsidiaries are well capitalised.

Sustainability and Impact

CIC Group continued to integrate sustainability into its operations, focusing on:

• Expanding financial inclusion by providing insurance coverage to more than 2 million lives
• Strengthening communities through the training of 6,590 cooperative leaders and a KSh 48 million investment in education

• Reducing environmental impact through a 4.8% decline in electricity consumption and the avoidance of over 861 tonnes of carbon emissions
• Supporting climate resilience through the payment of Shs80 million in agricultural insurance claims

Strategic Outlook

As the Group executes its 2026 -2030 strategy, it will build on the progress achieved during the first half of 2026 to drive sustainable growth and create long-term value for shareholders, customers and other stakeholders.

Looking ahead, we will focus on:

• Advancing digital transformation, product innovation and diversification.
• Expanding financial inclusion through the Microinsurance Subsidiary.
• Strengthening performance and collaboration across subsidiaries and regional markets.
• Strengthening employee engagement to enhance stakeholder value.
• Deepening sustainability and shared value commitments.

Conclusion

We are pleased with the growth trajectory of our business and remain confident in our ability to scale even greater heights. We are committed to delivering our 2026-2030 strategy and forging strong business partnerships with stakeholders across our markets, ensuring alignment with our business goals.

CIC Insurance Group profit surges 70% to Shs1.09 Billion in H1 2026 first appeared on Bizna Kenya

Old Mutual holdings profit soars to Shs882M as insurance business returns to profitability first appeared on Bizna Kenya

Kitengela’s Rapid Growth Highlights Need for Decentralised Sanitation

Kitengela was strategically selected due to its rapid real estate expansion paired with the absence of widespread municipal sewer coverage; a dynamic common across Kenya’s emerging urban centres, where property developers rely heavily on decentralised wastewater solutions.

Water Services Regulatory Board data shows only about 9 per cent of Kenya’s population — roughly 5 million people — is connected to a municipal sewer network, leaving onsite sanitation as the primary solution nationwide.

BioTank Africa Takes Technical Training County by County

Highlighting the strategic evolution behind the county rollout and the vital role of grassroots tradespeople in national development, Edwin Kirugo, Founder and General Manager at BioTank Africa, noted:

“Our fundis are our primary brand ambassadors on the ground, making sure every installation protects public health and meets strict quality standards. With over 90 per cent of the country depending on onsite sanitation, the artisans we accredit today are directly building safer, cleaner communities for tomorrow. Taking this Forum county by county ensures we take world-class technical training directly to where fast-paced construction is actually happening.”

The event also marks a key milestone for BioTank Africa as it celebrates eight years in the Kenyan market. It follows the April launch of the company’s “Kuwa Mbele Jenga Easy” campaign, the opening of its Nakuru branch, and upcoming plans to roll out a nationwide distributor network.

Best institutions for IT training in Kenya

NCA Certification Targets Technical Skills Gap

The day-long practical training drive directly responds to a major national technical gap.

Data from the National Construction Authority (NCA) indicates that while over 90% of Kenyan developments rely on onsite wastewater systems, only 30% of local construction artisans hold formal technical training.

Participating artisans at today’s Kitengela Forum completed structured practical modules and were awarded official technical accreditation certificates issued directly by the NCA, as part of the regulator’s ongoing partnership with BioTank Africa to formalise skills and safeguard installation, safety, and environmental standards on site.

Fundis Urged to Embrace Compliance and Financial Literacy

“Fundis should be agents of compliance, because if you build without proper licences, you are the one who will be arrested,” said James Karatu, President of the Real Building Workers Association of Kenya (REBWAK), a member organisation representing construction workers and promoting compliance and worker welfare.

He urged fundis to see themselves as agents of accountability, also cautioning artisans on the need for financial literacy, noting that many fundis, paid daily wages, struggle to manage their earnings.

KeNHA announces free training programme for form four leavers

BioTank Africa Scales Fundi Forum Nationwide

Now in its fourth edition and the greatest yet — after the inaugural Forum in 2023 — the initiative is scaling up significantly to meet growing nationwide demand.

By transitioning from localised sessions into a mobile, county-by-county rollout, BioTank Africa is expanding its scope to build an accredited network of skilled artisans across Kenya.

“When the fundi grows, the standards improve, and the customer wins. Construction and sanitation industries are evolving every day. Today’s customer is more informed, and with AI, customers are the ones now searching for the fundis they want. A fundi of today is one who is always learning, keeps up with changing technology, maintains high standards, and is trustworthy. As a fundi, reputation is your capital,” added Mr Kirugo, of the forum dubbed Fundi Bora Kazi Bora.

Women Increasingly Join Kenya’s Plumbing Trade

The Forum also spotlighted the growing role of women in the trade.

Nellygrace Korika, 25, a plumber from Njiru, Kasarani, Nairobi, with two years in the trade, attended to learn and network:

“As women, we can also be good plumbers. I came here to learn and network. Plumbing is always changing, and I wanted to know what the latest innovations are, plus these events also give me jobs.”

Study tour for SOS Technical Training Institute electrical department students 

Returning Fundis Report Business Growth

For returning artisans, the Forum’s value compounds year on year.

Hassan Isadia, a plumber from Eldoret with a decade of practice who has attended the Forum for four consecutive years, said the training has directly grown his business:

“This training has helped me grow my business. I get more customers as I get the latest skills. I am happy I got certification today from NCA.”

The forum featured live installation demonstrations, practical business clinics to help artisans formalise their enterprises, and one-on-one access to technical experts.

Key Event Highlights

• Artisan Upskilling: Hands-on training on 3-chamber biodigester setup, maintenance, and site safety.
• National Certification: Official NCA accreditation issued to participating fundis and plumbers.
• Economic Empowerment: Business growth clinics covering formal trade registration and client acquisition.

400 artisans get NCA certification as BioTank Africa rolls out Nationwide Fundi Training drive in Kitengela first appeared on Bizna Kenya

In a tender notice issued on Friday, August 28, CAF invited qualified companies and service providers to participate in the official procurement process for the continental tournament.

The opportunities span several critical areas of AFCON operations, including ticketing, transportation, accommodation, broadcasting, accreditation, venue access, technology, branding, ceremonies, photography and workforce management.

“CAF invites qualified companies and service providers to join the official tender process for the Africa Cup of Nations 2027 in Kenya, Tanzania and Uganda,” the organisation said in the notice.

Among the tenders are contracts covering end-to-end ticketing services, integrated transport solutions, hotel and accommodation services, infotainment, venue access management, accreditation printing materials and accessories, as well as access-control hardware and equipment.

CAF has also invited bids for various broadcasting-related services, including host broadcasting, crew services, transmission services, accreditation management systems, language services and on-site television graphics.

Companies with expertise in workforce and volunteer management are also eligible to participate.

The procurement process extends to technical and venue-related services, with opportunities available for pitch and floodlight expertise, testing, monitoring, training and technical support.

Other tenders cover photography, branding and signage, and pre-match ceremonies.

Technology and match-day services

CAF is also seeking service providers for a range of technology-driven solutions that will support the tournament and match-day operations.

These include player and team tracking cameras, Semi-Automated Offside Technology (SAOT), goal-line technology, live data, fitness data and match tactical data services.

Additional opportunities are available for Video Assistant Referee (VAR) services, team and medical extra services, information systems, announcement systems, RefCam services and a technical/TSG report tool.

The tender programme also includes accommodation services for apartments. CAF has urged interested candidates to submit applications via procurement@cafonline.com by September 16, 2026.

Bidders are required to submit their proposals by email in accordance with the instructions contained in the respective Requests for Proposals (RFPs).

“CAF kindly requests you to submit your Proposals for subject tender (by email) in accordance with the RFP instructions, no later than: 16 September 2026, 17:00 (Cairo time),” the notice adds.

The football governing body said it would respond to inquiries received through the stipulated process and share the responses with bidders who had submitted their Letters of Interest (LOI) within the required timeframe.

CAF also stressed that bidders must comply with all documentation requirements, including the submission of mandatory registration documents and compliance forms as part of their offers.

“Kindly ensure that all mandatory registration documents and compliance forms are submitted as part of your offer,” CAF said.

How to access the tenders

Companies and service providers interested in bidding can access the detailed tender documents, requirements and application instructions through CAF’s official tenders portal.

Also Read: KRA clarifies Sh3.2m minimum yield for consolidated cargo

CAF opens tender opportunities for 2027 AFCON; How to apply first appeared on Bizna Kenya

The clarification follows concerns among small-scale traders who feared the revised threshold could significantly increase the cost of importing goods through cargo consolidation.

KRA said the minimum yield is a risk-management benchmark designed to streamline the clearance of consolidated cargo and identify containers that can be processed with minimal Customs intervention.

Cargo consolidation enables small-scale traders to combine shipments in a single container, reducing the cost and administrative burden associated with clearing numerous small consignments individually.

The revised minimum yield came into effect on August 21, 2026, following consultations between KRA and industry stakeholders. The Authority said traders had also been granted a one-month grace period before implementation.

According to KRA, the benchmark is used to identify containers that meet established risk parameters and can therefore qualify for simplified clearance.

“The minimum yield serves as a reference point for identifying containers that meet the threshold for clearance with minimal Customs intervention, based on established risk parameters,” the Authority said in a statement.

KRA said the previous minimum yield had last been reviewed during the 2022/23 financial year. Since then, changes in exchange rates, freight costs and national and East African Community tax laws have altered the trading environment, prompting the latest review.

The Authority, however, stressed that the Sh3.2 million threshold should not be mistaken for the amount of tax payable on every consolidated container.

“It is important to emphasise that the minimum yield is not a representation of the actual tax liability,” KRA said.

The actual customs duty and taxes payable, it added, depend on factors including the nature, value and classification of the goods, in line with applicable customs valuation and tax laws.

Traders who do not wish to use the simplified clearance arrangement can request Customs to physically or otherwise verify their consignments and assess the applicable taxes based on the actual contents, correct customs value and classification of the goods.

Importers also have the option of de-consolidating their cargo into individual consignments. Under this arrangement, each importer can make a separate customs declaration and settle the taxes applicable to their own shipment.

“A trader may opt out of the simplified trade facilitation arrangement and request Customs to verify their container and determine the applicable taxes based on the actual contents, their correct Customs value and proper classification.

“Alternatively, traders may opt to de-consolidate cargo into individual consignee parcels or consignments, allowing the respective importers to make individual declarations and pay the requisite taxes directly to KRA based on their goods,” the statement adds.

KRA said it remains committed to supporting cargo consolidation, which plays an important role in facilitating trade for small-scale importers.

The Authority added it would continue strengthening controls to prevent the misuse of customs procedures and safeguard government revenue.

Also Read: I&M Group profit after tax rises 22% to Shs10.2B on strong regional growth

KRA clarifies Sh3.2m minimum yield for consolidated cargo first appeared on Bizna Kenya

This is the sad reality that hit Mwatha Njoroge, a financial consultant who now says the painful experience shaped his understanding of business, money and wealth creation.

Njoroge, reflecting on his experience as a young entrepreneur, said the business initially performed exceptionally well and created significant wealth.

However, the rapid growth was not matched by strong management systems, financial controls or a clear strategy for preserving the wealth generated.

Among the biggest lessons he said he learnt was the importance of hiring people based on competence rather than personal relationships.

Njoroge admitted that, at the time, he employed relatives because they were family, without adequately considering whether they possessed the skills required for the positions they were given.

The decision, he said, eventually created operational challenges and exposed the business to alleged misuse of resources and irregular staffing.

He recalled one instance in which he employed a first cousin at one of his shops, only to later discover that the relative was using a company card to fund personal spending at a club.

In another case, Njoroge said he appointed a different first cousin as a supervisor before discovering that the employee had 10 ghost workers under his watch.

The experiences forced him to rethink his approach to recruitment and the role of family in business.

“So if you’re employing someone, the first qualification should be the necessary skills required to manage that business. Not blood relation,” he said.

For Njoroge, however, poor recruitment was only part of the problem. How he handled the money generated by the business also contributed significantly to its eventual collapse.

As his income grew, he said he began spending heavily on personal possessions and lifestyle expenses rather than putting the money into investments capable of generating more income.

“I have made one million today; tomorrow I will buy a car. The day after, I will buy a house,” he recalled.

The cycle of spending, he said, continued until much of the wealth he had accumulated was depleted.

His experience reinforced a lesson he now considers central to financial management: earning large sums of money is not the same as building lasting wealth.

Njoroge said wealth must be protected through deliberate financial planning and productive deployment of money. Without systems to determine where income should go, he said, even substantial earnings can disappear quickly.

“I cannot allow a coin to come into my financial life without me commanding it where to go through a budget,” he said.

The consultant now advocates for intentional money management from the earliest stages of a person’s working life.

He urged young people not to wait until they are earning large salaries before developing financial discipline. Even small amounts, he said, should be assigned a purpose through budgeting and planning.

Njoroge also cautioned against treating savings as the final destination for money. While saving remains important, he argued that people should also consider how their money can be deployed productively to create additional income and build long-term wealth.

Also Read: Why this dairy farmer believes Jersey cows are the better choice

I built a Sh1 billion business then watched it collapse in two years first appeared on Bizna Kenya

The impressive six-month performance reflects the continued execution of the Group’s regional diversification strategy and disciplined implementation of its iMara strategy.

Total operating income increased by 23% to Shs33.7 billion, driven by growth in both net interest income and non-interest income. Profit before provisions rose by 22% to Shs18.7 billion.

Net loans and advances rose by 15% to Shs334 billion as the Group continued to support customers across its corporate, retail and business banking segments. Customer deposits increased by 18% to Shs505 billion, providing a solid funding base for further balance-sheet growth.

The Group maintained a prudent approach to credit-risk management during the period, increasing loan-loss provisions by 38% to Shs5.6 billion. Gross non-performing loans declined by 12% to Shs30.1 billion from KES 34.4 billion in the prior year, while the net non-performing loans ratio improved to 2.3%, from 4.1% in the corresponding period of 2025.

I&M Group made strong progress under its iMara strategy, exceeding several 2026 strategic ambitions. Customer numbers rose to 1.1 million, surpassing the target of over one million, while digitally active customers reached 92%, ahead of the aspiration of more than 90%. The Group’s Net Promoter Score stood at 73%, above the 70% target, reflecting continued improvement in customer experience.  The Group also positively impacted 16.8 million lives, significantly exceeding its three-year target of 10 million lives up to the end of FY 2026.

Commenting on the results, I&M Group Regional CEO, Mr. Kihara Maina, said:

“Our half-year performance demonstrates the growing strength and resilience of I&M Group across our markets. The strong growth in operating income, combined with the increasing contribution from our regional subsidiaries, reflects the disciplined execution of our diversification strategy and the value of the investments we continue to make in our customers, people, technology and distribution network.

We are particularly encouraged by the performance of our regional businesses, which increased contribution to the Group’s profitability during the period. I&M Capital, our wealth management subsidiary delivered strong revenue growth, underpinned by robust growth in assets under management. We have also maintained a prudent approach to credit risk while strengthening asset quality, capital and liquidity. This positions us well to continue supporting our customers and the wider economies in which we operate.”

As part of its drive to build relevance in emerging customer segments, the Group recorded 41% revenue growth from the MSME segment. Approximately KES 15.7 billion in financing was accessed through digital channels, while digital businesses and ecosystem partnerships contributed 21.7% of Retail and Business Banking operating income, up from 14% in the corresponding period.

The market continued to recognise I&M Group’s financial and strategic progress during the first half of 2026. The Group’s share price rose by approximately 64%, from KES 42.45 at the beginning of the year to KES 69.50 on 30 June 2026, making I&M one of the leading banking counters on the Nairobi Securities Exchange, during the period.

The period under review also saw the Group continue to advance its social-impact agenda, investing close to KES 270 million in impact initiatives. These programmes supported 686 scholarships, empowered more than 20,000 women and youth, and positively impacted approximately over 500,000 lives. This included a KES 1.92 million support in seed capital, scholarships and business support under the Predators’ Den, an entrepreneurship initiative delivered by I&M Foundation in partnership with GIZ and The Maa Trust.

Environmental conservation remained a key priority, with more than 1.45 million trees grown and further progress made towards the I&M Foundation’s commitment to plant one million mangrove trees to restore the degraded coastal ecosystems and strengthen community climate resilience.

I&M Bank joins global sustainable banking movement as signatory to the UN Principles

I&M Bank Kenya

I&M Bank Kenya remained the Group’s largest market, contributing 67% of Group Profit Before Tax and 69% of total assets.

Profit Before Tax remained broadly stable at KES 8.3 billion as strong revenue growth was offset by higher credit provisions. Loan-loss provisions increased by 34% to KES 4.2 billion reflecting the Bank’s disciplined approach to risk management amid ongoing geopolitical uncertainty and prevailing domestic economic conditions. Operating expenses rose by 21%, reflecting the continued expansion of the branch network and ongoing investment in employees and business growth.

During the period, the Bank further fortified its capital position through the successful issuance of the first tranche of its KES 20 billion Medium-Term Note (MTN) Programme. The issuance attracted significant investor interest, receiving applications worth KES 23.2 billion against an initial target of KES 10 billion, representing a subscription rate of over 232%, signaling a resounding vote of confidence in I&M Bank’s financial strength, strategic direction and long-term growth prospects. The additional capital further strengthens the Bank’s capacity to support future business growth and pursue emerging opportunities, while maintaining healthy capital and liquidity buffers.

At the same time, the Bank’s wealth management businesses maintained strong growth, with the assets under management increasing by 81% to KES 127 billion, while revenue grew by 145% to KES 481 million. I&M Bancassurance Intermediary Limited recorded approximately 50% growth in total revenue to KES 527 million, while Profit Before Tax increased by 56% to KES 425 million.

The Bank also strengthened its brand relevance through purposeful partnerships. I&M Bank committed KES 10 million to Nairobi City Thunder as the club’s Official Banking Partner, supporting Kenyan sport, youth development and homegrown excellence.

The Bank’s team emerged as the Kenya winner of the UN Global Compact SDG Innovation Accelerator Programme 2026, with its solution placed among the top five entries from 22 countries and its finalists selected to represent Kenya at the United Nations General Assembly.

Strong Regional Growth

I&M Group’s regional subsidiaries continued to play a growing role in the Group’s performance, increasing their contribution to the Group Profit Before Tax to 33%, from 25% in the corresponding period of 2025. Cross-border business revenue increased by 39% to USD 6.1 million, reflecting stronger collaboration and commercial activity across the Group’s markets.

• I&M Bank Rwanda delivered strong regional earnings contribution during the period. Profit Before Tax increased by 53% to KES 2.4 billion, supported by a 32% rise in total operating income to KES 5.0 billion. Rwanda’s contribution to the Group Profit Before Tax increased to 20%, from 14% in the prior-year period. The Balance sheet expanded by 44% to close at KES 118 billion up from KES 82 billion driven by growth in customer deposits by 41% and lending by 43%.
• I&M Bank Uganda sustained a strong turnaround in profitability, recording a 225% increase in Profit Before Tax to KES 0.7 billion. Operating income rose by 45% to KES 2.2 billion, supported by a 61% increase in net interest income. The Balance sheet recorded a 44% growth driven by growth in customer deposits from KES 31 billion in June 2025 to KES 40 billion in June 2026.
• I&M Bank Tanzania recorded a 25% increase in operating income to KES 3.5 billion, supported by growth in net interest and non-interest income. Profit Before Tax grew by 8% to KES 0.6 billion as higher prudent credit provisions moderated the benefit of the strong revenue performance.
  The Balance sheet expanded by 18% to KES 50 billion from KES 42 billion, supported by continued business growth. Customer deposits increased by 14% to KES 36 billion, while loans and advances grew by 16% to KES 28 billion.
• Bank One Mauritius, the Group’s joint venture with CIEL Group, recorded a 14% increase in operating income to KES 2.8 billion, supported by a 30% increase in net interest income from its lending portfolio and treasury investments. Despite sustained business growth, Profit Before Tax declined by 3% to KES 0.9 billion, reflecting prudent credit provisioning and continued investment in human capital and brand enhancement.

I&M Group profit after tax rises 22% to Shs10.2B on strong regional growth first appeared on Bizna Kenya

Running until September 6, the annual campaign is designed to give Nairobians an opportunity to explore the city’s diverse restaurant scene through one of its most popular foods.

Participating eateries will offer special burger experiences throughout the festival, encouraging diners to discover new establishments, revisit familiar favourites and uncover lesser-known dining spots.

Participating restaurants include KFC, Artcaffe, Chicken Inn, Burger King, Big Square, Galitos, Kukito, Ole Sereni, Kempinski and Eka Hotel, among others.

During the 10-day campaign, diners will be able to find participating restaurants and their Burger Week offers through the Eat Out website and Instagram page.

The 2026 edition has attracted support from partners spanning the food, beverage, mobility, delivery and payments sectors. Their involvement is aimed at supporting participating restaurants while adding value for consumers throughout the campaign.

Cheese Love and Kenafric, through its Kingsmill brand, are providing participating kitchens with promotional pricing on selected premium ingredients.

Clique is also supporting restaurants with more than 700 discounted products to help ease operational costs during the festival.

EABL is supporting the campaign with draught beer pairings intended to complement signature burgers at participating venues.

Coca-Cola is also part of this year’s celebration, extending beverage support across the participating food and hospitality businesses.

For customers choosing to enjoy Burger Week from home, Uber Eats and Glovo are offering exclusive discounts and free-delivery promotions.

Uber is additionally supporting diners travelling to participating restaurants, with guests eligible for discounts of up to 50 per cent on rides to and from participating venues.

Diners paying at participating outlets will also receive an added incentive through Safaricom M-PESA’s instant Airtime Rewards.

The campaign comes as food discovery in Nairobi continues to evolve, with recommendations from friends, food creators and online communities playing an increasingly important role in shaping where people choose to eat.

Conversations around new restaurants and hidden gems have become an increasingly visible part of the city’s dining culture.

“Food is increasingly becoming one of the ways people discover and experience Nairobi. We see people constantly sharing where they have eaten, recommending hidden gems and encouraging others to try new places,” said Wendy Lorenze, General Manager of Eat Out Kenya.

“Burger Week brings that spirit of discovery into one shared experience, giving people a reason to explore restaurants they may not have visited before while celebrating the diversity of Nairobi’s food scene,” she added.

Also Read: Kenyan businesses remain optimistic amid rising costs and global risks

Over 400 Nairobi restaurants come together for annual citywide burger celebration first appeared on Bizna Kenya

The national carrier says it continuously evaluates passenger demand, seasonal travel trends and route performance to determine the most suitable aircraft for each destination.

Speaking in a recent media interview shared by the airline on Tuesday, August 25, 2026, Acting Kenya Airways Group Managing Director and Chief Executive Officer George Kamal said data analysis plays a central role in decisions concerning the airline’s network.

“We are using data-driven insights to determine which routes are viable and which aircraft are best suited to serve them, ensuring we make informed decisions for our network and our customers,” Kamal said.

He explained that aircraft are not permanently tied to particular destinations. Instead, Kenya Airways reallocates them across its network as demand changes, particularly during and after peak travel periods.

“For example, you are operating today the 777-2 to London, but tomorrow, or after the peak season ends, you might transfer it to a different route,” Kamal said.

The strategy allows the airline to adjust capacity according to changing passenger numbers and route performance.

A larger aircraft can, for instance, be deployed on a route experiencing strong demand, while capacity can be shifted elsewhere when demand falls.

Kenya Airways operates a mixed fleet comprising aircraft suited to different markets. Its long-haul operations are primarily supported by wide-body Boeing 787 Dreamliners and Boeing 777s, while regional services are operated using Boeing 737s and Embraer E190 aircraft.

The disclosure comes as the airline faces continued financial pressure, with its net loss widening to Sh16.08 billion in the first six months of the current financial year.

The loss represented an increase of about Sh3.9 billion from the Sh12.2 billion loss recorded in the corresponding half-year period in 2025.

Kenya Airways’ operating loss also deteriorated during the period, rising to Sh10.64 billion from Sh6.24 billion previously.

Its earnings before interest, taxes, depreciation, amortisation and restructuring (EBITDAR) margin, a measure of underlying operational performance and profitability, fell to 8.4 per cent from 10.5 per cent.

The carrier attributed much of the weaker performance to rising operating expenses. Costs increased by 13.8 per cent to Sh91.9 billion, significantly outpacing the 9.1 per cent growth in revenue, which reached Sh81.3 billion.

The airline said revenue growth remained positive despite reduced capacity, but the faster increase in costs continued to weigh on its financial performance.

Cargo was among the areas that recorded stronger growth, with cargo revenue increasing by 17.5 per cent to Sh8.77 billion during the period.

Also Read: Kenya Airways flies into Sh16.1 billion half year net loss turbulence

How Kenya Airways assigns aircraft to specific routes first appeared on Bizna Kenya

However, a bit of practice and preparation can make you stand out in a crowd of candidates.

This means that you need to understand the kinds of questions you’ll likely be asked during a job interview so as to compose answers that best highlight your qualifications.

Simon Ingari, a Kenyan recruiter, shares some tips on how to answer some of the common interview questions.

Tell us about yourself

The interviewer is not interested in hearing stories; they simply expect to know your academic and professional achievements, your name and the institution you currently work for.

Take a minute to introduce yourself and state your recent academic qualification and your relevant experience (if any).

”My name is [Your Name], and I am a recent graduate of [University Name] with a Bachelor of Science in [Degree]. I am a highly motivated and adaptable individual with a passion for learning and growth.

I thrive in fast-paced environments and constantly look for ways to improve and take on new challenges.

In my previous role as a [Position Name] at [Company Name], I was responsible for [List of Responsibilities]. I have a proven track record of success in [List of Accomplishments].

I am excited to learn more about the [Position Name] position at [Company Name] and believe that my skills and experience would be a valuable asset to your team.”

Why do you think you are the best candidate?

The recruiter expects you to tell them about your professional achievements and the unique skills you possess that will add value to the organization.

If you are a Customer Care graduate, then you should tell them that you are a good listener and patient; these are the qualities the employer is looking for.

“I believe I am the best candidate for this customer care role because of my skills and experience, as well as my passion for helping others.

I have a strong academic background in customer care, and I have also gained valuable experience through my internships and volunteer work.

I am a good listener and I am patient, which are essential qualities for a customer care representative. I am also a team player and I am always willing to go the extra mile to help my colleagues and customers.

In addition to my customer care skills, I am also a highly motivated and adaptable individual. I am always willing to learn new things and I am always looking for ways to improve. I am also a quick learner and I am able to grasp new concepts quickly.

I am confident that I have the skills and experience necessary to be successful in this role, and I am eager to learn more about your company and how I can contribute to your team.

I am also passionate about helping others, and I believe that my customer care skills would be a valuable asset to your company.”

What are your weaknesses?

The question is not simple as it looks; most candidates go blank when they face this kind of question.

Take your time in explaining why you can’t leave the office before you complete a task. You can also inform them how you are quick to trust a person, which in most cases makes you a victim.

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For example, if you are interviewing for a customer care role, you might say that your weakness is that you are a perfectionist and that you sometimes have trouble letting go of tasks until you are absolutely sure that they are perfect.

You could then explain that you are working on this by setting deadlines for yourself and by delegating tasks to others when necessary.

Here are some other examples of weaknesses that you could mention in an interview:

Procrastination: “I sometimes procrastinate on tasks that I don’t enjoy, but I am working on this by setting deadlines for myself and by breaking down large tasks into smaller ones.”

Delegation: “I have difficulty delegating tasks to others, but I am working on this by learning to trust my colleagues and by giving them clear instructions.”

Communication: “I sometimes have difficulty communicating my ideas clearly, but I am working on this by practicing my communication skills with friends and family members.”

Organization: “I can be disorganized sometimes, but I am working on this by using to-do lists and by setting up systems to help me keep track of my work.”

Public speaking: “I get nervous when I have to speak in public, but I am working on this by taking public speaking classes and by practicing giving presentations to friends and family members.”

No matter what weakness you choose to mention, be sure to explain how you are working to improve it. This shows the interviewer that you are self-aware and that you are committed to personal growth.

What do you know about this company?

Before you enter the interview room, ensure that you go through the company website to read latest news, company profile, goals, management team, objectives, vision and mission; they will help you answer this question.

(where the company is unknown, do your research and be familiar with the business/industry you desire to build your career).

The question expects you to briefly describe what you read on their website and not what you imagine of the company.

Here is an example of how to answer the question “What do you know about our company?” for a customer care role at Google:

“I know that Google is a multinational technology company that specializes in Internet-related services and products.

It is one of the world’s most valuable companies, and it is known for its innovative products and services, such as the Google Search engine, the Android operating system, and the Google Cloud Platform.

I am also familiar with Google’s mission statement, which is to ‘organize the world’s information and make it universally accessible and useful.’

I believe that this mission statement is very important, and I am excited to learn more about how Google is working to achieve it.

I am particularly interested in working for Google because I am passionate about customer service. I believe that Google is a company that values its customers, and I am committed to providing them with the best possible experience.”

What is your salary expectation?

The question is tricky because as a fresh graduate you don’t have a clue what to be paid; simply ask them what they pay others of your level, if they fail to give a satisfactory answer then give them a reasonable range.

Ensure you do your research before you go to the interview room because you must be asked this question.

“I have researched salaries for similar positions in the area, and I have found that the average salary range is between Sh30,000 and Sh40,000 per month.

I am flexible on my salary expectations, but I would like to be compensated fairly for my skills and experience.”

Do you have any question to ask the panel?

This is usually the last question that the interview panel asks interviewees; if you fail to ask them questions, you will lose some marks, always have a question to ask no matter what.

Ask them whether they have plans to expand their business, whether they support employees to further their studies and how they motivate employees.

You can pull a surprise by asking when you would start, it shows confidence. Here are some questions you can ask the interviewer at the end of your interview:

– What are the biggest challenges facing your team right now?

– What opportunities are there for professional development and growth in this role?

– What is the company culture like?

– What are your expectations for the first 90 days in this role?

– What are the next steps in the hiring process?

You can also ask more specific questions about the company’s plans, products, or services. For example, you could ask:

– Do you have any plans to expand your business into new markets?

– Are there any new products or services in the pipeline?

– How do you measure success in this role?

Here is an example of how to ask the question “When would I start?” in a confident way:

“I am very excited about the opportunity to work at your company, and I am eager to learn more about the role. When would I start if I were offered the position?”

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Common job interview questions for graduates and how to answer them first appeared on Bizna Kenya