CIC profit expected to dip 25pc to Kes2.14bn

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“In addition, the Group experienced elevated claims during the period, which reflects normal volatility within the insurance cycle and remains within expectations,” it added. CIC attributed its stronger 2024 performance to a Sh1 billion gain from the revaluation of its Kiambu land property. The Group also earned Sh1.8 billion from the sale of two parcels of land near Tatu City and in Kajiado County. The properties included a 50-acre block neighbouring Tatu City and a 100-acre parcel in Kajiado. Despite the disposals, the insurer and its subsidiaries still hold substantial land investments, including 200 acres near Tatu City and 495 acres in Kajiado. “The Board remains confident in the Group’s long-term strategy, capital strength, and ability to deliver sustainable value to shareholders as we implement our 2026 to 2030 strategic plan,” the statement added.

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CIC profit expected to dip 25pc to Kes2.14bn

Staff Writer - February 24, 2026

The blueprint, presented by Kenya Airports Authority (KAA) to the Kenya Aviation Workers Union (KAWU), also proposes construction of a new runway by 2029 and expansion of airfield capacity to handle up to 63 aircraft movements per hour, up from the current 14. Officials say passenger numbers have been rising by roughly one million annually, meaning existing facilities could become insufficient within the next three years if upgrades are not undertaken. Beyond terminal development, the Master Plan outlines phased infrastructure investments, including landside upgrades to improve access, circulation and operational efficiency. The expansion will be carried out in stages to minimize disruption, with existing terminals rehabilitated and optimized during the transition. Authorities argue the modernization is critical to maintaining JKIA’s position as a regional aviation hub, boosting cargo and passenger traffic, and supporting airport-linked businesses. However, financing, execution timelines and coordination with stakeholders will be key to delivering the project without operational setbacks.

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“This recognition reinforces our belief that progress should be shared. We continue to work every day to build financial tools that open doors, support families and businesses, and ensure that no one is left behind.” Over the last decade, Tala says it has served more than 13 million customers across three continents and disbursed over $7 billion in credit. In December last year, the company also launched on-chain lending in partnership with Huma and Solana. The fintech firm expanded further into Latin America and India in 2025, with plans to enter two additional markets—Dominican Republic and Vietnam—this year.

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13 artisans travelled to Nairobi to showcase their products at Bizarre Bazaar Global Village, one of Kenya’s largest open-air markets for art, fashion and design. The artisans, from both refugee and host communities in Turkana, made 102,000 Kenyan shillings in sales over just two days. ‘It was more than just a market – it was a space to learn, connect and dream bigger,’ said Rodgers Mugaragu, a refugee artisan attending the event for the first time. With more than 100 vendors from across the country and beyond, Biz Baz is a vibrant platform for small producers to display their work and explore new business opportunities. ‘With ITC’s support, I’ve attended Biz Baz twice. The first time, I learned about product quality and value addition,’ said Josephine Alogogita Lobur from the Lodwar host community. ‘Since then, I’ve improved my designs to meet market standards. This year, I connected with new clients, exchanged ideas with other artisans, and gained inspiration to keep growing my business.’ Beyond immediate sales, the experience has strengthened participants’ confidence to run their own enterprises, paving the way for greater financial independence and long-term self-reliance. The group also visited ITC’s Ethical Fashion Initiative (EFI) centre in Nairobi to learn how local artisans collaborate with EFI to produce high-quality, market-ready goods. Opportunities like these help artisans gain exposure to national buyers and new markets, strengthening small businesses and generating income. Increased opportunities also mean better cohesion between refugees and host communities.

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Africa’s leading electric vehicle (EV) and clean energy infrastructure platform, today announced the successful closing of its latest funding round at $270 million. This milestone follows a newly finalized $55 million investment from NewTrails Capital, a prominent Chinese growth-stage investment fund focusing on emerging markets with strategic locations in Shanghai, Shenzhen and Nigeria. Scaling Africa’s next-generation mobility and energy ecosystem This capital injection positions Spiro among the continent's most heavily backed Africa’s e-mobility and energy ecosystem. Building on the support of long-standing institutional partners such as FEDA, Spiro’s latest equity round also draws global capital from Europe and Africa, Impact Fund Denmark, Equitane and FEDA, on top of the recent backing from Nithio and the Africa Go Green Fund. "I would like to thank NewTrails Capital for believing in Spiro’s model and supporting our unique tech, energy and innovation journey. Having deployed 100,000 electric vehicles and 2,500 smart-swap stations across seven active markets, Spiro has firmly moved past the proof-of-concept phase. Partnering with NewTrail Capital’s deeply experienced team marks a powerful new chapter for Spiro as we prepare for the next steps of our pan-African and international expansion”, stated Gagan Gupta, Founder of Spiro and Chairman of Equitane. Yufan Zhang, Founding Partner of NewTrails Capital, added: “We believe Spiro is driving a profound “energy revolution” across mobility use cases in Africa. This represents not only a vast and highly imaginative market opportunity, but also the potential to grow into an infrastructure-like business that creates meaningful commercial, social, and environmental value. In our view, Spiro’s core strengths lie in its deeply localized operating capabilities, vertically integrated supply chain, digitally enabled ecosystem, sound unit economics, and strong ability to scale rapidly. More importantly, Spiro has systematically integrated vehicles, batteries, energy replenishment, payments, and service networks into a solution that is truly tailored to the needs of African users, effectively addressing long-standing structural pain points in the local market. As a Chinese fund committed to investing in Africa’s energy transition and green technology, we are also very encouraged to see Chinese supply chains and financing playing an increasingly important role in this process. Spiro is still a young company, and everything today is only the beginning. We look forward to continuing to fulfill our role as a long-term investor, contributing our resources and experience, growing together with Spiro, and helping accelerate Africa’s new energy transition.”, This partnership will be instrumental to support Spiro’s current manufacturing and supply chain localisation effort on the continent in particular with Chinese suppliers.

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Radisson Hotel Group (RHG) (www.RadissonHotels.com) is helping drive a new era in healthcare meeting planning, contributing to the industry’s evolution from operational event delivery to a structured, strategic discipline focused on improving scientific exchange, decision-making, and healthcare outcomes. The findings emerge from the Radisson Hotel Group Knowledge Exchange: Healthcare Planning, Design and Strategy Summit held in Florence, Italy, where 75 experts from across the pharmaceutical, healthcare agency, and venue production sectors came together to explore the future of healthcare meeting design. Built to drive tangible outcomes, the two-day summit centered on collaborative working sessions and practical workshops that translated industry insights into actionable frameworks, rather than a traditional conference format. The resulting report identifies a clear industry shift: healthcare meetings are increasingly being recognized not as standalone events, but as strategic communication systems that require structured design, measurable methodologies, and continuous improvement. “Healthcare meetings are no longer simply logistical exercises—they are strategic communication platforms that can drive measurable educational, scientific, and organizational outcomes,” said Muriel Poulenc, Senior Director, Sales Strategy at Radisson Hotel Group. “Across the industry, we are seeing growing recognition that better outcomes require more than flawless execution. They require structured design, integrated workflows, and a more deliberate approach to how meetings are planned, delivered, and measured. The organizations embracing this shift will be best positioned to create meaningful impact.” Healthcare meeting design is becoming a discipline A central theme emerging from the Florence summit is the growing professionalization of healthcare meeting planning. As regulatory requirements, stakeholder expectations, and organizational complexity continue to increase, the industry is moving toward shared methodologies, frameworks, and measurement systems that support more consistent and effective outcomes. Building on discussions first initiated at the 2025 Knowledge Exchange, participants worked to translate industry insight into practical, repeatable tools designed to improve meeting effectiveness, compliance, and stakeholder engagement. The report argues that healthcare meetings should no longer be viewed as isolated events, but as intentionally designed systems that support learning, collaboration, and decision-making across the healthcare ecosystem. The healthcare meeting planner is becoming a decision architect As healthcare meetings become more complex, the role of the planner is evolving beyond coordination and logistics. The report highlights the emergence of meeting planners as strategic decision architects, responsible for aligning stakeholders, structuring workflows, and helping organizations make better decisions throughout the planning lifecycle. Workshop discussions revealed that many organizational challenges, including delays, inefficiencies, and rework, are often the result of fragmented decision-making rather than execution shortcomings. Participants concluded that better meetings depend on better decision structures, greater alignment, and earlier strategic involvement from planners. AI won't fix healthcare meetings. Better systems will While artificial intelligence (AI) continues to dominate industry conversations, the Florence summit challenged the assumption that technology alone will solve healthcare meeting challenges. According to discussions and data presented during the summit, while AI adoption across the industry is high, relatively few organizations are achieving its full value. Participants agreed that the real challenge is not technology adoption, but the integration of AI into coherent workflows, governance models, and decision-making systems. The report identifies fragmented processes, disconnected workflows, and inconsistent planning structures as some of the industry's most significant barriers to progress. In many organizations, as much as 40–60% of planning activity remains focused on non-value-creating work. To address these challenges, RHG advocates for the adoption of structured methodologies, including Lean Six Sigma, Agile, and Sprint thinking, to redesign healthcare meeting planning around flow, efficiency, and measurable outcomes. Build. Measure. Learn. One of the report's key contributions is the introduction and exploration of the Meeting Flow Efficiency Ratio (MFER), a framework designed to measure the balance between value-creating activity and reactive planning effort. The model demonstrates how organizations can increase productive planning time by improving workflow design, reducing friction, and creating greater alignment across teams and stakeholders. The report also reinforces the need to move beyond one-off event thinking toward a continuous engagement model. This evolution is particularly important given the report's finding that 66% of healthcare professionals change their clinical practice or prescribing behavior following participation in industry-sponsored symposia, highlighting the significant influence healthcare meetings can have on professional decision-making and patient outcomes. An industry ready to evolve A panel featuring senior leaders from Inizio Engage XD, MCI, Emota, and Open Audience reinforced the report's conclusions. Drawing on longitudinal industry data spanning 2018 to 2026, the panel identified a common challenge: not structural failure, but structural inertia. While participation remains strong and investment continues, many traditional meeting formats have failed to evolve alongside changing expectations and technological capabilities. The report concludes that the future of healthcare meetings will belong to organizations that combine methodology, intelligent orchestration, and strategic design to create more impactful, measurable, and scalable engagement. By combining sector expertise, collaborative industry engagement and methodology-driven approaches, Radisson Hotel Group continues to support the advancement of healthcare meeting design and contribute to the ongoing development of the discipline globally.

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Staff Writer

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