DTB bank to exit Burundi market after selling stake

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DTB bank to exit Burundi market after selling stake

Staff Writer - September 23, 2025

The Communications Authority of Kenya (CA) latest report also shows that parcels sent abroad through courier companies rose slightly from 24,638 in Q3 to 24,809 in Q4, while international incoming parcels recorded a significant drop, from 194,148 in Q3 to 30,583 in Q4. On the other hand, the operators managed to handle 810,236 letters, a decrease from the previous quarter, when they had handled 827,994 letters. During the review period, the number of domestic courier letters increased slightly, from 764,948 in Q3 to 769,458 in Q4. However, international outgoing letters fell sharply to 8,738 in Q4 from 23,506 in Q3, while incoming letters also declined to 32,040 in Q4 compared to 39,540 in the previous quarter. The report has, however, noted that the revenue collected from the courier services has, over the years, shown promising results after the government managed to collect Sh1.20 billion in 2024 compared to Sh900 million in 2023. “The total revenues reported by private courier operators offering national and international courier services grew by 1.0 percent in 2024 to KSh. 6.28 billion. Additionally, revenues collected by national courier operators increased by 33.3 percent, from 0.90 billion reported in 2023 to 1.20 billion in 2024,” the report stated. In the past year, employment in the country’s courier sector has also seen steady growth, with the number of people working in courier services reaching 6,736 in Q4 of 2024/2025, up from 6,387 in the same quarter the previous year.

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Private courier firms lift parcels handled in Q4 to 3.06mn

Staff Writer - September 23, 2025

The liberalization of Africa’s air transport market, as envisioned through the Single African Air Transport Market (SAATM), is not just an aspirational goal — it is an economic necessity. A unified African sky, underpinned by the Joint Prioritized Action Plan (JPAP), promises to reduce travel costs for passengers, enhance connectivity, and catalyze economic growth and cultural exchange across the continent. The success of this initiative hinges on the active support and collaboration of governments, airlines and aircraft manufacturers such as Boeing. The need for SAATM stems from longstanding challenges in Africa’s aviation sector: limited intra-African connectivity, high travel costs, fragmented regulations, constrained aircraft financing, and underdeveloped aviation infrastructure. These barriers have confined trade, tourism, economic and social integration for decades. Aircraft manufacturers have a responsibility to help address these issues through policy engagement, partnerships, capacity building, and technology. We take pride in our role not just as fleet suppliers but critical enablers of the ecosystem and skills that Africa’s aviation industry needs to thrive. Significant progress has already been achieved; 37 African countries, representing over 80% of the continent’s aviation market, have joined the SAATM initiative. Key regulatory frameworks are in place, including those for fair competition and consumer protection. Capacity-building programs for aviation professionals and improvements in safety standards are now aligned with international benchmarks. However, to unlock SAATM's full potential, sustained efforts are needed to address lingering challenges such as high operational costs, infrastructure gaps, and protectionist policies. Boeing is committed to contribute meaningfully in this regard. Collaboration is a major lever. Aircraft manufacturers partner with governments and regional bodies to highlight the benefits of a liberalized air transport market. As an example, Boeing is an active participant in the African Aviation Industry Group. The group encourages more countries to commit to SAATM and work towards harmonizing regulatory standards, creating a more unified and efficient aviation ecosystem in Africa. Air safety is one more area of collaboration across the continent. Aircraft manufacturers including Boeing support African countries in achieving the international standards set by the International Civil Aviation Organization (ICAO) and help enhance regional air safety working closely with airlines and organizations like African Airlines Association (AFRAA). Fleet modernization is another key area where aircraft manufacturers can make a significant impact. Partnering with African airlines helps renew fleets with fuel-efficient and versatile aircraft designed to meet the continent's unique operational requirements. Modernized fleets reduce operational costs and emissions and make air travel more competitive, accessible, and sustainable, a critical factor for the success of the Single African Air Transport Market (SAATM). Capacity building is another essential contribution. Training programs for pilots, engineers, airline management, and other aviation professionals are vital to supporting the sector’s rapid growth and elevating passenger experience. Aircraft manufacturers, with their expertise and resources, are well-positioned to deliver world-class training and share best practices – and we are spearheading these efforts. Additionally, community engagement programs for African youth provide systemic improvement in science, technology, engineering, and maths (STEM) education and economic empowerment, directly feeding the talent pipeline. All these initiatives equip Africa’s aviation workforce with the skills needed to ensure a robust, safe and capable industry. Finally, infrastructure enhancement is another important building block to SAATM. By providing counsel and data-driven analytics, aircraft manufacturers can assist in modernizing airports and air traffic management systems. This ensures the infrastructure is prepared to handle the anticipated increase in air traffic, enhancing safety and facilitating smoother, more efficient operations across the continent. A fully realized SAATM will enable seamless travel and economic growth, fostering unity, and positioning Africa as a competitive player in the global aviation industry. The collaborative efforts of the African Union Commission and its implementing agency, the African Civil Aviation Commission, national governments, civil aviation authorities, the African Development Bank, African Airlines Association, airlines, and aircraft manufacturers through the Joint Prioritized Action Plan in support of SAATM are pivotal in achieving this vision. Working together, we can ensure Africa’s aviation renaissance and the realization of the African Union vision, Agenda 2063: an integrated, prosperous and peaceful Africa, driven by its citizens and representing a dynamic force in the global arena.

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The awards see strong turnout with 150 finalists, recording a 58% increase in entries from project owners, including key government authorities Over 20 countries, including the UAE, Saudi Arabia, Qatar, Egypt, Oman, South Africa, Kenya, Singapore, the UK, the US and Uganda, among others The Sustainable Initiative of the Year award recorded the highest number of entries this year The fifth edition of Big 5 Global Impact Awards, celebrating impact in the built environment, has announced 150 finalists competing across 19 categories. The awards recognize projects, organizations, individuals and teams driving sustainable, collaborative and technology-led achievements, highlighting evolving standards of excellence across both public and private sectors in the urban development and construction landscape. Commenting on this year’s finalists’ announcement, Josine Heijmans, Senior Vice President, dmg events, said: “This year we have seen a remarkable 58% increase in entries from project owners, including key government authorities, alongside a 63% rise in new entrants across all categories. These figures underline the importance of Big 5 Global Impact Awards and highlight the industry’s commitment to sustainable development, innovation and collaboration.” Finalists this year come from 21 countries, including Azerbaijan, Canada, Egypt, Ethiopia, Hong Kong, Kenya, Lebanon, Oman, Qatar, Saudi Arabia, Singapore, Spain, Trinidad and Tobago and Uganda, the UK and the US, among others, showcasing the global reach and relevance of the awards. Government participation highlights sector collaboration Once again, Big 5 Global Impact Awards has drawn an exceptional number of finalists from government authorities, reflecting the increasing role of public sector leadership in promoting innovative and sustainable practices across the construction and urban development ecosystem. Among the finalists are the UAE’s Ministry of Energy and Infrastructure, Roads and Transport Authority (RTA) Dubai, Dubai Municipality, Saudi Arabia’s National Center for Waste Management (MWAN), County Government of Tana River, Lagos Free Zone, Fujairah Municipality, Sharjah Roads and Transport Authority, Ethiopian Electric Power, and Sharjah Department of Town Planning and Survey. The Sustainable Initiative of the Year award, which received the highest number of entries, highlights an initiative’s success through clear metrics, effective collaboration and tangible outcomes, including adherence to Environmental, Social and Governance (ESG) principles. Finalists include Dianne Rampadarath’s Contracting and General Services Provider for Rural Electrification Utilizing Solar Energy; ITC Limited for Mainstreaming Energy Efficiency & Thermal Comfort; Soudah Development for the Soudah Cloud Forest Reforestation Programme; Msheireb Properties for Msheireb Downtown Doha: Sustainable Downtown City; Almoosa Health for Almoosa Rehabilitation Hospital; County Government of Tana River for Maji ya Solar Initiative; Dar for Dar’s Decarbonization and Net Zero 2030 Strategy; Ethiopian Electric Power for Serving Community: Sustainable Social Impact; Fakhruddin Properties for 90:90 Waste Management Initiative; Fujairah Municipality for Green Geopolymer Concrete from Industrial Waste; Orascom Construction for Orascom Integrated ESG Excellence Program; and PEARL Homes for Hunters Point Pearl Homes and Marina. Another award showcasing the industry’s forward-looking vision is the Liveable City Initiative of the Year, which recognizes projects that improve urban quality of life and social infrastructure. Finalists include Centum Real Estate for Two Rivers Social City; Concept Dash for Reclaiming the Edge – Public Realm Reimagined; Ministry of Energy and Infrastructure for Building Humanization Certification; and The Arab Contractors Company (Osman Ahmed Osman & Co.) for Greater Cairo Monorail. View the full list of finalists across 19 categories (https://apo-opa.co/4pO6YbD). Every year, the awards are judged by an independent, international panel of industry experts, representing the highest standards of excellence and ensuring that winners are selected purely on merit and excellence. Commenting on the quality of entries, Matthew Jackson, Co-Founder, ZERO Construct, said: “The calibre of submissions this year demonstrates encouraging progress, and I commend all of the submissions to this year’s awards. The projects are moving beyond ambition to demonstrate real action on sustainability, digital innovation and community impact. At the same time, we must be honest: there is still a long way to go before this becomes the norm across the industry. This shortlist proves what’s possible and sets a challenge for all of us to keep raising the bar if we are serious about building a resilient, inclusive and zero-carbon future. My congratulations to the projects and the teams who worked on them.” Winners will be announced at a ceremony on 25 November 2025 at Address Sky View, Downtown Dubai, where more than 400 industry leaders, innovators and government representatives will gather to celebrate achievement and impact. Big 5 Global Impact Awards is supported by Gold Sponsor, Wurth Professional Services and Carbon Net-Zero Initiative of the Year Category Sponsor, AGSI.

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KCB Group PLC delivered strong financial results in the first half of 2025 driven by growth in earning assets, amid a difficult operating environment. The Group sustained its focus on deepening and leveraging regional scale to catalyse ongoing economic transformation and deliver value to shareholders, customers and other stakeholders. As a result, the Board of Directors has recommended an interim dividend of KShs.2.00 per share for the 2025 period and a further special dividend of KShs 2.00 per share (in relation to the sale of National Bank of Kenya). This means shareholders will get a payout of KShs.13 billion, the largest interim payment and first ever special dividend in the Bank’s history. Profit after tax grew 8% from KShs.29.9 billion to KShs.32.3 billion as all business franchises posted higher earnings, riding on customer-focused initiatives. Commentary from Group Chief Executive Officer Paul Russo “The business across markets remains resilient despite the tough operating environment in key markets like Kenya. Despite this, we have placed our customers at the fore, to ensure we meet their needs in a timely manner” said Paul Russo, the Group Chief Executive Officer during the release of the results on Wednesday. Subsidiaries outside KCB Bank Kenya continued to turn in stronger performance, with their profit before tax making up 33.4% of the overall Group earnings, and 31.4% of the balance sheet. PBT contribution from non-banking entities—KCB Investment Bank, KCB Asset Management and KCB Bancassurance Intermediary Limited was up to 2.1% from 1.8% a similar period last year. Total assets remained stable at KShs1.97 trillion, despite the sale of NBK in the second quarter of the year, demonstrating the Group’s capacity and capability to support its customers across the seven countries where KCB operates in.

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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.

Spiro secures $55M additional backing from Chinese investor NewTrails Capital

July 10, 2026

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

DTB bank to exit Burundi market after selling stake

Private courier firms lift parcels handled in Q4 to 3.06mn

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