Co-op Bank Crowned Best Retail Bank in Kenya

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Co-op Bank Crowned Best Retail Bank in Kenya

Special Correspondent - May 11, 2018

Co-operative Bank of Kenya was recognized as the best retail bank in Kenya at the fourth edition of the Banker Africa- East African...

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Adam Ibrahim was working with the UN humanitarian agency, OCHA, in his home country, Sudan, when conflict between rival armed forces erupted in early 2023 and he became a refugee alongside thousands of others who continue to flee the ongoing violence. Sudan is one of the world’s largest and most complex humanitarian crises, with more than 30.4 million people – over half the population – urgently needing humanitarian assistance, yet the 2025 Sudan humanitarian needs and response plan is severely underfunded, with only 13.3 per cent of the required resources received so far. Forced to flee the country with his family after the war intensified, Mr. Ibrahim returned to help people affected by the war in Darfur. Ahead of World Humanitarian Day, marked annually on 19 August, he described his journey, from aid worker to refugee and back again to Sudan. “I was at home helping my daughter revise for her grade six exams, scheduled for the next day. Then, out of nowhere, the sound of heavy gunfire shattered the silence in my hometown, Zalingei, the capital of Central Darfur state, which remains gripped by insecurity and critical shortages of basic services. At first, I thought the gunfire would pass quickly. I rushed to stock up on food supplies and water, enough for six days. But, the streets became battlegrounds. All I could do was try to keep my family safe. Despite the chaos, I continued to work. Electricity and Internet access were sporadic, but I kept my phone charged to send daily updates to the OCHA Head of Office. It gave me purpose amid the uncertainty. Eventually, it became too dangerous to stay. The journey of displacement On the 39th day, we fled. Our family of 10 began a harrowing journey with no clear destination, only the desperate need to escape. We left behind more than just walls and belongings; we left behind a life built with love and hope. Our journey took us first to Nyala in South Darfur, then to Kosti in White Nile State. From there, we crossed the border into neighbouring South Sudan and eventually reached Uganda, a country I had heard offered stability and a good education system for children. The journey by car took 23 days. My children had no passports, and there were no refugee camps for Sudanese nationals at the time. To my relief, migration authorities in both countries were kind and supportive. In Kampala, we rented a house and received asylum status within three days. The moment I held our refugee cards, I exhaled deeply and thought ‘we’ve made it.’ I enrolled my children in school and began working online, finally finding a sense of stability. Here I was, an aid worker now a refugee, needing the same support I once provided to others. Returning to Zalingei Months later, I faced a difficult decision. Do I stay with my family or return to Darfur and continue the work I had done for years? I chose to return. Leaving my family behind was incredibly hard, but their safety was paramount. I returned to Zalingei with a renewed sense of duty to serve those still trapped in the hardship I had endured. I was also the sole breadwinner for my family and needed to ensure they could survive in Uganda. My hometown changed When I arrived in Zalingei, I barely recognised it. Buildings were scarred with bullet holes. I found another family sheltering inside our house, a doctor and his family whose own home had been destroyed. I let them stay, setting aside a small section for myself and a colleague. The house had been looted. Windows were gone and our belongings had vanished. I had hoped to find my children’s school certificates, photos, any documents left behind. But, they were gone. Everyone was armed, even children as young as 15. People were tense, traumatised and always bracing for the next wave of violence. Machine guns and wreckage in West Darfur I didn’t stay long in Zalingei. Soon I was called to El Geneina in West Darfur, a town devastated by violence, and whose people desperately needed humanitarian support. El Geneina’s streets were strewn with the wreckage of burned-out military vehicles. Armed men patrolled in pickup trucks mounted with machine guns. The humanitarian needs were immense. People lacked food, shelter, household essentials, healthcare, clean water and protection, but we never had enough resources for them. Family, sacrifice and hope for Sudan It’s heartbreaking to witness the suffering caused by the recent donor funding cuts. Many organizations have been forced to scale back their operations, leaving countless people without help. Still, we did all we could. Between 2023 and 2025, we reached more than 800,000 displaced people with critical assistance, in West and Central Darfur. I also went on to work with OCHA colleagues in Chad to coordinate cross-border humanitarian convoys into Darfur. These convoys were lifelines, delivering food, medicine and supplies to communities cut off by conflict. Today, I remain in Sudan. My family is still in Uganda. I visit them once a year, but the separation is painful.”

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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

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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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Tag: Banker awards kenya

Co-op Bank Crowned Best Retail Bank in Kenya

MOST POPULAR

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

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