• -ENA Coach said the driver, Tom Ondieki had worked with them for seven months before tragedy struck on February 17th 2025.
• – The bus company said they’re committed to employee welfare but at times ‘cooperation from Ondieki has been challenging.’

“Our office has maintained regular contact with Mr. Ondieki to facilitate the process, but at times, cooperation from him has been challenging”– these are the words from ENA Coach regarding the compensation of their former driver.

According to the bus company, Mr. Ondieki who alleged neglect had been offered forms from the Occupational Health Department that had been duly processed. The documents, by the time of going to press await approval from his attending doctor.

But ENA Coach says Mr. Ondieki has remained uncooperative. Further, they alleged that they had partnered with a reputable insurance company to ensure their staff are compensated against work-related accidents.

According to the bus firm, they reached out to the insurance company and Ondieki was awarded compensation. The compensation was directly communicated to him, but he disputed and wanted all correspondence handled by his lawyer.

“As a responsible employer, we have partnered with a reputable insurance company to ensure all our staff are comprehensively covered against work-related accidents. We promptly lodged an insurance claim on Mr. Ondieki’s behalf upon his discharge from the hospital.”

“After the due process and documentation required by the insurer, a compensation was offered. This offer was communicated directly to him and unfortunately, Mr Ondieki disputed the compensation and requested that all further communications be directed through his lawyer, whose details he provided.”

Below is a full statement:-

It is always an uphill task to foster team work among teachers while at the same time molding students to become great personalities. The quest to see an institution stand on strong pillars necessitates a careful balance between strictness, open policy and conflict resolution.

In this article, we feature top renowned principals whose strict nature made their institutions excel.

1). Geoffrey Griffins (Starehe Boys Centre)

A former military man, and the founder of Starehe Boys Centre, Geoffrey Griffins laid the foundation of Starehe Boys Centre by molding young brains whose commitment to discipline was unmatched. According to Ephraim Njega, a popular economic analyst who is an alumnus, Griffins always asked students to commit themselves to thorough work as a priority rather than monetary gains. Griffins led Starehe from 1959 until his death in 2005.

2). Mrs Rebecca Karanja (Alliance Girls High School)

She steered the institution between 1985 and 2002 and is on record as being a leader who did not mince her words especially when reading the riot’s act.

Her favourite quote?

-“There is no platform in life where you go to give excuses why you didn’t succeed.”

Her high-handedness led to a student march against her in 2001.

3). Christopher Khaemba (Alliance High School, Friends School Kamusinga)

His legacy in the education sector is unmatched. This is cemented on the fact that he led both Alliance High School and Friends School Kamusinga through a commitment to high level of discipline. He taught Physics at AHS for 14 years before joining Kamusinga in 1995. He led the Bungoma based school for 3 years before rejoining AHS in 1998.

He has invested in the education sector and is the founder of African Leadership Academy (ALA) in South Africa and also serves as a director for Nova Pioneer Group of Schools.

4). Hillary Wambugu (Nyeri High School)

The late Father Hillary Wambugu led Nyeri High school from 1983 to 1998. A WoK fan described him as a disciplinarian who was nicknamed ‘Kahia’

5). Ruth Cheruiyot (Pangani Girls)

“Cherry” was her nickname. She was previously at Kenya High School before being transferred to Pangani Girls where she ran a tight ship.

6). Mr. Moses Ndeda (Litein Boys High School)

When he joined Litein Boys High School in 2007, the institution was among the most cherished schools in Kenya. Academically, it was at one time among the top 15 schools in Kenya competing the likes of Tengecha Boys and Moi Tea Girls.

“Under Mr. Moses Ndeda’s leadership, Litein transformed. Back then, the school was “on the ground” — modest, struggling, in need of vision. But Ndeda brought discipline, focus, and belief. He insisted on respect, on order,” says a former alumnus as quoted by Gan.

7). Paul Otula

Dozens of WoK readers nominated him as a tough principal who steered Maseno School and Mang’u High School to glory. Otula was also a passionate basketball coach and was an icon who became one of the pioneer recipients of the Principal of The Year Award. He passed away in 2025.

8). Gaylord Avedi (Musingu High School/Kakamega High School)

A disciplinarian per excellence who marched to the drumbeat of order. He was nicknamed ‘torch’ due to his hawk eyed attention to details and commitment to discipline. Away from academia, he served as a Permanent Secretary in the ministries for Cooperative Development and Energy. He also got to serve as a Chief of Staff in Vihiga County. He succumbed in 2020.

9).Simon Nabukwesi (Friends School Kamusinga)

He steered Friends School Kamusinga, taking over from Christopher Khaemba where he was nicknamed ‘Jeshi’ due to his unflinching nature of being as tough as an old boot.

10). Francis Carey

WoK fans nominated him as being a tough principal who led with an iron fist. He is a man whom Maseno students nicknamed ‘Achuma’ meaning man of steel.

Carey served during the colonial period and joined Alliance High School in 1940. He ruled with an iron fist; he banned wearing of trousers at Alliance High School and all African teachers were forced to wear shorts. At one time, he expelled and caned all the students after he found a notice he had pinned on the noticeboard missing. The students were only readmitted after writing a ‘thank you note’ for the beating and accepting they were wrong.

11). Edwin Namachanja (Friends School Kamusinga/Maranda High School)

A no-nonsense administrator who gives unruly students a penetrating gaze coupled with a flaring of nostrils like a pneumonia patient gasping for gas. Whenever he caught up disorderly students, he had a psychological trick to make them confess their undoing. The conversation would be like:

• Namachanja: So you’re now a celebrity?
• Student: No sir.
• Namachanja: You mean I’m lying?
• Student: No sir.
• Namachanja: So it’s true you’re a celebrity.

He served as a school principal in Friends School Kamusinga before joining Maranda High School.

12). Cosmas Nabungolo (St Joseph’s Boys Kitale)

Do not mistake his diminutive built to think you can easily shove him around. Nabungolo is a disciplinarian who is brutal for results; both in academics and extracurricular activities. For a long time, he led St. Anthony’s Boys Kitale before being transferred to St. Peter’s Mumias. He then got posted to St. Joseph’s Boys National School Kitale (JOBO).

13). Fred Mogaka (Kisii School)

He left a mark while serving as the principal of Riokindo Boys where the school saw a rebirth of a new era of excellence. He then got transferred to Kisii School where he currently captains. He cuts the figure of an intelligent administrator who mingles with students by donning the school uniform. Apparently, this also enables him to disguise himself as a student and able to bring to book unruly students.

14). Richard Sang (Litein Boys High School)

The current Litein Boys High School Principal made headlines for his strict nature which some allege may have fueled unrest in the school. Sang previously guided Kaplong Boys High School and Longisa Boys High School where he was known to be a master disciplinarian.

Read: Richard Sang: Profile Of The Strict Litein Boys Principal, His Achievements And Challenges Encountered

15). Henry Kiplagat (Kabarak High School)

Kiplagat led Kabarak High School between 2001 and 2015, marking an era that will be scripted in bold letters in the history of Kabarak. Under him, high levels of discipline was non-negotiable. Students were expected to be pious and good time managers.

In retrospect, in September 2022, when President Dr. William Ruto came up with the Presidential Working Party on Education Reform (PWPER), key among its terms of reference on tertiary education was to recommend an academic framework of operationalising the national Open University of Kenya (OUK).

Therefore, PWPER recommended a well-thought-out schema or schemata on Open, Distance and E-learning (ODEL). Meaning, students who have had trouble in accessing tertiary education plus the ones that failed to attain the cut-off points to enroll in universities courses of their choice will have crucial chances to upgrade and climb the lofty ladder of academic erudition.

Apodictically, OUK is an online university established to be: The Innovative University for Inclusive Prosperity. Its physical location is the Konza Technopolis — Africa’s Silicon Savannah.

Then, it is a button away on the computer, laptop or smart phone. Students are a cohort and coterie of their own because they are to apply whenever they are ready, and are admitted at their own time.

Students also request for exams when they are ready. It is easily accessible from anywhere in the country, and in the comfort of learners’ homes. It is at the heart of the present and the future of the country in everything digital. It is a great leaver for harnessing dividends of the digital economy. As well as the 4th Industrial Revolution.

It instructive to note. The President awarded a charter to the 42nd public university — Open University of Kenya (OUK): making the programmes offered there to pass the test of accreditation. It was a monumental milestone as the move underscored the essence of Open and E-learning in enhancing access to higher education.

It marked flexible access to quality and relevant programmes also deemed as cost-effective. OUK admitted its maiden group of students to its virtual programmes in September 2023. The pioneer programmes were 6 in total, which included: Bachelor of Cyber Security and Digital Forensics, Bachelor of Data Science, Bachelor of Education Technology, Bachelor of Science in Business and Entrepreneurship, Bachelor of Economics and Statistics, and Bachelor of Science in Agriculture and Food Systems.

Again, there were 2 post-graduate diplomas, which included: Leadership and Accountability and Learning Design and Technology. Consequently, OUK introduced 18 programmes in September 2024. This brought the total number of programmes on offer in that university to 25. There was curriculum development for new programmes, with 90 specialists in various disciplines undertaking the task at the National Commission for Science Technology and Innovation (NACOSTI).

Ideally, the pioneer programmes abutted more on business and technology courses. Progressively, the new programmes focused on education. As well as nursing and agriculture. Pundits posit, the new programmes were the right response to market demands. Just apprise to you about it.

The new programmes under the School of Education include: Master of Education in Learning Design and Technology, Master of Technology Education, Post-graduate Diploma in Education, Master in Educational Leadership and Policy and Bachelor of Science in Education (Mathematics and Computer Studies).

Moreover, the School of Business and Economics is poised to offer: Bachelor of Commerce (Accounting, Finance, Banking, Insurance, Human Resource Management, Project Management, Marketing, Procurement and Supply Chain Management and Operations and Logistics).

Additionally, the academe offers: Bachelor of Economics and Data Science. As well as Master of Business Administration (Accounting and Finance, Human Resource Management, procurement and Supply Chain Management, Strategic Management, Project Management, Marketing, Entrepreneurship, Operations and Logistics Management.

Ipso facto, the first doctorate programme at OUK happens to be: Doctor of Philosophy, Business Management (Accounting and Finance, Human Resource Management, Procurement and Supply Chain Management, Marketing Management, Project Management, Strategic Management, Operations and Logistics Management and Entrepreneurship. The School of Agriculture will offer a Bachelor of Science in Agri-Technology and Food Systems programme.

By the same token, there are 8 more programmes in the School of Science and Technology. These are: Bachelor of Science in Computer Science, Bachelor of Science in Learning Design and Technology, Bachelor of Science in Mathematics and Statistics, Bachelor of Science in Nursing, Master of Science in Information Technology Enabled Services, Master of Science in Computer Science, Master of Science in Cyber Security and Digital Forensics and Master of Science in Data Science and Forensics and Business Analytics.

Somewhat, OUK envisions to nurture talents and hone useful skills. It aims at shaping graduates in a holistic manner. How? By making them innovative and practical people. OUK integrates modern technology in order to deliver quality academic programmes and research. Ostensibly, it breaks down geographical, economic, and social barriers, which have excluded some students when it comes to access of tertiary education.

Finally, the significance of online learning has gained prominence in this dispensation. It avails infinite spectra for life-long learning and the capacity to draw on digital technology to reach to the marginalised communities, and the working class in Kenya, and beyond. In March 2020, the invasion of Covid-19 pandemic taught us the integral role of online learning. There was the paralysis of education system at all levels.

The writer guides students on how to make informed career choices.

vochieng.90@gmail.com

0704420232

-This translates to Ksh 213000 monthly, a figure that equals what some of the high-paying professionals like doctors, lawyers and senior university lecturers take home.

Bolt, a top ride-hailing platform in Kenya has revealed that its top 50 drivers earned a gross of Ksh 1.28 million in the first half of 2025. This cool figure translates to a monthly income of Ksh 213000, a mouth-watering amount in the Kenyan economy.

The earnings were a sum of trip payments, bonuses and incentives.

According to Dimmy Kanyankole, who serves as the General Manager of Bolt in Kenya, Uganda and Tanzania, the earnings were possible due to an enabling environment. He also noted that drivers can earn more if they strongly embrace the platform.

“At Bolt, our primary focus is on creating meaningful economic opportunities for our driver partners. The latest earnings report shows that drivers who consistently engage on our platform can achieve strong financial returns. We remain committed to improving the driver experience and building a sustainable future for everyone in the gig economy,” he said.

Bolt has factored in driver support programs, incentives schemes and platform improvement as a strategy to ensure it remains one of the top ride-hailing companies in Kenya.

Read also: Markus Villig: 29 Year Old Bolt Founder Who Dropped Out Of University At 19 To Found Taxi Hailing Company

Bolt business 

Bolt Business, an idea that helps corporates save on employee reimbursements by providing an alternative has also reported a 46% growth in Kenya. This is after at least 2000 companies used the platform.

Read also: Young Entrepreneurs Who Founded Wasili Cabs Using Only Three Cars

In every Form 4 candidate class preparing to sit and write KCSE, there are students struggling to get it right. There are those who are struggling in all subjects. Then, there are students struggling to access success in some specific subjects.

Being that the Entry Behaviour influences the Exit Behaviour, Sub-county and County schools have more struggling students. Extra-county, national and high-end private schools with high enrollment are also concerned about size of the tail because of the game of mean scores and recognition target.

School arrowheads and teachers should be concerned about the grade of every Form 4 candidate because they have a target to hit. So, while analysing any exam, they examine distribution of grades — head, body and tail. More so, the size of the head or tail. Schools fatten the head by pushing top achievers to score more. Likewise, they reduce the size of the tail by assisting struggling students to access success. How do they do it?

1. Pairing them up with top achiever

Pairing up learners enhances peer teaching, which is a content mastery strategy. Top achievers should not see it as a sheer waste of time. For both occidental and oriental knowledge acknowledge: those who do not know learn, but those who know, teach. Again, a candle does not lose light by lighting another candle. In fact, it generates more light into the room. Struggling students tap a lot from the Possibility Thinking of top achievers.

2. Encouraging them to revisit Form 1 and 2 content  

When a Form 4 candidate score dismal grades like Ds and Es, it raises an eyebrow concerning levels of mastery of Form 1 and 2 content. Therefore, revisiting that part saves struggling students from the ignominy of poor performance. Teachers help such students by serving RATs. Somewhat, pantheon of pundits posit: The Form 4 candidate who grasps Form 1 content, stands a chance of scoring D+ (plus). When a Form 4 candidate masters Form 1 and 2 content it is possible to score a C (plain). Mastery of Form 1, 2 and 3 content entices a B- (minus).

Ostensibly, based on that brilliant thought, it is clear like crystal that marvellous mastery of Form 4 content poises candidates to score straight A’s in KCSE. What is the validity of this argument? I latch onto the critical analysis of KCSE 2019. Experts assert. It was 25% Form 1 work, 25% Form 2 work, 25% Form 3 work and 25% Form 4 work. Meaning, Form 4 candidates who conceptualised Form 1 and 2 content, escaped mediocre grades such as D+ (plus) and below mark. Consequently, top achievers also missed straight A’s. Why? To them, there was no need of revising Form 1 and 2 content.

3. Helping them identify simple areas they can score free marks

Too true. Some parts of the syllabus look problematic to struggling students. Albeit, there are also areas easy to grasp. This trend permeates all the subjects tested in KCSE. In addition, when doing exams, students should put plenty of premium on questions they can attempt with a lot of ease.

It is imperative to note that passing exams is not about knowing everything in a particular subject. Success in any sphere of life demands that we know some specific buttons to press. It is a successful marriage of hard work and smart work.

Read also: Smart and Practical Ways University Students Can Make Money While Studying

4. Training them on the art of examination

In most cases, it is incumbent upon subject teachers, experts and examiners: to train candidates on the art of examination. This encompasses ample preparation, which is academic, psychological and spiritual. Proverbs 21:31 says: “The horse is made ready for the day of battle, but victory comes from the Lord.” Then, there is correct interpretation of questions, shunning silly mistakes and knowing how to plot work on paper.

There is the exigent need to steer clear on examination trends, format of exams and exam skills. They should make learners pay meticulous attention to marks allotted to questions and points required. Candidates need in-depth training on how to answer questions in the required depth and breadth. Then, the art of science practical should be a critical area of focus.

5. Encouraging them to focus on all forms of consultation

Consultation is one of the best content mastery strategies we talk about here and there in our nation-wide academic talks. It can be one-on-one conferencing, where students visit offices to consult teachers. It can take the form of class consultation, where learners ask quality questions in class either during or at the tail-end of the lessons. It is also important to embrace group consultation and peer consultation.

6. Encouraging them to take remedial lessons seriously

Remedial lessons help struggling students because teachers can focus on problematic areas requested by such students. Actually, it is during the remedial lessons that teachers endeavour to address areas performed poorly in the previous exams. Areas pointed out in the past KCSE papers and KNEC reports. Then, during remedial lessons, tutors teach both backward and forward. Therefore, when teachers expand learning time or increase contact hours by allotting ample time for remedial lessons, they achieve the stupendous strategy I can christen: Teach, test and re-teach.

7. Preparing them on the Table of Specification (ToS)

Table of Specification (ToS) also known as the Test Blueprint focuses on ‘a must-come-areas’, which is in perfect agreement with syllabus objectives and KNEC assessment areas. It is imperative for subject teachers to look at every topic in various subjects and point out ‘a must-come-areas’, and prepare Form 4 candidates adequately on these areas. This absolutely, will help struggling students to get it right.

8. Helping them set realistic targets

For struggling students, they can begin with a target of a D+ (plus) in the core subjects, and target a C (plain) and above in the optional subject.

9. Encouraging them not to give up

Struggling students should never give up. They should not cry, but try. They need constant encouragement. Ideally, they should not measure their academic success by how high they go up in exams, but by how they manage to rise up after every fall. Failure in any exam is not the end of life. It does not mean the chapter is closed, fate is tightly sealed, and the game is lost. Winston Churchill put it aptly: “Success is moving from failure to failure without the loss of enthusiasm.”

The writer rolls out Form 4 academic talk on Finishing Strong Strategies

vochieng.90@gmail.com.

0704420232

As a peripatetic speaker, cruising counties across the country, staging candid conversations for Form Four candidates, I have always shed bright light on the 3 G’s: Energy, Synergy and Strategy.

Energy

Form Four candidates yearning to access success in KCSE must increase their energy levels. Peak performance comes with starting strong, continuing strong and finishing strong. They should do it like champions. Energy means they purpose to go the extra mile. For the pot carrying good grades lies where the rainbow ends. Then, the difference between ordinary and extra-ordinary lies in the prefix “extra”.

Meaning, candidates who win and shine, understand this “extra factor”. They dream more. They do more. They become more. Extra-ordinary candidates take a leap of faith, and explore how to score more in academics. Energy is needed in waking up early, studying at night and doing shedloads of assignments. Form Four candidates must brace up for expansion of learning time, crash programmes, compressed curriculum, pressed schedules and high-pressure learning environment.

Through it all, Form Four candidates with energy work on their strengths and weaknesses. They grit their teeth. They steady their nerves. They tighten their belts. They put their best foot forward. They sacrifice and pay the price. For no price, no prize. They borrow life lessons from elite athletes and world-class soccer players. Elite athletes dedicate 90% to preparation, and 10% to winning big races. Athletes practise for years to win races that take seconds. Likewise, world-class footballers know that they play based on how they prepared. When they prepare poorly, they play poorly. In this context, exam requires enough academic, spiritual and psychological preparation.

Life has battles and wars. Sometimes, conquerors accept to lose battles, but they eventually win the war. Form Four candidates with energy stretch beyond elastic limits. They obey the wise words of John C. Maxwell in his heroic book titled The 15 Invaluable Laws of Growth. In The Law of the Rubber Band, he contends: rubber bands are useful because they can stretch. Likewise, human beings become useful only when they can stretch. Meaning, Form Four candidates should stretch. Why? It is homestretch, the last lap. They must accept pressure piled on them. After all, good things like gold and diamond go through intense pressure before they become admirable. Precious things are products of pressure, not pleasure.

Synergy

Synergy focuses on working and walking together. Steve Covey in his heroic book titled The 7 Habits of Highly Effective People postulates, highly effective people synergise. Where there is synergy, there is energy. Ideally, synergy focuses on co-operation and collaboration. Form Four candidates who pass exams with flying colours, collaborate in their class through joint effort. They also co-operate with all figures of authority in the school. They cooperate through discipline and diligence. For Jim Rohn observed, “Discipline is the bridge between goals and accomplishments.” Proverbs 12:1 says, “Whoever loves discipline, loves knowledge…”

Again, synergy focuses on what Napoleon Hill calls the Mastermind Alliance – two or more minds merging to achieve a particular purpose. Synergy focuses on teamwork. TEAM (Together Each Achieves More). For the dream to work, there must be teamwork. The dream is the school target and individual targets. Or the prestigious courses available after high school. Then, synergy is unity of purpose. Psalm 133:3 says, where there is unity, God commands a blessing. For results to come there must be unity among students and staff. For without unity, the school will fail and fall flat.

Strategy

There should be top achievers’ and struggling students’ strategies. Top achievers in the candidate class should work for straight A’s in the subject cohorts. Join academic villages. Engage in peer teaching. Practice individual exams. Focus on one-on-one conferencing with teachers. Believe in the Kaizen Principle of Continuous Improvement. Grasp art of exams. Fill in learning gaps. Avoid over-confidence. Get rid of stupid pride. Overcome hubris and chutzpah. Overcome complacency.

Finally, struggling students leg up their academic performance when they embrace ability grouping. Pair up with top achievers. Go back to Form One and Two work. Identify simple areas they can score free marks. Grasp art of exams. Focus on all forms of consultation. Take remedial lessons seriously. Target a D+ (plus) and above in core subjects, and C (plain) and above in optional ones without giving up. For Thomas Edison in his attempts to invent the light bulb, failed 10,000 times, but did not give up. In fact, he said, “I have not failed, I have only found 10,000 ways that won’t work.”

The writer visits schools to roll out Form 4 Academic Talks on Finishing Strong Strategies. 

vochieng.90@gmail.com. 0704420232

Political Career

Nazlin is a vocal advocate for good leadership and governance, virtues she notes fueled her quest for the presidency.

She was in the frontline of the opposition leading up to both the 2005 referendum and the one in 2010 that led to the birth of the new Constitution. In the 2005 referendum, she rallied across the nation as the sole female luminary in the Orange Democratic Movement to oppose the proposed 2005 that was backed by the government. With the political temperatures hitting fever pitch, the Kibaki government was handed a humiliating defeat. The Iron Lady also vocally opposed the coalition government that ruled between 2008 and 2012.

Nazlin contested the presidency in 2007 on a Workers Congress Party of Kenya. She came in sixth behind late President Mwai Kibaki, ODM leader Raila Odinga, Kalonzo Musyoka, Joseph Karani and Pastor Pius Muiru

She made an attempt in 2013 but was barred for failing to secure a certificate of good conduct from the Directorate of Criminal Investigations (DCI).

In 2017, she found that her name was missing from the list of voters, so the IEBC did not clear her for the presidential race, cutting short her bid.

She argued that the requirement to vie for presidency should be the same as vying for an MP seat.

The High Court had in 2021 declared null and void the requirement to have candidates running for MP seat to present degree certificates.

In a 16th  December 2022 ruling, Justice Anthony Mrima ruled in her favour, declaring Section 22(2) of the Elections Act as unconstitutional. Though the ruling was a landmark decision, Nazlin argues that it was delivered way late after the elections and had sabotaged her presidential bid.

Headquartered in Kenya, AGI operates six state-of-the-art steel plants within the country, alongside two additional plants in Ethiopia. The company also engages in mining activities in Uganda, ensuring a steady supply of billets for its manufacturing processes. With a robust infrastructure and strategic regional presence, AGI is committed to meeting the diverse steel demands across East Africa.

AGI specializes in a wide range of steel products, including hot-rolled steel, cold-formed steel, wire products, and welding rods. This extensive product line caters to various industrial and construction needs, ensuring that clients receive durable and reliable steel solutions.

Mahendra Patel has been in steel since he apprenticed in it in 1968 while studying Metallurgy at Sheffield.

“We bought Kenya’s first rolling mill in 1969 and have been in steel since then. I have seen steel go from a labour-intensive network to fully integrated steel mills. With over 40 years in “a life of steel” Africa has gone through tremendous change, whereby today we must demand high production and quality products,” he says.

Mahendra Patel was recognized by the Kenya Association of Manufacturers (KAM) for over 50 years of achievement, service and contribution to the steel industry.

AGI Group

The Abyssinia Group of Industries is the largest steel producer in East Africa with a capacity in excess of 350,000 metric tons per annum.

The company has been operational in Kenya since 2003 and has utilized locally available resources, made substantial investments in the country and created employment opportunities for thousands of Kenyan citizens. It has also been a major contributor to the country’s economy and infrastructure growth.

The group has also actively participated in important Corporate Social Responsibility projects, such as building schools and assisting in the supply of water and power to rural areas.

Using mineral resources from its own mining operations in Homa Bay County, the Abyssinia Group is the first Integrated Steel plant in East Africa.

The group also manufactures a wide range of value-added iron and steel products for the construction industry ranging from TMT reinforcing bars, angle irons, window sections and BRC rolls, weld mesh, galvanized wire, barbed wire, black binding wire and wire nails.

As a major steel manufacturer in the region with an Export Processing Zone (EPZ) in Kenya, AGI leverages this advantage to export collated nails beyond Africa, marking its footprint in the global market. The company’s dedication to quality and innovation has solidified its reputation as a leader in the steel industry.

The success of AGI is built on a foundation of advanced technology, a skilled workforce, and a commitment to sustainable practices. By investing in modern manufacturing techniques and adhering to stringent quality standards, AGI not only meets but exceeds industry expectations.

Operations in Uganda

Operations in Ethiopia

The Abyssinia Group of Industries has been present in Ethiopia for over a decade and has multiple business interests in the country catering to building and construction needs. AGI is a significant market player having an integrated mill with the production of billets and ingots from locally sourced raw material which is then converted in our in-house rolling mills to produce the widest range of long structural steel products.

The group also has investments in the Cement Industry to complement our product offering to the customers. Our product range consists of various grades and sizes, such as: TMT – reinforced bars, angles, channels, flats, rounds to name a few.

AGI has invested in keeping pace with the changing technology to bring the best in class to customers and is continuously expanding investments in the country in line with the same.

Corporate Social Responsibility

The Abyssinia Group has been involved in a wide variety of social projects. The group has worked on Environmental protection projects including the publication of “green books”; we have participated in local and international “green events”, and worked alongside retail partners to create pleasant, eco-friendly shopping environments and innovative, eco-friendly technology.

The group also nurture and mentor young talent and work with local and international universities to develop sustainable production methods in various applications. The Abyssinia Group has also donated monetary funds towards relief and reconstruction following natural disasters, women’s rights projects, girl child education and orphan support.

Other CSRs include;

• Sponsoring the publication of “Abyssinia Go Green”
• Sustainable Development International (SDI) “Climate Action”
• Kenya Carbon points association
• Friends of Nairobi National Park
• Green Belt movement
• The company’s commitment to increase the green belt around our sites to 15% of the total area
• Community participation in the growth of fruit trees.

The group owns the iconic Diani Reef Beach Resort & Spa in Mombasa.

Deepak Kamani is a shrewd entrepreneur and has expanded Zuri Group’s footprint across the African, Asian, and European continents. The conglomerate has set up many luxurious five-star hotels in India and elsewhere.

The businessman is a member of the renowned Kamani Family of Nairobi. The automobile engineer boasts vast experience in international business practice.

Background

Deepak Kamani was born at the Ngara Maternity Hospital in Nairobi, on July 3, 1953. He is the son of Chamanlal Kamani. At the age of 17, he was disinterested in continuing with school and dropped out of Form Two.

He began working at his father’s auto shop in Nairobi’s Tom Mboya Street. That was in the 1960s.

“I never liked school. I was always last in class. I also failed in swimming,” he told Business Daily in a past interview.

“My dad said I needed professional training and took me to Kenya Polytechnic (now Technical University of Kenya) for training in mechanical work,” he says.

At the Polytechnic, he registered for part-time classes and completed his diploma.

Mr Kamani excelled in selling motor spare parts and his father opened a shop in Mombasa
for him. He stayed there for four years (1969-1974) and later returned to Nairobi because his family was starting to miss him.

It was at this time that he convinced his father to venture into the posho mills business and they started Kamsons Limited — which was short for Kamani & Sons. It was the formation of Kamsons Ltd that would lead the Kamanis into the world of government tenders, and big money and later taint the family name.

With Kamsons, they started by tendering to the Ministry of Public Works from newspaper adverts. The government tenders were as lucrative as today, but Mr Kamani says there was a shortage of cash since payments took long.

But given the government is the biggest spender, the tender contracts for them were viable. And even in the face of Anglo Leasing scandals, he says he would still do the same.

“We are part and parcel of this country. Like any other business we are ready to do it if opportunity arises,” he said.

He is a father to two — Daisy, his first daughter, is married to late former billionaire and Sameer Group chairman Naushad Merali’s son while Bobby is a businessman.

Anglo Leasing Scandal

The Kamanis, Chamanlal and his two sons, Deepak and Rashmi, were charged alongside several others including former Kisii County Senator Chris Obure, and David Mwiraria for alleged involvement in the multi-billion Anglo Leasing scandal.

In 2015 the brothers were charged, alongside their late father Chamanlal and seven government officials, for conspiring to acquire bogus state contracts for services that were never delivered — but totalled at least $640 million. This was allegedly through a supplier’s credit contract agreement for the Modernisation of Police Security Equipment and Accessories Project.

“Anglo Leasing has been used to cover other political issues that arise time and again. It is always political,” he told BD.

For several years, Deepak Kamani fought to clear his name. After frequent grilling — at times lasting more than four hours with investigators and what he described as “harsh media coverage”.

On January 19, 2024, the brothers were acquitted of their involvement in the scandal for lack of evidence.

Zuri Group

The dream that was Zuri began in the year 1960 when the Kamani family set up its first trading business in Nairobi, Kenya. Its rapid success led to expansion into the floriculture business and soon found itself being propelled to the next big initiative — hospitality.

The group began its foray into the hospitality segment with a takeover of ‘The Liner’ — the only themed Hotel in Liverpool City Centre.

The Liner was soon followed by the construction of the first hotel in Varca, Goa, built in a record 11 months in 2002. This also marked the beginning of bold business expansions in India. It was followed by Kumarakom, Kerala, in 2006 and another property in Goa, all of which were in partnership with major international hospitality brands. During this period the group also acquired The Diani Reef Beach Resort & Spa – a luxury hotel in Mombasa, Kenya.

March 2009 saw the fructification of a dream that the Zuri Group had long cherished; the launch of Zuri’s very own brand of hotels and resorts. This happened with the group’s fourth hotel property in India at Whitefield, Bangalore. This new hotel catered to both the discerning businessman and the leisure seeker, creating a niche in the luxury segment with a unique brand of hospitality.

With experience gained over five decades, Zuri Group Global has built for itself a strong presence in many fields. Now with a footprint spread across 3 continents and growing, the group is spreading its wings and venturing into the green energy sector.

Floriculture

Floriculture has remained one of Zuri Group Global’s core businesses. Having set up two rose farms in Nairobi, Kenya, under the brand of Primarosa Flowers, the group has established itself as one of the leading players in the world. The name has been derived from two words which are Prima meaning Premium and Rosa which means Rose.

Spread over an area of 150 hectares, Primarosa Flowers exports over 100 million roses to regions around the world such as The UK, the Middle East and Holland. It was also the recipient of the prestigious ‘GOLD AWARD’ at the Chelsea Flower Show in London.

The floriculture division of the Zuri Group employs over 1600 employees and is the market leader in high-quality roses. Expansions into other African countries are in the pipeline presently.

Zuri Realty

Presently, Zuri is involved in the construction, development and management of real-estate projects of varying sizes within East and Central Africa. We have expertise in residential, commercial, hospitality and more, emerging as the top choice for joint developments or venture agreements within the Real Estate sector in the region.

Zuri Energy

Zuri Green Energy is the Zuri Group Global’s foray into the green energy sector through a multi-pronged effort into unconventional sources of renewable energy.

With an aim to empower the world today, Zuri Green Energy has identified its thrust areas in geothermal and energy from waste, besides wind itself. Already present in the wind energy sector with windmills in South India, these initiatives are all set to roll out in India and Kenya, with immediate plans to make significant in-roads into East & Central Africa and the Middle East.

E-Commerce

Zuri launched Zoffio.com — a comprehensive portal for Office Supplies Solutions. Launched in 2013, Zoffio offers a sense of professionalism, range and customer service to specialised office solutions.

The platform has grown to become a preferred destination for office machines, peripherals, office utilities, stationery and corporate gifts.

Diani Reef Beach Resort & Spa

Nestled in the pristine, white sands of the South Kenyan coastline, Diani Reef Beach Resort & Spa is one of the most preferred getaways for luxury travellers looking to explore the uniquely enchanting experience of the serene beaches and Swahili culture that Kenya has to offer.

Offering world-class hospitality standards, the resort offers a perfect destination for beach holidays, corporate and social events as well as grand weddings.

Diani Reef Beach Resort & Spa offers 143 aesthetically decorated rooms and suites equipped with modern amenities to make your stay a memorable affair.

Accommodation in the resort is available in Standard and Deluxe rooms, Junior Suites, Penthouses and two Presidential Suites. The interior designs of the rooms incorporate a fusion of international, and local African décor and spectacular outdoor views of Diani Beach and the Indian Ocean.

For the connoisseurs of luscious food, Diani Reef Beach Resort and Spa has a variety of restaurants offering refined cuisine.

Enjoy an extensive buffet at The Coral Rock Café which includes live cooking for breakfast, à la carte lunch, and dinner.

The Fins Beach Bar & Grill serves sizzling fresh fish and meat as well as light Mediterranean dishes.

After an eventful day, unwind in a lively ambience at our Zebra Square Bar & Piano Lounge.

Whether you’re looking to dance the night away, enjoy a few drinks with friends, or meet new people, Zuri Disco is the place to be.

Diani Reef is the ultimate destination to celebrate life’s special moments while basking in the warm tropical climate on the beach, with breathtaking views of the Indian Ocean. Whether you’re planning a destination wedding, vow renewal, marriage proposal, baby shower or birthday party, we’re dedicated to helping you create unforgettable memories.

Mama Rocks Burgers Restaurant was the first fusion food establishment in Kenya to marry the American-style gourmet burger with a range of flavours inspired by cuisines from the four corners of the African continent.

From their mother’s hot pepper stews, their grandmother’s obsession with Nollywood movies and stories she shared of hanging with Fela Kuti’s mother in Abeokuta to the diverse Pan- African cuisines easily available in London, their culturally blended identity is a big influence on the adventurous Mama Rocks menu and brand.

The sisters have managed to create a strong brand that celebrates African music, film, dance and culture through not only quality food but an immersive experience and home away from home for all who come to our restaurants.

Background

Natalie and Samatha, born to Nigerian and Kenyan parents, take a lot of inspiration from their upbringing.

“We credit our parents with our ability to hustle. They moved us to the outskirts of London so that we could get a better education and have better overall opportunities,” the sisters told Sable Labs.

They went from living in a very diverse environment to being the only 2 black students in their school. Although far away from their peers, Natalie and Samantha remained connected to their culture through daily chats with their maternal grandmother.

The sisters concede that as their after-school caregiver, their grandmother instilled in them a love for African flavours; everything from hot pepper soup to jollof rice. Both Natalie and Samantha honoured their parents’ sacrifice by attending university in Surrey; Natalie, earned a degree in Human Resources and Samantha graduated with a degree in Law.

Working in London

By 2013, the sisters found themselves living fast-paced lives in central London. They both worked in human resources. Natalie worked for a charity organization that supported vulnerable people by helping them find work, while Samantha worked in recruitment for major media houses and creative agencies.

Natalie pointed out that despite having successful and fruitful careers, they felt unfulfilled.

In 2015, Natalie and Samantha quit their corporate careers to realise their dreams of creating a brand that celebrated the continent of Africa.  Their chosen medium? – Food. Their next move? – Working for what is arguably London’s best Independent Burger joint where they were mentored by the owner. During their time off they would develop the Mama Rocks brand and early recipe ideas.

Mama Rocks Burgers Restaurant

Nat and Sam’s African Style Gourmet Burger dreams became a reality when their creation, Mama Rocks Burgers, opened in January 2016 with their one-of-a-kind food truck. It was located at the Alchemist bar in West Lands, Nairobi- Nairobi’s cultural hub for food, fashion and music.

“We didn’t start off Mama Rocks saying that we were going to start a restaurant. We started it off because we came to Kenya every year and could find an Italian restaurant, a Chinese restaurant etc. but nothing that reflected the youthful vibrancy of Nairobi”.

As one of the first street food vendors in the city of Nairobi, Mama Rocks quickly garnered attention for its delicious transcontinental African menu and thoughtful modern branding.

Each of the now 3 Mama Rocks locations and the food truck features a queue and a menu touting 19 signature burgers. Every Burger is influenced by different elements of regional African culture. The Mango Masai Mama burger is layered with a bright mix of colourful veggies to reflect the robes of the Masai women, while the Nollywood Suya Saga burger has a bold peanut flavour, reminiscent of the famous Nigerian peanut stew.

Working together

Finding strength in their bond, the sisters have managed to steer the business to success.

 “To be honest, I don’t think I could work with anyone else [the way I work with my sister]”, says Natalie.

“Working with my sister means that I can be really open and honest in the way I communicate. We know how to disagree. We are sensitive but know how to speak to each other without tiptoeing or hurting the other person,” Samantha adds.

Natalie explains that the two brainstorm together and assign tasks according to whoever is better suited for a particular assignment.

“While we have the same values, we are very different. Samantha is much more detail-oriented [than me] when it comes to budgets and financial management. I am more creative and conceptual, a bit more out there. We really complement each other”.