But behind the rise of Keda Tiles are allegations of a brutal price war and the slapping of import taxes on manufacturers from Uganda and Tanzania.

Here is the story as told by WoK:-

Goodwill Uganda, a tiles manufacturer had a strategy that endeared them to Kenyan hardware retailers – offering their goods on credit and requiring that the debt is cleared within one month.

The move worked for Goodwill until the Kenyan government slapped ceramics from Uganda and Tanzania with a 5% excise tax. The move by Kenya saw ceramics manufacturers from Uganda and Tanzania cry foul.

In June 2025, the East African reported that Kampala had officially petitioned the EAC, saying that the move was discriminatory. Uganda brought the matter before the EAC Sectoral Council on Trade, Industry, Finance and Investment (SCTIFI) arguing that it had affected Uganda originating ceramic tiles. Additionally, it was argued that the Kenyan move was in contravention of the principle of National Treatment as enshrined in Article 15 of the EAC Customs Union Protocol.

But as Goodwill Uganda and her subsidiary in Tanzania saw their Kenyan market share shrinking, Kenyan manufacturers include Keda Tiles became beneficiaries.

Price wars?

Keda Tiles has faced accusations of executing a price war. It is alleged that Keda Tiles had once reduced the prices of its tiles, in a move that attracted a petition to the Competition Authority of Kenya.

But the Competition Authority of Kenya ruled in favour of Keda Tiles, in a petition that had accused the manufacturer of anti-competitive practices, predatory pricing and exclusive dealing.

According to CAK, Keda Tiles only controls 25% of the market, and is therefore not a dominant player.

“The Authority established that KEDA was not dominant in the market for the manufacture and distribution of ceramic tiles in Kenya, where it enjoyed a 25 percent market share and lacked market power as the market was contestable. The matter was therefore closed,” CAK said.

A company is only considered dominant if it controls 50% of the market, while players with a market share between 40% and 50% may also be considered dominant unless they demonstrate lack of market power.

Acquiring Ramado

In 2024, Keda Ceramics acquired some of the assets of Ramado Ceramics in a move that was given greenlight by CAK after Ramado reportedly struggled. Ramado experienced liquidity challenges and closed shop on challenges in general business, strategic and operational divisions.

CAK said the merger would help safeguard at least 500 jobs.

He is assertive, industrious and his work speaks for itself – I mean, you don’t need to hire influencers and premium advertisers when the quality of your craftsmanship can be a magnet for more clients.

Give Naftali Tarus an old, rusty machine with wiring issues and leakages all over – he’ll restore it to near new condition.

His Garage dubbed the tractor clinic is nestled behind Asis Hotel in Eldoret. He leads the team of serious men who have so far worked on numerous tractors in the North Rift.

It is not therefore surprising that dozens of WoK followers mentioned his name when we conducted a random nomination a few days ago.

Background

Naftali Tarus was born on 18th Feb 1986 at Cheukta Village.He attended Cheukta Primary School and proceeded to Kiborom Secondary School. While in school, he sharpened his communication and leadership skills. He served as the entertainment prefect before rising to become the school captain.

He is an ordained elder of the SDA church

Wearing many hats

Because life is all about creating and seizing opportunities, Tarus previously worked as a cameraman and boda boda rider.

He then joined politics as a blogger in 2013 which gave him an opportunity to serve as a Personal Assistant to Speaker of the County assembly from 2017 to 2022.

Later he served as PA to the member of National Assembly from 2022 to 2023. He currently serves as a Junior Administrative Officer in the County Government of Uasin Gishu, Eldoret City formerly Eldoret Municipality.

Because of his passion in farming that he picked up from childhood, he decided to incept Nafco Farm Essentials that deals in tractor refurbishments.

Whenever one needs his tractor to be worked on, the company assesses the it and offers a quotation. They’re flexible with payments and this can be done in phases.

“Tractor refurbishment price varies from tractor to tractor and owners good will to replace worn out parts with new ones, it’s upon assessment of the tractor for proper, payments are done is phases and quality work is earned by a committed team of specialists on all areas with a proper supervisor by our experts and the clients,” Tarus told WoK.

Tarus can be contacted on: 0710359898

The Kenya Universities and Colleges Central Placement Service (KUCCPS) has opened its portal for application of the manifold medical courses in the over 90 Kenya Medical Training Colleges (KMTCs) spread in different parts of the country.

Ideally, I am creating career awareness of the on-going September 2026 intake, which should run up to August 11, 2026. Advisedly, the application exercise considers KCSE classes of 2000 to 2025. Actually, there are slew of Diploma and Certificate Programmes up for grabs in KMTCs.

The oodles of Diploma Programmes include: Diploma in Health Counselling, Diploma in Health Insurance Management, Diploma in Health Promotion, Diploma in Health Records and Information Technology, Diploma in Medical Engineering, Diploma in Medical Laboratory Sciences, Diploma in Medical Social Work, Diploma in Mortuary Science, Diploma in Nutrition in Dietetics, Diploma in Occupational Therapy, Diploma in Optometry, Diploma in Orthopedic Technology, Diploma in Orthopedic and Trauma Medicine, Diploma in Pharmacy, Diploma in Public Health, Diploma in Physiotherapy, Diploma in Public Health, Diploma in Radiography and Imaging, Diploma in Speech and Language Therapy, Diploma in Emerging Medical Technology, Diploma in Dental Technology, Diploma in Community Oral Health, Diploma in Clinical Medicine and Surgery.

Withal, the available Certificate Programmes include: Certificate in Public Health, Certificate in Orthopedic Trauma and Medicine, Certificate in Nutrition and Dietetics, Certificate in Medical Engineering, Certificate in Health Records and Information Technology, Certificate in Health Insurance Management, Certificate in Emergency Medical Technician and Certificate in Community Health Assistant.

New Programmes in KMTCs

Broadly, there are over 90 KMTCs spread across the country. They offer a vast array of Diploma and Certificate Programmes in health-related fields. Then, recently, KMTCs increased opportunities in Community Health Programmes by introducing: Diploma in Health Insurance: to provide skilled workers for Universal Health Care Programmes. They also introduced Diploma in Mortuary Science: to provide professionally-trained morticians in mortuaries or morgues. Medical programmes in KMTCs are highly marketable, attracting umpteen applications in every intake. To enhance quality, most of the KMTC programmes are regulated by the Kenya Nursing Council (KNC). More importantly, willing applicants should ensure that their cluster subjects meet minimum requirements. For instance, the cluster subjects for health science course offered in KMTCs include: Biology, Chemistry, Physics or Mathematics, and English or Kiswahili. Meaning, doing Pure Science — Physics, Chemistry and Biology — gives a student an edge or advantage in career choices. For some medical courses require foundational knowledge of the three Sciences. Then, when I write that a course requires Mathematics or Physics, it does not mean that a student can flop in Mathematics, but still qualify for a particular course due nonpareil performance in Physics alone. In Medical courses with a special bent on machines Diploma or Certificate in Medical Engineering, Physics is a key requirement. Then, majorly, Mathematics is compulsory in all courses. There is no debate about that. Students should score more in Mathematics so as increase their chances for copious courses.

Diploma Programmes in KMTCs

Generally, the Diploma Programmes available in KMTCs include: Diploma in Clinical Medicine and Surgery, Diploma in Emergency Medical Technology and Diploma in Health Counselling. All of which require a mean grade of C (plain) in KCSE as pointed out in The Essential Career Guide, a booklet by KUCCPS. For Diploma in Health Records and Information Technology, applicants require C (plain) in English or Kiswahili and a C- (Minus) in Mathematics. Then, at least a D+ (plus) in Biology. Moreover, Diploma in Kenya Registered Health Nursing, also has a minimum entry grade of C (plain) in KCSE, and it requires a C (plain) in either English or Kiswahili and Biology. Applicants must have at least a C- (minus) in Chemistry, Mathematics or Physics. Other Diploma Programmes include: Diploma in Kenya Registered Nursing and Mid-wifery, Diploma in Kenya Registered Nursing (Mental Health and Psychiatry), Diploma in Medical Engineering, Diploma in Medical Laboratory Science, Diploma in Medical Social Work and Diploma in Mortuary Science.

Furthermore, we have Diploma in Nutrition and Dietetics, Diploma in Occupational Therapy and Diploma in Optometry, Diploma in Orthopaedic Technology, Diploma in Orthopaedic and Trauma Medicine, Diploma in Pharmacy, Diploma in Physiotherapy, Diploma in Public Health, Diploma in Radiography and Imaging and Diploma in Speech and Language Therapy.

Certificate Programmes in KMTCs

Finally, some of the certificate courses in KMTCs include: Certificate in Community Health Assistant, Certificate in Health Records and Information Technology, Certificate in Kenya Enrolled Community Health Nursing, Certificate in Medical Emergency Technician, Certificate in Public Health and Certificate in Orthopaedic Trauma Medicine. The minimum entry requirement is a KCSE Mean Grade of C- (minus). D+ (plus) is required for applicants interested in Certificate in Nutrition and Dietetics and Certificate in Medical Engineering.

But how will the refinery be financed?

The refinery will not be funded by one bank or a single investor.

Instead, Dangote Industries will combine its own profits, borrowed money and money raised from investors to spread the cost and reduce financial risk.

The first source is cash flow.

Dangote Industries will use profits generated from its existing businesses, including cement, fertiliser, sugar and the Lagos refinery.

This means the company will use part of its own earnings instead of borrowing the entire amount.

The second source is bonds.

A bond is a way of borrowing money from investors instead of a bank.

Investors lend money to the company, and Dangote agrees to repay them with interest over a set period.

The third source is an Initial Public Offering (IPO) of the Lagos refinery.

This means Dangote will sell part of the refinery to investors through the stock market.

The money raised from selling those shares will help finance the Kenya project.

This is my honest review:-

1). Ambience: The atmosphere is great especially for a group of families or for team building activities. The grass lawns are well manicured creating a beautiful and relaxing environment. I would greatly recommend it for people who love outdoors dining.

The resort also offers playing facilities for kids: soccer, tyres and swings. They also have a well maintained swimming pool. The charges for swimming are Ksh 300 for adults and Ksh 200 for kids.

2). Affordability:-The charges for food, accommodation and facilities do not need one to break the bank. I found these to be within the range of other resorts of the same calibre.

3). Staff:- The staff are friendly and kind. They handle their interactions with customers in a professional way.

4). Food:- Overall, the food was great but there is need for improvement in preparation of the chicken which had a few tiny feathers. A bit more attention to food preparation would make an already pleasant experience even more enjoyable.

As a manager within the UK’s National Health Service (NHS) mental health services, she is carving out a path in a leadership arena where young, Black voices are still far too rare. In a recent conversation with Whownskenya.com, Dr. Elizabeth shared the story of her remarkable rise from Nairobi, her insights into the British healthcare system, and the delicate art of balancing a high-stakes career with family life.

Foundations in Nairobi and the JKUAT Launchpad

Dr. Elizabeth’s journey began in the heart of Kenya.

“I grew up and studied in Nairobi my whole life, I attended Moi Girls’ School Nairobi, which laid the initial groundwork,” she says.

With her sights set high, she enrolled at the Jomo Kenyatta University of Agriculture and Technology (JKUAT) Main Campus. She has a Bsc Human Nutrition and Dietitics and an MSc and PhD in Public Health and Epidemiology. Looking back, she credits the university’s rigorous, hands-on philosophy for preparing her for the global stage.

“JKUAT really fueled my ambitions by providing practical learning, the focus on labs, workshops, and project-based coursework allowed me to take complex theories and apply them directly to real-world problems.”

“The university’s network also proved invaluable. Their industry ties and partnerships with local hospitals and research centers gave me crucial exposure through internships and fieldwork,” she notes.

“Access to such dedicated faculty, alumni, and peers offered the mentorship and collaboration I needed to move forward.”

Her academic performance soon opened doors in Europe.

“I was actually offered a chance to go to Germany with DAAD during my thesis period,” she tells WoK.

She adds: “However, I couldn’t take it because I was already working in the UK and had become well-established in my area of expertise there.”

Breaking Barriers in the UK NHS

Upon moving to the UK, Dr. Elizabeth quickly navigated the ranks of the NHS. While many immigrants encounter systemic hurdles, she describes her transition into management as a positive experience, thanks to a supportive professional culture.

“To be honest, I didn’t face significant challenges because the NHS is a very supportive institution,” she says.

“Choosing to lead in the mental health sector was a deliberate move, intended to challenge the status quo for minority professionals in the UK. It feels wonderful to occupy this space and support those coming up behind me,” Dr. Elizabeth shares.

She adds: “Many Black professionals in the UK are hesitant to step into leadership, often staying at entry-level roles for years despite their potential. I want to change that narrative.”

For her, management is about more than just administration; it’s about impact.

“Beyond the protocols, what truly drives me is the opportunity to empower patients, families, and clinicians with compassionate guidance and a clear path toward a healthier future.”

Healthcare Dynamics: Kenya vs. The UK

Her perspective from the UK has given her a unique vantage point on how Kenya’s medical sector might evolve, particularly regarding mental health and integrated care.

“It’s an exciting field, especially since there is currently less emphasis in Kenya on mental health and the multidisciplinary teamwork that involves all healthcare cadres,” she observes.

She notes that the British system thrives because every role is valued equally.

“In the UK, every healthcare professional is actively involved and respected. This collaboration ensures patients get the best possible care and recover faster. Specialization is also highly encouraged and appreciated.”

The Power of a Support System

Behind every successful leader is a solid foundation, and Dr. Elizabeth credits her drive to those closest to her. She notes that her greatest motivation comes from her husband, child, parents, and siblings, who have always pushed her to aim for the stars. Managing the demands of a healthcare career alongside motherhood is no easy feat, and she points to her husband as her primary pillar of support.

“Honestly, my husband is incredibly supportive, and that makes all the difference when balancing work and family, we work as a team so that neither of us has to shoulder it all alone.”

A Word to Aspiring Professionals

Dr. Elizabeth’s journey from Nairobi to the upper echelons of the NHS is a testament to the power of stepping outside one’s comfort zone. As our interview drew to a close, she shared an encouraging message for any young Kenyan eyeing international success:

“To everyone aspiring to enter these spaces: stay motivated. Go out there and achieve those goals. It is entirely possible.”

Jaswant Rai did not just take over the business empire of his late father Tarlochan Rai, he came in with the strategies that his father had used to build a multibillion empire.

Tarlochan migrated to the DRC (then Zaire) at a time of political volatility and acquired valuable coffee and tea estates from Belgian settlers who disposed of the same at low prices. Acquiring strategic assets and building an efficient machinery out of them has been a long held family strategy.

In this article, we tell you why it is difficult to compete against Jaswant Rai. This is not only in business, but also in sports where Rai funded Kabras Sugar RFC and Menengai Oilers have been giving opponents a hard time on the pitch.

1). Brutal vertical integration:- In the manufacturing field, the Rai Group produces its packaging for sugar, soap and water. This gives the company a tight control over costs while shielding it from disruptions that comes with outsourcing. Ultimately, this gives them a sustained competitive edge.

2). Operational excellence – The Rai Group is far much ahead of other industries in a game where efficiency wins. Their sugar machineries for example, run faster and are able to turn this into larger volume output. This also minimises the production costs.

Even on the roads, while other industries use old tractors that consume high fuel, the Rai Group uses trucks and turbo-charged Mahindra Haul Master, Mahindra 9200 tractors that move way faster and handle larger volumes of cane.

Have you ever realised that most of the tractors used by Rai Group are 4wd hence improving on haulage efficiency during rainy seasons?

3). The strategy of supply chain control: In the sugar industry, Rai has effectively integrated the entire value chain. By supplying farmers with inputs, offering extension support and making prompt payments for delivered cane, he wins over farmer loyalty and is assured of raw materials. It is for this reason that the zoning politics have always been a hot potato in the sugar industry.

4). Circular economy and revenue diversification: Rather than disposing by-products, Rai turns the waste into wealth. Molasses is processed into ethanol while bagasse is used to generate electricity. This diversification creates new revenue streams while cushioning the business in times of poor sugar prices.

5). Logistics optimization through backhauling:- Rai’s trucks ferry palm oil from Mombasa to factories in Nakuru and are then deployed to transport finished products back to Mombasa. The trucks rarely travel empty hence reducing transport costs and creating a significant cost advantage over competitors.

6). Value proposition strategy: The Menengai bar soap has over the years been a leader in the market despite not being aggressively marketed. And there is a reason for this – Menengai entered the market with a proposition that it is multipurpose and gentle on the skin. The word in the villages, mother-to-mother believed that Menengai also cured various ailments. When I was young, I remember my mother insisting on Menengai when sending me to the supermarket – she claimed it was long lasting (haiishi haraka) and so was the case for many other women. This is the reason the bar soap commands a big share of the market.

-The Rai empire was built by the family’s patriarch, Tarlochan Singh Rai who acquired valuable assets at throwaway prices in the wake of DRC’s independence.

-But following the death of Tarlochan, there was a fierce succession war that eventually split the family. And the rift was also geographical – Jaswant Rai took over the Kenyan market while his younger brother, Sarbjit built an empire in Uganda in the name of Sarrai Group.

-In 2023, the aggressive fight to take over Mumias Sugar Company served as a microcosm of a decade long feud. It is a matter that irked President William Ruto, as the siblings’ battle stood in the way of the state’s interests. Ruto’s infamous “mambo ni matatu” remark forced Jaswant to withdraw the barrage of lawsuits that had prevented Sarrai Group from taking over Mumias Sugar.

The Rai Empire

In the wake of independence in DRC, Tarlochan Singh Rai saw an opportunity in adversity. While Belgian settlers were fleeing the country amid the political volatility, he saw an opportunity to build a generational empire.

Tarlochan migrated from India to DRC (then Zaire) and acquired distressed agricultural assets. He bought tea and coffee estates – which were valuable assets at low prices. In the 1970s, he spread tentacles into Kenya by specialising in manufacturing of tea chests for his produce. He also ventured into the lucrative sawmilling industry.

Family 

Tarlochan Singh Rai was married to Sarjij Kaur Rai with whom he sired five sons named Tejpal (deceased), Jaswant, Jasbir, Sarbjit, and Iqbal Rai and two daughters Hertej Ashwin Oza and Daljit Kaur Han. Prior to his death in 2010, Tarlochan Rai had amassed a multi-billion shilling wealth portfolio with investments in various industries and close relations with the country’s ruling administrations. Jaswant Rai was left as his father’s will executor and chairman of the Rai Group.

Brutal fight for the multibillion estate

After their father’s death, Jasbir and Iqbal Rai teamed up with their mother against their brother Jaswant who held the chairman position of the group. He was additionally named the executor of their father’s will which was written in 1999. The late Sarjij Rai and her two sons were of the opinion that the will had been written in coercion and did not represent the true picture of the patriarch wishes. Jaswant on the other hand defended his father’s will saying that it stipulated that all his eight beneficiaries would receive a rightful stake in his wealth.

Court Cases

The late Sarjij Raj and her two sons went to court to demand that her son Jaswant and the Group’s board of directors be compelled to reveal all the board minutes, asset listing, and their father’s will. This is because they believed that Jaswant had excluded some of the properties from the will leaving his siblings receiving less than they should have received.

Most of the properties alleged to have been left out of the will are foreign companies and investments in which the late Tarlochan had shares. These include Cayman Islands situated Waterloo Ltd and Stonybrook Ltd, Jersey Island-based Rai Management and Technical Services Limited, and millions of dollars in London and New Delhi banks.

The court determined that the will’s validity would first need to be established before any further action would be taken.

Sarbjit Rai vs Jaswant Rai

Meanwhile, the feud forced Sarbjit Rai to break away from the family’s empire and chose to establish the Sarrai Group in Uganda. This rift exposed the family’s dark side when Sarrai Group and the West Kenya company fought for the Mumias Sugar lease.

The Sarrai Group won the lease, but Jaswant Rai did not want to lose out on the control of this strategic asset. He filed an avalanche of suits accusing his brother’s company of lack of a track record and stripping and vandalising of Mumias assets. He also said that he had submitted a larger bid of up to Ksh 36 billion.

While Jaswant Rai had long been portrayed as a man who could influence politics and even orchestrate some form of  ‘state capture,’ this time round, he was in for a rude awakening.

President William Ruto was reportedly angered by the flood of lawsuits which had stalled the government’s interests.

In a chilling remarked, he declared: “mambo ni matatu; uhame, nikupeleke jela au usafiri mbinguni.”

Following this cold remark, and a reported abduction of Jaswant Rai, he was forced to file notices to withdraw all pending cases.

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•Anshuur Hussein is a co-owner of Bluebird Aviation and revealed how they once successfully organised a secret mission to return the body of former Somalia ruler back home. Not even powerful government, or members of the security council knew that they had flown outside the country.

In January 1995, former Somalia ruler Siad Barre died while in exile in Lagos, Nigeria. But returning his body back home proved to be a significantly challenging task for the family.

Barre had ruled Somalia for over two decades before he was driven out of power in 1991. During his reign, there were reports of human rights abuses.

He initially fled to Kenya. However, pressure mounted from parliament and various human rights organisations made Barre’s stay to be short-lived. He eventually sought asylum in Nigeria where he stayed for four years before he succumbed to diabetes.

Two Kenyan pilots, Nigerian diplomats and a secret mission 

While Barre’s family sought the intervention of the Nigerian Air force to return the body home, the plan hit headwinds. They were told that the intended airstrip in Somalia had a small runway that couldn’t accommodate their military plane.

Given the Islamic traditions that require prompt interment, another plan had to be quickly devised and executed.

A Nigerian diplomat knocked on the door of Bluebird Aviation at Wilson Airport and informed the owners of the lucrative albeit risky deal. Captain Anshuur Hussein and Adan were told to secretly charter a flight to bring back the body – and not even government officials were supposed to know about it.

The risk was that the consequences would be dire if President Moi’s officials knew about it and it could lead to a diplomatic fallout.

“We knew immediately this wasn’t a normal charter…If the Kenyan authorities found out, it could have caused serious problems,” Anshuur told BBC.

However, the duo asked the diplomat to give them time to debate on it, promising feedback the following day. The mission was said to come with a generous financial reward, kind of a jackpot, though the exact figure remains under tight wraps.

Accepting the offer

The following day, the two pilots accepted the offer but on conditions that if anything went south, the Nigerian Government had to take responsibility. Additionally, they demanded to have two embassy officials on the flight.

On 11th January 1995, at around 3 am, the Beechcraft King Air B200 took off from Wilson Airport with the filed flight manifest indicating it was destined for Kisumu. When they got close to Kisumu, the pilots switched off the radar and took the direction to Entebbe, Uganda. Anshuur revealed that at the time, radar coverage across much of the region was limited, a gap the pilots knew they could exploit.

While in Entebbe, the two embassy officials were told not to disembark. The pilots told the airport officials that they had jetted from Kisumu and were on their way to Yaoundé. They refueled and resumed the journey. There was a brief stopover at Yaoundé before taking the route to Lagos.

Before entering the Nigerian air space, the pilots were advised by Nigerian government officials to use the Nigerian Air Force sign ‘WT 001′ to avoid any suspicion.

They arrived at 1 PM and met Barre’s family. Arrangements for a return trip were then organised and set for the following day. The following day, the casket was loaded on to the aircraft. Two Nigerian Government officials and six family members boarded the aircraft.

From the pilots’ perspective, secrecy was crucially important.

“At no point did we tell airport authorities in Cameroon, Uganda or Kenya that we were carrying a body,” Anshuur told BBC.

The aircraft retraced its route, stopping briefly in Yaoundé before flying to Entebbe, where it refuelled. While in Uganda, the authorities were deceived that the final destination was Kisumu in Kenya. However, the plane took the route to Garbaharey, southern Somalia.

The pilots attended the burial ceremony and returned back to Kenya. While at Wilson Airport, they said that they had returned from Mandera, giving the impression that it was a local flight.

“No-one asked questions, that’s when we knew we were safe,” Anshuur told BBC.