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.

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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• Busia County serves as the main border point of Kenya and Uganda through Busia and Malaba. The Awori family is arguably the wealthiest and the most successful family in Busia.
• Footballers Victor Wanyama and MacDonald Mariga who earned fortunes through illustrious careers in Europe are also among the wealthiest individuals.

Busia county is one of the regions from the former Western province and mainly earns her daily bread through agriculture, hospitality, logistics and manufacturing. Even though seen as a ‘silent’ county, it is home to some of the wealthiest individuals in Kenya.

In this article, we reveal the richest people from this county.

The Aworis

The Aworis are arguably the richest people, and in this regard the most successful from Busia County. The family’s patriarch, the late Jeremiah Musungu Awori was the pioneer African canon of the Anglican Church. He had 17 children; and all were successful in life.

Moody Awori was an accomplished politician who made a name for himself since the precolonial period upto 2008. He served as minister for home affairs and doubled as vice president of Kenya. His sister Mary Okello is the founder of Makini school while Dennis Awori served as Kenyan ambassador to Japan. Aggrey Awori once served as an MP in Uganda. Hannington Awori served as a civil engineer while Nelson Awori was a medic who conducted Kenya’s first kidney transplant.

While the actual wealth of the family remains unknown, their deep pockets were evidenced when they contributed Ksh 800 million to rescue their sister Grace Wakhungu from an imminent jail term when she was accused of a multimillion maize scandal.

Victor Wanyama

Retired footballer Victor Wanyama has accumulated millions of shillings due to his decorated football career. He played for Celtic, Southampton, Tottenham and CF Montreal where his weekly wages were handsome. He is estimated to have a net worth of Ksh 1.8 billion. He owns mansions in Kileleshwa, Nairobi and London.

Ahmed Ali Taib

He is a billionaire industrialist who owns the Busia Sugar Industry Limited whose daily output is an estimated 3000 tonnes per day.

Macdonald Mariga

The FKF vice president is a retired footballer who played for big clubs in Europe including Inter Milan, Parma and Real Sociedad. He eventually hung his boots in 2019. According to Tuko, Mariga’s net worth is an estimated Ksh 907 million. He has invested in real estate and drives high-end vehicles including a Range Rover Vellar.

Charles Wesonga

Charles Wesonga is the owner of Hotel Itoya. The facility boasts of 60 rooms with ensuite bathrooms and spacious work desks. Through this hotel, the proprietor has secured lucrative tenders including the flagging of Kipkeino Classic. In 2021, he made headlines when the taxman slapped him with a tax bill of Ksh 22 million.

Amos Wako

Amos Wako comes from Matayos Constituency and served as the country’s attorney general for over two decades. He then was elected Busia County senator. Due to his long term civil service alongside an illustrious legal career which saw him serve in international bodies such as the UN, Amos Wako is reported to be worth about half a billion Kenyan shillings.

Kevin Okwara

Okwara is a politician and owner of the iconic Noble Hotel and Alphax College in Eldoret. He began his career as a computer instructor before venturing into the hospitality industry.

Ababu Namwamba

During his vetting for the position of Permanent Representative to the UNEP, former Sports Cabinet Secretary revealed that his networth was a cool Ksh 500 million shillings. He disclosed that his investments included residential areas, business interests, shareholding and pension. Namwamba owns Che’s Bay Resort in Port Victoria.

Sospeter Ojamaa Ojaamong

Ojamaa Ojaamong served as the first governor of Busia County. While his net worth is not disclosed, he could be worth over Ksh 500 million.

Governor Paul Otuoma

Dr. Paul Otuoma serves as the governor of this county and has had a successful political career. He is a former Funyula MP and had a tenure as Local Government Minister. However, his net worth is not publicly available though he certainly is a multimillionaire.

• Amina once made millions by exporting 500 train wagons full of cement to Uganda.
• She is the daughter of Sarah Hersi Ali, a woman who is arguably the richest individual in Bungoma.

From humble beginnings and armed only with a business acumen she picked from her mother, Amina Moghe Hersi became a billionaire with investments in real estate, hardware and manufacturing.

She owns among other assets Oasis Mall in Kampala, Laburnum Courts luxury apartments and has a 60% stake in Atiak Sugar factory.

Here is her story as told by WoK:-

Conservative Somali family

Amina Moghe is of Somali descent and her family settled in Western Kenya around 1956. She was born in 1962.

Their family first lived in Namwela in Sirisia Constituency and her mother sold paraffin and mandazi just to make ends meet. On the other hand, her father invested in a restaurant and a butcher. Sadly, the dad passed away when she was only 9 years old.

Education

Amina began her studies at Chwele Mixed, before joining Lugulu Girls High School.

However, her mother wasn’t keen on her performing well or pursuing higher education. Instead, she only wanted her to learn English and thereafter assist in managing various business roles.

“My mother’s vision for me and my elder sister was never to go far in school but rather to take over the family business as soon as we came of age,” she says.

Nail business

As soon as she was done with secondary education, her mother tasked her with setting up a nail business in Bungoma town. When she started out, she felt discouraged by the little sales she made. At one particular day, she only sold a few kilos of nails, much to the satisfaction of her mom who tapped her shoulder and encouraged: “For someone who is just starting out, that is a job well done.”

She later on realized that most sellers in town did not break bulk and only sold nails packed in 50kg sacks. She noted that this was not affordable for many buyers and began the sale on smaller quantities.

“I wasn’t getting customers to buy other things but let me tell you – almost the whole of western province was told there is a shop now which can give you half kilo of nails, a quarter – what you need,” she said in a past interview.

She adds: “I used to have long queues of people coming from different areas to buy.”

Good will

With the spike in number of customers, some would ask for various commodities which they didn’t stock. However,  relying on good will, she would convince them to leave some money with her, and they would come later and pick the goods. With this, their family business took an unprecedented upward trajectory.

Venturing in Uganda

Through the hardware business, Amina Moghe’s family made enough to venture into Uganda. The big reward came in 1989 when they had become a Bamburi Cement agent, hence did not require capital.

“Cement was very lucrative and as an agent, I did not require capital,” she says.

While she continued doing the cross-border trade, it was until 1998 when she sadly lost her two children in an accident that she decided to settle in Uganda. This was in order to escape the turmoil of people reminding her, a matter that disturbed her.

According to her, she began her investment in Uganda on a high note when she ordered 500 train wagons of cement and pitched tent on the Kampala – Jinja Highway.

“When I came to settle, I brought with me 500 train wagons full of cement from Bamburi Cement factory in Kenya,” she says.

Oasis Mall 

Though she didn’t have enough money, Amina later decided to invest in real estate. She wrote to various government institutions including Kampala City Council and Statehouse of her ambitious plan. This enabled her to get land allocation for Oasis Mall and Laburnum Courts luxury apartments.

She then visited several banks with the proposals but none agreed to finance her, while others wanted her to do one project first, then the other later. However, Barclays Bank agreed to pump in money after her mother gave part of her buildings in Kenya as collateral.

Atiak Sugar factory

Atiak Sugar factory is an ambitious albeit controversial project which Amina owns 60% while 40% is owned by the Ugandan Government through Ugandan Development Corporation.

The project is said to have consumed up to $ 204 million for the 6 years since inception yet it has not come to life. Various challenges have emerged including persistent fires which has destroyed thousands of acres of cane. The feasibility of the project has also been questioned, with reports that the industry doesn’t have enough cane.

The government of Uganda has however pumped in more money into irrigation. However, critics, including various MPs have argued that the government has pumped in more money than Amina despite of her being the major shareholder.

According to reports, the government had already invested $ 147. 2 million while Amina Moghe has invested around $ 43.6 million.

Drive through the rolling plains of Kwale, and rising from the green ocean of cane stands a reminder to what Kenya’s agricultural future could look like.

Not merely a mill. Not merely a factory. But a vision.

When the founders of the Kwale International Sugar Company Limited (KISCOL) first conceived the project, they were not thinking about producing bags of sugar alone.

They were imagining something far bigger: a fully integrated agro-industrial powerhouse capable of transforming an entire region.

Today, that vision remains one of the most compelling stories in Kenya’s sugar sector.

At a time when many sugar millers were struggling with ageing machinery, debt and chronic inefficiencies, KISCOL was built around a different philosophy.

The factory was designed to crush thousands of tonnes of cane daily, generate electricity from bagasse and eventually produce ethanol from molasses.

Model Project

It was a model borrowed from the world’s most successful sugar economies, where every stalk of cane is squeezed for maximum value.

The numbers tell part of the story.

A modern mill. An 18-megawatt bagasse-fired power plant. Thousands of hectares under irrigation.

Plans for large-scale ethanol production. A sophisticated water management system that many experts consider among the most advanced on the continent.

Yet the real story lies beyond the numbers.

Imagine standing in the middle of the estate at dawn. The first rays of sunlight spill across endless fields of cane.

Irrigation lines snake beneath the soil. Giant turbines wait to convert agricultural waste into clean electricity. Trucks rumble towards the mill.

This is not the image of a struggling industry. It is the image of an industry that should be leading Kenya’s industrialisation.

 2026/27 Budget

And that is precisely why the conversation around KISCOL matters.

The 2026/27 Budget has once again recognised the strategic importance of the sugar sector, with billions allocated towards ongoing reforms and revitalisation efforts.

Government officials have repeatedly emphasised the need to modernise sugar production, expand ethanol manufacturing and increase renewable energy generation from sugar factories.

If that is truly the direction Kenya wishes to take, then KISCOL should not be viewed as merely another miller that should be supported by the government. It should be viewed as a blueprint.

Because the future of sugar is no longer just sugar.

It is power generation. It is ethanol. It is irrigation technology. It is manufacturing. It is jobs. It is energy security. It is rural transformation.

For years, Kenya has lamented sugar imports, farmer frustrations and underperforming factories.

Yet in Kwale stands a project that attempted to answer many of those challenges before they became national talking points.

Perhaps the greatest tragedy would be allowing such a vision to wither for lack of support.

KISCOL is not asking Kenya to dream. It already did the dreaming.

The question now is whether the government and Kwale community is prepared to support the establishment of the KISCOL transformative dream and other ideas within the sugar sector.

Speaking at Kagumo Teachers Training College in Nyeri during the opening ceremony of the 64th Kenya National Drama and Film Festival (KNDFF), the Kenya Institute of Curriculum Development (KICD) CEO Prof. Charles Ong’ondo stated that this year’s students will be used to set the benchmark for the next cohort in the coming years.

“This is the first year we have Grade 10 learners participating in this festival. We are very happy that they are now part of this stage, and some of them are doing well, either in solos or in group items,” he said on Tuesday, April 7th, 2026.

“Grade 10 learners are specializing in various pathways. Some are participating in theatre and film not just as a co curricular activity, but as a learning area in which they will be assessed, and in which what they do here will form part of their portfolio,” Ong’ondo added.

The guest of honour, Education Director General Dr. Elyas Abdi Jillaow, concurred, stating that through the lens of Competency-Based Education (CBE), the festival cultivates essential 21st-century skills, critical thinking, communication, collaboration, creativity, and problem-solving, indispensable to all learners.

He thus cautioned schools from barring senior school learners from the festival. Dr Elyas, who represented the Education CS Julius Ogamba added that regardless of their academic pathway, including STEM, all students are entitled to participate in co-curricular activities such as drama and film.

“In CBE, if somebody is doing STEM, that does not mean we have banned the student from playing football or volleyball, or from coming and performing on a stage. All students, whatever the pathway, are supposed to take part in co-curricular activities,” Dr. Elyas Abdi Jillaow, OGW, said

KICD CEO Dr. Ong’ondo had also made the clarion call earlier on stating,” For senior school Competency-Based Education learners, you are allowed to participate in co curricular activities, regardless of your pathways. Do not tell learners who are doing STEM that they are not eligible to participate in the Kenya National Drama and Film Festival or even the Music Festival. Drama and film remain co curricular activities. Please let all our learners participate regardless of their pathways.”

More than 120,000 learners from pre primary to university, including special needs institutions and TVETs, are participating in this edition, cementing KNDFF as the largest performing arts festival in Sub Saharan Africa.

This year’s theme is: Digital Stages: Driving Kenya’s Development Through Theatre and Film with a sub-theme Leveraging Technology to Make Banking a Lifestyle – From a place you go to something you do courtesy of Equity Bank; the festival’s main sponsors.

 While reacting to the themes, KNDFF Chairperson Professor Christopher Joseph Odhiambo said they serve as a guiding framework, giving schools flexibility to interpret them creatively. Odhiambo thus cautioned scriptwriters against misinterpreting the themes to serve selfish agendas.

“This theme is quite broad, and each of our schools is allowed to ‘cut a slice’ of it and treat it in their own way. The National Drama Festival, the Ministry of Education, and the government do not decide the topic for any school. We give schools and their teachers the privilege to choose the slice they can handle. Our job is not to prescribe; our job is to describe.”

“What we are interested in is a work of art that creates awareness about the social, economic, and development issues facing this country. Ours is edutainment: we privilege education and entertainment as a way of delivering the curriculum and the national values of this country. Our mandate is to help the Kenyan child develop talents and skills, so they have something to live on.”

Equity Bank’s Head of Education, Peter Ndoro, added that technology is transforming access to financial services and shaping how young people build their future.

“We believe that technology is a powerful equalizer. It is transforming how individuals access financial services, how institutions operate, and how young people imagine and build their future. Banking is no longer confined to a physical branch. It is available anytime, anywhere through a mobile phone or digital platform.”

Kenyan banks more than doubled new lending to micro, small and medium enterprises (MSMEs) in 2025, advancing Sh326.5 billion against an annual target of Sh150 billion, according to the Kenya Bankers Association. Equity Bank led the sector with Sh90.7 billion, about 28 percent of MSME credit, reinforcing its dominance in small-business financing amid rising demand for working capital and trade lines.

KCB followed with Sh56.2 billion, Co-operative Bank with Sh37.7 billion, Stanbic at Sh32.7 billion, and Family Bank with Sh32.0 billion. Together, the top five lenders accounted for roughly three-quarters of the new MSME credit, underscoring the concentration among major banks even as overall demand grows.

Mid-tier lenders also stepped up: I&M Bank advanced Sh26.3 billion, Kingdom Bank Sh9.8 billion, Absa Sh6.4 billion, National Bank Sh5.8 billion, and Sidian Bank Sh5.5 billion, reflecting intensifying competition for SME clients through supply-chain finance, invoice discounting and sector-focused programs.

Analysts attribute the surge to a stabilising shilling, gradual easing of lending rates, and broader uptake of the public credit guarantee scheme, which has strengthened banks’ willingness to extend risk-weighted loans to small businesses.

Equity aligns lending to CBR as easing cycle gathers pace

Equity Bank reiterated that it is passing Central Bank of Kenya (CBK) rate cuts directly to borrowers. Group MD and CEO Dr. James Mwangi said the bank has aligned its variable-rate loans to the Central Bank Rate (CBR), with pricing set at CBR plus a fixed premium and adjusting automatically after each Monetary Policy Committee (MPC) decision.

“We are very excited that the banking industry, with our regular CBK, has now found a formula that will tag our lending rates to the central bank rates. The day central bank reduces its rates is an automatic reduction of your lending rate,” Dr. Mwangi said on Wednesday, March 18, when the bank released its record 2025 financial results.

The MPC last met on February 10, 2026, cutting the CBR by 25 basis points to 8.75 percent, its fourth consecutive quarterly reduction. The next announcement is expected on April 8, 2026. Dr. Mwangi said the sustained easing cycle is reshaping borrowing behaviour after years of subdued appetite: “For the last six years, we have been experiencing declining lending, particularly in Kenya, and it’s for the first time we have seen appetite.”

Beyond rate transmission, Equity is also retooling how and to whom it lends. Dr. Joanne Korir, Director of Equity Group Foundation, outlined the scale of the Young Africa Works programme with the MasterCard Foundation, targeting youth enterprise and jobs across the region.

“We’ve been able to onboard 962,000 MSMEs into the programme, of whom 720,000 have received mentorship. In terms of access to credit to fuel their businesses, we’ve seen approximately 3.12 billion US dollars, which is about Sh390 billion, extended to these MSMEs,” Dr. Korir said. She added that job creation has reached approximately 2.4 million against an initial target of 810,000.

To support sustainability, Dr. Mwangi noted the bank is extending loan tenors within the programme from six months to as long as 24 months to help young entrepreneurs build stronger credit histories and business balance sheets.

Equity posted a 55 percent rise in profit after tax to Sh75.5 billion, described by the bank as the highest in Kenya’s corporate history. The balance sheet expanded nine percent to Sh1.97 trillion, with net loans up eight percent to Sh882.5 billion, providing headroom to meet resurgent MSME demand as the rate environment eases.

The long weekend arrives as a welcome pause, inviting families to gather for shared feasts and friends to embark on memorable journeys.

It’s a time when the roads hum with travelers heading upcountry to connect with families or towards the sun-drenched coast and serene landscapes of our national parks, all in pursuit of rest and connection.

During a holiday like this, you want everything to just work so you can focus on what truly matters.

The best part of Easter is the spirit of giving. Maybe you’re sending a little extra, back home for the big family celebration, or just surprising your loved ones with a gift.

Distance shouldn’t get in the way of this special celebration and whether you’re a few towns over or living in a different county, you can send your love home instantly through the Equity Mobile App, by dialing *247#, or using your Equitel line.

For those in the diaspora, Equity’s network of international money transfer partners like Western Union, Money Gram among others ensure that your presence is felt at home, with funds arriving directly and securely, ready for the festivities.

When you’re on the road, the last thing you want to worry about is payment logistics.

From fueling up at the petrol station or checking into your Airbnb, you need things to be quick and secure.

That’s why your Equity Debit or Credit Card is the perfect travel partner. It’s fast, cashless, and accepted everywhere.

And as you explore local markets and businesses, the simple and unified Pay With Equity till number makes every purchase quick and easy, letting you spend less time on transactions and more time soaking in the experience.

The best holiday memories often happen during those unplanned detours and side quests, like deciding to stay an extra night at a getaway or a special souvenir that catches your eye.

In those moments when you find yourself slightly short at the payment counter, Equity’s Boostika offers a seamless way to complete your transaction without a second thought.

For more significant needs, a short-term facility like an Eazzy Loan or Salary Advance is readily accessible, ensuring that no opportunity for joy is missed.

This Easter, you need nothing short of a financial partner that stands with you, ready for both the planned celebrations and the spontaneous moments in between.