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Raila’s Handshakes from 1963: A Reign Without Rule

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By Billy Mijungu

It might surprise you, but Raila Odinga could easily go down in the Guinness Book of Records as the global king of political handshakes.

Few leaders have mastered the art of political pacts without power like him.

He has made more consequential handshakes than perhaps any other politician in Africa, each one steeped in business, politics, or survival.

Never mind their spirit or outcome.

The first handshake came early with Jomo Kenyatta.

A young Raila, then managing his father’s business interests while Jaramogi Oginga Odinga was in detention, was supplying gas cylinders to Kenyatta’s Gatundu home.

Raila himself recounts this moment in The Flame of Freedom.

That handshake was business centric, not revolutionary.

His ideals were never purely about social justice; they had a capitalistic hue.

Once a businessman, always one.

The handshake with President Moi was perhaps the most misunderstood.

After a short-lived collaboration following the 1993 elections, it was in 1998 that Raila formally joined forces with Moi, an alliance many viewed as betrayal, but which offered him political growth in the executive. ]

These handshakes, it seems, often quiet dissent while opening doors to opportunity.

Then came the Kibaki handshake after the 2007 post-election violence, an election many believe Raila won.

This was his closest taste of executive power.

As Prime Minister, he made impactful decisions, but never with full authority.

It was power in theory, rarely in execution.

Still, it allowed him to rally support, shape policy, and redefine leadership without presidency.

The Uhuru handshake of 2018 was the most curious of all. It was silent, sudden, and seismic.

This truce sidelined Raila’s key allies and seemed to alienate his core supporters.

But it also gave him access to state machinery and allowed him to influence governance without contesting power directly.

Ironically, it became the very handshake that cleared the path for William Ruto’s rise by fracturing the Jubilee coalition and altering Kenya’s political balance.

The Ruto handshake, if we dare call it one, wasn’t born out of political strategy but public pressure.

It was brought about by the Gen Z protests in 2024, a youthful uprising that forced both men to acknowledge the limits of power and the power of the people.

This handshake may be Raila’s most transformative yet.

It isn’t anchored in political convenience but in national necessity.

It signals a pivot to genuine democratic engagement, where Raila’s demands can no longer be ignored and where government must listen or risk breaking.

In all these handshakes, one thing is constant, business is king.

Whether through deals, influence, or survival, Raila Odinga has mastered the art of reigning without ruling.

His handshakes have shaped Kenya’s history, often without him ever holding the presidency.

Multifaceted approach is the root to make sweet potato industry viable to farmers in Kenya

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By Perez Ochieng

The sweet potato farming cannot be a local initiative if it is to succeed. 

It is not only adding value at the source but also designing products that meet real global demand, using three critical tools:

– food technology 

– ⁠food innovation 

– ⁠food science 

The idea is to make the farmers, stakeholders, the national and county governments to understand the opportunities and to address the challenges and to witness the real impact in order to change the livelihoods.

It is important we come up with solutions that have global focus and trends to make potato farming viable and profitable to all players.

It needs resilience, pragmatism, determination, expertise and finance and more grace.

A lot of hard work to produce viable impact and change.

This means even though Kabondo has the ecological condition and seasonality for growing the sweet potatoes, the farmers still need to adopt improved farming methods like green house for example to ensure the sweet potato supply throughout the year. 

This sort of approach requires a supporting infrastructure supported by the government such as controlled temperature storage facilities, drying and preservation technologies. 

By this I don’t mean grinding and drying. No, I mean the storage for the sweet potato roots (centers similar to national cereals board), where farmers can also deposit their crops for onward purchase.

We have done this kind of thing very well in the coffee and tea sub-sectors and the same can be replicated to sweet potato.

And more specifically, in fixing broken sweet potato value chains with innovation, infrastructure, and intentionality.

Farmers must get organized and be intentional not persuaded to make short term gains offered by short term grant funding that make them switch from one crop to another just because there is a new project that promises better pay and better market (quick wins).

We aren’t just solving business problems; we are building entire ecosystems from scratch, educating markets, navigating regulatory ambiguity, lobbying policymakers, and plugging infrastructural gaps, all while trying to stay financially afloat.

And by this I don’t mean the idea of just copying, duplicating and relocating same ideas (like everybody is making sweet potato flour).

But rather pricing food chance combined with the local Indigenous knowledge of traditional uses and health benefits and then integrating into the global markets with the use of innovation.

Understanding the market dynamics

Tackling challenges  in building those cross-border bridges like trade barriers and compliance.

Compliance with both trade agreements that exist between the country and the target export market.

At this stage the challenge is not at the local farming level but at country level.

Tackling challenges of root to market, understanding the target market, being intonation about collaborating with other stakeholders to improve logistics in the supply chain.

From farming (agricultures) which is what the local Kabondo farmers know. 

But the things they don’t know is getting to market which includes product care and quality control, storing the sweet potatoes (post-harvest handing), bulking and sustainable supply (not seasonal).

Global markets don’t understand seasons.

They require continues supply through the year.

This means we have to organize sweet potatoes farming and production collaborative and cooperatively in such a way that we do not run on seasons or weather.

Solving the market problem

So, this cannot be solved by farmers as marketers.

Marketing products in the global market is sophisticated than people assume and requires a visit to and understanding of those markets . 

This knowledge is not available to the sweet potato farmers .Unless of course they make those journeys to visit on trade mission which are rare occurrence, costly and can be quite technical  and it is not possible to understand an entire market by a single visit or exhibition .

This involves doing market development alongside business development and product development .

What we did as a company 

And this is the critical winning element that my company brought into play, the fact that we are present, trading and doing business in the UK and Europe markets

We understand the dynamics and the consumer trends and how consumer trends link and drive market dynamics, access data such as healthy eating , safety , regulation, regulatory confidence and now sustainability in terms of both supply expectations as well as climate change issues not to mention other issue like child labor laws, quality and diversity as well as proofing of product origins ,authenticity and traceability 

And nowadays there are consumer demands on proofing all these require supply chains to adopt technologies such as block chains and AI to back up and share date with the very demanding sophisticated consumer markets . 

I did consumer trials with things like taste preferences , texture, convenience (e.g. the pancake mix package is a plastic bottle (bio-degradable ) but user only need to add milk into the mix , Shake and make the mix ready to cook without clatter of all the mixing tools required to make every day pancakes .

And more specifically, in fixing broken value chains with innovation, infrastructure, and intentionality.

My intention was not just exporting raw sweet potatoes —we’re transforming it into instant food innovations like:

sweet potato floor for baby food industry ingredients 

 sweet potato Creme brûlée

High end desert the UK  and EU consumer market

Sweet potato snack bars.

clean-label snacks made from sweet potatoes  for gluten-free consumers

Sweet potato pancake mix. 

our pregelatinized food starch alternative to oats, corn and wheat

Sweet potato soup .

Designed as a Medi-food (good for prediction nutrition used by people who have difficulty swallowing whole foods )

These are real products, built for real markets, solving real pain points for health-conscious families, smallholder farmers, and proving exciting ingredients for food manufacturers to make new products 

I am still intentional about progressing the sweet potato initiative in Homa bay and the wider western Kenya .

Setting up systems and supply chain model that  empower farmers to earn more from their hard work even as they become move up the supply combining farming with post-harvest handling earning more as they become integrated into the supply chain 

All these factors left uncoordinated are the cause of ecosystem delays 

How to educate these growers, how to press for quality over quantity and with it consistency.

This is what we have to do  across sectors as talented, entrepreneur, I  ended  up wearing multiple hats that, in more developed ecosystems, are shared with others.

I am planning to building co-manufacturing hubs and distribution bridges between Kenya sweet potatoes  and Europe with planned entry into Asia   – opening up new value streams, reducing post-harvest losses, and creating ownership pathways for Homa bay -led sweet potato brands.

– [ ] Introducing smart farming technologies 

– [ ] Processing at the source.

– [ ] Market entry strategies for local + global adoption.

– [ ] New certifications 

– [ ] Research & Development 

– [ ] Diaspora-led Offtake and 

– [ ] farmer-inclusive systems.

We just don’t want to  talk about Homabay , Kenya or  Africa’s opportunity. We’re building it.

Strong traceability to cut costs and keep value with producers with a framework that understands our farmers realities and challenges and balances with economic viability, and earns global trust to accelerated and depend market access endless possibilities with a pipeline of many sweet potatoes based products for diverse consumer needs 

With my  knowledge, expertise, and extended global network ( in the industry, consumer and academia ) I remain committed to  supporting the improvement for  enabling environment for example to supporting local policy decisions with robust, data-driven evidence to help improve market access for the sweet potato products. 

I hope I’m not wrong to conclude that sometimes as entrepreneurs we are too early for the market and our  first task is educating the market rather than selling products and services. It’s a long game

Because an Industry is made up of multiple players providing similar or vertically integrated solutions. Together they build a market that brings together demand and supply. 

CHARLENE RUTO’S GROUND ZERO INITIATIVE: WEAVING A NATIONAL TAPESTRY FROM LOCAL YOUTH SOLUTIONS

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By Remmy Butta

Nairobi – Charlene Ruto, daughter of President William Samoei Ruto, is spearheading a bold grassroots movement aimed squarely at unlocking the potential of Kenya’s youth.

Through her Ground Zero Initiative, she is mobilizing young leaders across the nation to foster candid dialogue, bridge generational divides, and cultivate homegrown solutions to local challenges, with a powerful vision: that national progress is built stitch by stitch from these community-level breakthroughs.

The initiative, gaining significant traction, places County Students Association Presidents (CSA-Kenya) at the forefront of this engagement drive.

These young leaders, deeply embedded within their communities and acutely aware of local realities, are the catalysts for the Ground Zero program.

“We are broadening the intergenerational conversations through the Ground Zero grassroots program,” Charlene Ruto declared, outlining the initiative’s core mission.

“Championed by young leaders from County Students Association Presidents – Kenya, we plan to engage young people in all the 47 counties to have real, candid conversations, connecting with local leaders and creating local solutions.”

This approach signifies a crucial shift:

Grassroots Focus: Moving beyond national forums and capital-centric dialogues, Ground Zero deliberately starts at the community level – the “ground zero” of lived experience and immediate challenges.

Youth-Led Engagement: Empowering CSA-Kenya leaders ensures the conversations are peer-driven, relevant, and authentic, fostering trust and genuine participation.

Candid Intergenerational Dialogue: Facilitating open and honest discussions between young people and established local leaders (county officials, elders, business leaders) aims to break down barriers, foster mutual understanding, and harness diverse perspectives.

Local Solution Creation: The ultimate goal is not just talk, but action. By identifying hyper-local issues – from unemployment and skills gaps to environmental concerns and access to services – young people are encouraged and supported to develop context-specific solutions.

Charlene Ruto articulated the profound underlying philosophy driving Ground Zero: “National breakthroughs are the culmination of local solutions knitted together.” This statement captures the essence of the initiative’s ambition. It rejects a one-size-fits-all national approach, instead championing a decentralized model where innovation and problem-solving flourish in every county. The vision is that these diverse, locally-crafted solutions, when connected and scaled, form the resilient fabric of Kenya’s national development and transformation.

Ground Zero Promises a Nationwide Reach with systematic engagement targeting youth in all 47 counties.

Amplified Youth Voices providing a structured platform for young Kenyans to articulate their concerns, ideas, and aspirations directly to decision-makers.

Community Ownership with solutions emerging from within communities are more likely to be sustainable and embraced.

Leadership Pipeline by empowering CSA-Kenya leaders builds vital skills and experience, nurturing the next generation of national leaders.

Bridging Divides by ostering understanding and collaboration between generations and between youth and local governance structures.

The Ground Zero Initiative represents a significant investment in Kenya’s most abundant resource: its young population.

By starting at the grassroots, empowering youth leaders, facilitating honest dialogue, and championing locally grown solutions, Charlene Ruto and her team are attempting to weave a powerful tapestry of progress.

The success of this ambitious endeavor hinges on sustained commitment, genuine collaboration, and the ability to effectively “knit together” the myriad local innovations that emerge, proving that true national transformation indeed begins at Ground Zero.

Breaking the barriers for Kabondo’s sweet potato to the King’s dining table, UK markets

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By Anderson Ojwang 

For eons, sweet potato farmers in Kabondo of Homa Bay county have only grown the crop for domestic consumption with little or no commercial value on it.

The sweet potato is the Kabondo’s gold that has failed to trigger meaningful economic returns despite its high food nutrition value and demand globally.

For people of Kabondo, where potato growing is the main food and cash crop, lack of innovation, value addition and investments have been some of the barriers to the growth and expansion of the sector.

And that is why a Kenyan born, Citizen of United Kingdom Mrs. Perez Ochieng found herself in dilemma when her father-in-law asked her to go and purchase some sweet potato in Kabondo for family consumption back at home in Karachuonyo.

“I was shocked to see a long queue of women selling sweet potato along the road and how they rushed to attract my attention.

I bought from all of them and when I returned home, my father-in-law and other relatives asked me why I had bought so much.

I told them, I couldn’t buy just from one seller and opted to buy from all but we could donate to the people in the village and friends.

But the villages responded that they would rather be given bread or soda which are sweet and rare to come by. 

This was a wakeup call to me on what was needed to be done to explore and exploit the existing opportunity to add value and open market for the commodity,” she says.

Perez whose background is in Finance and Accounting but had zero knowledge on agricultural and post-harvest handling of crops had to navigate through the challenge of learning and finding market for the sweet potato in UK.

Perez took the tough decision to pursue Masters in Post harvest food handling while at the same time she was pitching for sweet potato market in the United Kingdom.

“I visited the Chambers of Commerce in United Kingdom, placed my proposal to import and sell sweet potato from Kenya.

At first, they were hesitant but later they called me back to inform about the availability of the market,” she said.

That was the first challenge Perez had to navigate to make first delivery to the UK market and through her company, SACOMA, she mobilized resources and returned back to Kabondo to make the first purchase.

“After a month, they called back and told me they have got a place for me to sell the product, they gave me the number, and I made a call to the facility.

I went to view the market.

I didn’t have the knowledge of the volume required and I sat down with the Directors of the market.

I told them, I want to sell a commodity to open a market for some farmers in Kenya.

They asked me, what do you want to sell? I replied to sweet potatoes.

They also asked me if I had sold sweet potato before which I said no.

I did not understand why they were asking me those questions, they at first thought I was joking and that I did not have the capacity to undertake the venture.

I told them, I just wanted to find an opportunity to open the market and I was excited about the opportunity and I came back to Kenya.

I went back to Kabondo and spoke with the women to understand how they farm their products, and I was introduced to one Mr. Vincent Okatch,  who had been doing export for a while. 

He became my mentor; trainer and I am thankful for his support.

He informed that sweet potatoes sold by the roadsides are not for export quality.  

I put in place the financing for him to get warehousing and other facilities.

After buying from farmers about 1000Kg and grading for export, he told me that we could technically export only between 20-50kgs.

I asked him, what do you mean by that?

I need 120,000 tons of sweet potatoes.

Later on as I got into sweet potato business, I was able to acquire more knowledge, and I went back to the university to undertake masters in post-harvest handling with bias in sweet potato.

Through that, I innovated other products of sweet potato instead of concentrating only on the bulky ones,” she said.

Perez was forced back to the basic by the emerging challenges and started investing and capacity building for the sweet potato farmers.

“We went back to the basic and started with farmers, on how to grow the crop, handling during weeding, harvesting and post harvesting handling.

We had to ensure we had certifications and safety measures for the products to be accepted at the international market.

I worked with markets in UK to determine the quality and ensured that the products had no   microbial contamination.

Some eat them raw, boil in the oven.

On the production, we started specializing on the sizes of the sweet potato.

We got the quality.

As a pioneering company we had to perfect the art of innovation and creativity to find the best way to raise the profile of the Kenya’s sweet potato.

I had to find someone who is so revered and senior in the country to raise the profile of the product.

Working with my partners, Brilliant Restaurant.

We thought of how we could of to engage the King to raise the profile.

We developed sweet potato products to be served to the King and this is how we got him, and we were able to serve him with various potato products and he liked it.

We did not stop there, we started working with his brother, Prince Andrew on his program to support African entrepreneurs. 

I have developed several products including flour, desert, snack bars, and crisps,” she explained.

But the challenges came from developing flour locally which sometimes have high aflatoxin and bacteria.

Perez said if the county government and national government could invest and exploit the UK and other markets, the farmers would viable commercial production of sweet potato.

Court restrains Gem Mp from publishing or uttering defamatory words against a solicitor at County

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By Reporter 

Siaya Court has issued restraining orders to Gem MP Elisha Ochieng Odhiambo from publishing, uttering or disseminating defamatory words against Leonard Otieno Okanda, who is solicitor at the County Government of Siaya.

The Magistrate Jacob  Mkala Punga gave the temporary injunction and certified the application as urgent and said further directions will be issued on July 30th 2025.

“ Temporary order of injunction be and is hereby issued , restraining the defendant/ respondent , whether by himself ,his agents , servants, or otherwise from further publishing , uttering or  disseminating the defamatory words or similar words concerning the plaintiff that the defendant/plaintiff had published on 27th July 2024 and 12th July 2025 and  threats  made on 6th July 2025 pending  the hearing and determination of the application.

Okanda had earlier has threatened to sue the Gem MP over alleged defamation and wants him to publicly apologize to him.

Leonard Okanda through his Advocate, Rakewa Otieno and Co. advocates, he wrote “demand for retraction, apology and admission of liability for defamatory statements.”

He alleges that on separates dates of July 27th, 2024, and July 12th 2025, Odhiambo at a funeral and memorial service in Nyachwinya village in Alego Usonga constituency uttered scandalous and inherently defamatory statements, suggesting criminality, dishonesty, corruption and professional misconduct on Okanda.

Otieno wrote “The natural and ordinary meaning as well as the client’s innuendo, conveyed by your words is that our client:

Knowingly and unlawfully withheld a sum of  Sh 232M owed to the late Evans Oruenjo, that he demanded a bribe before releasing Sh 102M to the late Evans Oruenjo.

That he intended to benefit personally from money due to a deceased person, misappropriated or diverted funds meant for the support of children of the late, implying theft, deceit and dereliction of duty.

That he is corrupt, dishonest and unfit to hold public office.”

Otieno said his client Odhiambo knew that his client does not owe the late Evans Oruenjo any money, personally or professionally and that he had no contractual, legal or fiduciary obligation to the deceased or to hie estate.

He said his client is a civil servant employed by the County Government of Siaya and that county government of Siaya is a distinct legal entity, separate and independent from Okanda  as an individual.

“Any liabilities or dealings relating to county finances, if any related, would rest solely with county government of Siaya and nor our client in a personal or professional capacity,” he wrote.

Otieno said should the Mp fail to apologize within the prescribed time frame, he will institute appropriate legal proceedings against him.

When we contacted Odhiambo, he neither picked our calls nor responded to our text messages.

Let us engage on issues and not personalities

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By Billy Mijungu

In a candid and wide-ranging interview on NTV Tonight, Azimio leader Raila Odinga broke his silence and sent a powerful signal to Kenyans: he may have sat out the Gen Z led protests of 2024, but his next move, a return to full scale opposition politics, could reshape the country’s political landscape more drastically than his historic 2002 walkout from KANU.

With characteristic calm and defiance, Raila warned that the issues agitating Kenyans today will not be solved by simply removing President William Ruto or any one individual.

“We don’t want to hear about Ruto, Raila, Kalonzo or Gachagua.

We want to talk about Kenya,” he declared.

“Let’s talk about issues rather than personalities, about issues affecting Kenyans.”

But behind that sober voice is a seasoned political fighter preparing for what could be his most consequential pushback yet.

From Dialogue to Stalemate
Raila traced the country’s growing political crisis back to the failure to implement the NADCO report, a product of earlier talks between him and President Ruto following violent protests in 2023 that claimed over 70 lives.

“Had the NADCO report been implemented earlier, we would not have ended up with the 2024 Gen Z protests,” Raila noted. When the youth eventually asked him to stay home, he complied.

“They stormed Parliament, the Judiciary, and were on their way to State House before they were stopped.

We were on the brink of military takeover.”

What followed was an uneasy truce brokered by international pressure and a call from former President Uhuru Kenyatta urging Raila to engage with Ruto, an engagement Raila says he only accepted for the sake of national stability.

Even so, the country remained in limbo.

“At that time, the country was at a stalemate,” he said.

“I was against a broad-based government, but some within ODM felt we should go in to steady the ship.”

Crossing the Red Line
Now, Raila says ODM has drawn new boundaries, especially on issues of human rights and extrajudicial killings.

“We held a National Executive Committee meeting last week.

I won’t go into details, but there’s a red line.

If it is crossed, we will act.”

This is not the talk of a retired statesman winding down.

If anything, Raila’s tone signals a resurgent opposition leader with one eye on history and another on the streets.

He spoke of organizing national grassroots led dialogue, beginning from polling stations and building up to a National Conclave.

“We must find a way of dealing with these issues once and for all,” he insisted.

“Dialogue must begin from below, not just at the top.”

A Political Awakening Beyond 2027
On whether he’ll run for President in 2027, Raila was non-committal: “I have not said that I am running.

I don’t have to.

I can support someone else.

At the moment I am more focused on organizing ODM.”

He dismissed reports of a Ruto Kalonzo ticket involving his support as “rubbish,” and warned that individuals within ODM who declare their 2027 support for Ruto are speaking for themselves.

“There’s still two years to elections, and these issues aren’t going to die away,” he said.

“How many more people are we going to lose before we talk?”

A Lethal Opposition in the Making?
Unlike in 2002, when Raila’s dramatic walkout from KANU helped end Moi’s 24-year grip on power, today’s Raila is not a rebel in the wilderness.

He is a political veteran with deep networks, both within and beyond Kenya’s borders, and perhaps for the first time, he is backed by an awakened and angry youth demographic.

He has avoided direct calls for mass action.

But by drawing attention to red lines, proposing grassroots dialogue, and signaling a readiness to reassert himself as an opposition force, Raila is writing a new script.

If 2002 was a political revolution led by elites, Raila’s potential swing to the opposition in 2025 may be one fueled by the people, and that could make it far more lethal. “People must talk,” he concluded.

“If you don’t find a solution to the crisis, you create anarchy.”

The warning is clear.

The question now is, who’s listening?

UNLOCKING TINDERET’S HIDDEN TREASURE: THE IMPERATIVE FOR MINERAL EXPLORATION IN TINDERET, NANDI COUNTY

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By Remmy Butta

Nestled within the verdant landscapes of Nandi County, Kenya, the Tinderet volcanic complex stands as a silent sentinel to a unique and geologically significant past.

This region isn’t just rolling hills and fertile farmland; it holds a subsurface secret with potentially transformative economic implications: volcanic rocks containing blocks of carbonatite lavas.

The presence of these rare igneous rocks isn’t just a geological curiosity; it represents a compelling scientific and economic argument for intensified mineral exploration in Tinderet.

  1. Carbonatites: Geological Rarity Laden with Potential

Carbonatites are exceptionally rare rocks, constituting less than 1% of all igneous rocks on Earth. Unlike the familiar silica-rich lavas, carbonatites are primarily composed of carbonate minerals (calcite, dolomite) and are formed from carbonate-rich magmas originating deep within the mantle. Their rarity alone makes them significant, but their true importance lies in their exceptional propensity to become enriched in economically critical minerals.

√ Critical & Strategic Minerals: Carbonatites are globally recognized as the primary source of Rare Earth Elements (REEs) and niobium (Nb). REEs are indispensable for modern technologies – permanent magnets in wind turbines and electric vehicles, phosphors in screens, catalysts, and advanced electronics. Niobium is crucial for high-strength, low-alloy steels used in pipelines, automotive frames, and aerospace components. Both are classified as critical minerals by major economies due to supply chain vulnerabilities.

√ Other Valuable Companions: Beyond REEs and Nb, carbonatites and their associated rocks often host significant concentrations of phosphate (for fertilizers), fluorite (for industrial processes), copper, apatite, barite, and even vermiculite. The specific suite depends on the complex magmatic and hydrothermal history of the intrusion.

  1. Tinderet’s Specific Geological Endowment

The documented presence of blocks of carbonatite lava within the Tinderet volcanic sequence is a powerful indicator. It suggests:

√ Proximity to Source: These lava blocks are likely fragments (xenoliths) ripped from a deeper-seated carbonatite intrusive body during explosive volcanic eruptions. Their presence at the surface signals that a potentially mineral-rich carbonatite intrusion exists at depth within the Tinderet complex.

√ Exploration Vector: These surface occurrences act as natural signposts, guiding geologists towards the most prospective areas for detailed exploration. They confirm the geological processes necessary for carbonatite formation occurred here.

√ Underexplored Potential: While known geologically, Tinderet’s carbonatite-associated mineral potential remains significantly underexplored using modern techniques. Previous work may have identified the geology, but systematic, technology-driven exploration for specific commodities like REEs and Nb is likely in its early stages.

  1. The Driving Need for Exploration

Given this geological foundation, why is exploration urgently needed?

√ Confirming Economic Viability: Surface rocks hint at potential, but only systematic exploration (geochemical sampling, geophysical surveys like magnetics and gravity, and ultimately drilling) can determine the size, grade (concentration), and distribution of mineral resources. Is the potential truly world-class, or more localized? Exploration provides the answers.

√ Unlocking Kenya’s Mineral Wealth: Kenya seeks to diversify its economy beyond agriculture and tourism. A significant mineral discovery in Tinderet could be a game-changer, attracting major investment, creating high-value jobs (geologists, engineers, technicians, skilled laborers), and generating substantial government revenue through royalties and taxes.

√ Securing Critical Supply Chains: Global demand for REEs and niobium is soaring, driven by the green energy transition and technological advancement. Discovering new, viable sources like Tinderet would contribute to diversifying global supply chains, reducing over-reliance on a few dominant producers, and enhancing Kenya’s strategic importance.

√ Local Economic Transformation: Responsible mineral development, preceded by thorough exploration, could bring significant infrastructure development (roads, power), skills training, and ancillary businesses to the Tinderet area and Nandi County, boosting the regional economy and improving livelihoods.

√ Scientific Understanding: Detailed exploration would also yield invaluable scientific data about the formation of the Tinderet complex and the behavior of carbonatite magmas in this specific tectonic setting, contributing to global geological knowledge.

From Volcanic Past to Economic Future

The carbonatite blocks scattered across Tinderet are not mere geological relics; they are tantalizing clues pointing towards a potentially rich subsurface endowment of minerals critical to the 21st-century economy. Ignoring this potential is to overlook a significant opportunity for Nandi County and Kenya.

While exploration carries inherent risk and must be approached with diligence and responsibility, the potential rewards – economic diversification, job creation, technological relevance, and regional development – make a compelling case.

Systematic, modern, and responsible mineral exploration in Tinderet is not just a scientific endeavor; it’s an economic imperative.

It’s the essential first step to determine if this unique volcanic landscape holds the key to unlocking sustainable prosperity for its people and contributing vital resources to the world.

The time to explore is now.

Time for Affordable Commercial Space to Boost Employment

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By Billy Mijungu

Kenya is long overdue for a comprehensive rethink of its approach to commercial rental space.

Small businesses are suffocating under the weight of exorbitant rental prices, unlawful goodwill demands, and exploitative lease terms, all in a space that remains largely unregulated.

If we are serious about empowering entrepreneurs, growing tax revenues, and building an inclusive economy, then zoning and regulating commercial rental spaces must become a national priority.

Let us begin with the obvious contradiction.

Why is commercial rent per square foot often higher than residential rent, yet residential spaces demand more comfort, security, and amenities?

It makes little sense that someone running a small cybercafé or tailoring shop pays more rent than what they spend to live with their family.

This inversion subverts common sense and exposes the chaos in our urban planning and rental economy. Regulation must begin by restoring logic and fairness in pricing models.

We need to criminalise goodwill demands.

These upfront, often unofficial payments demanded by landlords, sometimes running into millions, are nothing short of commercial extortion.

They are not based on any service, infrastructure improvement, or even contractual obligation.

They punish ambition.

This practice locks out young, energetic entrepreneurs who could otherwise contribute to the economy.

Every commercial space should be registered and audited.

This is not just about regulation.

It is about equity and tax justice.

The Kenya Revenue Authority (KRA) must be able to map every business premise, track compliance, and collect rightful taxes.

County governments should take charge of enforcing authentic rental contracts, and every county should automate the licensing process to ensure real time data sharing with KRA.

The informal rental economy cannot remain invisible while businesses struggle under its weight.

The State Department for MSMEs must also step up and champion a national policy on rental business, one rooted in people’s real experiences, one that prioritises affordability, transparency, and fairness.

This policy should cover both physical and digital business spaces.

Online trade and e commerce are growing at unprecedented speed.

Instagram sellers, TikTok vendors, and Jumia storefronts are no longer side hustles.

They are full scale enterprises.

Regulation should protect them, not punish them.

Integration into the national economy should come with support structures and fair taxation.

More radically, the Government of Kenya must shift its investment approach in housing.

It is time we admit the truth. Government has no business investing in market rate housing.

That space is well served by private developers.

Instead, the Government should focus on building social housing and affordable commercial and industrial spaces.

In fact, commercial spaces tied to affordable housing developments would be taken up even faster than the houses themselves.

Markets, workshops, offices, and warehouses are in higher demand across counties than overpriced gated units.

Let government supply where the market has failed.

Doing so would ultimately reduce the problem of perennial hawking in towns and cities.

When cheap and accessible commercial space is available, people move away from pavements and street corners.

The result is not only increased returns to KRA and higher compliance with business permit payments, but also cleaner, more organized, and more predictable inner cities.

This is how we begin to solve our social problems by planning around the needs of our people and their businesses.

And what an easy way to bring the informal sector into the tax bracket, just create affordable, accessible, and officially recognized business spaces.

With a proper address, formal rental agreement, and access to utilities, even the smallest trader feels seen, supported, and responsible. Compliance naturally follows inclusion.

Regulations and urban laws should promote quality of life, not just economic survival.

When small businesses pay more for their shops than their homes, we have a social misalignment.

When dreamers are locked out of economic participation by rent structures, we are stifling national growth.

It is the point at which we clearly must rethink not only our business environment, but our broader living strategies.

If the Government can regulate passenger fares, fuel prices, and even the cost of unga, surely it can regulate commercial rental space.

The survival of small businesses, and by extension, the dreams of millions, depends on it.

BEYOND POLITICS: HOW SENATOR LEDAMA OLE KINA’S ENKANASA EMPIRE IS BREWING JOBS AND HOPE IN NAROK

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By Remmy Butta

In the heart of Kenya’s Maasai lands, where vast savannahs meet burgeoning enterprise, a different kind of legacy is being woven by Senator Ledama Ole Kina.

While known nationally for his fiery political rhetoric and advocacy, within Narok County, a quieter, yet profoundly impactful revolution is unfolding through his ambitious business venture: the ENKANASA Group.

Far from the halls of parliament, ENKANASA is rapidly becoming a synonym for local economic empowerment, job creation, and a diversified future for hundreds of Narok residents.

From Humble Beginnings to a Multi-Pronged Empire

ENKANASA didn’t emerge as a fully formed giant. Its roots are firmly planted in the rich agricultural potential of Narok.

The journey began with ENKANASA Milk, a direct response to the needs of local dairy farmers.

By establishing a reliable processing and marketing channel, Ole Kina provided an essential lifeline. Farmers, often at the mercy of middlemen or fluctuating prices, gained a stable, premium outlet for their milk.

This wasn’t just business; it was building a foundation of trust and tangible benefit for the pastoralist community he hails from.

But Ole Kina’s vision extended beyond dairy.

In a surprising and innovative leap, ENKANASA Perfumes was born.

This venture showcased a unique blend of tradition and modernity.

Leveraging the deep cultural connection to scents within Maasai heritage (think the distinctive aroma of ochre and herbs), the brand aimed to create high-quality, uniquely Kenyan fragrances.

More importantly, it opened doors in manufacturing, packaging, and marketing – sectors previously underdeveloped in the region.

The perfume line became a symbol of local ingenuity and a source of specialized employment.

The latest chapter in this unfolding story is ENKANASA Beans. Recognizing both the agricultural potential and the need for diversified food production and income streams, this initiative focuses on high-quality bean farming and processing.

It taps into Narok’s fertile soils and provides farmers with an alternative cash crop, reducing reliance on single commodities and enhancing food security for the county.

The Ripple Effect: Hundreds of Lives Transformed

The true power of ENKANASA lies not just in its product diversity, but in its cascading impact on the local economy:

Direct Employment: Across its dairy processing plant, perfume manufacturing unit, bean farming and processing operations, and administrative hubs, ENKANASA directly employs hundreds of Narok residents.

These range from skilled technicians and managers to factory workers, drivers, security personnel, and agricultural laborers.

Indirect Employment & Supplier Networks: The empire creates a vast ecosystem.

Local farmers supplying milk and beans gain stable, predictable income.

Transporters are engaged for logistics.

Packaging suppliers, retailers stocking ENKANASA products, and service providers all benefit.

This multiplier effect significantly broadens the economic footprint.

Skills Development: ENKANASA isn’t just providing jobs; it’s building capacity.

Workers receive training in modern dairy processing, fragrance manufacturing, quality control, agricultural best practices, and business management.

These are transferable skills uplifting the entire workforce potential of Narok.

Market Access & Value Addition: By processing raw milk and beans locally, ENKANASA captures more value within Narok.

Farmers get better prices for their raw materials than they would selling unprocessed goods externally. Products like premium packaged milk, unique perfumes, and graded beans reach wider markets under a trusted local brand.

Pride & Inspiration: Seeing a homegrown brand succeed instills immense local pride.

ENKANASA stands as a beacon, proving that large-scale, sophisticated enterprise can thrive in Narok, inspiring other local entrepreneurs and changing the narrative about the county’s economic potential.

More Than a Business, a Catalyst

Senator Ledama Ole Kina’s ENKANASA is far more than a personal business portfolio.

It represents a deliberate, multifaceted strategy to drive sustainable economic development from within Narok County.

By starting with core local strengths (dairy) and boldly branching into innovative (perfumes) and essential (beans) sectors, he is creating a diversified economic engine.

The hundreds of jobs created directly and indirectly are tangible proof of impact.

Lives are being changed – farmers have secure income, youth find employment beyond traditional pastoralism, and skilled professionals see opportunities at home.

While politics remains his national platform, in Narok, Ledama Ole Kina is increasingly defined by ENKANASA – a growing empire built on local resources, employing local people, and brewing a future of greater self-reliance and prosperity for his community.

The ENKANASA model demonstrates that investing ambitiously in local enterprise is perhaps one of the most potent forms of representation and service a leader can offer.

The milk is flowing, the scent of success is in the air, and the beans are sowing the seeds for an even brighter Narok harvest.

The MOOD Last Evening, Matatu Culture ” Lusts “

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By Billy Mijungu

On an otherwise calm evening in the heart of Nairobi’s Central Business District, something electric buzzed through the air.

The usual chaos of downtown traffic was disrupted not by protests or presidential convoys, but by something uniquely Kenyan.

The launch of a new matatu, not just any matatu, but one called “MOOD”, driven, quite literally and symbolically, by President William Ruto’s son, George Ruto.

Packed at the Kenyatta International Conference Centre, the crowd roared with appreciation, flashlights danced in the night air, and music pulsated from the decked-out machine, which resembled a spaceship more than a commuter van.

For a generation often misunderstood, it was a moment.

Unapologetic, vibrant, defiant, and altogether authentic.

Critics were quick to question the event’s legality, with some motorists expressing concern over traffic disruptions and NTSA’s alleged leniency.

But the crowd was unbothered. What stood out was not the traffic jam, but the statement being made.

Gen Z had entered the stage, and they had their own matatu.

To many outsiders, matatus are just loud, graffiti covered buses.

But to Kenyans, especially Nairobians, they are cultural artifacts.

Each matatu is a rolling statement of style, rebellion, aspiration, and identity.

They blare Gengetone or trap music, flaunt neon lights, WiFi, flatscreens, and artwork that speaks the language of the street.

Matatu culture, particularly in urban areas, has always reflected the voice of the youth.

It is where fashion meets hustle, where politics meets art, and where music meets resistance.

The drivers and touts, often drawn from the very neighborhoods where unemployment is rife, have created a micro economy rooted in hustle, speed, and attitude.

In essence, matatus are more than vehicles.

They are movements.

If you know your Nairobi history, you know that Mike Sonko rode the matatu wave into Parliament, then to the Senate, and finally to City Hall as Governor.

His appeal to the youth was direct. He looked like them, talked like them, and moved in the same rhythm.

He wore matatu culture like a badge, complete with bling, lingo, and defiance.

It is no surprise then that politicians are once again peeking into the matatu scene, hoping to connect with a restless generation that has little time for traditional politics.

George Ruto’s entry into this space is not just a personal project.

It is a political signal. Whether intentional or not, MOOD is a flag planted in youth territory.

But the question now is who will mobilize better, the opposition or the government?

The Ministry of Cooperatives and MSMEs may have stumbled upon a goldmine.

Imagine organizing matatu saccos tailored for Gen Z.

Youth run, tech integrated, with financing models that give them ownership rather than just labor.

It could be the entry point into formalizing a culture that already runs on its own rules.

Such a move would not just create jobs.

It would also build a base, a generation that feels seen, invested in, and empowered.

From repair garages to paint shops, music content to digital platforms, the ecosystem around matatus is expansive.

Tapping into it could turn into a serious socio-political win.

But if the government fumbles, this door remains wide open for the opposition.

With the right messaging, a savvy opposition could fund youth matatus, offer digital training, and mobilize around transport hubs.

Just like that, a matatu becomes a campaign bus, a rallying point, and a message carrier.

Imagine matatus painted not just in graffiti but in manifesto points, cruising through estates playing campaign tunes and livestreaming debates.

That is not just politics.

That is performance art.

The Gen Z protests of 2024 proved that this generation is not apolitical.

They are simply allergic to stale politics.

They prefer authenticity, creativity, and ownership. Matatu culture gives them all three.

It is loud, unapologetic, rebellious, and proudly Kenyan. MOOD was more than a matatu launch.

It was a statement of belonging, a symbol of generational presence, even defiance. Whether George Ruto realizes it or not, he has stepped into a powerful arena.

One that politicians, on all sides, would be foolish to ignore.

Because in Kenya, when matatus move, the people move.

And right now, the mood lusts.

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