Importing a vehicle into Kenya remains one of the most popular ways for individuals, businesses, ride-share operators, and fleet managers to acquire reliable, cost-effective cars—especially in a market where new-vehicle prices often exceed KSh 5–10 million for popular SUVs and saloons. In 2026, the process is tightly regulated by three core authorities: the Kenya Revenue Authority (KRA) for customs valuation and taxation, the Kenya Bureau of Standards (KEBS) for pre-shipment conformity and age/roadworthiness compliance, and the National Transport and Safety Authority (NTSA) for final registration and road-use approval. The landscape shifted significantly at the start of 2026. Effective January 1, 2026, KEBS enforced a stricter interpretation of the long-standing eight-year age limit under KS 1515:2000 (Code of Practice for Inspection of Road Vehicles) and Legal Notice No. 78 of 2020. Only Right-Hand Drive (RHD) vehicles whose year of first registration is January 1, 2019, or late...
The year 2025 was defined by uncertainty—geopolitical friction, softening EV demand, and the relentless speed of software development. Navigating this environment required extraordinary leadership.
For our Christmas Day post, we spotlight three CEOs whose bold, high-stakes decisions this year not only shaped their companies but laid the strategic groundwork for the entire automotive industry’s future.
1. Ho Sung Song, President and CEO, Kia (Hyundai Motor Group)
The Bold Move: The "Power-Agnostic Bridge"
Strategy: In response to the global slowdown in EV adoption (especially outside of China), CEO Song and his group defied the "EV-or-nothing" narrative. They committed to a simultaneous two-pronged strategy: aggressively expanding their Battery Electric Vehicle (BEV) lineup (EV2, EV3, etc.) while doubling down on high-performance hybrid and Extended Range EV (EREV) models.
Impact: This move provided the crucial "bridge" customers demanded, offering the benefits of electrification (fuel efficiency, low emissions) without the consumer's chief concern—range anxiety. By utilizing optimized, high-performance hybrid systems and EREVs capable of over $900\text{ km}$ of range, Song ensured his companies maintained momentum, protected profitability, and hedged against policy volatility, proving flexibility is the most valuable asset in the transition.
2. Ola Källenius, CEO, Mercedes-Benz Group AG (Strategy Reference)
The Bold Move: Monetizing Certified Level 3 Autonomy
Strategy: Rather than chasing Level 4 Robotaxi volume, Mercedes-Benz focused on being the first to market with legal, conditionally automated driving (Level 3) for consumer vehicles. In 2025, the brand achieved key regulatory approvals to increase the operational speed of its DRIVE PILOT system on major highways.
Impact: This decision was a masterstroke in software monetization. By certifying L3 capability and increasing its operational utility, Mercedes-Benz confirmed its vehicles as Software-Defined Assets that can be upgraded post-sale for a premium fee. This strategy establishes a massive, high-margin, recurring revenue stream and repositions the luxury brand as a technology leader that sells time back to its customers—the first OEM to legally allow drivers to watch a movie while the car drives itself on the highway.
3. CEO of a Leading Chinese EV Challenger (e.g., BYD or Dongfeng)
The Bold Move: Globalizing the Low-Cost, Integrated Supply Chain
Strategy: The leadership of Chinese EV giants executed a coordinated and aggressive strategy to export their success globally, not just via sales, but via localized production. This was backed by the strategic decision to integrate cost-effective, high-performing battery technology (LFP and emerging quasi-solid-state cells) into mass-market platforms.
Impact: This decision threatened to reset the global price floor for electric vehicles. By commissioning major overseas manufacturing facilities (e.g., in Europe, Southeast Asia, or Latin America) and utilizing an integrated supply chain—from the mine to the final vehicle—these CEOs forced traditional Western OEMs to accelerate their own cost-cutting and regional production plans. Their aggressive expansion in 2025 made the electrification of the global south a reality and reshaped the entire competitive landscape.
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