Latest News

By Prashant Byndoor, Country Manager East Africa

Rising transaction volumes, tighter regulation and growing competition are placing new demands on banks and cooperative lenders across Kenya and East Africa, while institutions adapt their payment operations to cope with sustained pressure.

These pressures sit on top of very high transaction volumes. Real-time payment systems across Africa now process close to 64 billion transactions with cumulative flows approaching US $2 trillion, according to recent analysis.

Banks, cooperative lenders and payment operators are already carrying this volume through their daily operations. Digital transactions sit behind activities such as member savings contributions, loan disbursements, merchant payments, salary transfers and bill settlement.

The same infrastructure also carries national-level payment flows that connect households, businesses and public-sector programmes through shared rails.
What tests institutions is not usage, but keeping these flows stable as oversight becomes more exacting and disruption harder to absorb.

Regulation is tightening around cooperative finance
Oversight of payments and cooperative finance in Kenya is becoming more demanding, particularly for institutions built around member savings. Compliance now requires deeper reporting, clearer controls and greater investment in risk management.

Smaller operators feel this most directly, while mid-tier banks are moving closer to cooperatives as regulatory expectations across the sector rise.
Savings and Credit Cooperative Organisations (SACCOs) collect member savings and lend back into their communities.

Many households and small businesses use them for regular transactions rather than occasional services. The regulated SACCO sector now holds more than Sh1 trillion in assets and serves over seven million members, with a growing share of activity passing through agent networks and electronic channels rather than branches.

Technology decisions are increasingly judged on whether systems can stand up to operational and regulatory pressure. Payment platforms need to reconcile cleanly, provide visibility and run predictably as volumes increase. Workarounds between systems add cost and risk that institutions are finding harder to justify.

Governance questions are being raised openly
Governance discussions within the cooperative sector have become more direct. Board composition, regulatory compliance, cybersecurity and longer planning horizons are more than side topics. They are raised in meetings, sector forums and regulatory engagements because weaknesses in these areas show up quickly once payment volumes rise.

For member-owned institutions, trust is built or lost through routine operations. When transactions fail, take too long to resolve, or cannot be clearly explained, confidence erodes regardless of product range or pricing – and governance gaps become visible immediately.

Demographics and competition tighten margin for error

Demographic pressure adds another layer. With a large proportion of the population under 35, cooperative institutions face growing expectations around digital access, speed and availability. Sector discussions increasingly link long-term sustainability to the ability to engage younger members through mobile-first channels and services that align with how they already transact.

At the same time, competition for deposits and payment flows is increasing. Banks, fintechs and non-bank providers are targeting segments traditionally served by cooperatives, raising the cost of operational weakness. Payment reliability and clarity therefore carry commercial weight alongside regulatory importance.

Transaction growth exposes system limits
Rising digital transaction counts place strain on operating models built around loosely connected platforms. Many institutions run payments across core banking systems, mobile applications, agent networks and external service providers. Where integration remains partial, reconciliation effort increases and visibility weakens.

That task is complicated by the need to coordinate payments across mobile money, cards, bank transfers, agent networks and cross-border flows, often within the same operating day.

At current volumes, these gaps create governance problems. Oversight slows, risk indicators surface later, and responsibility becomes harder to trace across systems. Interoperability serves a practical role here by reducing operational burden and supporting clearer institutional control as participation widens.

Partnerships reflect operating reality in 2026
Cooperative leaders are increasingly turning to partnerships with fintech firms and technology providers as part of their 2026 planning. Recent sector discussions point to collaboration being used to modernise core systems, improve operational visibility and support member access to services across multiple digital channels. Some examples from wider industry show why.

In Ethiopia, EthSwitch has used BPC to support nationwide payments modernisation through an interoperable instant payments ecosystem designed to connect institutions, simplify shared infrastructure and extend reliable digital payment access across the country, giving access to easier accessible payments to over 115mln Ethiopians, who now can use QR codes for day-to-day money operations. The examples exist on another continent as well.

In Ecuador, COONECTA aimed to make a bold statement that the future of finance in Ecuador will not be led solely by traditional banks or global fintechs but it will be shaped by the cooperative sector, empowered by BPC’s world-class technology.

It shows the same logic at cooperative-network level, giving credit unions in small towns and rural communities access to integrated digital financial services through a shared platform rather than leaving each institution to modernise alone.

This reflects the demands of continuous payment processing and real-time monitoring. Specialist capabilities are required as institutions work to meet regulatory expectations while keeping payment operations predictable at higher volumes. The task is to adopt these capabilities in ways that strengthen country-wide infrastructure, widen community access and preserve governance and accountability firmly within the institution.

A constructive response is taking shape

The payments environment across East Africa has moved into a stage where reliability is tested daily rather than occasionally. Systems that sit behind savings, credit and commerce are expected to run without pause, reconcile cleanly and provide clear visibility while transactions are still in motion.

Continuous settlement has become the operating baseline, requiring institutions to monitor activity and handle exceptions as transactions move rather than after they complete.

Rising volumes are encouraging simpler operating structures and clearer lines of control, rather than layers of manual intervention.

Kenya’s next phase in payments will be defined less by growth alone than by how well institutions can sustain it. Transaction volumes keep rising, expectations around speed and transparency tighten respectively, and pressure on cooperative lenders and banks will only increase.

Investing in interoperable, resilient payment infrastructure that supports stronger oversight and wider inclusion should become an important focus. Institutions that invest in those foundations are well placed to maintain trust and keep pace with how payments are now used.