Albert Sigei, Managing Director, Mabati Rolling Mills./COURTERSY
Kenya is witnessing a construction boom fueled largely by the government’s affordable housing project and infrastructure upgrades.
This has triggered a high demand for building materials for the $20 billion market as buyers across the sector actively search for reliable partners who can deliver value, innovation and expertise.
Mabati Rolling Mills (MRM), a Kenyan manufacturing company and the flagship firm of the Safal Group, established in 1962 and known for being Africa's first producer of aluminum-zinc alloy-coated steel is a key player in the market.
It provides a wide range of high-quality roofing and building solutions under various brands like Dumuzas, Colourplus, a large distribution network and a commitment to innovation and community.
The Star’s Victor Amadala sat with Mabati Rolling Mills MD, Albert Sigei, an accomplished scholar and multi-disciplined global corporate leader with a background in engineering, finance, technology, and general management to digest industry trends, opportunities, challenges and next big things.
Born in a humble rural Kenya, Sigei credits his unmatched discipline, focus and outstanding integrity that has seen him serve as a top executive of various financial and manufacturing entities in and outside Africa for the past a quarter a century to his late father: an educationalist and career civil servant.
“He played a high-value role in education. My father beat all odds to be the first person in our area to obtain a university degree. He taught me to always be forthright and focused,’’ Sigei says, a bright smile illuminating in his firm and authoritative eyes.
Although highly learned with a colorful career profile, Sigei is a simple man. His well-arranged office is devoid of usual corporate protocol.
His open-door policy and eagerness to learn and exchange ideas with junior staff conceals his seniority, cutting a mark of a humble leader in a tough industry punctuated with strict production deadlines.
How did your upbringing prepare you into a strategic leader and operational expert?
Growing up in a farming village nurtured by resilience and reminded me to always work hard. I'm driven by excellence, innovation and positive societal impact. I'm also a multidisciplinary professional.
I have a BSc in mechanical engineering from the University of Nairobi. I'm also a fellow of the APC, which is a finance qualification. I did most of it at Strathmore University. Besides, I hold an MBA from the University of Edinburgh on top of several executive programmes in various schools, some well known.
But really, at the core, I'm a very simple guy. At a fundamental level, one of the things that I could say is a marker is I look at it as bucketing life and professional progression into two. Inside the bucket is a 50-50. And the most important 50 per cent is character.
Character and reputation is what one can draw on for forever. Everything else is useless if your personal character is not up to scratch. Growing up, I set high standards for myself that I cannot entertain mediocrity.
High discipline and immense exposure have played a huge role in my career and life progression. This has seen him work variously as a financial expert at PricewaterhouseCoopers, Lafarge Group, East Africa Portland Cement, Cimerwa in Rwanda among others.
What opportunities and challenges do you see in affordable housing project?
Affordable housing is more than a policy initiative. It's also a catalyst for inclusion and for growth. Indeed, there's a lot of discussion around it from various quarters. It is no longer a secret that the country’ housing deficit is a major challenge, with an estimated two-million-unit shortfall and an annual demand of 250,000 units that is not met by the 50,000 units built each year.
The gap is driven by rapid urbanization, particularly in cities like Nairobi, and is characterized by a severe lack of affordable options, especially for low-income earners, who only receive about two per cent of new housing units.
Therefore, a government policy towards addressing the demand and supply issue is welcome. This has come with immense opportunities, brewing social economic activities that have resulted into demand for various goods and services as well as creating job opportunities.
The project is brewing demand for construction materials which has been really low. For instance, per capita consumption of steel in Kenya is at 50 kilos per person. This is four times lower compared to a global average of 200 kilos.
One can look at that and say, it's a real problem. But you can either look at the glass as half-full or half-empty. So, the fact that it's low means that there is a lot of work to do. That is how we choose to look at it.
The country’s urbanization rate is in the margins of 30 per cent. These people need houses, hospitals, industries, schools and other key infrastructure. The sector is therefore poised for growth and that’s exciting for us.
To fill in that demand gap, there is need for innovation that steers sustainability. While this presents growth opportunities, it requires heavy financial investments.
The high cost of living amid persistent turbulence in the global economy continues to stifle growth of the construction sector, with most buyers forced to dedicate existing few resources to primary needs, especially food.
The policy environment has to therefore be continuously be looked at in order to ensure a flowing economy. We are grateful for the recent stabilization of the local currency against major international currencies. The easing of bank interests is also a major boost from both production and consumption sides.
Importation of substandard construction materials and counterfeits remains to be a key challenge to the sector. Actually, the Consumer Level Report, 2025 by Anti-Counterfeit Authority (ACA) lists iron sheets as most counterfeited product in the construction sector.
It is our appeal to the government to continue strengthening policies around this vice even as we ride on technology and sensitization programmes to protect our customers from scammers.
Lastly, high energy cost is taking a toll on production, with power accounting for close to 40 per cent of total production cost. On this front, Mabati Rolling Mill is tapping into renewable energy, with the Mariakani plant now at 60 per cent on solar. This is expected to not only help us lower production cost but also play a major role in our resolve to become a climate smart company.
E-commerce is taking shape in the country. How is Mabati Rolling Mills riding on this to resolve some of challenges mentioned above
We are really keen to stay as the market leaders. This means we have to do a number of things in the market. A critical part is to stay ahead on technology, because right now, technology is a crucial part in terms of differentiation. Today’s customers are not just looking for a product. They are looking for the service, convenience, and experience.
Over years, we have doubled down in the area of technology, including a mobile showroom. It is integrated with our ERP system, enabling customers to learn about our products and place orders by a simple click.
The latest initiative that we are placing a lot of importance on is artificial intelligence because it's just the reality. We are relying on this to automate our customer experience, HR processes and other internal duties.
What are some of trends we expect to dominate iron sheets production in coming three years?
I see a number of things. Chief among them is continued robust demand because of the urbanization. Firms need to step up in terms of production and innovation.
As a wholesome building solutions firm, Mabati Rolling Mills is following this demand through rolling out of products based on changing building methods. So, every year, basically, we look at what else would we add to our portfolio.
Consumers are focusing more on services. They want services now. Firms investing towards advancing purchase experience, mostly on personalisation will reap great dividends.
Sustainability is a key trend in the sector even as the 2030 deadline draws close. In 2028, firms will be required to report on ESG. Mabati Rolling Mills is alive to this fact hence; we are already ahead of the pack.
We have numerous projects aimed at improving the lives of societies around and beyond our production areas. Our projects cut across health, education and housing where we have subsidised health cost for over 35,000 people in Mariakani and fund a technical teaching facility in the area.
On governance, we front integrity in every aspect of our production to ensure quality products and services. Our resolve to cut carbon emissions is well demonstrated not only in our energy mix but also in water consumption and waste handling.
What do you do when not at your corner office?
I focus on the state of my physical body and mind. You will find me mostly walking and occasionally at a golf course. However, the sport does not control me. I control it. I describe myself as a social golfer where I get to interact with my peers and reflect on various aspects of my life. I also spend quality time with my family.
