For years, the story of Kenya’s construction workforce has been a frustrating contradiction. Cranes dot the Nairobi skyline. New housing projects break ground weekly. The sector is valued at over Sh2 trillion. Yet when contractors need skilled workers—plumbers, electricians, masons, painters—they struggle to find them.
At the same time, nearly one million young Kenyans enter the labour market each year, many of them unable to find jobs. Fifteen to thirty-four-year-olds make up 35 percent of the population. The system is producing more job seekers than job opportunities, yet employers cannot find qualified people to hire.
Something was clearly not working.
The problem starts with how construction workers have traditionally been trained. The old way was classroom-heavy. A student spent most of their time in a TVET institution learning theory, with only a brief attachment period for practical experience. Graduates emerged with certificates but without the confidence or competence to work unsupervised on a real site.
The result is stark. According to a National Construction Authority survey, a staggering 70 percent of construction workers in Kenya lack formal training, learning their trade primarily through on-the-job experience. Meanwhile, a 2020 Ministry of Labour survey found that 55 percent of informal sector firms struggle to find skilled workers, particularly in plumbing and electrical work. In the construction sector specifically, Kenya has only 2,000 certified plumbers, masons and painters compared to 5,000 engineers—more people to draw the plans than to build.
The costs of this gap are real. “We spend at least three extra hours daily retraining graduates on basic site work,” says Manesh Shah, Director of Relcon Power Systems. “It costs companies close to Sh20,000 a month per trainee”.
The 75/25 Answer
In response to this crisis, Kenya has launched a training curriculum that fundamentally flips the traditional model. The private sector-led dual training curriculum, developed in collaboration with the National Industrial Training Authority (NITA), was officially unveiled in March 2026 at the Inaugural Youth Skills Development Forum in Nairobi.
The formula is simple but transformative: 75 percent of training takes place in structured workplace settings, and only 25 percent happens in the classroom.
Instead of spending most of their time in a TVET institution, apprentices are placed directly with host companies from day one. They learn by doing—working alongside experienced plumbers, electricians, and masons on real sites, under real deadlines, solving real problems. Classroom instruction is concentrated into short, focused blocks that reinforce the practical skills being learned on the job.
The model is adapted from Switzerland’s highly successful dual training system, which has produced one of the most skilled workforces in the world. In Kenya, it has been tailored to local conditions and local industries, starting with the construction sector.
“The aim is to merge theory and practice from day one,” says Sharon Mosin, Country Director of Swisscontact Kenya. “When students learn and work at the same time, they develop confidence, skill and employability in equal measure”.
How It Works on the Ground
The dual apprenticeship programme runs for two years and is managed through a structured partnership between three key actors: the private sector (host companies), training institutions (like Don Bosco Boys Town), and the regulator (NITA).
Students are jointly interviewed by schools and partner companies, then begin a rotation system: three weeks of practical industry training followed by one week of classroom instruction. During their workplace weeks, apprentices are supervised by qualified mentors who guide their learning and provide regular feedback.
The workplace is not an add-on. It is the primary learning environment. Apprentices learn to use industry-standard tools, work under construction deadlines, and navigate the demands of real project sites. Classroom weeks are used to consolidate that learning, fill theoretical gaps, and prepare for upcoming assessments.
The curriculum itself was co-created with more than 60 private sector companies, which helped define the skills, tools, technologies, and standards needed on the job. This is not government dictating what companies should accept. It is companies saying, “These are the skills we need. Train young people in exactly these.” As Jimmy Delyon, team lead of a private sector-led dual training programme supported by Swisscontact, explains:
“It flips the system. Instead of TVET institutions determining what training to provide, companies define the skills required, the tools, the technologies and the standards needed on the job”.
The host companies also pay apprentices stipends during their placements, easing the financial barriers that prevent many young people from pursuing vocational training. The programme runs for two years, after which the student graduates with a NITA-accredited certification that is recognised across the industry.
The PropelA Programme and Don Bosco Boys Town
The most visible example of this model in action is the PropelA Dual Apprenticeship Programme, a partnership between Swisscontact, the Hilti Foundation, Don Bosco Boys Town Technical Institute, and more than 60 private sector companies.
PropelA focuses specifically on the construction sector, starting with plumbing and electrical trades—two areas where the skills shortage is most acute. Since launching in 2022, the programme has enrolled over 300 young people, with cohorts of 76 apprentices completing the two-year journey.
Don Bosco Boys Town in Karen, Nairobi, has been designated as an apprenticeship centre of excellence, serving as the classroom anchor for the programme. Dr. Wanjiru Kariuki, Secretary for Skills Development, visited the institute to witness the model firsthand:
“Work-based learning is the fastest way to onboard our young people into the labour market… We are having private sector-led dual learning at Don Bosco, where the young learn for one week and then for three weeks they are in the labour market, or rather in industry. We are here to witness what work-based learning can do”.
The results have been striking. The first cohort of 76 apprentices graduated in January 2025, with an impressive 99 percent pass rate in the KNQA-Level 5 examinations. Many earned NITA certifications, further validating their expertise. But the most important number is this: 80 percent of graduates have secured full-time employment, many with their host companies.
The stories behind the statistics are compelling. Aston Mwendwa, an electrical apprentice placed with Mehta Electricals Ltd, had always wanted to pursue a career in electrical engineering but could not afford the school fees. PropelA gave him the opportunity. He has since graduated as a certified electrical technician and secured full-time employment.
Dianah Wahuini, a plumbing apprentice placed with Central Plumbing Limited, had previously completed a diploma in water engineering but struggled to find a job due to a lack of practical training. “PropelA was a game-changer,” she says. “It allowed me to gain hands-on experience. I am now working at Central Plumbing Limited”.
Another graduate, John Githu from Cohort 2, noted that what stood out for him was the mentors’ dedication to passing on new skills and keeping apprentices updated with industry trends. “The industry trends keep changing,” he said, “which ensures we remain competent and relevant”.
From the employer side, the feedback has been positive. Host companies report that PropelA graduates require significantly less on-site training than traditional TVET leavers, reducing costs and improving productivity.
The Government’s Role
The government has moved quickly to formalise and scale the model. In November 2025, the Cabinet approved the National Dual Training Policy, designed to bridge the persistent gap between youth skills and industry demands. The Ministry of Labour has endorsed the model, with PS Shadrack Mwadime welcoming efforts to expand the dual apprenticeship programme across multiple sectors.
The March 2026 launch of the dual training curriculum was a major milestone. Officials from the Ministry of Labour and Skills Development, the TVET Authority, NITA, and the private sector all endorsed the approach. The curriculum is now being prepared for national rollout, with plans to extend it beyond plumbing and electrical to other trades and sectors.
“It’s a new dawn,” PS Mwadime said at the launch. “We need to produce a workforce that meets market needs. The world is changing, and we cannot be left behind.”
NITA, as the regulator, oversees assessments and certification to ensure graduates meet national standards. The authority is also responsible for maintaining quality and consistency across institutions as the model scales.
The Challenge of Scale
The pilot has worked. The question now is whether the 75/25 model can be scaled nationally.
For the programme to reach its potential, several conditions must be met.
First, more companies must step forward to host apprentices. Each placement requires a qualified mentor, adequate workspace, and a commitment to supervision. Many firms, especially small and medium enterprises, lack the capacity to take on apprentices.
Second, the classroom infrastructure needs investment. Training institutions must be equipped with modern tools and materials that reflect current industry practice, not outdated equipment.
Third, the financing model must be sustainable. Currently, host companies pay stipends to apprentices, and development partners like the Hilti Foundation and Geberit AG provide funding. But as the model scales, more private and public financing will be needed.
Fourth, the curriculum must evolve continuously. Industry needs change. New technologies emerge. The dual system’s strength is its responsiveness—but only if companies stay engaged.
The government is aware of these challenges. The National Dual Training Policy includes provisions for employer incentives, quality assurance mechanisms, and coordination between TVET institutions and industry. But implementation is still in early stages.
Swisscontact Country Director Sharon Mosin has been clear about what comes next: “The next step for us is to call upon other partners to help us scale up. We have demonstrated that the model works; however, to scale up, we need more partners, either to equip the institutions that will provide these skills in partnership with industry, or to support capacity building, training and skills development within companies”.
What This Means for Contractors
For contractors and builders, the rise of the 75/25 model is not just a policy story. It is a practical development that affects your business directly.
First, the talent pool is improving. Contractors who have hired PropelA graduates report that they arrive better prepared, requiring less on-site training and supervision. As the model scales, the quality of available workers should rise.
Second, you can shape the curriculum. The dual training model is designed to be employer-led. Contractors who participate in industry consultations, host apprentices, or sit on programme advisory boards help define the skills being taught. This is your chance to ensure that training programmes deliver workers with the exact skills you need.
Third, the cost of hiring may decrease. The Sh20,000 monthly per trainee cost that firms currently spend retraining new hires should decline as graduates arrive more job-ready. The savings can be substantial for firms that hire multiple apprentices each year.
Fourth, there is a branding advantage. Contractors who participate in the dual training programme can market themselves as employers committed to youth development and skills growth. This can help attract the best apprentices and retain them as permanent employees.
Fifth, the pipeline is still small but growing. For now, the number of graduates remains modest. But the government has ambitious plans to scale the model. Contractors who establish relationships with programme partners early will be better positioned to access talent as the pipeline expands.
The Larger Picture
Kenya’s construction industry is growing rapidly, driven by the Affordable Housing Programme, infrastructure projects, and commercial development. But growth will stall if the workforce cannot keep pace.
The 75/25 dual training model is one of the most promising solutions on the table. It aligns training with industry demand. It gives young people real, marketable skills. It reduces the cost and frustration of hiring for employers. And it does all of this at a lower cost per graduate than traditional classroom-only programmes.
The model is not a magic fix. Scaling it will require sustained commitment from government, private sector, and development partners. But the early results are encouraging. Eighty percent employability is not a pilot statistic that can be dismissed. It is proof that when you train young people the way industry actually works, they get jobs.
The question for contractors is whether you will be a passive observer or an active participant. The companies that host apprentices, shape curricula, and hire graduates are not just doing social good. They are building their own talent pipelines, reducing their training costs, and positioning themselves for the workforce of the future.
The 75/25 revolution has begun. The sites are waiting.
