The figure, based on the urban Consumer Price Index (CPI) used as the benchmark for monetary policy, accelerated on a month-on-month basis, increasing by 1.3 percent compared to December 2025, pointing to renewed price momentum at the start of the year.
The latest CPI release indicates that inflationary pressures have broadened across several key sectors. Health services recorded the sharpest increase, surging by 71.1 percent year-on-year, while restaurants and hotels rose by 19.2 percent, reflecting higher service-sector costs in urban areas. Prices for alcoholic beverages and tobacco also increased significantly, up 15.6 percent.
Food-related inflation remained relatively contained but showed signs of upward pressure. Food and non-alcoholic beverages increased by 5.3 percent year-on-year, with notable monthly rises in meat, vegetables, and dairy products. Bread and cereals prices, however, declined slightly on a monthly basis, helping to moderate overall food inflation.
Energy and housing-related costs continued to influence inflation dynamics. The energy index rose by 17.8 percent year-on-year, while housing, water, electricity, gas and other fuels increased by 10.5 percent, reflecting higher utility and fuel prices. Imported goods inflation reached 9.6 percent, exceeding the 8.7 percent increase in locally produced goods, highlighting the role of external price pressures.
Transport inflation stood at 8.6 percent, while clothing and footwear rose by 5.5 percent.
Core inflation, which excludes fresh food and energy and is closely monitored as an indicator of underlying price trends, remained elevated at 8.9 percent year-on-year, with a monthly increase of 0.8 percent, suggesting that inflation is increasingly broad-based.
At the national level, combining both urban and rural indices, overall inflation stood at 7.5 percent, reflecting lower rural inflation of 6.5 percent. On a monthly basis, rural prices increased marginally by 0.1 percent, compared to the sharper rise observed in urban areas.
The annual average inflation rate between January 2025 and January 2026 was 7.2 percent, slightly below the headline January figure, while average core inflation stood at 7.4 percent.
NISR compiles the CPI using price data collected from more than 40,000 observations nationwide each month, covering 1,622 goods and services across urban and rural markets. The Urban CPI remains the principal reference for assessing inflation trends and guiding monetary policy decisions.
MoKash is regulated by the National Bank of Rwanda (BNR) and offered on the MTN Mobile Money menu in partnership with NCBA Bank Rwanda.
The enhancements mark an important step in MoKash’s evolution from a fast, accessible digital lender into a holistic financial partner that supports customers through every stage of their financial journey.
{{Loan top up}}
The new Loan Top Up feature allows customers to access additional funds on their existing loan, within their approved limit, during the first 20 days after disbursement. The feature is designed around real customer behavior and economic realities.
Many customers borrow based on anticipated needs, only to discover new opportunities shortly after receiving funds. Rather than requiring customers to wait for a full loan cycle to close before accessing additional credit, Loan Top Up provides a timely and transparent way to extend financing within the same loan window.
“Loan Top Up reflects the real rhythm of our customers’ lives and businesses,” said Chantal Kagame, CEO of Mobile Money Rwanda Ltd. “Our customers make financial decisions in real time; a market trader may restock today and quickly realize that demand has grown. With MoKash, we are standing alongside them as a trusted financial partner, offering instant and flexible support that adapts to their everyday realities. This evolution reinforces our commitment to building inclusive digital financial solutions designed around how our customers live, work, and grow.”
{{Lock savings}}
The newly introduced Lock Savings feature empowers customers to save and commit funds for defined periods ranging from one to twelve months. By choosing to lock their savings for a set tenure, customers earn competitive interest rates based on their balance levels, encouraging disciplined financial behaviour and long-term planning.
Lock Savings is fully embedded within the MoKash experience for MTN Mobile Money customers. Customers can seamlessly allocate funds from their MoKash General Savings account or mobile wallet into a locked savings account, monitor balances in real time, and earn up to 8% interest per annum while maintaining full visibility of their financial goals.
Commenting on the launch, Maurice Toroitich, Managing Director of NCBA Bank Rwanda, described Lock Savings as a powerful tool.
“Lock Savings reflects how our customers aspire to grow. A parent setting aside school fees, a trader saving to expand stock, or a young professional building a financial cushion, these are everyday ambitions,” said Toroitich.
“We want to enable customers to transform short term income into long term progress.
Since its launch, MoKash has focused on solving real, everyday financial challenges by providing instant access to credit without paperwork, collateral, or long approval timelines. With Lock Savings and Loan Top Up, the platform now goes further by enabling customers to plan more deliberately, manage liquidity more flexibly, and build stronger financial foundations in a rapidly evolving economy.”
{{About MoKash}}
Since its launch in 2017, MoKash has grown to serve over 5 million customers, with women accounting for 40 percent of the customer base and youth approximately 60 percent.
The platform currently disburses more than 10,000 loans daily, reinforcing MoKash’s leadership in digital financial inclusion.
{{About Mobile Money Rwanda Ltd}}
Mobile Money Rwanda Ltd is MTN Rwanda’s FinTech subsidiary, established on 27th April 2021 to provide and manage Mobile Money services in Rwanda. The company has over 6.2 million subscribers, more than 66,000 Mobile Money agents, and over 550,000 MoMoPay merchants nationwide.
With continuous innovations in services such as MoMoPay, MoKash Loans & Savings, Tap&Go bus payments, Bill Payments, Virtual Card by MoMo, International & Regional Remittances, and more, MoMo Rwanda is at the forefront of driving financial inclusion and powering the digital economy in Rwanda.
{{About NCBA Bank Rwanda}}
NCBA Bank Rwanda is a subsidiary of NCBA Group, a regional banking group providing a broad range of financial products and services to corporate, institutional, SME, and consumer banking customers.
NCBA Group operates 115 branches in five countries: Kenya, Uganda, Tanzania, Rwanda, and Ivory Coast, serving over 60 million customers and ranking as the largest banking group in Africa by customer numbers.
In Rwanda, NCBA operates branches in Kigali, Musanze, Nyagatare, Rubavu, Kayonza, and Rusizi. Through its partnership with MTN Mobile Money Rwanda Ltd on MoKash, NCBA has attracted over 5 million customers, making it the country’s largest retail digital bank and a central catalyst for financial inclusion.
Data from Kenya’s Agriculture and Food Authority (AFA) show that coffee imports into Kenya declined by 2.9 percent during the quarter under review, falling from 248.93 tonnes in 2024–2025 to 241.81 tonnes in 2025–2026. Despite the lower volumes, the total value of imports rose by 11.8 percent to $1.64 million, up from $1.47 million a year earlier, reflecting higher prices and changing consumer preferences.
The shift saw Rwanda overtake Uganda as Kenya’s leading coffee supplier during the period. This transition is largely driven by Rwanda’s specialisation in high-quality Arabica coffee, which accounts for approximately 98 percent of its total production. Unlike the bulk Robusta typically sourced from the region, Rwanda’s Arabica is prized for its bright acidity and complex flavour profiles, making it the preferred choice for Kenya’s expanding speciality coffee houses.
With the shift, Rwanda accounted for 43 percent of Kenya’s coffee imports, while Uganda’s coffee exports to Kenya declined from $1.13 million to $0.48 million during the period.
Rwanda’s stronger position in Kenya’s coffee market comes amid a record year for its global coffee exports. In 2025, Rwanda earned more than $148.6 million (about Rwf 216 billion) from coffee exports, the highest level on record, according to the National Agricultural Export Development Board (NAEB).
Export volumes rose by 39 percent year-on-year to 23,860 tonnes of green coffee, while revenues increased by 65 percent compared with 2024, when exports totalled 17,142 tonnes valued at $89.8 million. Higher global prices also supported earnings, with the average export price rising by 19 percent to $6.2 per kilogram.
NAEB said the growth was driven by increased production from newly maturing coffee trees, improved farming practices and sustained investment across the sector. Market expansion efforts, particularly in specialty segments in Europe and North America, also contributed to the gains.
NAEB Chief Executive Claude Bizimana said the 2025 performance puts Rwanda on track to meet its medium-term targets under the second National Strategy for Transformation, which aims to raise coffee exports to 32,000 tonnes and generate $192 million in revenues by 2029.
For farmers, higher export earnings translated into improved returns. In 2025, growers earned an average of Rwf 900 per kilogramme of coffee cherries, above the minimum farm-gate price of Rwf 600 set by NAEB.
The December outturn capped a solid year for the formal industrial sector, with average annual growth recorded at 6.5 percent. The IIP measures short-term changes in industrial output and covers mining, manufacturing, electricity, and water and waste management activities, excluding construction.
Electricity recorded the strongest growth among major sectors, rising by 13.3 percent year-on-year, reflecting increased power generation and supply. Manufacturing output grew by 5.5 percent, while water and waste management activities expanded by 8.0 percent. Mining and quarrying also posted growth of 4.8 percent over the same period.
Within manufacturing, performance was mixed across sub-sectors. Output of beverages and tobacco increased by 9.7 percent, while textiles, clothing and leather goods rose by 9.0 percent, contributing positively to overall industrial growth. Non-metallic mineral products, which include construction-related materials such as cement, also grew by 5.7 percent.
However, food processing declined by 2.0 percent in December, while production of metal products, machinery and equipment fell by 1.2 percent, partly offsetting gains in other manufacturing activities.
Manufacturing remains the dominant component of Rwanda’s industrial sector, accounting for 68.1 percent of total industrial output, followed by mining and quarrying at 15.8 percent and electricity at 12.8 percent. Electricity made the largest contribution to annual industrial growth, reflecting both its strong expansion and significant sector weight.
The December 2025 figures are compiled using a newly rebased IIP series, with 2024 adopted as the new base year to better reflect structural changes in the economy. NISR noted that rebasing improves the relevance of the index by capturing the growing importance of newer and faster-expanding industries.
The 22-year-old co-founder and chief executive of Strettch Cloud says the company’s rise, from a modest personal investment of about 2 million Rwandan francs to a fast-growing infrastructure business, has been driven less by capital and more by early exposure to practical technology, disciplined execution, and a clear understanding of Africa’s digital constraints.
{{Early curiosity and the path to technology
}}
Sauvé’s journey into technology began long before Strettch existed. Growing up, he was drawn to science and mathematics, fascinated by how things worked and why systems behaved the way they did. That curiosity eventually narrowed into computer science, which he saw as the most practical application of physics and mathematics in the modern economy.
“Mathematics is the mother language of all sciences,” Sauvé explains. “But I was seeking the most practical way to use that knowledge in the real world, and computer science became the answer.”
While still in lower secondary school, he was already reading computer science books and following emerging technologies such as virtual reality, laying the intellectual groundwork for what would later become a business career.
A defining moment came in 2019, when Sauvé joined the inaugural cohort of Rwanda Coding Academy, a government-backed institution designed to produce industry-ready technologists through project-based learning.
Unlike traditional academic pathways, the school immersed students in software development, cybersecurity, robotics and artificial intelligence, exposing them to real-world problems early. By senior five, Sauvé had secured his first internship, and by senior six he was already employed, an experience that placed him years ahead of many of his contemporaries.
That early professional exposure shaped his view of entrepreneurship. While still at Rwanda Coding Academy, Sauvé attempted to launch two startups, both of which failed. He does not describe them as failures, but as formative experiences that taught him how difficult it is to build software that works in production, manage teams, and navigate uncertainty.
“I’ve already tried two startups when I was still at school that failed, but I don’t take it as a failure because I had to learn a lot through the process,” Sauvé says.
Strettch began taking shape after Sauvé and four fellow Rwanda Coding Academy graduates enrolled at African Leadership University. All five were already employed in different organizations, but they shared a concern that working separately would dilute their collective potential.
They agreed to pool their skills and effort into a single company, even though they had no clear product in mind at the time. Their first strategy was deliberately conservative: start as a software development agency, build solutions for clients, learn how to work as a team, and use the proceeds to finance future products.
That approach paid off sooner than expected. Less than a year after registering the business, the team won a public procurement tender worth $100,000 to develop a national research and innovation system for Rwanda Polytechnic in 2024. The contract was a major financial and psychological breakthrough, but Sauvé says it also introduced a new level of responsibility.
“I had to think about it twice,” Sauvé says. “It felt too good to be true, and at the same time it was a huge responsibility.”
{{How Strettch Cloud was born
}}
From the agency work, several internal product ideas emerged. One stood out: cloud computing. As businesses across Africa digitise, they increasingly rely on cloud infrastructure to run software and store data. Yet data sovereignty laws in more than 35 African countries restrict sensitive data from being hosted outside national borders, limiting the use of global cloud providers for many organisations. That regulatory reality created a gap that Strettch Cloud set out to fill.
Strettch Cloud offers on-demand computing infrastructure hosted locally, allowing businesses to deploy virtual servers within seconds through a self-service platform. According to Sauvé, it is currently the only cloud provider in Rwanda offering such functionality without requiring manual intervention, contracts or lengthy onboarding processes. The broader ambition is to replicate that model across multiple African countries, enabling companies to scale regionally while remaining compliant with local data regulations.
Building the platform required sacrifices. Sauvé resigned from a well-paid international job to work on Strettch full-time, a decision he describes as the hardest of his life. At the time, he had already achieved a lifestyle he once imagined would take decades to reach. Still, he says the potential impact of building a scalable African technology company outweighed personal comfort.
“Business is one of the most powerful ways to serve society,” he says. “It creates jobs, pays taxes and solves problems at scale.”
{{The humble financial beginnings of Strettch
}}
Financially, Strettch’s beginnings were modest. The founders initially invested about 2 million Rwandan francs of their own money, largely to experiment and learn. Later, they committed roughly $30,000, earned from client work, to build the minimum viable version of Strettch Cloud. Before launching publicly, the company tested demand through a waitlist that attracted more than 300 organisations, including large Rwandan companies, validating the market.
That traction helped Strettch reach a valuation of $2.5 million and raise external funding. Today, the platform serves dozens of paying customers, with usage growing month by month.
“The first paying customer is always the most significant achievement,” Sauvé remarks. “It is the moment when someone entrusts you with their business, and that trust validates all the effort, risk, and sacrifice.”
Sauvé says the company’s competitive advantage lies in its cost structure and technology ownership. Unlike many regional providers who license expensive third-party platforms, Strettch built its infrastructure software in-house, allowing it to offer lower prices while maintaining control over performance and security.
The company’s ambitions extend beyond Rwanda. Sauvé points to Africa’s cloud computing market, estimated at $45 billion, much of which flows to providers outside the continent. His vision is explicitly Pan-African: keep data, capital and technical expertise within Africa.
Strettch plans to enter Kenya by 2027 and expand into at least six or seven African markets within five years, building physical infrastructure in each to comply with national regulations.
Looking ahead, Sauvé sees artificial intelligence as both an opportunity and a strategic imperative. Many AI systems used in Africa rely on infrastructure hosted abroad, raising data sovereignty concerns. Strettch Cloud is exploring ways to provide AI-ready infrastructure locally, including access to specialised hardware, so that organisations can deploy advanced technologies without exporting sensitive data.
For Sauvé, the story of Strettch Cloud is still in its early chapters. Yet its trajectory already challenges assumptions about where high-growth technology companies can emerge and how much capital is required to start.
His advice to young Rwandans is pragmatic rather than romantic. The work, he says, is difficult and uncertain, but solvable problems reward those who approach them with discipline and optimism.
“When there is a problem, and you think there is an answer, you become a victor. If you think you can’t find an answer, you become a victim,” Sauvé, who also serves as Vice President of Toastmasters, a nonprofit organisation that develops public speaking, leadership, and networking skills, advises.
The office, which has been in Kigali since 2013, serves as a local hub for Rwandan businesses accessing services at the Port of Mombasa.
The MoU provides a strategic framework to enhance coordination, streamline logistics, and boost trade competitiveness along the Northern Corridor. By handling port-related issues locally, the Kigali office allows Rwandan importers to avoid travelling to Kenya, saving time and reducing costs.
Captain William Kipkemboi Ruto, Managing Director of KPA, said the agreement underscores the long-standing partnership between the two countries.
“This office has been here since 2013, and today’s MoU formalises our commitment to support Rwanda’s business community,” he said.
He noted that cargo throughput for Rwanda grew by 22.8 percent last year, totalling 896,000 metric tons of goods transported through Mombasa Port.
“There is more opportunity to grow this volume to over a million tons. Our goal is to bring the port closer to the consumer and simplify business operations for Rwandan importers,” Captain Ruto added.
Captain Ruto also highlighted the office’s role in digitisation and automation. Through KPA’s online payment platform and CargoPay, businesses can process transactions in Rwandan francs without physical interactions, speeding up cargo clearance and reducing delays.
Mohamed Daghar, Kenya’s Principal Secretary for Transport, noted that the MoU ensures the Kigali office operates in full compliance with Rwandan law.
“Rwanda is a key partner for us. This agreement will help eliminate non-tariff barriers and other obstacles along the Northern Corridor, enhancing the flow of goods between our countries,” he said.
Rwanda’s Permanent Secretary in the Ministry of Infrastructure (MININFRA), Canoth Manishimwe, emphasised the impact on cross-border trade.
“This agreement strengthens cooperation and creates smoother processes for resolving any trade-related issues,” he said. “Commercial trucks will no longer face unlawful delays or unnecessary fines, thanks to the MoU’s ‘Non-Barrier Tariff’ clause.”
Statistics from Rwanda’s National Institute of Statistics (NISR) show a steady increase in goods passing through Mombasa Port. In 2022, Rwanda handled 429,850 tons of cargo via the port, rising sharply to 520,000 tons in 2023. The KPA Liaison Office in Kigali is expected to accelerate this growth, improve efficiency, and further strengthen Rwanda’s regional trade position.
Fleeing the turmoil of the ongoing Russia–Ukraine war, they sought peace, security, and a better future for their families after the war broke out in early 2022.
“It was really hard for me as a citizen of Russia to acknowledge this,” James recalls. “I had three kids, a beautiful wife, and we wanted to move on to a life of security and peace. And we found this in the middle of Africa, in Rwanda, Kigali.”
James and Boris arrived in Kigali in 2023. They spent the first few months exploring the city and understanding their surroundings before deciding to make Rwanda their permanent home.
“First three months, we just looked around to the left and right and then understood that we want to stay here. Rwanda is one of the most welcoming countries so far,” James says.
His previous experience of travelling extensively in 12 countries over eight years gave him a unique perspective on what makes a country feel like home. But he admits that it was Rwanda’s warmth and sense of safety that convinced them to stay.
With their shared passion for cooking, James and Boris dreamed of creating something special.
“Me? I’m not so smart, to tell you the truth. I’m just a cook,” he jokes. “But I love making something good, seeing people smile, and sharing that joy with others.”
The duo’s dream led them to open Burger Bros in Kisimenti, which quickly grew from a small street cart into one of Kigali’s most popular burger restaurants.
“We served over 200 burgers at a festival once. Even more, I think 300 burgers,” he recalls.
Burger Bros’ approach emphasises fresh, high-quality ingredients and handmade components, including their secret spice mix and signature sauces.
The restaurant’s growth was fueled by teamwork and mentorship. Key team members like Jimmy Hakizimana were recruited for their dedication and talent.
“He used to cook for me sombe (Cassava leaves). I taught him a lot of the things that I know. Now he’s a monster, a professional in our kitchen,” James says proudly.
Today, with 34 employees, Burger Bros continues to thrive while fostering a family-like atmosphere for staff and customers alike.
James’ personal philosophy also drives the restaurant’s culture. “My mother and father would always say, if I did something good, they’d be like, ‘Good boy, good boy.’ I grew up with this notion. When people give me money, I’m delighted, of course, because I give it to my beautiful family, for school, for education, for food, for everything. But the main thing for me is the smile of the person. I want to feel the same thing as I got from my father and mother. It’s as easy as that.”
Legacy is another central theme for James and Boris. “I’m a simple cook, but I’ve always thought a lot about legacy. When we pass on what we know, the people we teach can share it with the next generation, and then the next. That’s how we preserve what we’ve built. For me, that’s a kind of immortality,” he adds.
For the duo, Rwanda is more than a place to live; it’s home. They are grateful to the government for creating a welcoming environment and hope to become Rwandan nationals one day.
“The message for the Rwandan government is, you’re doing a good job. We love you guys. Keep it up. We want more of this. And the second one is, we want the nationality. We want to be Rwandans. Mr. Kagame, president number one. We’re waiting for you at Burger Bros. {Karibu. Murakaza neza} (welcome),” James says with a smile.
NISR figures show that domestic passengers on RwandAir increased from 22,519 in 2023 to 30,066 in 2024. The flights operate on the airline’s only domestic route, linking Kigali to Kamembe in Rusizi District.
The route is served by RwandAir’s Bombardier Q-400 NextGen aircraft. Covering a distance of 147.42 kilometres, the flight takes about 40 minutes from Kanombe International Airport.
RwandAir says the current economy-class fare on the Kigali–Kamembe route stands at USD 99 (approximately Rwf 140,000).
The rise in domestic passenger numbers marks a continuation of the post-pandemic recovery. Before the Covid-19 outbreak, RwandAir carried 20,281 domestic passengers in 2019. Traffic declined sharply during the pandemic, before beginning to rebound in 2022, when 15,821 passengers were recorded on the route.
Growth in domestic travel has also contributed to an increase in RwandAir’s overall passenger volumes, including international traffic. Total passengers carried by the national airline rose from 927,836 in 2023 to 1,034,887 in 2024.
Cargo volumes also expanded during the same period. International cargo carried by RwandAir increased from 16,462.2 tonnes in 2023 to 20,689.54 tonnes in 2024. Prior to the Covid-19 pandemic, the airline transported 12,349.66 tonnes of cargo in 2019.
Looking ahead, Rwanda expects air transport capacity to expand significantly once the new Kigali International Airport under construction in Bugesera becomes operational. The airport is projected to handle up to eight million passengers annually, compared with just over one million passengers handled at Kanombe International Airport in 2024.
The first phase of the Bugesera airport is scheduled for completion in 2027/28, while the second phase is expected to be completed by 2034, ultimately raising annual passenger handling capacity to 14 million.
Rugemanshuro also disclosed that the institution recorded a net surplus of Rwf 413 billion in 2025, representing a 15.6 percent return on investment.
He made the remarks on January 20, 2025, while appearing before the Parliamentary Standing Committee on Social Affairs
“It has been a long journey to reach where we are today,” Rugemanshuro told MPs.
The Director General noted that RSSB has undergone wide-ranging reforms, including improvements in investment governance, to strengthen the institution’s operations.
Rugemanshuro highlighted changes in the way RSSB operates with employers, employees, and beneficiaries, noting that members’ contributions have increased alongside benefits paid to beneficiaries.
He added that employers can now access contribution-related information more easily through digital platforms, while the institution has stepped up efforts to recover unpaid contributions.
In 2025, RSSB was owed arrears amounting to Rwf 27.9 billion, including Rwf 16 billion from public institutions and Rwf 11 billion from private entities. During the year, the government paid Rwf 2 billion of the outstanding amount, while private entities settled Rwf 9 billion.
Rugemanshuro assured Parliament that RSSB remains financially sound and capable of meeting its obligations to members.
“I would like to give a strong assurance that RSSB has sufficient capacity to meet its obligations to members at all times in the future,” he assured.
He added that the institution’s current position reflects the successful implementation of its investment strategy.
RSSB’s investment portfolio is diversified across several asset classes. About 40 percent of its assets are invested in fixed-income securities, while 15 percent is held as cash and bank deposits to ensure liquidity and support day-to-day operations and benefit payments.
A further 20 percent is invested in commercial ventures, 14 percent in development-oriented investments aligned with national priorities, and 11 percent in real estate, including housing and land projects.
Rugemanshuro emphasised that RSSB’s investment strategy is aligned with Rwanda’s development agenda, noting that approximately 95 percent of the institution’s investments are located within the country.
At the centre of this shift is the SDG Costing and Budgeting exercise, a government-led initiative supported by the United Nations Development Programme (UNDP), designed to align national spending with measurable development outcomes.
The exercise, anchored in Rwanda’s National Strategy for Transformation 2 (NST2), is changing how public and private resources are mobilised, allocated and monitored, moving beyond traditional budgeting toward results-driven financing.
{{Technical support for smarter financing
}}
UNDP has provided technical leadership and advisory support throughout the SDG costing process, working closely with the Ministry of Finance and Economic Planning (MINECOFIN). The agency supported the development of costing methodologies, scenario modelling and the integration of SDG targets into national budget systems.
In a recent SDG Costing report, Fatmata Sesay, UNDP Rwanda Resident Representative, underscored the importance of strategic financing in achieving sustainable development outcomes.
“Right-financing is not about doing more with less. It is about doing better with what we have, structuring public funds to de-risk investment, aligning incentives to development outcomes and building the fiscal architecture to manage complexity over time,” she said.
UNDP also supported the application of global tools such as the IMF SDG Financing Tool, helping Rwanda adapt international models to local realities.
{{Aligning SDGs with Rwanda’s national priorities
}}
Rather than treating SDGs as a parallel agenda, the costing exercise embeds them directly into NST2 flagship programmes. Each SDG target is mapped to NST2 pillars and priority areas, ensuring they are delivered through national systems.
By integrating SDG costing into Rwanda’s Medium-Term Expenditure Framework (MTEF), MINECOFIN can now clearly see which priorities are fully funded, partially funded or unfunded. This allows policymakers to sequence interventions strategically and focus limited resources on areas with the highest development impact, including poverty reduction, job creation and climate resilience.
According to the report, Rwanda requires Rwf 63.6 trillion to implement NST2 between 2024 and 2029. Of this amount, 43 percent is expected to come from private sector investments, particularly domestic financial institutions, while the remaining 57 percent will be mobilised from public sources such as taxes, grants and concessional loans.
The largest allocations are directed to education, health, electricity, water and sanitation, and roads. The sectors are prioritised because of their central role in human capital development and economic transformation. By 2029, spending in these areas is projected to reach nearly 20 percent of GDP, up from around 10 percent in 2024.
{{Where Rwanda stands on the SDGs
}}
The report presents a mixed picture of Rwanda’s SDG performance. About 28 percent of targets are already achieved or on track, while 53 percent are showing limited progress. Another 19 percent of targets are regressing, highlighting areas where progress has stalled or reversed.
Rwanda has recorded notable gains in clean water access, clean energy, gender equality and climate action. However, challenges remain in job creation, institutional capacity and inclusive economic growth, signalling the need for more targeted financing and policy acceleration in these areas.
These gaps in progress are closely linked to the country’s SDG financing shortfall, now estimated at 21.3 percent of GDP, up from 15.7 percent before the COVID-19 pandemic. Closing this gap will require stronger domestic revenue mobilisation, better public spending efficiency and deeper private sector involvement.
The report makes it clear that traditional public financing alone will not be enough. Instead, Rwanda is increasingly turning to blended finance, public-private partnerships and impact-linked financing to mobilise additional capital while maintaining fiscal sustainability.
To support long-term planning, the report outlines three possible development pathways. Under the Resilience First scenario, SDGs would be achieved by 2054 if current trends continue. The Smart Sequencing scenario projects achievement by 2044 through moderate acceleration and efficiency gains. The most ambitious pathway, All-in Leap, targets SDG achievement by 2034, requiring major fiscal reforms, strong private sector mobilisation and international cooperation.
These scenarios allow policymakers to weigh ambition against fiscal risk and implementation capacity.
A major innovation introduced through the exercise is Budgeting for SDGs (B4SDG). Unlike traditional budgeting approaches that focus on institutional spending lines, B4SDG tracks how each allocation contributes to concrete development outcomes.
This enables cross-sector coordination and makes trade-offs visible, strengthening transparency and accountability. For example, investments in renewable energy simultaneously advance climate action, job creation and economic growth.
{{Crowding in the private sector
}}
Private sector participation is also becoming central to Rwanda’s SDG financing strategy. Through the Integrated National Financing Framework (INFF), SDG priorities are transformed into bankable projects supported by guarantees, concessional finance and results-based payments.
These instruments reduce investment risk and attract private capital into sectors such as renewable energy, agriculture, housing, MSMEs and health, helping scale development impact beyond what public funding alone can achieve.
{{Managing fiscal risks and climate resilience
}}
The report also flags potential fiscal risks, including rising debt service costs and contingent liabilities from public-private partnerships. To manage these risks, Rwanda is embedding SDG financing within a prudent macro-fiscal framework guided by debt sustainability thresholds and phased implementation.
Climate risk is fully integrated into investment planning. Projects are screened for resilience and aligned with green bonds and climate funds, ensuring long-term sustainability.
As Rwanda prepares for global platforms such as the Summit of the Future, the United Nations system has reaffirmed its commitment to supporting the country’s development agenda.
“As we move towards the Summit of the Future and beyond, the United Nations system in Rwanda remains fully committed to supporting the government in mobilising the right type of capital to accelerate progress towards the SDGs,” said Ozonnia Ojielo, United Nations Resident Coordinator in Rwanda.
With UNDP’s technical support and strong government ownership, Rwanda’s SDG costing exercise is emerging as a regional model for results-based development financing, demonstrating how data, partnerships and innovative finance can turn ambition into measurable impact.
