Category: The Citizen

The construction of four new cargo vessels for Lake Tanganyika, alongside major upgrades at Kigoma Port, is expected to transform trade between Tanzania and the Democratic Republic of Congo (DRC), creating economic opportunities, jobs, and increased revenue.

The investment will strengthen Tanzania’s position as a key regional transport corridor by improving cargo movement between eastern DRC and international markets through the Dar es Salaam Port.

The vessels were officially launched on Monday, July 20, 2026, by President Samia Suluhu Hassan during a ceremony in Kigoma.

The event also marked the launch of expansion works at Kigoma Port, including the construction of modern cargo and passenger berths and dredging to increase the port’s depth.

Providing an overview, Tanzania Ports Authority (TPA) Director General Plasduce Mbossa said the additional vessels would significantly increase cargo handling capacity on the lake and position Tanzania as an important logistics gateway for minerals and other exports from the DRC destined for global markets such as China.

He said the government had entered an agreement with Zijin Mining Group Co Ltd, one of the largest mining investors operating in the DRC, to facilitate cargo transportation through Kigoma Port.

The company owns three major mining operations in the DRC, with reserves expected to sustain production for more than 50 years.

“They will also develop facilities at Kigoma Port and construct a 500-kilometre road linking Manono to Kalemie Port to improve cargo transportation,” said Mr Mbossa.

According to him, the investment will open a new transport corridor serving northeastern DRC, allowing mineral exports to be shipped across Lake Tanganyika to Kigoma before being transported onwards to Dar es Salaam for export.

Previously, much of the cargo used alternative overland routes, including the Tunduma border crossing.

“We are opening a new trade corridor that will enable the DRC to access international markets more efficiently through Tanzania,” he said.

Mr Mbossa said the mining company had already built four cargo vessels, each capable of carrying 2,000 tonnes per voyage.

Each vessel measures 70 metres in length and 15 metres in width.

He added that the company plans to build two additional vessels, while the government, through the Tanzania Shipping Agencies Corporation (Tasac) programme, is continuing efforts to strengthen domestic shipbuilding capacity.

The four new vessels will effectively double the number of large cargo vessels operating on Lake Tanganyika.

“At present, the lake has four large cargo vessels-three with a carrying capacity of 2,000 tonnes each and one capable of carrying 3,000 tonnes.

The addition of four more vessels will increase the fleet to eight, significantly boosting cargo transportation between the DRC, Tanzania, and other destinations,” he said.

Alongside the expansion of the fleet, the government is also modernising Kigoma Port to accommodate the anticipated increase in cargo volumes.

Mr Mbossa said rehabilitation of the port’s 310-metre cargo quay is progressing well.

Works are currently being undertaken on a 190-metre section, while the remaining 120 metres remain operational to ensure services continue uninterrupted.

Once completed, the port’s annual cargo handling capacity is expected to increase from 800,000 tonnes to two million tonnes.

The project also includes increasing the port’s water depth from 3.5 metres to six metres, allowing larger vessels to dock safely.

In addition, a new 170-metre modern passenger terminal is under construction.

“The new passenger berth will accommodate up to 400 passengers at a time, compared to the current capacity of only 40. The project is expected to be completed in 2027,” he said.

Speaking at the event, Transport Minister Prof Makame Mbarawa, said the vessels form part of the government’s broader strategy to modernise inland water transport and fully utilise trade opportunities with neighbouring countries.

He said the vessels, built by Golden Logistics Company Limited, will improve cargo transportation between Tanzania and the DRC, as well as other countries bordering Lake Tanganyika.

Prof Mbarawa also said the government is progressing with the construction of a shipbuilding workshop.

“The contractor has already been secured and received an advance payment of Sh24.2 billion ($8.8 million), with a further Sh24.2 billion to be paid upon completion,” he said.

He added that a contractor has also been identified to build another 3,000-tonne cargo vessel to operate between Kigoma and the DRC, with arrangements for the advance payment currently underway.

According to the minister, the investments will generate employment opportunities for Tanzanians, stimulate economic activities in Kigoma, Katavi, and Rukwa regions, and increase government revenue through expanded transport and cross-border trade.

Former England captain and manager Kevin Keegan has died at the age of 75, his former club Newcastle United said on Monday.

Keegan’s family and Newcastle announced in January that the two-time European Footballer of the Year was undergoing cancer treatment, without disclosing details of his illness.

In June, Keegan, who was nicknamed ‘King Kev’ and ‘Mighty Mouse’ and was one of the most influential figures of his generation in English football, revealed he had stage four cancer.

“We are devastated to learn of the passing of Kevin Keegan, one of the most iconic, influential and deeply loved figures in our club’s history,” Premier League Newcastle said in a statement.

“As a player, he brought world-class talent, ambition and belief to St. James’ Park, helping to transform perceptions of what Newcastle United could be.

“As a manager, he ignited our city. Kevin gave supporters hope and pride, and led a team whose style, spirit and ?passion captured the imagination of football fans around the world. He was so much more than an entertainer.”

Glittering career

Keegan began his career at Scunthorpe United before joining Liverpool in 1971.

He made 323 appearances for Liverpool in all competitions, scoring 100 goals over six seasons. He won three First Division titles, the FA Cup, two UEFA Cups and the 1977 European Cup during a glittering spell at Anfield.

After moving to Hamburg, Keegan was named European Footballer of the Year in 1978 and 1979, becoming the only British player to win the Ballon d’Or twice. He later returned to England to play for Southampton and Newcastle before retiring in 1984 at the age of 33.

Keegan scored 21 goals in 63 appearances for England between 1972 and 1982, captaining the side 31 times.

He moved into management at Newcastle in 1992, guiding the club into the Premier League ?and transforming it into one of England’s most entertaining sides.

Keegan’s team came agonisingly close to winning the 1995-96 Premier League title before they were overtaken by Manchester United.

After leaving St James’ Park in January 1997, he had a brief spell at Fulham before taking charge of England in 1999 following Glenn Hoddle’s departure.

He resigned after Euro 2000 and a defeat by Germany at Wembley Stadium, famously saying he was “not good enough” to do the job, at a media ?conference. He won seven of his 18 matches in charge.

Keegan later managed Manchester City before leaving the club in March 2005 and initially announcing his retirement from football. He made an emotional return to Newcastle in 2008, though his second spell at the club lasted only eight months.

A lasting legacy

A statement from Keegan’s ?family, quoted by British media, said on Monday: “It is with immense sadness that we announce that Kevin Keegan has passed away at the age of 75.

“The former England player and manager had been battling cancer and was surrounded by his wife and daughters in his final moments.”

Tributes ?poured in for Keegan, with Liverpool saying in a statement: “Our ‘Mighty Mouse’, his legacy at Liverpool will be forever etched in history.”

England Football wrote on X: “We are incredibly saddened by the news that Kevin Keegan OBE has passed away,” while former Newcastle striker Alan Shearer wrote: “My Hero. My manager. My friend. Sleep easy Boss”.

A digital procurement platform, Wintender, is transforming the way businesses in Tanzania access and compete for tender opportunities by providing a centralised ecosystem that connects suppliers, contractors, manufacturers and procuring entities.

The platform’s Business Lead, Mr Chambua Msanga, speaking with The Citizen on the role of digital innovation in improving access to procurement opportunities, said Wintender was developed to address challenges that have traditionally prevented many businesses from effectively participating in the tendering process.

He said many suppliers and service providers continue to face difficulties, including limited awareness of available tenders, complex procurement procedures, inadequate technical support during bid preparation, and challenges accessing financial solutions required to execute awarded contracts.

“Wintender was created to simplify the procurement journey by enabling businesses to discover opportunities, prepare competitive bids, win contracts and successfully execute projects,” Mr Msanga said.

Through its promise of “Apply. Win. Execute,” Wintender provides businesses with access to multiple tender opportunities from different sectors through a single digital platform while offering professional support in tender preparation, procurement expertise and contract execution solutions.

Mr Msanga said the platform has already enabled businesses to participate in procurement opportunities with a combined market value of more than Tanzania Shillings 20 billion, allowing suppliers and contractors to compete for contracts with greater confidence.

He said Wintender is also helping businesses overcome information barriers by bringing procurement opportunities into one digital marketplace, reducing the time and resources companies spend searching for tenders from different sources.

“By creating a single platform where businesses can access opportunities, improve their tender readiness and receive the necessary support, Wintender is changing procurement from a complicated process into a strategic growth opportunity,” he said.

The platform connects suppliers and service providers with available contracts, helps contractors and manufacturers access market intelligence, and enables procuring entities to engage with a wider network of potential suppliers while improving transparency and efficiency in procurement processes.

Mr Msanga said Wintender’s contribution extends beyond technology by supporting the growth of Tanzania’s private sector, particularly small and medium enterprises seeking to expand into larger markets and participate in national development projects.

He said the platform supports Tanzania’s broader economic goals by promoting digital transformation, innovation and inclusive private sector growth, areas highlighted in the country’s Vision 2050 development agenda.

As Tanzania continues to embrace digital solutions across different sectors, Mr Msanga said platforms such as Wintender will play an important role in creating a more accessible, transparent and competitive procurement environment.

“Wintender is committed to empowering businesses with the tools, knowledge and opportunities they need to compete effectively and contribute to Tanzania’s economic development,” he said.

As the world continues to grapple with emerging and re-emerging infectious diseases, the search for new, affordable, and locally available treatments has taken on renewed urgency. For Tanzania, that challenge is prompting an ambitious rethink of how modern science and traditional medicine can work together.

In response, the Ministry of Education, Science, and Technology has unveiled plans to develop a national strategy that will bring medical researchers and traditional medicine practitioners into closer scientific collaboration. The goal is to transform centuries of indigenous knowledge into evidence-based healthcare solutions capable of improving public health while creating new opportunities for scientific innovation and economic growth.

The initiative, championed by the Minister for Education, Science and Technology, Prof Adolf Mkenda, represents more than a policy shift. It reflects a broader vision of positioning traditional medicine as a scientifically validated component of Tanzania’s healthcare system rather than an alternative that exists outside mainstream medicine.

At the heart of this vision is Prof Mkenda’s belief that science should serve as the bridge between traditional knowledge and modern biomedicine.

Speaking at the 14th Scientific Conference of the Muhimbili University of Health and Allied Sciences (MUHAS), Prof Mkenda challenged researchers to move beyond dismissing herbal remedies and instead explore what he described as the “frontier of scientific knowledge.”

“We have so many cases where people say, ‘I used this herb, and I got better.’ Science exists for a good reason,” he said, arguing that whenever credible anecdotal evidence emerges, it is the responsibility of researchers to determine whether those claims can be validated through rigorous scientific investigation.

His vision is straightforward: Tanzania should neither accept nor dismiss traditional medicine on faith alone. Instead, herbal remedies should undergo chemical analysis, laboratory testing, and clinical trials to establish their safety, efficacy, and appropriate dosage.

Such an approach would help standardise what is currently a fragmented system, giving Tanzanians greater confidence that traditional remedies meet the same scientific standards of quality, safety and effectiveness expected of conventional medicines.

Tanzania’s ambitions also reflect a broader international trend. Countries including Thailand and Indonesia have increasingly invested in scientific research to modernise traditional medicine, with Indonesia’s Jamu system serving as one of the most prominent examples of how indigenous remedies can be integrated into national healthcare and commercialised through evidence-based research.

These nations have used modern technology to transform cultural heritage into mainstream healthcare.

By applying Structure-Based Drug Design and computational techniques, researchers can now identify how herbal compounds interact with specific medical target proteins.

Prof Mkenda’s plan to convene a national workshop involving universities, hospitals, traditional practitioners, and legal experts aims to replicate this rigour.

A critical component of this plan is the inclusion of legal experts to safeguard the intellectual property of traditional healers.

This addresses a long-standing barrier where practitioners kept their knowledge secret for fear of losing their “power” or facing exploitation.

By protecting their innovations through patents and formal frameworks, the government intends to foster a collaborative environment where traditional knowledge can be safely shared and scaled.

Tanzania as a global medicine hub

The implications for Tanzania’s status as a regional medical hub are profound. Currently, up to 80 percent of the population in some African countries relies on traditional medicine for primary healthcare.

By scientifically validating these local resources, Tanzania can reduce its heavy dependence on expensive imported drugs.

The World Health Organisation (WHO) has noted that traditional medicine could be a pathway for countries to become more self-reliant.

If Tanzania can successfully transform its indigenous plants into approved, standardised phytomedicines, it stands to benefit from a burgeoning trillion-dollar global wellness industry.

The Science Director at the Ifakara Health Institute (IHI), Dr Ally Olotu, has confirmed the institute’s readiness to pivot its world-class clinical trial infrastructure toward domestic herbal resources.

“It has reached a time to direct our efforts into research on medicines derived from Tanzania’s own resources,” Dr Olotu stated, highlighting a shift from merely testing foreign-made drugs to innovating home-grown solutions.

The ministry’s plan is grounded in the harsh lessons of the Covid-19 pandemic. When conventional antivirals were scarce, the world saw a surge in the use of traditional remedies, often without scientific backing.

In Nigeria, multidisciplinary “health outcomes teams” comprising clinicians, pharmacologists, and biostatisticians worked under the oversight of NAFDAC to evaluate indigenous remedies like the IHP Detox Tea.

This Nigerian case study provides a benchmark for Tanzania. The IHP Detox Tea, which contains Garcinia kola (bitter kola), was subjected to pilot randomised controlled trials.

Mechanistic studies revealed that Garcinia kola could significantly reduce pro-inflammatory cytokines, providing a biological explanation for its ability to blunt the “cytokine storm” associated with severe Covid-19.

Tanzania aims to adopt this “bench-to-bedside” approach. By understanding the molecular pathways of local herbs, Tanzanian researchers can provide the biological plausibility required for global scientific acceptance.

This level of evidence is essential; as WHO officials have stressed, even centuries-old practices must be established through clinical trials before being recommended broadly.

Technological interventions

Modern technology is finally providing the tools to validate what was once dismissed as unscientific.

Lead of the WHO Global Traditional Medicine Centre, Dr Shyama Kuruvilla, notes that technologies like genomics, artificial intelligence, and functional magnetic resonance imaging (fMRI) are changing the game.

For instance, “fMRI can now trace the specific brain pathways affected by meditation, transforming it from ‘woo-woo stuff’ into a validated neuroscience-based intervention.”

In Tanzania, the launch of Next Generation Sequencing at MUHAS is a prime example of this technological leap. These tools will allow researchers to authenticate plant identities through DNA barcoding, preventing the use of adulterated materials and ensuring the safety of herbal products.

Furthermore, nanotechnology offers the potential to enhance the bioavailability of local phytochemicals, ensuring they are absorbed effectively by the body, a common hurdle for natural compounds.

The ultimate goal of linking researchers with traditional medicine is to accelerate Tanzania’s journey towards Universal Health Coverage.

In rural communities where herbal medicine is often the first point of care, integrating validated remedies into primary health centres can strengthen the entire healthcare system.

“This is not merely about treating minor ailments. Scientific validation is currently being applied to traditional plants for neurological disorders like Alzheimer’s and Parkinson’s, where modern synthetic drugs often fall short,” said an expert, Dr Maurine Kija.

By targeting multiple pathogenic pathways simultaneously, such as oxidative stress and neuroinflammation, plant-derived compounds offer a “multi-targeted” approach that single-target synthetic drugs cannot match.

For Tanzania, this initiative also addresses the rising burden of non-communicable diseases and antimicrobial resistance.

For example, IHI is already using research to monitor malaria drug resistance, and the same rigour can be applied to finding new antimalarial compounds within the local flora.

A new era of scientific respect

The education ministry’s plan signals a new era of “respectful co-existence” between two different but potentially harmonious systems of medicine.

By allowing science to determine where the two meet, Tanzania is not just preserving its cultural heritage; it is weaponising it against the disease burdens of the 21st century.

As Prof Mkenda aptly summarised, Tanzanian scientists are capable of making discoveries that could benefit the entire world.

“We can develop solutions from our own traditional knowledge if we apply science,” he asserted.

If this strategy is implemented with the promised transparency, legal protection, and technological rigour, Tanzania may soon find itself at the heart of a new, evidence-based African medical revolution.

Female students from secondary schools surrounding the Grumeti and Ikorongo game reserves in Serengeti and Bunda districts want the government and stakeholders to enhance public education alongside introducing stricter penalties to eradicate gender-based violence, especially female genital mutilation (FGM), within their local communities.

They proposed laws prescribing death by hanging for anyone involved in FGM, including traditional practitioners, arguing such penalties would drastically reduce and eventually eliminate the vice.

Their appeal was made during a youth forum held in Serengeti District on Monday, July 20, 2026, where the schoolgirls discussed challenges affecting them and recommended practical long-term solutions.

They noted that despite regular awareness campaigns by the state and human rights organisations, the vice persists, continuously harming girls and denying many the opportunity to safely fulfil their distinct educational ambitions.

Mariwanda Secondary School Form Three student, Ms Fatuma Ramadhani, said the time is ripe for the government and human rights stakeholders to institute stringent measures against the retrogressive practice, which remains a massive barrier to the academic advancement of most local girls.

“Education campaigns must continue, particularly in rural areas where this problem remains widespread. However, alongside awareness efforts, the state should enforce harsher sentences. These perpetrators deserve the death penalty by hanging. Laws must be enacted to hang them,” she said.

“If I were President, I would have them hanged, including traditional circumcisers, because these acts destroy the dreams of innocent girls. I believe executing a few would make others fear the consequences and abandon this practice altogether,” she added.

Chief Sarota Secondary School Form Six student, Ms Abia Ryoba, stated that weak enforcement of existing laws heavily contributes to the persistence of FGM.

“You find culprits arrested for FGM, but no law is properly enforced. Instead, they are taken to gender desks and eventually released, after which they resume operations. I think Parliament must enact legislation clearly prescribing capital punishment for anyone performing FGM,” she said.

She urged communities to abandon outdated customs and traditions that oppress girls, and instead uphold equal human rights for the progressive development of the wider nation.

Another student, Ms Magori Kaitira, dismissed beliefs that women cannot lead as outdated, noting that many have demonstrated exemplary leadership from grassroots to international levels.

Society, she noted, must support girls to become future leaders regardless of their gender.

Student Ms Minza Malongo stated that besides gender-based violence, girls face numerous structural obstacles preventing them from achieving goals, urging the government and development partners to provide lasting infrastructural solutions.

These include walking long distances to school, leading to missed lessons, and lack of study time due to heavy household chores.

She requested girls’ hostels in every public secondary school to alleviate these challenges.

Grumeti Fund Education Officer, Ms Elizabeth Magoto, said the organisation consistently organises these annual forums to enable female students to discuss their challenges while equipping them with skills to succeed.

She noted the organisation has conducted such forums for 10 years, benefiting over 22,000 girls from communities surrounding the game reserves, with highly encouraging results already being registered.

Conspicuous among the achievements is a growing number of girls applying for higher education scholarships offered by the fund, including a sharp rise in science programme applications.

“We currently receive scholarship applications in a 50:50 ratio between girls and boys. More girls are also applying for science subjects than previously, when the ratio stood at 30:70, and most girls opted for arts programmes,” she said.

Grumeti Fund Human Resources Manager Amsi Nyambuche pledged that the non-profit organization will continue organising the forums to empower girls to overcome ongoing challenges and fully realise their ambitions.

He added that the sessions provide students with invaluable opportunities to interact with professionals and role models who share their personal experiences of conquering structural obstacles.

“Girls in these local communities continue facing numerous challenges. That is why we are committed to empowering them to overcome barriers and fulfil their educational aspirations, because quality education remains the ultimate foundation of life,” he said.

For generations, many professional athletes across Africa have faced a frustrating reality of not always getting paid on time. Match bonuses and performance incentives often took weeks or even months to reach players, leaving many uncertain about when they would receive money they had already earned.

That long-standing challenge is being addressed through the Locker Room Bonus (LRB), a performance-based initiative by betPawa that delivers instant bonuses directly to winning players and technical staff moments after the final whistle. By combining mobile money technology with a secure digital verification system, the programme is changing how athletes are rewarded across the continent.

New figures released this month highlight the programme’s growing impact. During the past year alone, Locker Room Bonus has paid more than US$1.67 million directly to African athletes through over 47,000 instant transactions. The initiative now operates in Nigeria, Ghana, Uganda, Kenya, Rwanda, Tanzania, Malawi and Cameroon, benefiting more than 7,000 players from 387 teams across nearly 3,000 football, basketball and volleyball matches.

The programme removes traditional payment delays by sending bonuses directly to players through mobile money immediately after a victory. Transactions are secured using pawaPass, a verification platform that confirms eligible recipients and enables instant payments without intermediaries. The approach ensures that players receive their earnings quickly, transparently and without administrative bottlenecks.

One of the programme’s defining features is its commitment to equal rewards for men and women. Rather than treating gender equality as a promotional campaign, Locker Room Bonus has built it into its payment structure.

Across all participating markets, women’s and men’s teams receive the same bonus for every victory. In Ghana, for instance, players in the Malta Guinness Women’s Premier League earn exactly the same per-win bonus as those competing in the men’s Premier League, reinforcing the principle that performance-not gender-determines reward.

According to betPawa founder Kresten Buch, the initiative was designed as a performance-based economic model rather than a charity programme. He argues that athletes who deliver results deserve immediate compensation, with payments linked directly to success on the field. By rewarding victories instead of simply distributing funds, the system encourages competitiveness while ensuring players benefit directly from their achievements.

The programme has also earned strong backing from Mr Eazi, Chairman of Choplife Gaming and one of its ambassadors, who believes the initiative restores dignity to professional sport by recognising athletes as workers whose efforts deserve prompt payment. He says Locker Room Bonus is built on a simple principle: real victories should result in real financial rewards, delivered without delay.

Having established itself in football and basketball, Locker Room Bonus is now expanding into additional sports, including volleyball through its partnership with the Kenya Volleyball Federation, while exploring opportunities in new markets.

As it grows, the initiative is demonstrating that technology-driven, merit-based payments can strengthen African sport by improving transparency, boosting motivation and ensuring athletes receive the rewards they have earned when they matter most.

Deputy Minister for Sports, Information, Arts and Culture Hamis Mwinjuma, popularly known as Mwana FA, has commended CRDB Bank for its continued investment in youth development through sports, financial literacy and economic empowerment as part of efforts to promote inclusive economic growth and national development.

Mwinjuma issued the remarks during the finals of the CRDB Bank Nanauka Cup tournament held at Nangwanda Sijaona Stadium in Mtwara Municipality.

In the final match, Naliendele FC emerged champions after defeating Vigaeni FC 3-0 to lift the trophy and receive a Sh3 million prize.

He said CRDB Bank is a leading financial institution with a vision of empowering young people through sports and arts, noting that the bank has recently supported talent search initiatives for musicians through the Bongo Star Search competition.

“It is encouraging for every stakeholder to see CRDB Bank supporting young people through sports and entertainment. Today we are here in Mtwara witnessing the CRDB Bank Nanauka Cup final, but I understand that the bank sponsors other competitions involving young people. Congratulations to CRDB Bank,” said Mwinjuma.

Following the impressive talents displayed by players during the tournament, which started on June 13, Mwinjuma said Mtwara Region has many promising football talents.

He called on stakeholders to work together to ensure the region gets representation in the Mainland Premier League as a way of promoting and motivating young footballers in the country.

Speaking during the finals, CRDB Bank Acting Director of Retail Banking Mshindo Magimba congratulated all 18 teams from Mtwara Municipality that participated in the tournament.

Magimba said the competition has become an important platform for identifying and developing sporting talents, strengthening community unity, and reaching young people with financial education and economic opportunities.

“At CRDB Bank, we believe young people are an important workforce for national development. That is why we continue to reach them where they are and invest in various sectors, including sports, arts, innovation, entrepreneurship and production, to connect them with opportunities that can improve their economic wellbeing,” said Magimba.

As part of its economic empowerment initiatives, CRDB Bank has so far provided loans worth more than Sh15 trillion to entrepreneurs in various sectors across the country, contributing to business growth, increased incomes and strengthening the national economy.

Magimba said CRDB Bank’s involvement in sports and entertainment is demonstrated through its sponsorship of various competitions and events, including the CRDB Bank Federation Cup, iMbeju-Ndondo Cup, CRDB Bank Taifa Cup, Zuchu-Imbeju Masterclass and CRDB Bank Bongo Star Search, all aimed at creating opportunities for young people.

The tournament was organised by Mtwara Urban Member of Parliament and Minister of State in the President’s Office responsible for Youth Development, Joel Nanauka, as part of efforts to strengthen cooperation among Mtwara residents while providing a platform to discuss development issues affecting the constituency.

Nanauka also thanked CRDB Bank for sponsoring the tournament, saying it has grown into one of the popular competitions in the country.

For decades, the identity of a media leader was clear. A media CEO or editor-in-chief was primarily a custodian of content, responsible for editorial direction, journalistic integrity, newsroom management, and public trust.

Their success was measured by the quality of reporting, circulation numbers, and the influence of their publication.

Today, that definition is no longer enough. The modern media leader is no longer just an editor. They are a revenue architect.

This shift reflects a deeper transformation in the media industry itself.

The traditional model that relied heavily on advertising revenue has been disrupted by digital platforms, changing audience behaviour, and the fragmentation of attention.

As a result, media organisations are no longer sustained by a single income stream. They are sustained by ecosystems of revenue, engagement, and experience.

In this new reality, editorial excellence remains essential, but it is no longer sufficient on its own to guarantee survival. The media CEO of today must think beyond storytelling. They must think in terms of business design.

Revenue architecture begins with one simple question: how does the media organisation create, capture, and expand value from its audience? The answer is no longer limited to selling advertising space.

It now includes events, branded content, sponsorships, memberships, subscriptions, data insights, partnerships, and experiential platforms. Media is no longer just a product. It is a platform.

One of the most visible signs of this shift is the rise of media-driven events and experiences. Conferences, festivals, exhibitions, and live activations are becoming central revenue engines for modern media houses.

These are not side projects. They are core business units that generate income while strengthening brand loyalty and audience engagement.

In many cases, events now do what traditional media alone cannot: they create direct, monetisable interactions between brands and audiences.

A successful media CEO understands that attention is only the beginning. The real opportunity lies in converting that attention into structured value. This is where commercial thinking becomes essential.

The modern media leader must understand pricing models, sponsorship structures, audience segmentation, and partnership development. They must be able to design products that appeal not only to readers but also to advertisers, brands, and institutional partners.

In this sense, the newsroom and the boardroom are no longer separate worlds. They are deeply connected. However, this evolution does not mean that editorial independence is less important. On the contrary, it becomes even more critical.

Trust remains the foundation of any successful media business. Without credibility, no revenue model can sustain itself. Audiences will not subscribe, advertisers will not invest, and partners will not engage with a brand they do not trust.

The challenge for modern media CEOs is therefore delicate: how to expand revenue without compromising editorial integrity.

The strongest organisations are those that clearly separate editorial decision-making from commercial influence, while still aligning both functions toward a shared mission of audience value and long-term sustainability.

This requires leadership maturity. It also requires a new skill set. The media CEO of today must be part strategist, part entrepreneur, part technologist, and part storyteller.

They must understand how algorithms influence distribution, how audience behaviour drives engagement, and how data can inform both editorial and commercial decisions.

The future will not reward media companies that simply produce news. It will reward those that build ecosystems around news.

Those ecosystems might include journalism at the core, but they will extend into live events, digital communities, branded partnerships, educational platforms, and commercial collaborations that deepen audience relationships.

In this environment, revenue is no longer a separate department. It is a design principle.

The most successful media CEOs will be those who understand that every editorial product has a commercial implication, and every commercial initiative must protect editorial credibility.

This is not a dilution of journalism. It is an expansion of its sustainability. The role of media leadership is therefore being redefined in real time.

The question is no longer simply, “What stories should we tell?” It is also, “What systems must we build to ensure those stories continue to exist tomorrow?”

In the end, the media CEO is no longer just the guardian of content. They are the architect of sustainability. And in an industry being reshaped by technology, competition, and changing audience behaviour, that may be the most important role of all.

President Samia Suluhu Hassan has said Tanzania’s ambition to become a major trade hub in Africa depends on maintaining peace and stability, warning that development cannot thrive without a secure environment.

She said strategic investments in infrastructure, including the construction of the Standard Gauge Railway (SGR) linking Tabora and Kigoma, the acquisition of four new cargo vessels on Lake Tanganyika, the upgrading of Kigoma Port and other projects, are aimed at helping Tanzania maximise its geographical advantage and strengthen its position in regional trade.

Speaking on Monday during the foundation stone laying ceremony for the Tabora-Kigoma SGR project and the launch of the cargo vessels, President Samia said protecting peace and security must remain a national priority because the infrastructure projects involve huge financial resources.

“I would like to emphasise the importance of peace, security and the development of our country. These investments involve a lot of money,” President Samia said.

She urged Tanzanians to put security first, saying the country’s development goals can only be achieved in an environment of peace and stability.

“Let us all embrace the principle of putting security first because without security there is no development,” she said.

President Samia said the government will continue working to protect strategic national infrastructure, directing security organs to collaborate with the Ministry of Transport in establishing effective and inclusive measures to safeguard railways, ports, roads and other public assets.

Tanzania’s digital health ambitions are increasingly being anchored on technology infrastructure, with telecom operators positioning connectivity as a critical tool for improving healthcare access, data systems, and service delivery.

Yas Tanzania says it has invested Sh1.2 trillion over the past four years to expand access to advanced technologies, including 4G and 5G networks, as the country moves towards a digitally enabled healthcare system.

Speaking during the final day of the fourth Mkapa Legacy Summit in Zanzibar, Yas Tanzania Chief Financial Officer, Mr Innocent Rwetabura, said technology would play a central role in transforming healthcare delivery and supporting Tanzania’s Vision 2050 ambitions.

He said that while healthcare development has historically focused on strengthening physical infrastructure and institutions, digital solutions are increasingly changing how health services are delivered.

Technology is transforming how healthcare is delivered today. We are already witnessing digital technology supporting telemedicine, diagnostics, continuous learning for healthcare workers, and faster emergency response across the country,” Mr Rwetabura said.

The summit, attended by President of Zanzibar Dr Hussein Ali Mwinyi, who is also the Settlor of the Benjamin William Mkapa Foundation, highlighted the importance of partnerships in advancing healthcare and sustainable development.

Mr Rwetabura said the late President Benjamin Mkapa’s focus on institution building, partnerships, and investing in future generations remains relevant as Tanzania embraces technology-driven solutions.

He said the expansion of telecommunications infrastructure has created opportunities for digital health innovations, allowing more Tanzanians to access services beyond traditional healthcare facilities.

“Investments by mobile operators have made it possible for world-class technology, including 4G and 5G, to reach different parts of Tanzania,” he said.

Beyond connectivity, Yas highlighted several health-related initiatives implemented through partnerships with government institutions and development organisations.

In collaboration with the Registration, Insolvency and Trusteeship Agency (RITA) and UNICEF, the company supported the strengthening of Tanzania’s birth registration system for children under five years. The initiative used mobile technology to allow parents to register children and receive birth certificates through SMS services, resulting in more than 13 million children being registered, according to Yas.

The telecom operator has also partnered with the Comprehensive Community-Based Rehabilitation in Tanzania (CCBRT) Hospital to support treatment for children born with clubfoot, helping expand access to corrective care.

In another initiative, Yas said it continues to support free eye screening and treatment services across Mainland Tanzania and Zanzibar, reaching more than 23,000 Tanzanians and helping restore sight among underserved communities.

Mr Rwetabura said the company is also exploring a strategic partnership with the Benjamin William Mkapa Foundation to advance health and development programmes targeting women, children, and young people.

He said collaboration between the government, the private sector, development partners, and communities remains essential in improving healthcare outcomes.

“President Mkapa believed in public-private partnerships as a strong instrument for accelerating development. That same spirit continues to guide our work as we invest in innovative technological solutions that strengthen health systems,” he said.

The growing role of telecom companies in healthcare reflects a broader shift where digital platforms are being used to address challenges such as limited access to specialised care, weak health information systems, and delays in service delivery.

For Tanzania, where connectivity gaps have historically affected rural communities, expanding digital infrastructure is increasingly seen as a foundation for delivering more inclusive healthcare services.

Mr Rwetabura said Yas remains committed to supporting innovation and empowering young people, engineers, and social entrepreneurs to develop technology solutions that address challenges in healthcare delivery.

“Together, we can build a healthier, more connected, and more resilient Tanzania,” he said.