Category: The Citizen

Tanzania is seeking to transform itself from a major importer of medicines into a leading pharmaceutical manufacturing hub, with the government investing in industrial parks designed to produce medicines, vaccines and medical equipment for both domestic and export markets.

At the centre of the strategy is a 400-acre pharmaceutical industrial park under development at Mloganzila in Dar es Salaam, part of President Samia Suluhu Hassan’s broader vision to strengthen local production and reduce dependence on imports.

The initiative comes as African countries seek to build health security following lessons from the Covid-19 pandemic, which exposed the continent’s heavy reliance on imported medicines and medical supplies. One of the flagship projects is the upgraded TPI pharmaceutical plant in Arusha, which is being modernised to meet international manufacturing standards and secure World Health Organisation prequalification, enabling its products to compete in global markets.

Chief Government Pharmacist Daudi Msasi said maintaining international quality standards would be key to the sector’s success.

‘We want products manufactured in Tanzania to compete with those produced anywhere in the world. That is achievable if we maintain international standards,’ he said.

Economists say expanding local pharmaceutical production could reduce pressure on foreign exchange reserves, create jobs, boost tax revenues and open new export markets.

One of the flagship projects is the upgraded TPI pharmaceutical plant in Arusha, which is being modernised to meet international manufacturing standards and secure World Health Organisation prequalification, enabling its products to compete in global markets.

Chief Government Pharmacist Daudi Msasi said maintaining international quality standards would be key to the sector’s success.

‘We want products manufactured in Tanzania to compete with those produced anywhere in the world. That is achievable if we maintain international standards,’ he said.

Economists say expanding local pharmaceutical production could reduce pressure on foreign exchange reserves, create jobs, boost tax revenues and open new export markets.

However, public health experts stress that industrial growth must be matched by continued investment in disease prevention, vaccination, nutrition, clean water and sanitation to improve long-term health outcomes.

As pharmaceutical facilities take shape in Mloganzila, Kibaha and Bagamoyo, Tanzania is positioning itself to play a larger role in Africa’s healthcare and industrial landscape while strengthening economic resilience through strategic investment in the health sector.

TÜV Rheinland announces the expansion of its authorized service scope under the Tanzania Bureau of Standards (TBS) Pre-shipment Verification of Conformity (PVoC) Program to include Greater China. Effective 01 June 2026, TÜV Rheinland is authorized to issue Certificates of Conformity (CoC) for exports originating from Mainland China, Hong Kong, Macao, Taiwan, and Mongolia destined for the Tanzanian market. In addition, TÜV Rheinland will continue to serve the zones covered under its authorization over the past three years: United Arab Emirates, Far East (Japan, Korea South, Indonesia, Malaysia, Philippines, Thailand, Singapore, Vietnam, Cambodia), United Kingdom (Wales, Scotland, Ireland, England), and the Indian Subcontinent (India, Pakistan, Sri Lanka, Nepal, Bangladesh, Afghanistan, Myanmar).

This expansion further strengthens TÜV Rheinland’s role in supporting international trade while ensuring that regulated products imported into Tanzania comply with the applicable national standards and technical regulations.

With China remaining one of Tanzania’s key trading partners and a major source of imported goods, the inclusion of Greater China under TÜV Rheinland’s service coverage will provide exporters and importers with enhanced access to efficient conformity assessment services, streamlined certification procedures, and reliable market-entry support.

Commenting on this development, Mr. Fares Naouri, Senior Vice President Government Inspections and International Trade (GIIT), stated:

“The expansion of our Tanzania PVoC coverage to Greater China marks another important step in our commitment to facilitating safe and compliant trade. As one of the world’s largest manufacturing and export hubs, China plays a vital role in supplying products to the Tanzanian market. Through our global expertise and local presence, we are well positioned to support exporters in meeting Tanzania’s regulatory requirements while ensuring consumer protection and product quality.”

TÜV Rheinland’s extensive network of technical experts, inspection offices, laboratories, and digital certification platforms enables efficient delivery of PVoC services across multiple regions. The addition of Greater China further reinforces the organization’s ability to support businesses navigating international trade requirements and market access procedures.

Mrs. Valerie Wagner, Head of New Markets and Global Projects – GIIT, added:

“This expansion reflects the confidence placed in TÜV Rheinland’s global capabilities and operational excellence. By extending our services to Greater China, we can provide manufacturers, exporters, and importers with seamless conformity assessment solutions that contribute to smoother trade flows and greater compliance assurance. We remain committed to supporting TBS in safeguarding the quality and safety of products entering the Tanzanian market.”

The Tanzania PVoC Program has been implemented since 2012 with the objective of protecting consumers from substandard products and ensuring the quality and safety of imported goods. The program covers a broad range of regulated products, including automotive products, chemicals, electrical and electronic equipment, food products, furniture, mechanical materials, gas appliances, paper products, stationery, safety products, toys, sports equipment, and used products. Full List of Regulated Products.

For more information about the Tanzania PVoC Program and TÜV Rheinland’s conformity assessment services, please visit our website here.

Or directly reach out to TÜV Rheinland Liaison Office in Tanzania Acacia Estates, 1st Floor, 84 Kinondoni Road, P.O. Box 38568, Dar es Salaam, Tanzania | +255 22 219 8054 | +255 768 495 232

TÜV Rheinland is a leading provider of testing and inspection services worldwide. For over 150 years, the company has helped make the world a safer place. Today, more than 28,000 employees test, inspect and certify products, plants and processes, while also providing training for people in a wide range of professions. Operating from 500 locations in more than 50 countries, TÜV Rheinland helps safeguard key areas of business and everyday life. Headquartered in Cologne and generating annual revenue of close to pound 3 billion, the company plays a key role in quality assurance worldwide. TÜV Rheinland has been a member of the UN Global Compact since 2006, demonstrating its commitment to anti-corruption and sustainability. Website: www.tuv.com

Parliament’s Budget Committee has raised concern over the pace of growth in Tanzania’s public debt, warning that key sustainability indicators are edging closer to their limits and could constrain the country’s future borrowing capacity if not carefully managed.

Presenting the committee’s report on the government’s debt position, Budget Committee chairman Mashimba Ndaki said the national debt stood at Sh114.34 trillion as of March 2026, up by 8.97 percent from Sh104.93 trillion recorded in March 2025.

Cape Verde begin their first-ever World Cup adventure with a Group H clash against European champions Spain, and manager Bubista said he wants his team to not only ?enjoy the tournament and show their country to the world, but also to .

The debutantes could not have asked for a much more difficult start as they take on one of the tournament’s favourites on Monday, but Cape Verde are determined to make the most of the opportunity.

“We’ve been discussing ?how much we want to enjoy the match and the World Cup,” Bubista told ?reporters on Sunday.

Parliament’s Budget Committee has proposed a raft of measures to curb government expenditure, including reducing purchases of expensive vehicles, cutting foreign travel and trimming subsidies to commercially viable state-owned entities, as part of efforts to free up resources for development projects.

Presenting the committee’s recommendations during debate on the government’s Sh62.3 trillion budget for the 2026/27 financial year on Monday, June 15, 2026, committee chairman Mr Mashimba Ndaki warned that government spending was growing faster than revenue collection, increasing pressure on public finances.

The committee’s analysis showed that between 2020/21 and 2023/24, tax revenue collected by the Tanzania Revenue Authority (TRA) grew at an average annual rate of 8.9 percent, compared to expenditure growth of 10.2 percent. According to the committee, the trend has contributed to budget deficits and forced the government to seek additional financing to meet its obligations.

To reverse the trend, lawmakers urged the government to ensure that growth in recurrent expenditure does not exceed growth in tax revenue.

The committee also called for a reduction in what it described as non-essential spending, including the purchase and use of high-cost government vehicles.

It further recommended wider use of technology in public administration, including conducting meetings online, reducing paper consumption, digitising government correspondence and limiting unnecessary workshops and meetings outside offices.

Parliament also urged the government to strengthen value-for-money procurement by ensuring that goods and services are purchased at prevailing market prices.

The committee raised concerns over vehicle maintenance costs and recommended that the Tanzania Electrical, Mechanical and Electronics Services Agency (Temesa) review its charges to match rates offered by private garages.

Lawmakers further advised the government to review procedures governing the disposal of obsolete assets, arguing that some items sold as surplus could still be utilised by other public institutions.

The committee also proposed reducing expenditure on foreign travel and participation in international meetings that do not yield tangible benefits.

In addition, it recommended scaling back subsidies to state-owned enterprises and public institutions capable of operating on a commercial basis.

The committee specifically proposed that commercially oriented entities such as the National Insurance Corporation (NIC), Tanzania Commercial Bank (TCB), Puma Energy Tanzania and Tanzania Telecommunications Corporation Limited (TTCL) be encouraged to raise capital through the stock market rather than relying on government support.

To improve efficiency, Parliament called for greater coordination of projects across sectors to avoid duplication of expenditure. It cited the example of dams constructed for domestic water supply also being used for irrigation and fish farming.

The committee also urged the government to reduce the size of official delegations accompanying leaders on government assignments.

Mr Ndaki said implementing the recommendations would ease pressure on public finances and allow more resources to be directed towards development priorities.

“If the government implements these measures, it will create fiscal space and enable more revenue to be channelled to development projects,” he told Parliament.

The recommendations were presented as Parliament continued debating the budget proposals tabled by Finance Minister Khamis Mussa Omar on June 11, 2026.

Members of Parliament have expressed concern that Tanzania is yet to fully reap the economic benefits of its expanding railway network, citing persistent challenges in freight transportation despite significant public investment in rail infrastructure.

Presenting the report of the Parliamentary Standing Committee on Budget, committee chairman Mashimba Ndaki said lawmakers were concerned that the country continues to underutilise its rail system for cargo transportation.

Africa’s agricultural sector has continued to offer significant long-term growth opportunities, but persistent shortages of foreign currency, supply chain disruptions and broader economic pressures are increasingly threatening the industry’s ability to realise its full potential.

According to Absa Africa Regions Head of Agribusiness, Mr Ray Van Rooyen, the continent’s strong agricultural fundamentals remain intact, supported by expanding food demand, a growing population and vast areas of arable land.

Tanzanian businesses risk undermining their growth ambitions if they focus solely on increasing sales while neglecting payments, cash flow management and foreign exchange risks, experts have warned.

Speaking in an interview with The Citizen recently, Stanbic Bank Tanzania Head of Corporate and Investment Banking, Ms Ester Lobore, said strong financial systems have become just as important as revenue growth.

There was a time when the front page was everything.

For newspapers, it was the shop window that determined whether a reader would buy a copy. For television, the opening bulletin set the news agenda for the day.

When media organisations launched websites, the homepage became the digital equivalent of the front page, a carefully curated destination designed to showcase the most important stories.

Today, however, a fundamental question confronts publishers across the world: Does the homepage still matter?

The answer may be uncomfortable for many media executives. Increasingly, audiences are not starting their news journey on a publisher’s homepage.

Instead, they are discovering content through search engines, social media platforms, messaging applications, newsletters, podcasts, and content recommendation engines. I

n many cases, readers consume a story without ever visiting the homepage at all.

This shift represents one of the most significant changes in the history of modern media.

For decades, media organisations enjoyed the privilege of controlling how audiences consumed information.

Editors decided what appeared on the front page, which stories received prominence, and how readers navigated through the publication. The audience followed the path created by the newsroom.

Digital technology changed that relationship. Today, consumers are in control.

They choose what to read, when to read it, and where to find it. Algorithms increasingly determine which stories appear in social media feeds.

Search engines guide readers directly to individual articles. Messaging platforms allow content to spread from one person to another without any interaction with a publisher’s homepage.

As a result, the homepage is no longer the front door for many media brands. In some cases, it has become merely one of many entry points.

This reality has forced publishers to rethink long-standing assumptions about audience behaviour.

The traditional homepage was built around the belief that readers would arrive and browse multiple stories.

The goal was to maximise page views and encourage exploration.

However, modern audiences often arrive with a specific purpose. They click on a link, consume a single piece of content, and leave.

The challenge for media organisations is obvious. How do you build loyalty when readers interact with individual stories rather than the broader brand?

The answer lies in understanding that while distribution channels have changed, audience needs have not.

People still seek credible information, insightful analysis, and compelling storytelling.

What has changed is the route through which they access it. Success today depends less on owning the audience’s destination and more on meeting audiences wherever they happen to be.

This is why many leading media organisations have invested heavily in newsletters, podcasts, mobile applications, social media channels, and direct audience engagement strategies.

They recognise that consumers no longer live in one digital space. Audiences move constantly between platforms, and media brands must move with them.

Yet declaring the homepage dead would be premature.

Despite declining direct traffic, the homepage still serves important functions.

It remains a powerful representation of a media brand’s identity and editorial priorities.

It offers loyal readers a comprehensive view of the news agenda and provides a trusted environment free from the distractions often associated with social media platforms.

Perhaps the more important question is not whether the homepage remains relevant, but whether media organisations are defining relevance correctly.

In the past, relevance was measured by the number of people who visited the homepage.

Today, relevance is measured by how effectively content reaches audiences across multiple touchpoints.

A story discovered through search, shared on WhatsApp, discussed on social media, and consumed via a newsletter may generate more impact than one featured prominently on a homepage.

The audience journey has become fragmented, but the opportunity has expanded.

For African media companies, this shift presents both challenges and opportunities.

Smartphone adoption continues to grow, internet access is improving, and social media usage is accelerating across the continent.

These trends are creating new pathways for content distribution and audience engagement.

The future of media belongs to brands that are platform-agnostic, audience-focused, and adaptable.

The front page may no longer be where the audience begins its journey. But that does not mean it has lost its value.

It simply means that the journey has changed.

And in media, those who fail to follow the audience rarely remain part of the story.

In today’s final instalment of my latest series, I will discuss further interference in decision-making that undermines the authority of those entrusted with the responsibility of running state-owned enterprises and provide recommendations for improvement.

There is an incident worth mentioning. One evening after a new financial year had begun and a certain institution already had commitments that needed to be taken care of, a letter was received from a senior government official instructing the management to abandon the approved budget.

This abrupt decision threatened to bring the business to a standstill. Fortunately, an appeal was made to higher authorities and the institution was eventually allowed to proceed with its budget.

This arbitrary decision, made by a single individual without bothering to consult the board or CEO, highlights the dangers of such unilateral interference in the governance of state-owned entities.

It is crucial, particularly for entities facing competition, to adopt a governance structure similar to that of private entities. In this model, the government should appoint competent boards of directors, which, in turn, select and appoint the CEOs.

The primary interest of the shareholder is to earn dividends and ensure share growth, which often leads to other forms of positive impact, including job creation, tax payment and contribution to community development.

By setting clear targets for the boards, they will be motivated to push management to excel. It is essential to trust these boards by granting them the necessary obligations and decision-making powers that come with their appointments by the shareholder.

Many MDs or CEOs who transition from the private sector identify significant obstacles to enhancing the performance of state-owned firms.

These firms are expected to compete effectively with their private counterparts in delivering quality services.

Unfortunately, bureaucratic interference and lengthy procedures distract these leaders from focusing on the core business operations and keeping up with the competition.

When an individual is entrusted with responsibility, it is essential to empower them with the authority to make decisions. This approach will enable more accurate assessments of their performance and effectiveness.

To ensure that state-owned firms can effectively compete and outperform private entities, essential changes must be made.

These include granting autonomy in the employment and remuneration procedures, streamlining procurement processes and allowing for the development of flexible organizational structures.

It is crucial to stop perceiving these organisations as mere departments within ministries.

Instead, competent boards should be appointed to select capable CEOs and senior management teams.

Furthermore, management and CEOs should not be involved in meetings that are irrelevant to their responsibilities.

By making these adjustments, state-owned firms can enhance their performance and be in a position to better meet the demands of a competitive landscape.

It is imperative to place trust in the boards and management entrusted with the responsibility of running these institutions.

Simon Sinek states on Page 93 of his book Leaders Eat Last that, ‘Put simply, the more pressure the leaders of a public company feel to meet the expectations of outside constituency, the more likely they are to reduce their capacity for better products and services.’

Bureaucracy, excessive memos, constant calls and unnecessary meetings add to this pressure, distracting them from their primary focus of enhancing services and products.

By eliminating these burdens and granting autonomy, state-owned enterprises will be better equipped to thrive in a competitive landscape.

Empowering management and boards to make decisions without undue interference will lead to improved performance, innovation and, ultimately, greater service delivery to the public.

As Sinek emphasises, it is crucial to grant decision-making power to those who bear the primary responsibility to run these institutions.

He poignantly states on Page 103 that, ‘When we do not feel safe from each other in the environments in which we work, our instincts drive us to protect ourselves at all costs instead of sharing our accountability for our actions.’

To foster a culture of accountability and responsibility within boards and management, it is essential to appoint competent individuals, entrust them with decision-making authority and hold them accountable for their actions.

By creating environments where individuals feel secure in their roles, we can shift the focus from self-protection to shared responsibility, ultimately leading to better governance and performance in state-owned enterprises.

‘Responsibility is not doing as we are told, that’s obedience. Responsibility is doing what is right,’ Sinek says on Page 146 of his book. Let us do what is right and be responsible.