Category: The Citizen

Zanzibar’s Second Vice President, Hemed Suleiman Abdulla, has expressed the Government’s dissatisfaction with the performance of the contractor responsible for constructing electricity distribution lines from various power sources across Unguja.

Citing growing demand for reliable electricity services, Mr Abdulla directed the Ministry of Water, Energy and Minerals to engage the project’s financier, and the World Bank, to explore ways of addressing delays in projects being implemented by the company.

He made the remarks on Wednesday, July 16, 2026, after inspecting the construction of the Welezo electricity receiving and distribution substation and the rehabilitation of electricity generation units at Mtoni in Magharibi A District, Unguja.

Mr Abdulla said the pace of work on projects being undertaken by the contractor ZTT was unsatisfactory and had delayed completion.

‘This situation is causing losses to the government and inconvenience to citizens who are expected to benefit from these projects,’ he said.

He noted that Zanzibar is implementing major development projects, including ports, airports and roads, to stimulate investment and economic growth, all of which require a reliable electricity supply.

While inspecting the Mtoni power station, Mr Abdulla commended the Zanzibar Electricity Corporation (Zeco) for rehabilitating 30 generators and installing modern systems capable of detecting electricity supply faults and enabling faster responses.

He said the rehabilitation of the generators, which have a combined capacity of 20 megawatts, demonstrates Zeco’s commitment to addressing electricity shortages in Zanzibar.

He also thanked residents for their patience as the government continues implementing major development projects.

The Minister for Water, Energy and Minerals, Mr Nadir Abdullatif Alwardy, said Zanzibar is expected to overcome electricity supply challenges by 2030 through ongoing investments in the sector.

He said the ministry is preparing legal action against ZTT for failing to complete projects on schedule, resulting in losses to the government and inconvenience to electricity consumers.

Zeco director general, Mr Haji Haji, said the Welezo electricity receiving and distribution substation is one of three World Bank-funded projects worth more than Sh59 billion and is expected to be completed in November 2026.

‘This project has reached 75 percent completion. However, the biggest challenge is that once the substations are completed, commissioning tests may not be possible because ZTT has failed to complete the construction of the electricity distribution lines,’ he said.

ZTT management declined to comment when contacted by The Citizen’s sister newspaper Mwananchi.

Kenyan President William Ruto and Uganda’s President Yoweri Museveni are currently trying to solve the same problem: how to produce a good report card.

Ruto, 59, has an election coming up in August 2027, and he is collecting receipts on his development record. Museveni, 82, has been in power for over 40 years and was sworn in this May for a ninth term that will see him clock 45 years in office when it runs out in 2031. He, too, is working on a report card; except his is a legacy document.

Cracking down on corruption, or appearing to, is central to how both leaders are building their credentials. And on that front, the difference between the two countries is night and day.

Part of the difference comes down to who steals, how much they steal, how they steal it, and how the state wants the story told.

Since 2022, Kenya’s anti-corruption fight has leaned on a much-publicised strategy of civil asset recovery, with the Ethics and Anti-Corruption Commission (EACC) aggressively freezing and forfeiting billions in ‘unexplained wealth’ without waiting for lengthy criminal convictions.

This has produced high-profile crackdowns on powerful figures, including former governors, along with some reforms within the judiciary itself.

Yet corruption in Kenya still thrives, because it is sophisticated, hidden behind intricate procurement rings.

Auditors have flagged Tsh377.5 billion ($143 million) in irregular payments and penalties at KETRACO alone, with a further Tsh208.6 billion ($79 million) network exposed in the Ministry of Health. Untangling these deeply embedded, multi-billion-shilling institutional networks remains a formidable challenge for the anti-corruption brigades.

Uganda isn’t talking about asset recovery. Because the graft there has bred and grown fat over 40 years of Museveni’s rule, there’s a greater need to trumpet any anti-corruption action from the hilltops, to make a spectacle of it.

The takedown of former Speaker of Parliament Anita Annet Among, easily the most flamboyant person to hold that office in East African history, was one for the ages.

Timed to scupper her re-election bid in the new parliament, her luxury properties around Kampala and upcountry were raided by military special forces.

Her fleet of cars, including a custom-built 2025 Rolls-Royce Cullinan valued at over Tsh1.16 billion ($440,000) and two Mercedes Benz S500s worth roughly Tsh1.85 billion ($700,000), was paraded through Kampala on the backs of trucks as people snapped away and posted it all online.

Even her Oscar de la Renta dresses, some costing over Tsh39.6 million (US$15,000), got a mention.

The very public humiliation was necessary to satisfy a people’s long-held craving for a few crooks’ scalps. After a few people have been thrown into the hyena’s den, the purpose will have been served, and few prosecutions will follow.

But it also exposed a telling difference in how Kenyans and Ugandans eat. Take the Eurobond scandal, born of Kenya’s historic Tsh5.28 trillion ($2 billion) debut sovereign bond issued in June 2014 under President Uhuru Kenyatta’s government.

It became one of the defining financial controversies of the late 2010s and early 2020s, as opposition leaders and civil society groups alleged that nearly half the proceeds (about Tsh2.64 trillion ($999 million)) had vanished, with large sums allegedly parked in offshore accounts in New York and Qatar rather than Kenya’s Consolidated Fund.

Chasing the Eurobond was a health hazard: in the end, most people who dug hard enough came away with a migraine and precious little incontrovertible evidence. That’s how sophisticated it was.

Uganda’s corrupt are more practical, more down to earth. You can see their spoils: houses, cars, things you can touch. Former Speaker Among probably owned more real estate than every Kenyan Speaker combined.

Around the country, they keep stumbling across absurd displays of graft. A local government minister touring eastern Uganda to sniff out corruption was shown a tiny latrine enclosure that had supposedly cost Tsh47.0 million ($17,800), with no pit ever dug.

In the north, previous reports revealed billions were spent on a stadium that turned out, once the money had been chewed through, to be little more than a cowshed beside an open field.

Not far away, a sugar factory that has swallowed hundreds of millions of US dollars (billions of Tanzanian shillings) in government funding, year after year, has yet to produce a single spoonful of sugar. Someone, somewhere, is licking the spoon clean before it arrives.

For Museveni, that’s the complication: four decades of graft have piled up on his watch, and no amount of spin will fully bury it. Still, he has one advantage Ruto might envy.

Kenyans have turned covering their tracks into an art form: a maze of shell companies, offshore transfers and plausible deniability. Ugandans, by contrast, park the evidence in the driveway. Given the choice between chasing ghosts and chasing Rolls Royces, the EACC could be forgiven for wishing its thieves were a little more Ugandan.

A new initiative to improve public awareness of the safe use of liquefied petroleum gas (LPG) has been launched, with the aim of reducing accidents and encouraging more Tanzanians to adopt clean cooking energy.

The initiative, led by Oryx Gas Tanzania, includes the launch of a handbook on the safe use of LPG and a three-year partnership with the Tanzania Scouts Association to expand safety education through the Scouts’ nationwide youth network.

Two intensive in-person study blocks in Zanzibar in November 2026 and April 2027

A five-month remote Capstone Project with a real-world organization

Monthly online technical workshops

Access to a growing community focused on the future of African cities

Africa’s cities are growing rapidly, creating opportunities for development, innovation, and better quality of life. Meanwhile, growth is placing pressure on land, infrastructure, housing, mobility, public finance, and local institutions. Meeting these challenges requires professionals who can understand urban systems, work across disciplines, and turn evidence into practical action.

The Africa Urban Lab, based at the African School of Economics-Zanzibar, invites applications for the third cohort of its Professional Diploma in Urban Development. Starting in November 2026, the program is for professionals seeking deeper knowledge of African urbanization and practical skills for government, research, business and civil society.

From December 2026 to April 2027, participants will return to their home countries and complete a Capstone Project with a real-world organization. The placement requires five to ten hours each week. Participants will also join monthly online technical workshops that strengthen the analytical, GIS, AI and research skills needed to deliver meaningful work.

From December 2026 to April 2027, participants will return to their home countries and complete a Capstone Project with a real-world organization. The placement requires five to ten hours each week. Participants will also join monthly online technical workshops that strengthen the analytical, GIS, AI and research skills needed to deliver meaningful work.

The program concludes with a second two-week block in Zanzibar in April 2027. Participants will study Urban Finance and Urban Governance, focusing on how cities mobilize and manage resources, build effective institutions, and make decisions in complex and rapidly changing environments.

A Learning approach grounded in practice

The Africa Urban Lab follows a ‘teaching hospital’ philosophy. Just as medical students learn scientific knowledge and then apply it under experienced supervision, urban professionals need opportunities to test ideas against the realities of cities.

Classroom learning is connected directly to practice.

Participants engage with current research, African case studies and experienced lecturers, then apply what they have learned through the Capstone Project.

Working in groups, they are matched with partner organizations and asked to lead a substantive urban development assignment aligned with their skills and professional interests.

This approach helps participants build more than technical knowledge. It also develops teamwork, problem-solving, stakeholder engagement, and the ability to translate evidence into decisions institutions can use.

Who can apply?

The Diploma is ideal for early- and mid-career professionals with two to ten or more years of experience. Applications are welcomed from people working in national or local government, non-governmental organizations, multilateral institutions, research, academia, community-based organizations and the private sector.

Applicants do not need to come from one discipline. Planners, economists, architects, engineers, policy professionals, researchers, finance specialists, program managers and other practitioners working on urban issues are encouraged to apply. What matters most is a strong interest in African cities and a commitment to using the program’s learning in policy or practice.

A Pan-African community of practice

The learning experience extends beyond the four modules. The Diploma brings together professionals from across the continent who can compare experiences, challenge assumptions and build lasting working relationships. AUL’s growing community now includes more than 80 graduates from 17 African countries.

For Tanzanian professionals, this network offers an opportunity to connect local urban challenges with lessons from other African contexts. It also creates space for collaboration among people working on similar issues in different institutions and cities.

Cohort 2025-26 students representing the Africa Urban Lab at a public talk with over 150+ attendees in Zanzibar.

Fees and scholarships

The tuition fee for the full Professional Diploma is USD 4,500. AUL provides merit- and need-based scholarships to support high-achieving applicants from different income backgrounds. There is no separate scholarship application; every applicant to the full Diploma is automatically assessed.

Scholarship categories include support for African and East African professionals, tuition-only awards, partial support for tuition and living expenses, and dedicated opportunities for eligible Zanzibar-based professionals.

Tanzania is targeting a contribution of up to 130 megawatts (MW) of geothermal electricity by 2030 as part of efforts to diversify its energy mix and strengthen the reliability of power supply.

The target is part of Tanzania’s commitments under the Mission 300 initiative, which seeks to expand access to affordable, reliable, and sustainable electricity across Africa.

Tanzania’s Energy Compact identifies geothermal energy as one of the renewable energy sources expected to contribute to the country’s electricity generation mix by 2030.

The geothermal contribution will support Tanzania’s broader strategy to expand electricity generation capacity and reduce overreliance on individual energy sources by developing a mix of hydropower, natural gas, solar, wind and geothermal resources.

Speaking on behalf of Tanzania Geothermal Development Company Limited (TGDC) Acting General Manager Shakiru Idrisa, the company’s Manager for Research and Innovation, Mkufu Shabani, said Tanzania has identified five priority geothermal areas with estimated generation potential of between 100 MW and 200 MW.

‘By 2030, geothermal energy is expected to become part of Tanzania’s electricity generation mix through the implementation of our priority projects,’ she said.

She said Tanzania’s priority geothermal projects include the 70MW Ngozi Geothermal Project in Mbeya Region, the 60MW Kiejo-Mbaka Geothermal Project in Songwe Region, the Songwe Geothermal Project.

Others are the Luhoi Geothermal Project in Rufiji District, Pwani Region, and the Natron Geothermal Project in Arusha Region.

‘The combined potential of these projects will support Tanzania’s geothermal development ambitions, while the country’s commitment under Mission 300 is to contribute 130MW of geothermal capacity by 2030,’ she said.

According to Ms Shabani, TGDC, a subsidiary of the Tanzania Electric Supply Company Limited (TANESCO), was established to spearhead the development of Tanzania’s geothermal resources for electricity generation and direct-use applications.

She said all five priority geothermal projects have undergone geological and geophysical investigations, while Ngozi, Kiejo-Mbaka, Songwe, and Luhoi have advanced to the resource confirmation stage.

‘Resource confirmation is one of the most important stages in geothermal development because it involves drilling exploratory wells to determine the size, quality, temperature, and lifespan of the geothermal resource before commercial development begins,’ she explained.

She said TGDC’s immediate focus is the Ngozi Geothermal Project, where preparations for exploratory drilling are ongoing.

The company plans to drill three exploratory wells at Ngozi, each expected to reach a depth of about 1.5 kilometers, to establish the commercial viability of the geothermal resource.

Preparatory activities, including site development, environmental assessments, and mobilization planning for specialized drilling equipment, have been undertaken ahead of the drilling program.

‘Exploratory drilling requires highly specialized equipment, much of which must be imported. While we are ready to commence drilling, the exact start date will depend on factors such as equipment mobilization, weather conditions, and overall site readiness,’ she said.

Ms Shabani said after completing the Ngozi drilling program, TGDC will proceed with resource confirmation activities at the Kiejo-Mbaka and Songwe projects before advancing to Luhoi, while feasibility studies continue at the Natron Project.

Beyond electricity generation, she said geothermal energy presents opportunities for direct economic uses, including agriculture, industries, and other productive activities.

‘Geothermal energy is not only for generating electricity. The remaining heat and hot water can be used in agriculture for drying crops, greenhouse farming, and aquaculture and livestock production.

Industries that require heat for processing can also use geothermal energy instead of fossil fuels, making production cleaner and more environmentally sustainable,’ she said.

The government has unveiled plans to expand the health sector workforce, modernise medical training and integrate digital technologies as it prepares the healthcare system for a growing population and emerging health challenges.

Stakeholders warn that shortages of skilled professionals, unequal distribution of health workers, migration and rising disease burdens could slow efforts to achieve Universal Health Coverage (UHC) unless urgent reforms are implemented.

Speaking during the 4th Human Resources for Health Conference, the director of Human Resource Development in the ministry of Health, Dr Saitore Laizer, said the government was implementing a comprehensive strategy to ensure Tanzanians have access to competent and fairly distributed health professionals.

Related’Our goal is to ensure that every Tanzanian, regardless of where they live, can access quality healthcare delivered by skilled professionals,’ he said.

Dr Laizer said the government plans to increase the number of health workers by expanding training capacity and reviewing curricula to equip graduates with skills needed to address current and future healthcare challenges.

‘We are not only increasing student enrolment but also improving what is taught so that our graduates are prepared for emerging diseases, new technologies and changing healthcare needs,’ he said.

He said the government was also increasing investment in specialist and super-specialist medical training to bring advanced healthcare services closer to communities.

The ministry is strengthening evidence-based workforce planning through the Human Resource for Health Information System and the Workload Indicators of Staffing Need (WISN) tool to guide deployment decisions, he noted.

‘Today, we have data that allows us to place the right people in the right facilities based on actual workload,’ Dr Laizer said.

He added that Tanzania was preparing Health Labour Market Analysis reports to guide long-term workforce planning and was promoting continuous professional development among healthcare workers.

Digital transformation is also a key part of the strategy, with the government expanding electronic health records to enable patients to access seamless care across different levels of health facilities.

Dr Laizer said the use of artificial intelligence and data-driven planning would improve decision-making, workforce management and patient care.

Save the Children Human Resources for Health expert Rahel Sheiza said Africa could face a shortage of 6.1 million health workers by 2040 if current trends continue.

She said the challenge was not only producing more graduates but also retaining professionals and creating enough employment opportunities.

‘We are training health workers, but we are also losing many through migration while others remain unemployed because sufficient jobs are not being created,’ she said.

Health Specialist Dr Siana Nkya said future healthcare would increasingly focus on prevention, prediction and personalised treatment, requiring professionals to understand areas such as genomics and precision medicine.

East, Central and Southern Africa Health Community Executive Director Dr Ntuli Kapologwe said countries must rethink how they prepare health workers for changing demographics and technological advances.

He said Africa’s growing young population, urbanisation and rural healthcare needs would require a stronger and better-equipped workforce.

Sahara Ventures Chief Executive Officer Jumanne Mtambalike said technology should complement healthcare professionals rather than replace them.

‘Artificial intelligence should enhance human intelligence, not substitute it,’ he said.

He added that future health professionals would need to combine technological skills with compassion, empathy and sound clinical judgement.

Every institution is built twice: first in brick and steel, then in the minds of the people it serves. The first construction requires resources; the second requires trust. While the physical foundations of institutions are visible, the psychological foundations are not. Yet it is the invisible foundation that ultimately determines whether an institution succeeds or fails.

Trust is a form of social capital. It reduces uncertainty, encourages cooperation, and enables people to act with confidence rather than hesitation. Whether in families, businesses, schools, financial markets, or public institutions, trust lowers the cost of human interaction.

Where trust is abundant, relationships become stronger, decisions become faster, and progress becomes easier. Where it is absent, every action demands verification, every message invites doubt, and every decision carries hidden costs.

Social psychology teaches that people do not respond only to facts; they respond to credibility. Information is filtered through experience, reputation, and consistency. This is why two identical messages can produce entirely different reactions depending on who delivers them. In human behaviour, credibility often determines acceptance more than information itself.

Economists describe trust as an invisible asset because it influences productivity without appearing on a balance sheet. High trust environments attract collaboration, investment, and innovation because people spend less time protecting themselves from uncertainty.

Low-trust environments consume energy in suspicion, excessive control, and defensive decision-making. The difference is not merely emotional it is measurable in economic performance and institutional effectiveness.

Government provides perhaps the clearest illustration of the value of trust because its decisions affect society as a whole. Political authority may be established through constitutions, laws, and democratic processes, but effective governance depends on something deeper: legitimacy. Legitimacy is the public’s belief that institutions are competent, fair, and committed to the common good. It cannot be legislated or enforced; it must be earned through conduct.

Political psychology suggests that citizens rarely judge governments solely by policy outcomes. They also evaluate consistency, transparency, fairness, and whether public institutions communicate with honesty and respect. People are generally more willing to accept difficult decisions when they trust the process that produced them.

Conversely, where institutional credibility weakens, uncertainty grows, alternative narratives gain influence, and public confidence becomes increasingly difficult to restore. The challenge for every government is therefore not only to govern effectively but also to preserve the confidence upon which effective governance ultimately depends.

Trust also follows a simple psychological principle: it accumulates slowly but can disappear quickly. It is built through repeated demonstrations of honesty, competence, fairness, and consistency. Every fulfilled commitment strengthens confidence. Every unexplained inconsistency weakens it. Reputation, whether personal or institutional, is therefore less a product of intention than of repeated behaviour.

Importantly, trust should never be confused with blind acceptance. Healthy societies encourage thoughtful questions, constructive criticism, and informed debate. Genuine trust does not eliminate accountability; it strengthens it.

Citizens who ask difficult questions are not necessarily expressing disloyalty; they are participating in the continuous improvement of public life. Likewise, institutions that welcome scrutiny often emerge stronger because transparency reinforces credibility.

Ultimately, the strongest institutions are not those with the greatest authority, the largest budgets, or the most elaborate structures. They are those that inspire confidence. Buildings can be constructed in months, systems can be designed in years, but trust often takes generations to establish.

It remains the one asset that cannot be purchased, legislated, or imposed. It can only be earned. And once earned, it becomes the quiet force that enables institutions, economies, and societies to flourish together.

Tanzanian playwright and screenwriter Gloria Majule is enjoying international acclaim after her award-winning production Malaria earned widespread recognition, with promotional billboards featuring her work appearing in major US cities, including New York.

The striking billboards, displayed in some of America’s busiest streets and landmarks, celebrate the production’s success during the 2025/26 awards season, further cementing Majule’s growing reputation on the global stage.

In Malaria, Majule explores the devastating impact of the disease and the fight against it through compelling storytelling, drawing on the experiences of people in developing countries. Her work is widely recognised for placing Black lives and identities at the centre of powerful, thought-provoking narratives.

Majule is the daughter of Dodoma Special Seats MP Dr Neema Majule, who said she had received news of her daughter’s achievement with immense pride.

She said the recognition marked the fulfilment of a dream that Gloria had pursued tirelessly since her university days.

According to a biography confirmed by her mother, Majule graduated summa cum laude from Cornell University, earning a Bachelor of Arts degree in Performing and Media Arts with a concentration in Spanish.

She is also recognised as the first African woman to obtain a Master of Fine Arts (MFA) in Playwriting from the prestigious Yale School of Drama.

Her distinguished career includes being a three-time finalist for the O’Neill National Playwrights Conference’s Blackburn Prize and a MacDowell Fellow.

Majule has received commissions and professional engagements from organisations including Audible, Milwaukee Repertory Theater, Atlantic Theater Company, and Princeton University/The Civilians. She has also participated in renowned artists’ residencies at Yaddo, Art Omi, The New Harmony Project, and New York Stage and Film.

Among her acclaimed works are My Father Was Shot in the Back of the Head, a finalist for the Relentless Award; Culture Shock, winner of the Leah Ryan Prize; Mara Aria, recognised by Premiere Stages; Uhuru; and Fifteen Hundred.

Her play Uhuru follows Mshale, a Mount Kilimanjaro tour guide who dreams of marrying a white woman and moving to the West. Through his journey, the play examines themes of colonialism, identity and belonging.

Majule currently serves as Assistant Professor of Playwriting at Cornish College of the Arts in the United States, where she continues to inspire the next generation of playwrights while building an internationally celebrated body of work.

Simba SC have continued reshaping their squad ahead of the 2026/27 season after confirming the departure of seven players as the club prepares for domestic and continental assignments.

The Msimbazi Street giants announced that Chamou Karaboue, Naby Camara, Edwin Balua, Joshua Mutale, Awesu Awesu, Omari Omari and Moussa Camara will not be part of the squad for the new campaign.

The departures mark another phase of Simba’s rebuilding process as the club seeks to strengthen its squad following an eventful 2025/26 season, in which they finished second in the Mainland Tanzania Premier League and reached the CAF Confederation Cup final.

Among the notable exits is Zambian forward Joshua Mutale, who joined Simba with high expectations but struggled to establish himself as a regular starter and later loaned. Defender Chamou Karaboue and goalkeeper Moussa Camara have also left after limited involvement during the previous campaign.

Guinean midfielders Naby Camara, Edwin Balua, Awesu Awesu and striker Omari Omari are the other footballers released as Simba make room for new arrivals ahead of the season.

The latest departures come just days after the club confirmed it had retained attacking midfielder Anicet Oura, dismissing speculation linking the Ivorian star with a move abroad. Simba Information Officer Ahmed Ally recently said the club had not received any official offer for the player, underlining its intention to keep the core of the squad intact.

Simba have already been active in the transfer market as they seek to assemble a team capable of challenging for the Mainland Premier League title and making another strong run in continental football.

The club will also compete in the CECAFA Kagame Cup later this month before turning their attention to the new league season and the CAF inter-club competitions.

More arrivals are expected at the Msimbazi-based club as the technical bench continues to fine-tune the squad. The management is aiming to build a balanced team with the depth and quality needed to compete on multiple fronts.

The released players are now expected to begin searching for new clubs as preparations for the 2026/27 season gather momentum across the region.

A total of 150 golfers from Tanzania and neighbouring countries are expected to compete in the Vodacom Corporate Masters Golf Tournament on August 1 at the TPDF Lugalo Golf Club, with organisers promising a blend of competitive sport and high-level business networking.

The one-day tournament, sponsored by Vodacom Tanzania PLC in partnership with Oakwood Holdings Limited, will bring together men, women and junior golfers from various clubs across the region. The competition will be played over 18 holes under the stroke play format.

Now in its third year under Vodacom’s sponsorship, the Corporate Masters has grown into one of the country’s leading corporate golf events, providing a platform for business leaders, entrepreneurs and professionals to build partnerships while promoting the game of golf.

Speaking during the tournament’s launch in Dar es Salaam yesterday, Vodacom Tanzania PLC Head of Marketing and Enablement for Vodacom Business, Joseph Sayi, said the company remains committed to using sport as a platform to strengthen relationships with customers and stakeholders.

“At Vodacom, we believe sustainable business growth is built on strong and meaningful relationships. The Corporate Masters Golf Tournament is more than a sporting event; it is a platform that brings together decision-makers, innovators and business leaders to connect, exchange ideas and explore opportunities that contribute to Tanzania’s digital transformation agenda,” said Sayi.

He said the event reflects Vodacom Business’ commitment to supporting organisations with reliable technology solutions while creating opportunities for networking and collaboration across different industries.

According to Sayi, participants will also have an opportunity to interact with Vodacom’s leadership team and learn about the company’s latest digital products and services designed to help businesses improve efficiency and remain competitive in an increasingly technology-driven economy.

During the tournament, Vodacom Business will showcase a range of solutions, including cloud services, cybersecurity, digital connectivity and business technology products tailored to meet the changing needs of corporate clients.

Corporate Masters chairman Ken Kariuki described the event as one of the country’s premier corporate engagement platforms, noting that it continues to create value for participating companies through networking, customer engagement and increased brand visibility.

He said the tournament has become an important meeting point for business executives seeking new partnerships while supporting the growth of golf in Tanzania.

Besides the competition for the Corporate Masters 2026 Trophy, the event will feature 10 corporate teams, a corporate village, exhibitions, entertainment, vintage displays and a dedicated children’s corner to create a family-friendly atmosphere.

Organisers believe the tournament will once again demonstrate how sport can serve as a catalyst for business growth, innovation and collaboration, while reinforcing Vodacom Tanzania’s commitment to advancing the country’s digital transformation agenda and supporting the continued development of golf in Tanzania.