Category: The Citizen

By Muhsin Masoud In this weekly series of articles starting today I will discuss changes that are required to improve the performance of state-owned firms. State-owned firms referred in this article are entities owned by the government or by state-controlled organs.

These institutions are supposed to generate their own revenues and cover their expenditures. Some of these entities face competition from private companies and have the obligation to pay dividends to the government.

To ensure that these institutions flourish, decision-making power must be entrusted to those who are responsible and accountable for the running these firms on a day-to-day basis. I did my PhD during Tanzania’s period of massive privatisation of public entities.

My study involved firms that were state-owned and those that had been privatised. The findings of my research rejected the idea that privatisation alone improves the welfare of stakeholders interacting with firms that were formerly state-owned.

Instead, the results emphasised the importance of competition and managerial characteristics over ownership status. That was 19 years ago.

From 2015 to 2024, I had the opportunity to lead two business entities one was a private firm and the other a state-owned enterprise. My prior teaching at universities also involved leadership roles, first at a private university followed by a public university.

The experience provided me with additional insights, and I discovered that it is not only competition and managers’ characteristics that matter. There are also fundamental governance issues that need to change for state-owned firms to perform well, whether or not they face competition.

These prepositions stem from my own experience and from what I learned through interactions with other leaders of state-owned and private entities. One fundamental factor that hinders the prosperity of state-owned firms is interference from other entities in decision-making.

Along with that are the prolonged procedures involved in public entities such as procurement, employment, organisational restructuring, budget approvals and employee remuneration. A critical concern is lack of competition in the appointment of CEOs, board chairpersons, and board members.

Additionally, there are constant demands for managements of state-owned firms to attend various meetings, some of which hold little or no relevance at all to their operations. In private entities, decisions are made by management or boards of directors.

However, in state-owned entities, many decisions must be submitted to other government organs for approval. This is despite having boards of directors, which are supposed to be independent.

The extent of this interference can depend on the leadership of these organisations and the strength of their boards. To overcome these obstacles, fundamental changes are needed in the laws governing these entities.

One may ask how long it takes to change the organisational structure at all levels in a private company in comparison with the same in a state-owned entity. In a private company, changes are usually made by getting approvals from the board of directors, typically only for the upper part of the organisation structure, those involving the board, the managing director (MD) or CEO and those reporting to the CEO.

The rest is left to management to decide. This makes sense, as the lower positions fall under the authority of senior officers who report to the CEO, and they are granted the independence to adjust their structure to meet business needs.

In private companies, decision-making power is entrusted to those who are directly responsible and accountable. The situation is different with some state-owned firms.

The process begins at the management and board level, followed by presentations of the proposal at the ministerial level. After that, the document is submitted to the Commission for Work for further discussion and final approval.

In some cases, this process can take one to two years, and in certain instances, the approval is obtained when the structure is already outdated. Additionally, changes are sometimes made contrary to what the management and the board initially proposed.

The approved organisational structure often covers all positions, from the top to the bottom. For someone leading such organisations, it becomes very difficult to compete as rivals in the industry move forward with time.

The entity is required to strictly follow the approved structure for all the positions, with absolutely no flexibility for changes. If management takes an initiative to introduce quick changes based on business needs without approvals, which often takes a long time, they attract audit query and in some cases, management is subjected to interrogations by other government organs.

Why not decentralise decision-making to those who are responsible and accountable? If the structure does not work in this case, who should be blamed? In the next part of this series, I will continue to explore various situations and their implications with regard to improvement and changes required in order to improve the performance of state-owned firms. Dr Muhsin Salim Masoud is a seasoned banker and academic, who has also served as managing director of the People’s Bank of Zanzibar and Amana Bank.

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Dar es Salaam. Tanzania’s representatives in the Basketball Africa League (BAL), Dar City, tonight face a defining moment in their continental campaign when they take on Angola giants Petro de Luanda in a decisive Game Two clash at the BK Arena in Kigali, Rwanda.

The highly anticipated encounter is scheduled to tip off at 8pm Tanzania time, with both sides battling for a place in the BAL semifinals in what promises to be another explosive showdown. Earlier in the evening, defending champions Al Ahly Ly of Libya will face Tunisia’s Club Africain at the same venue in a separate playoff fixture starting at 5pm.

However, much of the spotlight will be on Dar City, who stunned Petro de Luanda 88-82 in the opening game to move a step closer to making history for Tanzanian basketball. The victory not only boosted Dar City’s confidence but also proved that the Tanzanian side can compete with Africa’s basketball elite.

Yet despite holding a six-point advantage from the first meeting, the job is far from complete. The qualification race will be determined by aggregate points across the two matches, meaning Dar City must either win again or avoid a heavy defeat to progress to the next stage of the competition.

That scenario sets the stage for an intense battle, with Petro de Luanda expected to come out aggressively in search of revenge and a turnaround result. Dar City’s dramatic Game One triumph was built on discipline, resilience and a dominant fourth-quarter performance that silenced the Angolan side.

The Tanzanian club displayed composure under pressure and executed crucial plays when it mattered most. Speaking ahead of tonight’s encounter, Dar City General Manager Simon Mirondo said the team is fully prepared for the challenge and understands the magnitude of the occasion.

“All players are in top shape ahead of the match and the mood in camp is positive,” said Mirondo. “We know Petro will come hard because they also need victory to stay alive in the competition.

It will not be an easy game, but we believe in our squad and our technical bench.” Mirondo also expressed confidence in head coach Mamadou “Pabi” Gueye, praising the tactician’s experience and tactical awareness in high-pressure matches.

“Our head coach knows exactly what is at stake. He understands Petro’s strengths and how they may approach this game.

Because of his experience and basketball intelligence, we believe he can guide the team to another positive result,” he added. A semifinal place would mark a historic achievement for Dar City and Tanzanian basketball, underlining the country’s growing presence on the African basketball stage.

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American actor and singer Tyrese Gibson has sparked widespread conversation online after publicly sharing the results of a recent DNA ancestry test that highlights strong genetic links to multiple African regions. The Hollywood star, widely known for his roles in the Fast and Furious and Transformers franchises, revealed that he is reportedly 82 percent African, according to an AncestryDNA breakdown he shared with fans.

The results suggest ancestry ties across several regions of the continent, including Cameroon/Congo (22 percent), Benin/Togo (18 percent), Senegal (17 percent), Nigeria (13 percent), and Ivory Coast/Ghana (6 percent), alongside smaller traceable links across other parts of Africa. The remaining composition reportedly includes 15 percent European ancestry, linked to regions such as Scandinavia and Great Britain as well as one percent Asian ancestry and less than one percent Indigenous American heritage.

Reacting to the findings, Gibson described the results as deeply affirming, embracing his identity with the words, “I’m truly African-American.” Born and raised in Watts, Los Angeles, Gibson rose from a challenging upbringing to become one of Hollywood’s most recognisable entertainers, building a successful career in both music and film.

His public sharing of the DNA results has drawn significant attention across social media, with many users celebrating his openness and reflecting on the growing trend among African Americans using ancestry testing to reconnect with ancestral origins disrupted by the transatlantic slave trade. While DNA ancestry tests have become increasingly popular in recent years, experts note that results can vary depending on reference databases and should be understood as estimates of genetic ancestry rather than precise national identity markers.

Still, Gibson’s revelation has reignited wider discussions around Black identity, cultural belonging, and the evolving ways in which diaspora communities engage with questions of heritage in the modern era. .

By David Ndosi Bangui/Accra. The narrative of international investment in Africa is shifting from consumer-facing services to deep-value industrial assets, and MDR Investments is positioning itself at the vanguard of this transition.

Following a high-level meeting between Prateek Suri, Chairman of Maser Group and CEO of MDR Investments, and President Faustin-Archange Touadera of the Central African Republic (CAR), the group has signaled a significant acceleration of its multi-sector expansion across the continent. The meeting follows MDR’s successful acquisition of gold mining interests in both CAR and Ghana, marking a decisive pivot toward the natural resources sector.

While Maser Group built its initial reputation in consumer electronics and logistics, the current strategy under Suri’s leadership focuses on building a vertically integrated economic ecosystem that links mineral extraction with industrial infrastructure and renewable energy. “After the success of Suri’s understanding of Africa, we are ready to invest more and more,” noted Ben Chia, an investor close to the group’s Africa strategy.

This sentiment reflects a broader confidence in MDR’s ability to navigate complex regulatory environments while securing long-term strategic assets. The mining foothold The recent acquisitions in CAR and Ghana are not isolated transactions but rather the foundation of a broader mining play.

Sources close to the developments indicate that MDR is actively evaluating additional mining rights and exploration opportunities in other emerging markets. The focus remains on “responsible investment,” a term often used in the sector to denote a commitment to local employment and environmental standards, which are increasingly critical for maintaining social licenses to operate in resource-rich regions.

However, the discussions with President Touadera extended beyond extraction. Both sides explored synergies in healthcare, infrastructure development, and renewable energy.

This holistic approach suggests that MDR is positioning itself as a “development partner” rather than a traditional extractive firm, a strategy that aligns with the African Union’s broader goals for value addition and industrialization. Diversification and digital ambitions Suri, often cited as one of the youngest billionaires operating on the continent, is overseeing a portfolio that is increasingly diverse.

Beyond the traditional pillars of logistics and electronics, Maser Group has moved aggressively into the digital space. A subsidiary of the group has reportedly acquired significant land parcels across Africa specifically for AI and data center developments.

This move into digital infrastructure highlights a sophisticated understanding of the “industrial-digital nexus.” By controlling both the physical infrastructure (mining and renewable energy) and the digital infrastructure (data centers), MDR is building a hedge against volatility in any single sector.

It is a strategy that mirrors global trends where resource companies are increasingly integrating technology to drive efficiency and sustainability. The social license Central to the group’s expansion is the Maser Foundation, which focuses on healthcare, women’s empowerment, and child education.

While philanthropic efforts are often viewed as secondary to commercial success, in the African context, they are essential components of the “social license to operate.” Suri has consistently maintained that community impact is central to the group’s long-term vision, recognizing that commercial stability is inextricably linked to the prosperity of the communities in which they operate.

Market outlook As MDR Investments continues to evaluate resource-linked economic projects, its trajectory serves as a bellwether for international investor sentiment in Africa. The group’s willingness to commit capital to sectors like mining and infrastructure, which require long lead times and significant upfront investment, suggests a bullish outlook on Africa’s industrial future.

Whether MDR can successfully manage the complexities of large-scale mining while simultaneously scaling its digital and infrastructure ambitions remains to be seen. However, for now, the group’s aggressive expansion serves as a clear signal that for those with the capital and the strategic patience, Africa’s natural resources and industrial sectors remain some of the most compelling investment frontiers globally.

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Proper nutrition is one of the most important factors in athletic performance, yet it is often misunderstood. Sports nutritionists working with elite athletes explain that food is far more than just calories it directly affects energy levels, recovery, sleep quality, and long-term health.

A key issue seen among athletes is under-fuelling. Many assume that eating less will improve performance or help them achieve a leaner physique.

However, chronic energy deficits often have the opposite effect. Athletes may experience low energy, increased perceived effort during training, and slower recovery.

Over time, this can also raise the risk of injury and lead to hormonal disruptions. Carbohydrates, protein, and fats all play essential roles.

While protein intake is often prioritised correctly, carbohydrates and healthy fats are frequently neglected. Carbohydrates are especially important for performance, as they provide the primary fuel for high-intensity activity.

Fats are also vital for hormonal balance and brain function, particularly when they make up a sufficient proportion of daily energy intake. Timing of food intake is just as important as total intake.

Athletes who consume most of their calories late in the day often miss key opportunities to support training and recovery. Eating before, during, and after exercise helps maintain energy availability and improves sleep quality.

Poor fuelling patterns, such as long fasting windows or skipping meals, can lead to fatigue, irritability, and disrupted sleep cycles. Recovery is also influenced by diet quality.

Anti-inflammatory foods such as fruits, vegetables, nuts, seeds, and oily fish help support the body’s adaptation to training. Omega-3 fatty acids, for example, are widely recommended for their role in recovery and overall health.

Elite performance is not about strict restriction, but consistent, well-timed, and balanced nutrition across the week rather than perfection in a single day. .

There was a time when audience loyalty in media was almost automatic. Families subscribed to the same newspaper for years, tuned into the same radio station every morning, and watched the same evening news bulletin every night.

Media brands became part of people’s routines and identities. Today, that loyalty is fading rapidly.

Across Tanzania and the wider African media landscape, audiences are no longer tied to one platform, one publication, or even one source of truth. They move constantly from television to TikTok, from newspapers to WhatsApp groups, from radio to YouTube clips.

Attention has become fragmented, and loyalty has become conditional. The question is no longer whether audiences consume content.

They consume more content than ever before. The real challenge is whether they still belong to anyone.

The digital revolution fundamentally changed the relationship between media and audiences. In the past, media organisations controlled distribution.

If audiences wanted information, entertainment, or analysis, they had limited options. Today, every smartphone owner has access to unlimited content from across the world.

Media no longer competes only with other media houses. It competes with influencers, creators, podcasts, streaming platforms, and algorithms designed to keep users scrolling endlessly.

This abundance of choice has weakened traditional loyalty. Audiences now follow content, not institutions.

They may read one story from a newspaper, watch analysis from an influencer, and get breaking news from social media all within the same hour. Convenience and relevance increasingly matter more than brand attachment.

For many media houses, this shift has been difficult to accept. Some still operate under the assumption that audience loyalty is permanent.

But loyalty today must be earned repeatedly, not inherited. Every headline, video, podcast, or social post competes in a crowded and unforgiving attention economy.

One of the biggest drivers of declining loyalty is speed. Modern audiences expect instant updates.

The pressure to publish quickly has transformed newsroom priorities. In many cases, media organisations focus so heavily on breaking news that they sacrifice depth, originality, and storytelling quality.

The result is content that feels repetitive and interchangeable. When every platform publishes similar stories within minutes, audiences have little reason to remain loyal to one brand.

At the same time, algorithms are reshaping audience behaviour in ways many media leaders still underestimate. Platforms like TikTok, Facebook, Instagram, and YouTube are not neutral distributors of information.

They decide what users see, when they see it, and how long they engage with it. This means audiences are increasingly loyal to platforms rather than publishers.

Trust also plays a critical role. In an era of misinformation, sensational headlines, and viral rumours, audiences are becoming more sceptical.

Loyalty weakens when credibility becomes inconsistent. Media organisations that chase clicks at the expense of accuracy may gain short-term traffic, but they slowly erode long-term trust.

Once audiences lose confidence in a brand, regaining it becomes extremely difficult. Yet the decline of audience loyalty does not mean audiences no longer care about quality journalism.

In fact, the opposite may be true. As information becomes more chaotic, trusted voices become more valuable.

The challenge for media organisations is understanding that loyalty today is built differently. Media houses must also rethink how they interact with audiences.

Loyalty is no longer one-directional. Audiences expect participation.

They comment, share, react, and influence conversations in real time. Platforms that ignore this shift risk becoming distant and outdated.

Another important factor is consistency. Audiences may forgive occasional mistakes, but they struggle to remain loyal to brands that constantly change direction, tone, or standards.

Consistency in editorial quality, values, and audience engagement builds familiarity and trust over time. Subscription models around the world also demonstrate an important lesson: people are still willing to pay for content they genuinely value.

However, value must be clear. Exclusive insights, investigative journalism, deep analysis, and unique storytelling are harder to replace than generic news updates available everywhere for free.

The future of media will not belong to the loudest platforms alone. It will belong to those that combine credibility, cultural relevance, and audience understanding.

Loyalty may no longer look the way it did 20 years ago, but it is still possible to build. The difference is that today, loyalty is not demanded.

It is earned daily. In a world overflowing with content, trust may become the most valuable currency media organisations possess.

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Dar es Salaam. Organisers of the Dar es Salaam International Trade Fair (DITF), popularly known as Sabasaba, have unveiled plans for a special awards gala dubbed “Sabasaba Golden Night” as part of celebrations marking the exhibition’s 50th anniversary.

The event, scheduled for July 6, 2026, is expected to bring together business leaders, investors, innovators and other stakeholders to celebrate the role the trade fair has played in promoting commerce and economic growth in Tanzania over the past five decades. Director General of the Tanzania Trade Development Authority (TanTrade), Dr Latifa Mohammed Khamis The Golden Night will form part of the wider Golden Jubilee celebrations of the trade fair, which are set to run from June 28 to July 13, 2026. Speaking on May 24, 2026 during the launch of the event, Guest of Honour, Mr Dennis Londo, said the awards will recognise the growth of Tanzania’s business sector through the Sabasaba exhibitions, noting that the platform has helped nurture thousands of entrepreneurs, many of whom have grown into established business figures.

He said the awards are intended to reflect the impact the trade fair has had in expanding trade opportunities and supporting the country’s economic transformation. Meanwhile, Dr Latifa Mohammed Khamis, Director General of the Tanzania Trade Development Authority (TanTrade), said the Golden Night would not only offer entertainment, but also honour the history and achievements of Sabasaba since its establishment.

She said the event would also open a new chapter of opportunities in trade, technology and international partnerships, while giving participants a chance to witness the blend of history and modern innovation during the Golden Jubilee celebrations. According to organisers, this year’s exhibition will feature modern showcases, business networking opportunities and recognition of individuals and institutions that have made significant contributions to the development of the trade fair over the past 50 years.

“Sabasaba 2026 will be bigger than ever,” said Dr Khamis. .

By Edditrice Marco The recent state visit to Dar es Salaam on May 4-5, 2026 by Kenyan President William Ruto has rightfully been hailed as a “diplomatic reset.” The images of Presidents Ruto and Samia Suluhu Hassan sharing a common vision for the East African Community (EAC) have fuelled much-needed regional optimism.

Yet, beneath the cordial rhetoric lies a cold economic reality: to move from “brotherly ties” to our ambitious $1 billion annual trade target, we must dismantle a long-standing structural wall. For years, our trade relationship has been uneven, with Tanzania primarily viewed as a source of raw commodities and Kenya as the provider of manufactured goods.

This structural imbalance is a primary reason bilateral trade dipped by nearly 10 percent in 2025. While removing non-tariff barriers (NTBs) by the 30 June 2026 deadline is a critical political milestone, it is only half the battle. Administrative changes alone cannot resolve the deeper financial friction isolating our two markets.

To hit that $1 billion target by year-end, we must move beyond the zero-sum game of retaliatory trade bans. Tanzania is no longer just a “granary” for the region; we are an emerging industrial hub.

For a sustainable partnership, the regional market must open fully to Tanzanian value-added products. Yet, removing administrative barriers is only half the battle; we must also address the financial friction that keeps our markets siloed.

Banking as the trade stabiliser This is where our regional banking sector must step in to dismantle the wall. From a strategic banking viewpoint, I believe our role is to act as the heavy lifter by providing the financial certainty that diplomacy cannot deliver on its own.

When a Tanzanian manufacturer exports to Nairobi, they routinely face currency volatility and payment delays that eat into slim profit margins. Banks must bridge this gap.

By offering sophisticated trade finance tools, such as local-currency settlement systems and cross-border guarantees, we can ensure a businessman in Dar es Salaam is paid as reliably as if he were selling across the street. Financing the value chain Furthermore, to shift Tanzania from a commodity exporter to a true industrial partner, we need targeted capital.

Commercial banks must move beyond traditional lending structures to finance entire production value chains; from the farm gate to the processing plant. By providing structured trade finance to our SMEs and manufacturers, we empower them to meet the international quality standards required to scale across borders.

The eight MoUs signed this month are a vital foundation, but true economic integration requires more than diplomatic sentiment. It requires a robust financial ecosystem that treats the EAC as a single, liquid market.

If we align our banking solutions with our political ambitions, we won’t just hit a $1 billion target; we will build an integrated industrial engine capable of competing on the global stage. Edditrice Marco is Senior Regional Manager at Stanbic Bank Tanzania.

The views expressed in this article belong solely to the author and do not reflect any position of her employer .

Box breathing, also known as square breathing, is a simple relaxation technique used to calm the mind, control stress, and improve focus. It is widely used by athletes, including Benjamin Sesko, who has spoken about using it daily, especially before matches to manage nerves and stay mentally sharp.

The method works by following a steady four-step breathing cycle, each lasting around four seconds: inhale, hold, exhale, and hold again. By repeating this pattern, the body gradually shifts from a stressed state to a more relaxed and controlled one.

For example, imagine Sesko preparing for a high-pressure match. As he stands in the tunnel before kick-off, he may begin box breathing he slowly inhales through his nose for four seconds, holds his breath while staying calm and focused, exhales slowly to release tension, and pauses again before repeating the cycle.

Within a minute or two, his heart rate steadies, his mind clears, and the nervous energy becomes more controlled and useful. This technique helps athletes like him turn anxiety into positive performance energy.

Instead of feeling overwhelmed, they become more aware of their breathing and thoughts, which improves concentration and decision-making on the pitch. Box breathing is also useful outside sport.

It can be used before exams, presentations, or any stressful situation. Because it requires no equipment and can be done anywhere, it has become a popular mental training tool.

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Dar es Salaam. The Tanzania Railways Corporation (TRC) has acquired specialised Ford Ranger and Mercedes-Benz Unimog vehicles equipped with advanced laser technology to strengthen safety and inspection efficiency on the Standard Gauge Railway (SGR).

The vehicles, upgraded into Hi-Rail track geometry inspection systems, will be used to inspect and monitor railway infrastructure using laser-based systems capable of detecting track defects and safety risks faster and more accurately than conventional inspection methods. TRC said in a statement on Monday, May 25, 2026 that the investment is part of broader efforts to modernise railway operations and align Tanzania’s rail transport sector with international safety standards.

The Ford Ranger vehicles are designed for rapid deployment and can easily switch between road and rail operations, making them suitable for routine patrols and emergency response activities. The Mercedes-Benz Unimog vehicles, on the other hand, are intended for more demanding operations, including inspections in difficult terrain and transportation of heavy equipment.

Both types of vehicles have been fitted with specialised rail wheel systems, enabling them to operate efficiently on both roads and railway tracks. TRC said the laser technology installed in the vehicles will enable inspectors to monitor track alignment, detect cracks and identify weak sections along the railway corridor in real time.

The corporation noted that early detection of faults would help prevent accidents, minimise service disruptions and improve passenger safety. “These are not merely transport vehicles; they are our eyes on the railway,” said TRC track inspector Manyama Mazula.

Passengers have also welcomed the move, saying it would increase confidence in the safety of SGR services. “Knowing that TRC can identify problems before they occur makes us feel much safer,” said a frequent SGR passenger, Akwilina Msangi.

The latest development comes as Tanzania continues expanding and improving the SGR network, which is expected to play a key role in boosting regional trade and national connectivity between Dar es Salaam and Dodoma. .