Category: The Citizen

Kuwait’s air defence systems accidentally shot down three fighter jets belonging to the United States during an Iranian aerial assault on Monday, the US military has confirmed. The aircraft, identified as F-15E Strike Eagles, were brought down amid ongoing attacks involving Iranian planes, missiles and drones.

All six crew members ejected safely and were later rescued. Authorities said they were in stable condition.

Witness Ahmed al-Asar said loud explosions were heard as one jet fell from the sky in flames. He and others rushed to the scene, where they saw an airman parachuting down.

He initially believed the pilot was Iranian, before realising he was American. Iranian state television claimed one of the crashed aircraft had been targeted by Iran, but offered no further details.

According to United States Central Command, the jets were mistakenly engaged by Kuwaiti air defences while the country was supporting US combat operations linked to Iran. Kuwait has acknowledged the error and pledged cooperation.

US officials thanked Kuwaiti forces for their assistance and said investigations are under way to determine how the misidentification occurred. .

Dodoma. The Muhimbili Orthopaedic Institute (MOI) has clarified why some patients, particularly motorcycle taxi (bodaboda) riders or their passengers, undergo amputations, citing delays in seeking medical attention as the main cause.

The statement was made on Monday, March 2, 2026, by MOI director, Dr Mpoki Ulisubisya, during a press briefing on the institute’s operations. He said there have been unverified reports suggesting that bodaboda riders with broken limbs are automatically amputated upon arrival at MOI.

Dr Ulisubisya described such claims as misconceptions, emphasising that the institute operates under strict ethical standards and professional oaths. “The issue is straightforward: when someone is involved in an accident but delays coming to the hospital, part of the limb may have started to deteriorate by the time they arrive,” he said.

“The choice then is between losing the limb or risking the patient’s life. Our priority is always to ensure the patient survives,” he added, dismissing the notion that MOI staff compete to amputate limbs as soon as patients arrive.

He said: “The narrative that MOI is fighting over a limb like a corner kick in football is simply not true.” Dr Ulisubisya also addressed concerns about the proposed Universal Health Insurance (UHI) fund, warning that covering all conditions, including high-cost surgeries, could make it financially unsustainable within two years.

“Certain treatments, such as brain surgery, require very expensive equipment. Even if member countries procured the devices simultaneously, the cost would remain substantial,” he noted.

Services and patient care Regarding MOI’s services, Dr Ulisubisya stated that over the past 12 months, the institute treated 180,000 patients, including 500 from outside Tanzania. Of these, he said 2,300 patients received specialised care, with many benefiting from Artificial Intelligence (AI) technology, particularly in brain and spinal surgeries.

The institute currently admits between 500 and 800 patients at any given time, with the director underscoring that expansion is underway, including a dedicated building for paediatric patients to ensure children are treated separately from adults. Founded in 1996, MOI has rapidly expanded to offer nine specialised areas of care.

These include spinal fusion for fractured vertebrae, limb salvage procedures, and surgical reconstruction using muscle and bone grafts. Dr Ulisubisya stressed that MOI remains committed to ethical, professional, and life-saving care, countering misconceptions regarding amputations among bodaboda riders.

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Zanzibar. The Kariakoo Derby delivered excitement on the pitch, but this time the experience went far beyond football.

Main sponsor National Bank of Commerce NBC turned the high profile clash between rivals Young Africans (Yanga) and Simba S.C.

into a broader celebration of sport, partnership and community engagement. Ahead of the match at the New Amaan Complex in Zanzibar, NBC hosted a special Iftar for its valued clients and key football stakeholders.

Held in the spirit of Ramadan, the gathering provided a warm and relaxed environment for networking, exchanging ideas and strengthening professional relationships, all anchored around Tanzania’s biggest football fixture. After breaking the fast together, invited guests were escorted to the stadium in a special convoy arranged by the bank.

They later enjoyed the derby from the VIP stands in distinguished style as the two giants battled and eventually shared the spoils. The bank’s Director of Retail Banking, Elibariki Masuke, led the activities and presented the January Coach of the Month award to Yanga head coach Pedro Goncalves.

The gesture highlighted NBC’s continued commitment to rewarding excellence and supporting competitive growth within the league. The derby excitement was not limited to Zanzibar.

NBC installed giant viewing screens in Dar es Salaam, Dodoma, Kigoma, Moshi and Mbeya, enabling thousands of fans across the country to follow the action live. The initiative reinforced the bank’s dedication to making football accessible and inclusive for supporters nationwide.

Inside the stadium, NBC officers also provided on site banking services including electronic ticketing, account opening and financial advisory support. The presence demonstrated that the bank’s sponsorship extends beyond branding to offering practical financial solutions to fans and stakeholders.

Speaking during the Iftar, NBC Head of Corporate Communications and Public Relations, Godwin Semunyu, said the bank views major fixtures as strategic platforms to deepen relationships. He noted that NBC’s sponsorship goes beyond improving the league, emphasizing that football should be an experience that brings together customers, employees and partners while contributing to the overall growth of Tanzanian football.

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Arusha. Eight Heads of State of the East African Community (EAC) are set to officially launch the Community’s 7th Development Strategy (2026/272030/31) during the 25th Ordinary Summit scheduled for Saturday, March 7, 2026, in Arusha.

The summit, to be held under the theme “Deepening Integration for Improved Livelihoods of EAC Citizens”, will be chaired by the EAC Chairperson, William Ruto. Deliberations are expected to focus on four major agenda items aimed at strengthening regional integration and promoting sustainable development across the bloc.

The EAC brings together Burundi, the Democratic Republic of Congo, Kenya, Rwanda, Somalia, South Sudan, Tanzania and Uganda. As the highest decision-making organ of the Community, the summit will also address critical financial issues, including the future of member state contributions and strategies to resolve significant budgetary shortfalls that have affected the bloc.

This will be the first summit in over a year, during which the EAC has faced challenges in mobilising funds from partner states, with more than $89.3 million (Sh232.78 billion) still outstanding. According to official records, as of January 31, 2026, the EAC was owed $89,372,865 by member states.

The Democratic Republic of Congo leads with $27 million in arrears, followed by Burundi ($22.7 million), South Sudan ($21.8 million), Somalia ($10.5 million), Rwanda ($5.2 million) and Uganda ($1.1 million). Kenya and Tanzania remain the only countries to have fully paid their $7 million contributions for the2025/26 financial year.

The summit will also mark the launch of the EAC Customs Bond, a unified regional customs guarantee designed to replace the current requirement for multiple national bonds along transit routes. Under the new arrangement, traders and clearing agents will secure a single bond recognised across all EAC member states, instead of arranging separate guarantees in each transit country.

The EAC Customs Bond will integrate customs administrations, insurers and financial institutions under a single regional framework. It is expected to reduce compliance costs, cut border delays, safeguard government revenues and facilitate faster and more secure movement of goods across the Community.

Meanwhile, the official launch of the 7th Development Strategy will set the five-year strategic direction for accelerating regional integration and driving socio-economic transformation. The strategy aligns with the EAC Vision 2050, the African Union Agenda 2063 and the Sustainable Development Goals, reflecting the Community’s commitment to practical, results-driven initiatives aimed at strengthening regional competitiveness and economic resilience.

Speaking to the press ahead of the summit, EAC Secretary General Veronica Nduva said the gathering provides a platform for collective leadership and strategic decision-making. “The summit provides our leaders with an opportunity to make decisions that will strengthen cooperation, promote trade and advance shared prosperity for the people of East Africa,” she said.

“The launch of the EAC Customs Bond and the 7th Development Strategy demonstrates our continued commitment to practical solutions that remove barriers to trade and enhance the competitiveness of our region.” The summit is also expected to consider the implementation framework for directives issued at the 24th EAC Heads of State Summit on sustainable financing of the EAC budget, based on a formula of 65 per cent equal contribution and 35 per cent assessed contribution.

In addition, leaders will appoint a new EAC Secretary General, designate judges to the East African Court of Justice, renew appointments for Deputy Secretaries General, appoint commissioners to the EAC Competition Authority and assent to Bills passed by the East African Legislative Assembly. The outcomes of the summit are expected to strengthen policy coordination among partner states and accelerate implementation of key regional programmes aimed at fostering inclusive growth and deeper economic integration.

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By Katare Mbashiru Dodoma. The Fair Competition Tribunal (FCT) has resolved more than 400 competition and trade disputes since its establishment in 2004, marking a milestone that underscores its growing role in promoting accountability and legal compliance across Tanzania’s business sector.

Speaking at a high-level capacity-building seminar in Dodoma recently, FCT Head of Legal Services, Kunde Mkenda, said the tribunal has steadily improved transparency, market discipline, and efficiency among firms by providing a credible legal avenue for resolving commercial disputes. The seminar, convened to raise stakeholder awareness of the tribunal’s mandate, brought together six institutions under the Ministry of Trade and Industries.

According to FCT Registrar Mbegu Kaskasi, the initiative followed directives from Trade and Industries Minister Judith Kapinga to deepen public understanding of the tribunal’s responsibilities. Opening the session on behalf of the Dodoma Regional Commissioner, Assistant Regional Administrative Secretary Mwajabu Nyamkomora stressed that accountability and integrity remain foundational pillars for sustainable commerce and inclusive economic growth.

“Without accountability and trust, it is impossible to build a competitive market that benefits consumers and investors alike,” she said, noting that ethical business conduct enhances investor confidence and national prosperity. Ms Nyamkomora emphasised that fostering a fair and transparent business environment aligns with Tanzania’s broader development agenda under President Samia Suluhu Hassan, whose administration has prioritised economic reforms and private-sector empowerment.

She reaffirmed the Dodoma Regional Secretariat’s commitment to working closely with the Ministry of Industries and Trade through the FCT to improve the business climate and protect both traders and consumers. Registrar Kaskasi explained that the seminar is part of a nationwide strategy to equip traders and institutions with practical knowledge of competition law and regulatory procedures.

Participants were trained on how to access the tribunal, file appeals, and resolve disputes lawfully when dissatisfied with regulatory decisions. FCT’s head of economics, Kulwa Msogoti, reiterated that the tribunal serves as an independent legal body handling competition appeals and safeguarding the interests of both businesses and consumers, a function critical to building a competitive and inclusive economy.

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This week, we are celebrating women leaders at the Tanzania Forest Services Agency (TFS), the government agency responsible for the sustainable management of forest and bee resources under the Ministry of Natural Resources and Tourism. As the nation marks Women’s History Month, a “fifth wave” of leadership is rising within the Tanzania Forest Services (TFS) Agency.

This emerging cohort of female professionals is redefining the agency’s impact, moving beyond traditional roles to drive systemic change and sustainable development across the country’s forestry and beekeeping sectors. The spotlight is on Johary Kachwamba, the Public Relations Manager at TFS, who exemplifies excellence in the communications field.

Her clear, prompt, and accurate communication skills were evident before, during, and after the preparations for this week’s profiles, demonstrating her ability to deliver results with professionalism. Alongside her is Neema Mbise, the Planning and Marketing Manager at TFS.

In her role, she focuses on strategic planning, budgeting, resource mobilisation, and performance reporting, particularly regarding financial planning and the implementation of agency priorities. With over fifteen years of experience in communications, Ms Kachwamba has worked in various capacities, including corporate and marketing communications, media relations management, stakeholder engagement, corporate social investment, and environmental awareness campaigns.

Ms Kachwamba holds a Master’s degree in Mass Communication from St. Augustine University of Tanzania and a Bachelor of Arts in Public Relations and Advertising from the University of Dar es Salaam.

“My leadership journey has been shaped by experiences in communications, conservation, and public service. As Public Relations Manager at TFS, I have led teams, managed campaigns, and built stakeholder relationships,” she says.

She hopes her leadership legacy will inspire and empower the next generation of women in public relations, environmental advocacy, and public service. Ms Kachwamba aims to leave a lasting impact on conservation and community development by promoting sustainable practices and inclusive decision-making.

She is enhancing the agency’s corporate image and identity to foster positive public perception, increase visibility, and strengthen brand recognition within the sector. Additionally, she facilitates the sharing of testimonials, evidence, key milestones, lessons learned, and best practices from the agency’s strategic plan implementation to showcase achievements and promote transparency.

Her responsibilities also include strengthening and cultivating sustainable mutual relationships with key stakeholders to foster collaboration and support for agency initiatives. She identifies and implements behaviour-change strategies to encourage the sustainable adoption of positive forestry conservation practices across the country.

“I would like to be remembered as a leader who empowered women and marginalised groups to take on leadership roles, fostered partnerships to drive conservation and development, and promoted transparency, accountability, and integrity in everything we do,” she adds. Commenting on specific policies and programs within TFS that support women’s empowerment, she notes that the agency implements environmental education and economic empowerment initiatives targeting women.

“I have contributed through targeted communication strategies that amplify these initiatives. The agency ensures inclusion in every strategy, campaign, and exhibition.

For instance, during the Sabasaba event, women’s groups are given booths within the TFS pavilion to showcase, promote, and sell forest-related products such as honey,” she explains. Through corporate social investment and environmental campaigns, she has intentionally ensured that women and girls are not just beneficiaries but active participants and leaders in promoting inclusive and sustainable development.

“TFS has supported and funded several schoolgirls, built dispensaries for communities living adjacent to forest reserves, and constructed wells to reduce the burden on women who previously had to walk long distances to fetch water,” she adds. Ms Kachwamba, who is also a Mandela Washington Fellowship Fellow, states that the fellowship refined her leadership perspective by emphasising servant leadership and collaborative problem-solving, influencing her approach to communication and conservation advocacy at TFS.

On the other hand, Ms Mbise is reshaping the narrative by demonstrating that inclusion, discipline, and foresight can elevate not just institutions but also women. She plays a vital role in making decisions that determine how forest and beekeeping resources are managed, financed, and sustained.

Her journey, she says, has been defined by resilience, continuous learning, and an unwavering commitment to public service. “I have grown my leadership skills by aligning institutional goals with national conservation priorities while ensuring financial sustainability and stakeholder value,” she explains.

Her leadership style blends strategic thinking with a deep dedication to the mission of TFS, demonstrating the powerful impact of effective and inclusive leadership in the agency’s ongoing efforts. .

Dira 2050 targets a one-trillion-dollar economy and a per capita income of $7,000 by 2050. What annual growth trajectory is required to achieve this, and what structural shifts must happen in the next five years to put Tanzania on that path? To fully appreciate Dira 2050, it is important to understand its core purpose. The vision seeks to define the kind of Tanzania the country aspires to become by 2050. It is anchored on four overarching principles: inclusivity, justice, prosperity for all, and self-reliance.

Achieving these aspirations requires a strong foundation. As such, Dira 2050 places emphasis on good governance, peace, security and stability.

Without this firm foundation, it would be impossible to realise the broader objectives of the vision. The vision is further guided by three key pillars.

The first focuses on building a strong, inclusive and competitive economy. The second aims to enhance human capabilities and advance social development, while the third pillar centres on environmental integrity and climate change resilience.

Dira 2050 outlines four main goals supported by 17 specific targets. The foremost target is to transform Tanzania from its current lower-middle-income status into an upper-middle-income country by 2050. Progress towards this goal will be measured primarily through economic indicators, including expanding GDP from about $95 billion to $1 trillion, increasing per capita income to $7,000, and eliminating extreme poverty.

At its core, the vision places people and the economy at the centre of development. Success will ultimately be measured by the wellbeing and development of Tanzanians, reflecting a people-centred approach to national transformation.

What measures are in place to ensure ordinary Tanzanians feel the impact of $1 trillion GDP, and what lessons have we learnt from the dismal success of Development Vision 2025? Pillar two of Dira 2050 focuses on human development, specifically the strengthening of human capabilities and social development. The guiding principle is that everything the government does must ultimately translate into tangible improvements in people’s lives.

Significant progress was achieved under the first Development Vision (20002025), despite multiple challenges. Tanzania’s GDP per capita rose from $453 to about $1,273, while total GDP expanded from $13 billion to $95 billion.

However, the country fell short of some of its economic targets, largely due to delayed implementation. Although the vision was approved in 2000, its execution only began around 2010/2011, mainly because the operational plan was not developed at the same time.

This time, the approach is different. Alongside the vision, Parliament has now approved the operational plan, ensuring timely and coordinated implementation.

A key question is how future economic growth will directly improve people’s lives. According to the framework of Dira 2050, the answer lies in major reforms in skills development and human capital.

Priority areas include social development–particularly education, health and social security–as well as logistics and infrastructure, which are essential for inclusive growth. Crucially, the vision places renewed emphasis on sectors that directly involve the majority of Tanzanians.

Agriculture, which remains largely subsistence-based, is identified as the leading sector for transformation. The next phase will focus on commercialisation and value addition, enabling agriculture to drive income growth and employment at scale.

One of the key lessons from the past, the vision acknowledges, is that sectors driving economic growth did not sufficiently engage the wider population. Dira 2050 seeks to correct this by aligning growth-driving sectors with those that employ and impact the majority of citizens.

While major investments have been made in ports, rail, and power, infrastructure gaps and inefficacies persist. This limits economies of scale and industrial clustering.

What is being done to assure investors of a conducive business environment? The current five-year development plan is anchored on four major reform areas, one of which focuses on energy, logistics and infrastructure. It is important to note, however, that Tanzania has made significant progress in infrastructure development over the past two decades, even as notable gaps remain.

Despite reforms, Tanzania still faces high energy and logistics costs, multiple taxes, levies, and fees. How is the government addressing the high cost of doing business? We have been implementing the national strategy for improving business and investment climate, popularly known as the blueprint for regulatory reforms.

We are in the process of producing the second version of the blueprint, which will include radical reforms in a number of areas. Findings show that we have too many regulatory authorities and businesses are overly regulated.

We will take measures to ensure that we reduce the burden of regulatory authorities on businesses. We will also ensure that the authorities only charge fees to enable them to do their operations and not to generate profits.

The president formed a commission to conduct a comprehensive review of our tax system, and the report has been finalized. This report will go a long way to improve our tax system.

However, we should also acknowledge that over the past 10 years, Tanzania’s environment for doing business has improved radically, placing us among the top 10 best countries in Africa. Our aim is to be among the top three by 2030. How are you addressing regulatory unpredictability? We have undertaken major legal reforms, and we now have a new Tanzania Investment and Special Economic Zones Act, which is the major law when it comes to investments.

The government is going to propose a new law. We will come up with a bill called Business and Investment facilitation Act.

This Act will establish a supreme body to oversee all business and investment affairs in Tanzania. How do we ensure rule of law and separation of powers prevail? Tanzania is a country that respects the rule of law and will continue to do so.

Government operates strictly within the framework of existing laws, and its role is to implement legislation passed by Parliament. There is no situation in which a government can simply decide not to enforce a law.

If concerns arise, they must be addressed through the proper legal channels, including returning the matter to Parliament. Tanzania will therefore continue to uphold and respect the rule of law.

How does the government work with the private sector in ensuring that Dira 2050 is realised? The engine for implementing this vision is the private sector. We need the private sector to mobilise capital and finance a wide range of development projects.

By 2030, an estimated S77 trillion in investment will be required to realise the vision, with about 70 percent expected to come from the private sector. This means we must protect, nurture, develop and truly value our private sector.

The President has entrusted me with the responsibility of being the custodian of the private sector, and I want to assure businesses that we will work together as genuine partners. There will be a new approach to how government engages with the private sector.

We will move away from being mere opinion providers to becoming solution providers. This will be a joint effort, built on partnership and shared responsibility.

Are we reviewing the PPP approach, which has faced criticism from the public? Tanzania has a long history of socialism, a period in which the government did almost everything, including selling beer. As a result, our private sector is relatively young, and our approach to economic activity remains deeply influenced by a socialist mindset.

We still tend to view businesses with a degree of suspicion. This means that, as government, we must continue educating ourselves.

There are still officials within the public sector who have lingering questions and reservations about engaging with the private sector. At the same time, we must also continue educating the public.

That said, there are genuine concerns that must be addressed honestly. We need to be clear about what we gain from foreign investors.

In most cases, they bring capital, technology and experience in running complex operations. Foreign investors come to Tanzania to do business and make a profit, and that should not be a source of anxiety, they are simply seeking a return on their investment.

Ultimately, however, no country is developed by foreign investors alone. Development is driven by its own citizens.

This is why we must deliberately build and strengthen local investors so that they can work in tandem with foreign partners. It is also why there are strategic sectors where the majority ownership should remain Tanzanian, such as the media industry.

Doesn’t limiting majority shareholding by foreigners affect investment in media industry? There are challenges, but the government’s intention is noble. Just imagine a media industry owned entirely by foreigners, it would be deeply problematic.

I acknowledge that challenges exist. In the short term, the government must play its part by ensuring that it pays for advertising services it consumes.

However, in the long run, the government should not be the primary customer of the media. A sustainable media industry must be driven mainly by the private sector.

How does the government address tax and levies concerns raised by the private sector? The tax review period runs from December to May, during which there is extensive engagement with the private sector. By the time the Minister of Finance presents the Finance Bill in June, much consultation and negotiation will have taken place.

This process involves compromises on both sides, often with the government making concessions. However, the government still needs tax revenue to operate, and not all proposed taxes will be welcomed by the private sector.

With donor funding declining, the ministry of Finance increasingly relies on local resource mobilization, making these discussions crucial for sustaining government operations. The Vision talks about broadening the tax base.

Will this translate into higher taxes for businesses and SMEs, or will the government commit to reducing nuisance levies that investors complain about? The main focus is formalisation. Currently, almost 80 percent of businesses in Tanzania operate in the informal sector, which limits the tax authorities’ direct access to them.

Our goal is that by 2030, at least 50 percent of businesses will be formalized. For instance, agriculture contributes 26 percent of Tanzania’s GDP, yet only a small fraction of those in the sector pay taxes.

This is because the industry is largely informal and therefore almost untaxed. Going forward, the emphasis will be on volume.

Even small contributions from a large number of taxpayers can add up to a significant total. At present, Tanzania has about 2 million registered taxpayers out of a population of over 60 million, and a workforce of around 33 million people.

Tax measures targeting the creative industry were introduced. Why were these regulatory steps taken before the government had created an enabling environment for the industry to grow? For a long time, Tanzania’s creative industry was treated like an informal sector.

Today, however, it is the fastest-growing sector in the country, expanding at around 17 percent. The government has now mainstreamed the industry, recognising it as a key economic sector.

Efforts are being scaled up to develop this sector, not only because of its significant economic potential, but also because it provides employment opportunities for many young Tanzanians. Regarding taxes, we have listened to the concerns, and the Ministry of Finance will take action going forward.

With Tanzania’s population projected to exceed 100 million by 2050, and job creation struggling to keep pace, is the country adequately prepared to manage the social pressures and potential instability that may arise from rising unemployment and underemployment? Population growth in Tanzania is both a blessing and a potential challenge if not managed properly. Currently, 76 percent of the population is under 35, with a workforce of around 33 million, of whom 24 million are aged between 15 and 39. However, the population growth rate remains high, with a fertility rate of 4.

8 children per woman, above the African average of 3.2, a level that poses long-term social and economic challenges.

The most effective way to manage rapid population growth is through education. Tanzania is investing heavily in this area.

From 2028, every child will be required to complete Form Four, making secondary education universal. Keeping children in school longer is the best way to reduce fertility rates, as they are likely to have just two to three children.

In addition, there is a strong focus on skills development to ensure graduates have the competencies needed to thrive in a rapidly changing global economy. The goal is to produce global citizens who can work anywhere in the world, positioning Tanzania as a potential supplier of skilled labour to countries in Asia and Europe.

The question of whether Tanzanians should master English has long been a subject of national debate. How important is this? Language proficiency is critically important.

Tanzanians must be conversant in at least two languages: Kiswahili and English. It does not matter which language is used as the medium of instruction; what matters is that all necessary steps are taken to ensure Tanzanians are fully competent in both.

Proficiency in these languages is not just an academic issue, it is a strategic economic priority. Our education system should be intentionally designed to produce language-competent citizens, as bilingual capability is essential for competitiveness in a globalized labour market.

Regarding Tanzania’s startup ecosystem, which currently lags behind regional peers and other African markets, the government is taking steps to improve access to capital. Discussions are at an advanced stage, and a technical team has been assigned to analyse and advise on the best mechanisms.

It is expected that before the end of this year, the government will roll out a comprehensive framework to facilitate capital availability for startups, SMEs, and young entrepreneurs. What is the government doing to improve remittances? Several factors have limited remittance flows from Tanzanians abroad, including cultural considerations.

Unlike neighbours such as Uganda, Kenya, and Rwanda, where many citizens prefer to stay and work abroad, Tanzanians often return home, which means the number of Tanzanians living overseas is relatively small. Historically, this area was not formalized, and data on the diaspora was not systematically tracked, unlike in neighbouring countries.

To address this, each Tanzanian embassy and high commission has been tasked with registering nationals in their respective countries. As a result, there are now Tanzanians who have established themselves abroad, and this trend is gradually increasing.

Beyond cultural factors, the regulatory environment has also limited diaspora participation in economic activities. To address this, the government plans to adopt a system granting Tanzanians abroad a special status, enabling them to invest at home on equal terms with residents.

The government has heard the genuine concerns of its diaspora. On the question of dual citizenship, it remains controversial.

Citizenship is a God-given right, and no one should be deprived of it simply because they chose to move abroad in search of better opportunities. What is the one big threat that could derail Dira 2050? Continuing with “business as usual” will not achieve Vision 2050. The vision requires a mindset change and cultural re-orientation, we must change the way we approach development.

The targets we have set are ambitious but achievable, yet they cannot be reached at a slow pace; we need to move with urgency. It is also critical to stop promoting the idea that the government will provide everything.

Development is a collective endeavor, and all citizens must play their part. .

Arusha. Tanzania and Ghana have agreed to strengthen bilateral cooperation to better harness their natural resources to accelerate economic growth, expand value addition, and create jobs for their youthful populations.

The commitment was reached on Monday, March 2, 2026, during bilateral talks in Arusha between Tanzania’s President Samia Suluhu Hassan and her Ghanaian counterpart, President John Dramani Mahama. President Mahama arrived in Tanzania on Monday, March 2, 2026, to officiate the opening of the legal year of the African Court on Human and Peoples’ Rights.

The two presidents underscored the importance of African nations retaining greater value from their natural resources through industrialisation and responsible resource governance, rather than exporting raw materials with limited domestic benefit. President Hassan highlighted Tanzania’s steady macroeconomic performance, noting economic growth of six percent and inflation maintained within single digits.

She reaffirmed her government’s focus on industrial development, value addition in agriculture and mining, human capital investment, and climate resilience as key pillars of economic transformation. “Our priority is to ensure that our natural wealth translates into tangible benefits for our people,” said President Hassan.

“Sustainable development must be anchored in strong institutions and strategic investment,” she added. For his part, President Mahama outlined Ghana’s recent reforms in the gold and cocoa sectors, designed to enhance accountability, increase export transparency, and expand domestic processing capacity.

He revealed that strengthened controls in the gold export regime had enabled Ghana to increase shipments from 63 tonnes to 104 tonnes within nine months. Ghana is also intensifying efforts to boost local value addition in cocoa processing, “A move aimed at increasing revenues and generating employment across the agricultural value chain.

” The two leaders identified priority areas for enhanced cooperation, including mining and natural resource governance, agricultural value chains, digitalisation and fintech, cybersecurity, and improved air connectivity between West and East Africa to facilitate trade and investment flows. Both presidents reaffirmed that the historic ties between Tanzania and Ghana, shaped by the Pan-African vision of founding leaders Julius Nyerere and Kwame Nkrumah, continue to inspire a shared commitment to economic self-reliance and continental solidarity.

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When Dr Mbiki Msumi speaks about beauty, she does not speak about crowns. She speaks about discipline.

Born in July 1981, she first entered the public eye as the first Miss Dar City Centre, later Miss Ilala, and eventually First Runner-Up at Miss Tanzania 2002. But even at the height of that visibility, she had already made a private decision: pageantry would not define her destiny. Today, she is Head of the Department of Public Law and a lecturer in the Faculty of Law at the Open University of Tanzania.

She is a government-employed legal scholar since 2010, a church leader, a mentor, an agribusiness entrepreneur operating in Kibaha and Bagamoyo, and a co-director of Mwanawa Afrika Investment Company as well as co-CEO of Kilimo Roundtable Africa Limited, distributing fertilisers. Her life is not a transition from beauty to seriousness.

It is a study in alignment. Negotiating permission After completing Form Six, Msumi began exploring whether she could advance in modelling and beauty competitions.

The idea unsettled her family. Her mother, originally from Musoma, was deeply skeptical.

In her worldview, pageantry was dangerously close to impropriety. “She was totally against it,” Msumi recalls.

“She needed assurance that beauty was not moral decay.” The organisers eventually visited her parents in person to explain the structure and intent of the competition.

After long conversations, her mother consented. Encouraged by mentors such as Millen Magese and Madam Ritha Paulsen, she entered the competitions and excelled.

Yet her internal compass never shifted. “After that, the passion for beauty competitions reduced,” she says.

“I had already planned that once it was done, I would return to school. I had passion for education.

” For Msumi, pageantry was never an escape from academia. It was an adjunct education — one that sharpened public speaking, composure, social navigation and the ability to carry oneself as a representative of something larger than self.

“It taught me how to handle myself, how to engage, how to be a mirror of society,” she reflects. A closed door, a different route Following her pageant chapter, she secured admission to a university in the United States.

It appeared to be the next logical step. But when she returned to process her visa, it was denied.

The setback was abrupt. For many, it might have been destabilising.

“I told myself this is not the end of the world,” she says quietly. “And my mother told me the same.

” Rather than interpret rejection as finality, she recalibrated. She enrolled at Mzumbe University to pursue a Diploma in Law.

The transition required mental adjustment. Fame had preceded her into lecture halls.

There were questions — sometimes silent, sometimes explicit — about whether a former beauty queen could withstand the rigours of legal study. “At first it was difficult.

People were not used to celebrities in that environment,” she says. “I had to put popularity aside.

” The strategy was simple: outperform expectation. She graduated as the best student in her diploma class.

From there, she enrolled for a law degree at Tumaini University, again finishing top of her class. She proceeded to Law School, passed on her first sitting — a demanding accomplishment in Tanzania’s legal training ecosystem — and continued directly to complete her master’s degree.

Commitment and discipline became structural pillars. Public Law as calling In 2010, she entered formal government employment.

Over time, she gravitated toward public law — the branch that governs the relationship between state authority and citizen rights. Her leadership style is procedural rather than charismatic.

Authority, she believes, is earned through consistency. “To be a firm leader, you must stand by the rules,” she says.

“If I say something will be done on a particular day, I stand by it.” Operating within ab– a patriarchal context that often scrutinises women in authority — she understands that leadership requires both resilience and precision.

In many African settings, women leaders must prove competence repeatedly. “Sometimes it is difficult to allow women to lead,” she notes.

“But if you are clear, disciplined and consistent, the results speak.” Her background in pageantry, she admits, unexpectedly strengthened her academic leadership.

Exposure to diverse social settings early in life made it easier to engage different calibres of people — from students to policymakers. “Probably if I had not been Miss, I would not be here,” she says.

“It shaped me.” Dr Mbiki Msumi Reforming beauty, not rejecting it Although she chose academia over continued public life, Msumi does not dismiss pageantry.

Instead, she critiques its fragility. The industry, she says, lacks sufficient institutional guardrails.

Without oversight and structure, young women may become vulnerable. Families, wary of instability, sometimes prevent capable daughters from participating which can push some into unregulated and risky spaces.

Her proposal is institutional: stronger government and ministerial supervision, possibly through a specialised unit to enforce discipline and strategic direction. Beauty platforms, in her view, should be aligned with national development priorities.

“If guided well, these platforms can build confidence and change mindsets,” she explains. “They can contribute economically through branding, partnerships and structured engagement.

” The key is purpose. Without it, visibility evaporates.

With it, visibility multiplies value. Enterprise and soil Beyond lecture halls, Msumi’s investments are grounded — literally.

She engages in farming and livestock keeping in Kibaha and Bagamoyo, merging agricultural production with entrepreneurship. Through Kilimo Roundtable Africa Limited, she participates in fertiliser distribution, linking policy literacy with agribusiness execution.

For her, law and agriculture are not contradictions. They are complementary.

One shapes frameworks; the other feeds communities. She is also deeply involved in church leadership, conducting workshops for women and youth.

Mentorship is not peripheral to her work; it is central. Young girls seeking consultation about academic pathways or career direction are welcome to approach her.

At home, she is mother to one daughter — a role she protects fiercely. In an era where professional ambition often consumes personal space, she insists on intentional presence.

“Many people now forget to sit with their children,” she says. “I love spending time with mine.

” Her parenting philosophy mirrors her professional one: prepare for reality. “I am teaching her to be tough,” she says.

“The world needs you to be tough. Life is not easy.

” The book yet to be written Among her future aspirations is writing a book — a synthesis of lessons from beauty stages, lecture halls and boardrooms. It would not be memoir alone.

It would be instruction. Because ultimately, her story is not about pageantry or academia in isolation.

It is about architecture — how one constructs a life deliberately, even when doors close unexpectedly. Beauty, in Msumi’s philosophy, is not ornamental.

It is preparatory. It exposes one to scrutiny, demands composure, and tests character under light.

Education then builds structure around that exposure. Discipline stabilises it.

Purpose directs it. Beauty, when anchored in purpose, becomes more than appearance.

It becomes capacity. And in Dr Mbiki Msumi’s life, it has become design.

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Dodoma. Airtel Tanzania has proposed a raft of fiscal and regulatory reforms aimed at accelerating digital inclusion, including tax relief on telecom services and faster approvals for rural infrastructure deployment.

The proposals were tabled during a performance review session convened by the Ministry of Communications and Information Technology in Dodoma, bringing together regulators, telecom operators, development partners and private sector players to assess progress under the National Development Vision 2050 and the Tanzania Digital Economy Development Strategy 20242034. Speaking at the meeting, Airtel Tanzania Managing Director Mr Charles Kamoto urged the government to lower excise duty on telecom services from 17 percent to 10 percent, arguing that the move would reduce the cost burden on consumers and expand access to digital services. He further called for the reinstatement of VAT exemption on smartphones to improve device affordability, and expediting Environmental Impact Assessment (EIA) approvals to fast-track rural network rollout.

“As Tanzania advances toward Dira 2050, Airtel Tanzania remains committed not only as a telecommunications provider but as a strategic partner in national development. Together, through strong publicprivate collaboration, we can build a connected, inclusive and prosperous digital future for all Tanzanians,” said Mr Kamoto.

Between 2021 and 2025, Airtel Tanzania invested $316 million in network expansion and modernisation. The firm currently operates 3,385 sites nationwide, nearly all of them 4G-enabled, with 139 supporting 5G services.

It has also deployed 3,722 kilometres of fibre optic infrastructure to strengthen domestic and cross-border connectivity. The company is constructing a data centre in Arusha to enhance service resilience and reduce latency in the Northern Zone, and has participated in the landing of the 2Africa submarine cable to bolster international bandwidth capacity.

Airtel Tanzania serves 20.4 million customers and reported annualised revenue of $430 million with a 47.5 percent EBITDA margin in the 2024/25 financial year. From 2021 to 2025, the company paid $643 million in taxes and regulatory fees and distributed $110 million in dividends to the Government of Tanzania.

The session was officiated by the Minister for Communications and Information Technology, Angellah Kairuki, who emphasised the importance of closer collaboration between the public and private sectors to fast-track the implementation of national digital policies. She called for the operationalisation of the monitoring framework for the National Digital Economy Strategy, launched in 2024 by Samia Suluhu Hassan, and the establishment of a Digital Economy Satellite Account to better measure ICT’s contribution to GDP.

The minister reiterated the government’s commitment to eliminating communication “zero spots” by 2030, enhancing infrastructure sharing, advancing the National Space Programme and finalising protections for Critical Information Infrastructure in line with the Cybercrimes Act of 2015. .