Category: The Citizen

Let’s get straight to it. Sis, get your own money.

Not because men are wicked. Not because marriage is a scam.

Not because love is fake. But because depending 110 percent on a man for your survival is dangerous.

There is something that happens to a woman who does not have her own money. Her life shrinks.

Her options disappear. Her voice loses weight.

Not because she lacks intelligence, but because she has nothing to back her decisions. Let’s laugh small but think deeply.

He would tell you to go to hell, but you would still ask him for transport money! Hahaha you can’t even afford to go to hell without his help. He insults you, and you still have to wait for airtime just to respond.

He disrespects you, and unamezea, why? because he is the one paying for your fuel. That is not love.

That is dependency. That is a woman living someone else’s life while sacrificing her own.

Marriage is not a poverty alleviation programme. It is not a rescue mission.

It is not an employment contract. It is a partnership, but if you enter it without your own money or identity, you have no leverage.

You are not a partner. You are a dependant.

Sis, do not reduce your life to someone else’s pay cheque. Do not pause your growth because you are waiting to be chosen.

Have a life. Build a life.

Fund your own existence. Yes, you are a woman.

Yes, you can nurture, support, and love. What skill do you have? What income stream is yours? What can you afford on your own? Not “our money”.

There is a fulfilment that comes with spending money you earned with your own hands. Nothing else compares.

That money builds your confidence. Your dignity.

Your backbone. Man’s money is sweet.

Gifts are nice. But the money you earned? That one gives you life.

That one lets you breathe. That one lets you survive without asking, pleading, or begging.

If you don’t have a dime of your own, you will negotiate respect. You will tolerate nonsense.

You will shrink to exist. If you have your own money, your own life, and your own identity, disrespect becomes optional.

You are no longer stuck. You are no longer at the mercy of anyone.

Sis, get your own money. Build your own life.

Not for love. Not for marriage.

Not for anyone else. But for you.

So that if he disappears. So that if he insults you.

So that if life shifts. You can still stand.

You can still pay your own bills. You can still move, survive, and live.

You are a woman. But have a life.

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I had a rough day, and I need to rewind before taking the last lap to the place I call kwangu. Music is playing loud as usual, but, I say to myself, I’ll stomach it.

Yeah, because I’ll be engrossed in the copy of the newspaper in my hands. Just before the beer I’ve ordered has landed on the counter, an old associate (call him Abrah) appears and taps me on the shoulder.

He says hi above the cacophony of a Singeli song, and I say hi back. Abrah tries to speak to the akaunta, saying something that I guess is, “Can I have a beer?” It takes a long time before the accountant can hear what brand he’s ordering, thanks to the noise.

My beer isn’t yet opened as Abrah and I try to converse, but we can hardly hear each other. I’m placing the palm of my right hand on my bottle’s top because I’m feeling rather agitated by the fact that Abrah and I can’t have any meaningful conversation.

It’s too noisy! Abrah and I urge the akaunta (call her Stela) to reduce the volume of the music, but she ignores our request. “Wazee, I can’t reduce the volume because drinkers here want it loud.

Her exact words, Watu wanapenda saundi. It’s like, those of us who prefer reasonable music volume aren’t people! We’re both holding our bottles in a “protective” way lest she open them against our go-ahead.

She looks at us straight in the face and says, appealingly, “I beg you to move to the table over there, at the back, where the noise from the speaker won’t affect you much.” She insists that without Saundi, most people will leave, which would be bad for business.

We shake our heads this way and that way in unison, meaning we aren’t in agreement with her proposal. Abrah signals to me that he can’t stand the “madness” and says goodbye to me by way of waving while saying something I can only guess is, “I am going, I can’t stand this madness!” The good thing is, there’s another drinking outfit, a grocery, near his house, which, much as it lacks in vibe, has some sobriety.

I’ll be alone now, meaning I won’t mind the noise that much. I shut my mind out of the music madness and focus on the contents of my newspaper.

It’s not the best way of spending time in a bar, for in drinking joints, one should soberly interact with fellow men and exchange ideas, kubadilishana mawazo. Or, share information on what’s going on in the country or even across the world.

But then, in most of the kinds of bars that Wa Muyanza and his ilk frequent, there’s nothing like that. The interesting thing is, despite the din, i.

e., the sound, most patrons are seemingly quite okay with ithappy.

Engaging in animated conversations, laughing, giving and high fives! Some are even talking on their mobile phones! But maybe this is all fine for us, the hoi polloi. Makes us forget the miseries that underlie our lives; yeah.

When there’s enough noise around you, you get drunk faster, which means you spend less money to attain the purpose that takes real drinkers to the bar to get drunk. .

Dar es Salaam. High conversion costs is among factors that continue to deter private motorists from switching to compressed natural gas (CNG), slowing adoption despite the rapid expansion of refuelling infrastructure in the city.

The rate at which vehicles are being converted from petroleum products to CNG is not keeping pace with the growing number of gas filling stations. This imbalance is raising concerns about the long-term sustainability of the CNG business model.

Data compiled by The Citizen shows that establishing a single CNG station can cost up to twice as much as setting up a conventional petrol station in an urban area. When fuel prices crossed the Sh3,000 mark in 2022, the government launched efforts to promote vehicle conversion to gas.

At the same time, it encouraged private investors to establish more refuelling stations to ease congestion and widen access. Under normal market conditions, the lower cost of gas would be expected to drive demand.

One kilogramme of CNG can power a vehicle for about 13 to 18 kilometres at a cost of Sh1,548. Petrol powers the same vehicle for 10 to 15 kilometres at Sh2,788 per litre, while diesel costs Sh2,701 per litre. Despite this clear price advantage, uptake has remained slower than projected.

Dar es Salaam currently has 11 CNG refilling stations, with plans to expand to 18 by the end of the year. The expansion depends on more private sector participation.

However, vehicle conversion rates have not matched infrastructure growth. This has complicated business operations for station owners and investors.

A supervisor at Tembo Energies, Mr Ambilikile Mwangolombe, said their outlets once served more than 1,000 vehicles and motorised tricycles daily. Today, the figure has fallen to between 100 and 200 vehicles per day.

“This means sales have declined,” he said. “We are now considering opening a new station in an underserved area to expand coverage.

” He added that low conversion rates are partly linked to the failure of the government to lead the process through examples. He said wider conversion of government fleets would help to boost demand.

At Rafki CNG Station, supervisor Ms Mariam Kibona said their station, which opened in September last year, serves about 400 vehicles daily. This is low compared with pump capacity.

She said customers report significant savings, especially those engaged in online transport and delivery businesses. The number of vehicles using natural gas has risen to 16,200, from just 60 in 2015. This includes 9,806 three-wheelers, 513 trucks, 783 buses and BRT vehicles, and 5,098 private cars.

However, the long queues that once defined CNG stations have largely disappeared. This signals slower-than-expected growth in daily usage.

Efforts to increase uptake The Director General of the Tanzania Petroleum Development Corporation (TPDC), Mr Mussa Makame, said the initial priority was to reduce congestion by increasing the number of stations. “That objective has largely been achieved,” he said.

“The focus is now on ensuring the expanded infrastructure attracts enough customers to operate sustainably.” He noted that many stations are privately owned and are actively promoting CNG use.

While some outlets appear quiet in terms of private vehicles and three-wheelers, industrial demand remains strong. Large trucks continue to collect gas in bulk for factory use.

In the 2023/24 budget, the government introduced incentives to stimulate demand. These include a 25 percent customs duty exemption for imported CNG vehicle engines to reduce conversion costs.

TPDC has also partnered with the Dar es Salaam Institute of Technology to establish vehicle conversion workshops in Dodoma and Arusha. Similar facilities are planned for Kilimanjaro and Tanga.

High conversion costs BQ Contractors Limited Chief Executive Officer, Mr John Bura, said converting a petrol-powered vehicle to CNG costs about Sh2.1 million. He added that investors also face heavy capital requirements, with a single CNG station costing up to $2 million, excluding land.

“Commercial drivers, especially ride-hailing taxi operators, can recover costs in about eight months,” he said. “Private car owners remain hesitant because of the high upfront expense.

” The Director General of the Petroleum Upstream Regulatory Authority (PURA), Mr Charles Sangweni, said Tanzania’s population growth and regional energy demand would keep natural gas relevant, even as the world shifts towards renewable energy. As Tanzania pursues cleaner, locally sourced energy, analysts say the central challenge is no longer infrastructure alone.

It is the slow pace of consumer conversion. For private motorists, the decision remains a difficult calculation between high initial costs and long-term savings.

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Africa’s economic transformation over the past two decades has been shaped not only by governments and multilateral institutions, but also by a small group of globally connected business leaders who identified opportunity where others saw risk. Among the most influential are Indian-origin billionaires who have built vast fortunes while embedding themselves deeply in the continent’s industrial, technological, and infrastructure landscape.

From mining and energy to telecommunications, manufacturing, and consumer electronics, these entrepreneurs have leveraged capital, long-term vision, and emerging-market expertise to create businesses that generate jobs, transfer skills, and influence policy and investment flows across Africa. This article profiles five of the most powerful Indian-origin billionaires whose wealth and influence continue to shape Africa’s economic trajectory.

Anand Mahindra – Mahindra and Mahindra Group Anand Mahindra’s engagement with Africa reflects his long-term belief in emerging markets as engines of global growth. With an estimated net worth of over $10 billion, he brings both financial strength and strategic vision to the continent.

Through the Mahindra Group, he has built a strong presence across Africa in automotive, agriculture, infrastructure, and financial services. His approach emphasizes local manufacturing, skill development, and sustainable partnerships.

By investing in mobility solutions and farm equipment, Mahindra has supported job creation and technology transfer. His Africa strategy blends commercial success with social responsibility, positioning the Group as a trusted long-term partner in the region’s development.

Prateek Suri Maser Group and MDR Investments Prateek Suri, born in 1988, is recognised as the youngest and richest Indian businessman in Africa in 2025, with an estimated net worth of $1.9 billion. He founded Maser Group in 2012, focusing on affordable smart televisions and electronics.

By 2024, Maser had sold over 800,000 units across Africa and reached a valuation of $5 billion before being acquired by SCG Asia. Following this success, Suri launched MDR Investments, a venture capital firm investing in infrastructure, mining, and emerging technologies across Africa.

Through the Maser Foundation, he also partners with governments and NGOs to support development in underserved regions. Anil Agarwal Vedanta Resources Anil Agarwal, founder and chairman of Vedanta Resources, is one of the most influential Indian billionaires with major operations in Africa.

Born in 1954 in Patna, India, Agarwal built his metals and mining empire into a global powerhouse. In Africa, Vedanta is a key player in Zambia’s copper industry through its 80 percent ownership of Konkola Copper Mines, employing thousands and contributing significantly to the local economy.

As of 2025, Agarwal’s fortune is estimated at $1.6 billion, and Vedanta continues to expand its footprint in natural resources across the continent. Savitri Jindal and Family O.

P. Jindal Group Savitri Jindal, India’s richest woman, and her family oversee the O.

P. Jindal Group, valued globally at around $12 billion, with a strong African presence through Jindal Africa, headquartered in Johannesburg.

The group runs major mining and energy projects including the Kiepersol Colliery in South Africa, the Chirodzi coal mine in Mozambique, and the Mmamabula Energy Project in Botswana, with further interests in Namibia, Cameroon, Zambia, and Tanzania. These ventures cement the Jindals as one of the most influential business families shaping Africa’s steel, mining, and energy sectors.

Sunil Bharti Mittal Chairman of Bharti Airtel Sunil Bharti Mittal is the founder and chairman of Bharti Airtel, one of the world’s largest telecom groups with a deep and successful footprint across Africa through Airtel Africa. Operating in more than 14 African countries, including a strong presence in Airtel Tanzania, the group provides mobile, data, and mobile-money services to millions, driving digital inclusion and economic growth.

Mittal’s Africa strategy is widely seen as a benchmark for large-scale emerging-market execution. His net worth is estimated at around USD 1415 billion, reflecting decades of global telecom leadership and disciplined expansion.

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For years, a familiar question has echoed across Tanzania’s boardrooms and founder circles: why does startup capital flow more readily to Kenya than to Tanzania? The stock answers–Kenya has more investors, or Tanzania has fewer startups–only scratch the surface. According to Managing Partner at Warioba Ventures, Mr Martin Warioba, the real issue lies deeper in how venture ecosystems mature, particularly in frontier markets like Tanzania.

In this exclusive interview with The Citizen’s Josephine Christopher, Mr Warioba argues that Tanzania has an opportunity to change its investment narrative by strengthening the bridge between corporates and startups, while also expanding alternative financing tools beyond equity. Doing so, he says, could help build a more investable pipeline that attracts not only early-stage capital, but also growth funds already watching the market.

How do you see the Tanzanian startup and early-stage investment market today – opportunities, challenges, and trends? How do you see the Tanzanian startup and early-stage investment market today – opportunities, challenges, and trends? Tanzania has the fundamentals: a large and growing market, strong SMEs, and rising digital adoption. The biggest opportunities are in sectors where pain is structural – health supply chains, agriculture value chains, trade and logistics, B2B payments, and SME finance.

The challenge is not a shortage of ambition. It’s that we still have a thin “middle layer” that turns innovation into investable businesses: limited structured early capital, limited corporate demand signals, and limited technical assistance that allow startups to scale.

On the positive side, we’re seeing more founders building closer to real economics by focusing on distribution, collections, unit economics, compliance. That’s a healthy shift.

People often point to Kenya. What do you think Kenya has done differently that Tanzania can learn from? Kenya benefits from ecosystem density where there are more venture networks, more repeated founder wins, and more international capital that feels familiar with the market.

But mostly important, their local corporations play a stronger role in pulling startups into real revenue. When corporate buyers contract startups, integrate them into operations, co-build solutions, and sometimes acquire them, investors see a credible path to scale and exit.

It is now time for Tanzania to fire up its own corporate base: banks, MNOs, logistics firms, FMCG players, manufacturers, and energy companies. If these corporations turn engagement with startups into a structured strategy, capital will follow.

You’ve said corporations should do more. What does meaningful corporate participation look like? I think of five practical roles corporates can play: first as a customer and procure from startups by turning pilots into contracts; second as a distribution partner to provide channel access through agents, branches, merchants, suppliers.

They can also be capability builder for mentorship, technical expertise, governance coaching, forth as a co-investor to provide strategic tickets alongside local angel networks and local VC funds and lastly as an acquirer for when innovation works, local corporates can provide exit option by buying startup, merging with it, or building a joint venture. There has to be real intention of turning “innovation” into a predictable pipeline, not just a CSR activity For Warioba Ventures specifically, how many startups have you invested in and in which sectors? We have invested in two Tanzanian startups: Dawa Mkononi and Tunzaa, and we are currently working on a third investment right now.

We are sector-agnostic, early-stage, tech-enabled startups investors. We pair capital with technical assistance support particularly around technology expertise, governance, partnerships, and readiness for follow-on capital.

Have local angelscorporates co-investing with you helped unlock follow-on foreign capital? Any concrete examples? Yes. Local participation often de-risks and builds trust to foreign capital.

And we are very proud that through our angel network, WV Angels, we have invested with local angels in both our investments. A concrete example is Dawa Mkononi, where early local capital of about $100,000 and support helped create the confidence and momentum that attracted additional foreign investment of more than $2.5 million in form of equity and debt from Axian Group, Boehringer Ingelheim Social Engagement Fund, Pontem Ventures, Sanofi Impact Fund, Stanford Graduate School of Business Impact Fund, and Villgro Africa.

We have also raised matching impact grant funds from DeveloPPPKFW program, Daraja Impact Fund and ABAN Catalytic Fund. This has helped Dawa Mkononi to grow from 14 to 100 employees in the past 3 years, serving over 3,500 customers (pharmacies, clinics and hospitals) and generating revenue of $15.5 million while supplying medicines across all 30 regions in Tanzania.

With Tunzaa, they have just closed a contract with GSM Group, one of the leading conglomerates across East Africa. The broader principle is that when local stakeholders show up then international investors convert curiosity into conviction.

Our biggest upside is that we take risks together and local investors are on the ground to provide more support. If you could ask Tanzania’s corporate leaders for one thing in 2026, what would it be? Move from intention to structure.

Create an internal “innovation interface” with budget, procurement pathways, KPIs, and leadership accountability. Then switch into an investment mindset by engaging startups as customers and partners.

How will Warioba Ventures use this year especially as you structure WV Tusonge Mbele Fund across Tanzania, Rwanda, Uganda, DRC and Zambia? We are structuring a $10 million early-stage, tech-based startups regional VC fund that will be domiciled in Rwanda but focusing on investments in Tanzania, Rwanda, Uganda, Democratic Republic of Congo and Zambia. We are building a governance-first pipeline across these African Great Lakes countries where they have traditionally traded with each other and Tanzania is a gateway through the Indian Ocean.

Warioba Ventures will be active by being on the ground, working with founders, and partnering with local corporates to convert pilots into contracts and building sustainable and scalable business Our approach is regional and we want to collaborate. Trade corridors, health supply chains, agriculture markets, and industrial services don’t stop at borders, and neither should capital networks.

We are looking forward to the challenges. .

Dar es Salaam. In a development that could significantly reshape Tanzania’s trade competitiveness, the Tanzania Bureau of Standards (TBS) has become the first institution in the country to receive ISO/IEC 17020 accreditation for inspection services.

This is a milestone widely described by experts as a strategic breakthrough for the nation’s industrial and export ambitions. The accreditation, granted (handed over) by the Southern African Development Community Accreditation Service (SADCAS) on February 13, 2026, formally recognises TBS as competent to conduct type A inspections under ISO/IEC 17020:2012 in the areas of food products and chemical-related products.

The certificates, announced on October 15 2025, are valid for five years until October 2030 and will remain under continuous surveillance by SADCAS. For Tanzania, this is not merely a ceremonial recognition.

It is a structural upgrade in how the country positions itself within the Southern African Development Community (SADC) and the broader global trading system. Speaking at the handover ceremony in Dar es Salaam, minister for Industry and Trade Judith Kapinga described the accreditation as “a weapon for Tanzania to win the SADC and international markets.

” “The attainment of international competence accreditation under ISO/IEC 17020 removes technical barriers to trade,” she said. “It is proof of professionalism and integrity in our national quality infrastructure.

This strengthens confidence among both domestic and international stakeholders in products made in Tanzania.” ISO/IEC 17020 is an internationally recognised standard that specifies requirements for the competence of bodies performing inspection.

In simple terms, accreditation confirms that TBS inspectors are technically qualified, to operate under impartial systems, use calibrated equipment and follow globally accepted procedures. Chief Executive Officer of SADCAS, Ms Eve Christine Gadzikwa, underscored the weight of the achievement.

“Achieving accreditation is no small feat. It is a rigorous and demanding journey,” she said.

“Accreditation is a formal recognition by an authoritative body of competence to carry out inspection, testing or certification. In this case, we are celebrating inspection accreditation.

” She noted that as of January 13 2026, SADCAS had issued 406 accreditation certificates to 343 facilities across 13 member states, with additional certifications beyond the region. TBS now joins a select group whose accreditation is internationally recognised through SADCAS’ affiliations with the International Laboratory Accreditation Cooperation (ILAC), the International Accreditation Forum (IAF), and the Global Accreditation Cooperation (GLOBAC).

“The importance of this certificate,” Ms Gozikwa emphasised, “is that it enables Tanzania to gain market access and competitive advantage when trading across borders. Consumers are asking: who has inspected this product? Can I trust it? Accreditation provides that confidence.

” Strengthening Tanzania’s regulatory backbone TBS operates under the Standards Act No. 2 of 2009 and is responsible for enforcing mandatory product standards, including pre-shipment verification of imports.

The ISO/IEC 17020 accreditation strengthens its regulatory mandate by ensuring its inspections meet globally benchmarked standards. Director General of TBS, Dr Ashura Katunzi, said the achievement is the result of more than a year of rigorous assessment, completed in October 2025. “TBS is now the first institution in Tanzania and the second in East Africa to receive this accreditation from SADCAS,” she said.

“This confirms that our inspection systems at production sites, ports and border posts meet international requirements.” She pledged that TBS would continue enhancing professionalism and integrity to maintain the accreditation and ensure Tanzania’s services remain globally competitive.

Trade experts say the accreditation positions Tanzania more favourably within SADC and under the African Continental Free Trade Area (AfCFTA). A trade and industrial policy expert, Dr Haji Semboja, argues that technical barriers to trade have long undermined African exports.

“Many African countries struggle not because their products lack quality, but because their conformity assessment systems are not internationally recognised,” he said. “With ISO/IEC 17020 accreditation, Tanzanian inspection reports carry greater weight.

This reduces duplication of inspections and lowers transaction costs for exporters.” He added that sectors such as agro-processing, mineral beneficiation, pharmaceuticals and consumer goods stand to benefit significantly, areas already identified by SADCAS as regional priority value chains.

Similarly, an economist and industrial development analyst, Mr Samuel Wange, views the accreditation as an essential pillar for Tanzania’s industrialisation agenda. “Industrialisation is not just about factories; it is about systems of trust,” he explained.

“When buyers in SADC or Europe see that Tanzania’s inspection body is internationally accredited, they are more willing to source from us. This enhances our reputation as a reliable trading partner.

” Beyond trade facilitation, accreditation sends a strong signal to investors. It demonstrates that Tanzania’s quality assurance systems are credible, transparent and accountable.

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Rombo. Prime Minister Mwigulu Nchemba has directed the Kilimanjaro Regional Commander of the Prevention and Combating of Corruption Bureau (PCCB) to investigate alleged irregularities in several stalled construction projects in Rombo District Council, including a case where a contractor was reportedly paid in full before completing the work.

The projects under scrutiny include the construction of a dormitory and 16 toilet cubicles at Maki Secondary School, which remain incomplete despite full payment having allegedly been made to the contractor. Dr Nchemba also ordered investigations into the construction of 10 toilet cubicles and two dormitory blocks at Mamsera Secondary School.

The project has reportedly stalled for an extended period, with some of the dormitory walls already developing cracks. In addition, the Prime Minister cited concerns over the construction of a fish pond at Mrao Keryo, where the contractor is accused of carrying out substandard work and reducing the size of the pond from the original design.

Speaking at Sabasaba grounds in Rombo on Thursday, February 19, 2026, Dr Nchemba expressed dissatisfaction with the quality of the projects and questioned district officials over the delays and structural defects. “In a district like Rombo, how can a project stall for so long that buildings begin to crack?” he asked, directing the anti-corruption body to conduct a thorough probe and submit a report for further action.

He said the government would not tolerate negligence, laxity or misappropriation of public funds, adding that decisive measures would be taken once the agency presents its findings. Responding to the Prime Minister, Rombo District Executive Director Goodwin Chacha said the council would form a team to follow up on the projects.

He said that in one of the projects, the funds disbursed were insufficient, prompting the council to initiate procedures to request additional financing. Mr Chacha also noted that the Sh130 million allocated for the construction of a dormitory at Maki Secondary School was inadequate to complete the project, citing rising construction costs.

However, he maintained that not all funds had been paid directly to the contractor, saying part of the money was used to purchase materials and cover labour costs. Meanwhile, the council engineer, Mr Boniface Kalikela, said the contract for the fish pond project had already been terminated and that the council would proceed with the remaining works under force account.

The Prime Minister said action would be taken upon receipt of the investigation report. .

Njombe. Tanzania’s ambition to take higher education closer to its people is steadily taking shape in the Southern Highlands, as the University of Dodoma (UDOM) intensifies construction of its first-ever campus in Njombe Region.

The campus, being constructed under the government-backed Higher Education for Economic Transformation (HEET) project and valued at Sh20 billion, according to local experts, is a strategic intervention in a country where access to university education has for decades been geographically uneven. The project, which began in May 2025, is contractually scheduled for completion on May 26 2026, just weeks before the national deadline of June 2026 set for all HEET beneficiaries across the country.

Upon completion, the Njombe campus is expected to admit at least 1,000 students in the 2026/27 academic year, marking a turning point for a region that has long watched thousands of its young people migrate to Dar es Salaam, Dodoma and Mwanza in search of limited university slots. During an inspection visit on February 18, 2026, UDOM Vice Chancellor Prof Lughano Kusiluka expressed confidence that the project could be completed three months ahead of schedule.

“This is a very encouraging stage of implementation. Despite the initial challenges, the contractor has intensified the pace of work, and we are confident the project will be completed within the agreed timeframe,” he said.

Prof Kusiluka stressed that meeting the May 2026 completion date is non-negotiable, given the national June 2026 HEET deadline. “We have no option but to deliver this project on time.

It is a strategic investment aimed at strengthening higher education and contributing to national development,” he emphasised. The Vice Chancellor directed both the project consultant and contractor to increase manpower immediately, secure construction materials in advance and maintain day-and-night shifts to safeguard the timeline.

He also underscored the importance of strict financial discipline. “These funds are dedicated to transforming higher education.

We must ensure value for money and tangible results that will benefit students and the wider community,” he said. What is being built? The 110-acre site, allocated by Njombe Regional authorities, will host an administration block, lecture theatres, modern laboratories, a library, a cafeteria and a dispensary.

The contractor says the project will complete as on time. “The contract clearly states that the project must be completed by May 26, 2026. To achieve this target, we are increasing manpower and reorganising our work schedule to accelerate progress,” said the Dimetoclasa Real Hope Ltd Managing Director, Mr Dickson Mwipopo.

He acknowledged that the project faced nearly two months of disruption due to material shortages and logistical miscalculations. He noted that the election period also slowed production in some manufacturing industries, affecting supplies of steel and aggregates.

“Currently, production has stabilised, materials are available, and with round-the-clock operations, we are confident we will meet the deadline,” Mr Mwipopo said. A reform beyond bricks and mortar The HEET project, financed through a World Bank facility, is one of Tanzania’s most ambitious higher education reforms in recent years.

Its goal is to expand infrastructure, modernise laboratories and learning facilities, strengthen science, technology, engineering and mathematics (STEM) programmes, and enhance universities’ capacity to drive economic transformation. Nationally, HEET is supporting public universities to expand enrolment, upgrade teaching and research infrastructure, and align academic programmes with Tanzania’s industrialisation agenda.

For years, access to higher education has been concentrated in a few urban centres. Data from the Tanzania Commission for Universities (TCU) show that enrolment has grown significantly over the past decade, but demand continues to outstrip supply, particularly in science-based programmes.

Regions without university campuses have historically experienced lower transition rates from secondary to tertiary education. Students from Njombe, Ruvuma and neighbouring areas often face financial and social barriers associated with relocation to distant cities.

The establishment of UDOM’s Njombe campus directly responds to this imbalance. An education policy analyst based in Njombe, Dr Rehema Mhando, said the campus carries transformative potential for the region.

“For years, our brightest students have had to leave Njombe to access university education. Many never return.

Establishing a campus here changes that dynamic,” she said. “This is not just about 1,000 students.

It is about building a knowledge economy in the Southern Highlands. Local businesses will grow, innovation will increase, and the region’s human capital will improve.

” She added that decentralising higher education is essential if Tanzania is to achieve equitable development. “When higher education remains concentrated in a few cities, regional disparities widen.

HEET is attempting to correct that imbalance. The real test will be sustainability beyond infrastructure–quality teaching, strong programmes and industry linkages,” she said.

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Rombo. The Ministry of Natural Resources and Tourism has announced plans to revive the trade in live animals, including baboons and monkeys, rather than killing them, as a measure to reduce their numbers in residential areas and boost national revenue.

The announcement was made on Thursday, February 19, 2026, by the Minister of Natural Resources and Tourism, Dr Ashatu Kijaji, while addressing concerns from Rombo District residents over animal invasions in their homes. “Rather than killing them unnecessarily, the government, under the guidance of our President Samia Suluhu Hassan, has directed the ministry to address this issue and revive the live animal trade so that these baboons and monkeys can be sold instead of being killed, generating revenue while solving the problem for our people,” said Dr Kijaji.

“Previously, we managed live wild animals, but the practice stopped in 2016 due to challenges. Government instructions have now directed us to address it.

Currently, we have been forced to kill more than 247 baboons due to this problem,” added the minister. Among other achievements, Dr Kijaji said that Kilimanjaro National Park (Kinapa) has generated over Sh363.7 million in revenue.

“Through our Kilimanjaro National Park, we, as a nation, are very proud. We commend Rombo residents for protecting our region and the park.

Kilimanjaro National Park is the second-largest contributor to national revenue,” he said. Residents’ concerns At the meeting, resident Ms Jenesta Tarimo said they have suffered for years from animals destroying crops annually.

“Honourable Minister, we request assistance to remove these destructive animals that have spread in our areas because they eat seeds and trample young crops. We are greatly suffering,” she said.

Another resident, Ms Silvia Tesha, said the animals have made farming impossible, “We have no food because of these animals. They have been a major nuisance to citizens.

We cannot farm or work on our fields.” .

The decision by the Dar es Salaam regional authorities to remove traders operating in informal spaces marks a decisive return to order. It follows clear instructions from Regional Commissioner, Albert Chalamila, delivered during the reopening of Kariakoo Market.

That moment carried both symbolism and responsibility. Kariakoo is not just a market.

It is the commercial heart of the city. It is also a space shaped by public investment, including billions of shillings spent on restoring the Market after the 2021 fire.

Such investment demands protection. It demands discipline.

It demands governance that is firm, fair, and consistent. The reopening ceremony, presided over by President Samia Suluhu Hassan, set a clear vision.

Roads must remain open. Access must be guaranteed.

Safety must come first. Rescue services must move freely.

These are not cosmetic goals. They are core principles of an organised city.

The latest directives by the council seek to restore this order. Streets and walkways must be cleared.

Goods must return inside shops. Bodaboda and bajaji operators must use designated stations.

Cargo vehicles must follow strict time schedules. These measures are not punitive by design.

They are corrective by necessity. Yet enforcement alone will not solve the problem.

The scale of informality in Kariakoo reflects deeper structural pressures. Thousands depend on small trade for survival.

Limited space, weak supervision, and poor coordination have allowed disorder to entrench itself. This reality cannot be ignored.

Leadership within trader associations has been candid. Agreements exist.

Rules exist. Plans exist.

What has failed repeatedly is implementation. Supervision fades.

Discipline weakens. Old habits return.

The city resets. The cycle repeats.

This moment must be different. Order cannot be seasonal.

It must be permanent. Rules cannot be selective.

They must be universal. Dialogue must continue.

But it must be matched with consistency and lawful authority. An organised Kariakoo is not an enemy of livelihoods.

It is their protection. Safety, access, and structure are the foundations of sustainable commerce.

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