Category: The Citizen

Dar es Salaam. It is a mother’s worst nightmare: leaving your infant twins alone in a room, stepping out to withdraw money, and returning to find them dead.

This was the harrowing ordeal of Ms Mwajuma Milonge, who has now been acquitted by the High Court, Dar es Salaam Sub-Registry, after being charged with murdering her 10-month-old twins, Sulaiya and Suleiya Kunembe. In a ruling delivered on February 6, 2026, Judge Hussein Mtembwa cleared Ms Milonge of all charges, citing serious gaps in the police investigation, leaving one haunting question unanswered: who hanged the twins? The deaths occurred on September 28, 2024, in Kisanga, Kinondoni District.

Initially, the charge sheet alleged that Ms Milonge, popularly known as “Mama Wawili”, intentionally caused the deaths of her children. The prosecution claimed she had developed hostility toward the twins, frequently beat them, and had complained of being overwhelmed with childcare responsibilities, allegedly insisting they should live with their father.

On the day of the incident, the State alleged she strangled and hanged the babies until they weakened. Neighbours rushed to the scene after hearing cries for help and took the children to the hospital, where they were pronounced dead.

A post-mortem report later confirmed death by suffocation due to hanging. Ms Milonge was represented by Roman Selasini Lamwai and Mary Masumbuko Lamwai, while State Attorney Grace Kibaki prosecuted the case.

The prosecution called four witnesses and tendered two exhibits. Court’s analysis of evidence In his written ruling issued on Tuesday, February 10, 2026, Judge Mtembwa accepted that the twins died on September 28 but found no evidence directly linking Ms Milonge to their deaths.

He noted that Section 199 of the Penal Code allows for the conviction of a mother who intentionally kills a child under 12 months, but emphasised that at the time of the incident, Ms Milonge had not fully recovered from childbirth, a factor that could affect her mental state and intent. “The court finds no direct evidence connecting the accused to the deaths,” Judge Mtembwa ruled.

Witnesses testified that the landlord heard Ms Milonge calling for help at around 9:00 a.m.

, while the twins’ father was informed of their condition before they were taken to the hospital. A police officer who examined the scene confirmed visible hanging marks on the babies’ necks, findings supported by the post-mortem report and testimony from Dr Paul Ngwa’lali.

Defence account Ms Milonge told the court she had left the children alone briefly to withdraw money sent by their father. Upon returning, she found them weak and immediately alerted neighbours, who helped rush them to Sabina Hospital, where doctors declared them dead.

Judge faults police investigation While acknowledging that Ms Milonge was the last person seen with the twins alive, Judge Mtembwa criticised investigators for failing to verify her alibi properly. “The evidence suggests that when the accused went to withdraw money, someone else could have hung the children.

This possibility was never investigated,” he said. The judge further observed that her swift action in alerting neighbours and contacting the father indicated she was not mentally impaired or attempting to conceal wrongdoing.

After assessing all the evidence and observing her demeanour in court, Judge Mtembwa found Ms Milonge credible and acquitted her of both murder charges. .

Dar es Salaam. Young Africans SC (Yanga) now face a daunting task to keep their CAF Champions League hopes alive after suffering a narrow 10 defeat to Morocco’s ASFAR on February 7, 2026 at the Rabat Olympic Stadium.

The loss has left the Tanzanian champions staring at possible group-stage elimination, with their qualification fate no longer fully in their own hands. ASFAR sealed victory through Anas Bach, who struck decisively in the 85th minute after pouncing on a loose ball that had been only partially cleared by Yanga captain Bakari Mwamnyeto.

The danger stemmed from a teasing cross by Fallou Formose Mendy, and Bach reacted quickest to punish a brief lapse in Yanga’s defence. The result lifted ASFAR to eight points from five matches, leaving the Moroccan side just one point away from confirming a place in the quarterfinals.

They will travel to Cairo on February 15 to face Egypt’s Al Ahly, who sit top of the group with nine points following a goalless draw away to JS Kabylie. Al Ahly also need only a draw or a win to progress, setting up a high-stakes showdown in Cairo that will effectively decide the final qualification picture in the group.

For Yanga, the road to the knockout stage has become extremely complicated. On the same day ASFAR face Al Ahly, the Dar es Salaam giants will host Algeria’s JS Kabylie at the New Amaan Complex in Zanzibar.

Although Kabylie have already been eliminated with just two points, Yanga’s margin for error is nonexistent. To qualify, Yanga must beat JS Kabylie by at least three clear goals without conceding, while also hoping Al Ahly defeat ASFAR in Cairo.

Any slip in either match would confirm Yanga’s exit at the group stage. The situation leaves Yanga in a precarious position, relying not only on a dominant performance of their own but also on favourable results elsewhere.

Their frustration is heightened by the missed chances against ASFAR that could have changed everything. Prince Dube came agonisingly close in the 76th minute when his effort struck the underside of the crossbar, before he failed to convert the rebound.

Clement Mzize and Dube again squandered clear openings late on, only for ASFAR to remain resilient and strike decisively at the end. With qualification hanging by a thread, Yanga now head into a decisive final matchday knowing only a commanding win and help from Cairo can keep their CAF Champions League dream alive.

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Dar es Salaam. For years, autism in Tanzania lived in the shadows, misunderstood, mislabelled and, in many cases, hidden behind closed doors.

Families quietly coped with stigma, while children were denied basic services and the chance to belong. Today, the narrative is shifting.

Slowly, but noticeably, autism is beginning to be recognised not as a matter of charity, but as a human rights and development issue, one that demands collaboration across health, education, communities and government. That message came through clearly at the recently held Autism Awareness Charity Gala Dinner in Dar es Salaam, organised by Lukiza Autism Foundation, which also marked the organisation’s fifth anniversary.

Speaking at the event, a board member of Women Fund Tanzania Trust and founder of Nendiwe Feminist and Wellness Centre, Ms Mary Rusimbi, challenged society to abandon sympathy-based approaches. “It is time to move away from seeing support for people with autism as charity.

This is a matter of rights,” she said. Her words reflect a growing consensus among experts: without deliberate systems to recognise, diagnose and support autism, Tanzania risks leaving thousands of children behind.

Globally, the World Health Organisation estimates that one in 100 children is on the autism spectrum. In Africa, data remains limited due to weak diagnostic systems, cultural misconceptions and lack of trained professionals.

In Tanzania, there is no official national autism registry, but health experts agree that cases are rising-not necessarily because autism is new, but because awareness and detection are improving. Yet access to specialised services remains concentrated in urban centres, leaving rural families especially vulnerable.

The government has increasingly acknowledged autism in public speeches and policy discussions. In recent years, authorities have committed to improving early detection, treatment and inclusive education, while calling for stronger anti-stigma measures.

A notable step has been the teacher training project on autism detection, launched in Dar es Salaam, aimed at equipping educators with skills to identify early signs of autism and refer pupils for support. Education officials say this is crucial, as schools are often the first place where developmental differences become visible.

“Policies exist, but services on the ground are still very limited,” said chairperson of Lukiza Autism’s board, Dr Edward Kija. “Many children are diagnosed late, and some never reach a health facility at all.

” For Rehema Mussa, a mother from rural Coast Region, the journey has been lonely and exhausting. Her son, now nine, showed signs of autism at an early age, delayed speech, difficulty with social interaction and extreme sensitivity to noise.

“People told me I had bewitched my child, or that I had failed as a mother,” she recalls. “Even teachers did not understand.

Some said he was stubborn or mentally ill.” At the local primary school, her son was repeatedly punished for behaviours he could not control.

Teachers lacked training, and there were no support structures. Eventually, Ms Mussa withdrew him from school.

“If teachers were trained, my child would still be in class,” she said. “Awareness is everything.

” Her experience mirrors findings from several studies showing that misconceptions among educators and communities remain one of the biggest barriers to inclusion. Civil society filling the gaps Organisations like Lukiza Autism Foundation have stepped in to bridge these gaps-through awareness campaigns, parent support, advocacy and professional training.

According to founder and executive director, Ms Hilda Nkabe, the gala dinner had five key objectives, including fundraising for a five-year child wellbeing project, launching Run 4 Autism 2026, and recognising autism champions. “So far, autism awareness has reached about 30 percent of Tanzanians through media and campaigns,” she said.

“We have also trained more than 250 university students in inclusive and therapeutic skills.” Experts note that anxiety is one of the most overlooked challenges for people with autism, often affecting learning, communication and daily functioning–underscoring the need for holistic support beyond diagnosis.

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Dar es Salaam. The Ocean Road Cancer Institute (ORCI) has marked significant milestones in its 30 years of existence, establishing itself as a premier cancer treatment centre in East Africa and the Sub-Saharan region.

The institute has commissioned modern cancer treatment equipment, developed a skilled workforce, and attracted substantial investment in infrastructure. ORCI is now seeking accreditation from international cancer oversight bodies, a move that would position it not only as a regional hub but also as a leading centre across Africa.

Speaking to The Citizen recently, ORCI executive director, Dr Diwani Msemo, said the institute is proud of the government’s support as it commemorates three decades since its 1996 establishment. “President Samia Suluhu Hassan’s administration has invested over S0 billion in modernising ORCI’s cancer treatment facilities in the past four years,” he said.

“Patients no longer need to travel to India for oncology treatment, as our local capacity is sufficient. ORCI is on track to become a continental hub, ranking third after South Africa and Egypt, and attracting international students due to enhanced infrastructure and expertise,” he added.

Dr Msemo highlighted that the commissioning of Positron Emission Tomography (PET) scanners allows ORCI to offer services previously sought abroad. Furthermore, he said the shift from 2D to 3D radiotherapy for women’s cancers enables precise tumour targeting while protecting healthy tissue.

He noted that delegates from the International Atomic Energy Agency (IAEA) during their recent visit pledged support for ORCI’s accreditation process, recognising its world-class equipment and skilled personnel, which remain unmatched in East and Southern Africa. IAEA Africa Regional Director, Mr Gashaw Wolde, who first visited ORCI 18 years ago, praised the institute’s progress.

“Ocean Road has made remarkable strides in expanding cancer management services. The newly commissioned Cyclotron and PET facilities now offer advanced diagnostic services to Tanzanians,” he said during a recent visit.

Acknowledging ongoing cancer challenges, Mr Wolde urged Tanzania to continue strengthening national capacity, commended ORCI for its achievements, and encouraged the institute to maintain momentum in serving the community. On Monday, February 2, 2026, Health Minister Mohamed Mchengerwa launched a Sh18.7 billion PET CT scanner at Ocean Road Hospital, noting that the test will now be available locally for Sh1.2 million, down from Sh68 million previously incurred abroad.

“We are ready to host patients from other countries,” Mr Mchengerwa said, citing Malawi’s plan to send 1,900 patients who would have otherwise gone to India. He explained that PET scans assess cellular and tissue activity, unlike CT and MRI scans, which only show structural images.

“The service will greatly reduce the burden on citizens, who previously had to travel abroad, paying Sh68 million for the test alone, excluding travel and accommodation cost,” he added. Reflecting on the 30-year journey, retired ORCI cancer specialist, Dr Khamza Maunda, recalled early challenges, including a lack of equipment and limited staff.

“Despite these hurdles, we gradually reorganised and improved,” he said, noting that specialist training was introduced in 2013. Radiology expert, Dr Yokebeth Vuhahula, highlighted the absence of a pathology department in the past, which required patients to go to Muhimbili National Hospital for tests. “All necessary diagnostics are now conducted at ORCI.

” Oncology expert, Mr Mwanga Mhoka, emphasised the expansion of the nursing workforce, while cancer survivor, Dr Jasmin Salum, said ORCI restored her hope. Dr Carol Swai of the Health Insurance Clinic noted increased regional patient numbers following government investment, “The influx has been particularly due to the venture made at a facility.

” Dr Maguha Ollo stressed the importance of grassroots education via local radio. Dr Abubakar Hassan said modern equipment now provides detailed diagnostics, and the ongoing commissioning of new treatment units is expected to reduce waiting times.

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Unguja. The final night of Sauti za Busara on Saturday, February 8, unfolded with mixed emotions disappointment, sadness and, ultimately, appreciation, after organisers announced that legendary Malian musician Salif Keita would not perform due to health complications.

The news landed heavily among fans who had waited patiently throughout the evening, many of them hoping to witness what the 75-year-old icon would deliver at this stage of his celebrated career. For weeks, anticipation around Keita’s appearance had hovered over the festival, turning the final day into one of the most talked-about moments of the 2026 edition.

Despite strong and energetic performances by Mehmet Polat Quartet, Nara Couto, Seby Ntege and Atanda and Afrojazz Messengers, the crowd’s attention remained firmly fixed on Keita. Eyes and ears were tuned not only to the music on stage, but also to the question lingering in the air: would the music legend appear? Salif Keita’s band took to the stage with his performers and his daughter during the February 8, 2026 show at Sauti za Busara, stepping in after the legendary Malian singer was confirmed absent on medical advice.

As the wait continued, organisers confirmed that Keita would not take the stage. His management explained that doctors had advised him against performing, warning that doing so could put him at serious risk, including the possibility of a heart-related medical emergency.

The announcement triggered visible disappointment among some fans, especially those who had travelled long distances specifically to see him. “I spent a lot of money travelling from Japan just to see Salif Keita,” said a Japanese photographer who asked not to be named.

“In the end, this is how it turned out. Personally, I feel very disappointed.

” Still, Keita’s absence did not bring the festival to an abrupt emotional halt. Instead, his band stepped forward, joined by two female vocalists and his daughter, also a musician, to honour him through his music.

Together, they performed some of his most cherished songs, including Africa, one of his signature works and a symbol of his enduring influence. The tribute performance, which lasted about one hour and ten minutes, gradually shifted the atmosphere.

What began as sadness and frustration slowly transformed into appreciation, as fans connected with Keita’s legacy through the voices and musicians he has mentored and inspired. By the end of the set, applause replaced disappointment, and the crowd embraced the moment for what it was.

After the performance, Sauti za Busara organisers addressed the press to explain what had happened behind the scenes. Festival Director at Sauti za Busara, Journey Ramadhani said the team had hoped until the last moment that Keita would make it to Zanzibar.

“We truly expected to have our elder, Salif Keita, here with us,” he said. “We announced him as early as October, but unfortunately we received news about his illness.

Even he himself did not want to miss this festival.” Ramadhani added that Keita had been eagerly anticipating the event, but medical advice left no alternative.

Adjusting the programme at such a late stage, he noted, was not an easy decision. “We had discussions, it’s not something we are used to but we agreed it was better to change the headliner,” he said.

“When we spoke to him, he told us he has his young musicians.” According to Ramadhani, the performance by Keita’s band was not meant as a substitute, but as a continuation of his musical journey.

He described the ensemble as part of Keita’s legacy, musicians he has entrusted to carry his work forward. “That’s why you saw how well the songs were performed,” he said.

“Even for us, we didn’t see his absence as something negative. Salif Keita not being here does not mean the end of the journey.

” As Sauti za Busara drew its curtain on the final night, the festival closed not with the presence of its most anticipated star, but with a powerful reminder of his influence a legacy that resonated through music, memory and the next generation. .

Dar es Salaam. Instilling in young women the conviction that leadership is attainable, ethical success is achievable, and collaboration is essential remains the guiding philosophy of Mary Joan Msonsa, Managing Director of Ideon Limited and Co-Chief Executive Officer of Jofort Intertrade Company Limited.

These principles, shaped by years of experience and personal reflection, define her leadership journey and her enduring commitment to inclusive development. With more than 14 years of professional experience, Ms Msonsa has built a distinguished career across financial strategy, business development and digital transformation.

Her work has not only strengthened institutional performance but has also generated tangible social impact. Through her enterprises, she has created employment for more than 1,300 people, of whom 80 per cent are women and young people, contributing meaningfully to poverty reduction and economic inclusion.

“I want young women to understand that they do not need permission to lead, to innovate, or to influence policy,” she says. “They must navigate both corporate and community spaces with confidence, by building competence, emotional intelligence and cultural awareness, supported by mentorship and continuous learning.

” Beyond her professional responsibilities, Ms Msonsa is a wife and mother of three. Her career began in 2008 at the National Bank of Commerce (NBC), shortly after completing her Advanced Level studies.

She later joined Real People Microfinance as Operations Manager, where she gained hands-on experience in financial service delivery and operational management. Her passion for community development subsequently drew her to the Women Empowerment and Development Agency (WEDAC), a non-governmental organisation focused on capacity building and financial management for Maasai women in northern Tanzania.

Between 2009 and 2012, she pursued a Bachelor’s degree in Human Resources Management at the Open University of Tanzania. She later obtained a Master’s degree in Business Administration from the same institution, completing her studies between 2017 and 2019. These academic foundations strengthened her analytical skills and expanded her leadership perspective.

Determined to make her leadership journey both deliberate and impactful, Ms Msonsa also attended several short professional courses, including training in diplomatic communication and leadership at the Institute of Directors in Tanzania (IoDT). From these experiences, she refined a leadership ethos grounded in integrity, accountability and respect for people, values she regards as non-negotiable.

“I believe results should never come at the expense of values. Transparency, fairness and leading by example are essential.

Leadership is not about titles. It is about trust,” she says.

At Ideon Limited, she oversees the execution of corporate strategy, supervises daily operations, and drives revenue growth initiatives. Her leadership has been marked by a consistent emphasis on innovation and long-term planning within the financial services sector.

By fostering a culture of performance, accountability and creativity, she has guided her teams to exceed operational targets while maintaining ethical discipline. Asked why Tanzania needs women leaders who are committed to innovation and strategic planning in financial services, Ms Msonsa points to women’s unique understanding of economic realities.

“Women experience economic life from households to communities. When women lead strategy and innovation, financial products become more inclusive, practical and sustainable.

Without women at decision-making tables, financial systems miss critical perspectives,” she explains. She also highlights the structural barriers that continue to limit women’s access to financial inclusion.

These include lack of collateral, limited financial literacy, rigid institutional policies and persistent cultural bias. For meaningful change to occur, she argues, inst tutions must rethink their approaches.

“What must change first is mindset. Financial institutions need to design products that reflect women’s realities and invest in financial education, especially in rural and informal economies.

Without this shift, inclusion will remain superficial,” she says. At Ideon, Ms Msonsa has embedded a culture of deliberate growth and empowerment for women.

Professional development, she explains, is not left to chance. The company invests in mentorship, continuous skills development and leadership exposure.

Women are entrusted with responsibility, encouraged to lead and supported as they grow. This approach, she believes, strengthens organisational resilience and drives sustainable performance.

Her entrepreneurial journey also includes the co-founding of Jofort Intertrade Company Limited in 2010. Established as a professional cleaning and environmental care enterprise, the company has grown into one of Tanzania’s leading service providers in its sector. It now employs more than 1,300 people, mostly women and youth, providing stable income and long-term economic security.

“I am proud of building and leading organisations that work both financially and socially. From transforming operations and driving digital adoption, to structuring sustainable business models for institutions serving underserved communities, the real success is impact.

Changing the lives of 1,300 people by giving them opportunity is deeply fulfilling,” she says. Under her leadership, Jofort Intertrade has received recognition as the country’s best cleaning company.

It continues to enhance service standards, expand its customer base and contribute to the reduction of youth unemployment. Ms Msonsa attributes this success to clarity of vision, strong organisational systems and a servant leadership philosophy.

“My focus has always been on empowering teams, building structures that endure, and remaining connected to people on the ground. This ensures that growth is meaningful, impact is scalable, and collaboration remains sustainable,” she notes.

She encourages women to identify opportunities even in sectors that are often overlooked or underestimated. According to her, value creation frequently emerges where challenges are ignored or misunderstood.

“Women must learn to observe deeply, ask better questions and trust their insights. When you understand a problem thoroughly, value creation becomes clear.

Courage and data help transform neglected spaces into thriving enterprises,” she says. Ms Msonsa’s professional experience also extends to consultancy work.

As an independent consultant for the Aga Khan Foundation East Africa, she conducted in-depth research, provided expert advisory services, and developed comprehensive project plans. These roles strengthened her expertise in regulatory compliance, risk management, human resources, finance and strategic planning.

In addition, her contributions to community development through WEDAC in Arusha remain a defining chapter of her career. As Director of Operations, she successfully bridged financial inclusion gaps among rural women.

She facilitated financial literacy training, coordinated linkages between women’s groups and financial institutions, supported agribusiness initiatives, and promoted sustainability partnerships. These efforts reflected her enduring dedication to empowering marginalised communities and fostering inclusive development.

Her message to emerging female leaders is rooted in balance, discipline and self-awareness. She urges women to learn to delegate, establish boundaries and rest intentionally, in order to sustain effectiveness and avoid burnout.

“I value clarity over urgency and purpose over pressure. Faith, reflection and self-awareness keep me grounded.

Burnout is not a badge of honour. Sustainability is,” she says.

Through her leadership, entrepreneurship and advocacy, MaryJoan Msonsa continues to demonstrate why women belong at the heart of financial innovation. Her journey reflects the transformative power of purposeful leadership, grounded in integrity and driven by a vision of shared prosperity.

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Dar es Salaam. The government has directed all public and private institutions to adopt the national residential addressing system in a bid to improve service delivery and support the country’s transition to a digital economy.

The directive was issued by the Minister for Communication and Information Technology, Ms Angellah Kairuki, who represented the Prime Minister during National Addressing Week celebrations held under the theme Smart addressing and innovation in postal services for inclusive growth. Ms Kairuki also instructed the President’s Office Regional Administration and Local Government (Tamisemi) to establish clear procedures to ensure effective implementation of the system across sectors.

She said local government authorities have been tasked with collecting accurate residents’ data and installing street names to facilitate the development of reliable addressing databases. “To ensure efficient service delivery, systems must be built on accurate data,” she said.

She added that postal agents and the ministry had been directed to procure vehicles to improve the transportation and delivery of services to citizens. According to the minister, the residential addressing system has simplified the delivery of both public and private services and has attracted interest from other countries seeking to learn from Tanzania’s experience.

She said the project, implemented by the Ministry of Communication and Information Technology in line with the 2003 Postal Policy, is a key tool in enhancing access to services, promoting e-commerce and strengthening security. The system is also considered a critical pillar in the implementation of Vision 2050, which aims to build a knowledge- and technology-driven economy supported by reliable transport infrastructure and robust data systems.

“Knowing exactly where people live makes it easier to plan, deliver services and respond during emergencies,” she said. The Permanent Secretary in the ministry, Mr Mohammed Abdullah, said the government would continue coordinating the residential addressing fund to ensure the system’s sustainability.

He noted that quality service delivery depends on a conducive environment and strong systems, adding that the number of registered residential addresses has reached 12.9 million. Mr Abdullah said the system has been integrated with other government platforms and plays an important role in advancing the digital economy.

“We are working with the Ministry of Natural Resources and Tourism. The entire country has been mapped, and we will soon launch a tourism application to support the sector,” he said.

Several institutions have already begun using residential address data, with banks and the Higher Education Students’ Loans Board expected to start relying on the system to verify customers and beneficiaries from tomorrow. The government has also stressed the need to train couriers on proper handling and transportation of parcels, alongside capacity-building for public officials involved in managing the system.

Meanwhile, the Minister of State in the Office of the Second Vice President of Zanzibar for Policy, Coordination and the House of Representatives, Mr Hamza Hassan Juma, said the population and housing census, together with the address census, has made it easier to locate citizens nationwide. He acknowledged that initial resistance from some members of the public stemmed from limited awareness but said acceptance improved following education campaigns.

“Services are now reaching people where they live. Although not everyone has been covered yet, both governments are continuing efforts to ensure all citizens benefit,” he said.

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For some companies, hiring is treated like an administrative chore. Scan a few CVs, ask about strengths and weaknesses, and plug someone into the empty seat.

It’s fast, it’s familiar and far too often, it’s flawed. As we venture further into 2026, many organisations are setting ambitious growth targets and making bold declarations about what the “future of work” will look like.

This year offers an opportunity to rethink how we approach hiring, not as a quick fix for vacancies, but as a deliberate act of leadership that determines the trajectory of a company’s culture. According to a 2023 report by the Society for Human Resource Management, a single bad hire can cost a company up to 30 percent of that employee’s first-year earnings, not including the hit to morale, productivity, or retention.

Even worse? 82 percent of hiring managers admit to making a bad hiring decision, often due to “rushed processes” or “overreliance on gut instinct.” Hiring is one of the most strategic acts of leadership, because it reveals how you think, what you value, and what kind of future you’re designing for your brand.

Many leaders agree in theory: “Get the right people in the right seats.” But the common challenge is not intention, it’s execution.

Leaders know they need stronger teams. What they often lack is a clear methodology for attracting and retaining high-caliber talent.

Firstly, a great hire isn’t someone who simply blends in, they elevate the team. They multiply collective energy, introduce constructive tension that fuels better thinking, and help uncover blind spots you didn’t know you had.

The goal isn’t to find someone who fits the culture. It’s to find someone who adds to it.

Secondly, to attract top tier talent requires thinking like a product manager. When building a product, you don’t design based on your own preferences, you design based on what the market demands.

Talent attraction should follow the same logic. Instead of asking, ‘what do we want in an employee?’ the more strategic question is, ‘what does top talent want in an employer?’ When this alignment is off, even meaningful missions can struggle to retain high performers.

To achieve company-talent fit, organisations must audit their current infrastructure through the lens of top-tier candidates by asking What are the benefits and growth opportunities we offer? Top talent doesn’t just pursue compensation, they pursue possibilities. So when people consider joining your organisation, they’re not only asking “What will I be paid?” but “Who will I become here?” Career growth is part of the value proposition that high performers expect.

How strong is our culture of trust, flexibility, and purpose? Performance thrives in environments where people feel safe to speak up, stretch themselves, and contribute meaningfully. Psychological safety is a prerequisite for innovation.

When employees have autonomy over how they do their best work, motivation increases.Are we building systems that enable excellence or inhibit it? High performance is rarely the result of heroic individual effort.

More often, it’s the product of thoughtful design. Systems shape behaviour.

If your policies, workflows, and expectations make it harder to succeed than to stagnate, then even the most talented individuals will underperform. If your hiring criteria is “someone easy to manage,” you’re already shrinking your impact.

If your ego needs to feel smarter than the person you hire, you’re not leading, you’re performing the role of a leader. Resist the pressure to fill ASAP, yes, a vacant role hurts, but a wrong hire hurts worse and may take time to recover.

Consider the hiring process as a method of future-proofing the vision and mission of your business. .

Dar es Salaam. Manmeet Birdi has been crowned the Overall Navigator Champion of the just-ended Tanzanian National Rally Championship (NRC), capping a highly consistent and disciplined season with a total of 155 points to secure the coveted navigator’s trophy.

Representing Asas Rally Team, Birdi’s achievement underlines not only personal excellence but also the strength of teamwork and strategic execution across the championship calendar. Navigating alongside driver Randeep Singh, Birdi delivered composed and accurate pace-note reading throughout the season, a factor that proved decisive in a tightly contested championship.

The pair demonstrated resilience across different terrains and rally conditions, converting steady finishes into valuable points while avoiding costly retirements that affected several of their closest rivals. According to the official navigator standings, Birdi topped the leaderboard with 155 points, finishing ahead of Dave Sihoka (110 points) and Ally Hamoud (102 points), who completed the podium positions.

The margin reflects Birdi’s ability to score consistently across multiple events, including rallies where bonus points and stage performances played a critical role in shaping the final classification. The National Rally Championship demands far more from a navigator than simply calling notes.

Precision timing, route compliance, quick decision-making under pressure, and seamless communication with the driver are essential. Birdi’s partnership with Randeep Singh stood out for its clarity and composure, enabling Asas Rally Team to remain competitive throughout the season and ultimately emerge on top in the navigator category.

Beyond the numbers, Birdi’s triumph is a statement of experience and professionalism. In a field that featured seasoned navigators and rising talents, his ability to maintain focus over the full championship calendar proved decisive.

While others suffered DNFs or inconsistent results, Birdi maximized every opportunity to collect points, a hallmark of championship-winning campaigns. Asas Rally Team has also earned praise for its preparation and strategic approach, providing the technical reliability and team support needed to sustain a title challenge.

The navigator title adds to the team’s growing reputation within Tanzanian rallying and highlights the importance of strong driver-navigator chemistry in modern motorsport. .

Dar es Salaam. President Samia Suluhu Hassan said on Monday, February 9, 2026 that she appointed colonels as regional commissioners in two border regions due to security and strategic considerations.

On February 6, 2026, President Hassan named Colonel Yahya Ramadhani Kido as Regional Commissioner for Kagera, replacing Ms Fatma Mwassa, and Colonel Donald William Msengi as Regional Commissioner for Mtwara, taking over from Colonel Patrick Kenan Sawala, who will be assigned other duties. The appointments were announced by the Chief Secretary, Ambassador Dr Moses Kusiluka, as part of a wider reshuffle that also affected key ministries.

Kagera shares borders with Rwanda to the west, Uganda to the north and Burundi to the south-west, while Mtwara borders Mozambique to the south. Speaking during the swearing-in ceremony at State House on Monday, February 9, 2026, President Hassan said the two regions were strategically important for the country’s security.

“These regions are vital for defence and are strategic to us. They are crucial for the country’s security and that is why I have appointed colonels there,” she said, urging them to work closely with the officials they will find there or those who will be posted.

Although no major security threat has been reported in Kagera, Mozambique’s gas-rich Cabo Delgado Province, which borders Mtwara, has experienced repeated skirmishes linked to an Islamist insurgency since 2017. The attacks have caused a humanitarian crisis and disrupted Mozambique’s multi-billion-dollar liquefied natural gas (LNG) projects. The $20 billion LNG project near the Tanzanian border–one of the largest in Africa–was suspended after a 2021 jihadist attack on the town of Palma killed an estimated 800 people.

French energy giant TotalEnergies however relaunched the construction last month (January, 2026). Tanzania, which has also discovered commercially viable natural gas reserves in Mtwara and Lindi regions, is finalising negotiations with investors for a $42 billion LNG plant.

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