Category: The Citizen

Dar es Salaam. As the government prepares a framework on how small traders will benefit from the Sh200 billion promised within 100 days of President Samia Suluhu Hassan’s administration, the target group and stakeholders have raised concerns and suggested the best approach.

Among the issues cited are difficulties in accessing loans, registration procedures, and bureaucracy, while delays in applying policies, regulations, and laws were also highlighted as hurdles. Ahead of last October’s general election, President Hassan pledged that within 100 days of taking office, her government would disburse Sh200 billion to provide capital for small-scale traders and micro-industries.

These funds are separate from the 10 percent provided by each council to groups of youth, women, and the elderly to help them improve economically. Speaking recently on progress before the start of the loan disbursements, the Minister of State in the President’s Office responsible for Youth Development, Mr Joel Nanauka, said the procedure would be released in the coming days.

“In the next few days, a meeting will be held with journalists and the Ministry of Finance to provide details on how this money will be disbursed,” he said. Mr Nanauka made the remarks just days after the Minister of Community Development, Gender, Women, and Special Groups, Dr Dorothy Gwajima, briefed the public on how they could access the opportunity.

In a statement issued on January 30, 2026, Dr Gwajima invited small traders to seize the opportunity for loans provided through the National Microfinance Bank (NMB). “I would like to use this opportunity to invite and encourage all small traders to seize the government loan opportunity on affordable terms with an interest rate of seven percent per annum, provided through NMB, which has an agreement with the government to manage these loans,” she said.

The loans aim to empower small traders with annual sales not exceeding S million, including mothers and fathers selling food, street vendors, motorcycle taxi operators, and other groups recognised and registered by relevant authorities across the country. To benefit, small traders must be identified and registered in the Small Trader Identification and Registration System (WBN-MIS) and by a Community Development Officer from their council.

Applicants must also be Tanzanian citizens aged 18 and above, have a business recognised in their area or an area identified by the relevant authority, and possess a National Identification Card (Nida) or Nida number. “The loan application process is clear and user-friendly.

Applicants with a digital ID or ID number are required to go to NMB to complete the application form and submit the required documents,” the statement said. All applications are verified and assessed according to the bank’s procedures, and eligible applicants receive funds transferred into their accounts based on the type of loan applied for.

Repayment is from three to 24 months, depending on the business type, at a seven percent annual interest rate. The loan is insured against the borrower’s death or permanent disability to protect the trader and their family.

What citizens say Some small traders, including street vendors, food sellers, and motorcycle taxi operators, said that while they recognise the programme’s benefits in empowering them economically, the process of registering in formal systems is a challenge. A small trader in Kariakoo, Mr Rashid Mohamed, said most traders lack knowledge about financial systems and formalisation, making them afraid to register due to taxes, levies, and strict loan conditions.

“The government says there is Sh200 billion in capital, but we wonder how we will get it if we do not even understand the system,” he said, adding that going to the bank is another daunting task, as it could involve a long process. A food vendor in Buguruni, Ms Eva Patrick, said loans have good intentions, but implementation must consider the traders’ working environment.

She said many traders with small capital do not maintain proper sales records, making them appear ineligible. “We can benefit from these loans, but if conditions are strict, we will remain where we are and continue with informal savings and lending,” she said.

Motorcycle taxi driver, Mr Hamad Ngonyani, said enrolling in formal systems could help access capital and insurance, but the challenge is the lack of accurate information. “Many of us do not know where to start, whether from government institutions.

This will not differ from the 10 percent loans most have been providing. I do not know how this process will ensure everyone in need benefits,” he said.

He added that they earn money mainly through online advertising, which is fragile, and penalties for entering the banking system are a challenge. Mr Ngonyani said formalisation of the informal sector is important, but without adequate education, friendly conditions, and systems aligned with their reality, the programme could become a burden rather than a solution.

Warning issued Speaking on the matter, business stakeholder, Prof Haji Semboja, said every administration has introduced strategies to empower youth and small traders, but many have stalled, so it is important to examine what went wrong previously. He said to avoid repeating past mistakes, existing instruments such as policies, laws, regulations, and institutions should be used rather than introducing new ones to achieve positive results.

“Let us not look for foreign solutions, as often these funds have gone to undeserving individuals. We must avoid this to ensure the 10 percent reaches only the target group and the rest is not lost,” said Prof Semboja.

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Washington. The United States and Russia have agreed to reestablish high-level military-to-military dialogue following talks held in Abu Dhabi, the US military said on Thursday, in a move that could signal efforts to normalise some ties between the two countries.

Washington suspended direct military communication with Moscow just before Russia invaded Ukraine. The conflict, which began in 2022, has become the deadliest war in Europe since World War Two and the biggest confrontation between Russia and Western nations since the height of the Cold War.

In a statement, the US military said restoring the communication channel aims to reduce the risk of miscalculation and unintended escalation between the two sides. “Maintaining dialogue between militaries is an important factor in global stability and peace, which can only be achieved through strength, and provides a means for increased transparency and de-escalation,” the statement said.

The talks follow a meeting in Abu Dhabi between the commander of US European Command, General Alexus Grynkewich, and senior Russian and Ukrainian military officials. Despite the suspension of high-level military contacts in recent years, both sides had maintained an emergency deconfliction line to prevent accidental clashes.

US President Donald Trump and Russian President Vladimir Putin have also spoken directly on several occasions. .

Dar es Salaam. Tanzania lady golfer Neema Olomi has admitted that winning the TPC Open that climaxed last weekend in Moshi, Kilimanjaro Region, was one of the toughest moments of her golfing career.

Olomi, who finished top of the leaderboard at +2, said the tournament demanded not only skill, but also patience, focus and mental strength, as every shot mattered from the first round to the final day. “It was not easy at all,” Olomi said after sealing the title.

“This tournament tested me in every way. The course was challenging, the pressure was high, and I had to stay calm because one mistake could change everything.

” According to the final standings, Olomi emerged as the overall winner ahead of George Sembi, who finished second at +7, while Julius Mwinzani completed the top three at +9. Olomi said the presence of strong competitors pushed her to remain disciplined throughout the competition, especially when the chasing pack tried to close the gap. “I knew I was leading, but I also knew nothing was guaranteed,” she explained.

“Players like Sembi and Mwinzani were right there, and I had to fight for every stroke. I told myself to stay smart, avoid unnecessary risks and trust my game.

” The champion also credited her preparation and ability to handle difficult moments on the course, saying the key was staying positive even when the game did not go as planned. “There are moments you miss a shot, or you don’t get the result you expected, but you must keep going,” she said.

“Golf is a mental game. If you lose concentration, you lose the tournament.

” Olomi’s victory in Moshi is expected to boost her confidence as she continues to represent Tanzania in major competitions, while also inspiring other female golfers in the country to push harder and compete at a higher level. “I am happy and proud,” she said.

“Winning is special, but what makes it more meaningful is knowing that I worked for it. I hope more girls will believe they can also play and win.

” The tournament attracted golfers from different parts of Tanzania, with the leaderboard showing a tight contest behind the winner. Emmanuel Lucas also finished at +9, while several players ended the tournament at +11 and +13, underlining the competitiveness of the event.

As celebrations continue, Olomi insisted the win is not the end of the journey. “This is motivation, not a destination,” she said.

“I will go back, train harder and aim for more titles.” .

Dar es Salaam. Airtel Tanzania has strengthened its position in the mobile internet market, driven by sustained investment in network infrastructure that has expanded coverage, improved service quality and boosted data uptake, particularly in underserved rural and peri-urban areas.

Latest statistics from the Tanzania Communications Regulatory Authority (TCRA) for the quarter ended December last year show Airtel’s mobile internet market share rose to 21.04 percent from 20.7 percent in September, reflecting steady subscriber growth amid intense competition in the telecoms sector. The 0.

34 percentage-point increase underscores gradual consolidation of Airtel’s user base, underpinned by continued rollout of network infrastructure, including new communication towers and upgrades to 4G and 5G services. In a statement, Airtel said the growth had been fuelled by strategic network expansion, notably through tower deployments in partnership with the Universal Communications Service Access Fund (UCSAF), with a focus on extending connectivity to rural areas.

Airtel Tanzania managing director Charles Kamoto said the company’s participation in UCSAF Phase 10 highlighted its commitment to accelerating digital inclusion. He noted that by constructing 132 of the 201 planned sites, Airtel was playing a leading role in expanding connectivity to underserved communities while strengthening national digital infrastructure.

In recent months, the company has stepped up the rollout of new towers across the Central, Lake, Southern, Northern and Coastal zones as part of a deliberate strategy to deepen network reach and enhance service reliability. Regions such as Singida, Dodoma and Shinyanga have been prioritised, reflecting targeted investment in high-growth but infrastructure-deficient markets.

By improving coverage in these areas, Airtel aims not only to close connectivity gaps but also to attract new subscribers and lift average revenue per user, reinforcing its standing as one of the country’s largest mobile operators. The infrastructure push has also supported growth in fixed internet services.

TCRA data show Airtel’s fixed internet subscriptions rose to 157,448 during the quarter, from 120,652 in September, signalling rising demand for high-speed and reliable connectivity among businesses, institutions and heavy-use households. The gains in fixed broadband complement Airtel’s mobile data growth and point to a broader convergence strategy, with network investments and bundled offerings helping to diversify revenue streams and strengthen customer loyalty in a market where fixed broadband penetration remains relatively low.

Airtel also recorded gains in mobile financial services. Its mobile money market share increased to 18.5 percent from 18.1 percent in September, while transaction volumes rose by 14.3 percent to 119.4 million from 104.5 million in the previous quarter.

The growth reflects higher usage intensity, supported by an expanded agent network, improved service reliability and enhanced digital payment solutions. Airtel Tanzania head of communication Jackson Mmbando said the ongoing Mwaka Umenyooka na MyAirtel Money App campaign had attracted thousands of participants nationwide, driving adoption of digital financial services.

According to TCRA, Airtel also improved its quality-of-service performance to 99.5 percent from 97.2 percent in the previous quarter, indicating reduced downtime and greater service consistency. During the same period, reported fraudulent attempts fell by 25 percent to 1,174 cases, a decline the regulator attributed to stronger security frameworks and initiatives such as Airtel’s AI-powered Kataa Matapeli anti-fraud campaign.

Collectively, improvements in network quality, security and service delivery are reinforcing customer trust in Airtel’s digital ecosystem, positioning the operator for sustained growth as data and mobile financial services become increasingly central to daily economic activity. .

Dar es Salaam. While the government has issued a Sh200 billion cheque to empower youth and women economically, Prime Minister Dr Mwigulu Nchemba said it will take firm action against those practising exploitation and usury through predatory loans.

Dr Mwigulu directed the Minister of State, Prime Minister’s Office Regional Administration and Local Government (PMO-RALG), Prof Riziki Shemdoe, to instruct regional commissioners to act against individuals exploiting Tanzanians’ hardships to trap them in unfair loan arrangements. The Prime Minister gave the directive on Thursday, February 5, 2026, in Dodoma during the Sh200 billion cheque handover for the Youth Development Fund, part of President Samia Suluhu Hassan’s pledge to implement initiatives within 100 days of her 2025 election campaign.

On disbursing the funds, Dr Nchemba stressed transparency in the terms of release and urged communities to support the government’s efforts to protect citizens from harsh loan conditions. “Without clearly explaining the terms, citizens assume street loans have easier conditions than banks.

No bank imposes harsh conditions like predatory lenders, yet people rush to them. Even employees of the Bank of Tanzania and government officials are sometimes involved in such loans,” he said.

“The government will continue acting against unofficial lending that harms people, where terms are uncontrolled,” he added. Dr Mwigulu contrasted bank loans with predatory lending, noting that leniency applies only in official institutions, while predatory loans carry excessive interest and harsh terms.

He pledged strict action against such exploitation and usury. He called on financial institutions to provide education and establish mentoring programmes for borrowers, as many fear consequences such as bankruptcy or loss of assets.

“Tanzanians have suffered greatly in matters of trust. People take loans under harsh conditions, knowing their relative may struggle, and later see their belongings seized,” he said.

To curb this, he said the government will improve loan terms and ensure capital access through official channels, preventing citizens from resorting to exploitative loans that increase poverty. Benefits for youth Dr Mwigulu said President Hassan has instructed that youth, women, and people with disabilities previously receiving loans via councils will, by June, receive an additional five percent for infrastructure projects.

“These funds will support markets and business-related infrastructure,” he said. He stressed that citizen economic empowerment is a government and private-sector programme to ensure full participation in economic activities.

The Prime Minister urged Youth Minister Joel Nanauka, who coordinates the programme, to ensure funds reach beneficiaries through banks. “Let us deliver these funds via intended programmes.

We changed disbursement through councils to avoid ghost groups. President Hassan did not intend for funds to go to ghost groups, as results would not be visible,” he said.

He demanded that ministries’ policies and strategies reflect the goal of economically empowering women and youth. Policies hindering innovation, entrepreneurship, or access to capital must be reviewed, he said, noting that traditional approaches are insufficient in a rapidly growing population.

“We have been more controllers than enablers. Now, every office and institution must act as enablers to empower programmes,” he said, instructing financial institutions to transparently publicise government empowerment products, including those channelled through banks.

President Samia’s promises Dr Mwigulu said nearly all of President Hassan’s pledges have been visibly implemented, including 5,000 civil service jobs within 100 days. Other initiatives include the recruitment of 7,000 science and mathematics teachers and the launch of Universal Health Insurance for selected groups.

He noted the ban on withholding corpses in hospitals. “The Sh200 billion cheque demonstrates how the sixth-phase government implements promises in action, not just words.

It strengthens youth and women’s participation in the national economy and accelerates inclusive, sustainable growth. This adds to ongoing funds for women, youth, and people with disabilities,” he said.

Other measures have enabled youth to engage in productive activities through the Building a Better Tomorrow (BBT) programme. Economic growth Minister of State, Prime Minister’s Office (Policy, Parliament, Coordination and Disabilities), Mr William Lukuvi, said President Hassan’s pledges help youth and women access capital.

He said the Sh200 billion will enable youth and women in arts, agriculture, fishing, film, business, industry, transport, and food services to access funds. “These funds will stimulate economic activity, particularly in peri-urban and rural areas where youth and women face the greatest challenges,” he said.

Mr Lukuvi added that disbursement will observe transparency, accountability, and productivity, ensuring funds are used for intended purposes. “The Government will strengthen monitoring and evaluation systems to ensure these funds reach women and youth, enabling these groups,” he said.

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By Katare Mbashiru Dodoma. The Dar es Salaam Stock Exchange (DSE) has recorded significant growth in recent years, listing local and international companies with a combined market value of about Sh29 trillion and attracting over 740,000 investors, signalling rising confidence in Tanzania’s capital markets.

The milestone was revealed on Wednesday, February 4, 2026, by DSE Chief Executive Officer Peter Nalitolela during a meeting with Minister for Trade and Industry Judith Kapinga, aimed at strengthening cooperation between the ministry and the exchange. Mr Nalitolela said the bourse has made major strides in positioning itself as a key development partner, serving as a bridge for domestic companies to access capital, expand operations, and contribute to national economic growth.

“The Dar es Salaam Stock Exchange has made substantial progress by listing local and foreign companies valued at approximately Sh29 trillion. We now have over 740,000 investors, reflecting strong trust and steady growth in the financial and investment sector,” he said.

He added that DSE has set ambitious targets to increase the number of investors to one million by the end of this year and reach 10 million by 2032, as part of broader efforts to support Tanzania’s journey towards a one-trillion-dollar economy. The strategy includes encouraging large Tanzanian businesses to list on the exchange and intensifying public education on investment opportunities.

Ms Kapinga said closer collaboration between the Ministry of Trade and Industry and DSE will enable more businesses to access capital markets, grow sustainably, and strengthen the country’s industrial base. She noted that the ministry is the backbone of industrial and commercial activity, making DSE a critical partner in mobilising long-term financing for enterprises.

“Through this cooperation, many businesses will be able to reach capital markets and expand, strengthening the industrial sector and enhancing productivity in the implementation of National Development Vision 2050, which aims to transform Tanzania into a one-trillion-dollar economy,” she said. She directed ministry officials to develop concrete plans to ensure industries fully benefit from capital market opportunities, adding that a strong industrial sector is essential for job creation, exports, and economic resilience.

The meeting underscored the growing role of capital markets in Tanzania’s development agenda, with DSE increasingly positioned as a central platform for financing industrialisation and private sector growth. .

Dar es Salaam. Today, we are celebrating one of our own journalists from the establishment of The Citizen back in 2004. Margaret Edwin is now the Director of Communications and Public Information at the Africa Centres for Disease Control and Prevention (Africa CDC).

Her leadership journey was shaped very early by journalism in a professional way, with much of her work focused on community-based feature stories, listening to people whose experiences rarely made it into policy debates or national headlines. “That period of training came long before today’s fast-moving digital and information landscape, and watching journalism evolve over the years has reinforced for me the importance of adaptability, credibility, and purpose in communication,” she said.

Reporting from communities taught her that power is not only held by those who speak the loudest but by those who decide which stories are told and how they are framed. It also showed her how easily people can be excluded when language becomes technical, distant, or disconnected from lived experience.

“That grounding has stayed with me throughout my career. Even now, working in public health and governance spaces, I am constantly asking whose voice is missing, whose reality is being overlooked, and how do we bring people closer to decisions that affect their lives,” she said.

A strong advocate for community engagement, she has served on non-profit boards and mentored early-career communication professionals. Her volunteer work with United Kingdom charities earned her the Chevening Gold Award in 2016. She also advised start-ups on brand storytelling and strategic positioning.

After transitioning from journalism into strategic communications, her first role was an advisory one with a pan-African firm, working closely with CEOs and senior leaders and supporting high-level decision-making within multinational organisations. “That experience gave me an early education in what it really means to sit close to power.

Decisions move quickly, reputations matter, and influence depends less on volume and more on judgement,” she said. Margaret holds a Master of Science in Corporate Social Responsibility and Energy from Robert Gordon University.

She has also completed executive leadership training at Harvard Business School. She is driven by a commitment to integrity, equitable access to information, and strengthening Africa’s public health systems through trusted, evidence-based communication.

In her current role, she became the institution’s first-ever communications chief in 2024, leading continent-wide crisis communications, public information systems, global media engagement, and strategic positioning across all 55 African Union Member States. “Stepping into this role was both humbling and personal.

I took it on just a year after losing my mother, at a time when I was still grieving and trying to make sense of life. I did not step into the role feeling fully healed or fearless.

I stepped in carrying loss, vulnerability, and a strong sense of responsibility. What sustained me was the resilience my mother had passed on to me, and the values she lived by every day,” she narrates.

Growing up as one of four daughters with one brother, her mother was often criticized for giving birth to only girls. She never questioned that and focused instead on raising confident daughters who never questioned where they belong.

One of her clearest childhood memories is owning pink T-shirts that her mother made them wear regularly. Inscribed on the T-shirts were the words, “Anything boys can do, girls can do better.

” The message shaped how she sees herself and what she believes is possible. Her mother taught them empowerment long before it became a popular word.

“I often wish my mother were here to witness this chapter of my journey. But I know that the confidence, resilience, and belief that carried me into this role are very much hers.

In many ways, I am walking a path she prepared me for long before I knew where it would lead,” said Margaret. That grounding mattered profoundly when she stepped into a role that had never existed before, with no template to follow.

She had to define not just the function, but its strategic value at a continental level. She said communications was not treated as an afterthought, but as a core leadership tool, central to trust, credibility, and accountability.

It meant building the rhythm, standards, and ways of working that help leadership communicate clearly during crises and show up credibly across 55 member states. It also meant shaping a community-facing voice, making sure messages travel beyond conference rooms and reach people through trusted channels, in language that is practical, culturally aware, and action-oriented.

Building the role involved showing how clear, credible communication could strengthen Africa CDC’s authority, support decision-making during emergencies, and ensure African perspectives are visible and respected in global health conversations. Margaret oversees a 23-member team responsible for shaping Africa’s public health narrative and strengthening regional collaboration during major outbreaks, including mpox, Marburg, and cholera.

Her work sits at the intersection of public health, governance, and strategic leadership, bridging scientific evidence, political decision-making, and community engagement. She has mobilized partnerships, expanded Africa CDC’s digital and media footprint, and positioned the organization’s leadership as authoritative voices on global health security.

Commenting on the leadership sacrifices and demands, and how she learned to protect her values, wellbeing, and sense of purpose, she said leadership stretched her both professionally and personally. Leading at a continental level has also meant spending long periods moving between countries and contexts, while leading and supporting a diverse, multidisciplinary team working across Africa CDC’s five Regional Coordinating Centres in East, Southern, West, Central, and North Africa.

It has been deeply rewarding, but it also requires constant recalibration, learning how to stay grounded and protect her values while operating at pace. Asked how African women are redefining leadership, she said African women are changing what power looks like in practice.

More women are stepping into senior roles, but what inspires her most is how many are choosing to lead differently, with purpose, with people at the centre, and with a strong sense of responsibility for the impact their decisions have on real lives. She connects this with her recognition after being named among the 50 African Women in Development in 2023 and receiving the PR Excellence Award from the Public Relations Society of Tanzania in 2022. “I have seen women use influence quietly but decisively, bringing others into the conversation, building coalitions instead of silos, and making leadership feel less like performance and more like service,” she said.

“And I will be honest, some of the recognition I’ve received has mattered most because it affirmed that kind of leadership. The award reminded me that credibility is not only about title, it is about consistency, integrity, and how you show up for others,” she said.

For Margaret, that is the shift African women are driving. They are not only changing who is in the room, they are changing the tone of the room, making leadership more human, more accountable, and more grounded in communities.

That is how power becomes something that strengthens institutions and opens doors, not something that closes them. She leads communications during some of Africa’s most complex public health emergencies.

As a woman leading in moments of crisis, she reflected on the unique pressures and the strengths women bring to high-stakes decision-making, noting that just five months after she joined Africa CDC, mpox was declared a Public Health Emergency of Continental Security. “One of the first things I did was institute regular weekly press briefings.

It was not about visibility. It was about creating clarity and consistency at a continental level.

Member States, partners, and the public could count on one reliable stream of updates.” She said the same approach mattered again when Marburg broke out in Rwanda and Africa CDC hosted the Minister of Health, Dr Sabin Nsanzimana, to speak directly to the continent.

It gave people a trusted space for transparent engagement at a critical moment, and it reinforced just how central communication is to effective crisis leadership. Offering advice to young African women who want to lead in policy, governance, or global institutions but doubt whether there is space for them, she said the doubt they feel is not proof they are unqualified.

It is often a sign they are walking into spaces that were not designed with them in mind. “I say this as a leader, but also as a mother to a 19-year-old daughter.

I want her to grow up believing that she does not need permission to belong in rooms where decisions are made. She belongs because she has something to contribute.

” she said. .

In an increasingly interconnected and volatile world, the traditional tools of strategic planning, designed for a more predictable era, are proving woefully inadequate. The linear forecasts and five-year plans that once guided corporate decision-making now seem like quaint relics of a bygone age.

As we navigate the complexities of 2026, businesses must confront a new reality: the future is not a destination to be predicted, but a landscape of possibilities to be navigated. In this age of radical uncertainty, the ability to anticipate and adapt is the new competitive advantage.

This requires a fundamental shift in mindset, moving from a paradigm of prediction to one of preparation. The goal is not to forecast the future with pinpoint accuracy–an impossible task in our complex world–but to build organisations that are resilient and adaptable enough to thrive in a range of possible futures.

This is the essence of foresight thinking, a discipline that is rapidly moving from the fringes of strategic planning to its very core. At the heart of foresight thinking lies the practice of scenario planning.

This is not about creating a single, monolithic vision of the future, but about exploring a diverse set of plausible futures, each with its own unique challenges and opportunities. By identifying the key drivers of change–from technological disruption and geopolitical shifts to changing consumer preferences and regulatory landscapes–and understanding how they might interact, organisations can develop strategies that are robust and flexible.

This process forces leaders to confront their own assumptions, to acknowledge what they don’t know, and to build the institutional muscle for learning and adaptation. To be effective, scenario planning must be more than a one-off intellectual exercise.

It must be embedded into the very DNA of an organisation’s operational and strategic decision-making. This requires a robust data infrastructure and the ability to harness the power of predictive analytics to filter signal from noise.

In a world awash with data, the challenge is not a lack of information, but a lack of insight. The organisations that will succeed are those that can turn data into intelligence, and intelligence into action.

The rise of the internet was a revolution in access to information. The new Intelligent Age, powered by artificial intelligence, is a revolution in the use of information.

AI, in its various forms–from machine learning and predictive analytics to generative models–offers powerful new tools for navigating the fog of uncertainty. It can help organisations identify emerging trends, model complex systems, and simulate the potential impact of different strategic choices.

The organisations that will lead this era are those that can most compellingly answer the question: what can be achieved with near-instantaneous decisions that integrate millions of data points? The Intelligent Age represents more than just a technological advancement; it embodies a new way of thinking about decision-making and value creation. In this age, the ability to process vast amounts of information quickly and accurately becomes a core competitive advantage.

But equally important is the ability to ask the right questions, to understand the ethical implications of AI-driven decisions, and to ensure that the benefits of artificial intelligence are shared broadly rather than concentrated in the hands of a few. These forward-thinking organisations understand that AI is not a replacement for human intelligence but an amplifier of it.

They invest not just in technology but in developing the human capabilities needed to work effectively with AI systems. They create cultures that encourage experimentation, that are not afraid to fail, and that see every setback as an opportunity to learn and adapt.

In a world of constant change, the ability to learn faster than the competition is the only sustainable competitive advantage. Ultimately, navigating the fog of uncertainty requires a new kind of leadership.

It requires leaders who are comfortable with ambiguity, who are intellectually humble, and who are willing to challenge the status quo. It requires leaders who can inspire their organisations to embrace change, to experiment boldly, and to learn continuously.

The future is uncertain, but it is not unknowable. By embracing the tools of foresight and intelligence, we can equip our organisations not just to survive the turbulence of our times, but to thrive in it, turning uncertainty from a threat into an opportunity.

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Dar e es Salaam. Tanzania’s amateur boxers are set to test their strength, skill and resilience at the African Amateur Boxing Championships, scheduled to take place in Zambia in May.

The continental showpiece will bring together top boxers from across Africa and is expected to be a major test for Tanzania’s rising talent as the country seeks to strengthen its footprint on the African boxing stage. The championships will serve as a key platform for Tanzanian boxers to gain international exposure and compete against some of the continent’s most established boxing nations.

Officials say participation in the Zambia event is part of a broader strategy to rebuild and develop amateur boxing by exposing athletes to high-level competition and modern training standards. Preparation for the African Championships will be anchored on a busy domestic calendar, beginning with national competitions aimed at identifying and sharpening top talent.

The National Women’s Open Boxing Championships, scheduled for February 24 to 28, 2026, in Dar es Salaam, will offer female boxers an opportunity to showcase their abilities and stake a claim for selection to the national team. This will be followed by the National Open Boxing Championships for Men and Women, set for March 17 to 21, 2026. The tournament is expected to attract boxers from across the country, making it one of the most competitive events on the local boxing calendar.

Coaches and selectors will closely monitor performances as they finalise the squad for the Zambia championships. According to officials, emphasis will be placed on discipline, fitness and tactical awareness as the team prepares for the continental challenge.

Training camps are expected to focus on endurance, speed and ring intelligence, areas considered crucial when facing experienced African opponents. Beyond the African Championships, Tanzania’s boxing programme also has its eyes on the global stage.

Boxers who perform well in Zambia could earn opportunities to represent the country at other major international events, including multi-sport competitions such as the Commonwealth Games, scheduled for July 23 to August 2, 2026, in Glasgow, Scotland. The African Championships in Zambia are therefore seen not only as an end in themselves but also as a stepping stone toward long-term development.

Boxing officials believe consistent participation in continental tournaments will help raise standards locally and inspire the next generation of fighters. .

NMB has crossed the TZS 1 trillion profit before tax mark for the first time. What fundamentally changed in the Bank’s earnings engine to make this milestone possible, and how sustainable is this level of profitability? The strategic enablers behind this milestone are our clear commitment to serve Tanzanians and our resolve to pursue a strategy with clarity and purpose.

At the height of Covid-19 in 2020, NMB made a deliberate decision to transform into a purpose-driven and performance-led organisation. It was during this period that we charted a clear strategic direction to transform NMB into a market leader, underpinned by three strategic priorities: delivering winning propositions, driving operational efficiency, and innovating for the future.

The milestones we have achieved over the years are a culmination of how clearly we articulated our strategy, how resilient our business model has become, and how disciplined we have been in execution. These achievements are ultimately thanks to the millions of Tanzanians who have chosen NMB as their preferred financial services partner, our investors who have entrusted us with their capital, and our partners who continue to walk with us toward this prosperous and historic future.

Just 15 years ago, the entire banking industry’s profit did not exceed Sh1 trillion. Today, NMB Bank alone has surpassed that level.

How do you plan to maintain this trajectory, and what key challenges do you anticipate going forward? When we were developing our 20212025 Medium-Term Plan (MTP), our purpose was not to deliver record profits. Our objective was to transform NMB into a purpose-led and performance-driven institution.

We believe organisations exist to serve people, and profits are a reflection of how well that service is delivered. From a sustainability perspective, our growth journey has been robust.

We have moved from profitability of around Sh200 billion to Sh750 billion in net profit and Sh1.1 trillion in profit before tax. There has never been a year in which we have not recorded strong growth.

This is driven by the quality of our strategy, discipline in execution, and the uniqueness of our business model. Looking back at the 20212025 Medium-Term Plan, which strategic decisions had the biggest impact on performance, and which were the hardest to execute? At the core of our strategy was deliberate investment in what we refer to as strategic investment areas.

The first and most critical was investment in our people. We recognised early that to achieve the milestones we are seeing today, we needed high-quality talent capable of delivering exceptional customer service and executing our strategy with purpose and clarity.

We also invested heavily in technology. We believed that transforming NMB into a digitally led bank was non-negotiable, as digital is the future.

Over the past five years, we have invested more than Sh232 billion in our technology infrastructure to build a future-ready and future-proof institution. This has translated into efficiency gains, improved service delivery, and enhanced customer experience.

Today, more than 94 percent of our transactions take place outside branches through alternative channels. Another key investment area was corporate governance.

We sought to build a robust governance framework that could cushion the bank against external shocks and global volatility. We also invested significantly in expanding our agency network to advance financial inclusion.

Today, we have over 73,000 agents across Tanzania, serving 9.9 million customer accounts.

Over the past five years alone, we have brought more than five million new customers into the formal banking system. With both net interest income and non-interest income growing strongly, how deliberately has NMB diversified its revenue streams to reduce reliance on traditional lending? Revenue diversification has been a deliberate strategic priority.

We recognised that sustainable growth requires a balanced mix between interest income and non-funded income. Previously, non-funded income contributed less than 30 percent of total revenue.

Today, it contributes over 3233 percent. Over the years, we have introduced innovative solutions such as the NMB Wrist, products that were previously absent from the market, to enhance convenience and drive transactional volumes.

Why has there been a delayed entry of wearables into Tanzania’s banking industry? Africa’s payments journey has been very different from that of Europe. Africa leapfrogged the card era and moved directly into mobile payments, unlike Europe, which evolved gradually from cash to cards and then digital payments.

This leapfrogging meant solutions such as “tap and go” were not immediately relevant in Africa’s banking ecosystem. However, the growth of global e-commerce has now created room for such innovations, making wearables increasingly relevant in everyday transactions.

Your cost-to-income ratio of 37 percent signals strong operating leverage. How do you balance aggressive cost discipline with continued investment in technology, people, and innovation? Clarity of strategy and discipline in execution have been key drivers of these outcomes.

NMB enjoys high productivity levels due to the quality of our people, making us one of the most efficient financial institutions in Africa. At the same time, our continued investment in digital infrastructure has driven further efficiency gains.

These investments allow us to scale efficiently while continuing to invest in people and innovation. NMB’s assets grew by 25 percent to Sh17.2 trillion, while NPLs remain low at 2.

5 percent. What risk management principles have supported this rapid but sound growth? NMB’s growth mirrors Tanzania’s economic trajectory.

The country has experienced strong growth, and NMB has positioned itself to leverage opportunities in sectors that sit at the heart of this story, particularly MSMEs and agriculture. We have also grown strongly in household lending and private sector credit.

As a bank of strategic importance, NMB has played a catalytic role in supporting Tanzania’s economic expansion. On the corporate and wholesale side, we are among the leading financiers in sectors such as mining and manufacturing.

On the funding side, customer deposits grew to over Sh14.2 trillion, representing more than 30 percent year-on-year growth. What strategies do you use to maintain low NPLs while continuing to grow lending? We place strong emphasis on the quality of origination.

We maintain rigorous underwriting standards supported by experienced credit assessors. In addition, we leverage advanced technology in credit monitoring, enabling early identification of stress and proactive portfolio management.

Over Sh7 trillion has been disbursed to MSMEs and agri-retail customers. How do you measure the real economic impact beyond financial returns? NMB was established in 1997 to serve the “missing middle”, individuals, MSMEs, and small-scale farmers.

This remains central to our mandate. Over the past five years, we have disbursed Sh28 trillion across various sectors, with an outstanding loan book of Sh10 trillion at the close of MTP 2025. The economic impact is reflected in strong multiplier effects, improved livelihoods, job creation, and inclusive growth, contributing meaningfully to Tanzania’s development.

As one of Tanzania’s most profitable corporates and a major contributor to tax and dividends, how does NMB balance shareholder returns with its broader developmental role? We operate within a triple bottom line framework, balancing people, planet, and profit. From a shareholder perspective, profitability enables sustainable returns.

Over the past five years, we have paid more than Sh700 billion in dividends. From a social perspective, NMB plays a central role in Tanzania’s economic and social development.

We allocate one percent of our annual profit to corporate social investment initiatives. Over the last MTP, we spent more than Sh23 billion on health, education, environmental stewardship, and youth entrepreneurship.

Tell us about your plans to expand beyond Tanzania’s borders. Under our 20262030 Medium-Term Plan, dubbed Agenda 2030, regional expansion is a key strategic intent.

We will continue to take a prudent and disciplined approach to growth, with inorganic expansion forming part of our next growth frontier. .