Why Tanzania’s new excise duty puts the EAC at a crossroads

In July this year, Tanzania quietly tucked into its Finance Act a new excise duty on goods supplied from fellow East African Community (EAC) member states. On paper, it looked like just another tax tweak. In practice, it struck at the very heart of the EAC integration dream.

The EAC Treaty and the Common Market Protocol are not just decorative documents gathering dust in Arusha. They are the glue binding together six economies promising citizens, and businesses alike, that goods, services, and investments will move freely without the old barriers that made cross-border trade a nightmare.

The principle is simple: if you can sell it in Nairobi or Kigali, you should be able to sell it in Dar es Salaam under the same rules. But these new discriminatory excise duties rewrite those rules. They send a blunt message: ‘Your goods are less welcome here.’ That message is not only illegal under the Treaty, but also politically toxic.

For Kenyan, Ugandan, or Rwandan businesses exporting into Tanzania, the effects are already being felt. Manufacturers are suffering immediate higher costs, delayed shipments, and having to scramble for exemptions.

For ordinary consumers, it will translate into pricier products and fewer choices. And for governments, it creates an awkward diplomatic moment: how do you talk about a ‘single market’ when one partner has just built a new wall?

Within days of the measure, trade diplomats were firing off protest notes, companies were calling their lawyers, and regional business councils were warning of a chilling effect on investment.

Trust, which is a currency of integration took a hit. The EAC is no stranger to trade spats. But here’s the danger: when one state breaks the rules and faces no real consequences, others are tempted to do the same.

Before long, a single breach snowballs into tit-for-tat protectionism. That’s how integration projects die. Not with one big blow, but with small, accumulating betrayals.

Investors are watching too.

If the perception grows that Treaty commitments can be shelved at will, boardrooms will quietly move capital to markets where the rules are clearer.

Tanzania, ironically, may be the biggest loser in that scenario, as it competes fiercely with its neighbours for manufacturing investment and logistics hubs.

Here’s the hopeful part: integration blocs often grow stronger after a near-crisis. The European Union only deepened its rulebook after members repeatedly tested the boundaries.

The EAC can seize this moment to do the same by forging ahead at breakneck pace with long-stalled plans to harmonise taxation and by giving its institutions sharper teeth to ensure compliance.

Read: Kenya, EAC States dominate global trade obstacle warnings

Ultimately it is the East African citizens who will suffer the most and therefore Tanzania should clarify whether this excise duty is a temporary protective measure or a permanent shift. The worst thing for the market is uncertainty.

Partner states should also think about a two-pronged approach: push diplomatically for Tanzania to repeal the discriminatory elements of the excise duty while also pursuing legal remedies at the East African Court of Justice.

Indeed, there has been some recent reporting that an urgent injunction request was filed at the EACJ by a Kenyan manufacturer of matches as their products in Tanzania increased in price seemingly overnight, having read the arguments, it seems impossible that this injunction would not be granted.

Finally, the EAC Secretariat must show it is more than a spectator by convening urgent talks and insisting on a corrective roadmap.

This is not just about a new finance act in a sovereign nation; it is about political will. Do EAC leaders mean it when they speak of integration as Africa’s future, or is the Treaty just a convenient slogan? Besides the action comes on the heal of the expiry of the AGOA deal with the US which should have signaled the need for increased intra-African trade.

The region’s citizens deserve an answer. And businesses, which have invested billions on the promise of one market, cannot wait forever nor should they.

If Tanzania’s July decision becomes the new normal, then the dream of a borderless East African economy will become a nightmare fraught with unilateral protectionist policies. Actions such as these not only undermine collective external bargaining power but saw mistrust into future common markets.

But if leaders grasp the moment, enforce the rules, and recommit to the hard work of integration, this crisis could yet be remembered not as an unraveling, but as a true test of the EAC’s systems, which will hopefully prove to stand the test of time and regimes.

How to survive the 11 groups of managers in Kenyan workplaces

Managers come in all shapes, temperaments, and philosophies. In Kenya’s corporate corridors, you’ll find inspiring leaders who lift others, and others who make employees dread Mondays.

Understanding the types of managers you’re likely to meet can help you navigate the workplace more strategically, protect your sanity, and chart your career growth wisely.

1. The visionary coach: They are the gold standard of leadership – emotionally intelligent, empathetic, and results-oriented. Visionary coaches inspire teams, reward effort, and balance empathy with accountability. Their leadership style builds trust and commitment, not fear.

How to deal: Be authentic, open, and consistent. They appreciate integrity, effort, and commitment – and will invest in your growth. They mentor, don’t micromanage. With them, you grow and glow.

2. The manager from hell: They believe leadership is domination. Their meetings feel like disciplinary hearings – full of shouting, humiliation, and threats. They set unrealistic targets and have zero compassion. Employees under them suffer burnout, stress, and self-doubt. Yet they often survive through powerful networks or fear-based results. How to deal: Stay professional and factual. Document interactions, avoid confrontations, and protect your mental well-being. If toxicity becomes unbearable, exit strategically. They thrive on fear, but remember your sanity is not part of their KPI.

3. The macho commander: Mostly male, this type carries deep-seated gender bias. They belittle women’s opinions, gaslight female supervisors, and believe male dominance is natural. Some are bright but chauvinistic; others are plain insecure. They’re a workplace hazard.

How to deal: Maintain composure and professionalism. Use organisational policies to address bias and keep detailed records of interactions.

4. The preacher manager: They open meetings with prayers, quote scripture freely, and claim moral authority – yet their behaviour contradicts their faith. They gossip, undermine, and manipulate under the guise of spirituality, often aligning with powerful circles to protect their turf.

How to deal: Keep engagement strictly professional. Respect their beliefs but don’t confuse spirituality for integrity.

5. The office patriarch and matriarch: Typically, an older long serving employee. The good ones are nurturing, protective, and dependable. The toxic kind, however, are dismissive, rude, and threatened by younger, educated staff. They wield influence through fear or familiarity.

How to deal: Respect their experience but set firm boundaries. Engage respectfully without allowing intimidation. Every office has one, loved by some, feared by others.

6. The saboteur: This quiet disruptor thrives on undermining others and progress. They resist change, form cliques, and subtly delay work when reforms threaten their comfort zones. They often occupy mid-level roles and have mastered organisational politics for survival.

How to deal: Keep communication transparent, record agreements, and focus on facts. Don’t get drawn into their drama, consistency will expose them.

7. The ethnic crusader: They view leadership through tribal lenses. Promotions, team composition, and rewards revolve around ethnicity or regional allegiance. They poison workplace cohesion and sometimes manipulate senior management to protect their dominance.

How to deal: Stay focused on performance. Build alliances across diversity and document any discriminatory practices. Escalate if needed as silence only empowers them.

8. The lazy drifter: They avoid decisions, delay approvals, and conveniently ‘forget’ responsibilities. They rarely read reports and are quick to blame subordinates when things go wrong. Their indecision paralyses productivity.

Read: Working with managers who lack self-awareness

How to deal: Manage upward. Send concise updates, confirm discussions in writing, and plan for delays. Anticipate last-minute changes and protect yourself with documentation.

9. The entitled veteran: They’ve worked for decades and act like shareholders. Resistant to new ideas, they invoke ‘experience’ as a shield. Some are valuable repositories of knowledge; others simply block progress. Their power lies in nostalgia and informal influence.

How to deal: Acknowledge their contribution but assert your space respectfully. Involve them in transitions and make them feel valued without yielding to emotional blackmail.

10. The pretender leader: Charming, articulate, and politically connected – but shallow on delivery. They thrive on appearances and are experts in self-promotion. They take credit for others’ work and master the art of being visible without being impactful.

How to deal: Let your performance speak louder than their theatrics. Keep a record of your contributions and ensure your achievements are visible to decision-makers.

They shine in meetings but disappear when work starts.

11. The good but misunderstood manager: They stand for integrity, fairness, and accountability. Unfortunately, their insistence on doing things right makes them unpopular with mediocre teams and insecure peers. They often get isolated or sabotaged for being ‘too principled.’

How to deal: Support and learn from them. They’ll stretch you, but you’ll emerge stronger, wiser, and more professional.

Final thoughts

Kenyan workplaces mirror our society – diverse, vibrant, and sometimes chaotic. Behind every title lies a personality that shapes an organisation’s culture, morale, and productivity.

Some managers nurture; others destroy. Recognising who you’re dealing with helps you adapt intelligently rather than react emotionally.

Not every manager deserves your loyalty, but every experience with one offers a leadership lesson. Surviving the wrong manager often prepares you to become the right kind of leader tomorrow.

State reinstates fuel subsidy to curb price increases

The State has reinstated subsidy on diesel to prevent the price of the commodity from rising in the monthly cycle that lapses on November 14.

According to the pricing schedule published by the Energy and Petroleum Regulatory Authority (Epra), a subsidy of Sh0.54 per litre has been applied to diesel, keeping the price of the commodity unchanged at Sh171.47 in Nairobi.

The price of a litre of petrol has also remained unchanged at Sh184.52, with a subsidy of Sh0.07 being applied. The reinstatement of the subsidy comes at a time when landed costs (the price of the product in global markets plus shipping costs) rose by 1.57 percent to $623.75 (Sh80,788.10) per cubic metre last month, compared to $614.08 (Sh79,597.0) for the same quantity in August.

An increase in the cost of diesel could have triggered a rise in the cost of living for this month. This is because transport and energy costs – which are key in determining inflation- are directly impacted by fuel prices. In the period under review, the maximum allowed petroleum pump prices for super petrol, diesel and kerosene remain unchanged,’ Epra director-general Daniel Kiptoo says in the notice.

The biggest subsidy has been applied to kerosene, at Sh3.48 per litre, to keep prices unchanged at Sh154.78 in the capital. This is after landed costs of the commodity rose highest by 2.97 percent last month.

The subsidy on diesel and petrol had temporarily been discontinued in the monthly prices to October 14, after landed costs of petrol, diesel and kerosene fell.

Return of the subsidy is key to helping keep a lid on inflation, which has been on a steady rise from 3.8 percent in May this year to 4.6 percent last month.

The subsidy, which has been plagued by instances of illegal diversions by the State, is funded via a levy of Sh5.40 per litre of petrol and diesel, and Sh0.40 for every litre of kerosene.

Enhancing employability: How we turned CV revamping side hustles into serious career

Every job needs a curriculum vitae (CV), but not many choose revamping CVs as a career. What began as quick fixes for friends, family now fuels businesses.

The promise is simple. Make the first page count. Like Mercy Mukami, the founder of Golden Strip Consultancy. She says she began CV revamping in June 2022 as a side hustle to complement her income. After she was fired, she chose to go full throttle.

CBK increases gold holdings by 40.8 percent

The Central Bank of Kenya (CBK) increased gold holdings by 40.8 percent to Sh238 million in the financial year ended June 2025, signalling a renewed push to diversify the country’s foreign reserves amid global economic uncertainty.

CBK’s latest annual report shows that the value of gold held by the bank rose from Sh169 million the previous year, marking one of the largest percentage increases in recent times.

KQ faces cash penalties for traveller flight delays

A regional competition watchdog wants airlines operating within the Common Market for Eastern and Southern Africa (Comesa) to compensate stranded passengers with cash payouts of up to $600 (Sh77,540) for flight cancellations and delays amid a surge in travellers’ complaints at Kenya Airways.

The Comesa Competition Commission has issued a notice, technically known as guidance letter, proposing that carriers offer stranded passengers between $250 (Sh32, 310) and $600 (Sh77, 540) for cancellations.

Why Treasury wants to give Kenya Re bigger slice of the pie

The Treasury has proposed amendments to the insurance law that would compel local insurers to cede a larger portion of their reinsurance business to Kenya Reinsurance Corporation (Kenya Re), raising the share from 20 to 25 percent and, for the first time, making it permanent.

The plan, detailed in the draft Insurance (Amendment) Regulations 2025 and backed by a Regulatory Impact Statement now before stakeholders, has stirred debate in a sector that has struggled with slow premium growth and weak capitalisation.

Reprieve for former Chase Bank boss in Sh10b loan scandal

The High Court has quashed a Sh2.5 million penalty imposed on a former director of Chase Bank, Muthoni Kuria, by the Capital Markets Authority (CMA), citing procedural unfairness and bias in the tribunal’s decision-making process.

Justice Julius Ng’arng’ar ruled that the Capital Markets Tribunal erred in upholding the fine against Ms Kuria, who had been accused of misconduct linked to Chase Bank’s Sh10 billion bond issuance in 2015 and its subsequent collapse in 2016.

What to consider in you firm’s strategic planning

Most strategy meetings still start with the same old questions repeated over and over again. What is our advantage? Which resources set us apart from the rest? Who are our direct and indirect competitors?

Yes, these are indeed useful questions. But a new powerful body of research says that firms are missing something big if we stop there.

Five States delay full roll out of Comesa-EAC-SADC bloc

Five members of the Common Market for Eastern and Southern Africa (Comesa) are holding back the full rollout of a mega free-trade area (FTA) stretching across 26 African countries from Cape Town to Cairo, it has been revealed.

The mega trade bloc comprising Comesa, the East African Community (EAC), and the Southern African Development Community (SADC) was formed with the aim of harmonising trade between some 26 countries.