With a composite score of 2.9697, KPA has demonstrated that excellence in the public sector is not merely aspirational—it is measurable. President William Ruto’s directive to recognise and reward the Authority’s board, management, and staff is therefore thoroughly deserved. Yet, while celebration is in order, so too is sober reflection. The defining challenge is no longer whether KPA can improve its performance, but whether it can sustain—and surpass—this momentum amid an increasingly volatile global maritime landscape.
KPA’s success has been hard-won, achieved against a backdrop of geopolitical turbulence in the Red Sea, simmering Middle Eastern tensions, erratic freight markets, persistent supply-chain shocks, and elevated security risks along major trade corridors. These are pressures that have tested even the world’s most sophisticated port operators. That KPA not only weathered the storm but expanded its footprint is remarkable.
The numbers speak for themselves. Cargo throughput rose from 40.99 million metric tonnes in 2024 to a record 45.45 million metric tonnes in 2025, while container traffic surged to 2.11 million TEUs—clear evidence of sustained confidence among shipping lines, importers, exporters, and regional transit markets. But these figures signify more than statistical growth; they embody a deepening trust in the Port of Mombasa as East Africa’s premier maritime gateway, and they prove that operational reforms are yielding tangible economic dividends.
More profoundly, the “Very Good” rating reflects an institutional metamorphosis—a decisive shift from reactive bureaucracy to performance-driven culture anchored in efficiency, customer-centricity, and continuous improvement. This transformation is further validated by KPA’s attainment of ISO 14001:2015 for Environmental Management Systems and ISO 45001:2018 for Occupational Health and Safety—accreditations that signal responsible growth, balancing operational vigour with environmental stewardship and workforce welfare.
Such progress deserves applause because it dismantles the tired cynicism that Kenyan public institutions cannot compete with global best practice. KPA is proving otherwise. Yet, awards and ratings must never become destinations; they must serve as springboards for even bolder ambition.
Cabinet Secretary Chirchir was therefore right to emphasise sustained investment in infrastructure modernisation, digitalisation, and modern cargo-handling equipment. These are no longer optional—they are existential. The Port of Mombasa remains the backbone of Kenya’s economy, handling the vast majority of our international trade while serving as the primary maritime artery for Uganda, Rwanda, South Sudan, the DRC, and beyond. Every gain in efficiency ripples across the region; every delay compounds costs for businesses and consumers alike.
The ongoing rollout of a modern Terminal Operating System (TOS), alongside the Port Community System, represents meaningful progress toward an integrated digital ecosystem. However, the pace must accelerate. Reducing cargo dwell time, dismantling bureaucratic logjams, and streamlining clearance processes are urgent priorities if Mombasa is to fend off intensifying regional competition. Dar es Salaam, Djibouti, and Berbera are investing heavily in deeper berths, expanded logistics, and cutting-edge digital systems, all aggressively courting the very cargo flows that have historically passed through Mombasa. In this environment, yesterday’s achievements offer no guarantee of tomorrow’s dominance.
KPA Chief Executive Officer Capt. William Ruto rightly acknowledged the Government’s role in fostering a conducive operating environment. But such environments are sustained not by policy pronouncements alone, but by transparency, operational efficiency, robust governance, and consistent results. The Government’s proposal to convert commercially viable State corporations like KPA into Public Limited Companies under the Government-Owned Enterprises framework presents a strategic opportunity to deepen corporate governance, instil commercial discipline, and sharpen long-term competitiveness. If implemented prudently, this reform could grant KPA greater operational agility while reinforcing public accountability.
Ultimately, KPA’s “Very Good” rating should not be viewed as the culmination of a successful journey, but as the opening chapter of a far more ambitious one. The Authority has proven that excellence is within reach. The task now is to institutionalise that excellence so that high performance becomes the norm, not the exception.
The Government has rightly rewarded KPA for its past achievements. It must now equip the Authority for the road ahead—through sustained funding, accelerated digital transformation, unwavering customer focus, and an unrelenting commitment to operational superiority. The Port of Mombasa should not settle for being “Very Good.” It must set its sights on becoming Africa’s most efficient, competitive, and trusted gateway for global trade.
The writer is a maritime policy analyst and former Secretary General of the Seafarers Union of Kenya.