The Kenya Ports Authority’s latest performance figures are genuinely impressive—and the timing of Capt. William K. Ruto’s remarks at the corporate golf tournament and stakeholders’ dinner in Nairobi could not have been better. Cargo handled at the Port of Mombasa reached a record 45.45 million metric tonnes in 2025, a rise of roughly 10–11 per cent from the previous year. Container throughput climbed to 2.11 million TEUs, while transit cargo surged nearly 20 per cent to 15.88 million tonnes. These figures are not abstract; they represent real confidence from shipping lines, importers, exporters and the landlocked economies that depend on Mombasa as their primary maritime gateway.
The Authority attributes these gains to sustained investment in infrastructure, equipment, technology and process improvements. That claim is credible. Berth 19B, a Sh19 billion project already more than halfway complete, will add approximately 300,000 TEUs of annual container capacity and accommodate larger vessels with a 15-metre draft. Dongo Kundu Berth One, part of the broader Special Economic Zone development, is advancing and is designed to serve industrial activity along the coast while opening new trade and investment possibilities. Digital transformation is moving in parallel: a modern Terminal Operating System and Smart Gate systems are intended to improve cargo visibility, cut truck turnaround times, strengthen security and raise the overall customer experience. At the same time, the Port of Lamu is being positioned as a complementary deep-water asset under the LAPSSET corridor, offering an alternative route toward Ethiopia, South Sudan and other northern markets.
These are necessary and overdue steps. East Africa’s trade volumes are expanding, and regional competitors are not standing still. Mombasa’s role as the dominant gateway for Uganda, Rwanda, Burundi, South Sudan, parts of the Democratic Republic of Congo and even some Tanzanian cargo remains strong, but that dominance is not guaranteed. Efficiency, reliability and cost competitiveness will decide whether Kenya captures a larger share of future growth or merely consolidates what it already has.
The digital agenda deserves particular attention. Manual processes and fragmented information flows have long been sources of delay and opacity at the port. Smart Gates and a modern TOS can reduce paperwork, improve coordination with customs and other agencies, and give shippers clearer visibility of their cargo. When properly implemented and integrated with the Kenya Revenue Authority and partner government systems, these tools can shorten dwell times and lower the total cost of logistics—an outcome that matters more to traders than headline capacity numbers. The risk, as with many public-sector technology projects, is partial rollout, inadequate staff training or weak interfaces with the broader port community. Success will be measured not by the systems installed but by measurable reductions in vessel turnaround and truck processing times.
Equally important is the green port agenda. Mangrove restoration, energy-efficiency measures, better waste management and participation in national tree-growing campaigns are positive signals. Ports are energy-intensive and can generate significant environmental externalities. Embedding sustainability into expansion plans is both responsible and increasingly expected by international shipping lines and development partners. It also aligns with Kenya’s broader climate commitments and can become a competitive differentiator—if executed with genuine, measurable impact rather than as public-relations window dressing.
The stakeholder engagement that accompanied the golf tournament is more than ceremonial. Ports succeed when the entire logistics chain—shipping lines, clearing agents, transporters, inland container depots and the private sector—operates with shared understanding and predictable rules. Corporate social investment, such as the donation of essential commodities worth Sh500,000 to the Nairobi Children’s Rescue Centre, reinforces the Authority’s social licence. Yet relationship-building must translate into continuous operational feedback loops. Customers who experience persistent congestion, unpredictable charges or documentation bottlenecks will eventually look for alternatives, regardless of how many golf days are organised.
Looking ahead, three challenges stand out. First, capacity expansion must stay ahead of demand. Partial handover of Berth 19B sections before the year-end peak is a sensible tactical move, but the full pipeline—including further berths, yard expansion and hinterland connectivity—needs disciplined delivery. Second, last-mile and corridor efficiency remain critical. Even the most modern berth is only as good as the roads, rail and border processes that move cargo inland. Third, governance and commercial agility matter. As a state corporation operating in a competitive regional market, KPA must balance public-service obligations with the commercial discipline required to retain and grow market share.
The numbers released for 2025 and the projects now under way demonstrate that Kenya’s ports are no longer merely reacting to growth; they are preparing for it. That shift is welcome. The real test, however, will be whether infrastructure, technology and stakeholder engagement combine to deliver consistently lower costs, faster transit times and higher reliability for the traders and economies that depend on these gateways. If they do, Mombasa and Lamu will strengthen Kenya’s position as the region’s premier maritime hub. If they fall short, the current momentum will prove temporary. The investments announced by Capt. Ruto give reason for cautious optimism—provided execution matches ambition.
Andrew Mwangura is a maritime affairs analyst.