Major oil marketing firms have raised concerns over the whereabouts of the fuel, with KPC claiming that the commodity was either spilt in the field or stolen in the past two years.
relates to the flawed procurement contracts currently under investigation.
Mr Sang, whose three-year tenure at the helm of the corruption-ridden institution was set to end in April 2019, has opted not to renew his contract in the wake of the investigation.
Also under the spotlight is also the recent construction of the Kisumu Oil Jetty, which is understood to have cost Ksh 1.8 billion ($18 million) against an initial estimate of Ksh 600 million ($6 million). It is understood that the project is likely to turn out a white elephant since Uganda, Tanzania and others have not shown interest in constructing their end.
In June this year, KPC management were hard-pressed to explain how the company lost more than Ksh95 billion ($950 million) in skewed procurement deals.
Investigations by a multi-agency team from the Ethics and Anti-corruption Commission and DCI are centred on claims of hugely inflated prices for procurements undertaken in the parastatal by the recent past.
It is understood that the DCI is also looking into close to 30 tenders and issues of concern at KPC totalling Ksh 58.8 billion ($588 million).
KPC is also under investigation over its proposal to pay an additional Ksh4.4 billion ($44 million) to a Lebanese firm Zakhem International Construction Ltd, which was awarded the Ksh48 billion ($480 million) tender to build a 20-inch Mombasa-nairobi pipeline.
KPC argued that the extra amount is compensation for judicial proceedings that prevented Zakhem from completing its work in time.
The Lebanese firm had been given 18 months to complete the new line when it won the tender in 2014.
The contractor had sought an additional Ksh11 billion ($106 million) for the project in 2017. However, KPC management struck a deal with Zakhem for payment of Ksh4.4 billion ($44 million) to cover the four years’ delay that hit construction of the 450-kilometre pipeline.
The proposed payment divided the KPC board, with some directors agreeing with the management that a speedy settlement was necessary while others recommended that the payment be approved by the relevant ministries.
Afew months ago, a former client — let’s call her Kacie — called me for advice. She had joined a global financial-services firm several months before. She confessed that she wasn’t getting along with a peer-level executive — let’s call her Marta. Kacie said it was becoming painfully clear that this conflict would impede her success and possibly derail her career at the company.
Kacie told me Marta was talented and well-liked. They simply had different styles, and Marta rubbed her the wrong way. Over a series of conversations, Kacie and I worked through the situation. In assessing the relationship more honestly, Kacie came to realise that she had been failing to reach out to Marta. She had not made her new colleague feel like her input and perspectives were valuable. Kacie developed a handful of useful strategies for working better with Marta. While none was particularly easy or comfortable, these are ideas and insights that you too can use when you have to work with someone you just don’t like.
Reflect on the cause of tension and how you are responding to it: You won’t get along with everyone, but your reaction may be at the core of the problem.
Work harder to understand the other person’s perspective: Contemplate the other person’s point of view. Ask yourself: Why is this person acting this way? What is motivating him? What does he want and need from me? Kacie began to appreciate that her colleague had goals and motivations as valid as her own.
Become a problem-solver rather than a critic or competitor: Shift from a competitive stance to a collaborative one. Rather than trying to work through or around the other person, engage him directly. Say, “I don’t feel like we are working together as effectively as we could. What do you think? Do you have any ideas for how we can work better together?”
Be aware of your interpersonal style: Everyone has different styles, and being aware of those differences can help. Kacie is an introvert and prefers to have time to work through issues alone; Marta is an extrovert, comfortable reacting immediately and solving problems by talking them through. Once they identified their differences, they realised that their styles could be complementary.
Ask for help: Asking for help can reboot a difficult relationship because it shows you value the other person’s intelligence and experience. Kacie grew confident enough to say to Marta, “You’ve been around here longer than I have. I feel like I’m starting to figure things out, but I’d love your help.” Then she asked questions like: “What should I be doing more or less of? Am I missing anything or failing to connect with anyone I really should? What do you wish someone had told you when you started working here?”
Kacie and Marta’s relationship significantly improved. Kacie told me she and Marta communicate frequently and take part in each other’s team meetings. While they are not necessarily friends, they are much better colleagues.