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.

The East African - - BUSINESS -

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.

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