In the intricate tapestry of Kenyan politics and business, corruption has long been a pervasive issue, casting shadows over the integrity of both private and public sectors. Among the various narratives that have emerged, the story of Gloria Khafafa stands out, offering insights into how women navigate, and at times, are implicated in, the murky waters of corruption in Kenya.
Gloria Khafafa rose to prominence as the Company Secretary at the Kenya Pipeline Company (KPC), an institution central to Kenya’s petroleum infrastructure. Her journey at KPC, however, was marred by allegations of corruption, shedding light on the gendered dimensions of graft in a male-dominated sphere.
The Kisumu Oil Jetty Scandal
In 2018, Khafafa was among several top managers at KPC who were arrested by the Directorate of Criminal Investigations (DCI) over the Kisumu Oil Jetty scandal. This case involved the alleged misappropriation of funds during the construction of an oil jetty aimed at improving petroleum product delivery in the region. The project, initially budgeted at Sh1.9 billion, became a focal point for allegations of mismanagement and financial impropriety. Khafafa, alongside former Managing Director Joe Sang and other executives, was charged with abuse of office, engaging in a project without prior planning, and willful failure to comply with procurement laws.
The Rise and Fall
Khafafa’s ascent in KPC was not without controversy. According to reports from The Standard, she was known for her strategic alliances within the company, which reportedly helped her secure her position despite recommendations from the human resources department for her suspension over questionable qualifications.
When Ms Khafafa applied to work for KPC, she is said to have lied that she holds a CPS(K) qualification and that she was awaiting issuance of a certificate, and she had worked for six years. The position she had sought for required a candidate with eight years experience.
Records show that before Ms Khafafa was hired as a senior legal officer, she misled the Board Human Resources committee about her CPS (K) qualifications, which she did not have. Mr Tanui was informed about the matter in a memo dated March 12, 2014 signed by Rose Ng’inja of HR department, who was seeking his approval “to initiate comprehensive investigation and subsequent disciplinary action.”
When the HR department later undertook background check, they were told by the Institute of Certified Public Secretaries and KASNEB that Ms Khafafa did not have the qualifications.
Similarly, the security department also carried out investigations and — in a final report — they recommended Mr Khafafa’s suspension in a letter dated March 17, 2014, and proposed “to report this case to the police since it is a criminal offence and the accused is by profession a custodian of the law and she is well informed of the consequences of document falsification.”
Also, the Board Human Resource Committee also “directed that the management should carry out disciplinary process on Mrs Gloria Khafafa in accordance with the staff rules and regulations, for giving false information to both management and the Board on her qualifications.”
In a letter signed on behalf of Mr Tanui by Ms Ng’inja and dated March 21, Ms Khafafa was asked to “show cause” why disciplinary action should not be taken against her.
The letter to Ms Khafafa said: “It has been established that you have never attempted CPS examination conducted by KASNEB as indicated in your letter for the position.”
But Ms Khafafa was neither suspended nor reported to the police. Instead, she wrote a reply saying it was not her intention to mislead the Board: “At the time I have that statement, I was sincerely under the impression that I had obtained the requisite credits and that any anomalies in my record would be corrected in time.”
On July 3, 2014, Ms Khafafa was summoned to appear before the disciplinary committee to answer charges on why she “knowingly” misled the Board and why she gave false information to the company while seeking promotion.
But the meeting set for Kenpipe Plaza on July 11 was “cancelled on the MD’s advice” — according to a Memo dated July 10, 2014.
Instead, she was promoted to act as Chief Legal Officer “until she passes her CPS (K) examinations.”
She was later confirmed to the position by the Board in September 2015 rising to become the current company secretary.
Her social media presence, filled with images of international travels, was abruptly cleared when questions about her role at KPC surfaced, hinting at the complexities of navigating corporate and legal scrutiny.
Legal Proceedings and Acquittal
The legal battles that ensued painted a picture of the challenges faced by those accused of corruption in Kenya. After years of court appearances, Khafafa and her co-accused were acquitted in a case that highlighted not only the judicial process’s length but also the intricacies of proving corruption in high-profile cases. The acquittal, as reported by Business Daily, underscored the difficulty in prosecuting corruption, especially when it involves intricate networks of business dealings and bureaucratic power.
Gender and Corruption
The case of Gloria Khafafa invites a broader discussion on gender within the context of corruption in Kenya. While women in power face the same scrutiny as their male counterparts, there’s an additional layer of societal judgment and expectation. Khafafa’s story is one of many where women have been both victims and perpetrators in corrupt practices, often navigating a system where they must prove their worth in environments not traditionally welcoming to them.
Research, such as that from Transparency International Kenya, points to the unique challenges women face in corrupt environments, including sextortion and gender-based harassment when engaging in business or politics. However, women like Khafafa also demonstrate how some manage to ascend in such systems, sometimes at the cost of ethical compromise.
Gloria Khafafa’s narrative is a microcosm of the larger issue of corruption in Kenya, where women, despite their increasing visibility in leadership, continue to grapple with systemic corruption. Her story reflects the dual reality of opportunity and peril in Kenyan institutions, offering lessons on the need for stronger anti-corruption frameworks, transparency, and gender equity in leadership roles. As Kenya continues to combat corruption, the stories of individuals like Khafafa serve as cautionary tales and calls to action for more inclusive and ethical governance.
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