In Summary
  • Our roads are clogged and continually worn down by heavy truckloads of cargo.

  • The SGR is not going through an empty desert but people’s land and homes and some jewels such as the Tsavo National Park.

The SGR is a part and parcel of the Kenyan fabric. Its passenger and cargo trains run like clockwork and the whole operation cruises along with impressive ease. Indeed, on the surface it looks like an example that much of Kenya could learn from.

Everything from its booking system to punctuality. It has proved increasingly popular and convenient for passengers and even attracted sceptics such as myself.

In theory, it all makes sense. We are the gateway for and the hub of East Africa and beyond. Several countries rely on us for imports and exports.

Our roads are clogged and continually worn down by heavy truckloads of cargo. Our old creaking railway from the days of East African Railways and Harbours is a struggling dinosaur for years of neglect and misuse.

It has been proved again and again over the centuries that a well-run railway can be the most economical and effective way to transport bulk cargo and, indeed, large volumes of passengers.


In comes SGR, which, in time, aims to become a seamless transport route to Uganda and beyond. But that is where the good news ends.

The SGR has been bedraggled in controversy. First, SGR1 from Miritini to Syokimau was notoriously expensive to build.

The project was not subjected to competitive tendering but cobbled together by a cabal of officials from Kenya and China.

The design, construction and operation were not segmented but fused — against standard professional norms. I suspect it contributed to the high cost.

I have no issue with the concept and vision, just the cost — one of the major causes of our surging debt.

A simple cost benefit analysis blurts out the question as to whether the gargantuan investment was worth it and could we not have built it for less?


Behind the semblance of a smoothly run operation lie several questions and controversies. Its day-to-day operation runs at a considerable loss.

It is important to be clear here: It’s running operation minus the debt repayment per se. Kenya Railways Managing Director Atanus Maina talks about operational viability in three to five years but that could be wishful thinking.

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