Good Governance Is Key to Corporate Success: Lessons from the Collapse of Carillion

Corporate governance is often discussed in boardrooms, compliance manuals, and annual reports, yet its true importance becomes most visible when it fails. The collapse of Carillion in 2018 stands as one of the most striking examples in modern corporate history of how weak governance, poor oversight, and ineffective accountability can bring down even a major organization. The lessons from this failure remain highly relevant for businesses seeking long-term sustainability and stakeholder trust.

The Rise and Sudden Collapse of Carillion

Before its collapse, Carillion was one of the United Kingdom’s largest construction and facilities management companies. The company held numerous government contracts and operated across several countries, employing tens of thousands of workers and managing critical infrastructure projects.

Despite its outward success, serious governance weaknesses had been building for years. The company reported profits while accumulating significant debts and cash flow problems. Warning signs were overlooked or downplayed by leadership, and the board failed to adequately challenge management decisions.

In January 2018, Carillion entered compulsory liquidation during the Carillion collapse, leaving thousands of employees uncertain about their jobs, disrupting major public projects, and causing heavy losses for suppliers, investors, and pensioners.

Governance Failures at the Core

Post-collapse investigations revealed several critical governance failures:

1. Weak Board Oversight
The board of directors did not provide sufficient scrutiny of management decisions. Effective governance requires directors who are willing to challenge executives, question financial assumptions, and ensure transparency.

2. Aggressive Accounting Practices
Carillion relied heavily on optimistic revenue recognition and accounting estimates. These practices masked the company’s financial difficulties and created a misleading picture of stability.

3. Poor Risk Management
Large and complex contracts were undertaken without adequate assessment of risks. Cost overruns and project delays significantly affected the company’s financial position.

4. Lack of Accountability
Executives continued to receive bonuses even as the company’s financial condition deteriorated. This highlighted a disconnect between executive incentives and the company’s long-term health.

Impact on Stakeholders

The collapse had widespread consequences:

• Thousands of employees lost their jobs or faced uncertainty.
• Pension funds were severely affected.
• Small suppliers and subcontractors suffered financial losses.
• Public infrastructure projects were disrupted.

The failure demonstrated that poor governance does not only affect shareholders—it affects entire economic ecosystems.

Key Lessons for Organizations

The Carillion case provides valuable lessons for companies across industries:

Strengthen Board Independence
Independent and competent directors are essential to ensure management accountability.

Promote Transparency and Ethical Leadership
Accurate financial reporting and ethical decision-making build trust with investors and stakeholders.

Align Executive Incentives with Long-Term Performance
Reward systems should encourage sustainable performance rather than short-term gains.

Implement Robust Risk Management
Organizations must identify, assess, and mitigate operational and financial risks proactively.

Conclusion

Corporate governance is not merely a regulatory requirement—it is the foundation of sustainable corporate success. The downfall of Carillion serves as a powerful reminder that without strong oversight, ethical leadership, and responsible decision-making, even the largest organizations can fail.

For companies aiming to build resilience and maintain stakeholder confidence, the message is clear: good governance is not optional; it is essential.

 

Doctors vs Lawyers

Doctors and lawyers have very similar average IQs, typically estimated in the 120–130 range, which is well above the general population average (100).

There is no strong evidence that one profession consistently has a higher average IQ than the other.

 

Why They Appear Similar

🩺 Doctors

• Must score highly on science-heavy exams (e.g., MCAT in the U.S.)
• Strong analytical and quantitative reasoning
• High working memory and pattern recognition
• Long academic filtering process (undergrad + medical school + residency)

⚖️ Lawyers

• Must score highly on logic- and reasoning-heavy exams (e.g., LSAT in the U.S.)
• Strong verbal reasoning and abstract logic
• High reading comprehension and argument construction ability
• Competitive law school admissions process

 

Doctors and Lawyers require high intelligence, but the type of intellectual skill they rely on most is different, here's why

 

Doctors – Diagnostic & Clinical Reasoning Intelligence

Doctors’ unique intellectual strength is diagnostic reasoning under uncertainty.

They must:

• Interpret incomplete, conflicting, or subtle data (symptoms, labs, imaging)

• Recognize patterns quickly (pattern recognition built from years of exposure)

• Make high-stakes decisions in real time

• Apply scientific knowledge to unique biological variations

• Continuously update hypotheses as new information appears

For example, a physician trained under institutions like Johns Hopkins University or Harvard Medical School is trained to think in terms of differential diagnoses — constantly asking:

“What else could this be?”

Their intelligence is largely:

• Analytical

• Probabilistic

• Evidence-based

• Fast under pressure

   

  Lawyers – Argumentative & Interpretive Intelligence

  Lawyers’ distinctive intellectual strength is structured argumentation and interpretation.

  They must:

• Interpret statutes and precedent precisely

• Construct persuasive arguments

• Anticipate counterarguments

• Use language strategically

• Think adversarially and strategically

For example, institutions like Yale Law School or Oxford University Faculty of Law train students to:

“Argue both sides — and win.”

Their intelligence is largely:

• Verbal-linguistic

• Logical-structured

• Strategic

• Persuasive

•  

ÉLIMINÉ Song by Ferré Gola ‧ (2023)

Lyrics
Quand tu vois le père, tu vois le fils
No Leje
Francis Luya, eh
Quand tu me disais de patienter, qu'tout ira un jour
Je doutais, j'te prenais pour un fou
Pona minene ya bozoba, ah
Akeyi (eh-eh-eh)
Francis Luya Bisidi, eh a'gazé (oh-oh-oh)
Ntango Noah asilisaki kosala masuwa, alobaki bato nyonso bakota
Bazalaki'oseka, kotshola, nzoka liwa'ekoya
Banzete oyo baloni jour moko, jamais ekobota même jour
À chacun son tour, inutile kowelela na mokili, nazela te, eh, na patientaki te, eh
Minene esopi nga, tala ndenge ezangisi nga Francis Luya, (huh, huh, huh)
Kozanga patience na bolingo, nzoka nde ememaka des fois souffrance
Je ne voulais pas des reproches, alors que je me comportais mal
Crayon soki eboyi amitié na gomme, ba papiers nde ekosila na kobuakama
Minene esopi nga, tala ndenge ezangisi nga Francis Luya, (huh, huh, huh)
Kozanga patience na bolingo, nzoka nde ememaka des fois souffrance
Éliminatoire ya love se fait, dans les pires moments
Soki défenseur asimbi touche na carré, akokamwa penalty te
Trop de fautes, carton rouge
Arbitre ya bato te Francis Luya, oh
Francis Luya yokela nga yokela nga mawa
Faute avouée est à moitié pardonnée, yokela nga mawa
S'il te plaît mon amour Francis Luya
Francis Luya yokela nga, yokela nga mawa
Faute avouée est à moitié pardonnée, yokela nga mawa
Ngayi natosaki te, éliminé
Trop de fautes, éliminé
Bazuwa'a bozoba, éliminé
Matoyi mangongi
Minene na nga ekomi mikie
Ngayi nateyami, nga nazongi giga
Minene na nga ekomi mikie
Nga nateyami, nga nazongi giga, eh
Francis Luya mon bébé oy'a nga'e, han
Oh-oh, papa yaka kokota na motema oyo ya nga oyeba
Bébé na nga ya mbala'yo, nakobeta ntolo pona yo
Maître Samuel Matondo nakobeta ntolo pona yo
Basusu balobaka okaba molimo nzoto oteka
Mobali na nga moko, abala nga na mbongo
Tolata alliance, tosala mariage
Botika, botikelanga ye (eh-eh-eh)
Johnny Le Brun, le maître qui paye, patron
Jules Chris Nzabani, Jado Makola
Francis Luya yokela nga, yokela nga mawa
Faute avouée est à moitié pardonnée
Yokela nga mawa
Francis Luya yokela nga, yokela nga mawa
Faute avouée est à moitié pardonnée
Yokela nga mawa
Francis Luya yokela nga, yokela nga mawa
Faute avouée est à moitié pardonnée
Yokela nga mawa
Francis Luya yokela nga, yokela nga mawa
Faute avouée est à moitié pardonnée
Yokela nga mawa

Family and Succession Law

It is governed by several key pieces of legislation: 

• The Law of Succession Act (Cap 160): This is the principal law governing the distribution of a person's estate after they die. It covers two primary types of succession:
• Testate succession: Occurs when a person dies having made a valid will detailing how their property should be distributed.
• Intestate succession: Occurs when a person dies without a valid will. In this case, the law dictates how the deceased's assets are to be distributed among their surviving relatives.
• The Marriage Act of 2014: This law governs marriage and divorce in Kenya. Matters such as spousal rights, property division in divorce, and grounds for dissolution of a marriage fall under this act.
• The Children Act of 2001: This legislation focuses on matters concerning children, including parental responsibility, custody, maintenance, adoption, and guardianship.

Key aspects of Family and Succession Law

• Estate planning: This involves drafting a will or setting up a trust to control how assets are distributed after death.
• Probate and administration: This is the court process of proving a will (probate) or, if there is no will, appointing an administrator to oversee the distribution of the estate.
• Inheritance disputes: The law provides mechanisms for resolving disagreements over the distribution of an estate, such as challenging a will's validity or contesting who qualifies as a rightful beneficiary.
• Dependant provisions: The law allows a person who was maintained by the deceased but not adequately provided for in the will to petition the court for a reasonable share of the estate.
• Matrimonial property: This governs the division of property between spouses upon divorce or death.

 

Policy Analysis: Excise Duty in Kenya

 

1. Introduction

Excise duty in Kenya represents a critical component of the country’s fiscal and regulatory framework. It is imposed on specific goods and services — primarily those considered non-essential, harmful, or luxurious — and serves both revenue-generation and behavioral-regulation purposes. The Excise Duty Act, 2015, as amended through subsequent Finance Acts, provides the legal foundation for its administration by the Kenya Revenue Authority (KRA).

This policy analysis examines the objectives, structure, effectiveness, and challenges of Kenya’s excise tax regime, with a view to assessing its alignment with national economic and social policy goals.

2. Policy Objectives

Kenya’s excise duty policy pursues a dual mandate:

a. Fiscal Objective

To mobilize domestic revenue in a predictable and sustainable manner. Excise taxes contribute significantly to national revenue, providing fiscal space for public investment and reducing reliance on external borrowing. In FY 2024/25, excise duty accounted for a substantial share of ordinary revenue, particularly from petroleum, alcoholic beverages, and telecommunications.

b. Regulatory and Social Objectives

Excise duty also functions as a behavioral and policy tool designed to:

• Discourage the consumption of harmful goods (alcohol, tobacco, sugary beverages).
• Promote environmental sustainability through taxes on fuel and motor vehicles.
• Regulate socially sensitive sectors like gambling and betting.
• Encourage equitable taxation, ensuring luxury consumption bears higher fiscal responsibility.

Thus, the policy aligns taxation with Kenya’s Vision 2030 and the Bottom-Up Economic Transformation Agenda (BETA) by integrating health, environmental, and equity considerations into fiscal design.

3. Structure and Mechanisms

Excise duty in Kenya is structured through two main approaches:

• Specific Duty: Fixed charge per unit or quantity of goods (e.g., KSh 134 per litre of spirits, KSh 3.59 per cigarette stick). This provides revenue predictability and administrative simplicity.
• Ad Valorem Duty: Percentage of product value (e.g., 20% on motor vehicles, 15% on betting stakes). This ensures progressivity and captures value-based differences across product categories.

Revisions to excise rates are typically introduced annually via the Finance Act, which allows the Treasury to adjust for inflation and policy shifts. KRA administers compliance through the iTax system and enforces registration, licensing, and reporting obligations for manufacturers and service providers.

4. Policy Effectiveness

a. Revenue Mobilization

Excise taxes have proven effective in stabilizing Kenya’s revenue base. However, heavy reliance on a narrow set of products — such as fuel and alcohol — poses risks of volatility, especially in times of economic downturn or shifts in consumption patterns.

b. Public Health and Social Outcomes

Excise duty has supported public health objectives by discouraging excessive consumption of tobacco and alcohol. For example, following sustained tax increases, Kenya has seen gradual declines in smoking rates. However, affordability and availability of illicit brews remain persistent challenges, undermining regulatory intent.

c. Economic and Market Impacts

Excise taxes influence market behavior by shaping pricing strategies, production costs, and consumer demand. High excise rates on petroleum products, for instance, have contributed to higher transport and commodity prices, sparking debates over their inflationary effects and burden on low-income households.

d. Environmental Regulation

Excise duty on fuel and motor vehicles supports Kenya’s environmental and climate goals by encouraging energy efficiency and reducing carbon emissions. However, enforcement gaps and lack of targeted incentives for green technologies limit the policy’s transformative potential.

5. Key Policy Challenges

1. Illicit Trade and Tax Evasion:
   High excise rates on alcohol and tobacco have led to the growth of unregulated markets, depriving the government of revenue and exposing consumers to unsafe products.
2. Inflationary and Regressive Impacts:
   Excise duty, particularly on fuel and mobile services, disproportionately affects lower-income groups, raising concerns over tax equity and cost-of-living pressures.
3. Policy Predictability and Investor Confidence:
   Frequent rate adjustments through annual Finance Acts create uncertainty for businesses, discouraging long-term investment and planning.
4. Administrative Complexity:
   Compliance costs remain high for small and medium enterprises (SMEs), especially those in manufacturing and telecommunications sectors, due to complex filing and audit requirements.
5. Limited Linkage to Expenditure Outcomes:
   While excise duty is justified partly on social and environmental grounds, revenue earmarking for related programs (e.g., health promotion, environmental conservation) is weak, reducing transparency and public trust.

6. Policy Recommendations

1. Enhance Predictability and Transparency:
   Introduce a medium-term excise duty framework that limits ad hoc adjustments and aligns revisions with clear inflation and policy benchmarks.
2. Broaden the Tax Base:
   Diversify excise coverage to include emerging products such as e-cigarettes, carbon-intensive goods, and digital luxury services, while reducing overdependence on traditional categories.
3. Strengthen Enforcement and Anti-Illicit Measures:
   Expand the Excise Goods Management System (EGMS) and integrate digital tracking to curb smuggling and counterfeiting.
4. Mitigate Regressive Impacts:
   Introduce targeted subsidies or social safety nets to offset excise-related cost increases for low-income groups, particularly in energy and transport.
5. Earmark a Portion of Revenue for Social Goals:
   Allocate defined shares of excise revenue to health promotion, addiction treatment, and environmental programs to enhance policy coherence and accountability.

7. Conclusion

Excise duty in Kenya plays a multifaceted policy role—as a fiscal instrument, a behavioral regulator, and a social policy tool. While it has contributed significantly to revenue mobilization and public health goals, its full potential remains constrained by administrative, equity, and enforcement challenges.

A more strategic, transparent, and evidence-driven excise policy—anchored in Kenya’s long-term economic and social objectives—would enhance both revenue efficiency and policy legitimacy, ensuring that excise taxation continues to support sustainable development within a fair and inclusive framework.

Key Data Points

• Total collection by Kenya Revenue Authority (KRA) in FY 2024/25: KSh 2.571 trillion (growth of ~6.8 %). (Kenyans)
• Domestic excise duty (excise on locally‐manufactured goods and services) in FY 2024/25: KSh 69.385 billion (performance ~97.2 %). (Kenyans)
• Decline in domestic excise duty: Collections fell ~5.75% to KSh 69.39 billion in the year to June 2025 (down from ~KSh 73.62 billion the prior year) — the sharpest drop since Covid-19. (The Eastleigh Voice News)
• Excise duty on betting services in FY 2024/25: KSh 13.233 billion, up from KSh 10.598 billion the previous year, with a performance ~117.2% of target. (theinformer.co.ke)
• Excise duty (imports + domestic) growth via customs/excise head in FY 2024/25: excise duty collections rose ~11.6% to KSh 125.3 billion under the customs division. (Citizen Digital)
• From the budget outlook: Excise duty is projected to contribute ~10.1% of total revenue in FY 2025/26 (estimated excise duty revenue ~KSh 335.5 billion). (Cytonn)
• New goods/services added under excise duty via the Tax Laws (Amendment) Act, 2024 effective 27 Dec 2024: e.g., 25% on imported fully‐assembled electric transformers; 15% on imported printing ink; 5% or KSh 50/kg on certain sanitary fixtures. (Kenya Revenue Authority)
• Example of policy rate retention: The duty on mobile money transfer services retained at 15 % in the 2024/25 Budget. (African Watch)

Court Update: The court suspends cyber harassment section in newly assented Computer Misuse law

 The High Court on Wednesday, October 22, temporarily suspended the enforcement of the controversial Computer Misuse and Cybercrime (Amendment) Act, 2024, assented to by President William Ruto on October 15, 2025, pending the hearing and determination of a petition filed by gospel musician Reuben Kigame and the Kenya Human Rights Commission (KHRC), who argue that the law violates multiple constitutional rights, including freedom of expression, privacy, and digital anonymity. 

In rhe ruling, Judge Lawrence Mugambi of the Milimani Law Courts ordered that the temporary suspension would allow for the determination of an application filed by the Kenya Human Rights Commission and former Presidential Aspirant Reuben Kigame, which seeks to declare the newly signed law as unconstitutional, null and void.

The petitioners contend that the Act’s vague provisions criminalizing false, misleading, or “mischievous” information, mandatory government-verified social media accounts, and obligations on platforms to remove flagged content preemptively effectively grant the state excessive power to police online speech, threaten whistleblowers, journalists, and regime critics, and weaken protections under the Data Protection Act of 2019, while also challenging the legislative process as unconstitutional for bypassing Senate approval under Article 110.