Zimbabwe Tourism Authority Under Scrutiny as Management Shake-Up Raises Governance Questions
The Zimbabwe Tourism Authority (ZTA) is facing a period of intense internal upheaval, following the recent retrenchment of several senior managers—a move that has sparked widespread concern among employees and cast a spotlight on governance practices within the state tourism entity. Over the past two weeks, three senior directors and around a dozen department heads and managers were reportedly let go, according to sources within the organization who preferred to remain anonymous due to fears of retaliation.
The retrenchment process, which began with directors before expanding to include other senior personnel, was formalized through letters signed by acting chief executive William Stima. This wave of job cuts comes against a backdrop of ongoing labor challenges at the authority, where staff have been contending with persistent salary delays, a lack of salary adjustments, and the absence of annual bonuses as the year closes. These issues have not only impacted morale but also raised broader questions about the agency’s financial management and commitment to staff welfare.
Concerns extend beyond retrenchments. Employees have voiced unease regarding procurement and governance practices, particularly in connection with contracts awarded for the high-profile Sanganai/Hlanganani World Tourism Expo held in Mutare in September 2025. Allegations have surfaced that some contract awards did not fully adhere to established corporate governance procedures, fostering suspicions about transparency and accountability within the procurement processes. The operation of the ZTA procurement unit and the management of the Zimbabwe Tourism Fund have both come under scrutiny, with staff expressing anxiety about the integrity and oversight of these critical functions.
This climate of uncertainty is further compounded by proposed amendments to the country’s Tourism Act. Employees report heightened apprehension about what these legislative changes could mean for the authority’s governance structure and operational transparency. Some staff members even claim to have felt intimidated in their roles, with allegations that references to politically influential individuals were used by senior figures to exert pressure or silence dissent. Such practices, if unchecked, risk undermining trust and professionalism within the organization.
The internal turbulence has been amplified by recent events involving the acting chief executive. William Stima inadvertently made public a message intended for the Ministry of Tourism and Hospitality Industry’s permanent secretary, Takaruza Munyenyiwa, via his WhatsApp status. The message revealed the extent of ongoing staff purges at the ZTA, confirming suspicions among employees of further removals and fueling perceptions that some retrenchments may be motivated by personal agendas rather than organizational restructuring.
In response to the escalating controversy, the authority is said to have engaged legal practitioners to facilitate amicable separation agreements with affected staff members. However, these measures have done little to quell disquiet within the workforce, where many feel the retrenchments are not only poorly managed but may also represent the culmination of internal vendettas rather than a strategic response to operational needs or market realities.
The ZTA, charged with marketing Zimbabwe as a premier tourist destination and coordinating nationwide tourism development, now finds itself at a crossroads. The current turmoil comes at a critical juncture for Zimbabwe’s tourism sector, which is striving to recover from the impacts of global disruptions and reposition itself as a competitive force in the region. Effective leadership, transparent governance, and robust employee engagement are essential for restoring confidence both within the authority and among external partners.
For Africa’s travel industry, the unfolding situation at the ZTA offers a cautionary tale about the importance of strong governance frameworks and the risks inherent in opaque management practices. It also highlights the need for statutory tourism bodies to maintain clear lines of accountability, especially when entrusted with public funds and charged with advancing national economic interests through tourism. The sector’s long-term growth depends not only on innovative marketing and product development but also on the cultivation of a stable, motivated workforce and the upholding of ethical standards in every aspect of operations.
The ZTA’s experience signals a period of reflection for tourism authorities across the continent. As competition intensifies and visitor expectations evolve, organizations must prioritize internal reforms that bolster transparency, fairness, and inclusivity. This is particularly vital for attracting credible investment, forging strategic partnerships, and ensuring that tourism’s economic benefits are broadly shared. For Zimbabwe, resolving these internal challenges could pave the way for new growth, provided that lessons are learned and reforms are implemented with urgency and sincerity.
Looking ahead, the tourism industry in Zimbabwe—and by extension, across Africa—will need to grapple with the realities of organizational change. This includes embracing best practices in corporate governance, enhancing employee relations, and maintaining open channels of communication with all stakeholders. As the sector navigates these complexities, the ability to adapt, innovate, and foster a culture of accountability will be crucial in shaping a more resilient and prosperous future.
