The tragic death of Rosemary Koech Kimwatu, a senior manager and Head of Data Protection at KCB Bank Kenya, has brought the institution’s workplace culture under intense scrutiny.
Days after she took her own life, current and former employees have come forward with accounts of sustained harassment, excessive workloads, and a pervasive climate of fear that they say originates from the highest levels of management.
Before her death became widely known, a leaked message circulated on social media revealing that Rosemary had formally raised concerns about her treatment.
She had lodged complaints with KCB’s Human Resources department, the CEO, and even Safaricom, specifically citing her direct supervisor, Faith Basiye, the Group Chief Risk Officer, for mishandling her and contributing to her declining mental health.
According to insiders, none of these pleas were taken seriously.At the heart of the allegations is Managing Director Annastacia Kimtai, a 27-year banking veteran who made history in April 2023 as the first woman to lead the bank.
While her appointment was celebrated as a milestone for gender equality, insiders now paint a starkly different picture of her leadership.
Multiple sources, speaking on condition of anonymity for fear of reprisals, describe her management style as authoritarian and dismissive.
One former senior manager stated that Kimtai runs the bank like a “personal fiefdom,” demanding absolute loyalty and obedience, and sidelining or humiliating anyone who questions her decisions.
The psychological toll on staff is described as severe. A current employee with over a decade at the bank spoke of relentless pressure, with workers expected to be available around the clock.
Any delay in responding to calls or emails is met with accusations of laziness or incompetence, and the fear of making mistakes is so intense that there is no room for learning or growth.
This culture of fear is compounded by excessive workloads, unrealistic deadlines, and constant criticism, where career advancement often depends on one’s ability to tolerate pressure rather than on actual performance.
The turnover rate is said to be staggering, with employees leaving not for better opportunities but because they can no longer endure the abuse.
Colleagues have broken down in tears during meetings, developed stress-related illnesses, and many have resigned rather than continue suffering.
The HR department, which should protect employees, is instead seen as a tool for shielding senior management and silencing those who speak up.
As one employee put it, “When you report a problem, you become the problem.”
Rosemary’s case is not viewed as isolated but as a symptom of a deeper, long-standing problem at KCB.
Employees had witnessed her deterioration in the months before her death, and some had tried to raise concerns with HR, only to be told nothing could be done.
Her tragedy is seen as a direct consequence of an environment where relentless pressure and belittlement are the norm.
Kimtai’s influence extends beyond the bank. She is married to a government Permanent Secretary, a connection that gives her access to networks and political capital that make her virtually untouchable.
This perceived impunity is a source of intimidation, as crossing her means confronting a powerful network that can make life difficult for dissenters.
Her family’s sense of entitlement is further illustrated by reports about her son, who insiders describe as having been involved in multiple incidents of drunk driving and fights, yet consistently escaping consequences due to his parents’ influence.
The revelations have caught the attention of regulators and labour rights organizations, with calls for an independent investigation into KCB’s treatment of its employees and the circumstances surrounding Rosemary’s death.
Labour rights activists argue this is not an isolated case but a systemic problem in Kenya’s corporate sector, where powerful executives abuse their authority without consequence, and employees lack meaningful protection.
They are urging the government to strengthen labour laws and hold institutions like KCB accountable.
However, it remains unclear whether any internal investigations have been launched. Insiders express scepticism, noting that the bank’s leadership is aware of the issues but chooses to look the other way.
The board is described as afraid of Kimtai, who has consolidated too much power and made herself indispensable, leading them to prioritize reputation and profitability over employee welfare.
As one source lamented, “They would rather sacrifice the welfare of thousands of employees than take on someone like her.”Rosemary’s death, initially treated as a personal tragedy, has now become a symbol of a larger, festering problem in corporate Kenya. Those who knew her are determined to ensure her story does not fade away quietly, and that her death leads to meaningful change.
The technology and data protection communities mourn her loss, while KCB employees wait to see if the bank will address the toxic culture that has been exposed—though many remain deeply pessimistic.
