NCBA Bank Kenya, a subsidiary of NCBA Group PLC, is facing mounting internal unrest as employees, both current and recently dismissed, speak out about what they call extreme pay disparities, harsh management practices, and a growing disconnect between senior leadership and ordinary staff.
The bank, already linked to repeated scandals over customer funds, disputed terminations, and insider fraud, is now accused of running a “two-tier pay racket” that insiders say thrives on exploitation.
The accounts coming from staff across various branches and departments contrast sharply with the bank’s polished image as a modern, progressive employer.Insiders describe a system where managerial discretion determines salaries, promotions, and work assignments, creating unfairness even among employees in the same roles.
Many believe that merit and effort are secondary to favouritism and personal alliances within the bank’s hierarchy.
This approach has reportedly led to resentment, distrust, and a sharp decline in morale. Staff who once valued the institution for its work environment now describe it as a place where transparency is punished, and compliance is rewarded over competence.
Employees point to inconsistent and selectively applied appraisals, audits, and performance reviews, often used to target those who challenge management decisions.
According to several sources, speaking up or expressing dissatisfaction can lead to stalled promotions or outright dismissal, fostering a culture of fear.
This climate has reportedly worsened in recent years, coinciding with leadership’s push to present NCBA as an innovative, employee-friendly, and digitally driven bank.
One source told Cyprian Is Nyakundi, “Hi Cyprian. I am an employee at NCBA Bank Kenya and I want to highlight the severe pay disparities and working conditions that many of us face daily. Employees doing the same job earn vastly different amounts. Some take home as little as Ksh 50,000 while others performing identical tasks receive more than Ksh 120,000. Meanwhile, the board of directors earns hundreds of millions annually, sharing bonuses among themselves, while the lowest-paid staff receive paltry performance bonuses of around Ksh 40,000.
The group managing director pockets hundreds of millions in bonuses which is an extreme imbalance. Attempts by lower-paid employees to push for salary harmonization are often ignored or met with victimization. Some employees remain on contracts earning less than Ksh 35,000.
The bank enforces a strict dress code, yet many of us struggle to afford three meals a day, let alone new clothes each week to comply with these rules. Despite long hours, often stretching to 7 pm due to the volume of work across multiple institutions, no overtime payments are provided.
Job allocations and instructions are numerous and sometimes conflicting, creating confusion and fatigue.
The overall culture prioritizes compliance over competence, leaving employees feeling undervalued and trapped in a system that rewards favouritism and internal networks rather than merit and effort.”
Beyond pay, staff say the bank enforces rigid targets, long hours, and sudden job reallocations that they interpret as pressure tactics. Several employees report that formal grievance channels are either unresponsive or actively obstruct complaints, reinforcing the perception that leadership is out of touch with the challenges faced by ordinary workers.
The growing dissatisfaction now poses serious risks to NCBA Bank Kenya’s stability. If the leadership chooses to ignore these concerns, it risks further staff turnover, damage to its public reputation, and potential scrutiny from regulators.
In banking, trust is a valuable currency, and losing it internally could be just as damaging as losing it among customers.
Unless NCBA addresses the inequities, opaque decision-making, and culture of retaliation described by employees, its public branding will remain far removed from the reality inside its walls.
