The Central Bank of Kenya is managed by staff with diversified skills including economists, statisticians, accountants, lawyers, communications specialist, information technology experts and human resources professionals amongst others. This pool of talented staff ensures effective and efficient implementation of the Bank’s mandate.
Board of Directors
Role and Legal Status
Under the Central Bank of Kenya Act (Cap. 491), the responsibility for determining the policy of the Bank, other than the formulation of monetary policy, is given to the Board of Directors. The Board of Directors of the Central Bank of Kenya is responsible for:
(a) Determining the policy of the Bank, other than the formulation of monetary policy.
(b) Determining the objectives of the Bank, including oversight for its financial management and strategy.
(c) Keeping under constant review the performance of the Bank in carrying out its functions.
(d) Keeping under constant review the performance of the Governor in discharging the responsibility of that office.
(e) Keeping under constant review the performance of the Governor in ensuring that the Bank achieves its Objectives.
(f) Determining whether the policy statements made are consistent with the Bank’s primary function and policy objectives of the Bank.
(g) Keeping under constant review the use of Bank’s resources.
The Board comprises 11 members consisting of the Chairperson, the Governor; the Permanent Secretary to the National Treasury or his representative who shall be a non-voting member, and eight other non-executive directors.
The chairperson and directors are appointed by the President with the approval of Parliament and hold office for a period of four years but shall be eligible for re-appointment for one further term of four years. Persons eligible to be appointed to the Board must be citizens of Kenya who are knowledgeable or experienced in monetary, financial, banking and economic matters or other disciplines relevant to the functions of the Bank.
The Chairperson convenes the meetings of the Board not less than once in every two months, or whenever the business of the Bank so requires, or whenever he is so requested in writing by at least three directors. In the absence of the Chairperson at a meeting, the members present shall elect one of the members appointed under paragraph to preside at that meeting of the Board.
A quorum for any meeting of the Board shall be the Chairperson, the Governor and three directors. Decisions of the Board are adopted by a majority of the votes of those present at that meeting and in case of an equality of votes the Chairperson or the person presiding at the meeting shall have a second or casting vote. The Board may delegate to any committee of the Board or to any member thereof, or to any officer, employee or agent of the Bank the exercise of any of the powers or the performance of any of the functions or duties of the Board under the CBK Act or any other written law.
Mr. Mohammed Nyaoga was reappointed Chairman of the Central Bank of Kenya Board of Directors with eﬀect from June 18, 2019. Mr. Nyaoga is the Managing Partner at Mohammed Muigai Advocates. He holds LLB and LLM degrees from the University of Nairobi and Diploma in law from the Kenya School of Law. He is a Certified Public Secretary (CPS); a Certified Company Director and a member of the Institute of Directors of Kenya.
Mr. Nyaoga was called to the Bar in 1985. He specializes in corporate finance, civil and commercial litigation. He has been ranked in the Chambers Global as one of the leading lawyers in Kenya. In addition to the practice of Law, he has been Vice–Chairman of the Law Reform Commission, Chairman of its Business Laws Committee and Chairman of the Mining Licences Task Force. He has also been a Director of Capital Markets Authority, Chairman of International Commission of Jurist and Chairman of EcoBank Kenya. He has also been Chairman at the Commission of Inquiry into the suspension of the County Government of Makueni.
In addition, he is a certified training consultant in corporate governance with the Centre for Corporate Governance for over 13 years, where he has trained over 10,000 directors in Kenya and in Africa at large. He has also been a consultant and Trainer for State University of New York on procurement (SUNNY Kenya) and a Lecturer (LLM Programme) University of Nairobi, School of Law (Business Law Department) on Public Procurement and accounting law.
Nelius W. Kariuki
Samson K. Cherutich
Rachel B. Dzombo
Over the last few years Ravi has served as an Advisor to the Financial Sector Deepening (FSD) Trusts in East Africa and to the World Bank Group’s Finance, Competitiveness and Innovation Practice. Ravi’s prior experience includes twelve years with the World Bank Group in Washington DC as a Senior Financial Sector Specialist and Senior Internal Auditor. Before that he was a Senior Manager in the Emerging Markets practice of Deloitte in Washington DC.
Ravi holds an MBA in Finance and Strategy from the University of California, Berkeley and a BA Land (Urban) Economics – First Class Honors – from the University of Nairobi. His early education was at Jamhuri High School and Parklands Primary School.
Below the management is a team of senior staff who head departments and are responsible for management of various functions.
The Governor is the chief executive officer of the Bank and, subject to the general policy decisions of the Board, is responsible for the management of the Bank, including the organisation, appointment and dismissal of the staff in accordance with the general terms and conditions of service established by the Board, the Governor has authority to incur expenditure for the Bank within the administrative budget approved by the Board.
Dr Patrick Njoroge (Ph.D.)
Dr Patrick Njoroge was reappointed Governor of the Central Bank with eﬀect from June 18, 2019. He holds a PhD in Economics from Yale University, USA, and a master’s and bachelor’s degrees in Economics from the University of Nairobi, Kenya. Prior to joining the Central Bank, Dr Njoroge had a long career, spanning 20 years, at the International Monetary Fund (IMF), in Washington, D.C., USA. At the IMF, he was advisor to the IMF Deputy Managing Director from December 2012. He also served as Deputy Division Chief in the IMF’s Finance Department and IMF Mission Chief for the Commonwealth of Dominica, as well as other capacities beginning in 1995. Prior to joining the IMF, Dr Njoroge worked in Kenya as an economist at the Ministry of Finance and as a planning officer at the Ministry of Planning. His professional and research interests are in Macroeconomics, Economic Policy, International Finance, Development Economics, Econometrics and Monetary Policy.
Mrs Sheila M'Mbijjewe
Mrs Sheila M’Mbijjewe MBS, ACCA (UK) was reappointed Deputy Governor of the Central Bank with eﬀect from June 18, 2019. She holds a BA degree in Accounts and Finance and is a Chartered Accountant, England and Wales.
Mrs M’Mbijjewe has had a long career in accounting and audit. She worked in senior positions in the banking sector and was the first woman to be appointed executive director of a publicly quoted commercial bank in Kenya. She has served as a board member in several companies, including the Capital Markets Authority, the Nairobi Stock Exchange, Old Mutual Insurance Company Kenya, the Financial Reporting Centre of Kenya, Pricewaterhouse Kenya and Deloitte Touché Kenya, amongst others.
Mrs M’Mbijjewe was a founding member of the Monetary Policy Committee and the Crime and Anti-Money Laundering Act Advisory Committee of Kenya. In 2008 she was awarded the Moran of the Burning Spear (MBS), a Presidential medal for service to her country.
Mr Kennedy K. Abuga
Director, Governors' Office
Mr Abuga is an advocate of the high court, holds a Law degree from the University of Nairobi and is a Certified Public Secretary (CPSK). He is an Associate of the Chartered Institute of Bankers (ACIB), London, and holds a Diploma in Mortgage Lending from the Chartered Institute of Bankers, London. Mr Abuga also holds a BSc Degree in Financial Services from the University of Manchester, UK. Prior to joining the Bank, Mr Abuga practised law at Salim Dhanji and Company Advocates and worked as legal manager at the Co-Operative Bank of Kenya.
Mr Gerald A. Nyaoma
Director, Bank Supervision Department
Mr William Nyagaka
Director, Financial Markets Department
Prior to joining the Bank, he worked at the Office of the Controller and Auditor General and the Kenya Power and Lighting Company Limited. He has served in various departments, including Finance, Banking, Financial Markets, Bank Supervision and Deposit Protection Fund Board. He also served, on secondment, at the Kenya Revenue Authority (KRA) during its formative stages.
Mr Paul K. Wanyagi
Acting Director, Currency Operations Department
Mr Wanyagi served in Bank Supervision before being transferred to Currency Operations and Branch Administration in 2009.
Prior to joining the Bank, he worked as an external auditor with Ernst & Young and later with Coopers & Lybrand. He also worked as an assistant financial controller with Conservation Corporation Africa (CCA) Ltd.
Mr Mwenda K. M'Marete
Acting Director, Banking and Payment Services Department
Before joining the Bank, he worked briefly with the Kenya Agricultural Research Institute (KARI) as a Project Accountant in charge of Donor Funds.
At the Bank he has served in various Departments, including Bank Supervision, Governors’ Office, Internal Audit, Finance, National Debt and Financial Markets. He also served as the Finance and Administration Manager on secondment to the Ministry of Finance at the Year 2000 (Y2K) National Secretariat overseeing the millennia changeover. He also in the recent past worked very closely with National Treasury on Debt Management matters.
Ms Rose A. Detho
Director, Strategic Management Department
Ms Detho also served in the Board of the Capital Markets Authority as an Alternate Member to the Governor, as Council Member to and Treasurer of the International Association of Deposit Insurers (IADI), and as statutory manager in resolving several problem banks in the country. Ms Detho serves on the Board of the Kenya Deposit Insurance Corporation as an Alternate Member to the Governor. She is a member of the Kenya Institute of Bankers and a Fellow of the Kenya Institute of Management.
Mr Moses M. Ngotho
Acting Director, Finance Department
He started his career at the audit firm, Deloitte. Subsequently, he worked for American Life Insurance Company (ALICO) and at Chloride Exide (K) Limited before joining the Bank in May 1994. He has served in various capacities in Financial Markets, Internal Audit, Kenya Deposit Protection Fund (the precursor to the Kenya Deposit Insurance Corporation), and Kenya School of Monetary Studies and in Human Resource Departments.
He has also served in a number of organizations on secondment namely, Kenya Revenue Authority (KRA) at its formative stages where he harmonized the accounting systems of the then four government of Kenya revenue departments, Grand Regency Hotel under receivership, Merchant Card Limited under receivership and at the Insurance Regulatory Authority (IRA) where he was instrumental in converting the then Insurance Department under the National Treasury into an autonomous regulatory Authority.
Mrs Matilda Onyango
Acting Director, Internal Audit and Risk Department
Prior to joining the Bank, Mrs Onyango worked with the Industrial Development Bank as an internal auditor, Kenya Railways Corporation as an accountant, and the Ministry of Education as an auditor. She has also held the position of Vice Chairperson, Association of Women Accountants of Kenya.
Mrs. Onyango has worked in various departments including the Currency Operations and Branch Administration Department where she was instrumental in the establishment of the first Currency Centres, Banking Department where she facilitated development of Mobile Money transfer systems and East African Payments System (EAPS), and oversaw implementation of Kenya Electronic Payment and Settlement System (KEPSS), G-Pay and Domestic Foreign Currency Cheque Clearing (DFCCC). She was also involved in the introduction of one to eight year fixed rate treasury bonds, launch of Repos and phasing out of paper-based securities in the National Debt Office. Mrs. Onyango also served in the Kenya Deposit Protection Fund and Department of Procurement and Logistics and Services.
Ms Terry W. Ng’ang’a
Acting Director, Human Resources Department
Mr Joshua N. Kimoro
Acting Director, Kenya School of Monetary Studies
Prior to joining the Bank, Mr. Kimoro worked as an auditor at Delloite and Touché, as Finance Manager in various local companies, and later as a senior internal auditor at the Kenya Power and Lighting Company (KPLC). Mr. Kimoro has worked in various business areas of the Bank including Internal Audit, Risk Management and most recently the Management Development Centre at KSMS.
Risk Management is the second line of defence in the bank’s operations, following the Bank’s units and preceding the Internal Audit department. This Division creates an awareness throughout the Bank of the risks associated with its operations and works to mitigate them through assessment, reporting and review.
The Risk Management Division focuses on four key functions: risk management of the bank’s operations, business continuity management, compliance and ethics, and anti-money laundering and combatting the financing of terrorism. Risk management of the bank relates to management of risks in performance of bank operations, business continuity relates to the bank’s ability to sustain business operations even in extreme circumstances, while compliance and ethics relates to high standards of accountability and transparency. Finally, the bank’s efforts to prevent money-laundering and combat the funding of terrorism sees the Division taking steps to ensure that the bank’s facilities are not employed in either of these illegal and harmful activities.
Risk management forms the Bank’s second line of defence towards the process of achieving its mandate and strategic objectives, and is thus a central part of the Central Bank of Kenya’s (CBK) Strategic Management. The bank units form the first line of defence, whereas Internal Audit provides the third line of defence, which is independent assurance.
The risk management function is charged with the following roles:
a) Spearheading formulation of a Risk Management Policy for the Bank that clearly stipulates:
• The objectives of the Bank’s Risk Management arrangements.
• Structures responsible for managing risk within the Bank.
• The Bank’s risk tolerance levels.
• The Bank’s Risk Management frameworks that will help to identify, assess, monitor and manage potential risks and opportunities.
• The mode of creating risk awareness within the Bank including appropriate education.
b) Systematic assessment of risks throughout the Bank in consultation with the Departmental Heads, through interactive sessions like Control and Risk Self-Assessment (CRSA), by reviewing the Bank’s main activities and understanding how these activities can generate risks. The Function ensures that clear responsibilities and consistent frameworks are put in place to define, assess, monitor and control risk throughout the Bank, while at the same time creating risk management awareness amongst all members of staff. The main activities of the Bank which the Risk Management Function reviews on a regular basis include:
• Monetary Policy
• Financial System Stability
• Banking Services
• The Issuance of Currency
• Foreign Reserves Management and Intervention Capacity
• Real Time Gross Settlement System (RTGS) – KEPSS
• National Debt Services
• Internal support arrangements necessary for the above functions, including Procurement, Accounting, IT Services, Financial Markets Settlements, Internal Audit and Human Resources
c) Reporting, documenting and maintaining a data base for the risks identified throughout the Bank (the Risks Register) and developing risk indicators that are used to signal possible problem areas and act as an early warning system.
d) Assessing and documenting risk Incidence Reports in all areas of the Bank for management information.
e) Carrying out regular risk reviews of major projects in the Bank.
Business Continuity Management (BCM)
Central Bank of Kenya as a regulator recognises its obligation to staff, government, the public, investors and other stakeholders for the continuity of its business operations. The Bank recognises the need to have sustainable critical business operations functional at all times for the purpose of maintaining its ability to fulfil its mandate as provided for under the Central Bank of Kenya Act Cap 491 of the Laws of Kenya.
Risk Management is charged with the following roles in BCM for the Bank:
a) Spearheading the formulation and implementation of the Bank’s Business Continuity Management (BCM) programme and embedding the BCM culture within the Bank.
a) Spearheading the formulation and implementation of the Bank’s Business BCM Policy aimed at ensuring Bank’s resilience and effective response to major operational disruptions that may arise from potential disasters.
b) Coordinating the development, regular exercising and maintenance of the Bank’s Business Continuity Plan (BCP).
Compliance Risk Management and Ethics
The objective of the Bank is to meet stakeholders’ expectations consistent with its core mandate of formulating and implementing monetary policy directed at achieving and maintaining stability in the general level of prices and fostering the liquidity, solvency and proper functioning of a stable market-based financial system.
In pursuing this mandate, the
Bank is committed to adopting best practice and standards in the areas of accountability, transparency and business ethics.
Risk Management compliance is in six parts:
a) Deals with stakeholder expectations consistent with the Banks core mandate of formulating and implementing monetary policy directed at achieving and maintaining stability.
b) Deals with the scope of the policy and policy statement. Under the scope, the applicability of the policy is specified. The policy statement states what the bank aims to achieve through adopting the world’s best practices.
c) Deals with the compliance framework and spells out what it shall achieve through allocation of responsibilities, identification of compliance risk, monitoring, investigating and reporting in line with applicable laws, regulations, standards and codes of conduct.
d) Deals with the operation structure and implementation steps and it entails the identification and evaluation, setting of the policy, embedding the policy, monitoring, investigation and reporting compliance.
e) Deals with the roles and the responsibilities of different stakeholders, namely the Board, Governor, Bank Risk Management Committee, compliance function, Internal Audit and staff.
f) Deals with the review of the policy where the Risk management function shall on a regular basis assess and review the compliance policy to ensure that it remains relevant to the needs of the bank.
Anti-Money Laundering and Combatting the Financing of Terrorism (AML/CFT)
Anti-Money Laundering and Combating the Financing of Terrorism (AML/CFT) are serious crimes that adversely affect the integrity of any country’s economic, social and political structures. Money laundering undermines the financial system, encourages crime, dampens Foreign Direct Investment and criminalises society.
Risk Management Function at the Central Bank of Kenya works closely with the Financial Reporting Centre (FRC) in the fight against money laundering and the financing of terrorism and is cognisant of the possibility that its services could be exposed to the risk of money laundering and terrorism financing. Through the AML/CFT Policy, the Central Bank of Kenya spells out measures to ensure that the Bank’s facilities are not used in the commission of, or to further the commission of, financial crimes, particularly money laundering and the financing of terrorist activities.
Internal Audit is the third line of defence in the Bank’s operations. It provides two key services to the Bank:
- Audit and assurance, through which it monitors the Bank’s operations,
- Consultation and advisory, wherein the department analyses work processes and makes recommendations.
Through these functions, Internal Audit plays a key role in ensuring that the Bank’s data is accurate, that the Bank is operating efficiently, and that the Bank’s departments are operating within the policies, laws and regulations that govern them.
Internal auditing is defined by the Institute of Internal Auditors as “an independent, objective assurance and consulting activity designed to add value and improve an organisation’s operations. It helps an organisation accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control, and governance processes.”
Internal audit is a key corporate governance mechanism that complements other cornerstones of corporate governance, namely external auditors, Audit Committee and management. It assists in regulating and directing the activities of the Bank.
The Internal Audit Department is headed by a Director who is currently deputised by an Assistant Director and supported by auditors who are allocated a portfolio of operational and information systems audits to carry out during the specified period, and based on their competencies. The Director, Internal Audit, reports administratively to the Governor and operationally to the Board Audit Committee.
Internal audit performs two main functions: to provide audit/assurance and consulting/advisory services. These may be as part of their normal, routine activities or in response to specific requests from management.
Audit Services are generally a planned and objective examination of evidence for the purpose of providing an independent assessment on risk management, control or governance processes of the Bank. Examples of planned activities include financial, performance, compliance, system security, and due diligence engagements.
Advisory service activities are those whose nature and scope are agreed upon with the client and which are intended to add value and improve operations. Advisory activities may involve providing informal or formal advice, analysis, assessments, and serving on task forces and committees to review operations and make recommendations.
The Internal Audit Department has adopted a holistic, collaborative approach to auditing that combines all elements of traditional audit approaches, which include comprehensive financial, operational, and information technology (IT) reviews.