The Journal of African Business Issue 11

THE JOURNAL OF

AFRICAN

BUSINESS

DECEMBER/JANUARY/FEBRUARY 2025

WHY SPECIAL ECONOMIC

ZONES SUCCEED,

AND WHY SOME FAIL

FOR ECONOMIES TO

PROSPER, BUSINESS

SCHOOLS NEED

TO PROSPER

Collaboration among African

business schools is making

them stronger

BRIDGING THE

DIGITAL DIVIDE

Solutions are available,

says the British Council

THE PATH TO

GREEN GROWTH

African economic expansion

need not threaten

global-carbon target

BUILDING ON AN IMPRESSIVE TURNAROUND

In reviving Daybreak Foods’ fortunes, CEO RICHARD MANZINI is deploying

a blend of appropriate technology and motivated people

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FOREWORD

The Journal of African Business

A unique guide to business and investment in Africa.

Welcome to The Journal of African Business. Since the inaugural issue was published

as an annual in 2020, the quarterly format has been adopted, giving our team more

opportunities to bring to readers up-to-date information and opinions and offering

our clients increased exposure at specific times of the year.

We cover a broad range of topics, ranging from energy, agriculture, manufacturing

and mining to tourism and skills development.

The year 2024 has been a big one for elections. The Brookings Institution, a

research body, calculates that 22 African countries will have held “some form of

electoral contest” by the end of the year, whether at local, regional or national

level. The Botswana Democratic Party (BDP), which had ruled Botswana since

independence, was ousted and South Africa’s party of liberation, the African

National Congress, was forced to find coalition partners to stay in government

after it failed to win a majority.

Food security continues to be a critical concern so it is heartening to learn

that Daybreak Foods, a poultry producer in South Africa, is thriving again after

tough times. An initiative to research and develop ancient seeds in Nigeria is the

subject of another article that relates to food security. A new grain-processing

and training facility has been established in Kano by Bühler and Flour Mills

of Nigeria.

A feature article on the characteristics of successful Special Economic Zones also

interrogates why some fail. The SEZ model is widely followed but the results are

mixed and international competition is intense.

Collaboration is proving to be useful ignition fuel for some of Africa’s business

schools. The Association of African Business Schools (AABS) is finding that more

and more schools are looking to learn from one another.

With most of Sub-Saharan Africa’s population being under the age of 30, the

need to solve the digital divide is urgent. Lack of access threatens to deepen socioeconomic

inequalities and the British Council is seized with trying to find solutions.

Four articles tackle different aspects of the sustainability debate. The mining sector

is the focus of one article that suggests that alternatives to providing power to remote

mines are available. Another contribution reports on a Finnish company that has

specialist skills in removing metals from water.

A group of researchers in Nigeria is calling for a ban on single-use plastics. The

particular focus is the Osun River which has the highest level of microplastics in the

world. Finally, an energy professor and a PhD candidate share the results of their

research into likely economic outcomes if Africa were to pursue a greener growth path.

Global Africa Network is a proudly African company which has been producing

region-specific business and investment guides since 2004, including South African

Business and Nigerian Business, in addition to its online investment promotion

platform www.globalafricanetwork.com.

JOHN YOUNG

Editor, The Journal of African Business

Email: john.young@gan.co.za

THE JOURNAL OF

AFRICAN

BUSINESS

DECEMBER/JANUARY/FEBRUARY 2025

WHY SPECIAL ECONOMIC

ZONES SUCCEED,

AND WHY SOME FAIL

FOR ECONOMIES TO

PROSPER, BUSINESS

SCHOOLS NEED

TO PROSPER

Collaboration among African

business schools is making

them stronger

BRIDGING THE

DIGITAL DIVIDE

Solutions are available,

says the British Council

THE PATH TO

GREEN GROWTH

African economic expansion

need not threaten

global-carbon target

BUILDING ON AN IMPRESSIVE TURNAROUND

In reviving Daybreak Foods’ fortunes, CEO RICHARD MANZINI is deploying

a blend of appropriate technology and motivated people

Editor: John Young

Publishing director: Chris Whales

Managing director: Clive During

Online editor: Christoff Scholtz

Designer: Tyra Martin

Production: Ashley van Schalkwyk

Account managers: Chris Hoffman, Venesia Fowler,

Tennyson Naidoo, Sam Oliver, Tahlia Wyngaard,

Gavin van der Merwe, Graeme February, Shiko

Diala, Gabriel Venter and Vanessa Wallace

Administration & accounts: Charlene Steynberg,

Kathy Wootton, Sharon Angus-Leppan

Distribution & circulation manager:

Edward MacDonald

The Journal of African Business is

published by Global Africa Network Media (Pty) Ltd

Company Registration No: 2004/004982/07

Directors: Clive During, Chris Whales

Physical address: 28 Main Road, Rondebosch 7700

Postal: PO Box 292, Newlands 7701

Tel: +27 21 657 6200 | Email: info@gan.co.za

Website: www.globalafricanetwork.com

No portion of this book may be reproduced

without written consent of the copyright owner.

The opinions expressed are not necessarily those

of The Journal of African Business magazine, nor

the publisher, none of whom accept liability of

any nature arising out of, or in connection with,

the contents of this publication. The publishers

would like to express thanks to those who support

this publication by their submission of articles

and with their advertising. All rights reserved.

Printing: FA Print

Member of the Audit Bureau of Circulations

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Contents

The Journal of

African Business

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6

8

10

18

22

26

30

33

36

38

40

FOREWORD

From the editor’s desk.

PACCI

The Pan African Chamber of Commerce and Industry (PACCI)

is the continent’s foremost chamber body.

WOMEN AND YOUTH AND THE AFCFTA

A PACCI perspective, by Norman Moleele, Executive Director, Business

Botswana, and Wincate Muthini, Senior Programme Manager at PACCI.

TECHNOLOGY COMBINED WITH PEOPLE FOR SUCCESS

Blending motivated staff with an intelligent application of data was the key to

turning around the fortunes of Daybreak Foods, says CEO Richard Manzini.

LOCAL AND ANCIENT GRAINS COULD BE THE SOLUTION

A grain-processing and training facility built by Bühler and Flour Mills of Nigeria

promises to develop local grains while addressing food security.

WHY SPECIAL ECONOMIC ZONES SUCCEED

And why some fail. John Young examines some of the factors

behind the rise and fall of African SEZs.

FOR ECONOMIES TO PROSPER, BUSINESS SCHOOLS NEED TO PROSPER

Business schools are on the up across the continent, says Jonathan Foster-

Pedley, Chairman of the Association of African Business Schools (AABS).

BRIDGING THE DIGITAL DIVIDE

George Barrett, Country Director South Africa, British Council, tackles

the key issues relating to the digital divide in Africa.

FINTECH COMPANY WINS HIGH RANKING

The Financial Times has ranked South African fintech consultancy Elenjical

Solutions among Africa’s top 10 fastest-growing software and IT companies.

ACHIEVING MINING RESILIENCE

Long-term energy solutions are available to create sustainability in

the mining sector, writes Johan Helberg of Aggreko.

INNOVATIVE WATER TREATMENTS FOR AFRICA

A Finnish company that specialises in removing metals from

water has signed a JV to expand in Africa.

BAN SINGLE-USE PLASTICS, SAY RESEARCHERS

Nigeria’s Osun River has the highest level of microplastics in the world. By Yves Vanderhaeghen.

42

44

THE PATH TO GREEN GROWTH

Scenario research concludes that African economic

expansion need not threaten global-carbon targets. By

Daniel M Kammen and Oluwagbemisola Deborah Akinsipe.

COUNTRY PROFILES

Union of Comoros and the Kingdom of Eswatini.

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NEWS FROM ALL AROUND AFRICA

Recent investments, expansions and milestones.

TRIDENT ENERGY EXPANDS AFRICAN FOOTPRINT

Trident Energy has agreed to acquire Chevron Overseas (Congo) Limited’s stakes in several important oil fields, marking the company’s entry into the Republic of Congo’s

energy sector. Trident Energy is an oil and gas company focused on redeveloping mid-life assets. The move is bolstered by Chevron’s production figures from Congo, which

stood at 28 000 barrels of oil per day in 2023, together with 9 MMscf/d of gas. By acquiring Chevron’s Congo subsidiary, Trident Energy gains a 31.5% non-operated interest

in the Moho-Bilondo, Nsoko II and Nkossa, pictured, fields and a 15.75% operated interest in the Lianzi field at the maritime border with Angola. Further transactions with

TotalEnergies will see Trident Energy acquire an additional 53.5% working interest and operatorship in the Nkossa and Nsoko II fields and divesting a 10% stake in the Moho-

Bilondo field back to TotalEnergies. Chief Executive of Trident Energy ML, Jean-Michel Jacoulot, said, “This deal represents an exciting new chapter in Trident Energy’s growth

story and strengthens our presence and capabilities in Africa.”

CORRUPTION IS BIGGEST CONCERN OF AFRICAN YOUTH

The 2024 African Youth Survey reports that young Africans see corruption as the biggest barrier to their chances of

having a better life. They are dismissive of the weakness of governments in dealing with corruption and consequently,

nearly 60% are considering emigration within the next five years. The 2024 survey is the third of these biennial surveys

to be funded by the Ichikowitz Family Foundation. For this edition, 5 604 people aged between 18 and 24 in 16 countries

were interviewed. Another major finding relates to faith in democracy: 69% still believe in it but 60% want a system with

more African characteristics and nearly one third of respondents think that autocratic rule might be acceptable in

certain circumstances. Jobs and the lack of jobs is a big concern and many feel that foreign countries are benefitting

from the continent’s mineral wealth to the detriment of locals. China is the foreign country with the most positive

perception and a majority blame the West for the Russia-Ukraine war.

4

PHOTO: Unsplash | PHOTO: Oceanotheque/Ifremer

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NEWS

AFFORDABLE MEDICAL OXYGEN THROUGH TECHNOLOGY

When a Kenyan medical-grade oxygen manufacturer found that costs

were going through the roof during the Covid epidemic, it decided to

switch to Air Separation Unit (ASU) technology, which is not only cheaper

but also more energy-efficient. Nairobi-based Hewatele (“abundant air”

in Swahili) is a social enterprise that produces and supplies medical

oxygen to Kenya’s healthcare system. The first production plant was

opened in 2014, providing oxygen to several counties across Kenya. Ten

years on, Hewatele has scaled its operations to five production plants

in Kenya and one in Uganda, supplying more than 150 medical facilities.

In support of capital-raising efforts to transform the manufacturing

processes, Hewatele also needed to upgrade its computer software. VC

ERP Consulting was chosen to design and deploy the ERP solution, which

includes the flagship S/4HANA Cloud. Phase One focussed on financial,

inventory and manufacturing processes. A second phase will cover

the remaining areas of the business. Operations were streamlined

and decision-making improved by providing real-time insights into key

business processes.

GOOGLE LANDS IN ZAMBIA

Zambia’s Ministry of Technology and Science has signed a Memorandum

of Understanding with Google Cloud to develop a Centre of Excellence at

the University of Zambia (UNZA). The centre and Zambia will be connected

to UMOJA, a fibre-optic project which will run from Kenya through South

Africa to Australia. The Zambian government has been making incentives

available to investors in the ICT sector. Since they were introduced in

2023, Internet penetration in the country has risen from 53% to 64%.

Technology and Science Minister Felix Mutati said at the MoM signing

ceremony that the private sector has laid 5 000km of fibre-optic

cable in that time, bringing the total to 25 000km of cable laid since

Zambia achieved independence in 1964. Having already connected 150

institutions in Zambia to high-speed Internet, the Zambia Research and

Education Network will play an important role in the new project. ZAMREN

is a university entity.

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PACCI

THE PAN AFRICAN CHAMBER OF

COMMERCE AND INDUSTRY

Ushering in a new era of intra-continental trade.

The Pan African Chamber of Commerce and Industry (PACCI) is the continent’s

foremost chamber body. Driven by the goal to promote Africa’s economic integration

through sustainable growth, PACCI strives to foster an environment where commerce

and sustainability coexist harmoniously.

Established in 2009, PACCI serves as an independent, non-profit organisation

dedicated to advocating for public policies that promote continental economic

integration, competitiveness and sustainable growth. As the largest and most

influential business association in Africa, PACCI operates through more than 50

national chambers of commerce, leveraging their collective strength to foster a

prosperous business environment across the continent.

Our vision is clear: to be the recognised voice of African businesses and a

valuable resource to our members. We are committed to transforming Africa into a

vibrant hub for commerce, manufacturing and service industries, characterised by:

Economic empowerment: We are committed to promoting the well-being of

African businesses, enhancing intra-African trade and improving the productive

capacity of enterprises across the continent.

Sustainability and innovation: We advocate for a green transition and climatechange

readiness, ensuring businesses are sustainable and prepared for the future.

Our initiatives support gender-responsive policies and the integration of youth,

which are crucial for holistic economic growth.

Technology and accessibility: Through our Chamber Africa Connect initiative,

we are digitising and diversifying services to make business operations more

efficient and accessible, preparing our members for the digital age.

Inclusive growth: We ensure that the benefits of trade liberalisation contribute

not only to economic growth but also to environmental protection and the creation

of sustainable employment opportunities.

Headquartered in Addis Ababa, Ethiopia, with service desks in Ghana, Kenya

and Dubai, PACCI serves as a pivotal force in driving these changes, fostering an

environment where commerce and sustainability coexist harmoniously.

As we move forward, our mission remains steadfast: to empower African

businesses to thrive and expand, paving the way for a prosperous and inclusive

economic future.

Collaboration, partnership and collective ingenuity

The Pan African Chamber of Commerce and Industry seeks to work with business

chambers and other stakeholders in navigating the African business landscape by

working together and seeking new ways.

In the pursuit of our overarching goal to foster a united and thriving African

business landscape, PACCI’s canvas for collaboration serves as the foundational

bridge that connects our diverse stakeholder: businesses, chambers, policymakers,

development partners and civil society.

Focus 2024-2026

• Boosting intra-Africa trade

• Improving productive capacity and business competitiveness

• Support business to be more resilient to climate impacts

• Gender-responsive entrepreneurial environment

• Chamber Africa Connect which aims to deliver real-time connectivity to

every chamber of commerce in Africa where business, consultants and media

professionals can engage with each other and undertake digital trade to boost

intra-African trade.

Contact Details

Gulf Aziz Building 4th Floor 402, Bole, Addis Ababa, Ethiopia

Tel: +251 11 691 0011 | Email: info@pacci.org | Website: www.pacci.org | Social media: @officialpacci

PHOTO: OqJbvo on Unsplash

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POLICY POINTER

PACCI’S PERSPECTIVE ON THE AFCFTA

PROTOCOL ON DIGITAL TRADE

By Kebour Ghenna, Executive Director, PACCI, and Makeda Mulushewa, Consultant, PACCI.

The Protocol on Digital Trade under the African Continental Free Trade Area

(AfCFTA) represents a significant opportunity to foster a digitally integrated

African continent. However, from the perspective of the Pan African

Chamber of Commerce and Industry (PACCI), it is essential to recognise

the opportunities and challenges this presents for African countries.

The protocol aims to facilitate cross-border digital transactions, enhance

interoperability and build a digital economy across Africa. Nevertheless,

unless carefully implemented, there is a risk that it could perpetuate

dependency on advanced economies for technology and infrastructure,

limiting Africa’s control over its digital future.

The key issue here is Africa’s ability to develop an autonomous digital

ecosystem that does not solely rely on external technology providers. While

the protocol sets commendable objectives of creating harmonised rules and

promoting digital trade, several shortcomings could hinder Africa’s longterm

economic sovereignty and sustainable development.

Key shortcomings

Dependence on external technologies and infrastructure: The protocol

encourages the adoption of international standards and technologies but lacks

emphasis on promoting indigenous African technologies. Without focused

efforts to build local capacity in digital infrastructure, African countries may

remain overly dependent on foreign technology providers.

Local innovation and industrialisation: The protocol lacks provisions to

foster local innovation and digital industrialisation within Africa.

Inequitable data governance framework: The cross-border data transfer

provisions of the protocol favour the free flow of data, but many African

countries lack robust data-governance frameworks. This leaves the continent

vulnerable to losing control over valuable data to global tech giants,

exacerbating economic inequalities. Africa risks becoming a raw-data

provider while foreign companies extract economic value.

Vulnerability to cybersecurity threats: Africa’s digital ecosystem

remains fragile and the continent is vulnerable to cybersecurity threats.

The protocol does not go far enough in building Africa’s capacity to

protect its digital infrastructure.

Develop a continental digital-sovereignty strategy: African countries

need to prioritise digital sovereignty by creating a strategy that emphasises

the development of indigenous technologies, infrastructure and platforms. This

strategy should involve significant investment in African digital research and

development to ensure that Africa becomes not just a consumer but also a producer

of digital technologies.

Promote indigenous digital industrialisation: The AfCFTA should champion

policies that encourage digital industrialisation across the continent. By building

Africa’s capacity to produce its own digital goods and services, the continent can create

sustainable value chains and reduce reliance on imports from developed countries. Tax

incentives, grants and financing options should be made available to startups and SMEs

developing digital products, software and e-commerce platforms specifically designed

for African markets.

Strengthen data sovereignty and build local data centres: Africa should prioritise

data sovereignty by building local and regional data centres to ensure that African

data is stored and processed within the continent. The protocol should include

provisions requiring foreign companies to store data in Africa and engage in equitable

data-sharing practices.

Create an African digital-standards body: The AfCFTA should establish an African

digital-standards body to develop and enforce standards specifically tailored to the

continent’s needs.

Invest in cybersecurity and skills development: The AfCFTA should mandate the

creation of a continental cybersecurity framework with significant investments in

building cybersecurity infrastructure and skills.

Ensure equitable access for all African nations: The AfCFTA should facilitate

the equitable distribution of digital infrastructure across the continent. A digital

infrastructure fund could be established to support less-developed countries in building

robust Internet connectivity, cloud storage and digital payment systems.

The Protocol on Digital Trade under the AfCFTA has the potential to transform

Africa’s economic landscape by enabling intra-African digital trade and fostering digital

inclusion. However, unless the critical shortcomings related to external dependency,

lack of local innovation, weak data governance and cybersecurity vulnerabilities are

addressed, the protocol risks reinforcing Africa’s position as a consumer, rather than a

creator, of digital products and services.

The Pan African Chamber of Commerce and Industry calls for a more radical,

Africa-centred approach that emphasises digital sovereignty, local industrialisation, and

robust data protection to ensure that Africa fully benefits from the digital economy and

emerges as a leader in global digital trade.

PHOTO: Rawpixel on Freepik

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POLICY POINTER

ENHANCING THE ROLE OF WOMEN AND

YOUTH IN TRADE UNDER THE AFCFTA

A briefing document from the Pan African Chamber of Commerce and Industry. Authors: Wincate M Muthini, Senior

Programme Manager at PACCI, and Norman Moleele, the Executive Director of Business Botswana.

The African Continental Free Trade Area (AfCFTA) is a landmark initiative aimed

at creating a unified and competitive market across Africa, with the potential to

drive economic growth, increase trade and foster regional integration.

However, for the AfCFTA to fulfill its promise of inclusive and sustainable

development, it must actively address the structural challenges faced by

marginalised groups – particularly women and youth. The Protocol on Women and

Youth in Trade under the AfCFTA seeks to address these challenges by providing

a framework to empower women and youth as key drivers of economic growth

across the continent.

The Pan African Chamber of Commerce and Industry (PACCI), which

represents the voice of businesses across Africa, sees the protocol as a critical step

towards creating a more inclusive trade environment. The protocol’s commitment

to promoting equality, enhancing market access and providing support for women

and youth-led businesses is aligned with PACCI’s goals of fostering a competitive

and business-friendly environment across Africa. However, PACCI also recognises

that additional steps are necessary to ensure the effective implementation of the

protocol and to address the deeper economic and social challenges that women

and youth face.

In this brief note, PACCI highlights the key contributions of the Protocol on

Women and Youth in Trade and proposes areas where further actions are needed

to ensure the protocol’s success and maximise its impact.

Addressing structural inequality

The protocol’s emphasis on affirmative action and the elimination of discrimination

against women and youth is a vital step in levelling the playing field. Women and

youth have long been excluded from formal trade activities due to systemic barriers

such as limited access to finance, skills and market information.

By providing targeted interventions and capacity-building programmes, the

protocol helps to ensure that women and youth are not left behind as Africa’s

trade landscape evolves. PACCI strongly supports these efforts and emphasises

the importance of complementary national policies that address broader social

inequalities, such as land ownership, education and labour market participation

for women and youth.

Formalising informal trade

PACCI recognises that the majority of women and youth in Africa participate in

the informal economy, which often leaves them vulnerable to exploitation and

economic instability. The protocol’s focus on integrating informal cross-border

traders into formal markets is critical for improving their economic security and

expanding their access to opportunities.

However, PACCI advocates for a gradual and inclusive approach to formalisation.

Governments must reduce bureaucratic hurdles, offer incentives for formalisation

and ensure that informal traders are not unduly burdened by new regulations.

Additionally, tailored support programmes should be established to assist

informal businesses in transitioning to the formal economy. To promote inclusive

growth, the AfCFTA competition policy should mandate the inclusion of womenled,

youth-led and rural enterprises in all trade and market-access initiatives.

This could be achieved through binding quotas that require large corporations to

source a certain percentage of their inputs from businesses owned by these groups.

Further, a continent-wide programme could be established to train and empower

women and youth entrepreneurs, equipping them with the skills, resources and

networks needed to thrive in the AfCFTA market. This approach would ensure that

economic opportunities are distributed more equitably, helping to reduce social

and regional disparities.

Fostering value addition and innovation

The protocol rightly identifies value addition and innovation as key strategies for

increasing the competitiveness of women and youth in trade. By promoting the

integration of women and youth into regional and continental value chains, the

protocol enhances their ability to compete in higher-value

markets. PACCI believes that this approach is essential for driving local

industrialisation and reducing Africa’s reliance on raw material exports.

However, it is crucial to ensure that value-addition initiatives are accessible to

businesses of all sizes, particularly small and medium-sized enterprises (SMEs).

PACCI encourages the establishment of regional innovation hubs, business

incubators and technology transfer programmes to help women and youth-led

businesses thrive in the competitive global market.

Improving access to finance

The protocol’s commitment to improving access to affordable finance for women

and youth is one of its most significant contributions. Many women and youth-led

businesses struggle to secure the financing needed to scale up their operations,

especially in sectors with high growth potential.

PACCI welcomes the protocol’s efforts to collaborate with financial institutions

and establish funding schemes tailored to the needs of women and youth in trade.

However, PACCI emphasises that financial solutions should go beyond traditional

credit models.

Innovative financial instruments, such as blended finance, crowd-funding and

cooperative lending schemes, should be explored to ensure that all businesses –

especially those in underserved regions – can access the capital they need to grow.

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POLICY POINTER

Enhancing digital trade

In an increasingly digital world, access to technology and digital platforms is

essential for businesses to succeed in regional and global markets.

The protocol’s focus on digital trade and providing women and youth with the

tools and knowledge to engage in online trading is a forward-thinking approach

that aligns with PACCI’s vision of a digitally-enabled Africa.

However, for digital trade to be truly inclusive, PACCI urges governments

to invest in digital infrastructure, particularly in rural areas, and to provide

affordable Internet access. Furthermore, digital literacy programmes should be

implemented to ensure that women and youth have the skills to leverage digital

platforms effectively.

PACCI remains committed to supporting the implementation of the AfCFTA and

advocating for policies that drive inclusive economic growth for all Africans.

Simplifying trade processes

The protocol’s emphasis on reducing non-tariff barriers and simplifying trade

processes for women and youth in cross-border trade is a necessary step in making

trade more accessible.

PACCI supports the simplification of documentation, procedures and customs

processes to facilitate the participation of small-scale traders. However, PACCI calls

for the creation of one-stop trade centres where traders can access all necessary

services, including customs clearance, trade-related information and financial

services, in one location. This would reduce the time and cost associated with

cross-border trade and encourage greater participation by women and youth in

formal trade activities.

Norman Moleele, Executive Director, Business Botswana

PACCI’s recommendations for strengthening the protocol

While the Protocol on Women and Youth in Trade is a significant step towards

empowering these groups in the context of AfCFTA, PACCI believes that several

additional measures are necessary to ensure its success:

• Establish a Continental MSME Development Fund to provide direct financial

support and technical assistance to women and youth-led businesses, particularly

in underserved regions.

• Create preferential trade schemes and incentives that encourage large

corporations to source goods and services from women and youth-led

businesses, fostering greater market integration.

• Implement regional value-chain-development programmes to help women and

youth access high-value sectors such as manufacturing, agriculture and services.

• Promote public-private partnerships (PPPs) that engage the private sector in

capacity-building initiatives for women and youth in trade.

• Monitor and evaluate the protocol’s implementation through regular reporting

and consultations with women and youth-led business associations to ensure

that their voices are heard and their needs are addressed.

Wincate Muthini, Senior Programme Manager, PACCI

The Protocol on Women and Youth in Trade presents a transformative

opportunity to address some of the deep-seated economic challenges that have

historically excluded women and youth from Africa’s formal trade activities.

By fostering an inclusive trade environment, promoting access to finance and

technology and ensuring the protection of vulnerable groups, the protocol aligns

with PACCI’s mission of building a more equitable and prosperous Africa. However,

its success will depend on how well it is implemented and whether governments,

financial institutions and private sector stakeholders can work together to remove

the barriers that continue to limit the participation of women and youth in intra-

African trade.

Governments need to invest in digital infrastructure, particularly in rural areas,

to provide affordable Internet access to women, youth and small businesses.

PHOTO: Wirestock

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FINDING THE RIGHT MIX OF TECHNOLOGY

AND PEOPLE FOR SUCCESS

IBlending motivated staff with an intelligent application of data has been the key to

turning around the fortunes of Daybreak Foods, says CEO Richard Manzini, and that

combination will help grow the company’s market share in the future.

It’s often been said that one should never let a good crisis go to waste. Probably used

for the first time by Winston Churchill during World War II, it is a statement that

can apply to many scenarios.

The situation facing Richard Manzini when he was appointed as Chief reporting more reliable.

Executive Officer of Daybreak Foods was dire. To the long-running and

somewhat predictable problem of loadshedding was added an outbreak of avian

influenza which had a huge impact on all of the country’s poultry producers.

In order to continue to supply customers, Daybreak Foods had to buy eggs and steadily improved.”

chicks, an expensive operation.

A third factor was increasing input costs and there was also the fact that the Data analytics

company had not turned a profit for some time. In addition, a company statement

put out at the time that Manzini began the restructuring process referred to the

fact that “Daybreak Farms’ corporate image had been marred by negative media”

related to financial management. The company has since been renamed Daybreak

Foods and it is wholly owned by the Public Investment Corporation.

In announcing the appointment of new people in the posts of Chief Commercial

Officer, Chief People Officer and Chief Operations Officer to work with Manzini,

the company stated that the new appointees would be “focused on reshaping

Daybreak Farms’ reputation through the delivery of quality products, ethical

operations and positioning the company as an employer of choice”.

In selecting Richard Manzini to lead the company’s revitalisation, the PIC chose

an eminently qualified person.

His four degrees range across business, law and science and include an MBA,

an MSc and a Master of Management in Finance and Investment from Wits

Business School. In the light of those qualifications, Manzini was as well prepared

for tackling a financial turnaround as it is possible to be. Add in nearly a decade’s

worth of originating, executing and managing private equity, private credit and

impact investments in emerging markets for the PIC and a two-year spell as a

non-executive director of Southern Farms and it becomes clear that he was almost

uniquely qualified for the role of CEO at that time in the company’s history.

This really was a case of “cometh the hour, cometh the man”. Crucial as the

decision was to appoint the correct person, Manzini himself is focussed on building

a good environment for leadership. As he says, “Daybreak Foods is bigger than me,

which is why I want to build an incredible team of experts and individuals around

me to make sure I make the right decisions for the people and business.”

The turnaround strategy has been underpinned by two core pillars: people

and data. Get the right people into the right jobs and motivate them. Then make

sure that reliable and relevant information is improving operations and making

Says Manzini, “The right mix of technology and people will translate into even

more growth for Daybreak, and with the strong and dedicated leaders in the

various departments I am confident that this growth will be quickly attained and

The sensible use of data is already making an impact. “We’ve seen significant

improvements in supply-chain management, demand forecasting and operational

efficiency,” says Manzini. “The data analytics capabilities have enabled us to respond

swiftly to market trends and customer needs.”

This has resulted in enhanced decision-making and accountability. “We’ve

seen notable improvements in internal controls, audit processes and compliance,”

reports Manzini, with a good balance being struck between accountability at all

levels and empowerment of staff.

He expands, “It has enabled clear lines

of authority, streamlined decisionmaking

and fostered a culture

of ownership among senior

management. This has led to

improved productivity, reduced

bottlenecks and enhanced

collaboration across functions.

“We’ve implemented robust

financial management systems,

enhanced internal audit processes

and established clear policies

and procedures. I

had to make

sure that our

financials

are valid,

The turnaround strategy

Financial controls and improved governance were top of the agenda to turn the

Daybreak ship around. With a stronger board in place, clear lines of authority and

transparent accounting procedures established, the company can move forward with

confidence. Not only confident within itself and among the staff, but also assured that

the governance infrastructure will pass muster with the shareholder and any potential

investors or customers.

Richard Manzini, CEO of Daybreak Foods.

---

TRANSFORMATION

accurate and complete. These measures have significantly improved our financial

reporting, reduced risks and enabled data-driven decision-making.

“It has also sought to give comfort to our stakeholders that use our various

reports to make informed economic decisions.” As a result, Daybreak is on track

to achieving profitability, with significant progress made in cost management and

revenue growth.

People focussed

“I’m proud of each and every one of our employees and excited about our

future prospects,” says Manzini, highlighting one of the key features of his

management philosophy.

He continues, “Essentially, this business is its people. Not only is it my mission

to build a profit-making business, but to build one where people feel free to be

themselves, to bring their strengths to table. Even the most junior staff can have

opinions that can cause rapid or distinctive improvements within the business,

which is why I listen to them as much as I do to my more senior staff.

“The heads of each department spend hours at their post. Their ‘can-do’ attitudes

and their easy way of sharing means that every day they teach me more about our

business and our operations and they are fully committed to our stated objectives.

They are making decisions daily, managing change-management processes and

practices without seeming to tire. Because of this elevated level of teamwork, we

have seen cost savings, and furthermore, behavioural changes that bodes well.”

The goal is to create an environment where employees are empowered to excel,

innovate and grow. Performance-based incentives are set to play a key role in

achieving this vision. Creating employment opportunities in local communities

and playing a role in supporting local economies is also something Manzini is

pleased with.

Manzini asserts, “Our staff are our greatest asset, and we’re committed

to their development and well-being. Staff have embraced development

opportunities and I’m proud of their growth. We’ve invested in

training programmes, mentorship initiatives and education

assistance to support their career aspirations. Our goal is to create

a culture of continuous learning and development,” says Manzini.

“I think one of the greatest abilities a leader can have is to

connect with people of all levels. To this end I ensure that I am

as comfortable with high-powered individuals as I am with the

sweepers at the plants. It’s about meeting the needs of Daybreak’s

11

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TRANSFORMATION

employees and winning back the community wherein the business operates. Daybreak needs to

cement itself and reclaim our market share, at every level.”

Says Manzini, “I have the utmost admiration for my team, they truly deserve the recognition

and more importantly, on any platform. I convey my gratitude for the work they have done in

steering us to where we are.

“While there is a journey we need to take with Daybreak, I’m clear of what that entails and

how we reposition it. I want to remain extra vigilant to the compact we have signed with our

employees, the promise of job security and alignment with our principles and values. We care,

we make the right business decisions and we make informed decisions.”

In line with the commitment to making a positive impact in the communities that Daybreak

Foods serves, the company has launched the Youth Employment Service (YES) programme, a

strategic initiative aimed at addressing the pressing unemployment challenge in South Africa.

The first phase of the partnership with the YES Programme will provide 104 participants with

work experience across all sectors of Daybreak’s business, giving a new

generation of agribusiness leaders a taste of what to expect in the world

of work.

Into the future

With the C-Suite now running smoothly with highly qualified executive

and non-executive directors, strategies for sustainability and growth are

being worked out in respect of challenges in the existing market and

possible future opportunities that might lie ahead.

The board of the PIC handed the management and CEO a large vote of

approval in the way that the turnaround had been handled in September

2024 when a loan of R250-million was approved. With stability in the

boardroom and staff buying into the steps taken by the CEO, the focus

can now be on the future. The money will be used to bolster the balance

sheet of the firm and to upgrade various machines and to invest in a watertreatment

plant that will improve efficiency in the processing of chickens.

The CEO is upbeat about the future, but speaks in measured tones about

expansion: “Our immediate aim is to figure out segments that are profitable

and maintain market share. We anticipate positive growth over time as

we defend our position. We will seek to expand over time in tandem with

improved economic conditions.

“The growth story of Daybreak Foods is that we are and will continue

to be more than a food or protein business, we will play across the entire

value chain. And this strategy excites me,” adds Manzini.“We aren’t just

looking for more SKUs, but other divisions; we are looking to broaden

our product offering and while growth might start off in an organic way,

inorganic growth will be optimistically pursued with the support of the

board and the shareholder.”

Manzini is looking at the long term: “We’ll continue to invest in

innovation, enhance our operational efficiency and pursue strategic

partnerships to drive business growth. Our long-term vision is to solidify

our position as a market leader and expand our footprint into new markets.”

The experience of being CEO of Daybreak Foods has reinforced for

Manzini the importance of people, adaptability, strategic planning and

empowering leadership. He says, “We continue to navigate complex

challenges and a very tough operating environment.”

The challenges that the poultry industry faces are not going to magically

go away. These include changes in regulation, supply-chain problems and

fierce competition. Manzini responds by listing the practical steps that

Daybreak Foods is taking: “We’re investing in market research, developing

agile business models and fostering strong relationships with stakeholders

to navigate these challenges and capitalise on opportunities.”

Manzini is confident there will be a return. As he sees it, “We have

put in place all the ingredients that will see us delivering on value for

our stakeholders.”

D

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PROFILE

DAYBREAK FOODS

The greatest strength of one of the country’s most

prominent poultry companies lies in its people.

Daybreak Foods, founded in 2001, began as a small-scale poultry operation with

a vision to provide high-quality, nutritious eggs and poultry products. Operating

across Gauteng, Mpumalanga, Limpopo and KwaZulu-Natal, Daybreak Foods

produces a wide range of poultry products.

Through dedication and a commitment to excellence, Daybreak Foods has grown

into a prominent player in the poultry industry. Our journey has been marked by

continuous innovation, sustainability efforts and a focus on delivering the best to

our customers. Daybreak Foods is currently a level 8 B-BBEE contributor.

WHAT WE DO

Daybreak Foods is a supplier of both fresh and frozen poultry products. Our value

chain includes farming, growing, processing broilers in our abattoirs and providing

feed from our feedmill. Our quality chicken forms an important part of many

people’s daily meals.

Our values directly link the business activities to our responsibilities towards

our stakeholders – including shareholders, management, employees, customers,

the environment, society and government.

OUR PEOPLE – THE HEART OF OUR SUCCESS

At Daybreak Foods we believe that our greatest strength lies in our people. With a

dynamic team of over 3 400 employees, we are dedicated to creating a supportive

and caring environment that encourages growth and collaboration. Our team is

spread across various sites namely Sundra, Delmas, Kinross, Bela-Bela and our

head office at Clayville, each location brimming with talented individuals who

drive our success. At the core of our values is a commitment to driving a high

ethical culture. We believe in doing the right thing, always.

WHY OUR PEOPLE THRIVE

Supportive environment: From comprehensive wellness programmes to professional

development opportunities, we are committed to supporting our employees in attaining

their personal and professional objectives. Investing in our employees is a priority.

Training and development: In 2023, we trained over 1 700 employees through

approximately 3 990 training sessions and partnered with learning institutions to

facilitate over 50 learnerships. Over the past two years, we have trained 70 leaders

and supported four graduates through our graduate programme. Collectively, we

dedicated over 150 000 hours and spent over R14-million on training.

We are committed to empowering young talent through our YES programme,

which has provided 104 graduates with valuable work experience across our entire

value chain.

A diverse and inclusive workforce: We are proud of our diverse and inclusive

workforce, with women accounting for 55% of our employees. Gender balance and

equality is a core value that shapes our corporate culture and drives our further growth.

Caring culture: We believe that happy, motivated employees are critical to

our success, which is why we go above and beyond to make our environment

inspirational and gratifying.

The greatest strength of the company is its people. More than 1 700 staff members were exposed to

3 990 training sessions in 2023, part of the company’s commitment to investing in employees.

BREEDERS AND HATCHERY

Daybreak Foods Breeders & Hatchery is proud to operate two premier breeder

farms. Both farms are meticulously managed and feature state-of-the-art facilities,

including multiple sites with dedicated housing for males and females.

BROILERS

Our broiler operations are strategically located in Mpumalanga. Our integrated

approach combines in-house production with partnerships with independent

growers, ensuring a consistent supply of high-quality chickens.

FEEDMILL

Our feedmill, situated in Kinross, Mpumalanga, plays a vital role in our integrated

poultry operation. The feedmill manufactures specialised feed for our chicks,

ensuring they receive the nutrients they need.

ABATTOIR

Located in two provinces, Gauteng and Mpumalanga, Daybreak Foods’ Abattoirs

Division consists of two plants. Both the Sundra Abattoir plant and the Delmas

Abattoir plant are registered as high-throughput poultry abattoirs and have

combined slaughtering capacity of 1.5-million birds per week.

COMMUNITY

Daybreak Foods is committed to being a responsible and ethical corporate citizen.

As part of our efforts to empower local communities, we capacitate local enterprises

with the intention of integrating them into our value chain.

Our corporate social investment strategy is holistic and far-reaching, supporting

a range of community institutions in Delmas, Sundra, Bela-Bela and Kinross.

Our CSI programme areas include: Education, Healthcare, Food Security and

Environmental Sustainability, all of which are aligned with the United Nations’

Sustainable Development Goals (SDGs).

Contact us

Address: 31 Spanner Rd, Clayville Industrial, Olifantsfontein, Gauteng 1666

Tel: +27 (12) 641 0050

Email: Infodb@daybreak.co.za

Website: www.daybreak.co.za

---

GREEN FINANCE

LEADING AFRICA’S CLIMATE

AGENDA AT COP29

Driving a just transition for a sustainable future: the DBSA is playing a pivotal role.

As the world gathered to tackle the accelerating crisis of climate change, Africa’s communities to withstand the pressures of a warming world. DBSA also ventured

Development Finance Institutions (DFIs), such as the Development Bank of into urban sustainability, financing electric-vehicle infrastructure in major cities

Southern Africa (DBSA), played a pivotal role in crafting a greener tomorrow for to create cleaner, greener spaces and boost job creation in the emerging green

the continent.

transport sector.

At COP29, held in Baku, Azerbaijan, from 11-22 November, DFIs were crucial

in amplifying Africa’s voice on the global stage, advocating for solutions tailored A holistic vision

to the continent’s unique climate challenges and boundless renewable resources. Throughout COP29, DBSA championed the holistic vision of a Just Transition.

Africa has long shouldered the harsh impacts of climate change, yet it also holds Boitumelo Mosako, CEO of DBSA, explains, “By advancing an inclusive green

some of the world’s richest renewable resources, positioning it to lead in sustainable economy, a Just Transition and the mobilisation of climate finance, DBSA ensures

development. At COP29, DBSA’s involvement underscored its dedication to creating that Africa’s voice leads the charge towards a future where people and the planet

a green Africa – a vision of a resilient landscape where economic prosperity and thrive together.” DBSA’s dedication to clean energy, community empowerment and

social equity harmonise with environmental responsibility. This commitment to equitable climate finance opens avenues for all Africans to actively engage in this

nurture African potential and resilience stands like a tree with deep roots, growing green transformation, irrespective of socio-economic background.

and blossoming to sustain generations.

DBSA’s presence at COP29 served as a powerful testament to Africa’s potential

As one of Africa’s leading climate-finance institutions, DBSA exemplified within the global green economy. Africa’s vast solar and wind resources uniquely

its dedication to a Just Transition – a holistic transformation beyond emission position it as a crucial player in the low-carbon future. Yet, realising this vision

reductions. This movement also supports green job creation, inclusive economic demands united efforts across governments, businesses, communities and DFIs.

growth and a pathway to a low-carbon economy that reaches communities across At COP29, DBSA called for policies intertwining climate action with social equity,

all levels. Through landmark initiatives such as South Africa’s Renewable Energy ensuring that the green economy’s benefits reach all corners of the continent.

Independent Power Producer Procurement Programme (REIPPPP), DBSA This approach promotes environmental sustainability while enhancing economic

financed critical wind and solar projects that helped reduce carbon emissions stability, public health and quality of life across Africa.

and generated thousands of green jobs, with a particular focus on uplifting local Looking to the future, DBSA’s strategic mobilisation of climate finance is vital to

communities and underserved areas.

building a foundation of inclusive green growth. Investments in climate adaptation,

DBSA’s commitment to fostering a green and united Africa also extended to sustainable infrastructure and clean energy lay the groundwork for Africa’s

the Lesotho Highlands Water Project (LHWP). This binational initiative between resilience, nurturing a climate-ready Africa where economic empowerment and

South Africa and Lesotho supplied clean water to Gauteng province while environmental stewardship go hand-in-hand. These investments are the seeds that

generating hydroelectric power for Lesotho, setting a precedent for how sustainable will grow into a sustainable Africa, thriving as a model for future generations.

energy and regional collaboration can strengthen Africa’s climate resilience and As COP29 concluded, the significance of DBSA and other DFIs in leading

foster unity.

Africa’s climate agenda became ever more evident. Africa’s journey towards a

Supporting rural resilience, DBSA invested in climate-smart agriculture sustainable, green economy – where communities, ecosystems and economies

initiatives, including sustainable irrigation systems that enable smallholder flourish together – emerged as an inspiring example for the world. As the vision of

farmers to adapt to shifting rainfall patterns, sustaining their crops and livelihoods. a green Africa unfolds, it stands poised as a legacy of resilience, opportunity and

This proactive approach enhances food security while equipping vulnerable hope for generations to come.

PHOTO: Skypixels/Wikimedia Commons

Strengthening Africa’s climate resilience and fostering unity through sustainable energy and regional collaboration – the Lesotho Highlands Water Project.

14

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THE FUTURE WE CHOOSE

BEGINS WITH THE

INVESTMENTS

WE MAKE

DRIVING AFRICA’S GREEN TRANSFORMATION AT

COP29: A VISION FOR INCLUSIVE GROWTH.

At COP29, the Development Bank of Southern Africa

(DBSA) is leading Africa’s agenda towards a sustainable

future. From financing renewable energy projects to

transforming urban mobility and building climate-resilient

agriculture, we are not just reducing emissions but also

creating jobs, empowering communities, and fostering a

Just Transition for all Africans.

Through initiatives like the Lesotho Highlands Water

Project and the Renewable Energy Independent Power

Producer Procurement Programme, we are ensuring that

Africa’s shift to a low-carbon economy leaves no one

behind. We envision a future where economic growth,

climate resilience, and social equity thrive together,

creating a world where our communities and planet

prosper.

Let us pave the way for a resilient Africa that shines on

the global stage. Invest in Africa's climate journey –

because our choices today determine the world we leave

for future generations.

---

WARNING SYSTEMS

SHIELDING AFRICA’S FUTURE

How robust climate information and early-warning systems can protect

the continent as climate hazards threaten vital sectors.

Climate-Informed Early Warning Systems (CIEWS) are akin to fire alarms,

alerting us to imminent danger, providing the vital time needed to protect lives,

habitats and resources. Much like how fire alarms signal immediate action to avert

disaster, CIEWS serve as essential sentinels for Africa, forewarning communities

of approaching climate threats before they fully impact the region.

As developing economies with immense potential, Africa faces relentless

climate risks. To harness this potential, it is critical to protect Africa’s resources

through robust CIEWS. These systems act as vigilant guardians, monitoring and

safeguarding essential sectors such as water, agriculture and infrastructure from

the escalating impacts of climate hazards.

In Southern Africa, where extreme weather events are becoming more frequent

and severe, CIEWS are indispensable. Unchecked, these events can devastate

communities, just as fires unchecked by alarms cause widespread destruction.

Infrastructure that was not designed with evolving climate challenges in mind is

particularly vulnerable. CIEWS empower communities and decision-makers to

mitigate risks proactively, protecting crucial investments and promoting resilience.

Beyond physical assets, these systems provide communities with critical

knowledge, equipping them to adapt to changing climates. Like fire alarms that save

countless lives by raising alerts, CIEWS enable communities to prepare, fostering

resilience and community-led action.

With nearly half of the Least Developed Countries (LDCs) worldwide, many

of them in Africa, lacking effective multi-hazard early-warning systems, the

consequences of inaction are severe. Without CIEWS, African countries are exposed

to climate threats, lacking essential data to support water security, infrastructure

investments and the socio-economic resilience they need to be in alignment with

the Paris Agreement and the Sustainable Development Goals (SDGs).

Enabling informed investments

The water-security crisis in Southern Africa underscores this need. Repeated

climate-induced disasters have damaged vital water infrastructure, widening the

investment gap. Since 1980, more than 142-million people in Southern Africa

have been affected by climate-related events, including Cyclones Idai and Kenneth

in 2019, which devastated Mozambique, Malawi, Zimbabwe and the Comoros,

claiming over 1 000 lives and requiring more than $2-billion in humanitarian aid.

These events, compounded by the 2022 Durban floods, highlight the urgent need

for reliable CIEWS and improved water infrastructure to protect communities and

enable informed investments.

The Development Bank of Southern Africa (DBSA), in collaboration with the

Global Water Partnership (GWP), is leading the way with its Climate Resilient

Systems for the SADC Water Sector programme. Guided by high-quality CIEWS,

this initiative strengthens the region’s water security, much like a robust fire-alarm

system that alerts us to impending danger.

To ensure a prosperous future for Southern Africa, it is essential to explore

innovative solutions like green hydrogen, which holds promise for sustainable

development. This opportunity, however, depends on substantial investment in

CIEWS and hydrological infrastructure. By prioritising science-led decisionmaking,

Africa’s future can be secure and resilient.

Southern Africa, as a developing economy with boundless potential, warrants

our immediate attention and support. Through strategic investments in CIEWS,

we create a protective framework that shields Africa from climate change’s most

severe impacts, paving the way for a resilient and thriving future. Together, we

can establish the foundations for Africa to flourish, ensuring it overcomes the

challenges ahead.

PHOTO: Micah Camper on Unsplash

Climate-Informed Early Warning Systems and measures to deal with water security can ensure agriculture that thrives.

---

THE FUTURE WE CHOOSE

BEGINS WITH THE

INVESTMENTS

WE MAKE

SHIELDING AFRICA FROM CLIMATE HAZARDS

THROUGH EARLY WARNING SYSTEMS

As climate hazards increasingly threaten Africa's vital

sectors (water, agriculture, and infrastructure), the DBSA

is leading initiatives to build resilience across the

continent. Through Climate-Informed Early Warning

Systems (CIEWS), we are equipping communities with

essential climate data to make informed decisions,

safeguard livelihoods, and adapt to future challenges.

Our Climate Resilient Systems for the SADC Water

Sector programme, in collaboration with the Global Water

Partnership, is already fortifying water security in

Southern Africa. We are investing in multi-hazard early

warning systems and infrastructure to protect against

climate disruptions, ensuring that even the most

vulnerable communities can thrive.

By advancing these resilient systems, we can shield

Africa from climate risks, ensuring a sustainable and

prosperous future. Together, we can secure Africa's

future with responsible investments.

---

LOCAL AND ANCIENT GRAINS CONTAIN

THE SEED OF THE SOLUTION

A new grain-processing and training facility built by Bühler and Flour Mills of Nigeria in Kano

promises to research and develop local grains while addressing food security.

The GPIC houses pilot-scale production facilities, research and development labs and classrooms.

AAround 2.3-billion people in the world live in food insecure conditions, according

to the Food and Agriculture Organization (FAO) of the United Nations. With their

specific advantages, local grains such as sorghum and millet can play a vital role in

improving food security, particularly in Africa. Use of these raw materials is at a low

level today and processing is not developed.

To address this challenge, Bühler has opened a dedicated Application and

Training Centre with research and development capabilities in Kano, Nigeria,

together with its founding partner, Flour Mills of Nigeria (FMN), and its

collaborating partners, such as Olam Agri.

The main goal is to bring industrial processing of these grains to the next level

and thereby contribute to affordable nutrition. “Sustainable food value chains

utilising local grains are the number one priority to develop Africa,” says Johannes

Wick, CEO of Bühler’s Grains & Food segment.

“In addition to improving the food value chain, we see great business

opportunities with a new category of processed food,” says John Coumantaros,

Chairman of the Board of Flour Mills of Nigeria. Commenting on the

foreseeable impact of the Application and Training Centre, Coumantaros

stated, “FMN has always been at the forefront of driving food self-sufficiency

in Nigeria and progressively across the continent. The application centre is well

positioned to sustainably develop local grains, create business opportunities

and provide viable alternatives to some imported raw materials used in

production. Therefore, this partnership further demonstrates our consistency

in developing local content and in our commitment to feeding and enriching

lives, every day.”

Local grains and crops offer many benefits and are therefore a key tool

in improving food security. They have high nutrient density with valuable

vitamins, minerals, proteins and fats, are climate tolerant and able to withstand

high temperatures and arid conditions and require less fertiliser and pesticide

than other grains. “With these characteristics local grains are ideal plants to be

cultivated in Africa, specifically under the conditions of accelerating climate

change,” says Ali Hmayed, Head of Bühler’s new Grain Processing Innovation

Centre (GPIC) in Kano.

18

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FOOD SECURITY

The main reasons these local grains and crops have not yet been integrated into

industrial solutions are complex, ranging from low farming volumes and short

shelf life to a lack of process knowledge and equipment. Together with its partners,

Bühler is now taking a major step to break through this blockage and is open to

further collaborations.

The GPIC is a three-floor building spanning an area of 480 square metres,

housing pilot-scale production facilities, research and development labs and

classrooms. The production facility includes all steps of processing from cleaning

and sorting to dehulling, tempering and milling. The heart of the plant is Bühler’s

high-compression AlPesa grinding system. The GPIC will empower customers,

researchers and partners to collaboratively explore cost-efficient food-processing

solutions for local grains such as sorghum, millet, maize, soybeans and other local

crops such as cassava, different types of beans, nuts and seeds.

In close collaboration with the Bühler African Milling School in Nairobi,

Kenya, the GPIC also offers training and education courses on local grains and

their advantages and requirements in cultivation and processing. Additionally, this

new Application and Training Centre will enable Bühler to optimise its processing

portfolio for local grains in terms of both performance and cost-efficiency. The

GPIC is embedded in Bühler’s global network of 25 Application and Training

Centres. The first series of trials with customers has already been agreed upon.

Strengthening food security and the economy

One key reason for the challenging food situations in Africa is that many regions of

the continent are strong importers of grains, mainly wheat and rice. This makes them

vulnerable to trade disruptions and foreign exchange rate fluctuations. “Local grains

offer many opportunities, not only to increase food security but also to generate new

jobs in agriculture and adjacent markets, as well as enabling countries to become

more independent from imports,” states Hmayed.

The transformation of the food supply chain in Africa will not happen overnight.

“This requires concerted efforts across numerous sectors, including agriculture,

processing, recipe development, end-product innovation and consumer engagement,”

according to Coumantaros. “Together with our partners, we at Bühler are happy to

now contribute to this system change with the aim of ensuring that more people

in Africa have access to affordable and healthy food, thereby reducing hunger and

malnutrition,” says Wick.

John Coumantaros, Chairman of the Board of Flour Mills of Nigeria.

ABOUT FLOUR MILLS OF NIGERIA

Evolving from a single flour mill in the port of Apapa more than five decades ago,

FMN is now a publicly traded, vertically integrated supply chain of four major

sectors, namely food, agro-allied and logistics and support businesses.

Since making a first foray into the agriculture sector with a 10 000ha farm, we have

made substantial investments in the primary processing of locally grown soybean,

palm fruit, cassava, maize, sugar cane, sorghum, and the storage, aggregation and

distribution of locally sourced grains. At FMN, we are passionate about, feeding

and enriching lives. We have maintained a rich tradition of enhancing the quality

of living for Nigerian families by producing a wholesome portfolio of food options.

The company’s iconic food brand, “Golden Penny”, is a household name that is

trusted by many for good food and for daily nourishment.

The production facility includes all steps of processing, from cleaning

and sorting to dehulling, tempering and milling.

ABOUT BÜHLER

Bühler has two business pillars: Grains & Food solutions ensures safe and healthy

food and feed. Advanced Materials contributes to the production of energyefficient

vehicles and buildings. Bühler technologies cover basic needs for food

and mobility every day. For this, we develop the best process solutions along

complete value chains. Two billion people each day enjoy foods produced on

Bühler equipment, including flour, rice, pasta, chocolate, coffee and beer. One

billion people travel in vehicles manufactured with parts produced with our

machinery. Half of the new cars worldwide have die-cast components produced

with Bühler technology. Having this global relevance, we are in a unique position

to turn today’s global challenges into sustainable and good business. We have a

presence in over 140 countries with 100 service stations, over 30 manufacturing

sites and 25 application centres.

19

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EXPANSION

1 Kakie Strachan Rd

Parys, South Africa

+27 (56) 819 8097

info@staycold.co.za

www.staycold.co.za

Staycold International (Pty) Ltd

PROVIDING SOLUTIONS TO PROMOTE THE FULL

POTENTIAL OF CUSTOMERS’ PRODUCTS

STAYCOLD International has been

a leading African manufacturer

of self-contained commercial

fridges and freezers primarily

for the beverage and hospitality

industries.

Area Agreement (AfCFTA). Establishing long-term, strategic partnerships is

STAYCOLD has a proud history of always taking

crucial to any sustainable expansion.

energy efficiency seriously. We are always

With a range designed for African markets, Staycold Managing Director Lena le Roux is upbeat about the prospects

of growing the company’s market share in the context of the new continental trade agreement, AfCFTA.

striving to develop our products to use the

What are some of the factors playing latest a role innovations your African and technology plans? to keep not

It goes without saying that Africa needs only food our security, energy political footprint stability as low as and possible, sound

but also customer’s total cost of ownership.

political policies that can support financial investment to thrive. It is also important

For more information to on understand our energy efficient that each products, African using country hydrocarbon has a unique gas and identity how you based can procure on cultural them

in your territory with AfCFTA benefits, please contact us or a supplier in your region. You can also discover

influence, availability of resources and access to infrastructure.

benefits of our freezer models, why we are the trusted manufacturer of upright freezers in South Africa, as well

as our new stylish black carbon edition freezers, coolers and underbars.

To what extent does the constrained supply of electricity play a role in your

All STAYCOLD units are manufactured in

ability to access certain markets?

an ISO 9001:2015 approved facility to

stringent IEC 60335 By nature safety of our standards, commodity, electrical supply is a basic requirement. We mitigate

tested to ISO 22044 the situation efficiency as protocols, best as we possibly can by offering an energy-efficient product,

and are trusted all over the world to

complete with voltage protection, fully compatible to alternative power sources.

perform in the toughest of ambient

conditions.

Are there particular products which are appropriate for the African market? Or

sectors of the African market?

Our range is designed for the African market. Certain models lend themselves

more to certain market requirements than others. Once again, Trust this the depends Experience on the

specifics of a particular country and market requirements in different locations. We

pride ourselves in providing a solution that will promote the customer’s product

to its full potential.

KEEPING AFRICA COOL

SINCE 1979

Lena le Roux, Managing Director, Staycold.

Where is your manufacturing facility located and how many people work there?

Since inception in 1979, Staycold has been located is Parys, pictured, in the Free

State, South Africa.

We have expanded our original factory into a 12 000m², well laid out and

productive facility where all our products are manufactured and distributed from.

We currently have a staff complement of 101 full-time employees of which 40%

are women.

What is the significance of your collaboration with SABS regarding testing?

In short, data credibility. Staycold has its very own state-of-the-art test facility where

our units are tested and evaluated. Data is collected following the principles of ISO

protocols and then interpreted within the scope of relevant protocols. Through our

collaboration with SABS, our customers can rest assured that what we present is

true and supported by data.

To which countries beyond Africa do you currently export?

We currently supply units directly into the United Kingdom, but through our

dealer market our units are also indirectly distributed internationally.

And in Africa?

Currently we export to Ghana, Kenya, Lesotho, Mozambique, Namibia, Nigeria,

Zambia and Zimbabwe.

Do you have plans to expand in Africa?

We are focussed on not only expanding the markets we currently serve, but also

exploring what opportunities are presented by the African Continental Free Trade

20

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1 Kakie Strachan Rd

Parys, South Africa

+27 (56) 819 8097

info@staycold.co.za

www.staycold.co.za

Staycold International (Pty) Ltd

KEEPING AFRICA COOL

SINCE 1979

STAYCOLD International has been

a leading African manufacturer

of self-contained commercial

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industries.

STAYCOLD has a proud history of always taking

energy efficiency seriously. We are always

striving to develop our products to use the

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For more information on our energy efficient products, using hydrocarbon gas and how you can procure them

in your territory with AfCFTA benefits, please contact us or a supplier in your region. You can also discover

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as our new stylish black carbon edition freezers, coolers and underbars.

All STAYCOLD units are manufactured in

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Trust the Experience

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WHY SPECIAL ECONOMIC ZONES SUCCEED

And why some fail. John Young examines some of the factors behind the rise and fall of African SEZs.

Special Economic Zones (SEZs) are often touted as the panacea for all of the

economic problems that a country might face. Seldom does the reality of an

SEZ live up to the hype.

SEZs are geographically designated areas of a country set aside for specifically

targeted economic activities, supported through special arrangements (that may

include laws) and systems that are often different from those that apply in the rest

of the country. Various iterations of SEZs include Free Economic Zones, Export

Processing Zones (EPZs) and Free Trade Zones (FTZs).

SEZs are typically located in areas with particular resources and historical

sectoral strengths. The relevant SEZ is geared to serve, support and encourage

development of those resources and sectors.

The African Economic Zones Organization (AEZO), the continental body

representing the public and private institutions which run and promote SEZs in

Africa, reports that in 2021 there were about 203 SEZs in Africa with a further 73

under development. Zones are present in 47 of the continent’s 54 countries, with

the largest number of zones in Morocco, Nigeria, Egypt, Ethiopia and Kenya.

Many countries have coordinating bodies for SEZs such as the Nigeria Economic

Zones Association (NEZA), the Special Economic Zones Authority (SEZA) of

Kenya, the Special Economic Zones Authority of Rwanda (SEZAR) and SEZA

Botswana. Kenya has no fewer than eight types of SEZ, ranging from ICT Parks

and Science and Technology Parks to Free Trade Zones and a Free Port Zone.

Clearly defined goals

An SEZ could have any one of a number of primary goals. These include: to increase

foreign direct investment (FDI); to link local firms to the operations of foreign

investors through the supply chain; to boost exports; to beneficiate a country’s

natural resources on home soil or to develop local manufacturing capacity.

Probably the main reason that some SEZs achieve a measure of success is that the

chief goal, as outlined above, is clearly identified and articulated. Where the goal

is not properly described and defined, it is much more likely that the SEZ will end

up achieving very little of anything.

Key to supporting the definition of an SEZ’s objective is national policy. Where

an SEZ fits logically into a country’s industrial policy, then the articulation of the

SEZ’s goal becomes easy.

South Africa’s Industrial Policy Action Plan (IPAP) identifies SEZs as key

contributors to economic development. They are growth engines towards

government’s strategic objectives of industrialisation, regional development and

employment creation.

Rwanda and Mauritius were singularly successful in achieving clearly articulated

aims with their first SEZs. Rwanda wanted to boost employment by producing

goods for export. Within three years, 3% of its workforce was employed in the

newly established SEZ while Mauritius succeeded spectacularly in processing and

selling sugar to the EU, boosting both export income and employment (Inclusive

Society Institute).

A key distinguishing feature of the Mauritian story was the fact that European

processing companies led the process. The government leaned heavily on the

private sector to achieve its national development goals and research supports the

idea that the best model for ownership or management of SEZs is a combination

of public and private.

Since Rwanda’s first SEZ, Kigali Special Economic Zone, Bugesera SEZ and

a further eight industrial parks have been gazetted in Rwamagana, Muhanga,

Nyagatare, Musanze, Huye, Nyabihu, Rusizi and Rubavu.

Many ownership options are available, running the whole gamut from wholly

government controlled to a licensing arrangement with a private entity. One option

The 50ha Huye Industrial Park in Rwanda has three operational factories with a further three under construction.

22

PHOTO: SEZAR

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SEZ POLICY

Dube TradePort is closely tied to the

logistics opportunities presented by

the adjacent King Shaka International

Airport which serves Durban.

Tatu City is a privately run mixed-use SEZ which caters for residential developments and manufacturing north of Nairobi.

Hewatele, East Africa’s largest medical oxygen plant is among more than 80 business located in the SEZ.

is for a private investor responsible for the establishment of the SEZ to be given a

lease of a set number of years, after which the facility reverts to the government.

Government’s main roles are to provide legislative certainty and good

infrastructure. Where both are present, SEZs are far more likely to succeed. A

failure to provide adequate transport or power infrastructure will deter private

investors, as will a legislative framework that changes every few years.

The other key government role is to determine the level of incentives available

to investors in an SEZ.

An Occasional Paper published by the Inclusive Society Institute in 2023,

“Leveraging special economic zones for growth”, notes the fiercely competitive

environment in which SEZs operate globally. Morocco’s successful policy is

highlighted in this regard. Investors in any one of the country’s seven SEZs paid no

corporate taxes for five years and pay reduced rates after that. Various other low

rates of tax and generous exemptions are applied. Morocco’s exports are now valued

at over $2-billion, with international aeronautics companies now manufacturing

in the country for export.

Also cited in the paper is the Hamriyah Free Zone in Sharjah in the United Arab

Emirates where a business licence can be granted within 24 hours of application.

By contrast, some the laws applicable in some SEZs are barely distinguishable

from the laws that apply in the host country.

Local pressures

Which is not to suggest that SEZs should be a free-for-all zone where labour

practices are regressive, environmental protections are ignored and the wishes

of local residents are overruled.

Indeed, the failure of some SEZs can be put down to a failure to balance the

needs of labour, the environment and local communities with the desire to pursue

exports or some other aspect of national economic policy.

Consultation with local communities is likely to improve the chances of success

of any SEZ. In the same way, linking local businesses and suppliers to the economic

activity happening within the SEZ will not only make for a happier community, but

also help to achieve the economic aims of the host country. South Africa’s Coega

SEZ has progressively increased the procurement participation of local SMMEs,

with the figure for 2015-2020 reaching 35% (Inclusive Society Institute).

If local firms are supported through policies such as those adopted by the Coega

SEZ, the chances of the SEZ bringing benefits to the local economy are much

higher. By contrast, illogical political posturing without reference to the facts on

the ground can have a chilling effect on investment.

A case in point was a large retailer which intended to build a supermarket in

a country with a large population which had showed a willingness to spend their

money on this retailer’s wares. The host government told the prospective foreign

investor that shelving had to be purchased from local suppliers. No problem, said

the retailer, just point us to the local shelf builder. Large problem, there was no such

thing. So the desire of the government to protect a local industry came up against

the inconvenient fact that no such industry existed.

A failure to plan resulted in confusion and frustration.

Not all failures are quite as glaringly obvious but making sure that policy

lines up with practical reality is certainly one of the most important lessons that

African countries can learn from the first three decades of SEZ development on

the continent.

In 2022 the 5th African Union Symposium on Special Economic Zones

doubled up as the 7th AEZO Annual Meeting, with the additional celebration

of 30 years of SEZs in Africa. Mauritius was the first mover, in 1970, followed by

Ghana and Senegal.

SEZs are now firmly established across Africa and experience shows that they

can succeed.

PHOTO: SEZA | PHOTO: Dube TradePort

23

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ATTRACTING MANUFACTURING INVESTMENT

The CEO of the Gauteng IDZ, Thandiwe Ngqobe, is proud that the OR Tambo SEZ is achieving its

goals and preparing new precincts for investments into a thriving economic ecosystem.

What are the distinguishing features of this precinct?

ORTIA Precinct 1 is distinguished not just by its location inside the Airport Park,

but the modern infrastructure developed to house the agro-processing and mineral

beneficiation industries it has attracted.

It specifically boasts of one of the largest agro-processing facilities of its kind,

globally. It has also developed a modern and secure mineral beneficiation park

aimed at enhancing the production and export of fabricated mineral products

from Africa.

Thandiwe Ngqobe, GIDZ CEO.

What are the main goals of the OR Tambo SEZ and is it on track to achieving its goals?

The main goals of the OR Tambo SEZ are twofold; firstly, to facilitate the attraction of

manufacturing investment into the SEZ, thereby contributing to the creation of muchneeded

jobs in South Africa. These investments are focused on industries that mainly utilise

air freight as a mode of transport, ensuring that they can leverage the competitive capabilities

of OR Tambo International Airport, which is the air-freight hub linked to OR Tambo SEZ.

Secondly, the OR Tambo SEZ aims to facilitate the localisation of new technologies

and industries. Where required and in support of this, the Zone works with key

partners to promote sector-specific skills and capacity enhancement, thereby

ensuring that this multi-billion-rand development also provides opportunities for

the development of enterprises in sun-rise industries.

The OR Tambo SEZ is proud that it is on track in achieving its goals. To date,

over 2 500 operational jobs have already been created at the SEZ. In addition, the

Zone has facilitated the skills development of over 100 individuals in the jewellery

industry. Plans are already underway to expand its skills offering, some of which

will now be pursued through its recently established Enterprise Development Hub,

which also aims to support emerging enterprises with market-access opportunities.

How many land parcels form part of the SEZ?

The OR Tambo SEZ is a multi-precinct development comprising three land parcels:

two of these (ORTIA Precinct 1 and ORTIA Precinct 2) are located inside and next

to OR Tambo International Airport while the third land parcel is located next to a

major platinum refinery.

What are some of the biggest success stories OR Tambo SEZ has so far achieved

in terms of attracting investment?

The successes of ORTIA Precinct 1 to date include investment secured to develop

the largest and most diverse ultra-fresh food facility of its kind in the southern

hemisphere, In2food Bonaero, which accommodates food preparation, storage,

office areas as well as a canteen, showers and a medical clinic. With an operating

investment of over R250-million, the Bonaero industrial operation boasts an

impressive refrigeration, PV and water resources system.

In addition, a Jewellery and Diamond Manufacturing Cluster, which

covers 40 000m² of developed space, forms part of ORTIA Precinct 1.

The JMP, as it is known, is home to different companies that share similar

characteristics and operating requirements. With attracted operational

investment of over half-a-billion rands, facilities established include a

precious-metal refinery, diamond-cutting and polishing operations, jewellery

manufacturers, diamond-trading entities, a skills hub as well as regulatory

agencies that support the industry.

What are the short-term goals that lie ahead?

Over the short to medium term, the focus of the OR Tambo SEZ is on unlocking

and developing the remaining SEZ-gazetted land parcels. These are ORTIA

Precinct 2, envisaged to be 265 000m², and the Springs Precinct, envisaged to be a

45 000m² development.

Because of their locations, each of the precincts aims to attract investments that

can benefit from their competitive locations. In respect of ORTIA Precinct 2, it is

pharmaceutical and medical products, electronics and other high-value and timesensitive

products that benefit from direct proximity to the airport.

With regards to the Springs Precinct, the focus is on the localisation of the

fuel-cell industry. This is because of the competitive location of Springs next to a

major platinum refinery, ensuring ease of access to materials required to produce

platinum fuel cells. In addition, Springs is well positioned for the production of

electrolysers, an input to the hydrogen economy. Other industries to be located at

the zone include capital and mining equipment.

What is the status of development of the SEZ?

ORTIA Precinct 1, which has 62 000m² of lettable space, is fully developed. It

comprises 11 distinct buildings, each of which is designed with the objective of

operating a secure and high-value precinct.

Are you satisfied with the governance of the GIDZ ?

The OR Tambo SEZ has received clean and unqualified audit outcomes for well

over a decade. This is a testament to the effective governance and operational

arrangements and systems that the company has put in place.

24

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OR TAMBO SPECIAL

ECONOMIC ZONE

Encouraging innovation,

transforming industry and

nurturing local talent.

The successful establishment of Africa’s first Jewellery Manufacturing Precinct at the OR Tambo SEZ is

transforming South Africa’s industrial scene, drawing in global investments and nurturing local talent.

Ranging from food production to jewellery manufacturing, this vibrant hub encourages innovation and

economic development, establishing the country as a significant contender in international markets.

Unlock your business potential by collaborating with us for the upcoming OR Tambo SEZ Precinct 2

Development.

Sectors of focus include:

Hydrogen and fuel cells | Medical device manufacturing and pharmaceuticals

Agro-processing | Jewellery manufacturing

Contact us today to learn more:

www.ortambosez.co.za

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FOR ECONOMIES TO PROSPER, BUSINESS

SCHOOLS NEED TO PROSPER

Business schools are on the up across the continent, says Jonathan Foster-Pedley,

Chairman of the Association of African Business Schools (AABS), and collaboration

is making them stronger and better able to produce practical content.

Are you upbeat about the sector?

Overall, the business-school sector in Africa is definitely on the up. Schools are

really trying to improve.

We’re working with a number of business schools who are remarkably resilient

and who continually produce good outcomes in terms of the people who graduate

from them and who typically do good work in organisations.

The research aspects of business schools vary. Business schools should not simply

be producing research because of government subsidies. I am in favour of research

that has a relevance to the context, without crossing any academic freedom line.

Business schools need to have a very strong contextual understanding of the

value they create beyond producing journal articles and qualifications. While those

qualifications are important to help develop people’s thinking and it gives people

knowledge, it is also important for schools to be more relevant.

Jonathan Foster-Pedley, Chairman of the board of the Association of African Business Schools.

How would you describe the state of the business-school sector in Africa?

There are a number of schools in Africa, of which the Association of African Business

Schools (AABS) has about a hundred members. Business schools are very varied.

Some of them are really just a department in a university, some are a separate faculty

or a school in their own right but very tied to the university. Some of them have a

more independent status so they have more autonomy within universities, which is

probably the way most business schools would like to be, and some of them are quite

independent and private. We at Henley Business School are a hybrid, we are part of

an international university and an international business school.

They all have to deal with the same sort of issues. The biggest is where the funding

comes from. If they are funded from government and the university is already quite

poor, they often don’t get the facilities that are needed. Business schools need to be

providing the thinking, the talent, the knowledge and the development to produce

people capable of running very good businesses and organisations. That means it

is helpful for them to be close to business to be well connected to the local context

<<M>> and not to be a purely theoretical faculty.

Does the approach vary?

Across Africa you have very different approaches to education. In Cairo and

Morocco, I see a lot of activity and good support but in some of the smaller

countries there is little support. You’ve got robust activities in Nigeria and Ghana,

which is good. Many countries are really trying to improve. Through the AABS,

there is an increasing connection between deans which increases the sense of

common agendas and purpose to improve African business education. Because

of the collective that’s starting to build there’s a lot more confidence and more

initiatives. People are starting to think that business schools are really important,

they are not just a faculty.

That is a message that AABS wants to take to governments and institutions of

education across Africa – if you want your economies to prosper you need your

business schools to prosper.

There is a lot of growth and a lot of optimism among business schools in

situations where people are facing some really tough circumstances.

Often the governments or parent universities aren’t supportive or the institutes

of higher education are not connected sufficiently to the economy and are in a bit

of a time warp around what education means. The more they can pull themselves

into the present and understand that they have a real purpose, that business-school

qualifications are not a status symbol, they are a starting symbol to go and start

building something really useful, the more relevant they will be.

The great business schools are producing capabilities for people to build

businesses that last for decades. Another way of saying it is that everyone wants to

get the corner office but really what we need is to be the cornerstone of building

new businesses.

Does AABS bring business schools together?

We have a number of conferences during the year, a big Connect Conference and

the deans’ conferences. For the latest conference in Rabat, we are over-subscribed

26

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BUSINESS SCHOOLS

for the first time. People are starting to become more confident about collaboration

and are taking inspiration from talking to like-minded people. Everybody is saying

there is so much education needed in Africa so let’s collaborate. A collaborative

advantage is far more important than a competitive advantage. We can create a

collective voice with lobbying power and even purchasing power.

By drawing lessons from across the whole continent we’re able to produce for our

students content that is much more practical and useful. There is a cross-pollination

of ideas and people.

Is there specialisation among business schools?

At the lowest common denominator there is the classic syllabi for commercial and

business studies, things like HR, leadership, marketing and finance and then some

electives depending on what resources are available.

With an MBA you start to find a lot of differentiation where they’re much more

applied and encourage more reflective thinking and personal development. They

might offer case studies, experimentation with virtual reality like we do, more

visiting speakers and more project-based assessments.

In North America where there are many business schools, you will have very

specialised schools. You don’t get so much of that across Africa, where what you are

looking for is good contextualisation into whatever the African and trans-African

context is.

How important is contextualisation for African business schools?

Contextualisation is really interesting because while there is a demand for

decolonising of syllabi, we have to remember that local is always international.

Your supply chains are international, your services are international and you go into

multinational companies. Most business schools make adaptations with electives or

they will apply the learning in a way that acknowledges the context.

Context is a deeper understanding of the socio-economic and political context.

It is no good coming out with a model that fits into a London, Singapore or

Chicago-type context and imagine that will translate.

People might have fewer resources and less access to decent education but they

are very resilient and are used to dealing with very complex environments. They are

very sensitive to patronisation and people telling them how we ought to do it when

they have spent 15 years running a business in difficult circumstances.

You must understand that Africa contains a lot of countries, that it’s richly

diverse with multiple different characteristics and people, regions, religions,

languages and histories.

Another thing is to understand that financing is harder so you need to use your

resourcefulness to adapt. We need to get more applied and experiential elements

in there, case studies that talk about developing African businesses but also

international businesses.

Faculty is yet another element. Some people go into education with little

experience of business while others are coming into education in mid-life because

they’ve done well, they want to pay back and they just love teaching. You get a lot

of those in Africa.

Managing a business school in these contexts means you are likely to be doing

a lot of everything including running the business and marketing. Properly done,

you’re going to get a really rich understanding of people who are able to cope with

degrees of complexity.

We end up with some exceptional teachers who are really in demand around

the world because they have really had to learn to teach. They are teaching diverse

and committed students, with critical and vociferous classes who will tell you if

they don’t enjoy what you’re doing. It’s a hard school and it’s a good school.

Jonathan Foster-Pedley is Dean of the Henley Business School Africa.

Delegates to the AABS 2024 Connect Conference.

27

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UNLOCKING LEADERSHIP POTENTIAL:

WHY WITS BUSINESS SCHOOL

EXECUTIVE EDUCATION SHOULD BE

YOUR FIRST CHOICE

“Our suite of Executive Education programmes exposes delegates to the best in knowledge, tools, research and

practical application as they prepare to lead into the future.” – Leoni Grobler, Director Executive Education.

In today’s fast-paced and ever-evolving business world, staying ahead requires

more than just experience. It demands continuous learning, adaptation and the

cultivation of leadership skills that drive innovation and organisational growth.

That’s where Wits Business School Executive Education comes in – a top-tier

institution that has been at the forefront of business education for over a century.

Whether you’re a senior executive seeking to refine your strategic thinking or a

corporate leader looking to elevate your entire team’s performance, Wits Business

School offers world-class programmes designed to meet today’s leadership

challenges head-on.

Why choose Wits Business School Executive Education?

When it comes to executive education, the choice of institution can have a

significant impact on the trajectory of your career or your organisation. At Wits

Business School, we stand out for several key reasons:

Reputation and legacy: As one of Africa’s most prestigious business schools, Wits

Business School has built a reputation for excellence in leadership and innovation.

Our rich academic heritage is coupled with a deep understanding of the business

landscape, both locally and globally, ensuring that our programmes remain relevant

and forward-thinking.

Cutting-edge curriculum: The business world is changing fast. Wits Business

School Executive Education continually updates its curriculum to ensure it

reflects the latest trends, technologies and leadership practices. From digital

transformation to sustainability and ethical leadership, our programmes provide

cutting-edge insights that are directly applicable to today’s business challenges.

Global perspective with local expertise: While we offer a global outlook on

business, we understand that success often hinges on local knowledge. Our faculty

members bring a diverse mix of international experience and local insights to the

classroom, ensuring a rich and holistic learning experience.

Personalised learning experience: At Wits Business Executive Education,

we recognise that every delegate is on their own leadership journey. That’s

why we offer a highly personalised learning experience, with small class sizes

and individual attention from faculty. We foster an interactive, collaborative

environment where you can learn from peers, share insights and challenge your

thinking in a supportive atmosphere.

28

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COUNTRY PROFILE

Strong alumni network: As a Wits Business School graduate, you join a powerful

network of business leaders and entrepreneurs who are shaping industries around

the world. This extensive alumni network provides access to mentorship, business

opportunities and a lifelong community of like-minded professionals.

Executive Education Corporate Solutions

In addition to our individual programmes, Wits Business School Executive

Education offers Corporate Solutions designed to help organisations empower their

employees and develop a high-performing leadership team. We work closely with

corporates to create tailored training solutions that align with business objectives

and address specific skill gaps. By investing in corporate learning solutions, you

ensure that your organisation is equipped with leaders who can make strategic

decisions, inspire teams and lead change.

Key Corporate Solutions include:

Tailored leadership development: Custom programmes for organisations seeking to

build strong, adaptive leaders who can drive organisational growth.

Workshops and masterclasses: Short, intensive workshops that address specific

challenges or areas of development, such as innovation, strategic thinking or

change management.

Executive coaching: One-on-one coaching for senior leaders, providing

personalised guidance to enhance their leadership effectiveness.

Organisational transformation: Support in driving large-scale change within your

organisation, whether it’s restructuring, digital transformation or cultural change.

By investing in corporate learning solutions, you ensure that your organisation

is equipped with leaders who can make strategic decisions, inspire teams and

lead change.

Wits Business School Executive Education offers a transformative learning

experience that equips leaders and organisations with the tools, knowledge and

strategies to thrive in today’s competitive and complex business landscape. Whether

you’re an individual seeking to advance your career or a corporate leader looking

to empower your team, our programmes and solutions are designed to drive

measurable results.

Enrol today

Our Open Enrolments are open for our 2025 Executive Education programmes.

This is your opportunity to join a world-class learning experience and take your

leadership skills to the next level. Enrol today and be part of a dynamic community

of business professionals committed to excellence, growth and innovation.

Whether you’re looking to gain advanced leadership skills or expand your

strategic insights, Wits Business School’s Executive Education programmes offer

the knowledge and tools you need to succeed.

For more information and to apply, visit courses.wbs.ac.za

PHOTO: Dimitri Dim on Pexels

29

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BRIDGING THE

DIGITAL DIVIDE

The digital divide threatens to deepen socio-economic

inequalities, particularly considering that 70% of Sub-Saharan

Africa’s population is under 30. George Barrett, Country

Director South Africa, British Council, tackles all the key

issues that must be addressed, and proposes solutions.

South Africa celebrates a Human Rights Day every year.

It gives pause to reflect on the long, hard-fought struggle

for freedom and constitutional rights won 30 years ago.

These include the right to quality education and access

to information, both of which increasingly necessitate

access to and the ability to engage safely in a global,

increasingly digitalised economy. Yet, most of the use

of the Internet globally (60%) remains concentrated

in the Global North, deepening the digital divide. This

includes Sub-Saharan Africa (SSA), where only one in

five people are online.

This digital divide – the gap between those who have

access to and can effectively use technology, digital

tools and platforms and access digital literacy training,

and those who do not – has the potential to exacerbate

existing and historically rooted socio-economic

inequalities. Inequalities that are experienced differently

by people, depending upon their race, gender, disability,

sexual orientation and, among others, age. With 70%

of the population under the age of 30, it is imperative

that SSA’s young people have the skills, knowledge and

capabilities to participate in the digital economy actively

and meaningfully.

Digital literacy and learning pathways

Critical to their capacity to do so is access to quality

(digital) education. This requires strengthening the

digital-literacy capabilities and skills of educators to

equip learners with the relevant knowledge and skills

needed to pursue employment, entrepreneurship

and income-generating opportunities. It also

means putting in place training and resources to

effectively integrate technology into classrooms,

exposing learners as early as possible to digital

tools and platforms. Our Skills for Inclusive Digital

Participation programme, for example, helps to

embed digital literacy skills development into national

curriculums, with a specific focus on empowering

women, youth and people with disabilities. These

types of interventions are needed to ensure young

people benefit from the vast wealth of knowledge,

learning and opportunities available through digital

platforms and most importantly, can do so safely,

with appropriate safeguarding measures in place.

Digital literacy can be daunting though, including

for our educators, who, without prior exposure,

are suddenly expected to integrate technology into

their teaching methods and impart digital skills to

learners. Many educators need training, resources and

support to build their confidence and capabilities to

effectively integrate digital teaching and learning into

the classroom. Schools need the relevant resources and

Digital access is empowering.

PHOTO: Oladimeji Ajegbile on Pexels

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ICT ACCESS

In fact, SSA has some of the world’s most expensive mobile data prices, according

to the Worldwide Mobile Data Pricing report, which measured mobile data costs

for four months in 2023 among 237 countries. According to the report, SSA has

five out of the 10 most expensive countries for mobile data across the globe, with

Zimbabwe being the most expensive in both the region and the world ($43.75 for

1GB of data), followed by Saint Helena ($40.13), South Sudan ($23.70), the Central

African Republic ($10.90) and Zambia ($8.01).

George Barrett, Country Director South Africa, British Council.

staff trained to be able to maintain and update machines, so they don’t end up

redundant, gathering dust in a classroom cupboard.

As Artificial Intelligence (AI) enters our classrooms, grappling with its

potential as a tool in enhancing learning outcomes while mitigating its possible

challenges will be vital. In SSA, where hundreds of languages are spoken, AI

tools could support trans-languaging teaching and learning but it is a daunting

new digital realm, and access to it, or the lack thereof, could further entrench

the divide.

Bridging the digital divide also means creating 21st century-relevant, digitallyenabled

learning pathways and curricula for learners. Inclusive participation is also

dependent on appropriate, implementable and clear policy frameworks which create

the necessary enabling environment and rubric for developing digital learning and

teaching across all levels of the curricula in SSA. Through our partnership with

the Department for Basic Education in South Africa, we are convening relevant

stakeholders to develop much-needed policy guidelines for digital teaching and

learning. We must also be alive to the critical role the technical and vocational

(TVET) education sector plays in developing and empowering young people for

safe and meaningful participation in the digital economy.

The unevenly shared benefits of access

This uneven access takes on many dimensions including geographical but also

intersectional with learners in well-funded schools, often located in urban

areas, benefiting from greater access to devices and faster, more stable Internet

connectivity. Learners attending less affluent and less well-resourced schools, often

also located in (historically) marginalised communities, are often being left behind.

Girls, women and people with disabilities and marginalised backgrounds are also

disproportionately excluded.

For those with access, the advantages are exponential: learners can benefit from

a vast and growing array of diverse online learning platforms, access to educational

databases and creative and collaborative peer-to-peer communication platforms.

This exposure can foster cross-cultural connections, shared learning for mutual

problem-solving and benefit and innovation, opening a whole new world of

educational and employment opportunities. These opportunities, in turn, often

see returns that benefit families, neighbourhoods and communities as they help

ignite and facilitate youth-led social enterprises that address local problems.

Working towards greater digital inclusion

Just as there is no one panacea to these challenges, no one actor alone will overcome

them. Together, in partnership and through collaboration across civil society,

government, development partners and the private sector we can help to bridge

the digital divide. We must start with young people as our guiding stars because

the potential for real transformation comes when safe, positive exposure to digital

technologies is introduced early on in a young person’s educational journey.

Through our in-country and global partnerships, the British Council is cocreating

impactful interventions that facilitate greater access to quality digital

learning and training opportunities for young people in multiple sectors across

SSA. These include basic, higher, and further education and training, in the

development of English language skills and qualifications, as well as in facilitating

Affordability, infrastructure and connectivity

However, none of the benefits of the access points touched on so far can be effectively

realised if the quality infrastructure and connectivity needed are missing. Rwanda

and Kenya, among others, have made significant investments to enhance access to

critical IT infrastructure, particularly in rural areas. Often though, there remains

a widespread lack of access to quality network coverage, a stable electricity supply,

quality infrastructure penetration and reliable, constant and fast connectivity. All

of these factors continue to inhibit development.

The affordability of data across SSA is a further factor driving the digital

divide. When compared to average income levels, the cost of data and devices is

prohibitively high for many people.

The digital-literacy capabilities and skills of educators must be strengthened

to equip learners with the relevant knowledge and skills needed.

PHOTO: Katerina Holmes on Pexels

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Social enterprises and non-governmental organisations need good digital connectivity to do their work.

digital empowerment for people in the creative economies, from cultural producers

to emerging animators and artists.

We also leverage the strength of our global convening power to bring together key

stakeholders and partners from across the world, to share learning and innovations

for peer-to-peer support. With a view to enabling enhanced learning outcomes in

schools, British Council’s Schools Now! 2024 Conference – hosted for the first time

in SSA, in South Africa – was attended in person and online by over 1 000 school

leaders, demonstrating how digital platforms can enable cross-cultural learning and

collaboration, sharing best practices and insights in international education.

Bridging the digital educational and employment divide

Digital empowerment through quality education and skills development helps to

better position young people for employment or entrepreneurship in today’s – and

tomorrow’s – digital economy. Recognising the importance of digital transformation

in unlocking SSA’s potential and tackling youth unemployment, our Going Global

Partnerships, Innovation for African Universities (IAU) programme, was developed

to strengthen the entrepreneurial and innovation capacity of higher education

institutions in SSA. With a strong focus in phase one on digital skills, digital literacy

and technopreneurship, the IAU partnerships created digital infrastructure and

technologies to optimise entrepreneurship ecosystems designed to equip young

people with digital skills for enhanced employability and enterprise development.

By working together, governments, educational institutions, the private sector,

civil society and organisations like the British Council can create solutions that make

technology accessible and engagement with it meaningful and safe in order to empower

young people and bridge the digital divide so that no-one is left behind.

ABOUT SCHOOLS NOW! 2024

British Council’s Schools Now! is a global conference that fosters educational

innovation across our global community of over 2 500 British Council Partner

Schools spread across over 40 countries. The conference is aimed at educational

professionals who wish to learn more about key areas of international education,

share their ideas and experiences, and network with like-minded peers. The

conference connects over 300 delegates face to face with a further 2 000 virtual

attendees from around the world. The Schools Now! 2024 conference was held at

The Westin, Cape Town, on 27-29 February 2024.

For more information visit

https://www.britishcouncil.org/exam/partner-schools/schools-now-conference

ABOUT BRITISH COUNCIL PARTNER SCHOOLS

A trusted education partner, we help improve the quality of education, supporting

learners worldwide to achieve their potential through access to life-changing UK

education and qualifications.

The British Council supports a global community of over 2 500 Partner Schools,

to enhance the learning experience, improving educational outcomes. We create

global connections within the educational community to support professional

pathways for educators, enable enriched learning journeys and prepare students

for the future. We support our Partner Schools to deliver globally trusted UK

International School Qualifications in over 40 countries, transforming the lives of

over 250 000 students every year.

For more information, please visit

https://www.britishcouncil.org/exam/partnerschools

ABOUT THE BRITISH COUNCIL

We support peace and prosperity by building connections, understanding and trust

between people in the UK and countries worldwide.

We uniquely combine the UK’s deep expertise in arts and culture, education and

the English language, our global presence and relationships in over 100 countries,

our unparalleled access to young people and influencers and our creative sparkle.

We work directly with individuals to help them gain the skills, confidence

and connections to transform their lives and shape a better world in partnership

with the UK. We support them to build networks and explore creative ideas,

to learn English, to get a high-quality education and to gain internationally

recognised qualifications.

We work with governments and our partners in the education, English language

and cultural sectors, in the UK and globally. Working together we make a bigger

difference, creating benefit for millions of people all over the world.

We work with people in over 200 countries and territories and are on the ground in

more than 100 countries. In 2022/23 we reached 600-million people.

For more information, please visit: www.britishcouncil.org .

You can also keep in touch with the British Council through

http://twitter.com/britishcouncil and http://blog.britishcouncil.org/.

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PHOTO: Lagos Food Bank Initiative

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COMPANY GROWTH

FINTECH COMPANY WINS HIGH RANKING

In its closely watched annual survey, the Financial Times has ranked South African fintech consultancy

Elenjical Solutions among Africa’s top 10 fastest-growing software and IT companies.

Elenjical Solutions, the Johannesburg headquartered financial IT services

consultancy, has been ranked on the sought-after list of “Africa’s Fastest Growing

Companies 2024”. This research identifies the top performers, measured in terms of

revenue growth since 2019. The list is compiled for the Financial Times by respected

research firm Statista Inc.

Not only is Elenjical Solutions among Africa’s 100 fastest growing

companies, but it is also one of the top 10 fastest-growing companies in the

IT and Software subcategory.

“We’re pleased to have been included by the FT as among Africa’s fastestgrowing

companies,” says Tinu Elenjical, founder and CEO. “But we haven’t

achieved this on our own.

Over a decade, with the invaluable support of customers and key partners,

such as Murex, we have moved consistently to the forefront of financial IT

consultancy in Africa and beyond. Being named among the Financial Times

Africa’s Fastest Growing Companies ranking demonstrates our ability to

compete globally while making a positive impact locally. Through our

initiatives, we are shaping the future of fintech in Africa, while fostering

inclusivity and empowering individuals to thrive in the industry,” he said.

The ranking, now in its third year, highlights how companies across a broad

spectrum, including fintech, energy, healthcare and agriculture, continued to

expand their operations, even during the turbulent time of the Covid-19 and post-

Covid eras. Despite these challenges, the Elenjical Solutions workforce grew by

200% during the period. It also expanded into the Turkish market, and as Murex’s

principal partner, has been at the forefront of introducing the latest services to

Africa’s financial sector.

Additionally, Elenjical Solutions has developed in-house AI-powered

applications that are set to transform the way fintech businesses interact with their

data. These achievements are just part of the backstory driving the company’s

strong growth.

“The ranking: Africa’s Fastest Growing Companies 2024” can be seen on the

website of the Financial Times, www.ft.com.

About Elenjical Solutions

Elenjical Solutions is an expert financial services technology consulting

firm based in Johannesburg, South Africa. We understand the nuances of

the African capital-markets business and align this with industry leading

knowledge of technology. We specialise in the cost-effective re-architecting

of our clients’ technology, with specific emphasis on reusing what isn’t

broken yet meeting the business needs of now and the future. Our senior

staff provide capital-markets technology leadership and business insights

and are backed up by project teams delivering system implementations,

software developments and training and project management. We bring

detailed knowledge of trading and risk, asset management, data and cloud

as well as the move to digital. In addition, we are the only African-based

Murex business partner and system integrator, referenced by the vendor as

the leading experts across the region.

PHOTO: Igor Omilaev on Unsplash

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COCA-COLA BEVERAGES AFRICA

INVESTS IN NAMIBIA

Production capacity is boosted by 30%.

CCoca-Cola Beverages Africa (CCBA) has invested in a new bottling line in

Namibia, capable of producing 27 000 bottles per hour. This upgrade will increase

the plant’s output capacity by 30% and stimulate growth throughout the company’s

value chain.

The investment also includes the installation of a water-treatment plant

with state-of-the-art water-recovery technology, designed to reduce water

consumption. Additionally, the integration of advanced technology, including

artificial intelligence, will require skills training for employees, contributing to the

development of a future-ready workforce for both the business and the country.

“We’ve ensured that this production line goes beyond output numbers,” said

Pottie de Bruyn, General Manager of Coca-Cola Beverages Africa in Namibia.

“It’s about creating shared opportunities across the value chain. The increased

production also provides a boost to local businesses that supply us with raw

materials and services.”

Sunil Gupta, Chief Executive Officer of CCBA, echoed the sentiment, adding,

“This investment is a clear demonstration of our continued belief in the future

of Namibia.”

Gupta also highlighted CCBA’s broader goals: “As a customer-centric, digitally

enabled, growth-driven business, we are committed to excellence across our value

chain. Efficient operations allow us to offer faster delivery and superior service. This

new production line is another step in our journey to achieve even greater levels

of execution excellence.”

Honourable John Mutorwa, Namibia Deputy Prime Minister and Minister of Works and Transport, cuts the ribbon at the launch of the PET line in Windhoek. From left to right: Sunil Gupta, CCBA CEO;

Pottie de Bruyn, CCBA in Namibia General Manager; Hon John Mutorwa; Hon Lucia Iipumbu, Minister of Industrialisation and Trade; and Gabriel Gabriel, Manufacturing Director CCBA in Namibia.

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MANUFACTURING INVESTMENT

ABOUT CCBA

CCBA is the 8th largest Coca-Cola bottling partner in the world by revenue, and the largest on

the continent. It accounts for over 40% of all Coca-Cola products sold in Africa by volume. With

over 18 000 employees in Africa, CCBA services more than 720 000 customers with a host of

international and local brands. The group was formed in July 2016 after the successful combination

of the Southern and East Africa bottling operations of the non-alcoholic ready-to-drink beverages

businesses of The Coca-Cola Company, SABMiller plc and Gutsche Family Investments. CCBA

shareholders are currently: The Coca-Cola Company 66.5% and Gutsche Family Investments

33.5%. CCBA operates in 15 countries, including its six key markets of South Africa, Kenya,

Ethiopia, Uganda, Mozambique and Namibia, as well as Tanzania, Botswana, Ghana, Zambia, the

islands of Comoros and Mayotte, Eswatini, Lesotho and Malawi.

Learn more at www.ccbagroup.com

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ACHIEVING MINING RESILIENCE

Long-term energy solutions are available to create sustainability in the mining sector,

writes Johan Helberg, Head of Mining at Aggreko, Africa, Middle East and Asia.

within a well-defined framework. The mining sector is well aware of the pressure it

is under to become renewable, clean and green and most mines have put significant

renewable and alternative energy solutions in place. However, many are still

battling to find that perfect balance of power and location.

Of course, one of the first things to consider for most companies in AMEA is

to remove reliance on the grid. In many countries, this has become, and remains,

unreliable and fractious. It is also expensive and adds little value to the green bottom

line at a time when the mining sector contributes up to 7% of global greenhouse

gas emissions. Mines are looking for solutions that will allow them to align with

the United Nations Sustainable Development Goals (SDGs) as these are both a

priority and a challenge. Committing to alternative power and achieving net zero is

complicated within the chaos of rising costs (Deloitte found that the cost of energy

is around 30% of the total cash operating costs for the sector), grid instability and

increasing power demands.

AAccording to the Boston Consulting Group, mining organisations planning for

Johan Helberg, Head of Mining at Aggreko AMEA.

uncertainty and complexity are those that tend to find profit within them.

The research firm has underscored the importance of investing in the right

energy and infrastructure solutions to ensure that growth is both profitable and

sustainable, allowing for mines to reimagine their approaches and pivot at speed.

It is an industry constantly in flux with market trends and demands shifting at

such speed that it is almost impossible to predict what lies a year in the future,

much less plan for five to 10 years ahead. Regulations, green mining, technology,

environmental pressures and shifting market requirements mean mines are under

constant pressure to adapt, evolve and reimagine.

Sustainable success for mining companies within the Africa, Middle East and

Asia (AMEA) region rests on two fundamental foundations – resilience and energy.

Mining organisations must reinvent their architecture and their practices from

the ground up, shifting reliance away from the portfolio of yesterday towards new

practices and approaches that allow them to become as dynamic and competitive

as the landscape itself. However, as the “PwC Mining 2023: The Era of Reinvention”

study pointed out, the route to renewable, sustainable and low-emission energy

will not be straightforward, which means planning has to start now to embed the

resilience and agility needed for tomorrow.

A sustainable energy architecture allows companies to reduce their reliance

on grid-based power so they can move steadily towards their sustainability goals

Mine design

Mines need effective energy management within superb mine design to cut costs,

emissions and carbon footprints.

This is where investment into a sustainable and accessible long-term energy

foundation can make all the difference. The energy and cost conversation is

the same – how can both be cut to save money and embed sustainability? The

answer lies in developing an energy solution that is aligned with ESG guidelines,

particularly your own organisation’s ESG strategy; has visibility into available fuel

sources and solutions so you have a realistic picture of your energy expectations

and required investments; and a deep understanding of your power requirements

across operations and locations.

South Africa’s power utility, Eskom, has started rolling out a battery energy storage system (BESS).

36

PHOTO: Eskom

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SUSTAINABLE MINING

Hybrid solutions using a

variety of renewable energy

sources can solve several

problems at the same time.

MINES NEED EFFECTIVE

ENERGY MANAGEMENT

WITHIN SUPERB MINE

DESIGN TO CUT COSTS,

EMISSIONS AND

CARBON FOOTPRINTS.

When you have these needs clearly defined, you can

develop an approach that allows you to tick your boxes

strategically. And to take advantage of the solutions

currently being developed by an evolving energy provision

market. Innovation within energy frameworks and

solutions is unprecedented right now which makes it easy

for mines to find the right energy mix that is structured

around their business.

Your options are fairly unlimited. For example, if your

organisation wants a quick power solution, you can invest

in bridging power solutions that are designed to help you

remain stable and capable within your energy portfolio. Or,

if you want to move your legacy power framework towards

one that’s more energy efficient, you can switch to a loweremission

thermal fuel or hybridise your energy mix with

renewable energy solutions that provide you with balance

and control over both the long and the short term.

By adapting the ways in which your mines are powered

through flexible solutions designed to reduce costs and

emissions, you can enjoy resilience, reliability and availability

on a scale you couldn’t achieve with traditional solutions.

Looking ahead, mines need energy partners capable of

helping them unpack their energy portfolio and their strategic

goals so they can build agile and adaptable energy solutions

that remove the risk, save costs and lower emissions while

delivering reliable energy over the long term.

PHOTO: Freepik.com

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INNOVATIVE WATER TREATMENTS FOR AFRICA

IThe technology of a Finnish company that specialises in removing metals from water will be available

in the DRC, Zambia and beyond after a JV was signed with Valhalla Capital Partners.

Innovative water treatment technologies will be available in multiple African

jurisdictions after Valhalla Capital Partners, a South African-based investmentholding

company, signed a joint-venture agreement (JV) with Finnish wastewatertreatment

technology pioneer EPSE. The joint venture started operations in

October 2024.

The JV is to disseminate EPSE’s innovative water-treatment technology in

Africa. Utilising the EPSE method, the technology will be used with local their operational efficiencies.

partners involved in water-treatment solutions across the African continent.

EPSE’s technology removes metals from water, creating recyclable water and

environmentally friendly precipitate. The method can be applied to all wastewaters

containing dissolved metals. Such effluents are typical byproducts of the continent’s

robust mining and diverse industrial sectors.

In addition to Valhalla Capital Partners and EPSE, which is based in Helsinki,

two other companies are involved. They are Prosep, a water-treatment company

based in Boksburg, South Africa, and Titan Resources, a mining consultancy led by

Blaine Wilson, who has worked globally in the mining industry and brings a wealth

of knowledge on how water impacts mining and vice versa. The headquarters of

Titan Resources are in Houston, Texas.

Speaking on the announcement and the significance it holds for multinational

partnerships in Africa’s mining and infrastructure sector, Valhalla Capital Partners

CEO Lesibana Fosu commented, “This is an exciting venture to bring a leading

European company that has a global footprint into Africa’s water-treatment

functions. The JV will aid multiple players in various countries on the continent

towards opportunities that aid sustainable business practices and enhancement of

“There are a number of opportunities that have been identified in Zambia and

the DRC, as well as the rest of the continent which we look forward to developing

in the name of a greener water footprint on the continent. These will include

partnering with a range of existing agencies and institutions.”

Water is becoming increasingly important globally and the effects of climate

change will be felt in areas already suffering from drought and extreme events,

like Africa. As Steve Evans, CEO of Prosep states, “Clean water and responsible

use of water resources are important to countries across the African continent.

This agreement will enable progress towards water and metals recycling, locally.”

Africa also has a large mining and industrial sector struggling to cope with scarce

resources and a large population. EPSE will enable water recycling and provide

Treating water from mining operations requires specialist skills and dedicated technology.

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PHOTO Hector Brasil on Unsplash

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GREENER WATER

Jouni Jääskeläinen, the CEO of EPSA, commented, “EPSE wants to transfer

technological know-how as quickly as possible to ensure that large-scale water

usage in Africa is successful, and is clean and environmentally sound.” He added,

“This is a great partnership for Finland and Africa.”

About Valhalla Capital Partners

Valhalla Capital Partners targets dynamic sectors, including agricultural innovation,

infrastructure development, particularly water, renewable energy, fintech and

healthcare, aiming to create sustainable, scalable value. Our commitment is to

the African continent, supporting visionary mid-cap, privately owned businesses

with high-growth potential. Beyond capital, Valhalla Capital Partners provides

operational expertise, strategic guidance and access to our global network. All of

our investments deliver attractive risk-adjusted returns while positively impacting

local economies and communities. Our track record includes building strategic

infrastructure in East Africa and driving fintech innovation in West Africa,

demonstrating our ability to transform businesses.

Website: https://valhallacapitalpartners.africa/

Lesibana Fosu, CEO of Valhalla Capital Partners.

the industry with the opportunity to operate sustainably in terms of wastewater

management and recycling.

Valhalla Capital Partners will raise financing for the expansion of the JV, not

only in South Africa but across the continent. The activities of the JV will consist

of projects where samples from individual mines will be processed by EPSE and

solutions will be implemented locally in partnership with Prosep. The market has

already been mapped and half a dozen potential mines have been identified. A set of

samples have been sent to EPSE’s laboratory in Finland, while other arrangements

for the JV operations are underway. In the long term, activities will be local and

EPSE’s aim is to train local people.

About EPSE

EPSE is a privately owned Finnish company committed to environmental

sustainability and a circular economy. Our expertise lies in the advanced treatment

of industrial hazardous processes and wastewater containing soluble metals. We strive

to mitigate climate change by minimising the environmental footprint of wastewater

management. Through innovative techniques, we recover valuable metals and

other materials, promoting resource circularity and reducing waste. Our solutions

contribute to the ESG goals of reducing emissions, preserving natural resources and

fostering responsible waste handling in industrial processes. EPSE team consists of

world-class professionals in the fields of chemistry, water treatment, marketing and

business development. In addition, EPSE’s advisors include specialists in international

commercialising, contract law and different legislations.

Website: www.epse.fi/en/

Innovative solutions for wastewater treatment can save money, improve efficiencies and help protect the environment.

PHOTO: Tom Fisk on Unsplash

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BAN SINGLE-USE PLASTICS,

SAY RESEARCHERS

Nigeria’s Osun River has the highest level of microplastics

in the world and a group of academics has called

for a prohibition on single-use plastics. By Yves

Vanderhaeghen, a strategic consultant and writer for

Jive Media Africa, research and communication partner

to Oppenheimer Generations Research and Conservation.

The sacred Osun River in Nigeria has recorded the highest measured level of

microplastics in a river in the world and researchers are calling for a ban on singleuse

plastics.

Microplastics are everywhere and Dr Gideon Idowu, an Environmental Chemist

at Nigeria’s Federal University of Technology Akure (FUTA), has conducted a

massive research project across eight African countries to understand their levels

and impacts in riverine and marine systems.

Idowu and his team have published some of their findings in the Journal of

Hazardous Materials Advances, in an article titled “Why Nigeria should ban

single-use plastics: Excessive microplastic pollution of the water, sediments and

fish species in Osun River, Nigeria”. Idowu said that “the levels of microplastics

that we found in the Osun River were very high, but for one of the sites, the levels

are really, really high, at 22 079 particles/litre”. The Osun River is a UNESCO

World Heritage Site and a vital water source for many communities in South

West Nigeria.

Over 300-million tons of plastics are produced every year around the

world and the Organisation for Economic Co-operation and Development

(OECD) has forecast that by 2060, fossil-fuel based plastics would amount to

1.2-billion tons, of which over one-billion tons may go to waste. Microplastics

have infiltrated almost all environments and organisms and the particles, says

the OECD, kill more than a million seabirds and 100 000 marine mammals

per year.

In response to the hazard, Greenpeace International has now called for a

Global Plastics Treaty and newspaper headlines reflect public anxieties about the

pervasiveness of microplastics: “We inhale a credit card’s worth of microplastics each

week,” reports the BBC; “Potentially toxic microplastics are found in 100 percent of

human placentas tested by scientists,” reports the Daily Mail; “Microplastics found

in sediment layers untouched by modern humans,” reports Futurism; “Researchers

find a massive number of plastic particles in bottled water,” reports NPR.

Dr Gideon Idowu receives the Jennifer Ward Oppenheimer Research Grant from Jonathan Oppenheimer.

Microplastics are fragments of any type of plastic less than 5mm in size. Talking

about microplastics in river waters, Idowu said “Ordinarily, we wouldn’t see the

majority of them if we didn’t put them under the stereo-microscope that enabled

us to detect and count them. You would probably just think it’s normal water that’s

a bit turbid. You wouldn’t know that those things are there.”

Idowu’s study, which is funded by a Jennifer Ward Oppenheimer Research Grant

of $150 000, highlights how microplastics are formed from the breakdown of larger

plastic items, as well as from manufacturing processes that generate plastic pellets

and nurdles. These tiny particles have been found to wreak havoc on ecosystems,

affecting organisms’ physiological functions and reproductive capabilities. They

also have the potential to adsorb harmful chemicals, posing a threat to any

organisms that ingest them.

The study on Osun River was conducted to assess the overall levels of

microplastics in the water, sediments and commercially important fish species in

the river.

Sampling locations were strategically chosen along the river, including areas

upstream and downstream of the Oshogbo metropolis, with a population of over

714 000. Idowu said, “The particular site where we got the very high value happens

to be close to the city centre, where people throw in all sorts of waste, including

plastics. It was difficult to access the river sediments in the first place, because

everything we lifted up was just one plastic item or the other. That tells you the

magnitude of pollution of the river, and probably explains why microplastic levels

were extremely high for that location, which was one of the five sampled locations

40

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POLLUTION

Plastic on the banks of the Osun River.

on the river. But what we did not expect was that the microplastics found at this

location would be the highest reported so far, for a river water globally, as it has

now turned out to be.”

The microplastics were of diverse types. Analyses revealed “seven polymer

materials, including acrylonitrile butadiene styrene and ethylene vinyl acetate, that

have not been commonly reported for river environments”. Fish species crucial for

local economies were also found to be contaminated with microplastics, raising

concerns about human consumption. “Microplastics ranged averagely from 407 to

1691.7 particles in the gastro-intestinal tract of six fish species analysed, with silver

catfish having the highest concentration.” Idowu said that while levels found in the

fish were higher than those reported for fish in Asia and Europe, they were “similar

to other plastic pollution hotspots in Africa”.

BANS ARE WORKING

Idowu noted that “across all the sites where we conducted research, we found that

the countries which recorded the highest levels of microplastics were Nigeria and

Zimbabwe and the lowest were Kenya and Tanzania, where there has been some

ban on single-use plastics”.

That is why “for us to see a significant reduction in the levels of microplastics

in the environment, there is a need to ban single-use plastics like carrier bags and

styrofoam containers. Our research indeed confirmed that black particles from

black carrier bags were abundant in the river environment”. He continued, “There

is a need to ban those categories of plastics because people just use them and throw

them away, they don’t reuse. We need to shift to the type of bags that people can use

again and again. And where possible, there should be a substitution of this type of

bags with paper alternatives.”

Idowu said that while there are clear environmental impacts, as demonstrated

by the presence of microplastics in the gut of the fish, there are also health hazards

posed to humans. “People are ingesting the microplastics when they consume the

fish. Some sections of the river that we analysed are also used for drinking. This

clearly shows that people are consuming microplastic-laden water.

“A ban on some plastics may reduce profits to the manufacturers, but the

preservation of the environment would be a win-win thing for Africa. We will have

more vibrant aquatic systems, which would support the growth of fish and other

resources that serve as livelihood to some other people. If we look at the slow pace

of infrastructural development in Africa, it implies that many rural communities

would still depend on rivers for some years to come. We would reduce the level of

microplastics to which these people are exposed.”

Idowu said that while the message is getting to the policymakers. The

government of Nigeria, for instance, is considering a ban on single-use plastics.

Said Idowu, “There are different forces and interests and so a pronouncement has

not been made yet for the whole of the country. But there are individual states

where there have been bans.

“We emphasise the need for the Nigerian government to ban certain single-use

plastics, as a step towards reducing plastic pollution of Nigerian rivers that shelter

important fish species and provide water for religious and domestic purposes,”

he said.

To reduce plastic pollution and microplastic levels in Africa, Idowu noted that

more countries need to ban single-use plastics. At the moment, about 10 countries

are considering or already have a partial ban on single-use plastics. “The more

countries that ban these, the better for the region.”

Coordinated and comprehensive action is necessary across African countries,

said Idowu, because “we saw in Kenya for example, when they banned singleuse

carrier bags and production was not banned in neighbouring countries,

then the bags were smuggled into Kenya. Now we’re finding those bags back in

the environment. We have to fight plastic pollution as a region, and not just as

individual country”.

The research article is available at www.sciencedirect.com

ABOUT THE JENNIFER WARD OPPENHEIMER RESEARCH GRANT

The Jennifer Ward Oppenheimer Research Grant is an annual award facilitated

by Oppenheimer Generations Philanthropies and Oppenheimer Generations

Research and Conservation. The grant was established to honour the late Mrs

Jennifer Ward Oppenheimer and continue her extensive contribution to and

passion for Africa, the environment and science.

For more information and applications, visit the JWO

website: https://jworesearchgrant.org/

The Lagos Lagoon is a dumping ground for waste.

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THE PATH TO GREEN GROWTH

Scenario research concludes that African economic expansion need not threaten global carbon targets.

By Daniel M Kammen (Professor of Energy, University of California, Berkeley) and Oluwagbemisola Deborah Akinsipe

(PhD Candidate in the Energy and Resources Group, University of California, Berkeley) for The Conversation.

Africa contributes only about 4% of the world’s greenhouse gas emissions. The

continent consumes the least energy for each person, compared with other regions

of the world. With over 560-million people who don’t have access to electricity,

Africa has the lowest rate of energy access in the world.

The continent also has the most rapid population growth and urbanisation rates

globally. This means that Africa’s greenhouse gas emissions could dramatically

increase due to rapid economic growth, urbanisation, industrialisation and

population growth.

Our research set out to analyse how Africa’s growth could potentially affect

efforts to reduce global warming or mitigate climate change. We did this by

modelling various scenarios.

We found that the impact of Africa’s growth on global carbon targets is likely to

be low, especially in the short term. We also found that international institutions

based outside Africa could influence the continent’s energy transition, and

greenhouse gas emissions, by supporting green investments.

We argue that Africa’s economies are innovative. The continent has a wealth of

natural resources. If investments are made in sustainable development which lead

to a “Green New Deal” for Africa, the continent could become a clean and equitable

leader at home and for the global community.

How we calculated future emissions

Different combinations of factors produce different emissions scenarios. The

factors are: population, economic growth (gross domestic product per capita),

energy intensity (total energy consumed per unit of gross domestic product) and

carbon intensity (emissions per unit of energy consumed).

We used the well-known Kaya identity, a mathematical tool. It predicts how

carbon-dioxide emissions might change in African countries and what could cause

this change. The Kaya identity says the total emissions of carbon dioxide from

energy use will be equal to population x economic growth x energy intensity x

carbon intensity.

Several African countries have recently begun exploring their fossil fuel potential, hoping to boost their economic prosperity.

PHOTO: Oceanotheque

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GREEN GROWTH

Roam is a joint Swedish/Kenyan venture manufacturing electric motorcycles with the goal of

supplying Uber with 3 000 vehicles. Kenya is an example of a country experiencing green growth:

economic growth happening together with an expansion of renewable-energy capacity.

Changes in any of the factors in the calculation will change the outcome. For

example, the population and economic growth rate might both increase rapidly. Or

the population might stay stable but more fossil fuels might be burnt.

We based our calculations on World Bank and US Energy Information

Administration data on the greenhouse gases emitted by Africa between 1990 and

2020. This helped us identify historical patterns. We also used the United Nations’

population projections for African countries across all scenarios.

Four scenarios

Our work led directly to four scenarios – a potential range for Africa’s future carbon

emissions in 2030, 2040 and 2050:

Low growth: African countries’ economic growth does not speed up. They grow

slowly but limit both energy use and carbon-dioxide emissions.

High growth: African countries sustain the highest growth rates recorded over

the past 30 years for carbon intensity, energy intensity and economic growth.

This might happen if significant fossil fuel resources are discovered and then

exploited without any efforts to curb related emissions. Several African countries

have recently begun exploring their fossil fuel potential, hoping to boost their

economic prosperity.

Green growth: This is where African countries grow as rapidly as they have

grown over the past 30 years, but do not increase their use of fossil fuels. Kenya, for

example, has experienced both economic growth and an expansion of renewableenergy

capacity.

Mid-growth: This is where countries maintain the average growth rates of the

past 30 years for carbon intensity, energy intensity and economic growth into the

next three decades.

What we found

Our findings suggest that explosive growth in Africa’s greenhouse gas emissions in

the next 30 years is unlikely. This is because under a low-growth scenario, Africa

will reduce emissions.

PHOTO: PREO

In the mid- and green-growth scenarios, Africa’s emissions would represent only

4%-13% of the planned carbon savings in major economies.

We find that only a high-growth scenario without climate-conscious development

will mean that Africa’s greenhouse gas emissions grow so much that they negatively

affect global efforts to stop climate change. But even this impact would be less than

that from China, India and Indonesia until at least 2030.

Recent trends from 2010-2020 show that 26 of the 47 African countries studied

are leaning towards low- or green-growth scenarios. This includes the major

emitters like South Africa, Egypt and Nigeria.

However, our study also found that low emissions growth in many African

countries is primarily due to low economic growth. This means that if economic

growth accelerates, emissions will rise ‒ unless carbon and energy-intensity

trends are addressed via a Green New Deal for Africa. This means that economic

development plans must make sure that climate mitigation efforts are front and

centre, especially in the 19 African countries which will account for 80%-90% of

the region’s future emissions.

We also observed that African countries are highly dependent on external

actors for their transition to renewable energy. For example, national action plans

on climate change in South Africa, Mozambique, Rwanda and Kenya are being

developed in response to donor requirements. Egypt’s mitigation efforts will only

happen if the country gets low interest loans and grants from the international

community. Kenya has undertaken to cover 21% of the costs of mitigating climate

change, if it receives funding to cover the other 79%.

Similarly, most fossil-fuel projects on the continent are owned by companies

headquartered in Europe, the United States and China. Foreign multinational

corporations own two-thirds of the projected new gas and oil production in Africa

to 2050.

These external actors therefore have a strong influence on whether renewable

energy adoption will be substantial. Our research suggests that African countries

can achieve a green-growth scenario (high economic growth without high

greenhouse gas emissions) if international partners commit and follow through

with financial and technical support for climate action.

African nations must also make sure that any climate finance aligns with

their developmental goals. These include inclusive, community-empowering

investments that bring on board the half a billion people without even basic

electricity access today. These goals also include expanding local industries; more

and more, renewable energy systems should be built and run by local companies

and workers, with locally manufactured components.

ABOUT THE CONVERSATION

The Conversation is funded by the National Research Foundation, eight

universities, including the Cape Peninsula University of Technology, Rhodes

University, Stellenbosch University and the universities of Cape Town,

Johannesburg, KwaZulu-Natal, Pretoria and South Africa. It is hosted by the

universities of the Witwatersrand and the Western Cape, the African Population

and Health Research Centre and the Nigerian Academy of Science. The Bill &

Melinda Gates Foundation is a Strategic Partner.

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COUNTRY PROFILE

UNION OF COMOROS

Contested elections have been held in the archipelago.

Capital: Moroni.

Other towns/cities: Mutsamudu, Ouani.

Population: 850 800.

GDP: $1.35-billion (2023) World Bank.

GDP per capita: $1 587 (2023) World Bank.

Currency: Comorian franc.

Regional Economic Community: Arab League, Organisation internationale de la

Francophonie, Organisation of Islamic Co-operation, Indian Ocean Commission.

Landmass: 2 235km².

Coastline: 340km.

Resources: Fish and spices, including cloves, vanilla, cinnamon and ylang-ylang,

the essential oil of which is an important component of perfumes.

Main economic sectors: Agriculture, fishing, services.

Other sectors: Tourism.

New sectors for investment: Energy, digital connectivity.

Key projects: The Plan for Emerging Comoros is the guiding document for

planning to 2030. Key elements are to build economic resilience, strengthen

human capital and foster inclusive growth. The World Bank Group is supporting

14 projects in multiple sectors, including healthcare, tourism, financial inclusion,

energy, transport and climate resilience.

Chief exports: Cloves, ships, vanilla, essential oils, scrap iron.

Top export destinations: Turkey, India, UAE, US, Indonesia.

Top import sources: UAE, China, India, France, Tanzania.

Main imports: Rice, refined petroleum, poultry, water, synthetic fabric.

Infrastructure: Prince Said Ibrahim International Airport serves Moroni on

Grande Comore, Ouani Airport is an airport on Anjouan and Mohéli Bandar Es

Eslam Airport serves Mohéli.

Mobile subscriptions per 100 inhabitants: 100 (2022) World Bank.

Internet percentage of population: 27 (2021) World Bank.

ICT Development Index 2023 (ITU) ranking: 43.5.

Geography: Three major islands make up the Comoros and they are known by the

names given by the French: Grande Comore (Ngazidja to locals), Mohéli (Mwali)

and Anjouan (Ndzwani). There are numerous small islands and a fourth land mass,

Mayotte to the south-east, elected not to become independent and is still a French

territory. The archipelago is located in the Mozambique Channel, between the east

coast of Africa and Madagascar.

Climate: Tropical marine, normally mild. The rainy season is November to May

where temperatures are hotter. The dry season is cooler and the islands are rarely

subject to cyclones but in 2019 Cyclone Kenneth did considerable damage.

Religion: Most Sunni Muslim, also Shia and Ahmadiyya Muslim. Others about 2%.

Modern history: The renaming of the state in 2002 as Union of the Comoros

marked a change in the constitution of the territory. Between 1997 and 2001

the two smaller islands fought for independence but achieved a decentralised

state, which was approved in a referendum. In 1974 the three islands had

chosen to become independent together whereas Mayotte, where France

had first landed forces in 1841, chose to remain a French territory. With

independence came the first of many coups, with French mercenary Bob

Denard, supported by the South African government, to the fore in more than

one overthrow of the government. The last of these attempts was thwarted by

French forces in 1995 but in 1999 another coup was successful. Then thenpresident

of the country was accused by Azali Assoumani of being ready to

break up the country by talking to representatives of the island of Anjouan.

President Assoumani has been in power ever since, winning a fourth term of

office in January 2024 after a poll which was sharply criticised by opposition

groups. Islam was introduced into the islands between the eighth and 11th

centuries as the territories played a vital role in trade routes frequented by

Arab and Persian traders along the African coast. The country has three

official languages: Arabic, French and Shikomori.

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PHOTO: Dimitri Dim on Pexels | PHOTO: Worldatlas.com

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COUNTRY PROFILE

KINGDOM OF ESWATINI

A debt restructuring programme is in place.

Capital: Mbabane (executive), Lobamba (legislative).

Other towns/cities: Manzini, Big Bend.

Population: 1.1-million.

GDP: $4.59-billion (2023) World Bank.

GDP per capita: $3 797 (2023) World Bank.

Currency: Lilangeni (tied to South African rand).

Regional Economic Community: Southern African Development Community

(SADC), Southern African Customs Union (SACU), the Commonwealth of Nations.

Landmass: 17 364km².

Resources: Asbestos, coal, clay, cassiterite, hydropower, forests, small gold and

diamond deposits, quarry stone and talc.

Main economic sectors: Services contributes just more than 50% with

manufacturing making up a third of economic activity.

Other sectors: Agriculture.

New sectors for investment: Mining, energy, digital services, infrastructure.

Key projects: Eswatini’s National Development Plan (2023-2027) aims to

ensure recovery from weak growth and limited poverty reduction through

good governance, fiscal discipline and inclusive private-sector growth that

provides sustainable livelihoods for all, especially women and youth. The

Mkhondvo-Ngwavuma Water Augmentation Programme is expected to

promote growth.

Chief exports: Commodities, scented mixtures, raw sugar, garments, industrial

acids, oils, alcohols and wood.

Top export destinations: South Africa, Kenya, Nigeria, Democratic Republic of

the Congo, Mozambique.

Top import sources: South Africa, China, US, Mozambique, Mauritania.

Main imports: Refined petroleum, gold, plastic products, electricity, garments.

Infrastructure: Matsapha Airport and King Mswati III International Airport,

both in Manzini, are paved; there are a further 12 unpaved airfields. Roads,

4 500km of which 1 500km are paved. Railways, 300km with a dry port at

Matsapha near Manzini in the centre of the country. Swaziland uses the ports

of Maputo in Mozambique and Richards Bay and Durban in South Africa.

Mobile subscriptions per 100 inhabitants: 122 (2023) World Bank.

Internet percentage of population: 58 (2022) World Bank.

ICT Development Index (ITU) ranking: 71.7.

Geography: Four distinct geographical regions run in parallel from west to east:

the Highveld, the Middleveld, the Lowveld and the Lebombo escarpment, which

runs through the eastern frontier with Mozambique.

Climate: Mostly subtropical and temperate but the steep fall in altitude over a

short distance plus the country’s exposure to moist maritime tropical air from the

Indian Ocean means that the climate can vary quite dramatically.

Religion: About 90% Christian which includes a number of denominations.

Modern history: The Kingdom of Eswatini is ruled by King Mswati III, one

of the world’s few absolute monarchs. Succeeding his father King Sobhuza II

in 1986 when he was 18 years old, King Mswati III was responsible for the

2018 renaming of Swaziland in honour King Mswati II, who ruled from 1840

to 1868, greatly expanded the state’s territory (beyond its current boundaries)

and unified the nation. The UK recognised Swazi independence in 1881 but

tensions with the South African Republic led to it becoming British High

Commission Territory after the Anglo-Boer War, together with Bechuanaland

and Basutoland. In 1921 King Sobhuza II’s long reign began. A first constitution

was created in 1964 and independence was achieved in 1968 with a new

parliamentary constitution that allowed the king to nominate some MPs. In

1973 the king suspended the constitution and banned political parties. Eswatini

was badly hit by HIV. Good progress has been made in controlling the HIV

epidemic with infection rates falling dramatically between 2016 and 2021 but

the effect on the country has been considerable. Political and labour unrest

has been a constant during King Mswati III’s reign, with the country typically

achieving low rankings for political rights and civil liberties from organisations

such as Freedom House.

PHOTO: Wikimedia.org

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