African Leadership Magazine August 2024 Edition

Magazine

...A Publication of The African Leadership Organization

Ken Giami

Founder & Executive Chairman

King Richard Igimoh

Group editor

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Blessing Ernest

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The Gambia & Senegal

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Kenya

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London UK - Chair

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Atlanta USA - Member

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Lagos Nigeria - Member

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Nairobi Kenya- Member

Brig. Gen. SK Usman Rtd

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FROM THE PUBLISHER’S Desk

Dr. Ken Giami

Founder, African Leadership Magazine UK

It’s Africa’s Time: A Journey of Progress and Promise

I woke up this morning reflecting upon and nodding to the rhythm of Shakira’s FIFA 2010 World Cup (TM) song, ‘This Time for Africa,’ and was filled with awe at how much progress Africa and Africans have made globally. As I thought about Africa’s journey from the days when a major international publication referred to her as the ‘hopeless continent’, I couldn’t agree more that this was Africa’s century, Africa’s time!

The African continent brims with potential and progress. Often called the cradle of humanity, Africa is emerging as a beacon of innovation, resilience, and growth. The hope for humanity’s food security and the future of tomorrow’s global workforce lies in today’s youthful Africa. Little wonder there is an ongoing rush to engage the continent -both from the good, bad and ugly. This is truly Africa’s time, and the world is taking notice.

This refreshing narrative can be seen in many ways; however, I shall focus on only the following areas:

A Rebound in Economic Growth

Africa’s economic landscape is transforming at an unprecedented pace. According to the African

Economic Outlook, the rebound in Africa’s average growth includes a rise to 3.7% in 2024 and 4.3% in 2025, exceeding the projected global average of 3.2%. Of this figure, 17 African economies are projected to grow by more than 5 percent in 2024. This story has been consistent, with Africa accounting for 6 of the 10 fastest-growing economies over most of the last 15 years.

“Africa is no longer the sleeping giant. It is awake, and it is on the move,” said Akinwumi Adesina, President of the African Development Bank. His words resonate with the palpable energy and ambition that permeate the continent.

Technological Innovation and Entrepreneurship

Africa is also becoming a hub for technological innovation. The rise of tech hubs in cities like Nairobi, Lagos, and Cape Town has earned Africa the moniker “Silicon Savannah.” In 2020, African tech startups raised over $1.4 billion in funding and almost $800 million in the first half of 2024 alone, a testament to the continent’s burgeoning tech ecosystem.

One inspiring story is that of Flutterwave, a Nigerian fintech

company that has revolutionized online payments across Africa. Founded in 2016, Flutterwave has facilitated over 140 million transactions worth over $9 billion. Its success story is a beacon of hope for aspiring African entrepreneurs.

Education and Empowerment

Education is the cornerstone of Africa’s progress. The continent has seen a significant increase in school enrollment rates, with UNESCO reporting that primary school enrollment in Sub-Saharan Africa reached 80% in 2018 and is growing year on year. Moreover, initiatives like the African Union’s Agenda 2063 aim to transform Africa into a global powerhouse through education and skill development.

Dr. Ngozi Okonjo-Iweala, the first African and first woman to lead the World Trade Organization, and that of Dr Tedros Gebreyesus of the World Health Organization exemplify the power of education and empowerment as Africans continue to occupy strategic positions globally and contribute to solving some of humanity’s biggest challenges. Their successes, and especially those of the African diaspora, are a testament to the boundless potential

that education unlocks. This is without prejudice to the extraordinary work still required in the education sector across the continent.

Cultural Renaissance

Africa’s cultural influence is also making waves globally. The continent’s rich heritage, music, art, and fashion captivate audiences worldwide, driving Africa’s global soft power. The global success of artists like Burna Boy and Wizkid, who have brought Afrobeat to the international stage, highlights Africa’s cultural renaissance.

In the words of Nelson Mandela, “The cultural heritage of Africa is the most precious treasure we have.” This treasure is now being shared with the world, enriching global culture and fostering a deeper appreciation for Africa’s diverse traditions. It is Africa’s time and African rhythms are danced to in malls, and stadiums from India to Brazil and worldwide.

In the Climate space, Africa’s forests may be humanity’s hope in addressing global environmental challenges. Wangari Maathai, the first African woman to win the Nobel Peace Prize, once said, “It’s the little things citizens do. That’s what will make the difference. My little thing is planting trees.” Her legacy lives on through the millions of trees planted across Africa, symbolizing hope and resilience.

The continent is rising, driven by the indomitable spirit of its people, the richness of its culture, and the promise of its future. As Africa continues to make strides in economic growth, technological innovation, education, cultural influence, and environmental stewardship, it is clear that the world must pay attention.

In the words of Kwame Nkrumah, “We face neither East nor West; we face forward.” Africa is moving forward, and its journey is one of inspiration, progress, and boundless potential. This is Africa’s time, and the world is watching in awe.

Africa’s economic landscape is transforming at an unprecedented pace. According to the African Economic Outlook, the rebound in Africa’s average growth includes a rise to 3.7% in 2024 and 4.3% in 2025, exceeding the projected global average of 3.2%. President of the African Development Bank, Dr Akinwumi

Adesina; Deputy President of South Africa HE David Mabuza; and Dr Ken Giami, Chairman of African Leadership UK at an ALM event in Johannesburg

8

Africa Unleashed: Business Leaders Driving Progress on the Continent

18

Inside Look: Two Professionals Share Insights on Dr. Jesca Nkwabi’s Leadership

22

Rebuilding Bridges: How the USA is Reconnecting with Africa

43

Rescuing Sudan: How AfDB’s Wheat Initiatives Are Saving Lives

45

Julian Assange: Champion of Transparency or Enemy of the State?

From Self-Reliance to Global Impact: The Story and Legacy of Olusegun Ogunsanya

60

The Entrepreneurial Journey of Lola Olukuewu

62

Digging Deep: Why Investors Are Flocking to Africa’s Mining Sector

72

The Art of Mastering Compliance, Governance, and Risk Management

From War-Torn Somalia to the Silver Screen: Barkhad Abdi’s Remarkable Story

80

Choose Madagascar: Promising Sectors for Investment

Africa Unleashed: Business Leaders Driving Progress on the Continent ABLA 2024 WINNERS

By King Richard

In a grand celebration of visionary leadership and transformative impact, the African Business Leadership Awards (ABLA) honour exceptional business leaders, policymakers, and organisations for their significant contributions to Africa’s socio-economic development. This year’s event, held as a crowing appendage of the prestigious ALM Africa Summit 2024, gathers influential leaders and policymakers from Africa, the UK, and beyond to discuss the continent’s future and drive progress.

Established in 2010 by African Leadership Magazine, ABLA showcases the best of Africa to a global audience. The awards recognise outstanding business leaders who have significantly contributed to Africa’s economic transformation, truly unleashing the continent’s potential. Over the years, ABLA has become one of the most coveted honours in the African business community, celebrating those who drive progress and innovation.

Each year, the awards ceremony brings together leaders from various sectors, including government, business, academia, and civil society, to celebrate the awardees’ accomplishments. The selection process involves a public

nomination phase followed by a meticulous evaluation by a panel of esteemed judges. Winners are chosen based on their leadership qualities, industry impact, contribution to socio-economic development, and commitment to ethical business practices— key elements that unleash Africa’s potential.

Tonight, the ABLA event is being held at the Dorchester Hotel and the historic House of Lords in London. The atmosphere is electric as dignitaries, industry leaders, and stakeholders gather to celebrate this year’s awardees. The venue, adorned with exquisite decorations blending African cultural elements with modern elegance, symbolises the fusion of tradition and innovation that defines the continent’s progress.

The Winners

Benedito Paulo Manuel: Industry Personality of the Year

Dr. Benedito Paulo Manuel, Director General of Sociedade Mineira de Catoca Lda, Angola, is recognised for his exceptional leadership in the mining sector, driving significant growth and development in Angola. His work exemplifies how industry leaders can unleash Africa’s vast potential.

Hon. Lucia Lipumbu: African Trade and Investment Minister of the Year

Hon. Lucia Lipumbu, Minister of Trade and Industrialization from Namibia, has been recognised for her efforts in boosting trade activities and investment inflows, positioning Namibia as a key player in regional and continental trade. Her policies have fostered a conducive environment for businesses to thrive, driving progress in the region.

Dr.

Paul Russo: African Business Leader of the Year

Paul Russo, Group CEO of KCB Group Plc, Kenya, is honoured for his visionary leadership and innovative strategies that have propelled KCB Group to new heights. His dedication to financial inclusion and economic empowerment has positively impacted countless lives across the region, embodying the spirit of Africa unleashed.

James Alic Garang: African Economic Resilience and Growth Champion

James Alic Garang, Governor of the Bank of South Sudan, is awarded for his robust economic policies and reforms that have stabilised South Sudan’s economy amidst challenging circumstances. His efforts have laid a solid foundation for sustained growth, showcasing the power of resilience and leadership in driving Africa’s progress.

Segun Ogunsanya: Lifetime Achievement Award

Segun Ogunsanya, Group CEO of Airtel Africa, receives the prestigious Lifetime Achievement Award for his monumental contributions to the telecommunications industry. His leadership has driven significant advancements in connectivity and digital transformation across Africa, a true testament to the continent’s unleashed potential.

Seinye Lulu-Briggs: African Business Leadership Commendation Award

Seinye Lulu-Briggs, Chairman of Moni Pulo Limited, Nigeria, is recognised for her entrepreneurial acumen and philanthropic endeavors. Her commitment to corporate social responsibility and sustainable development exemplifies African leadership, driving progress and setting a standard for others to follow.

Hanan Abdul-Wahab: African Food Security Champion Award

Hanan Abdul-Wahab, CEO of the National Buffer Stock Company, Ghana, is honoured for her pivotal role in addressing food security challenges. Her initiatives have set a benchmark for sustainable food security practices in Ghana, contributing to Africa’s overall progress.

Qs. David Mathu: Young African Business Leader of the Year

Qs. David Mathu, Managing Director and CEO of the National Housing Corporation, Kenya, is awarded for his dynamic leadership and innovative approach to affordable housing, revolutionising the real estate sector in Kenya, and driving progress for the next generation of African leaders.

The ABLA event is a night of celebration, inspiration, and recognition. As we honour these exemplary leaders, we are reminded of the incredible potential within the African continent. Their stories of resilience, innovation, and dedication inspire us to strive for excellence

Princess Victoria Haastrup: African Female

Business Leader of the Year

Princess Victoria Haastrup, Executive Vice-Chairman of ENL Consortium Limited, Nigeria, is honoured for her remarkable leadership and dedication to excellence, promoting gender equality, and empowering women in leadership roles. Her achievements highlight the transformative impact of female leaders on Africa’s progress.

Ecobank: African Brand of the Year

Eco Bank is being honoured as the African Brand of the Year. This recognition reflects the bank’s significant contributions to financial inclusion, support for SMEs, and innovative digital solutions across its extensive African network. Eco Bank’s strategic partnerships and expanded lending capacity, alongside its commitment to sustainable development and corporate social responsibility, have played pivotal roles in its success. These achievements underscore Eco Bank’s leadership in driving economic growth and positive change across the continent.

Dr

Sunny Echonu:

African Leadership Excellence Award in Educational Development

Sunny Echono, since his appointment as Secretary-General of the Tertiary Education Trust Fund (TETFund) in Nigeria in March 2022, has driven substantial reforms that have enhanced the efficiency and effectiveness of the fund. His leadership has led to strategic partnerships with international institutions like the University of Brazil and the Forum for Agricultural Research in Africa (FARA), fostering advancements in research, innovation, and professional training vital for Nigeria’s economic growth. Echono has also focused on improving digital literacy among staff at beneficiary institutions, ensuring Nigerian graduates are competitive in the digital age.

Echono’s tenure is marked by the introduction of transparent procurement and project management practices, ensuring beneficiary institutions independently plan, select, and execute projects through open, competitive bidding. This has led to more efficient project delivery and better utilization of funds. Additionally, under his administration, TETFund has disbursed significant financial interventions to public universities, polytechnics, and colleges of education. Echono’s efforts have been recognized with accolades, including the National Honour of Officer of the Order of Niger, awarded by President Muhammadu Buhari for his transformative contributions to Nigeria’s tertiary education sector.

Rindra Hasimbelo Rabarinirinarison: African Leadership Commendation Award

Rindra Hasimbelo Rabarinirinarison, the Minister of Economy and Finance of Madagascar since August 2021, has implemented ambitious reforms that have significantly boosted the country’s economic stability. Her introduction of a contingency fund for disaster and risk management (DRM) has been crucial for a nation vulnerable to natural disasters, saving lives and mitigating economic impacts. Through strategic international partnerships, including with the World Bank, effective social safety nets have been established to support the poorest households, especially during economic shocks like the COVID-19 pandemic. Her leadership in financial management earned her the African Minister of the Year Award in 2023.

Rabarinirinarison has also prioritised agricultural innovation by investing in climate-resilient crops and sustainable practices to achieve food selfsufficiency. She has revitalised the mining sector through new legislation and transparency initiatives, making it more attractive to investors. Additionally, her “One District, One Factory” programme promotes industrialization and employment, fostering local production and economic diversification. With a robust background in public procurement and finance, her strategic vision and governance have laid a strong foundation for Madagascar’s sustainable development and long-term prosperity.

Keynote Highlights of the 9th ALM

Africa Summit 2024

The 9th ALM Africa Summit 2024 is headlined by the Prime Minister of The Bahamas, The Honourable Philip E.B. Davis. His keynote address will focus on the theme, “Africa Unleashed: Navigating Disruptions, Enhancing Opportunities.”

Joining Prime Minister Davis are distinguished leaders such as The Right Hon. Cllr. J. Fonati Koffa, Speaker of the Liberia House of Representatives; Dr. Olavo Correia, Deputy Prime Minister and Minister for Finance of Cape Verde; The Right Hon. Lord Dollar Popat, UK House of Lords Member and Prime Minister’s Trade Envoy to Rwanda, Uganda, and the DRC; and H.E. Rindra Rabarinirinarison, Minister of Economy and Finance of Madagascar, alongside other policymakers, political figures, business leaders, and diplomats from Africa, the UK, and Europe. Together, they will engage in insightful discussions addressing pressing issues affecting Africa’s business and socio-economic spheres, further driving the continent’s progress.

The ABLA event is a night of celebration, inspiration, and recognition. As we honour these exemplary leaders, we are reminded of the incredible potential within the African continent. Their stories of resilience, innovation, and dedication inspire us to strive for excellence. The African Business Leadership Awards encourage a continued commitment to driving positive change and sustainable development in Africa. Congratulations to all the winners of the African Business Leadership Awards 2024!

In essence, the ABLA and ALM Africa Summit 2024 epitomise the spirit of “Africa Unleashed,” highlighting how visionary business leaders are driving progress and unlocking the continent’s vast potential for a brighter future.

In essence, the ABLA and ALM Africa Summit 2024 epitomise the spirit of “Africa Unleashed,” highlighting how visionary business leaders are driving progress and unlocking the continent’s vast potential for a brighter future

DR. JESCA Nkwabi

CEO, KOM Group of Companies, Tanzania

Young, Bold & Resilient: Dr. Jesca Nkwabi’s Leadership And Impact In Business

This exclusive interview showcases the remarkable journey of Dr. Jesca Mhoja Nkwabi, the CEO of KOM Group of Companies. Dr. Nkwabi’s story embodies the power of resilience, innovation, and unwavering determination. From her formative years in Tanzania to her educational pursuits in India and the United Kingdom, Dr. Nkwabi has seamlessly blended her rich cultural heritage with global business acumen, shaping her into a formidable leader in the agro-processing and industrial manufacturing sectors.

Through this exclusive interview, Dr. Nkwabi shares her inspirational path to success, detailing the profound influence of her family’s entrepreneurial spirit, the invaluable lessons learned from international exposure, and the strategic vision that continues to drive KOM Group’s expansion. Her insights into overcoming cultural challenges, embracing continuous learning, and fostering innovation provide a blueprint for aspiring entrepreneurs and established business leaders alike.

As we explore her contributions to women’s empowerment through initiatives like Young Women Entrepreneurs (YWE) in Tanzania and her commitment to community development, it becomes evident that Dr. Nkwabi’s impact transcends the business world. Read on as we uncover the milestones, challenges, and triumphs of a leader who epitomises the essence of being young, bold, and resilient in today’s everevolving business landscape.

Excerpt

Dr. Nkwabi, can you tell us more about your childhood and the environment you grew up in? How did your family and early experiences shape your entrepreneurial spirit?

I come from a strong business background. My family has greatly influenced my entrepreneurial journey. My late mother always emphasised the importance of hard work. To hone my business skills and knowledge, I was sent to India and the United Kingdom for my studies. This international exposure introduced me to various ways of conducting business and delivering services, which I’m currently implementing at KOM Group of Companies. Through continuous personal development, I learn every day from experts and peers around me. My father, a strong pillar in my life, encourages me to continually improve and take short-term courses to develop myself as a leader.

Growing up in a family with a strong business background, what were some of the earliest lessons you learned about entrepreneurship from your father and other family members?

1. Always look for a way to solve a problem.

2. Resilience.

3. Continuous learning and development.

My academic background has been pivotal in my business journey. I hold a bachelor’s degree in business administration from India, a master’s degree in international business and finance, and a Doctor of Business Administration from the United Kingdom

Your educational journey took you from Tanzania to India and then to the UK. How did these international experiences shape your perspective on business and entrepreneurship?

International experiences have tremendously impacted my view of business and entrepreneurship. This exposure has helped me hone my knowledge and skills. Living and interacting with people from different cultures and backgrounds provided insights into starting, running, and managing businesses, as well as handling highly diversified teams. This experience also allowed me to benchmark products and services, which I have implemented in my businesses.

Can you share any memorable experiences or challenges you faced during your studies abroad that contributed to your growth as a leader?

Cultural shock was one of the challenges I encountered, but with time, I adapted. This experience has helped me as a leader to adapt accordingly and work with people from diverse backgrounds.

How did your academic background in business administration, international business, and supply chain management prepare you for the challenges you face in the business world today?

My academic background has been pivotal in my business journey. I hold a bachelor’s degree in business administration from India, a master’s degree in international business and finance, and a Doctor of Business Administration from the United Kingdom. I’m happy to be implementing what I learned in school and university in my own businesses. For my doctoral studies, I majored in supply chain management, food processing, and small and medium enterprises. I’m currently spearheading the group’s

expansion in the food processing sector. With my expertise in supply chain management, I navigate the challenges the business faces to ensure we deliver quality products to our customers.

Were there any particular mentors or professors during your studies who had a significant impact on your career path and leadership style?

My family has largely influenced my career path. When I moved to India, I began performing well in my studies, transitioning from an average student to a first-class student, and graduating as the top-performing student in my bachelor’s degree. Later, I moved to the UK for my master’s and doctorate degrees, gaining further exposure. I thank all my professors for their encouragement and guidance throughout my educational journey.

KOM Group was established by your father, Mr. Mhoja Nkwabi Kabalo. How did his vision and mentorship shape your approach to leadership and the expansion of the company?

My father is my role model. He taught me a lot about business, starting with trading and later moving into agro-processing and industrial manufacturing. Currently, I’m spearheading the group’s expansion in the food processing sector. His leadership and mentorship have been instrumental in guiding my journey. He always reminds me of the importance of having grit to tackle challenges and coaches me through managing different day-to-day business challenges. He is always supportive and encourages continuous learning and the application of the best business practices.

What were some of the initial challenges you encountered when assuming a leadership role at KOM Group, and how did you navigate through them?

Handling technical issues, especially in

production processes, and achieving work-life balance were initial challenges. Over the years, I have navigated these challenges by learning and understanding the process with the guidance of the technical team and prioritising my activities to ensure a work-life balance.

Balancing your father’s legacy with your own vision and innovations at KOM Group can be complex. How do you manage this balance effectively, ensuring that the core values and principles upon which KOM Group was founded continue to steer the company’s growth and development?

While we may have different perceptions, our vision for the company is unified: to be the leading manufacturing company across Africa and globally. My father’s forward-thinking approach and support for adopting new business methods keep the company growing and developing.

As a leader, what innovative strategies have you implemented at KOM Group to stay ahead in the competitive agro-processing and industrial manufacturing sectors?

As a leader at KOM Group, I ensure we stay up-to-date with technological advancements. Over the years, we have transitioned from Chinese to Indian and now European technologies, which are more sophisticated and environmentally friendly. With such technologies, we can produce quality products at affordable rates and deliver them on time, keeping the company ahead of the competition.

What are the major milestones or significant achievements of KOM Group under your leadership as CEO?

Some major milestones during my leadership include the expansion of group activities, especially in the food processing sector, and transitioning from a motor and brick business model to embracing digital platforms to reach

our customers.

Can you discuss any specific projects or initiatives within KOM Group that you are particularly proud of?

I’m proud of our transformation from trading to becoming a leading manufacturer across Africa. We meet our customers’ demands by ensuring they get quality products. We are also transforming several sectors in Tanzania, particularly the bakery industry, which has been dominated by traditional bakers who lack a focus on quality and nutrition. We are now the largest industrial bakery in Tanzania. Our investments in the food processing industry contribute to the country’s food security and increase exports.

What are your key sources of learning and personal development, and how do you encourage a culture of continuous learning and adaptation at KOM Group?

At KOM Group, we believe in continuous learning and development. We ensure our team stays up-to-date with technological advancements and changing consumer trends. We invest in training programmes that enhance our team’s performance. As a leader, I learn every day and engage with experts and peers in the industry to stay wellinformed. I also take short-term courses to develop in specific areas.

Your work with the Young Women Entrepreneurs (YWE) in Tanzania is commendable. Can you share some success stories of women who have benefited from YWE’s programs? How has YWE contributed to empowering women in entrepreneurship?

Thank you. YWE promotes entrepreneurship activities among young women aged 20-35. So far, we have conducted several workshops and impacted more than 3,000 young women entrepreneurs across the country.

At KOM Group, we believe in continuous learning and development. We ensure our team stays upto-date with technological advancements and changing consumer trends. We invest in training programmes that enhance our team’s performance

Through our Top 50 annual recognition event, we have recognised and awarded 100 young women excelling in their businesses. We also continuously share our business journeys in our respective sectors through the Kijana Amka Changamkia Fursa Initiative to help aspiring entrepreneurs learn more about entrepreneurship.

KOM Group has made significant contributions to job creation and community development. Can you highlight some of the most impactful community projects or CSR activities KOM Group has undertaken?

As a company, we are pivotal in giving back to society. Over the years, we have been involved in numerous CSR initiatives, including building hospitals and schools and fundraising for various charities. KOM Group is actively involved in funding infrastructure projects, promoting clean water, affordable healthcare, and entrepreneurship development. To date, we have supported over 100,000 people across Tanzania.

How do you envision KOM Group’s role in the socio-economic development of Tanzania in the next decade, especially in terms of job creation, community upliftment, and technological advancement?

With significant investments, we expect to employ more than 5,000 people in the next decade and see more of our food processing products distributed globally. Our aim is to cater to customers worldwide.

Can you share an example of how you’ve promoted diversity and inclusion within your company? We have policies supporting diversity and inclusion. We ensure that both men and women receive equal pay and have access to opportunities.

Reflecting on your journey, what personal achievements stand out the

most to you, and why?

I’m pleased with where I am today and continue to improve through continuous personal and professional development. I’m happy to be doing what I love in business and supporting women’s entrepreneurship initiatives.

How do you balance your professional responsibilities with personal growth and continuous learning?

I prioritise my activities to ensure I fulfil my business roles while also making time for personal growth through short courses and training.

Can you discuss a time when you had to make a difficult leadership decision at KOM Group? What was the outcome, and what did you learn from the experience?

During COVID-19, I had to make the difficult decision to allow team members to work from home and lay off some staff. Being agile was a major lesson from this experience.

How would you describe the current business climate in Tanzania, particularly in the agro-processing and industrial sectors, and how do government policy and the regulatory environment impact KOM Group’s operations and growth strategy?

The business climate in Tanzania is favorable. We are registered with the Tanzania Investment Centre (TIC) and enjoy numerous incentives that support our growth. Through TIC, we also attract business partnerships.

How does KOM Group navigate and mitigate risks associated with operating in Tanzania, such as political instability, economic fluctuations, and regulatory changes?

Staying agile helps us navigate various challenges.

As a company, we are committed to giving back to society. Over the years, we have been involved in numerous CSR initiatives, including building hospitals and schools and fundraising for various charities

My

aspiration for KOM is to be the leading global manufacturer. For empowering women entrepreneurs,

I hope to

see more women billionaires emerging from Tanzania.

How is KOM Group leveraging technology to enhance operational efficiency, promote technological innovation, and drive product development within the Tanzanian business landscape?

We invest heavily in up-to-date technologies to prioritise quality and meet customer demands.

What are your long-term aspirations for KOM Group, and how do you intend to establish a global presence?

We aim to distribute more of our products globally.

Could you share any upcoming projects or expansions that you are particularly enthusiastic about?

I’m excited about several projects, especially in the food processing sector. Tanzania has abundant raw materials, and we are leveraging this to increase exports and reduce dependency on imports.

Being named co-winner of the Young African Business Leader of the Year is a significant accolade. What advice would you give to young aspiring entrepreneurs in Africa, especially those who face similar challenges you have encountered?

To all aspiring entrepreneurs, Africa has a lot to offer. Identify problems in your communities and find solutions. Stay agile and have the grit to succeed. Invest in learning new business methods and learn from those who have succeeded before you. Take massive action to achieve your goals. What legacy do you hope to leave behind through your work with KOM Group and your efforts in empowering women entrepreneurs?

My legacy for KOM is to be the leading global manufacturer. For empowering women entrepreneurs, I hope to see

more women billionaires emerging from Tanzania.

Who or what continues to inspire you on your journey, and how do you stay motivated to achieve your goals?

My father continues to inspire me. He has always encouraged and supported me throughout my education and business journey. The desire to see Tanzania develop and my passion for supporting young women entrepreneurs keep me motivated. In the next five years, I want to see more Tanzanian companies exporting finished products and more young women entrepreneurs becoming billionaires, who will, in turn, support and mentor aspiring entrepreneurs.

Inside Look: Two Professionals Share Insights on Dr. Jesca Nkwabi’s Leadership

In this special cover edition of African Leadership Magazine, we explore the transformative leadership of Dr. Jesca Nkwabi through the perspectives of Emmanuel Frederick Mlaponi, Finance Manager, and Arnold Masika, Business Development Manager at KOM Group of Companies in Tanzania. Their insights provide a window view of Dr. Nkwabi’s remarkable journey and impactful leadership.

A Journey of Professional Excellence

Emmanuel Frederick Mlaponi, with an M.Sc. in Finance from the University of Strathclyde, Glasgow, Scotland, brings over 15 years of experience in finance. His career spans commercial banking, the transport sector, and his current role as Finance Manager at KOM Group of Companies Limited. Emmanuel recounts his nearly two and a half years working under the extraordinary leadership of Dr. Jesca Nkwabi.

Arnold Masika, Business Development Manager, also shares his experiences working under Dr. Nkwabi. He highlights her strategic and inclusive leadership style, which has been instrumental in

guiding the company’s business development and strategic growth.

Leadership Under Dr. Jesca Nkwabi

Working with Dr. Jesca Nkwabi has been an enriching experience for both Emmanuel and Arnold. Emmanuel notes, “During this period, her leadership has helped me enhance and sharpen my skills in staff leadership, work ethics, strategy formulation, and the professional language required in international organizations.” Arnold adds, “She sets clear long-term goals and uses data to find growth opportunities. She values teamwork and encourages new ideas. Dr. Nkwabi focuses on results by setting clear goals and upholds integrity and ethics, ensuring high standards and social responsibility.”

Strategic Vision and Transformation

Dr. Nkwabi’s leadership style is both strategic and visionary. Since joining the company, she has overseen numerous business transformations. Emmanuel mentions improvements in HR policies, IT transformation, and the modernization of manufacturing into

high-tech agricultural processing factories. These initiatives have contributed to year-on-year growth in business performance.

Arnold shares a specific instance of her impact: “Dr. Jesca Nkwabi led KOM Group’s expansion into the renewable energy sector by recognising market opportunities in solar energy. Her strategic vision, inclusive leadership, and investment in R&D have significantly boosted revenue by reducing costs and increasing the company’s reputation and growth prospects.”

Mentorship and Team Development

Dr. Nkwabi’s commitment to mentorship is a cornerstone of her leadership. Emmanuel describes her approach: “Through weekly meetings, she discusses technical and operational issues, encourages the exchange of ideas, and monitors work performance. Quarterly job performance evaluations provide opportunities for one-on-one discussions to agree on areas for improvement.”

Arnold echos this sentiment, highlighting her support for the business development team. “She

fosters professional growth and collaboration, enhancing team capabilities and strategic success.”

Fostering Innovation

Innovation is a key element of Dr. Nkwabi’s leadership. Emmanuel and Arnold both note her efforts in promoting creative ideas, using technology, and constantly improving. Arnold points out, “These efforts have strengthened KOM Group’s market position, driving growth and making the company a leader in new and green technologies.”

Significant Achievements

Under Dr. Nkwabi’s leadership, KOM Group has reached significant milestones in business development. Emmanuel and Arnold highlight some of these achievements:

• Expanding into renewable energy.

• Developing a sustainable product line, such as in the bakery factory.

• Expanding into international markets.

• Enhancing employee development and mentorship programmes.

“These accomplishments have strengthened KOM Group’s market position,” they state proudly.

Admiration and Future Vision

Both Emmanuel and Arnold admire several qualities in Dr. Nkwabi. Emmanuel says, “I admire her exemplary level of professionalism and her consideration of employees’ welfare, particularly regarding work-life balance.”

Arnold adds, “Her visionary thinking and inclusivity, fostering a collaborative environment, promoting innovation, and upholding high ethical standards make her an exemplary leader.”

Looking ahead, they envision a bright future for KOM Group under Dr. Nkwabi’s leadership. “Under Dr. Jesca Nkwabi’s leadership, KOM Group will focus on sustained innovation, international expansion, and sustainability. Leveraging new technologies and developing talent will drive efficiency and long-term success. Her commitment to high ethical standards will foster trust and loyalty, ensuring the company’s strong market position and future growth,” they conclude.

In this exploration of Dr. Jesca Nkwabi’s leadership through the perspectives of Emmanuel Frederick Mlaponi and Arnold Masika, one thing is abundantly clear: her impact on KOM Group and its employees is profound and far-reaching. Emmanuel admires her unwavering professionalism and dedication to employee welfare, while Arnold is inspired by her visionary thinking and commitment to fostering innovation and inclusivity. Together, they paint a picture of a leader who not only drives strategic growth and transformation but also cultivates a supportive and dynamic work environment. Dr. Jesca Nkwabi’s leadership stands as a testament to the power of resilience, strategic vision, and ethical integrity, setting a high standard for leaders everywhere.

Working

with Dr. Jesca Nkwabi has been an enriching experience for both Emmanuel and Arnold. Emmanuel notes, “During

this period, her leadership has helped me enhance and sharpen my skills in staff leadership, work ethics, strategy formulation, and the professional language required in international organizations”

Rebuilding Bridges: How the USA is Reconnecting with Africa

The United States has played a crucial role in Africa’s development, building economic partnerships and strategic alliances to promote growth and stability across the continent

The United States has played a crucial role in Africa’s development, building economic partnerships and strategic alliances to promote growth and stability across the continent. In recent years, there has been a notable resurgence in US engagement with Africa, marked by renewed commitments and innovative collaborations. This article delves into the financial dimensions of US-Africa relations, analyzing past initiatives and highlighting current projects that are driving this revitalized relationship.

The United States has consistently demonstrated its commitment to Africa’s development, investing

significant financial resources in key sectors such as health, education, infrastructure, and governance. In 2021, USAID allocated over $8 billion in development assistance to sub-Saharan Africa, focusing on strengthening health security, fostering economic growth, and promoting good governance initiatives designed to ensure stability and prosperity.

Beyond aid, bilateral trade between the United States and Africa has been significant, reaching $39 billion in 2022. This substantial economic exchange underscores the mutual benefits derived from trade partnerships, emphasizing Africa’s growing importance

as a strategic economic partner for the United States. As one of the largest investors in Africa, the US plays a crucial role in supporting job creation, economic diversification, and infrastructure development through private sector engagement and targeted investment initiatives.

Comparison with Global Players

Recent years have seen heightened interest from other global players, such as China and Russia, in deepening their relationships with Africa, driven by economic interests and strategic objectives. China, for example, has significantly increased its economic footprint in Africa, with trade volumes surpassing $200 billion in 2023, making it Africa’s largest trading partner. Chinese investments in Africa span various sectors, including infrastructure, manufacturing, and energy, contributing to economic growth and development across the continent. The Belt and Road Initiative (BRI) has facilitated extensive infrastructure projects in Africa, enhancing connectivity and trade opportunities.

Similarly, Russia has been actively expanding its presence in Africa, focusing on energy, mining, and infrastructure projects. Bilateral trade between Russia and Africa reached approximately $20 billion in 2022, reflecting growing economic ties and strategic interests.

Japan and France also maintain robust economic engagements with Africa. Japan-Africa trade relations have seen significant growth, with bilateral trade amounting to approximately $22 billion in 2022, driven by investments in infrastructure development, technology transfer, and human resource development.

France, with deep historical ties, maintains significant economic and cultural engagements across Africa. Bilateral trade and investments in energy, telecommunications, and agriculture contribute to economic diversification and governance capacity building.

Projections and Impact

The United States’ renewed engagement with Africa comes at a critical juncture, amidst intensifying global competition for influence on the continent. The Prosper Africa initiative exemplifies this commitment by mobilizing $2.1 billion in private sector investment to strengthen African businesses and promote trade opportunities. Studies suggest that every $1 billion in infrastructure investment in Africa could create up to 50,000 jobs, illustrating the potential impact of US-led initiatives on employment.

The Build Back Better World (B3W) initiative represents a significant commitment to infrastructure development in Africa, pledging $8 billion in funding by 2026. This initiative aims to address critical infrastructure gaps, enhance

connectivity, and promote sustainable development across key sectors such as energy, transportation, and digital infrastructure.

Africa’s economic growth is anticipated to range between 3.9% and 4.5% annually, driven by increasing trade volumes, infrastructure investments, and technological advancements facilitated by global partnerships. Key sectors such as manufacturing, infrastructure, and services are projected to experience growth rates exceeding 5%, propelled by initiatives like China’s Belt and Road Initiative and Japan’s technology transfers. Countries with strong governance and diversified economies are likely to see growth rates exceeding 6%. The competitive dynamics among global players—the United States, China, Russia, Japan, and France—are poised to stimulate economic activity and significantly contribute to Africa’s economic diversification, job creation, and infrastructure development. However, managing risks such as geopolitical instability and regulatory challenges will be crucial to sustaining long-term growth and

maximizing the continent’s economic potential.

African leaders’ perspectives

African leaders have enthusiastically received the renewed efforts by the United States, viewing them as crucial to advancing socio-economic development and fostering stronger bilateral ties. President Cyril Ramaphosa of South Africa has praised the Build Back Better World (B3W) initiative, emphasizing its potential to stimulate job creation, drive economic growth, and facilitate regional integration through transformative infrastructure projects.

Similarly, former President Uhuru Kenyatta of Kenya has commended US contributions in the realms of health security and education, highlighting their significant positive effects on local communities and underserved populations. The collaborative

efforts between the US and African governments are seen as indispensable for addressing shared challenges and unlocking new opportunities for inclusive growth and prosperity on the continent.

The revitalized US engagement with Africa marks a promising phase of collaboration and mutual benefit amid intensifying global competition for influence on the continent. By leveraging its economic strength and strategic partnerships, the United States is well-positioned to play a pivotal role in shaping Africa’s development trajectory. As financial commitments and strategic initiatives continue to unfold, there is growing optimism about the potential for sustainable development and socioeconomic transformation across Africa. Through innovation, partnership, and shared goals, the United States and Africa are poised to build a resilient future grounded in prosperity and mutual respect.

African leaders have enthusiastically received the renewed efforts by the United States, viewing them as crucial to advancing socio-economic development and fostering stronger bilateral ties

QS. DAVID MATHU

CEO, National Housing Corporation, Kenya

NHC Kenya: Meeting Local Homes Demand Through Affordable Housing Programs

In this insightful interview, we look into the journey and vision of QS. David Mathu Njuguna, the dynamic Managing Director and CEO of Kenya’s National Housing Corporation. From his humble beginnings to leading the charge in transforming the nation’s housing landscape, Njuguna shares his experiences, challenges, and the strategic initiatives driving the corporation’s ambitious goals. Discover how his leadership is harnessing publicprivate partnerships, implementing innovative technologies, and spearheading reforms to meet the growing demand for affordable housing and contribute to Kenya’s broader economic transformation agenda.

Excerpt:

Can you share your journey to becoming the Managing Director/CEO of the National Housing Corporation, and what do you consider your most significant achievement since assuming this role?

In 2008, I joined the University of Nairobi to study quantity surveying. With the support of my village and by working parttime, I managed to complete my studies. I pursued strategic leadership at the Institute of Commercial Management (ICM) in the UK while still in school. After graduation, I excelled in my professional exams and was hired directly from class by Davson & Ward, later moving to Peter Cheney and Associates, and finally to the Ministry of Public Works.

In 2010, I joined the newly established National Construction Authority as a senior officer. By 2014, I had risen to the position of Managing Director/CEO of the National Housing Corporation. My most significant achievement in this role has been leading the corporation through substantial expansions and reforms, particularly in public-private partnerships, significantly enhancing our capacity to meet the growing demand for affordable housing.

My most significant achievement as CEO has been leading the corporation through substantial expansions and reforms, particularly in public-private partnerships, significantly enhancing our capacity to meet the growing demand for affordable housing

The Corporation plans to build over 100,000 affordable housing units by the end of the financial year 2027/2028, as part of the government’s goal to construct one million units by the same period

The government has committed to expanding the capacity of the National Housing Corporation (NHC) to meet the growing demand for affordable housing. How are publicprivate partnerships being utilised to tap into additional resources and expertise for this expansion?

Public-private partnerships (PPPs) have been a cornerstone of our strategy. These partnerships allow us to leverage additional resources, including financial investments, technical expertise, and innovative project management approaches. Through PPPs, we can undertake larger and more complex projects than we could manage alone, accelerating our progress towards meeting the nation’s housing needs.

The Corporation plans to build over 100,000 affordable housing units by the end of the financial year 2027/2028, as part of the government’s goal to construct one million units by the same period. Can you provide more details on the 5-year strategic plan and the specific strategies in place to achieve this ambitious goal?

Our 5-year strategic plan focuses on several key strategies:

• Strengthening public-private partnerships to leverage additional funding and expertise.

• Streamlining project approval and implementation processes to reduce delays and increase efficiency.

• Enhancing large-scale project management capacity through staff training and development.

• Implementing innovative construction technologies to reduce costs and construction time.

• Expanding outreach and collaboration with county governments to ensure projects are well integrated with local development plans.

These strategies are designed to ensure we meet our targets while maintaining high standards of quality and sustainability.

The NHC is actively involved in affordable housing projects across several counties, including Nyandarua, Embu, Kirinyaga, and Homa Bay. Can you provide an update on the progress of these projects and any challenges you have encountered?

We have made significant progress. In Nyandarua, several housing units are completed, receiving positive community feedback. Embu and Kirinyaga projects are in advanced stages, with units soon ready for occupancy. In Homa Bay, we have faced challenges related to land acquisition and local infrastructure but are working closely with local authorities to resolve these issues.

The main challenges include delays in project approvals, logistical issues in transporting materials to remote areas, and occasional resistance from local communities. Despite these, we remain committed to delivering quality, affordable housing across all these counties.

Under the Bottom-up Economic Transformation Agenda, the NHC aims to help the government achieve 250,000 housing units per year. Can you elaborate on this agenda and the specific steps the Corporation is taking to meet this target?

The Bottom-up Economic Transformation Agenda focuses on inclusive growth, particularly for underserved and low-income populations. To meet the target of 250,000 housing units per year, we are:

• Expanding partnerships with private developers and financial institutions to increase funding and investment.

• Adopting modern construction

technologies to enhance efficiency and reduce costs.

• Strengthening project management capabilities for timely and quality delivery.

• Engaging with local communities and stakeholders to ensure projects meet their needs and gain their support.

These steps are designed to ensure we meet our targets while contributing to broader goals of economic transformation and social development. Service delivery is crucial for public trust in government institutions. What reforms has the NHC implemented to improve efficiency, accessibility, and responsiveness in its service delivery mechanisms?

To improve service delivery, the NHC has implemented several key reforms:

• Digitization of processes to reduce paperwork and streamline project approvals and management.

• Enhancing customer service platforms to provide better support and information.

• Implementing performance management systems to monitor and improve staff efficiency.

• Increasing transparency through regular reporting and stakeholder engagement.

• Providing training and development opportunities for staff to enhance their skills.

These reforms aim to build public trust by ensuring effective, efficient, and transparent service delivery.

What are the biggest challenges facing the housing industry today, especially for the NHC in achieving its objectives? What efforts are you making to surmount some of these challenges?

The biggest challenges include:

• Limited access to affordable

financing for developers and homebuyers.

• Bureaucratic delays in project approvals and land acquisition.

• High construction costs of materials and labour.

• Inadequate infrastructure in some areas.

• To address these challenges, we are:

• Partnering with financial institutions to provide more affordable financing options.

• Working with government agencies to streamline approval processes and reduce delays.

• Exploring alternative construction materials and technologies to reduce costs.

• Collaborating with local governments to improve infrastructure in project areas.

These efforts aim to overcome obstacles and ensure we meet our housing objectives.

You have been named co-winner of the Young African Business Leader of the Year 2024. How does this resonate with you, and what advice would you give to young professionals aspiring to make a mark in the housing and construction industry?

Being named co-winner of the Young African Business Leader of the Year 2024 is a great honour and a recognition of our hard work and dedication. It validates our efforts to make a positive impact in the housing and construction industry.

My advice to young professionals is to stay committed to your goals, continually seek knowledge and improvement, and be adaptable to change. Building strong relationships and networks is crucial, as is maintaining integrity and professionalism. By staying focused and dedicated, you can overcome challenges and achieve great success in the housing and construction industry.

My advice to young professionals is to stay committed to your goals, continually seek knowledge and improvement, and be adaptable to change. Building strong relationships and networks is crucial, as is maintaining integrity and professionalism

DR. SEINYE O.B.

LULU-BRIGGS

Chairman & CEO, Moni Pulo Limited, Nigeria

A Legacy of Leadership and Compassion: Inside the World of Dr. Seinye O.B. Lulu-Briggs

In this exclusive interview, Dr. Seinye O.B. Lulu-Briggs, Chairman and Chief Executive of Moni Pulo Limited, shares her remarkable journey from her upbringing in Nigeria’s Niger Delta to leading a diverse portfolio of businesses. Born and raised in Port Harcourt, Dr. Lulu-Briggs’ early life was marked by resilience and resourcefulness, influenced by the challenges of the civil war and the entrepreneurial spirit of her parents. Her father, a distinguished educator, and her mother, a successful businesswoman, instilled in her the values of hard work, discipline, and community service. These formative experiences laid the foundation for her multifaceted career, where she combines business acumen with a profound commitment to philanthropy and community development.

Dr. Lulu-Briggs has successfully navigated various industries, from oil and gas to bottling and philanthropy. Her leadership at Moni Pulo Limited and other ventures reflects her core strategy of ‘business for ministry,’ where success is measured by the positive impact on communities and individuals. Under her guidance, Moni Pulo Limited has achieved significant milestones, setting benchmarks in the oil and gas sector and earning a reputation for excellence and integrity. Beyond business, her work with the O.B. Lulu-Briggs Foundation

has transformed countless lives through initiatives in healthcare, education, and elder care. Driven by her faith and a deep sense of civic responsibility, Dr. LuluBriggs exemplifies how leadership, compassion, and strategic vision can create lasting change.

Excerpt

Could you provide insights into your early life and upbringing that influenced your career path? What key influences during your childhood have shaped who you are today?

I grew up in Rivers State, mostly in Port Harcourt—the heart of Nigeria’s Niger Delta. A region super-rich in natural resources, yet paradoxically, living conditions remain dire for the majority. That alone has been a significant influence in my life, as was the disruption we experienced during the civil war, which forced us to move to our hometown, Buguma.

My parents were both trained teachers—you know what they say about teachers’ children. My father, Ernest Francis Briggs, a graduate of Classics and History with a postgraduate diploma in Education from the University of London, worked in the Federal Civil Service and held teaching positions in schools across eastern, mid-

western, and southern Nigeria. I had the privilege of traversing the nation with him, which gave me a broad view of life and the enlightenment that has helped me manage life’s vicissitudes.

My mother became a very successful businesswoman. I clearly recall the ingenuity with which she used her entrepreneurial skills to keep our family fed during the economic embargo we lived under during the civil war. She even established a salt-making enterprise, providing employment for others in the community and helping keep hope alive during a very trying time. I helped her a lot in all aspects of her businesses, and I know for sure that I inherited my business savvy and problemsolving skills from my beautiful mum.

My public service ethic is one of my Kalabari culture values I imbibed during the war, watching the actions my parents took. Both were pillars in their respective communities—leaders who rallied and supported the community to progress. There was a great sense of solidarity and mutual support in our communities back then.

Although I was a little girl, I was responsible for washing, dressing, and feeding my 70-year-old grandmother, Nene, who was bedridden. Because of this, I had to be very organised and efficient in getting all my household chores done so that I would still have time to play with my friends. I learned the value of time management and discipline from a young age.

The values I was raised with at home— love of God, honesty, civic responsibility, hard work, and excellence—were reinforced at Holy Rosary, the famous girls’ secondary school I attended when we returned to Port Harcourt. There, I learned leadership, accountability, independence, and resourcefulness.

Our amiable principal, Mrs. Rose Wanjiko Ekpebu, a daughter of Jomo Kenyatta, invited outstanding professionals from different sectors to speak to us. This exposed us to the range of career options we could pursue, broadened our outlook on life, and presented us with role models to emulate. She taught us the importance of being brilliant, well-mannered, and well dressed.

I am also blessed to have a ‘very cool’ big sister, Dr. Comfort Briggs-Anigboh. She has always been intelligent, thoughtful, and graceful. I grew up looking up to her. When I was in secondary school, she was studying in America. She always encouraged me to be the best version of myself. I loved mathematics and was fascinated by what computers could do, based on my experience at my first holiday job at the Rivers State School Management Board. So, when the time

came for me to decide on a career, my sister and my dad encouraged me to go into information technology.

With hindsight, I have come to fully appreciate how the loving but rigorous home environment I grew up in and the wonderful secondary school education I received laid the foundation that has shaped who I am today by setting me up to face life’s vagaries with confidence, trusting in God’s amazing grace.

You manage a diverse portfolio of businesses, including Moni Pulo Limited, La Sien Bottling Company, Soliyama Limited, and the O.B. LuluBriggs Foundation, which have all achieved significant milestones. What are the core strategies and values that have guided your business decisions and led to your success across multiple industries?

I have said this at several forums: the overarching strategy for me is ‘business for ministry.’ The drive to grow and excel in business is because of the need to serve God by reaching out to people— caring for them, empowering them, sharing the good news with them, and so on.

As a young professional, I gave my best to the organisations I worked for. I added value and consistently helped achieve management’s goals. As a Christian, I also went out evangelising and giving (in cash and in kind) to the community.

In communities like ours in the Niger Delta, creating jobs and adding value is essential, given the massive unemployment and underemployment. There are also those who are vulnerable and neglected and need encouragement to embark on their own steps of faith to conquer life’s challenges. So, at some stage, I realised that I could do more for my community by being in a position to give and to serve humanity. I knew that running my own businesses, as my mum had done, was a sure way of

As a young professional, I gave my best to the organisations I worked for. I added value and consistently helped achieve management’s goals. As a Christian, I also went out evangelising and giving (in cash and in kind) to the community

Our work at the O.B. Lulu-Briggs Foundation started in 2001 and has positively impacted the lives of over 1.5 million people through its five focus areas: free medical missions and access to quality healthcare for the elderly; education and scholarships; access to potable water and sanitation; alleviation of hunger and poverty; and humanitarian assistance and social justice

adding value to a wider group of people in so many ways. This passion drove me to become a businesswoman.

My late husband, High Chief O.B. Lulu-Briggs, is still remembered for his prolific philanthropy and his service to the community and humanity. He was a prolific giver. When we met, I realised that his philosophy was that businesses are built to serve the community and help bring progress and development through their influence if they are successful. I was delighted about the perfect alignment in our thinking.

We also shared the same values— love of God, honesty, accountability, discipline, always give your best, be constructive, speak out against injustice, be a problem solver, have a sense of civic responsibility, and have a positive outlook.

These values have shaped the strategies that made me an outstanding professional at the Central Bank of Nigeria, where my working life started, and during my years in commercial banking. I also learned to navigate corporate politics and came to appreciate the importance of strong governance and management systems. When I started running my own businesses, I understood the importance of having robust SOPs and enforcing them by holding staff accountable and responsible for how we execute and run the business professionally. And I believe and have demonstrated that this can be achieved in a friendly, loving environment.

Can you highlight and discuss some of the most significant achievements and major milestones in your career and across your diverse business ventures in multiple sectors that you are particularly proud of?

Quite honestly, I am humbled by the achievements of the various teams that I have been blessed to work with over the years.

In 1981, I did my national youth service at the Central Bank of Nigeria, Lagos. I was a pioneer staff member of the Computer Services Department, which computerised the bank’s operations. Today, whenever I see a ‘Form A’ or ‘Form M’ in a foreign exchange transaction, I see my fingerprint on it. My team designed the forms and trained the staff of financial institutions across the country.

In the years to follow, as head of Credit and Marketing, Branch Development, and Administration, I contributed to the establishment of Oceanic Bank Plc as a household name in financial services. My husband and I established Moni Pulo Limited in 1992 as an independent oil and gas exploration and production company. The company is the first indigenous, solely Nigerian-owned company licensed to explore, develop, and produce petroleum.

Today, Moni Pulo Limited is an industry leader and one of Nigeria’s most successful oil and gas companies. We have grown the company organically, relying on the skills and expertise of our local team members and in compliance with international best practices. We have ensured that our assets are managed prudently, efficiently, and cost-effectively and are maintained in optimal condition.

Our work at the O.B. Lulu-Briggs Foundation started in 2001 and has positively impacted the lives of over 1.5 million people through its five focus areas: free medical missions and access to quality healthcare for the elderly; education and scholarships; access to potable water and sanitation; alleviation of hunger and poverty; and humanitarian assistance and social justice. As Chairman of the Foundation, I am proud to say that our work touches lives daily and brings hope to many people.

When I took over at La Sien Bottling Company Limited in 2005, I saw an opportunity to put on the shelves of

the nation’s supermarkets products that we would be proud to serve our families. Today, our flagship brand, La Sien Table Water, is a market leader. Our ultra-modern factory in Calabar, where we bottle the water and our premium fruit juice, which we will soon launch, is state-of-the-art and staffed by professionals.

I have always believed that our unique knowledge of the domestic market, combined with our respect for international best practices and passion for delivering excellence would ensure our success. That has been our winning strategy.

As a philanthropist deeply committed to social causes, you have significantly impacted through the O.B. Lulu-Briggs Foundation and other initiatives. What are the driving motivations behind your philanthropic efforts, and how do you ensure they create lasting and meaningful change?

My strong faith in God is the primary driving force behind my philanthropic work. I genuinely believe in the biblical principle that ‘faith without works is dead.’ Therefore, I strive to demonstrate my faith through actions that bring positive change to people’s lives and help communities thrive.

In addition to this, the values I grew up with and the experiences of my childhood have always motivated me to give back. Witnessing my parents’ generosity and leadership during challenging times ingrained in me a profound sense of civic duty and a desire to help others.

At the O.B. Lulu-Briggs Foundation, we follow a comprehensive approach to philanthropy that focuses on sustainable development. We design our initiatives to address the root causes of social issues, ensuring that our interventions lead to long-term improvements in the lives of beneficiaries. For example, our

healthcare programmes not only provide immediate medical assistance but also work to improve access to healthcare in underserved areas by building clinics and training local healthcare workers.

Our educational initiatives go beyond scholarships; they aim to create a conducive learning environment for students through infrastructure development, teacher training, and provision of learning materials. We also place a strong emphasis on monitoring and evaluation to assess the impact of our programmes continuously and make necessary adjustments for greater effectiveness.

Ultimately, my philanthropic efforts are driven by a genuine desire to see individuals and communities flourish. I believe that when we invest in people, empower them with the necessary tools and resources, and show them love and compassion, we create a ripple effect of positive change that transcends generations.

I have always believed that our unique knowledge of the domestic market, combined with our respect for international best practices and passion for delivering excellence would ensure our success

HON. NEVILLE ANDRE

ITOPE

Governor, Erongo Region in Namibia

Governor Itope’s transformative Impact on Erongo Region

Hon. Neville Andre Itope, the Governor of the Erongo Region in Namibia, recently spoke with members of our editorial team following his nomination to the African Governors Yearbook 2024. In this exclusive interview, Governor Itope reflects on the significance of this recognition and shares insights into his vision and achievements since his assumption of office in April 2020. He discusses the strategic initiatives that have driven economic growth, infrastructure development, and social progress in Erongo, highlighting key projects and innovations. Governor Itope also addresses the challenges and triumphs of balancing development with environmental sustainability and underscores the importance of community engagement and social welfare programs. Through his leadership, Erongo continues to strive towards a prosperous and sustainable future, exemplifying the potential of dedicated governance in Africa.

Excerpt

African Governors Yearbook Nomination:

Congratulations on your nomination to the African Governors Yearbook 2024! What does this recognition mean for you and Erongo?

Thank you. It’s a tremendous honour that validates the hard work, dedication, and vision my team and I have for Erongo. This recognition highlights our progress in economic development, social services, and infrastructure, boosting our morale and attracting more investments and opportunities to the region.

Vision and Achievements:

Can you share your initial vision for Erongo

and how it has translated into the region’s development?

I was appointed in April 2020 and aligned my vision with the Harambee Prosperity Plan 2. My goal was to accelerate economic advancement, social progress, and infrastructure development. We’ve boosted tourism and mining, improved public services, and promoted sustainable practices. These efforts have led to increased employment, better living standards, and a resilient economy.

Economic Development:

What initiatives have you implemented to boost economic growth and attract investment?

Key initiatives include:

• Annual Agriculture Marketing Day: Connecting farmers to showcase and market their produce.

• OKULAC Initiative: A cooperation agreement among municipalities to boost local economies through trade fairs.

• Skills Training for the Energy Sector: Establishing training centres for the maritime and green hydrogen sectors.

• Green Hydrogen Projects: Creating Jobs and Sparking Interest in Related Fields.

• Mining Expansion: Extending mine operations and reopening key mines.

• Dimension Stone Industry: Boosting the marble industry and exporting finished products.

• Public-Private Partnerships: Preparing for an International Investor Conference in 2024.

Infrastructure Projects:

Can you highlight major infrastructure projects completed under your leadership?

Significant projects include:

• Expansion of Walvis Bay Port

• Completion of Swakopmund-Henties Bay Road

• Dual carriage Hifikepunye Pohamba Highway

• Construction of 121 houses for Otweya Fire Victims

• Building 18 classrooms and four schools in 2023

• Upgrading a 110-kilometre railway track

• Improving the water and sanitation infrastructure These projects created jobs, improved sanitation, and provided better learning environments.

Healthcare Improvements:

What measures have you taken to enhance healthcare services in Erongo?

Governor Itope: During the COVID-19 pandemic, we formed a response team, increased funding for health facilities, upgraded equipment, and expanded training programs. We built new clinics, renovated hospitals, and improved healthcare access, reducing wait times and enhancing health outcomes.

Education Advancements:

How have you addressed educational needs in Erongo?

We’ve built new schools, refurbished existing ones, and improved infrastructure and teacher training. These efforts led to higher enrollment rates, better student performance, and improved readiness for higher education and employment.

Environmental Sustainability:

How have you balanced development

with environmental sustainability?

We implemented strict environmental regulations and promoted sustainable practices in industries like mining and tourism. Clean energy initiatives, waste management, and reforestation projects ensure environmental protection while supporting economic growth.

Community Engagement:

How have you engaged with local communities to ensure their needs are met?

We’ve held town hall meetings, youth engagements, and consultations with industry stakeholders and traditional leaders. We also present the State of the Region Address annually and maintain an open-door policy with the media for regular briefings.

Social Welfare Programmes:

Can you discuss the social welfare programmes introduced in Erongo?

We’ve focused on housing, food security, and healthcare. Initiatives like building houses for Otweya fire victims and the maternal clinic in Otjimbingwe have improved living conditions and healthcare access. Collaborations with NGOs and the private sector provide essential services and support.

Future Goals:

What are your key priorities and goals for Erongo’s continued development?

Our priorities include promoting economic diversification, enhancing infrastructure, and ensuring sustainable development. We aim to attract more investments, especially in green energy, create jobs, foster innovation, improve education and healthcare, address social issues, and maintain strong community engagement for a vibrant and prosperous Erongo.

Leading with Integrity: Paul Russo on KCB Bank’s RecordBreaking Growth

We present an exclusive interview with Mr. Paul Russo, Group CEO of KCB Bank PLC, Kenya. Mr. Russo’s leadership has driven KCB Bank to achieve significant milestones, including a historic 69% growth in net profit in Q1 2024. His journey from Marsabit County to leading one of East Africa’s largest banks is a pointer to resilience and determination.

Excerpt

Your journey to becoming the CEO of one of East Africa’s largest banks is inspiring. Could you share more about your background and upbringing?

My journey has been one of relentless perseverance and determination. I grew up in northern Kenya in Marsabit County. After primary school, I attended Mang’u High School, a significant milestone that required my father to sell all his animals and my late older brother to forgo his education. I also thank The Food for the Hungry International for the scholarship that enabled my education. These experiences taught me the value of authenticity and the necessity to fight for survival, shaping my leadership style with bravery and courage.

KCB Group achieved a historic 69% growth in net profit in Q1 2024 under your leadership. What were the key factors behind this success?

Our success is due to several bold steps since I took office in May 2022. We focused on strategic initiatives, including market expansion, product enhancement, and supporting key segments like energy, housing, and infrastructure. Our digital transformation, leveraging advanced platforms and data analytics, improved operational efficiency and risk management, and provided seamless banking experiences. Our employees’ commitment and the Board’s guidance were crucial in achieving this growth.

KCB has been at the forefront of digital banking innovations. Can you provide insights into your digital transformation strategy?

Our digital platforms, including mobile and internet banking, have enabled customers to access services conveniently. In 2023, initiatives like migrating salary advance products to our Vooma platform and using robotics for various processes significantly enhanced our digital solutions. This led to a 44% increase in transactions across non-branch channels, totaling over one billion transactions. The total value of these transactions rose by 31% to Ksh. 6.4 trillion, with mobile loan disbursements growing by 77% to Ksh. 337 billion.

KCB Group has expanded to 8 countries. What have been the main challenges and successes in this regional expansion?

Our regional expansion has seen significant growth in the contribution of international businesses to overall profits, increasing from 17% in 2022 to 36.7%. Key successes include the growth of our asset management and investment banking businesses. Challenges include managing operational efficiencies and ensuring consistent governance across diverse markets. We address these by leveraging Group capabilities and focusing on technology and talent development.

You were named African Business Leader of the Year in the 14th African Business Leadership Awards 2024. How does this recognition resonate with you, and what advice would you give to young professionals?

This award is a humbling recognition of our team’s effort and resilience. My advice to young professionals is to remain committed to excellence, embrace continuous learning, and build strong relationships. Stay resilient, lead with integrity, and always listen to your employees, customers, and stakeholders.

HON. JAMES UNOMASA UERIKUA

Governor, Otjozondjupa, Namibia

Gov. Uerikua’s Path to Economic Revival and Sustainable Future in Otjozondjupa

In an exclusive interview, Hon. James Unomasa Uerikua, the dynamic Regional Governor of Otjozondjupa, Namibia, sheds light on the transformative initiatives propelling his region to new heights. From groundbreaking housing programmes and innovative SME development to sustainable agricultural practices and educational advancements for indigenous communities, Governor Uerikua’s visionary leadership is fostering economic growth, social equity, and environmental conservation. In the dialogue with our editorial team, he discusses his strategies for sustainable development, the importance of political engagement, and the exciting future plans that promise to make Otjozondjupa a beacon of progress in Namibia and beyond.

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Congratulations on your nomination to be featured in the African Governors Year Book 2024! What does this recognition mean to you and the people of Otjozondjupa?

We are very excited about this nomination. It highlights that our hard work has been recognised internationally. This recognition is a testament to our efforts and serves as motivation to continue our initiatives for the development of Otjozondjupa. We believe it will inspire further progress and development in our region.

The Build Together and mass housing programmes have enabled many low-earning inhabitants to become homeowners. What were the key strategies behind these housing initiatives?

Namibia has a strong concentration of middle- to low-income nationals. Recognising this, the government developed housing programmes tailored to their financial capabilities. The Build Together and mass housing programmes aimed to assist lowincome earners in becoming homeowners, particularly in urban areas where the demand for housing is higher. Despite challenges such as high land servicing costs, collaboration with municipalities facilitated affordable housing delivery. Significant progress includes 53 Build Together houses in Rotavi and 311 houses in Chuarongo, with 67 houses handed over in Okara during the 2022-2023 financial year, totaling 431 houses.

The One Region, One Initiative (OROI) programme has promoted innovation and SME development in rural communities. Can you share some success stories from this programme?

The OROI programme focuses on enhancing local value addition by transforming natural resources into finished products. A notable success is the Okahumba Stone Quarry Project in Okarana, which boosted brick production and created local employment. Another impactful project is the Gum Leather Project in Chunqui, which processes animal skins into high-quality leather products, contributing to economic growth and providing sustainable employment in the remote area.

Despite numerous challenges, the education support programme has yielded positive results for the indigenous San community. What were the main

obstacles faced, and how were they overcome?

The education support programme for the San community faced challenges such as the seasonal nomadic lifestyle and a shortage of teachers proficient in local languages. Solutions included a National School Feeding Programme, strict enforcement of school rules, subsidies for hostel accommodations, and recruiting teachers from the San community. Additionally, livelihood programmes provided livestock, housing, and concessions in national parks to promote economic empowerment. These efforts ensured equitable access to education and sustainable development for the San community.

The Waterberg Plateau Park is a significant landmark in Otjozondjupa. How has the park contributed to the region’s tourism and conservation efforts, and what future plans are there to enhance its impact?

The Waterberg Plateau Park plays a crucial role in ecotourism, attracting numerous tourists annually. It supports local partnerships and conservation efforts, indirectly benefiting local communities. Future plans include enhancing infrastructure to improve visitor experiences and integrating cultural heritage aspects. The park stands as a symbol of resilience and conservation, promising continued growth in ecotourism and environmental protection.

The Hoba meteorite is a remarkable natural wonder. How has Otjozondjupa leveraged this unique asset to boost tourism and educational opportunities in the region?

The Hoba meteorite, one of the

world’s largest single meteorites, attracts tourists and enhances educational opportunities. Managed as a national monument since 1955, it offers a unique educational experience with guided tours and research opportunities. Otjozondjupa’s strategic location further boosts its profile as a gateway to Namibia’s attractions. Local initiatives ensure tourism benefits extend to the community, contributing to sustainable economic growth. Efforts to promote the meteorite as a cultural and scientific landmark continue to evolve, with plans to enhance infrastructure and educational offerings.

What innovations have been introduced to support sustainable farming practices, particularly concerning GMOs and non-GMOs?

Significant strides have been made in supporting sustainable farming, focusing on both GMO and nonGMO methodologies. The Namibian Agricultural Mechanisation and Seed Improvement Programme (NAMSIP) enhances seed production and availability. We focus on organically growing seeds suited to our climatic conditions, collaborating with neighbouring countries to identify the best cultivars. The government supports farmers in seed multiplication, purchases produce to ensure food security, and provides technical expertise. To address storage issues, we are establishing a large silo in the region and improving water provision. Additionally, we assist farmers in finding better markets and preserving produce to extend shelf life, promoting sustainable farming practices.

How do you plan to maintain or increase political participation in your region? What can we look

forward to in your next line of action?

Namibia has a proud history of political participation since independence in 1990. To maintain and increase participation, especially among the youth, we have implemented several initiatives. Voter registration ran from June to August, ensuring all eligible Namibians can vote. The Electoral Commission of Namibia (ECN) has intensified efforts to provide voter education, encouraging young people to register and vote. We use multiple platforms to disseminate information and recently launched radio engagement programmes to keep voters informed. Voting is a democratic right that strengthens our democracy and ensures social and economic progress. Looking forward, we will continue focusing on capacity building, training, and awareness creation to remove voter apathy, particularly among the youth, and create a robust democratic culture.

Rescuing Sudan: How AfDB’s Wheat Initiatives Are Saving Lives

The 2.5 million Sudanese facing the brink of extreme hunger are experiencing a crisis that demands urgent attention. In a nation where the specter of famine casts a dark shadow, the African Development Bank (AfDB) has emerged as a crucial ally, striving to mitigate the severe food shortages that threaten millions.

Partnering with the United Nations World Food Program (WFP), the AfDB is spearheading efforts to revitalize Sudan’s wheat subsector. This collaboration is not merely a shortterm fix but a strategic endeavor aimed at fostering sustainable food security.

By implementing immediate relief measures and long-term agricultural support, they are working to prevent a catastrophic hunger crisis.

The initiatives led by the AfDB and WFP offer a beacon of hope in a landscape fraught with uncertainty. Their efforts are instrumental in ensuring that the people of Sudan have a fighting chance against hunger, illustrating the profound impact of international cooperation and dedicated humanitarian work. In these dire times, their actions underscore the importance of global solidarity in the battle against food insecurity.

Partnering with the United Nations World Food Program (WFP), the AfDB is spearheading efforts to revitalize Sudan’s wheat subsector. This collaboration is not merely a shortterm fix but a strategic endeavor aimed at fostering sustainable food security

Historical Background of the Sudan Conflict

Sudan’s political instability dates back to its independence in 1956. The country has experienced multiple civil wars, military coups, and ethnic conflicts. The most recent conflict erupted on April 15, 2023, between the Sudan Armed Forces (SAF) and the Rapid Support Forces (RSF). Both factions had previously agreed to share power with a civilian coalition following the ousting of long-term dictator Omar al-Bashir in 2019. However, power struggles and disagreements over integrating the RSF into the military led to the outbreak of violence.

This conflict has exacerbated Sudan’s already fragile situation. The country has been grappling with inconsistent rainfall, macroeconomic shocks, and inflation, worsened by the global impact of the Russia-Ukraine war. Sudan’s heavy reliance on Russia and Ukraine for 80% of its wheat demand left it vulnerable when the war disrupted supply chains, putting 19 million people at risk of hunger. Eddie Rowe, the UN’s acting humanitarian coordinator in Sudan, remarked, “The ongoing conflict has devastated Sudan’s agriculture.”.

AfDB’s Intervention: A Lifeline for

Sudan

In response to this crisis, the African Development Bank, in collaboration with the World Food Program, launched the Sudan Emergency Wheat Production Project. Funded with $75 million, this initiative aims to support farmers in five states across Sudan, enhancing wheat production to mitigate the food crisis.

The project’s impact has been significant. Due to the project, wheat production in Sudan has increased by 70%, meeting 22% of the country’s wheat demand. Approximately 170,000 farmers have benefited from receiving climate-adapted wheat seeds and fertilizers. Among these farmers are 16,000 displaced by conflict. As a result, Sudan produced 645,000 metric tons of wheat this year, a 44% increase in productivity per hectare compared to the previous year

Nnenna Nwabufo, the AfDB’s Director General for the Eastern Africa region, stated, “Given the great potential that agriculture offers even under circumstances of active conflict, and with famine in Sudan on the horizon, threatening millions of lives, this project has brought a lot of hope. We are pleased that the scaled-up delivery of certified climate-resilient wheat seed varieties and fertilizers to smallholder farmers in the target areas across the country was timely and saved a number of lives under the prevailing challenges of conflict.”.

African Solidarity in Times of Crisis Sudan has received various forms of aid from African nations and organizations. The African Union has consistently called for ceasefires and political dialogue, while countries like Egypt and Ethiopia have provided humanitarian assistance. The Intergovernmental Authority on Development (IGAD) has also been involved in mediating peace talks.

In addition to these diplomatic efforts, African nations have contributed to food aid and agricultural support. For example, Ethiopia has sent food supplies and offered technical assistance

to improve agricultural productivity in Sudan. Kenya has provided logistical support to facilitate the delivery of humanitarian aid. These collective efforts underscore the importance of African solidarity in addressing regional crises.

AfDB’s Broader Impact on the Continent

Under the leadership of Dr. Akinwumi Adesina, the AfDB has made significant strides across various sectors in Africa. The bank has been instrumental in implementing projects that promote sustainable development, such as the Desert to Power initiative, which aims to provide solar energy to the Sahel region, and the Feed Africa strategy, which focuses on transforming agriculture across the continent.

The AfDB’s approach emphasizes the importance of leveraging Africa’s resources and capabilities to address its challenges. By supporting local farmers, investing in climate-resilient agriculture, and fostering regional cooperation, the AfDB exemplifies a model of selfreliance and mutual support that is crucial for Africa’s development.

The African Development Bank’s intervention in Sudan’s wheat crisis highlights the critical role of regional institutions in addressing emergencies and promoting sustainable development. The success of the Sudan Emergency Wheat Production Project demonstrates the potential of African solutions to African problems. As the continent continues to face various challenges, the AfDB’s efforts serve as a beacon of hope and a testament to the power of collective action in achieving food security and resilience.

Julian Assange: Champion of Transparency or Enemy of the State?

By Bella Malcom

Julian Assange grew up in a family of nine children, raised by his mother, Christine, after his father abandoned the family when he was a young child. He developed an interest in computers early on and taught himself programming.

During his teenage years, Assange became involved in various activist groups, including the Australian Union of Students and the Nuclear Disarmament Party. In the late 1980s and early 1990s, he worked as a journalist for several Australian publications, such as The Melbourne Age and The Sydney Morning Herald. He also founded an alternative newspaper called the National Times. During this period, Assange became involved in hacking, participating in several high-profile incidents, including breaking into the computer systems of the Australian Department of Defence in the early 1990s. In 2006, Assange founded WikiLeaks with the help of other activists and hackers, including Daniel Domscheit-Berg, Jacob Appelbaum, Sarah Harrison, Kristinn Hrafnsson, and Birgitta Jónsdóttir. WikiLeaks aimed to create a secure and anonymous platform for whistleblowers to leak sensitive information to the public. Its first major publication was a 2007 video showing the killing of Iraqi civilians by US soldiers.

WikiLeaks’ 2010 release of classified US diplomatic cables sent shockwaves through the international community. This was made possible by documents from numerous sources over the years. The most notable source, Chelsea Manning, a former US Army intelligence analyst, leaked hundreds of thousands of classified documents to WikiLeaks in 2010.

The “Cablegate” leaks, containing over 250,000 documents, exposed sensitive information about US foreign policy, military operations, and diplomatic relationships.

Assange was arrested on April 11, 2019, at the Ecuadorian embassy in London, where he had been living in asylum since 2012. His arrest sparked tensions between the UK and Ecuador, with then-president Lenin Moreno facing criticism for allowing it. The arrest raised concerns about the implications for journalism and freedom of speech. Many journalists and press freedom organizations condemned the move, arguing it set a dangerous precedent for prosecuting journalists for their work.

In addition to conspiracy charges, the US government brought additional charges against Assange related to hacking and computer intrusion. These charges carried a maximum sentence of 175 years in prison. Amnesty International and other human rights groups expressed concerns about Assange’s treatment in detention, citing issues with his mental health, access to legal counsel, and potential political motivations behind his arrest.

The Debate Over Press Freedom

Assange’s supporters hail him as a champion of press freedom, arguing that his actions exposed government wrongdoing and sparked public discourse. A 2023 Reporters Without Borders report found a 15% increase in journalist prosecutions globally since the Assange case began. They argue that the US pursuit of Assange could have a chilling effect on investigative journalism.

The US government viewed Assange’s actions as a crime. They charged him with violating the Espionage Act, accusing him of conspiring to obtain and disseminate classified information. This raised concerns about the line between whistleblowing and espionage, with some governments citing the case to justify cracking down on leaks. Assange faced extradition to the US on charges of espionage, potentially leading to a lengthy prison sentence. However, in a surprising turn of events, he was freed after a US court agreed to a plea deal. This decision has been met with mixed reactions.

Press Freedom in Africa: Parallels and Implications

Assange’s story resonates deeply with the state of press freedom in Africa. Across the continent, journalists face significant challenges, including government repression, legal threats, and physical violence. In many African countries, the media operates under restrictive laws that limit freedom of expression and the press. For example, in Ethiopia,

journalists have been detained under anti-terrorism laws for reporting on opposition groups. In Uganda, the government has cracked down on media outlets critical of President Museveni’s administration. In Zimbabwe, journalists have been arrested and harassed for exposing corruption and human rights abuses.

Assange’s case highlights the global struggle for press freedom and the protection of journalists. Many view the prosecution of Assange as an attack on the fundamental principles of journalism and the public’s right to know. In Africa, where press freedom is already under threat, the implications of Assange’s case are particularly concerning. Governments may use the precedent set by Assange’s prosecution to justify further crackdowns on journalists and whistleblowers. This could have a chilling effect on investigative journalism and the exposure of government wrongdoing.

The release of Assange raises important questions about the future of press freedom and the role of journalists in holding power to account. As African journalists continue to fight for their right to report the truth, Assange’s case serves as a reminder of the importance of protecting press freedom and ensuring journalists can operate without fear of persecution. The struggle for press freedom in Africa is far from over, and the international community must remain vigilant in supporting the rights of journalists and the freedom of the press.

Africa’s Economic Boom: The Rise of Trade-Friendly Governments

By Blossom Ukoha

Africa’s economic landscape is experiencing a significant transformation, driven by a growing youthful population, abundant natural resources, and a wave of trade-friendly governments. These governments are implementing policies that promote trade and investment, creating a more attractive environment for international businesses and entrepreneurs

Africa’s economic landscape is experiencing a significant transformation, driven by a growing youthful population, abundant natural resources, and a wave of trade-friendly governments. These governments are implementing policies that promote trade and investment, creating a more attractive environment for international businesses and entrepreneurs. How are these policies shaping Africa’s future, and what are the leading achievements of these governments in trade and investment promotion?

Africa stands at a pivotal juncture

in its economic evolution, propelled by a confluence of factors that promise unprecedented growth and development. A youthful population drives innovation, vast natural resources underpin industrialization efforts, and proactive governance fosters a conducive business environment. The continent is increasingly becoming a magnet for global trade and investment.

A key achievement of trade-friendly governments across Africa is the launch of the African Continental Free Trade Area (AfCFTA) in 2021. The AfCFTA aims to create a single continental market, expected

to boost intra-African trade by 52.3% by 2030, according to the World Bank. This could potentially increase Africa’s GDP by $450 billion by 2035, as estimated by the International Monetary Fund.

The World Bank estimates that reducing trade costs in Africa by just 1% could increase intraregional trade by 21%, highlighting the immense potential of trade for fostering economic development. Investment also plays a crucial role. A 2023 report by the African Development Bank (AfDB) found that a 1% increase in foreign direct investment (FDI) leads to a 0.72% increase in GDP growth across Africa.

Notable Achievements by African Countries:

Rwanda: A Beacon of Efficiency and Transparency

Rwanda has emerged as a leader in creating a business-friendly environment, spearheaded by President Paul Kagame. Rwanda ranks 29th globally in the World Bank’s Doing Business 2024 report, making it the easiest place to do business in East Africa. The Rwanda Integrated Management System (RIMS) allows businesses to register, pay taxes, and clear customs electronically, reducing red tape and processing times. The Kigali Special Economic Zone offers tax breaks, duty-free imports of machinery and raw materials, and simplified regulatory procedures, attracting significant foreign investment in sectors like ICT and light manufacturing. The Rwanda Development Board (RDB) acts as a one-stop shop for investors, streamlining the investment process and ensuring efficient service delivery.

Mauritius: A Hub for Financial Services and Knowledge-Based Industries

Mauritius boasts a sophisticated financial sector, a skilled workforce, and a strong focus on knowledgebased industries. The country has a robust network of free trade agreements (FTAs) with major economies like the EU, India, and China, granting preferential access to Mauritian exports. The Mauritius Investment Development Authority (MIDA) actively promotes the country as an investment destination, focusing on key sectors like financial services, tourism, and IT. Mauritius invests heavily in education, resulting in a highly skilled workforce, particularly in the financial services sector. This strategic focus has made Mauritius a preferred destination for financial services and high-tech industries, contributing to its steady economic growth.

Ethiopia: Infrastructure and Industrial Growth

Ethiopia is undergoing rapid economic transformation,

investing heavily in infrastructure development and prioritizing sectors like manufacturing and agriculture. The government offers attractive investment incentives, including tax breaks and special economic zones. Massive infrastructure projects, such as the Addis Ababa-Djibouti railway, have significantly reduced transport costs and travel times. Industrial parks like the Hawassa Industrial Park attract significant investments in the textile and garment sectors. Ethiopia’s efforts have resulted in a 20% increase in textile and garment exports in 2023, highlighting the success of its industrialization strategy. This approach is positioning Ethiopia as a manufacturing hub in Africa, driving economic growth and job creation.

Morocco: Strategic Location and Sectoral Diversification

Morocco leverages its strategic location, modern infrastructure, and a free trade agreement with the United States to position itself as a gateway to Africa. The country promotes itself as a hub for renewable energy and automotive

Ethiopia’s efforts have resulted in a 20% increase in textile and garment exports in 2023, highlighting the success of its industrialization strategy. This approach is positioning Ethiopia as a manufacturing hub in Africa, driving economic growth and job creation

manufacturing. Free trade agreements with the US, EU, and several Arab countries provide access to a wide range of markets for Moroccan exports. Morocco’s efforts have attracted major players like Siemens and PSA Peugeot Citroën to invest in renewable energy projects and car manufacturing plants. The country’s focus on renewable energy has made it a leader in sustainable development in Africa, contributing to its long-term economic stability and growth.

Kenya: Digital Innovation and Economic Powerhouse

Kenya is East Africa’s economic powerhouse and a leader in mobile money technology and innovation. The government invests in digital infrastructure and promotes itself as a regional tech hub. M-Pesa, a mobile phone-based money transfer and payment system, has revolutionized domestic trade and financial inclusion. Kenya’s digital infrastructure development has positioned it as a regional hub for innovation and technology startups. The country’s focus on technology and innovation has driven economic growth and positioned it as a leader in the digital economy in Africa.

Côte d’Ivoire: From Instability to Economic Leadership

Côte d’Ivoire has emerged from political instability to become a regional economic leader. The government prioritizes infrastructure development, improving the business climate, and attracting investment in sectors like agriculture and tourism. Reforms have streamlined business registration processes and reduced regulatory burdens, creating a more transparent and predictable business environment. Côte d’Ivoire’s efforts have resulted in significant economic growth, positioning it as a key player in the West African region.

Ghana: Stability and Democratic Tradition

Ghana is a beacon of stability in West Africa, with a strong democratic tradition and peaceful elections. The government has undertaken reforms to improve transparency in its business environment, create a level playing field, and build trust with the business community. Ghana’s economy is experiencing steady growth, leading to the emergence of a growing middle class with rising disposable income. The country’s focus on good governance and economic reforms has made it an attractive destination for foreign investment.

Senegal: Simplified Procedures and Public-Private Partnerships

Senegal has simplified customs procedures and reduced red tape for businesses engaged in import and export activities. The government promotes public-private partnerships (PPPs) to attract investment in infrastructure development projects. Senegal also prioritizes agriculture and tourism, offering incentives for investment in processing and value addition for agricultural products. These efforts have positioned Senegal as a leader in agricultural and tourism development in West Africa.

Tunisia: Skilled Workforce and Manufacturing Excellence

Tunisia boasts a highly skilled workforce, particularly in sectors like manufacturing and engineering. The government offers incentives for high-value manufacturing sectors like aerospace components and automotive parts. Reforms aim to improve the regulatory environment and make it more business-friendly. Tunisia’s focus on high-value manufacturing has attracted significant foreign investment, driving economic growth and job creation.

South Africa: Diversified Economy and Regional Integration

South Africa has a well-developed

financial sector, a diversified economy, and is a member of several regional trade blocs, including the Southern African Development Community (SADC) and the AfCFTA. These memberships grant South African businesses preferential access to a large regional market, boosting trade and promoting economic integration. South Africa’s diversified economy and strong financial sector make it a key player in the African and global economies.

Egypt: Infrastructure Development and Strategic Investments

Egypt is heavily investing in infrastructure development projects, including the expansion of the Suez Canal. The government offers attractive investment incentives in sectors like tourism, manufacturing, and renewable energy. Egypt’s efforts have attracted major players like General Electric and Siemens to set up manufacturing facilities in the country. The focus on infrastructure development and strategic investments has positioned Egypt as a major economic hub in North Africa.

Tanzania: Natural Resources and Tourism Development

Tanzania boasts a strategic location, rich natural resources, and major tourist attractions like the Serengeti National Park and Mount Kilimanjaro. The government offers attractive investment

Ghana is a beacon of stability in West Africa, with a strong democratic tradition and peaceful elections. The government has undertaken reforms to improve transparency in its business environment, create a level playing field, and build trust with the business community

incentives and promotes tourism development, which plays a significant role in the economy. Tanzania’s focus on natural resources and tourism has driven economic growth and positioned it as a leading destination for investors and tourists alike.

Nigeria: An Economic Giant with Diversification Goals

Nigeria boasts the largest economy in Africa, with a significant domestic market and a growing middle class. The government encourages investment in sectors like agriculture, manufacturing, and IT to diversify the economy away from oil dependence. Reforms aim to improve the business environment and attract foreign investment. Nigeria’s economic diversification strategy is positioning it as a leading economy in Africa, driving growth and development across various sectors.

Liberia: Post-Conflict Reconstruction and Investment

After years of civil war, Liberia is focusing on attracting foreign investment to rebuild infrastructure, create jobs, and stimulate economic growth. The government offers attractive incentives for foreign investors and participates in

regional economic blocs like ECOWAS to access a wider market for exports. Liberia’s focus on post-conflict reconstruction and investment is driving economic growth and development in the country.

Governments across Africa are actively working to reduce bureaucratic hurdles and simplify trade regulations. The World Bank’s Doing Business report highlights progress in recent years, with several African countries making significant strides in streamlining business registration processes and reducing trade costs.

Looking forward, the journey towards a thriving African economy requires continued focus on addressing challenges and building upon existing achievements. Collaboration and the sharing of best practices across countries will be crucial in this endeavor. By fostering a dynamic and innovative approach to trade and investment promotion, Africa can solidify its position as a major player in the global marketplace. The growing momentum of trade-friendly policies, coupled with Africa’s vast resources and young population, paints a promising picture for the continent’s economic future.

Nigeria is one of the largest economies in Africa, with a significant domestic market and a growing middle class. The government encourages investment in sectors like agriculture, manufacturing, and IT to diversify the economy away from oil dependence

OLUSEGUN OGUNSANYA

CEO, Airtel Africa

From Self-Reliance to Global Impact: The Story and Legacy of Olusegun Ogunsanya

Interviewing Mr. Olusegun Ogunsanya, CEO of Airtel Africa, is a journey into the dynamic intersection of leadership and impact. From his early life to his transformative tenure at Airtel Nigeria to spearheading innovations across Airtel Africa, Mr. Ogunsanya’s leadership ethos is grounded in a relentless pursuit of excellence and community empowerment. His vision for connectivity and sustainability has not only reshaped telecom landscapes but also set new benchmarks in corporate responsibility. In this dialogue, we took a deep dive into his insights, challenges faced, and the strategic foresight that continues to define his legacy in Africa’s telecom industry.

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Can you describe your early life and the environment you grew up in? What key experiences during this period shaped your outlook on life and your career path?

My secondary school had a significant influence on me. I attended Mayflower School in Ikenne, Ogun State, founded by Dr. Tai Solarin, a gentleman known for his philosophy of self-reliance and the belief that every individual is destined for greatness. He taught us that we could achieve whatever we set our minds to, depending solely on our determination and efforts.

This “can-do attitude” became my motto, reinforcing the idea that there are no limits to what one can achieve if they pursue their dreams and do whatever is required to accomplish their goals. This philosophy has guided me throughout my life, ensuring that I always put in the necessary effort, and often

more, to achieve better results.

Were there any specific individuals or events during your academic years or early beginnings that had a significant impact on your career choices?

Yes, Dr. Tai Solarin, who founded my secondary school, was a significant influence. He instilled in me the values of self-effort and self-reliance. Additionally, my parents had a profound impact on me. My mother, who passed away when I was young, showed immense love, and my father was always very proud of me. Their love and support shaped my relationships with people, teaching me to be demanding yet caring.

Are there any stories about your birth, your community’s history, or unique experiences from your early life that you would like to share?

I came from a middle-class background. My parents were neither poor nor very rich but provided everything I needed for a successful life. They instilled the value of education in me, teaching me that education is a leveller and a pathway to success. From a young age, I embraced the culture of learning.

How did parental guidance, community support, or spiritual beliefs influence the person you have become?

I performed well academically, achieving the best GCE results in my secondary school. Although I initially wanted to study aeronautics engineering, it was not available

in Nigerian universities at the time, so I chose Electrical and Electronics Engineering instead. During my youth service, I realised I was more inclined towards business than engineering, which led me to join the accounting firm Arthur Andersen.

Some are born great, some achieve greatness, and some have greatness thrust upon them.” - William Shakespeare. Were there any moments in your early life where you envisioned the future you are living now or any experiences that guided you towards this path?

After completing my university education, I joined Arthur Andersen, a top accounting firm, at the age of 22. This experience taught me the importance of excellence and ethics in all endeavours. I learned that delivering tasks with excellence and maintaining high ethical standards are not mutually exclusive.

Can you highlight some of the key milestones and accomplishments in the early stages of your career?

At Arthur Andersen, I learned the value of excellence and ethical conduct. This foundation was crucial as I moved to Coca-Cola, where I worked for 17 years. My tenure at Coca-Cola exposed me to the world and provided numerous opportunities for growth. I held various leadership roles, including being the first black African CEO in Ghana, Kenya, and Nigeria. This unique opportunity allowed me to see the world and gain valuable leadership experience.

Before joining Airtel Africa, you held leadership roles at Coca-Cola in Ghana, Nigeria, and Kenya. How did these

experiences shape your approach to leadership and management?

My experiences at Coca-Cola, where I was the MD in Ghana, Kenya, and Nigeria, greatly shaped my approach to leadership. Being the first black CEO in these regions was a unique opportunity that broadened my perspective and honed my leadership skills. It reinforced the importance of diversity, inclusion, and a global outlook in driving organisational success.

What motivated you to join Airtel in 2012, and what were your initial impressions and goals upon taking charge of Airtel Nigeria?

I joined Airtel in 2012, motivated by the opportunity to make a significant impact in a dynamic and rapidly growing industry. Telecoms were a key sector in transforming Africa’s connectivity and development, and I saw a chance to contribute to that transformation on a large scale.

Upon taking charge of Airtel Nigeria, my initial impressions were of a company with immense potential but facing several challenges. As the largest operation of Airtel in Africa, Airtel Nigeria had the capacity to lead the continent in telecom innovations and services. However, it required a strategic overhaul to fully realise this potential.

My primary goals were to stabilise and revitalise the business, improve operational efficiencies, and build a robust customer-centric culture. I aimed to strengthen our network infrastructure, enhance service delivery, and foster a workplace environment that encouraged excellence and innovation. Furthermore, I focused

on assembling a team of talented individuals who could drive the company forward, leveraging their expertise to achieve our ambitious targets.

Additionally, my experience across various industries, including my tenure at Arthur Andersen and Coca-Cola, provided me with a strong foundation in ethical practices, excellence, and strategic thinking. These values became cornerstones of my leadership at Airtel Nigeria. I also believed in the power of a supportive and prayerful environment, significantly influenced by my wife’s strong religious faith. I viewed my journey and achievements as a testament to the grace and support of God, along with the backing of my family. Overall, my motivation to join Airtel and my initial goals were deeply intertwined with my desire to lead a transformational journey, positioning Airtel Nigeria as a leader in the telecom sector while adhering to values of integrity, performance, and customer satisfaction.

What major challenges did you face when you first took charge of Airtel Nigeria, and how did you address them? Additionally, can you discuss some of the opportunities you identified and leveraged to drive growth in the Nigerian market?

There were multiple challenges. We faced numerous litigations during that period. Understanding Airtel’s history in Nigeria, with multiple ownership changes and each player having a different philosophy occupied much of my time in the initial years as we worked to resolve these legal issues. Fortunately, we were able to win some cases in court, which helped to resolve most of them over the following years. This freed up my time from

constant legal discussions. It was a significant challenge early on, but one we successfully overcame.

Additionally, we encountered financial struggles, needing funds to make the right investments. Thankfully, our supportive shareholders enabled us to raise substantial funds, allowing us to pay off all our debts.

What do you consider to be your major achievements during your tenure at Airtel Nigeria? Can you highlight some of the key innovations introduced under your leadership, and what strategies did you implement to ensure sustained growth and operational excellence?

You know, when things begin to fall into play, they all begin to fall into place. So, after some time, the gig deposits just fell into the right places. And we had the freedom; we had the right balance sheet to really invest in the business. At some point, when we launched a 4G, we actually decided to put 4G on the number solar tower in the country. At some point, we were the largest 4G in the country. It was very broad. It was the only. Nobody believed that there was enough appetite for 4G, but we took the lead; we created the infrastructure, and people consumed the 4G. So, there’s been so many problems for me during my tenure as CEO of Airtel in Nigeria; we not only delivered successful business resources, we also took care of our community. That was where we launched our touching lives, and in the agenda that became a flagship program. And the programme adjustment literally to touch people’s lives, touch our communities, make sure that we give back to the community has been very, very successful. Can you share the story behind

your transition from leading Airtel Nigeria to becoming the CEO of Airtel Africa, and what were your initial priorities and goals as Group CEO?

It was the competitive process. A lot of people were interviewed— external candidates, internal candidates—so I became tops. And that is how I became the CEO; that matches discipline; that was when I was very competitive, and I keep tabs on.

Can you elaborate on your vision for Airtel Africa and the strategic initiatives you implemented to realise this vision?

There are four factors that I decided to focus on. One is to continue to expand the data network, continue to expand the customer base, and use mobile money as a means of driving financial inclusion. We also focus on cost, cutting cost optimization. And finally, we launched a sustainability programme in 2021. It was one of the first things I did when I became CEO, I think by November. I launched a sustainability programme that had, I mean, four pillars: support for community support for our business, people, and environment. And it’s also one of the, I’d say, one of the best, sustainable leadership programmes in Africa now. I’m very proud of that.

Question: What are some of the most significant products and services you have introduced across Airtel Africa that have driven growth and innovation, and what achievements at Airtel Africa are you most proud of?

I mean, just in our DNA to be relevant in our idea, we need to make sure that businesses continue to drive. So, we did two

things. We continue investment in our network. We remain open. The men and women continue to go to the shops to sell air time. We continue to go to the shops to make sure the towers are running. But beyond that, we also supported our various communities. We donated and renovated a ward at Lagos University Hospital for close to $100 million. Myself and my colleagues also donated money to those who needed it. Some support from our pocket by offering checks. We literally put our money where our mouth was. In those days we go to care for Lagos government to use them, buying food and other material for those who needed it. So, beyond the corporate support, we give individuals; employees give support. In addition to that, also continue to deliver a very resilient network that made it easy for people, people, and businesses to continue connecting with each other.

What specific initiatives have you spearheaded in terms of environmental stewardship, social responsibility, and ethical business practices?

Many countries have their own programmes on rtel. Nigeria, we did have our Airtel Touching lives. We supported hospitals. We provided them boreholes. We’ve supported digital education as I speak now. We are actually the simple largest private sector supporter of UNICEF. We’ve committed $57 million over five years to supporting UNICEF. $50 million in kind and $7 million in cash to remain the single largest supporter of UNICEF in Africa. And the idea is to empower a million kids in Africa with digital education that is doing very successfully. Of course, we’re committed to protection of the environment as well. We’ve launched a net zero emission target that by 2050 we’re

going to have a net zero. We continue to have gender equality, but more women have been embedded into the business. So, we are not only doing good business; we’re also delivering sustainability resources and making sure that we have the circular world.

Can you share some case studies of community development projects undertaken by Airtel Africa under your leadership?

Beyond corporate support, we also offer individual support. For instance, we donated and renovated a ward at Lagos University Hospital for close to a hundred million. We also provided personal donations and support to those in need, including food and other materials for the Lagos government. Our employees actively participate in these initiatives, ensuring both corporate and personal contributions to community development.

How would you describe your approach to leadership and what core values have guided you throughout your career? How do you ensure that your core values are reflected in the company culture and practices at Airtel Africa?

If I were to summarise my approach to leadership in a single sentence, I would say: “I’m soft on people but hard on performance.” This means that while I am empathetic and supportive towards individuals, I have a firm stance on maintaining high standards of performance. I understand that everyone has their strong and weak moments, and it’s crucial to offer support during the latter. However, I do not compromise on performance, ensuring that our objectives are met with excellence.

One of my core values is recognising and leveraging the strengths of others. I am not shy about recruiting individuals who are smarter or more knowledgeable than I am in certain areas. I believe that

a strong team is built by actively seeking out and incorporating top talent, even if they surpass my own expertise in specific domains.

Another key principle I uphold is rewarding performance rather than mere attendance. At Airtel Africa, we prioritise and incentivize results. Employees are recognised and compensated based on their contributions and achievements, rather than simply for showing up. This performance-based culture ensures that we consistently strive for excellence and deliver outstanding results.

To embed these core values into the company culture and practices at Airtel Africa, I lead by example and ensure that our policies and reward systems align with these principles. By fostering an environment that values both empathy and high performance, we cultivate a culture where employees are motivated to excel while feeling supported and valued.

What are your strategies for building high-performing teams? How do you foster collaboration and innovation within your teams?

Culture is not something that you can just send you wish to bid. People look at you and take a key from what you do. People see they did that, supporting excellence. They also try, and they try excellence. They see they did support performance. They are also going to drive performance by seeing deliver, prioritising gender diversity. They’re going to product gender diversity. So, what I do is just show you an example and reward those who display the values I like in running a business. So, by combination of me being the leader, showing good examples, rewarding the kind of performance, the kind of battle I want, and actively seeking people who display the right values. That’s how you build a culture; start a classroom tied to that. You bring people into the class and start teaching them actually that there is a good culture. Culture is watching

One of my core values is recognising and leveraging the strengths of others. I am not shy about recruiting individuals who are smarter or more knowledgeable than I am in certain areas. I believe that a strong team is built by actively seeking out and incorporating top talent, even if they surpass my own expertise in specific domains

My approach to leadership revolves around a strong commitment to execution and performance. From my early days at CocaCola, where I turned around a bankrupt business in Ghana, to my tenure at Airtel Africa, I’ve always believed in delivering what is promised

where people are not watching you. So, it’s something that has to be something I believe in.

Yeah, first make sure you have the people with the right requisite skills anyway. because you don’t get what you don’t have. So, your recruitment process must be geared towards separating the average from those who are really good. So, we tend to go for very good candidates and average candidates as well. And once we do that, we create a delighted reward system. A system that was pure excellence. Once again, it doesn’t reward attendance; it rewards you for resource support. I also create a very good environment for collaboration. We don’t like champions; we want the team, not just a striker. A striker can really create a battle for a long time. We just want the team of strikers. So, we do find ways of encouraging collaboration that the way we are the work, uh, places, but the way we recognise team effort for team performance while not taking anything away from individual opinions.

Can you share any personal habits or routines that help you stay grounded and focused?

That actually helps me achieve everything I have achieved in life. I call myself a general manager. I know a lot about one or two things, but I know about everything. The deep knowledge of one or two disciplines that I have makes it easier for me to be a general manager and in my own quest parties, and I know a lot about things to run a business. My diverse learning experiences might be as an engineer, as a chartered accountant, as a marketing guy, or as a sales guy. might be a banker, essentially help me be a complete general manager.

How would you describe your approach to leadership and what core values have guided you throughout your career? How do you ensure that your core values are reflected in the

company culture and practices at Airtel Africa?

My approach to leadership revolves around a strong commitment to execution and performance. From my early days at Coca-Cola, where I turned around a bankrupt business in Ghana, to my tenure at Airtel Africa, I’ve always believed in delivering what is promised. Execution is non-negotiable, and I recognise superior performance. My core values include integrity, excellence, and a relentless focus on results. To ensure these values are embedded in Airtel Africa’s culture, I foster an environment where accountability is paramount and everyone is aligned with our vision of delivering superior customer experiences.

What are your strategies for building high-performing teams? How do you foster collaboration and innovation within your teams?

Building high-performing teams starts with selecting the right talent and providing them with a clear vision. I emphasise the importance of having a robust network and efficient execution strategies. At Airtel Africa, we encourage collaboration through open communication channels and by creating a culture that values innovative ideas. We invest in continuous learning and development programmes to ensure our teams remain agile and forwardthinking. Additionally, recognising and rewarding superior performance fosters a competitive yet supportive environment where innovation thrives.

How have you adapted your leadership style to meet the evolving challenges in the telecom industry?

The telecom industry is dynamic, requiring constant adaptation. Transitioning from Coca-Cola to Airtel, I had to pivot from selling beverages to providing connectivity. However, the core principles of business—efficient marketing, superior distribution, and

My vision for the future involves setting up the Airtel Africa Foundation, which will operate across 14 countries. This foundation, registered in Dubai, will support initiatives in digital education, financial literacy, general education, and environmental protection.

customer-centricity—remained the same. I embraced the challenges of the telecom sector by focusing on building a robust infrastructure, expanding our reach, and leveraging technology to enhance our services. My leadership style evolved to be more inclusive, fostering a culture of innovation to stay ahead in the rapidly changing landscape.

Can you share any personal habits or routines that help you stay grounded and focused?

Maintaining a work-life balance is crucial. Despite my demanding schedule, I make time for family and personal wellbeing. I take walks with my wife several times a week, which helps me stay connected and grounded. Family time is essential, and I ensure that I create opportunities to spend quality time with my loved ones. Additionally, I rely on my spiritual practices to stay focused and maintain a positive outlook.

Looking back on your career, what moments stand out as pivotal in shaping your leadership journey?

Several moments have been pivotal in shaping my leadership journey. Becoming the CEO of Coca-Cola in Ghana at the age of 33 was a significant milestone, marking the start of my journey in senior leadership. Turning around the business in Ghana and later leading successful operations in Kenya and Nigeria were crucial experiences. Joining Airtel and navigating the challenges of the telecom industry was another defining moment. Each of these experiences taught me valuable lessons in resilience, adaptability, and the importance of a strong vision and execution.

Can you discuss your efforts in mentoring young people across Africa? What initiatives or programmes have you been involved in to support and guide the next generation of leaders?

Mentoring young leaders is a responsibility I take seriously. Over the years, I’ve mentored numerous individuals who have gone on to achieve significant success in their careers. I believe in the power of outcomes and always strive to see tangible results from my mentoring efforts. At Airtel Africa, we have several initiatives aimed at nurturing young talent, including leadership development programmes and internships. I also engage with various organisations and forums to share my experiences and insights, helping to guide and inspire the next generation of leaders. My goal is to provide them with the tools and support they need to excel in their careers and contribute positively to society.

As you retire at the end of June 2024, what are your visions for the future, both for yourself and for Airtel Africa?

My vision for the future involves setting up the Airtel Africa Foundation, which will operate across 14 countries. This foundation, registered in Dubai, will support initiatives in digital education, financial literacy, general education, and environmental protection. My focus for the next year will be to establish the foundation’s structure and processes. Additionally, I plan to continue as an advisor for Airtel Africa and explore one or two private investments, but without the constraints of a traditional nine-tofive job.

In what ways would you like your colleagues and the broader industry to remember your contributions and leadership at Airtel Africa?

I would like to be remembered for the tangible outcomes of my leadership. Seeing the success of those I mentored and the positive impact they are making gives me immense joy. My approach has always been outcome-based, and I hope my colleagues recall how I strived to combine business success with community impact. The sustainability agenda and the dedication of the people

I worked with are particularly close to my heart.

What legacy do you aspire to leave at Airtel Africa, and how do you envision this impacting the company’s future?

The legacy I aspire to leave at Airtel Africa includes leading the company to become the most profitable and fastestgrowing telecom operator in Africa. I’m proud of our achievements in terms of EBITDA percentage and growth. Additionally, our impact on communities and our sustainability efforts are significant aspects of my legacy. I hope these achievements continue to drive Airtel Africa forward and inspire future leaders to maintain our commitment to both business success and community welfare.

How do you plan to continue contributing to the transformation and development of Africa after your tenure at Airtel Africa?

After my tenure, I plan to focus on the Airtel Africa Foundation, ensuring it effectively supports initiatives in education and environmental protection

across 14 countries. My role as an advisor for the next year will also allow me to contribute to Airtel Africa’s ongoing transformation. Furthermore, I aim to engage in private investments that can contribute to Africa’s development, albeit in a more flexible capacity than a full-time role.

As a parting word, what advice do you have for young people and professionals who aspire to follow in your footsteps?

My advice to young people and professionals is that there is no substitute for hard work and perseverance. Stay focused on your goals and avoid distractions, as they can derail your progress. It’s essential to have mentors from various aspects of life, be it spirituality, career, or personal growth, and to maintain a network of supportive individuals. Always strive to improve and never be fully satisfied with your achievements. This constructive discontent will drive you to continuously seek ways to better yourself and your work.

The legacy I aspire to leave at Airtel Africa includes leading the company to become the most profitable and fastestgrowing telecom operator in Africa. I’m proud of our achievements in terms of EBITDA percentage and growth.

The Entrepreneurial Journey of Lola Olukuewu

In the dynamic and everevolving landscape of African entrepreneurship, few names shine as brightly as Lola Olukuewu. With a career spanning over two decades, Mrs. Olukuewu has made indelible marks in real estate, business administration, and entrepreneurship. Her journey is a pointer to the power of curiosity, determination, and a relentless drive to create impactful change. As the founder of several successful ventures, including the innovative TOPAS Hub, she stands as a pillar of inspiration for aspiring entrepreneurs and seasoned professionals alike.

In this exclusive interview, Mrs. Olukuewu shares the driving forces behind her entrepreneurial journey, her insights into the significant trends shaping the real estate industry, and her passionate

advocacy for renewable energy and sustainable development. She also took a deep dive into her educational experiences and their influence on her business strategies, the importance of mentorship, and her unique leadership philosophy that has empowered countless individuals under her guidance.

Let us take a look into the mind of one of Africa’s most influential business leaders, uncovering the secrets to her success and her vision for the future. Mrs. Olukuewu’s story is not just about building businesses; it’s about building a legacy of innovation, resilience, and a commitment to making the world a better place.

Excerpt

Entrepreneurial Journey

Mrs. Olukuewu, you have an impressive and diverse career spanning over 20 years in real estate, business administration, and entrepreneurship. Can you tell us about the initial inspiration and driving force behind your journey into entrepreneurship, and how it has evolved over the years to include multiple successful ventures and impactful community initiatives?

I grew up as a curious child,

always keen to spot issues quickly and provide solutions. As a young adult, I saw opportunities for improvement in routine scenarios and crises. Recognising that my gift for curiosity and spotting opportunities could be channelled into making a positive impact in business and the community was my initial inspiration. Another driving force is my determination to follow through on projects and ideas, taking calculated risks, and completing tasks diligently.

Having been exposed to various experiences in both the corporate sector and entrepreneurship, I regularly schedule mentorship sessions to help others. As part of our CSR initiatives, we have trained many young professionals and entrepreneurs over the years.

Real Estate Experience

With over 20 years in real estate design and construction, what significant trends have you observed in the industry, and how have you adapted your business strategies to stay ahead?

I have observed the gradual integration of technological advancements in homes, especially indoors. For example, we have moved from analogue cameras to digital ones, and now

we have smart homes. This transformation through technology is very inspiring. Another trend is the Airbnb business model, which has addressed housing issues and options for tourists and short stays using apps. There is also a growing demand for landlords to provide more than just space. Professionals now advise landlords and investors to add value by offering amenities and services that help guarantee tenants’ success. This ensures rent, returns on investment, and operational cost coverage. For instance, besides securing an anchor tenant for your office building, you might run or outsource a hot desk or co-working section, food court, and gym facilities.

As an entrepreneur, I have adapted these technological trends at various levels, including recruitment, operations, client engagement, and meetings. Technology has brought great ease to my business operations and daily tasks, allowing for better synergy across locations.

Advocacy for Renewable Energy and SDGs

As a strong advocate for renewable energy and the United Nations’ Sustainable Development Goals (SDGs), how do you integrate these principles into your businesses and community initiatives?

TOPAS Hub, a corporate and social event space I founded in Lagos, integrates sustainability into its design. We used 268 old tyres and over 4,000 bottle tops to create benches, tables, chairs, and decor elements, preventing these materials from polluting the environment. We also minimise paper usage by avoiding file cabinets in our offices, encouraging printing only when necessary. We promote eco-friendly practices to our peers, vendors, and clients.

During tours of our spaces, we inspire trainees and clients to replicate or innovate on our ideas. Advocating for renewable energy and ecosystem preservation is essential for sustaining the earth amidst current pollution challenges. I encourage everyone to do their best for our planet.

Education and Professional Development

You hold an MBA from Business School Netherlands and an Executive Masters Certificate in Project Management. How have these educational experiences influenced your approach to business management and strategy?

My action-learning MBA required applying each module in my work or business and reporting on it before grading. This practical approach, combined with my Executive Project Management course, provided fresh insights and strategies for managing projects. These educational experiences honed my skills, which grew alongside onthe-job experiences, helping me transition into entrepreneurship and effectively run my businesses.

Self-development is the greatest gift you can give yourself. Identify areas for improvement and work diligently on them, first for yourself and then for others. It enhances your mind, boosts confidence, and broadens your opportunities.

Mentorship and Training

You have trained over 500 young professionals and graduates in essential soft skills. What advice do you have for aspiring entrepreneurs, and how do you see mentorship contributing to their success and broader economic growth?

I always tell trainees and mentees to be shameless in pursuing and promoting their business goals. Being shy, ashamed, or afraid will not help your brand grow. Stand up for yourself and your sources of income. If you don’t, who will?

Mentors are invaluable in helping mentees achieve their career goals more efficiently. By learning from a mentor’s experiences, mentees can identify and address challenges faster. Mentorship can be both physical and virtual; there are many excellent virtual mentors available online.

Digging Deep: Why Investors Are Flocking to Africa’s Mining Sector

By: Muhammed Joshua

The mining sector in Africa is a vital part of both the continent’s and the global economy. It significantly contributes to national GDPs and employment rates while offering numerous investment opportunities. This article examines the sector’s economic contributions, types of mining activities, resource management, employment impacts, and investment opportunities.

The mining sector is a substantial contributor to the contributor to the GDP of several African nations. In South Africa, it contributes approximately 8% to the GDP, or around $32 billion annually, driven by gold, platinum, and other precious metals. Ghana’s gold mining sector alone accounts for over 5% of the GDP,

or roughly $6 billion annually. Zambia’s copper mining makes up about 10% of the GDP, or approximately $7.2 billion annually. The Democratic Republic of Congo’s (DRC) mining sector, especially cobalt production, contributes about 20% to the GDP, or around $10 billion annually, supporting global technology markets in electric vehicles and renewable energy storage systems.

While Nigeria is primarily known for its oil production, its mining sector is growing in significance. The Nigerian government has been actively working to diversify its economy. Currently, mining contributes about 0.3% to Nigeria’s GDP, or approximately $1.4 billion. However, with ongoing reforms and investments, this figure is expected to increase significantly. Nigeria is rich in minerals such as limestone, coal, gold, and iron ore, and the government aims to increase mining’s GDP contribution to 3% by 2025.

Mining Activities Driving global markets

Africa hosts a diverse range of mining activities that cater to global markets. In West Africa, Ghana and Mali have established themselves as major players in gold mining, supporting both artisanal and largescale operations. Zambia and the DRC are significant suppliers of copper, which is crucial for various industries, including construction and electronics. The DRC also leads in global cobalt production, essential for battery technologies in electric vehicles and renewable energy storage systems.

Botswana, South Africa, and Angola are notable for their

diamond mining activities, contributing to both luxury goods and industrial applications. Meanwhile, the emerging mining of rare earth elements (REEs) in Namibia and Malawi addresses global demand for advanced technologies such as smartphones, hybrid vehicles, and wind turbines.

Nigeria’s mining sector, though still developing, boasts a diverse range of minerals, including coal, limestone, lead, zinc, gold, and iron ore. While artisanal gold mining is prevalent in Nigeria, the government encourages the growth of formal, large-scale operations. Additionally, the country’s limestone and granite production supports its thriving construction industry.

The continent is proactively managing its mining resources to optimize economic benefits while addressing environmental and social concerns.

For instance, Ghana is implementing reforms to attract sustainable investments in gold mining, ensuring long-term benefits for local communities and the environment. Similarly, Zambia prioritizes infrastructure development to support copper mining operations, enhance export capabilities, and improve economic resilience. In the DRC, efforts to formalize the cobalt mining sector aim to balance revenue generation with social development through infrastructure investments and regulatory frameworks.

Nigeria focuses on improving its mining sector’s regulatory framework to attract foreign investment and formalize artisanal mining. The government provides incentives for investors, upgrades infrastructure, and ensures environmental sustainability. These initiatives aim to transform Nigeria into a significant player in the global mining sector.

The mining sector in Africa is a vital part of both the continent’s and the global economy. It significantly contributes to national GDPs and employment rates while offering numerous investment opportunities

The African mining sector provides substantial employment opportunities, significantly impacting local communities. In South Africa, the sector directly employs over 450,000 people and supports millions more indirectly through related industries and services. Ghana’s mining sector is crucial for providing livelihoods through gold mining and associated activities. The DRC and Zambia are major employers in their regions, offering vital employment opportunities in mining and related sectors.

Nigeria’s mining sector, though smaller in scale, has vast potential for job creation. Currently, it directly employs around 100,000 people and supports many more indirectly. With ongoing reforms and investments, this number is expected to increase, providing muchneeded employment opportunities across various regions of the country.

Investment Opportunities and Global Integration

Africa’s mining sector presents diverse investment opportunities crucial for growth and global integration. Investments in exploration and development aim to uncover new mineral deposits and expand existing operations, leveraging Africa’s vast resource potential. The adoption of advanced technologies enhances efficiency and sustainability in mining practices, supporting long-term growth and competitiveness. Additionally, infrastructure investments in roads, railways, and ports facilitate mining operations and enhance global market access, positioning African nations as integral players in the global mining landscape.

Nigeria offers promising investment opportunities in its mining sector. The government has identified mining as a priority sector for diversification and provides various incentives to attract investors. Opportunities exist in exploring and developing untapped

mineral resources, establishing miningrelated infrastructure, and adopting advanced mining technologies.

With continued investments and technological advancements, Africa’s mining sector is poised for substantial growth. The African Development Bank projects that mineral revenues could grow by an average of 20% annually over the next decade, bolstering national economies, increasing GDP contributions, and creating more employment opportunities.

The mining sector is also expected to create millions of jobs across the continent. By 2030, it is projected that the sector could employ an additional 2 million people directly, with millions more benefiting indirectly through ancillary industries and services. This growth in employment will significantly contribute to poverty reduction and economic development in many African countries.

Nelson Mandela emphasized the need for Africa’s mineral wealth to benefit its people, not exploit them, highlighting the importance of inclusive economic growth. Ellen Johnson Sirleaf echoed this sentiment, urging African countries to leverage their mining resources for sustainable development and long-term prosperity.

Africa’s mining sector is not only a key economic driver but also a vital component of global supply chains and technological advancements. By adopting strategic management practices, prioritizing sustainability, and making targeted investments, Africa can harness its mineral wealth to drive inclusive economic growth and sustainable development across the continent. Nigeria, with its ongoing reforms and rapidly expanding mining sector, serves as a compelling example of the potential for mining to substantially contribute to national and continental economic development.

With continued investments and technological advancements, Africa’s mining sector is poised for substantial growth. The African Development Bank projects that mineral revenues could grow by an average of 20% annually over the next decade, bolstering national economies, increasing GDP contributions, and creating more employment opportunities

DANIEL KIPTOO BARGORIA

CEO, Energy and Petroleum Regulatory Authority (EPRA), Kenya

Powering East Africa Through Daniel Kiptoo Bargoria’s EPRA

In Kenya’s energy landscape, Mr. Daniel Kiptoo Bargoria emerges as a pivotal figure, steering the Energy and Petroleum Regulatory Authority (EPRA) with a visionary zeal that has transformed the sector’s trajectory. Under his stewardship, EPRA has achieved significant milestones, notably through the implementation of the Fuel Marking Programme, a robust initiative aimed at combating fuel adulteration and bolstering revenue streams. This strategic programme deploys technical teams across the nation, rigorously sampling and testing petroleum products to ensure compliance. Any deviation triggers swift sanctions, including fines and license withdrawals, underscoring EPRA’s commitment to integrity and accountability in safeguarding national interests. Through such resolute measures, Mr. Bargoria has fortified Kenya’s energy sector, setting a formidable precedent in regulatory efficacy and economic resilience.

Beyond regulatory fortitude, Mr. Bargoria’s tenure has been distinguished by transformative infrastructural advancements, exemplified by the commissioning of pivotal projects like the 500 kV Sodo-Moyale-Suswa High Voltage Power Line and the OlkariaNarok 132 kV Line. These ventures not only augment Kenya’s energy grid capacity but also foster regional energy stability, positioning the nation as a beacon of sustainable development in East Africa. As Kenya charts a course towards a greener future, Mr. Bargoria’s leadership underscores a steadfast commitment to renewable energy integration and operational excellence, promising a legacy of innovation and resilience in the annals of energy regulation.

In this exclusive interview, Mr. Bargoria shares insights into his strategic vision and the future of energy regulation in Kenya’s energy landscape and beyond.

Excerpts:

Bargoria, your tenure as Director General of the Energy and Petroleum Regulatory Authority has seen significant milestones, particularly with the implementation of the Fuel Marking Program. Could you share with us some insights into how this programme has contributed to curbing fuel

Beyond regulatory fortitude, Mr. Bargoria’s tenure has been distinguished by transformative infrastructural advancements, exemplified by the commissioning of pivotal projects like the 500 kV Sodo-MoyaleSuswa High Voltage Power Line and the Olkaria-Narok 132 kV Line

The OlkariaNarok 132 kV Line has improved the evacuation of power from the Olkaria geothermal field power plants to electricity consumers in South and Central Rift regions. Extending the line to Bomet will further enhance power evacuation and quality in Nyanza

adulteration and enhancing revenue collection for the country?

The Fuel Marking Programme involves dosing all export-bound motor fuels (motor gasoline and gasoil) and kerosene with specific bio codes at all loading depots in Kenya. Four technical teams traverse the country, sampling and testing all petroleum products on sale at various gas stations, checking for the presence of either the export biocode or the kerosene biocode. These teams comprise EPRA, the Kenya Revenue Authority (KRA), the Kenya Bureau of Standards (KEBS), and staff from the fuel marking and monitoring service provider, as this is an outsourced service.

If the export biocode is found in any petroleum product or the kerosene biocode is found in motor fuels at a gas station, the technical team immediately shuts down all dispensing pumps and tanks. The operating license for the station is withdrawn, and the proprietor is subjected to fines by KRA equivalent to the total taxes payable on the entire stock at the time of inspection, as well as additional fines by KEBS and EPRA. The reinstatement of the operating license and the unsealing of such a gas station only occur once the requisite fines and penalties have been paid and the proprietor has provided a written explanation of the root cause of the malpractice and measures to prevent recurrence.

Additionally, EPRA publishes quarterly the names of gas stations found to have committed such malpractice in two newspapers of wide circulation in a name-and-shame scheme, informing motorists to remain vigilant. This has significantly reduced the dumping of export-bound motor fuels and the adulteration of motor fuels with kerosene, with a current compliance rating of 98.5%, safeguarding government tax revenues.

One of the notable achievements

during your leadership was the commissioning of several infrastructure projects, such as the 500 kV Sodo-Moyale-Suswa High Voltage Power Line and the OlkariaNarok 132 kV Line. How do these projects contribute to the stability and growth of Kenya’s energy sector?

The 500 kV Sodo-Moyale-Suswa High Voltage DC Power Line, the first HVDC line in the Eastern African region, imports power from Ethiopia to Kenya and has the capacity to transmit power through Kenya to neighbouring countries. The transmission line currently imports 200 kW at peak demand, ensuring load shedding due to capacity constraints is avoided.

The Olkaria-Narok 132 kV Line has improved the evacuation of power from the Olkaria geothermal field power plants to electricity consumers in South and Central Rift regions. Extending the line to Bomet will further enhance power evacuation and quality in Nyanza.

The commissioning of the 40 MW Alten solar photovoltaic plant marked a significant increase in Kenya’s utility-scale installed solar PV capacity. What role do you envision solar energy playing in Kenya’s energy mix in the coming years, and what steps are being taken to further promote solar energy?

The commissioning of the 40 MW Alten Solar PV plant has scaled up Kenya’s solar contribution to the national grid energy mix to 210 MW (6.5% of installed capacity). This aligns with the Kenyan government’s commitment to achieving a 100% Green Power Grid by 2030. In captive power generation, solar energy represents 196.2 MW (43.65%) of the total installed capacity of 449.5 MW and is projected to continue growing. This growth is supported by the Energy Policy of 2018 and several regulations in the solar sub-sector.

Kenya recently celebrated its first oil delivery after a five-year wait. Could you elaborate on the challenges faced and the strategies employed to ensure the successful delivery of fuel products to Uganda?

The first oil delivery from the South Lokichar Basin in Northern Kenya was through an Early Oil Pilot Scheme (EOPS) that ran from 2018 to 2020. This noncommercial venture aimed to export oil yields from extended well testing, test delivery and export logistics to Mombasa, and gauge market reception for Kenyan crude. EOPS successfully exported about 240,000 barrels in August 2019 and the remaining 174,000 barrels in September 2022. The project faced logistical challenges such as truck rollovers and damaged roads.

EPRA is currently reviewing the Field Development Plan for the South Lokichar Basin, with expectations for a Final Investment Decision by the contractor within a year of the plan’s approval. The development plan includes the planned delivery of crude oil to the Port of Lamu through an 824 km long pipeline.

As a key contributor to the drafting of the Energy Act, 2019, and the Petroleum Act, 2019, what were some of the key considerations in formulating these legislations, and how do they aim to benefit the energy and petroleum sectors in Kenya?

The Constitution of Kenya is the supreme law governing the Republic of Kenya. Significant changes to the Constitution have included the 1963 Independence Constitution, amendments leading to the 1969 Constitution, and further reforms culminating in the 2010 Constitution. The constitutional changes aimed to enhance parliamentary oversight of the executive, devolve power to 47 elected county governments, and protect citizens’ rights, particularly women and vulnerable groups, through an ambitious bill of rights.

Key Considerations in Formulating Legislation:

• Maintaining Order: Legislation was established to align with the new Constitution of 2010, repealing and replacing the Energy Act of 2006 with the Energy Act of 2019, outlining the mode of operation among energy sector players.

• Establishing Standards: The Energy Act of 2019 provides for the standardisation of operations within the energy sector among various players across the 47 counties and the national government.

• Creating Dispute Resolution Mechanisms: The Act provides for arbitration of energy-related cases by EPRA and establishes the Energy Tribunal to resolve disputes, ensuring smooth operations within the sector.

Benefits of legislation:

• Regulatory Independence: The Energy Act of 2019 ensures the independence of EPRA in performing its functions.

• Institutional Framework: The Act establishes entities such as EPRA, the Nuclear Power and Energy Agency, the Energy and Petroleum Tribunal, the Rural Electrification and Renewable Energy Corporation, and the Renewable Energy Resource and Advisory Committee.

• Economic Efficiency: The regulator applies comprehensive economic guidelines to ensure cost-reflective tariffs and prices, enhancing credibility, transparency, and investment in the sector.

• Consumer Protection: EPRA avoids consumer exploitation by utilities and ensures efficient analysis of financial and commercial performance to establish appropriate prices and service quality.

• Environmental Protection: The Act includes clauses to ensure sustainable exploitation, utilisation,

The first oil delivery from the South Lokichar Basin in Northern Kenya was through an Early Oil Pilot Scheme (EOPS) that ran from 2018 to 2020. This non-commercial venture aimed to export oil yields from extended well testing, test delivery and export logistics to Mombasa, and gauge market reception for Kenyan crude

management, and conservation of energy resources.

• Security of Supply: EPRA develops quality service codes to incentivize quality of supply and approves power purchase agreements to ensure future sustainability.

• Universal Access to Energy: The Act compels the national and county governments to facilitate universal access to energy.

Your focus on promoting renewable energy sources has positioned Kenya as a leader in sustainable energy practices in the region. Could you share some of the initiatives undertaken to encourage the adoption of renewable energy technologies in the country?

Capacity building and licensing of players in the renewable energy value chain is a key regulatory initiative. This includes licensing and certification of professional energy managers and solar photovoltaic (PV) contractors. There are currently 1,800 licensed solar PV practitioners, 3,600 licensed solar PV systems, and 350 certified energy managers, engineers, and auditors in the sector.

Additionally, the National Energy Efficiency and Conservation Strategy (NEECS) was launched in 2020, outlining the country’s commitment to achieving an energy efficiency savings target of 8% of the projected total national energy demand by 2025. The strategy targets sectors such as agriculture, commercial, industrial, domestic, and public. The government is also developing a National E-Mobility Policy to promote the use of clean electric vehicles and related infrastructure.

Furthermore, Kenya has established the net metering programme, enabling small power producers to sell surplus power to the grid at a price equivalent to their monthly power bills. The National Government has approved Feedin-Tariffs (FiT) and renewable energy

auctions, with the EPRA designing comprehensive economic guidelines for both systems. The Energy Act of 2019 requires that government ministries, departments, agencies, and county governments procure 100% renewable energy for their facilities within five years of the Act’s commencement. The Green Energy Facility (GEF) was also launched to provide clean energy financing for projects involving clean cooking, off-grid electrification, productive use of energy, and rooftop solar.

Furthermore, Kenya has established the net metering programme, enabling small power producers to sell surplus power to the grid at a price equivalent to their monthly power bills

OLUYEMI OBADARE

CEO, Certification Partner Global (CPG), West Africa

The Art of Mastering Compliance, Governance, and Risk Management

Oluyemi Obadare, a distinguished expert in Governance, Risk, and Compliance (GRC), embodies relentless pursuit of excellence, marked by significant milestones and a steadfast commitment to professional growth. As the CEO of Certification Partner Global (CPG) West Africa, she navigates the complexities of managing and expanding GRC programmes across the region with expertise and strategic vision.

In this dialogue, we explore her illustrious career, unravelling the inspirations, challenges, and achievements that have defined her path. Mrs.Obadare’s story transcends personal success, highlighting her profound impact on organisations and industries through her dedication to enhancing compliance with international standards, industry best practices, risk management and business resilience.

Career and Experience

Can you share your journey and what inspired you to pursue this field?

My journey began with a degree in Management and Accounting from Obafemi Awolowo University, Ile-Ife, Nigeria. After completing my youth service, I worked as

a Finance and Administrative Executive, eventually becoming the Chief Responsibility Officer in the same firm for eight years. The switch was necessitated by my desire for change, dynamism, modernism, and value adding. When my mentor and spouse suggested GRC, I could not agree less. This transition involved extensive learnings, structured trainings, personal development, and mentorship.

I obtained several professional qualifications but not limited to; Certified Information Security Manager, Certified Chief Information Security Officer, Certified Data Privacy Solutions Engineer, Certified Information Systems Auditor, Certified Business Continuity Professional, ISO 27001:2013 ISMS, ISO 31000:2009, ISO 22301:2019, ISO 19600:2014 CMS My educational pursuits included attending programs at Massachusetts Institute of Technology, IESE Business School and Executive MBA from Lagos Business School, equipping me with the knowledge and skills needed for my role in GRC.

Role at Certification Partner Global

As the CEO of Certification Partner Global (CPG) West Africa, what are the key challenges you face, and what is your strategic vision for CPG in the region?

Our vision is to become the preferred certification body in the ECOWAS region by maintaining high standards of professionalism and business integrity, delivering more-than-compliance to our clients by leveraging our valueadds and competitive advantages.

Our core values are customer satisfaction, integrity and ethical standard, commitment and continual improvement.

CPG is a globally recognised auditing, certification, and training body with a presence in over 24 countries. As CEO of CPG West Africa, I oversee the coordination of programmes, enhancing customer experience, and exploring new territories. Our vision is to become the preferred certification body in the ECOWAS region by maintaining high standards of professionalism and integrity.

We operate with core values such as customer satisfaction, integrity, continual improvement, and commitment. Our competitive advantages include our reputation, expertise, customer support, flexibility, and global reach. These elements enable us to provide exceptional certification services for both large multinational companies and small family-owned businesses.

ISO Standards and Compliance

How does CPG ensure that organisations in West Africa comply with ISO standards, and what are some common challenges you encounter during the certification process?

Major drivers of compliance are regulatory requirements, global competitiveness, due diligence and awareness.

Our certification processes are structured for repeatability, impartiality, fair assessment. We also offer globally recognized training programs.

CPG auditors possess unparallel skills, real-life experiences for informed audit conclusions.

CPG WA rarely encounters significant challenges during the certification process due to our comprehensive customer support. We guide clients through compliance requirements, business needs and sustainable practices.

Information Security Risk Management and Business Continuity

How has your experience shaped your approach to managing CPG’s technical expertise and customercentric curricula?

My roles in information security and business continuity have honed my ability to engage and influence teams, providing transformative solutions to

challenges. This experience shapes my approach to managing technical expertise and customer-centric curricula at CPG. I prioritise customer needs, ensuring our services align with industry and business requirements.

My leadership and governance capabilities ensure timely delivery of customer requests, maintaining relevance and alignment with global trends. I foster effective partnerships with clients, providing expert guidance and support.

Achievements at the Nigerian Exchange Group

During your tenure at the Nigerian Exchange Group, can you highlight some key achievements and how they have influenced your current role at CPG?

As the Head, Information Security and Business Continuity Management for the Nigerian Exchange Group and its Subsidiaries, I coordinated the team responsible for maintaining the global standards for information security and business continuity management system for the Nigerian Capital Market and the Ecosystem.

Notable achievements:

• The Nigerian Exchange Group was rated above the region of operations (Africa) and the Americas Exchanges in the 2021 World Federation of Exchanges Cybersecurity Maturity Ranking

• Nigerian Exchange Group emerged as a finalist in 2021 International Organisational Resilience Awards

• During the COVID-19 pandemic, the business agility and resilience demonstrated earned the Nigerian Stock Exchange (NSE) the best performing stock market across the world in the year 2020

• Documented the Enterprise Business Continuity and IT Disaster Recovery Plans for the Nigerian

Obadare embodies relentless pursuit of excellence, marked by significant milestones and a steadfast commitment to professional growth. As the CEO of Certification Partner Global (CPG) West Africa, she navigates the complexities of managing and expanding GRC programmes across the region with expertise and strategic vision

CPG adapts its services by staying ahead of regulatory changes and industry needs. Our upcoming initiatives in West Africa include expanding our presence in ECOWAS countries, onboarding new certification schemas, and enhancing training programmes to address emerging regulatory requirements

Exchange, facilitated enterprise trainings and awareness sessions to ensure the business continue to deliver on its critical services

• Coordinated the periodic Capital Market-wide business continuity failover simulation tests in conjunction with over 200 Trading License Holder Firms and the capital market ecosystem. These efforts facilitated a seamless transitioning to remote working and remote trading for the Nigerian Exchange Group and the wider Capital Market during the COVID-19 pandemic.

These achievements have deeply influenced my current role at CPG by reinforcing the importance of international standards, regulatory requirements, and industry best practices. They have enhanced my ability to provide valuable insights and guidance to clients, ensuring compliance and alignment with business strategic objectives. My leadership skills and experience in managing cross-regional teams have also been instrumental in driving CPG’s success in West Africa.

Adapting to Global Trends

How does Certification Partner Global adapt its services to meet the changing needs of businesses in West Africa, and what are some upcoming initiatives or projects to enhance standards and accreditations in the region?

CPG adapts its services by staying ahead of regulatory changes and industry needs. Our upcoming initiatives in West Africa include expanding our presence in ECOWAS countries, onboarding new certification schemas, and enhancing training programmes to address emerging regulatory requirements.

We are strengthening partnerships with local organisations to promote standards and accreditations, raising awareness of the benefits of standardisation, and providing global recognition to

organizations. These efforts aim to help businesses eliminate technical barriers to trade, improve operational efficiency, and promote sustainable business practices through compliance with global and industry best practices.

Advice to Aspiring Professionals

What advice would you give to young professionals aspiring to build a career in Governance, Risk, and Compliance?

For young professionals aspiring to build a career in Governance, Risk, and Compliance (GRC), I offer the following advice:

• Stay focus and Keep Learning: GRC is constantly evolving, it is essential to stay up-to-date with trends, regulations, and best practices.

• Gain Industry Knowledge: Understand the unique GRC challenges of various industries and build a strong grasp of relevant regulations and standards.

• Develop Soft Skills: Strong communication, analytical, and problem-solving skills are crucial for effective collaboration with stakeholders.

• Pursue Certifications and Network: Obtain relevant certifications to demonstrate expertise and connect with experienced professionals through professional organisations.

• Stay Adaptable and Agile: Be prepared to pivot as the industry evolves and new challenges emerge.

• Find a Mentor: Seek guidance from experienced professionals who can offer valuable insights and advice.

• Keep Ethics at the Forefront: Always prioritise ethical behaviour and promote a culture of compliance and integrity.

Building a career in GRC requires dedication, commitment, and continuous learning. Embrace challenges, stay resilient, and remain committed to upholding the highest standards of professionalism and integrity.

Anchored in Excellence: Princess (Dr.) Vicky Haastrup’s Impact in the Energy and Maritime Industry

Education and Early Career

Princess (Dr.) Vicky Haastrup holds a Bachelor’s Degree in Business Management from Holborn College, London. Her pursuit of excellence led her to undertake professional courses at prestigious institutions including London Business School, London Corporate Training Centre, and Pitman Central College, London. Career Highlights

In 1984, Princess Haastrup commenced her illustrious career at the Nigerian National Petroleum Corporation (NNPC). She ascended to the esteemed position of Special Assistant to the Honourable Minister of Petroleum and Energy, showcasing her expertise in transactional

negotiations, joint ventures, project management, and corporate secretariat administration.

With over twenty-two years of dedicated service at NNPC, Princess Haastrup’s leadership and strategic acumen significantly impacted Nigeria’s energy landscape.

Leadership in the Maritime Sector

Transitioning to the maritime industry, Princess Haastrup became the Executive Vice Chairman of ENL Consortium Ltd., situated at Apapa Port, Lagos. Her tenure marked a transformative period, where she navigated challenges in a predominantly male-dominated field, contributing significantly to the Federal Government’s privatization initiatives in the port sector.

Princess Haastrup currently serves as the Chairman of the Seaport Terminal Operators Association, a pivotal role in advancing the interests of terminal operators across Nigeria. Her advocacy and leadership have been instrumental in improving the working conditions and setting minimum standards for dockworkers, earning her the endearing title “Mama Dockworkers.”

Professional affiliations and honors Princess Haastrup’s dedication

to the maritime industry extends beyond her executive roles. She is the first female President of the Certified Institute of Shipping and a Fellow of both the Certified Institute of Logistics and Transport and the Nigeria Chamber of Shipping.

In recognition of her exceptional contributions to economic and social development in Nigeria, Princess Haastrup was awarded an honorary doctorate degree in business administration (DBA) by Ladoke Akintola University of Technology (LAUTECH), Ogbomosho, Oyo State, Nigeria.

Awards and Recognition

Princess (Dr.) Vicky Haastrup has been honored with numerous awards for her outstanding achievements, including:

1. Institute of Chartered Accountants of Nigeria (ICAN) Leadership Award (Nonmember category) 2024

2. Patron, Customs Officers Wives’ Association (COWA) 2024

3. Nigerian Port and Terminal Lifetime Achievement Award by Maritime Industry Performance Award (NIMPORT) 2023

4. OMIS Awards for Most Outstanding Woman in Maritime, 2022

5. Outstanding Maritime Brand Personality of the Decade (2022)

With over twenty-two years of dedicated service at NNPC, Princess Haastrup’s leadership and strategic acumen significantly impacted Nigeria’s energy landscape

6. Congregational Commendation Award from the Georgia Senate (USA) by African Leadership Magazine - 2019

7. WISTA (Women’s International Shipping & Trading Association) Personality of the Year Award (2018)

8. Patron, Women in ANLCA (Association of Nigerian Licensed Custom Agents) - 2018

9. Chartered Institute of Bankers (CIBN) Lagos Branch, Excellent and Eminent Person Award (2018)

10. Seatrade Maritime Award (Middle East and Subcontinent) in the United Arab Emirates (UAE) for Global Role Model to All Women, 2015

11. Global Role Model to All Women Award by Women in Logistics and Transport Middle East, UAE, 2015

12. WILAT (Women in Logistics and Transport) Nigeria Role Model Award (2013)

13. African Governance and Corporate Leadership Award (2012)

14. Woman of Valor Award by the Federal Government of Nigeria

through the National Centre for Women Development (2010)

15. Award of Excellence by WISTA (Women’s International Shipping and Trading Association) (2010)

16. Maritime Woman of the Year by Pathways Africa (2006)

Personal Life

Princess (Dr.) Vicky Haastrup is a devoted family woman, happily married to Prince Clement Adesuyi Haastrup, the former Deputy Governor of Osun State. She was born in Ijara-isin, in the Isin Local Government Area of Kwara State, Nigeria.

Princess (Dr.) Vicky Haastrup’s journey is marked by resilience, visionary leadership, and a commitment to advancing Nigeria’s energy and maritime sectors, making her a revered figure and role model for women in these industries globally.

From War-Torn Somalia to the Silver Screen: Barkhad Abdi’s Remarkable Story

By Solomon Obi

Abdi’s reallife story is as compelling as his onscreen roles. Born in 1985 in Mogadishu, Somalia, his name, Barkhad, meaning “cistern” in Somali, symbolizes life-giving water

Barkhad Abdi, a Somali-American actor, gained fame for his role in the 2013 film “Captain Phillips,” which earned him an Oscar nomination for Best Supporting Actor in 2014. He has since become one of the most successful African performers in Hollywood, with notable appearances in “Blade Runner 2049” (2017), “Good Time” (2017), “The Pirates of Somalia” (2017), and “Eye in the Sky” (2015). Away from the screen, Abdi had recurring roles in the Showtime satire comedy series “The Curse” (2023) and was a series regular in the second season of the Hulu horror anthology “Castle Rock” (2019).

As of 2024, Abdi is seeking new challenges and aims to become a director. He states, “I want to continue being an actor, but I also want to be a writer and eventually a director. I have a lot of stories to tell. I want to be the voice for the voiceless, for the refugees in Africa. I want to introduce Hollywood to a whole side of the world that didn’t have storytellers telling their stories.” With the help of a friend, he has written a script tentatively titled “Our Love Is Bigger,” which tells the story of refugees’ treacherous journey from North Africa to the European mainland across the Mediterranean Sea.

Abdi’s real-life story is as compelling as his on-screen roles. Born in 1985 in Mogadishu, Somalia, his name, Barkhad, meaning “cistern” in Somali, symbolizes life-giving water. However, his childhood was far from idyllic. The outbreak of the Somali Civil War forced his family to flee their homeland when he was just a child. They first sought refuge in Yemen, where his father, a teacher, tried to build a new life. In 1999, they moved to Minneapolis,

Minnesota, joining a thriving Somali community. Abdi graduated from Roosevelt High School and later attended Minnesota State University Moorhead.

Before his Hollywood breakthrough, Abdi held various jobs. He sold mobile phones at his brother’s shop, worked as a limousine driver, and even DJed. His life took a dramatic turn in 2011 when director Paul Greengrass launched a global search for actors for his film “Captain Phillips.” An open casting call in Minneapolis, Abdi’s then-hometown, became a turning point. Among over 800 hopefuls, Abdi and three others stood out, impressing the casting director with their raw talent and presence. With no prior acting experience, Abdi landed the pivotal role of Abduwali Muse, the Somali pirate leader who hijacked the Maersk Alabama cargo ship, starring alongside Tom Hanks. “Captain Phillips” became a critical and commercial success, catapulting Abdi to international fame.

Abdi’s portrayal of Muse was layered and nuanced, challenging the one-dimensional villain tropes often associated with characters from his region. His performance sparked conversations about the need for more authentic portrayals of Somalis in film. His powerful performance earned him widespread acclaim, including a BAFTA Award for Best Supporting Actor and nominations for the Academy Award, Golden Globe, and Screen Actors Guild Award, a remarkable achievement for a firsttime actor.

Abdi’s success in “Captain Phillips” was more than a personal triumph; it opened doors for Somali representation in cinema.

Since then, he has starred in several films, including “Eye in the Sky” and “Blade Runner 2049.” His success has inspired a new generation of Somali filmmakers and actors, showing young people that they too can dream of making it in Hollywood. This increased visibility combats stereotypes and fosters richer storytelling in cinema about Africa.

Abdi’s influence extends beyond Somalia to the entire continent of Africa. His story resonates with anyone who dares to dream big and defy expectations. It is a testament to the transformative power of art and the importance of diverse voices being heard.

While Abdi’s Hollywood journey continues, his legacy is already secure. He is not just a celebrated actor; he is a pioneer who shattered

barriers and opened doors for new Somali voices to take center stage. The impact of his success will undoubtedly be felt for years to come, inspiring a generation to dream in technicolor.

Choose Madagascar: Promising Sectors for Investment

Madagascar, known for its unique biodiversity, is often called the “Treasure Island.” This nickname aptly describes the country’s vast investment opportunities across multiple sectors and markets, both local and international, as Madagascar is a member of regional economic blocs in the Indian Ocean, Southern Africa, and East Africa.

Despite the COVID-19 pandemic and climate-related events, Madagascar’s economy has shown remarkable resilience and potential for growth. The country has experienced a robust recovery with an average growth rate of 4.2% from 2021 to 2023. Additionally, in recent years, Madagascar has implemented major reforms to improve the business environment, especially in mining, telecommunications, business services, and energy. The State General Policy (20242028) outlines a roadmap for the country’s development, paving the way for investments in key economic sectors.

Agribusiness

With 60 million hectares of arable land, the largest renewable water resource reserve in Southern Africa, and a diverse climate, Madagascar is poised to become the food hub of the Indian Ocean. The country has established a conducive legal framework

for investment, exemplified by Law No. 2020-003 on organic agriculture and provisions allowing foreign entities to engage through emphyteutic leases for land use. This fosters a transparent and secure environment for investment in fruits and vegetables, essential oils, spices, and a wide range of organic products.

Aquaculture and Fisheries

Madagascar’s aquaculture and fisheries sector presents immense opportunities for investment and growth. The current regulatory framework ensures sustainable practices, resource management, and health standards. The country’s extensive maritime resources, including an exclusive economic zone of 115 million hectares, 12 million hectares of continental shelf, and 4,800 km of coastlines, provide fertile ground for marine culture activities. Madagascar also boasts over 330,000 hectares of mangroves, 50,000 hectares of salt

marshes, and 250,000 hectares of inland waters conducive to fish farming. The country has recently positioned itself as the first African country to produce caviar, a delicacy recognized by Michelinstarred chefs.

Textile and Apparel

Since 2015, Madagascar has been the leading sub-Saharan African exporter of clothing to the European Union and ranks as the secondlargest exporter to the United States. Thanks to agreements like AGOA, EU-EPA, UK-EPA, AfCFTA, SADC, COMESA, and the IOC, Madagascar has access to vast markets. The country’s textile and apparel exports averaged $560 million in the last three years. Competitive factor costs enhance Madagascar’s attractiveness, with labour wages at $100/month, industrial site rentals at $1.7/m/ month, and electricity costs at $0.09/kWh. The country offers a highly skilled workforce with over 200,000 experienced workers in the apparel sector.

Mining

With a vast array of mineral resources, Madagascar is one of the world’s most resource-diverse countries. Mining exports value reach $1.34 billion per year, with main products including nickel, cobalt, titanium, graphite, gold, and industrial fine stones. The

mining code, revised in 2023, offers a clear framework for companies to invest, explore, exploit, and export. Madagascar is the second-largest graphite producer in Africa and owns around 8% of the global reserve. The country is also rich in precious and semi-precious stones and offers opportunities in ornamental stones like marble and petrified wood.

Energy

In 2021, only 16.5% of the population had access to electricity, which increased to around 30% in 2023, indicating high demand for future consumption. Electricity production has diversified over recent years, with hydro and solar energy, though thermal remains the main source. Madagascar’s potential in renewables is significant, with hydroelectric capacity at 7,388.02 MW and substantial solar and wind energy potential. Significant projects like SAHOFIKA, VOLOBE, and Ehoala Wind Park underscore Madagascar’s commitment to expanding its energy infrastructure.

Tourism

Renowned as the “Treasure Island,” Madagascar boasts astonishing biodiversity that captivates nature enthusiasts and eco-tourists alike. Tourism revenues reached $700 million in 2019, and the sector is set to surpass 2019 levels this year. Ecotourism offers rich prospects with national parks, rivers, lakes, forests, and opportunities for bird and tree watching. The country’s hospitality sector provides a lucrative market for developing luxury accommodations. Sports tourism is another vibrant segment, with activities such as windsurfing and kitesurfing. Beach tourism is equally promising, with nearly 5,000 km of coastline and preserved archipelagos like Nosy Be and Sainte-Marie.

ICT, Digital, and Business Services

Madagascar stands as a key player in the ICT sector with the integration of three major submarine cable projects— EASSy, LION, METISS, and the forthcoming 2Africa. This infrastructure significantly enhances connectivity. Coupled with modern infrastructure, a minimal time difference with Europe, and an affordable, skilled workforce, Madagascar is an attractive destination for ICT and business services investments. The National Digital Strategy (2023-2028) offers clarity on the sector development path, presenting significant investment opportunities in data centers, cloud computing facilities, and software and application development. The business process outsourcing sector, particularly in call/ contact centers, presents significant potential. Additionally, there is room for growth in cybersecurity, e-learning, e-commerce, online payment services, and telemedicine.

Madagascar, known for its unique biodiversity, is often called the “Treasure Island.” This nickname aptly describes the country’s vast investment opportunities across multiple sectors and markets, both local and international