ALM JUNE 2024 EDITION

Magazine

...A Publication of The African Leadership Organization

Ken Giami

Founder & Executive Chairman

King Richard Igimoh Group editor

King.richards@africanleadership.co.uk

Staff Writers

Blossom Ukoha

Blessing Ernest

Country Representatives

Muna Jallow

The Gambia & Senegal

Meresia Aloo

Kenya

Janet Abena Quainoo Ghana

Editorial Board

Peter Burdin

London UK - Chair

Nwandi Lawson

Atlanta USA - Member

Simon Kolawole

Lagos Nigeria - Member

Peter Ndoro

SABC Editor Johannesburg - Member

Frenny Jowi

Nairobi Kenya- Member

Brig. Gen. SK Usman Rtd

Abuja Nigeria - Member

David Morgan

Washington DC USA- Member

Creatives & Graphics

John Mutum

Ayeni Victor Adegbola

Adeiza Okatenwu

Jehoshaphat Ogujiuba

CORPORATE HEADQUARTERS

Portsmouth Technopole, Kingston Crescent, Portsmouth PO2 8FA, United Kingdom

T: +44 23 9265 8276

Fax: +44 023 9265 8201

E: info@africanleadership.com

....Identifying, Celebrating & Enabling Excellence in Africa

www.africanleadershipmagazine.co.uk

Furo Giami

Chief Operating Officer / Executive Director

Sasha Caton Manager, UK & European Operations

Ehis Ayere

Group Head, Sales & Business Development

Ngozi Nwokolo

Executive Assistant to the Chairman

Samuel M. Elaikwu Manager, Sales & Business Development

Happy Bension Director of Operations, North America

Christy Ebong Head, Research & Admin - North America

Stanley Emeruem

Business Development Manager

Kembet Bolton

Business Development Manager

Oluwatoyin Oyekanmi

Head, South African Bureau

Benard Adeka Head, Nigeria SS/SE

Simon Ugwu

Group Head of Events

Digital Media Team

Abayomi Israel Alalade

Deborah Olajuwon Gaawa Barivule God’slove

AFRICAN & REGIONAL REPRESENTATIVE OFFICES

Abuja ■ Accra ■ Atlanta ■ Banjul

■ Bujumbura ■ Freetown ■ Johannesburg ■ London ■ Monrovia

■ Nairobi ■ Washington DC

ISSN 2006 - 9332

While great care has been taken in the receipt and handling of materials, production and accuracy of content in the magazine, the publisher will not take responsibility for views expressed by the writer

JOIN THE CONVERSATION

www.africanleadershipmagazine.co.uk

FOLLOW US ON SOCIAL MEDIA

Facebook: African Leadership Magazine

X: @AfricanLM

Instagram: @Africanleadershipmag

Linkedin: African Leadership Magazine

Youtube: African Leadership Magazine

FROM THE PUBLISHER’S Desk

Dr. Ken Giami

Founder, African Leadership Magazine UK

Why Afro-positivism and Afro-optimism matter

From ‘the hopeless continent’ to ‘the poor continent’ and several negative appellatives in between, Africa has continued to bear the impact and stigma that comes with negative stereotyping. This negativity has spurned a narrative that impacts on the volume of FDI inflows into the continent, intra African trade, and even a basic understanding of Africa as a continent and not a single country as some non-Africans still think - with its diversity, cultures, languages and differences. Hence, the average non-African, who is not an active participant in Africa matters, most likely has skewed, inaccurate and often negative perceptions and image of the continent.

However, there is another side to the story of Africa, an amazing continent rich in its history, music, art, and both human and natural resources. The world’s most youthful continent, with 70% of the population of sub-Saharan Africa under the age of 30 according to a UN report, the story of African progress, innovation, courage and achievement is the pedestal on which Afro-positivism and Afrooptimism rest.

Afro-positivism as a concept was first used by Congolese author Sony Tabou Tansi, describing it as a movement totally different from and opposite to Afro-pessimism. Afropessimism, simply put, has long since referred to a psychological bias that pushes most Africans and people of African descent to think that their continent positions its people to construct and build garbage economies in the depths of the cruellest, unbearable forms of indignity that humans can endure (Wilderson 2010). Afro-optimism on the other hand emphasizes Africa’s modernity, exudes positivity, inspires action, and celebrates ‘Africanness’ or African solutions, uniqueness and progress.

As more Africans continue to make unquestionable contributions to world peace and development, and lead innovations in various sectors including science, technology and the arts, a subtle change of narrative is happening - galvanising the ‘Afro-optimism movement’. This can be seen with Africa being home to up to 6 of the fastestgrowing economies in the world, and greater global engagements with Africa reflected in several Africa summits over the last ten years, such as the US-Africa Summit,

UK-Africa Conference, China Africa Forum and the list goes on. Hence, Africans and its leaders must deliberately design programs and encourage campaigns that underline optimism and positivism in the continent’s future - in spite of the challenges we still face and grapple with. Initiatives such as #T heAfricaTheMediaNeverShowsYou movement must be encouraged both at the individual and transnational levels to drive Afrooptimism.

I do believe Afro-optimism and Afro-positivism are by no means a denial of the lived experience of most Africans, who still deal with acute cases of poverty, poor access to basic healthcare and the many other challenges we are all too familiar with. It is however an expression of the possibilities and convictions of our past heroes that Africa can truly and fully lead itself someday and also lead the world. It is a conviction hinged on the belief that human beings could alter their circumstances by their individual choices and their commitment to doing the work needed to back up those choices. Africa is the future, and that future is now. Africa can truly lead the world someday.

To this extent, among several others, three key reasons why Afro-positivism and Afro-optimism matter and should be encouraged are listed below:

1. Afro positivism inspires action. My work and passion over the last two decades which has focused on identifying, celebrating and enabling achievements in Africa point to how celebrating outstanding achievements and leadership on the continent is good for humanity, and especially for Africa; as it has the potential to create a ripple effect in the society by inspiring others to take action towards serving humanity for the greater good of all. Indeed the inspiring example and impact that one truly effective action transmits are truly powerful and game-changing, not just for the ordinary citizens but also for African and global leadership. As the Singaporean leader, Lee Kuan Yew, mentioned in his book, From third world to first, “ honesty and effective government, public order and personal security does not come about as the natural course of events, but as the products of visionary, ethical and competent leadership” (and action I should say). Such actions, especially when led by leaders, become notable points of reference for what is possible and also inspire a whole generation of upcoming leaders to go on to solve some of humanity’s biggest problems in the future.

2. It has the ability to rally the African diaspora. Africa is Rising, and there is indeed a resurgent Africa arising from the challenges of today’s global challenges to emerge as the last growth frontier, and its diaspora must play a leading role in that emergence. Africans in the diaspora need to understand that they play a vital role in the representation of their African roots

and in the popularization of their ‘Africanness’. African immigrant communities around the world must harness their intellectual capabilities, expert world views, strategic relationships, industry experience and skills to Fastrack or leapfrog economic development and progress on the continent. Governments and political leaders on the continent must back their Afro-optimist campaigns with enabling environments and benefit systems that encourage the contributions of the African diaspora by replicating as much as possible the circumstances the diaspora members were operating in prior to coming back to Africa. And the returning diaspora members must be willing to make sacrifices for the development of the motherland.

3. It would boost inward bound foreign direct investments and tourism. Globalization makes the case for increasingly growing international trade, information technology, interconnectedness and outsourced manufacturing. Africa can only catch up with industrialized nations through economic expansion and interaction. The stories we tell must be positive and optimistic in nature while staying balanced and true so as to attract the muchneeded investments that will drive innovations, jobs creation and a better life for the African people. This narrative will also boost tourism and revamp the struggling multi-billion tourism industry on the continent. There are so many beautiful tourist sites in Africa, ranging from Lions Head in South Africa, Victoria Falls in Zimbabwe and Zambia, the Omo River Region in Ethiopia, and Mount Kilimanjaro in Tanzania. Through tourism, we can begin to showcase some of Africa’s unique culture, music and food to the world - all instruments of soft power.

In conclusion, as the saying goes, if you don’t tell your story, someone else will tell it for you, in ways that may undermine you. It is therefore time to tell the African story through Afro-positivist and Afro-optimist lens, for the Africa we want to see is the stories we need to sell.

My work and passion over the last two decades which has focused on celebratingidentifying, and enabling achievements in Africa point to how celebrating outstanding achievements and leadership on the continent is good for humanity, and especially for Africa

How off-grid solar is addressing energy poverty and climate change in Africa

34

A Chronicle of The Achievements of Governor Agbu Kefas First Year In Office 40

EFCC’s New Era: Transparency, Accountability, and Modernization Under Olukoyede

50

From megawatts to milestones: Engr. Sule Ahmed Abdulaziz’s Quest for Reliable Power in Nigeria

62

Elevating Nigeria’s Lottery Standards: An Exclusive with Lanre Gbajabiamila, DG NLRC

A Profile In Investment Excellence: Nonso Okpala Group Managing Director, Vfd Group 10

66 Energy Maverick: Mohammed M. Sherif’s Trailblazing Journey

72

Beyond Office: African Leaders’ Lasting Legacies and Future Paths

Exclusive Interview: Mauritius’ Remarkable Health Leadership Under Dr. Kailesh Kumar Singh Jagutpal

How off-grid solar is addressing energy, poverty and climate change in Africa

Mansoor Hamayun Co-Founder and Chief Executive of Bboxx

March 2024 was the warmest March in our planet’s recorded history, and the 10th consecutive month of record-high temperatures. Average global temperatures were more than 1.3°C above the 20th century average. If that doesn’t stop and make you think, I invite you to look at the large swathes of southern Russia and northern Kazakhstan, which recently experienced unprecedented flooding and mass evacuations—the result of unseasonably high temperatures leading to rapid snow and ice melt. Or

Southeast Asia, which saw searing heat above 40 ºC in April, compounded by excess humidity, leading to multiple cases of fatal heatstroke. This is all happening as the global population continues to increase towards 9 billion —three times larger than it was in the mid-20th century. Compared to 1950, 6 billion more people now need access to clean and affordable water, food, healthcare, and, crucially, energy.

It is a sobering reality. We know that fossil fuel emissions are a significant cause of global warming, with energy generation producing the most emissions of any sector, yet we also recognise the critical importance of providing people access to affordable energy. Thankfully, technological advances mean that these two facts are no longer irreconcilable. Hot on the heels of last year’s UAE Consensus, forged at COP28 in Dubai, I am seeing vast numbers of young problem-solvers present their

technological solutions for a clean energy future. It gives me cause for hope.

My own view has long been that access to electricity is fundamental to ensuring a decent quality of life. What started for me as a project at Imperial College London, where we helped provide six villages in Rwanda with access to solarpowered electricity, has grown into Bboxx, a clean energy company that has transformed the lives of more than 3.7 million people in Africa and plans to reach 30 million more by 2028.

I have no doubt that we need top-down, large-scale change of the kind envisaged by the UAE Consensus. But this takes time.

There is a more urgent need for quick and accessible energy solutions in underserved areas, which even today leaves millions of communities lacking clean energy, clean cooking solutions, and access to basic online services. Without this access, so much human potential is wasted.

Bboxx has started to bridge this ‘potential gap’ by offering payas-you-go access to simple solar power and battery systems. We are off-grid and affordable, with hyperflexible payment plans that allow daily payments rather than monthly ones, in line with how most African families manage their household budgets. We are demonstrating not only that it is possible to address energy poverty using clean energy, but that it is in fact more affordable than equivalent off-grid electricity generated by fossil fuels.

The impact of access to reliable electricity on the communities we’ve reached across SubSaharan Africa is profound. I’ve met customers who have told me about the transformation of their children’s education as a result

of them being able to study at home after dark with the lights on. Others have spoken of the lifechanging impact for both people and livestock of being able to power a reliable water pump. It might be hard to imagine for those in developed nations, but these are life-transforming changes for those who have never before had access to reliable electricity.

Since winning the Zayed Sustainability Prize in 2019, Bboxx has scaled up significantly. The latest step forward on our journey to ending energy poverty took place at COP28, when we inked a partnership with Kuwaiti investor EnerTech for a $100 million electrification platform in Africa, rocketing us towards our goal of reaching 36 million people by 2028.

Our recent decision to relocate the company’s headquarters from London to Kigali is another forward step. We already provide electricity to more than 10% of Rwandan households through our off-grid solar solutions, and the closer we are to those who need us, the better we can deliver. Penetrating new markets to raise awareness about off-grid solar solutions is always one of the biggest hurdles, as is guaranteeing efficient last-mile logistics for installation and maintenance, but we have all the ingredients we need to succeed in our ambition to end energy poverty in Africa.

I want Bboxx to drive impactful, transformative projects that uplift climate-affected, underserved communities. By empowering these populations with reliable electricity access and access to other essential services, we are transforming lives and providing sustainable solutions to people across Africa, creating the conditions required for these communities to drive their own economic empowerment.

I also want to support others with similar visions, and I took every opportunity at the recent World Future Energy Summit (WFES) to connect and exchange ideas with other innovators. I’ve been consistently impressed by the demonstration of thought leadership in the UAE, from the Zayed Sustainability Prize through COP28 to the WFES. There is an understanding here that addressing global energy poverty cannot be solved by one person, one company, one country, or one multilateral initiative. It’s a collective fight that can only be won by working together.

Our planet’s trajectory is at an inflection point. The data so far in 2024 on emissions and rising temperatures are stark, especially in the face of evergrowing global demand for energy. For the sake of those communities who will most suffer from climate change, for the sake of those living without access to energy, and for the sake of our own future prosperity, we must keep accelerating the green transition. We cannot afford to slow down.

Leadership and Posterity: Insights from HE. Hailemariam Desalegn Boshe, Ethiopia’s Former Prime Minister

In a thought-provoking interview, H.E. Hailemariam Desalegn Boshe, former Prime Minister of Ethiopia, explores the profound impact of cultural and religious values on his leadership journey. Growing up in a community that values collective decisionmaking and inclusivity, Hailemariam emphasises how these principles shaped his leadership style. He highlights the importance of

respecting elders’ wisdom, promoting gender equality, and giving youth a voice. His reflections reveal a leadership ethos deeply rooted in humility, service, and community participation. Hailemariam’s insights underscore the significance of cultural heritage in fostering democratic and inclusive leadership, offering a compelling narrative on how traditional values can guide modern governance.

Transitioning from tradition to transformation, Hailemariam discusses the pivotal policies implemented during his tenure that spearheaded Ethiopia’s economic growth. His focus on an agricultureled industrialization policy catalysed a shift from subsistence farming to a more productive and diversified economy, creating numerous job opportunities for the youth. By modernising agricultural practices and establishing industrial parks, he laid the groundwork for sustainable development and economic resilience.

Hailemariam’s vision extends beyond agriculture, advocating for investments in education, skill development, and entrepreneurship to tackle youth unemployment across Africa. His strategic approach to leadership and development presents a blueprint for other African leaders striving to build prosperous and inclusive societies.

HE. HAILEMARIAM DESALEGN BOSHE

Former Prime Minister, Ethiopia

Excerpt:

Providing access to education and vocational training in agricultural techniques, agribusiness management, and technology adoption is essential

Your Excellency, you hail from one of the largest ethnic groups in Ethiopia. How did the culture or traditions you grew up with shape the leader you became?

Thank you. This is a unique question that leaders often overlook. As Africans, our traditions and cultures deeply influence our leadership. Personally, my upbringing in a culture of collective leadership, where decisions are made by elders collectively, has significantly shaped my leadership principles and practices. In my community, there is a strong emphasis on inclusivity, where even children are given space to speak. This inclusivity fosters a sense of belonging and participation. Moreover, the humility exhibited by leaders, who not only respect each other but also heed the wisdom of elders, is ingrained in our culture. Additionally, the role of women in decision-making processes is valued, reflecting our commitment to gender equality. Overall, my cultural background, coupled with my religious beliefs as a Pentecostal Christian and the discipline instilled during my education in a missionary boarding school, have collectively influenced my leadership journey.

You mentioned the importance of religious values in leadership. Could you elaborate on some specific religious values that have guided you as a leader?

Certainly. One fundamental value is the concept of servant leadership, exemplified by Jesus Christ. Despite his divine status, he demonstrated humility and service to others, even sacrificing himself for humanity. This serves as a powerful reminder for leaders to prioritise serving their people over self-interest and to uphold integrity in their actions. Another key value is the emphasis on fairness and justice, which are integral to many religious teachings. As a leader, it’s crucial to ensure equitable opportunities and treatment for all citizens, regardless of their background or status.

During your tenure as Prime Minister, you implemented several policies aimed at transforming Ethiopia’s economy. Could you discuss some of these policies and their impact?

Certainly. One of our flagship policies was the agriculture-led industrialization policy, recognising the pivotal role of agriculture in Ethiopia’s economy. By focusing on modernising and expanding the agricultural sector, we laid the foundation for industrial growth. This approach not only boosted agricultural productivity but also facilitated the emergence of light manufacturing industries, contributing to job creation and economic diversification. Additionally, initiatives such as the establishment of industrial parks aim to harness the potential of Ethiopia’s youthful population by providing employment opportunities and fostering entrepreneurship.

How can we make agriculture more appealing to young people, particularly in rural areas?

Engaging young people in agriculture requires modernising traditional practices and showcasing the sector’s potential for innovation and profitability. Providing access to education and vocational training in agricultural techniques, agribusiness management, and technology adoption is essential. Moreover, creating supportive ecosystems that offer financial incentives, market access, and mentorship programmes can incentivize youth participation. Emphasising high-value agricultural ventures like floriculture and horticulture, which leverage young people’s skills and offer competitive returns, can also attract interest.

Beyond agriculture, what other strategies do you believe African leaders should pursue to address youth unemployment?

In addition to promoting entrepreneurship and supporting small and medium

enterprises, African leaders must prioritise investments in education, skills development, and infrastructure. Enhancing access to quality education and vocational training equips young people with the skills needed for employment or entrepreneurship. Furthermore, fostering an enabling environment for private sector growth through streamlined regulations, access to finance, and market linkages can stimulate job creation. Collaboration with international partners and leveraging digital technologies to expand economic opportunities are also crucial to addressing youth unemployment effectively.

As a leader, you’ve undoubtedly faced numerous challenges. Could you share how you overcame these challenges and offer advice to aspiring leaders?

Challenges are inevitable in leadership and are opportunities for growth and innovation. Personally, overcoming adversity, such as familial responsibilities, at a young age taught me resilience and determination. Aspiring leaders should embrace challenges as learning experiences, remain adaptable, and prioritise inclusivity and dialogue in decisionmaking. Engaging stakeholders, fostering consensus, and maintaining integrity are essential principles for effective leadership. Ultimately, servant leadership, putting the needs of the people above personal interests, is paramount for fostering sustainable development and positive change in society.

Are there specific things you did to deal with these challenges using your examples?

My approach to overcoming challenges involves engaging stakeholders inclusively. I believe that leaving anyone behind can exacerbate conflicts and hinder progress. Therefore, I strive for dialogue-based, consensus-driven leadership. While I ensure that all voices are heard, ultimately, decisions must

be made decisively. This approach has helped me navigate through various challenges over time.

What is one piece of advice you would give to today’s African leaders?

My message to today’s African leaders is to prioritise the well-being of the people above all else and to avoid selfenriching practices before the populace sees prosperity. A leader should reflect the conditions of their people, sharing in their struggles and successes. Only through selfless and servant leadership can we build a better future for our nations.

Aspiring leaders should embrace challenges as learning experiences, remain adaptable, and prioritise inclusivity and dialogue in decision-making

ARCH. SONNY ECHONO

Executive Secretary, TETFUND Nigeria

Driving Educational Excellence: Inside TETFUND’S Leadership & Entrepreneurship Strategies

In an exclusive dialogue with the Executive Secretary of TETFUND (the Tertiary Education Trust Fund in Nigeria), Arch. Sonny Echono unveils a visionary blueprint for Nigeria’s trajectory. His strategic vision emphasises the imperative of enhancing government project implementation through allocative efficiency and targeted project selection to unlock Nigeria’s latent potential. Highlighting the pivotal role of skills development and entrepreneurship education, he underscores TETFUND’s mission to empower Nigerian youth as catalysts for innovation, job creation, and economic advancement.

Through advocacy for initiatives fostering entrepreneurship, innovation, and global competitiveness, TETFUND aims to etch a profound legacy of transformative change and sustainable development across Nigeria

Amidst his bold agenda and dedication to reshaping Nigeria’s educational landscape into a globally competitive arena, Arch. Sonny envisions TETFUND as a bastion of excellence and innovation. Through advocacy for initiatives fostering entrepreneurship, innovation, and global competitiveness, he aims to etch a profound legacy of transformative change and sustainable development across Nigeria. Join us as we go deeper into Arch. Sonny Echono’s ambitious agenda for education, entrepreneurship, and governance, charting Nigeria’s course towards prosperity and distinction.

Excerpt:

If only we could develop our infrastructure, prepare our people for education, skills, and innovation, and harness all these potentials— the God-given potential—we would be very rich..

Could you share with our readers your vision for enhancing government projects’ implementation and your strategies for achieving this goal?

Thank you very much. In terms of the implementation of government projects generally, I believe we need to introduce efficiencies into the way we package, conceive, implement, and utilise the facilities we provide. The World Bank and the African Development Bank carried out studies on Africa’s infrastructure, and Nigeria was lagging behind many African countries. So you can imagine the magnitude of the challenge. Yet, all the prospects and all the country factors point to great opportunities for Nigeria to emerge as a leading country. If only we could develop our infrastructure, prepare our people for education, skills, and innovation, and harness all these potentials—the God-given potential—we would be very rich in natural resources. And all the conditions and factors are there. All that is required of us is to be able to harness and channel them properly, and we will attain greatness in a very short time.

So what do you want to do in terms of project implementation? First, we have to select projects carefully, in a manner that focuses on what we want to achieve, delivers the greatest value,

and also stimulates further growth and development. And when we do so, the packaging should be done in such a way that we are able to initiate and complete projects. The abandoned project syndrome, where 80% of projects in our country subsequently get abandoned, or the fact that we have a litany of uncompleted projects, major infrastructure projects—I don’t need to list them; you know, they are staring at us in the face. We still can’t generate power up to 10,000 megawatts in this country, and so on, are things that we need to look at as a people. You cannot be an African, you cannot be in Nigeria, and you cannot be angry that, given all these advantages that we have, we have still not been able to transform our country into a modern economy. So we need allocative efficiency. Our budgeting system is wrong, and we should correct it as a government. Currently, we are spreading our resources too thinly across too many projects. We should focus on a few projects at a time, get them done, and begin to derive value from them.

I’m aware of all the requirements for balancing geopolitical, but even within all those constraints, you should be able to focus on allocative efficiency, select projects, fund them fully, and get them done, because if projects get

delayed, they now attract the deration, and you see the prices keep going up. And most of the costs that come on board are actually wasted because they do not add value. They do not add to the fiscal progress of the work. You are paying for delays in equipment and ancillary bills that do not contribute to the progress of the projects. And these are some of the things that I believe: if our budgeting system is right, if we promote the use of professionals, if we have a culture of completing detailed designs and costs before we embark on projects, so you know, even when you move to sites, you have carried out soil investigation, you have sorted out all issues around communal issues, about compensation, and all that, it will reduce the period for the execution of projects, and that way, we’ll avoid cost overruns and time overruns.

What effort is TETFUND pushing out there to ensure that the entrepreneurial advantage is leveraged in our various institutions? What are you doing to bring that up?

Thank you very much. Indeed, this is a passion for me, and I can talk about it because I really feel very strongly. And I’m particularly glad because the leader of the country today, President Bola Ahmed Tinubu, shares the same vision, so keying into him is so easy for us. We need to emphasise skills. And I’ll need to give you a little bit of history so that we know exactly why this is so imperative. When the idea of higher education, what we now call tertiary education, was conceived in this country before independence, we, at the time, only knew about the College of Technology.

Then the Ashby Commission in 1959, just before independence came up with the idea of universities, also had the University College in Ibadan, affiliated with the University of London, since 1948. But the idea at the time and the focus of the attribute report were essentially to produce Africans who

would take over from the colonial masters in the administration of the country. And because of that, our universities were created essentially to fill that gap in providing employment for Africans and Nigerians to serve as administrators. And that is why the focus has always been for people to go to school, graduate, and look for employment—to look for a job in one government agency or another—and that has persisted for more than 60 years down the road. But the reality is that the world is changing, and there is a limit to the number of people who can be engaged or employed in the government sector. And every economy is stimulated and grown by the private sector. Every economy grows on the basis of creative activities driven by innovation, activation, and the exploitation of resources you have. Some of these resources are natural. So you will be able to exploit and add value to your mineral resources, to agricultural potential, for example, across the entire value chain, because you are going to have situations, take agriculture, for instance, producing high-quality seeds, guaranteeing high yields, high benefits, and high income for farmers, so there is a need for high-quality seeds, adopting agronomic practices, ensuring that you clear your land and prepare it very well so that by the time you cultivate it, you get a better yield because the way you make your bed, that’s the way you lie on it. Using machines to replace the laborious way we do things, from subsistence to commercial agriculture, down to packaging, processing, adding value, and exporting, you create an entire value chain.

So you create markets where people can earn income, and as you are doing that, you are creating jobs along the value chain. You are going to have people who are going to utilise that equipment; you are producing raw materials for industry that will now go into the production of goods. And you are going to do all of that, even on the services you create: the transportation of agricultural

Using machines to replace the laborious way we do things, from subsistence to commercial agriculture, down to packaging, processing, adding value, and exporting, you create an entire value chain. So you create markets where people can earn income, and as you are doing that, you are creating jobs along the value chain

projects, the packaging of them, the distribution, the warehousing—all of these are creating jobs and adding value. So essentially, the future of work is not in paid employment, and that is contractive. Because all over the world, people are trying to reduce the impact of government on their lives and grow the private sector. Nigeria has a peculiar challenge. We have one of the highestgrowth populations in the world today. We have the youngest segment of our population ever, throughout our history and across the globe, meaning that with over 65% of our population below the age of thirty, you know that unless we are able to find opportunities for these people, we are going to be able to give them the right preparation, the right knowledge, and the right the right skills to be able to activate all these latent segments of our economy that we have not been able to do so. There is going to be a challenge because we have to ask some of the basic questions. With these large numbers of people we are producing, where are they going to get their food and water from, and how many schools are we going to provide?

How do you envision TETFUND’s role in shaping the future of tertiary education in Nigeria?

TETFUND was established primarily as an intervention agency. At a time when our institutions are beginning to lose texture, facilities are decaying, and the hostel is in deplorable condition. Our institutions grew faster than the rate at which we are producing the teachers and lecturers that will mandate. So, we have huge shortages in terms of manpower, and many of those who are teaching didn’t have the requisite qualifications to even teach what they were teaching. And that’s when governments set up TETFUND to intervene in these institutions, to address the rot in the infrastructure, and to also carry out human capital development through academic staff training so that we can get the right calibre and the right qualifications to improve the learning experience for our students.

Over time, these needs have also changed in consonance with the progression. So now we are also looking at things like the delivery systems for our curricula. We are revamping our curriculum. Right now, the issue of entrepreneurship that we are passionate about has been incorporated into every course. It doesn’t have to be a sciencebased or business management course. Even if you are studying fine art, you must learn entrepreneurship because organising exhibitions for your art requires some degree of entrepreneurship. So, we included it in our curriculum. We also realise that we are not going to be able to provide enough classrooms, workshops, or labs in our schools for the huge number we are talking about. So, we are promoting the hybrid mode of education where you can do face-to-face and digital learning, exploiting the internet and the facilities that digitization has brought to us. There is a huge investment in these areas so that we can provide additional access.

We are addressing some of the things that we are always ashamed of, as the honourable minister. Mr. President has actually approved four main areas of focus for the education sector, and the honourable minister is driving it. This is something that every Nigerian who goes outside this country is always ashamed of: our data is outdated. We don’t have current and credible data. We are putting in place, through partnerships with other government institutions, a culture of record-keeping and creating, storing, and using credible, accurate data. This is also embodied in our ICT roadmap, including identity management for students, access to learning resources, monitoring progress, attendance of lectures online, participation in interactions, progress reports, certification, and verification of school attendance and certificates electronically.

The quality of our education is also crucial. You cannot produce graduates that employers are telling you are not

We want to restore the pride of our academic institutions and refocus our polytechnics on skills rather than competing with universities. Polytechnic qualifications should not be a stepping stone to obtaining additional degrees; they should focus on skills

We are not afraid of brain drain; we want our graduates to be our ambassadors and exports, bringing in foreign exchange and contributing to the development of our economy

fit for purpose, which is why we are partnering with the industry. We want our lecturers and policymakers to go into the private sector or government circles to understand the needs of the graduates and the organisations they are working in. We don’t want lecturers to move from one university to another; we want them to go into the private sector or government circles to improve the quality of education they provide. We have a setback in adopting new technology because the teachers themselves are not IT proficient. So we have a massive programme to train the teachers themselves so they can acquire these skills and help us become champions of this transformation that will make our institutions competitive globally.

We want to restore the pride of our academic institutions and refocus our polytechnics on skills rather than competing with universities. Polytechnic qualifications should not be a stepping stone to obtaining additional degrees; they should focus on skills. Lower and middle-level skills are in demand, and we should continue to provide them efficiently to meet our expectations and aspirations.

We are establishing innovation hubs and replicating them in our schools. We are adding about 24 in our universities, polytechnics, and colleges of education. By doing so, we hope to stimulate private sector response and create new jobs and opportunities. Mr. President has given us targets that look impossible right now, but we know they are possible if we are all committed to them. Our long-term goal is for Nigeria to fulfil its potential as one of the leading economies in the world by promoting entrepreneurship, innovation, and improving the delivery system for curricula in our tertiary institutions.

What long-term legacies do you hope to leave through your leadership at Tetfund, particularly about entrepreneurship education and the overall improvement of Nigeria’s tertiary education landscape?

Yes, when I came here, I set a few goals for myself based on the mandate I was given. The first of them is to reposition the fund and refocus it sharply on the intent of those who established it. It is intended to be a first-class intervention agent, and we are demonstrating this already. Many countries, including Ghana, are coming to us to learn from our model. We want to improve our systems and processes, reduce our response time, and improve the quality of our interventions to meet the expectations of our stakeholders. Our tertiary institutions should become globally competitive, providing facilities and faculty that enable our graduates to compete globally.

We are not afraid of brain drain; we want our graduates to be our ambassadors and exports, bringing in foreign exchange and contributing to the development of our economy. By promoting entrepreneurship, innovation, and improving the delivery system for curricula, we aim to achieve this objective.

AMB. DR. EKUNDAYO WALTON GILPIN

M.D/CEO, Rokel Commercial Bank (SL) Ltd, Sierra Leone

Financial Revolution: How Dr. Gilpin is Transforming Sierra Leone’s Banking Sector

Ambassador Ekundayo Walton Gilpin’s illustrious career has been a beacon of transformative leadership and innovation in Sierra Leone’s banking sector. Recently recognised as one of the Top 40 African and Caribbean Business Leaders for 2024, Dr. Gilpin has not only revolutionised financial practices within Rokel Commercial Bank but has also been a staunch advocate for financial literacy and women’s economic empowerment. His initiatives, such as the Rokel Simkorpor Plus mobile banking application, have set new standards in financial inclusion and customer convenience, reflecting his forward-thinking approach and commitment to socioeconomic development.

In this comprehensive interview, Ambassador Gilpin shares insights into his journey, from his early days as an economist at Sierra Leone’s central bank to his pivotal role in modernising the country’s banking infrastructure. He discusses the significance of empowering women through targeted financial initiatives, the impact of his philanthropic endeavours through the Gilpin Economic and Educational Development (GEED) Foundation, and his strategies for fostering sustainable development through innovative banking solutions. His reflections offer a profound understanding of how visionary leadership and collaborative efforts can drive economic growth and societal progress in Sierra Leone and beyond.

Excerpt: Dr. Gilpin, congratulations on your recent recognition as one of the Top 40 African and Caribbean Business Leaders for 2024. How does it feel to be acknowledged for your outstanding contributions to the business landscape of Sierra Leone and beyond?

Thank you so much for recognising me and the work I have pursued. This acknowledgement reflects not only my efforts but also the collaboration with my team, stakeholders, and those who have trusted me to manage the institution. I feel greatly humbled and deeply heartened by this recognition. I am also grateful to the Lord Almighty for giving me the strength to undertake this challenging task and demonstrate that it was not insurmountable.

Through rigorous processes, including examinations, I was promoted to section head within four years. One major project was a massive debt restructuring process in Sierra Leone, where I collaborated with international advisors. My ability to analyse data and provide solutions was critical in this role.

Through rigorous processes, including examinations, I was promoted to section head within four years. One major project was a massive debt restructuring process in Sierra Leone, where I collaborated with international advisors. My ability to analyse data and provide solutions was critical in this role

We needed creativity, ingenuity, and a good team. I feel we have shown the world that we can bring together our ideas and ideals, design, develop, and disseminate them to match global standards. In summary, I am deeply humbled and appreciative. I believe that the reward for good work is more work, and I look forward to continuing to serve my country and making you proud.

Your career spans over 30 years in the banking sector, during which you’ve held various prestigious roles. Could you share some defining moments or experiences that have shaped your leadership philosophy and approach to business?

To address this question, I need to step back and discuss how it all started. After my undergraduate experience, I was employed by the central bank as an economist and research fellow. In the research department, we analysed the economy’s micro and macro aspects and complemented the work with the International Monetary Fund and other development partners. This exposure allowed me to interact with professionals from different backgrounds and philosophies, fostering a progressive mindset.

Afterward, I transitioned to the international arena as an international civil servant. This role required me to work alongside global professionals and understand complex theories and policies. My experience expanded my skills in creating standards, definitions, and reporting methodologies for global use. Working in over 40 countries, I developed a comprehensive understanding of banking, both theoretically and practically.

Returning to Sierra Leone in 2017, I was interviewed to manage a quasigovernment entity. My diverse skill set, including operational, theoretical, and strategic banking, enabled me to lead effectively. Competing with other banks, I applied my knowledge to align values with models, analyse revenue streams, and set targets. These experiences have defined my leadership philosophy, emphasising the importance of a supportive team, stakeholder trust, and self-belief.

The Rokel Simkorpor Plus mobile banking application, introduced under your leadership in 2019, has been hailed as a game-changer in Sierra Leone’s banking industry. What inspired the development of this innovation, and how has it impacted financial inclusion and convenience for customers?

As CEO of the bank, I critically examined the situation and realised the need for a mobile banking app in Sierra Leone. At that time, digitalization was in its infancy, and customers frequently visited the bank for simple transactions like balance inquiries. This inefficiency inspired the development of the Rokel Simkorpor Plus app.

The initial adoption was slow due to concerns about fraud and security. However, we demonstrated that the app was secure and reliable, drawing parallels with mobile network operators’ successful mobile money services. The app allowed customers to manage their finances conveniently, leading to widespread acceptance.

The app’s features, such as the ability to transfer money, pay bills, and access banking services 24/7, have significantly enhanced financial inclusion and customer convenience. It has revolutionised banking in Sierra Leone, making Rokel Bank a modern, digital institution. The success of the app has spurred other banks to adopt digital solutions, creating a ripple effect in the industry.

Beyond this app, what other technological solutions have you adopted to improve operations, and how did you encourage people to embrace innovation?

We have overhauled our entire banking system to ensure 24/7 accessibility. Previously, system downtime hindered customer access to accounts and services. The new system supports online banking, enabling features like standing orders, direct debits, and bulk salary payments.

We introduced various banking cards, including debit and prepaid cards, to offer flexible payment options. These cards connect directly to customer accounts, facilitating seamless transactions globally. Our platform also integrates with mobile network operators, allowing customers to manage their finances easily.

To extend banking services to rural areas, we implemented USSD codes, enabling transactions without smartphones. We are working with the central bank to introduce instant payments, and Rokel Bank is leading this initiative.

Our technological advancements have positioned Rokel Bank as a leader in digital banking in Sierra Leone. We continuously innovate to meet customer needs, ensuring security and reliability. Our efforts have been well-received, and we remain committed to providing cutting-edge solutions in the banking sector.

Empowering women through initiatives such as providing loans to market women and army wives reflects your commitment to socioeconomic development. Can you elaborate on the significance of these initiatives and their alignment with Sierra Leone’s National Strategy for Financial Inclusion and Development Plans?

Yes, the financial system of the bank, the stock exchange, the insurance company, and other financial institutions plays a crucial role in our economy. One key offshoot of the financial sector is the improvement in overall GDP and return on investment. The GDP of an economy can be enhanced if all subsets of the population are empowered to participate. A critical subset is females, who trade in the market, manage households, and run small businesses. If you alienate or fail to empower them, their contribution to family and economic growth will be distorted.

Our philosophy is to identify women who have the potential to repay loans, are already engaged in business, and have a community-oriented approach. By providing them with finance, guiding them on effective utilisation, and ensuring they reinvest profits, we can significantly impact the economy. Empowering women has been proven to contribute positively to GDP growth and development. Our approach aligns with Sierra Leone’s development plans by focusing on infrastructure, health services, and education. We handle what we can control, such as providing financial support and guidance, while the government addresses broader infrastructural needs.

Our philosophy is to womenidentify who have the potential to repay loans, are already engaged in business, and have a orientedcommunityapproach. By providing them with finance, guiding them on effective utilisation, and ensuring they reinvest profits, we can impactsignificantly the economy

Your philanthropic work through the Gilpin Economic and Educational Development (GEED) Foundation has earned you accolades and applause. How do you believe initiatives like these contribute to building stronger communities and fostering sustainable development?

The GEED Foundation focuses on empowering women and girls through education, skills training, and trade development. We aim to reduce reliance on donor funding by enabling individuals to generate their own income. The foundation has helped many women and girls attain degrees, certificates, and professional skills, allowing them to contribute to their communities and the economy.

We set up debating societies in schools to help students articulate their ideas and compete confidently on an international level. For community women, we encourage small business ventures, offering support and guidance. The goal is for each generation to be incrementally better than the previous one, following the Kaizen philosophy of continuous improvement. This approach ensures sustainable development and progress.

As a sought-after speaker and advocate for financial literacy, you’ve played a crucial role in enhancing public understanding of the banking sector. How do you approach educating Sierra Leoneans through platforms like “The Economic Forum,” and what impact do you hope to achieve?

Upon returning to Sierra Leone in 2017, I noticed a significant lack of financial literacy. Many people were unfamiliar with basic financial concepts like credit cards, interest rates, and banking. Financial literacy is essential for managing money and resources effectively and ensuring financial security into retirement.

To address this, I started “The Economic Forum” as a teaching platform. I conduct lectures and discussions on economic and financial topics, making them accessible in local languages. The forum aims to build trust, confidence, and understanding of financial principles among Sierra

Leoneans. By improving financial literacy, we can foster better financial management and economic growth. The ultimate goal is to spread this model across Africa, equipping people with the knowledge to manage their finances effectively.

Being listed among the Top 25 Financial Leaders in Africa for 2023 and receiving prestigious awards like the Commander of the Order of Rokel (COOR) signifies your influence and impact. What motivates you to continue driving positive change in the financial industry?

Having worked internationally for almost 20 years, I gained significant experience and knowledge in finance and economics. My motivation is to use this expertise to help my people in Sierra Leone, just as I have helped others worldwide. I aim to inspire young people to believe in themselves, pursue their dreams, and make a positive impact in their respective fields.

Change is challenging, and there will always be resistance. However, I believe in persevering, trusting in God’s protection, and pushing forward. My calling is to pass on my knowledge and skills to others, helping them realise their potential and contribute to Africa’s development. The African Leadership Magazine serves as a platform to showcase and promote collaborative efforts for progress in Africa, ensuring we all move forward together.

The theme of the upcoming African-Caribbean Leaders’ Networking Cocktail emphasises partnership opportunities for economic prosperity. How do you envision leveraging such platforms to foster collaboration and drive sustainable development in Sierra Leone and the wider region?

Networking opportunities are essential for exchanging information and ideas, which are crucial for negotiating and planning effectively. At such events, I seek to connect with individuals who can provide insights and solutions to the challenges we face in Sierra Leone. By sharing experiences and strategies, we can collaborate on initiatives that drive sustainable development.

Networking opportunities are essential for informationexchangingand ideas, which are crucial for negotiating and planning effectively.

Step out of your comfort zone, seek new experiences, and contribute to your development.country’sStay positive, believe in yourself, and prioritise your family and team. With dedication and perseverance, you can make a significant impact

This networking platform allows us to harness collective strengths, pool resources, and create impactful partnerships. It is an opportunity to learn from others’ successes and apply those lessons to our own context. By working together, we can build stronger connections between Africa and the Caribbean, fostering economic growth and development.

Your leadership at Rokel Commercial Bank has led to significant financial growth and recognition both locally and internationally. What strategies have you implemented to ensure the bank’s success, especially amidst the evolving dynamics of the global economy?

Success at Rokel Commercial Bank has been a collective effort involving the government, board members, and staff. We made fundamental changes to the bank’s infrastructure, digitalized systems, and implemented new banking processes. Building human capacity has been a priority, ensuring staff are modern bankers who understand the industry’s dynamics.

We reviewed and updated policies and strategies, focusing on mediumand long-term goals. By analysing competitors and adopting creative

approaches, we positioned the bank for growth. Our strategy involves targeted marketing, innovative product design, and customer acquisition efforts. Despite challenges, we maintained a hands-on approach, adapting to changing circumstances and striving for continuous improvement.

Lastly, what advice would you give to aspiring entrepreneurs and business leaders looking to make a meaningful impact in Sierra Leone’s business landscape and contribute to its economic growth and development?

Know your unique selling point (USP) and continue learning. Stay humble, keep your eye on the ball, and understand regulatory indicators. Balancing loan distribution with economic growth is crucial. Be original, work hard, and don’t be afraid of criticism. Challenge traditional methods and introduce innovative solutions. Step out of your comfort zone, seek new experiences, and contribute to your country’s development. Stay positive, believe in yourself, and prioritise your family and team. With dedication and perseverance, you can make a significant impact.

P.GARSWA JACKSON SR.

Auditor General, Republic of Liberia

P.Garswa Jackson, Navigating Liberia’s Financial Governance Future

In our exclusive interview with Liberia’s Auditor General, we took a look into the visionary strategies aimed at elevating the nation’s financial governance to unprecedented heights. Against the backdrop of his nomination as one of the Top 25 Champions of Excellence in Public Accountability in Africa, the Auditor General sheds light on his mission to fortify transparency and accountability within Liberia’s public sector. Drawing from his extensive experience, he emphasises the pivotal role of robust financial governance in fostering stability, regulatory compliance, and ethical conduct in managing public finances.

Excerpt:

Thank you for taking the time to speak with African Leadership Magazine today. Could you share your vision for integrating global financial governance and audit standards within Liberia’s public sector and how you see this impacting the country’s development?

Thank you, Simon, for the opportunity to participate in this interview and for my nomination among the Top 25 Champions of Excellence in Public Accountability in Africa. This prestigious recognition has further strengthened our resolve and ambition to enhance transparency and accountability in public financial management in Liberia.

Prudent financial governance provides a strong platform for public entities to facilitate greater stability, compliance with laws and regulations, and the application of ethical conduct in reporting, managing, monitoring, and evaluating financial information and processes. One significant method of achieving financial governance is by enhancing full application of the relevant financial management laws and regulations. In Liberia, we have over the years, through our Legislature (Parliament), enacted several significant laws and regulations: the Public Finance Management Act of 2009 and associated regulations, and the Public

Procurement Concession Act of 2010, to name a few. These laws and regulations have provided the standards and expectations for which public entities are to be managed and the criteria for which our internal and external audits are conducted alongside other international accounting and auditing standards adopted by the Government of Liberia: e.g The International Public Sector Accounting Standards (IPSAS) for spending entities and the International Financial Reporting Standards for State Owned Enterprises, etc. Full application of these laws and regulations enhances a strong internal control environment, comprehensive financial reporting, transparency, and accountability. However, during our audits, we have discovered several cases of noncompliance with most of these financial management laws and regulations. My vision is to liaise with other anti-graft institutions in Liberia to synchronise these laws in the form of a national compliance checklist and leverage compliance units and the Internal Audit Agency of Liberia’s presence at government entities to scrutinise systems and individual transactions against the checklist before transactions are approved for disbursement. The operationalization of this checklist will serve as a strong preventive mechanism against non-compliance, improve financial management systems and processes, and deliver greater value for money in service delivery to our citizens. The General Auditing Commission also endeavours to perform more timely and quality audits, continue our robust mechanism for followingup on the implementation of audit recommendations, and liaise with relevant stakeholders like parliament to enforce the timely implementation of audit recommendations.

What are the most significant challenges you’ve faced in enhancing financial governance and audit excellence in Liberia, and how have you addressed these challenges?”

The non-preparation or inadequate preparation of financial statements by public entities diminishes accountability over the use of resources by public officials, distorts the comprehensive compilation of the annual consolidated financial statements prepared by the Office of the Comptroller and Accountant General, and impairs the Office of the Auditor General from effectively performing periodic financial statement audits of noncompliant public entities. Untimely conduct of public hearings and issuance of recommendation reports by the Public Accounts Committee of the National Legislature impairs the implementation of the Auditor General’s recommendations and, subsequently, the relevance of periodic audits in the public sector. Inadequate funding has hindered the consistent conduct of quality and timely audits by the Office of the Auditor General through inadequate logistics (vehicles and daily sustenance allowance of auditors travelling in rural areas) and limited qualified and experienced personnel to perform quality audits.

Upon my inception at the Office of the Auditor General, I observed through the conduct of the consolidated financial statements audit that only forty percent (40%) of public entities were fully compliant with preparing and presenting financial statements consistent with the required financial reporting framework to the Offices of the Auditor General and Comptroller and Accountant General, consistent with the Public Finance Management (PFM) Act of 2009. At about the

same time, the World Bank was sponsoring an amendment to the PFM Regulations, and through their stakeholder interactions, we recommended the withholding of the monthly remuneration of heads of entities and heads of finance for noncompliant public entities. The proposal was subsequently included and approved as part of the approved regulation and has been fully operationalized by the Office of the Comptroller and Accountant General, thus reducing the noncompliant entities to less than ten percent (10%) in our most recent audit. We have also proactively engaged the new leadership of the Public Accounts Committee of the National Legislature, and commitments have been made relative to regularising public hearings and the subsequent issuance of recommendation reports to the Office of the President for execution. Our proposal for the timely conduct of a public hearing one month after the issuance of a set of the Auditor General’s reports, the issuance of recommendation reports by the PAC three months after the hearing, and the implementation of the PAC’s recommendation by the President within the subsequent three months is currently under review for adoption. Relative to inadequate funding, since my inception at the Office of the Auditor General, I have consistently engaged the Legislature and the Ministry of Finance over the importance of regularising the financial independence of the Commission, the need to increase budgetary expenditures, and ensuring timely receipt of the approved budgetary allotments. Approved budgetary allocations have improved marginally, but the disbursement of approved funding has not been consistent, particularly in the last fiscal year. The emergence of a new administration of the national

government, multiple significant stakeholders’ discussions around increasing support for integrity institutions locally, and the trending public desire to see accountability over the use of public funds have created renewed expectations for an increase in funding at the Commission. We will continue with these constructive engagements until we achieve the required financial independence of the Commission: exclusive approval of the Commission’s budget by the National Legislature and subsequent biannual disbursement of the approved budgetary allocations by the Ministry of Finance and Development Planning.

How has technology played a role in transforming financial governance and the audit landscape in Liberia? Are there any specific technologies or innovations that have been particularly impactful?

Technology has played a significant role in improving financial reporting and the monitoring and evaluation of financial performance in Liberia. A number of financial management and taxation automated reporting software packages have been introduced. Although there are inherent limitations in the programming, deployment, and operationalization of some of these applications, they have generally improved financial reporting in government.

The introduction of the Integrated Financial Management Information System (IFMIS) in 2012 has improved the quality of financial reporting at the Ministry of Finance and other public entities. Reporting on expenditures and budget monitoring and evaluation have been made more seamless. The usage of other accounting software

applications, like QuickBooks, etc., at several government ministries and agencies has also improved financial reporting in government. The Liberia Revenue Authority’s (LRA) adoption of the Asycuda and Sitas (now merged as ITAS) software has improved the transparency and accounting of domestic government revenue. The adoption of other tailormade revenue software for recording revenue collection by other revenue-generating entities has also enhanced domestic revenue mobilization. The Civil Service payroll has been managed through the development of automated payroll software: the Civil Service Module (CMS) and subsequently the Alternative Temporary Automated Payroll Systems (ATAPS), both of which have created greater platforms for centralised payroll management.

The Office of the Auditor General has real-time viewing, downloading, and querying access to the IFMIS. During the audit of public entities, the Office of the Auditor General is also granted viewing, downloading, and querying access to all other software. As a result of this access, we are able to develop scripts and query these applications to identify exceptions. This process has simplified the conduct of complex reconciliations, improved the completeness and accuracy of audit queries and added efficiency to audit processes. The expedient conduct of the National Payroll Audit and the comprehensive nature of significant findings during the audit highlighted the importance and need for continued usage of technology in our audit and assurance services.

In what ways has Liberia collaborated with international bodies and other countries

to strengthen its financial governance and audit practices? How have these collaborations influenced Liberia’s approach?

Liberia has been a member of the International Monetary Fund (IMF) programme for decades now. We have also benefited from long-term financial management development programmes through the World Bank Group, the African Development Bank, the European Union, the United States Agency for International Development, the Swedish Government, etc. All of these programmes have helped the country adopt and develop prudent economic and financial management systems with the aim of enhancing good governance, transparency, and accountability and improving service delivery to our citizens. These programmes have been managed through incountry secretariats and public financial management and project implementation units of the international organisations stationed at relevant government agencies. Recommendations from these programmes have aided Liberia in improving economic management, including inflation control, strengthened microeconomic regulations, contribution to the balance of payments, benefits from loans and grants to facilitate economic development, better and automated financial reporting systems, a more transparent budget process, and the creation of new institutions to facilitate good governance: the Liberia AntiCorruption Commission (LACC), the Liberia Public Procurement and Concession Commission (PPCC), the Internal Audit Agency (IAA), and the Financial Intelligence Unit, to name a few.

The Office of the Auditor General has also been an active member

of international and regional organisations of Supreme Audit Institutions, such as the International Organisation of Supreme Audit Institutions (INTOSAI), the African Organisation of Supreme Audit Institutions (AFROSAI), and AFROSAI-E, the English-speaking subgroup of AFROSAI. We have also maintained active relationships and Memoranda of Understanding (where applicable) with the European Union, the World Bank Group, the African Development Bank, the Swedish National Audit Office (SNAO), and the United States Agency for International Development. All of these organisations have either facilitated technical capacity trainings or provided logistical and professional development support to aid us in achieving better execution of our audit mandates, thus making a difference in the lives of our citizens. The continuous provision of technical capacity support from AFROSAI-E and SNAO is worth highlighting.

In today’s globalised world, public funds can be exposed to new and complex risks. What steps can Liberian auditors take to stay ahead of emerging financial threats?

The advancement of technology in public financial management and the associated risks, including public funds being exposed to cyber-attacks resulting in misappropriation, demand that auditors play a greater role than just validating figures or complying with laws and regulations. Auditors must stay abreast of the latest ICT trends and threats, perform comprehensive business (including information technology) risk assessments, and recommend how risks identified can be mitigated to acceptable levels.

For the past years, we have

performed, on an annual basis, a comprehensive information system audit on a government ICT system. We have also incorporated a segment for information systems audits in all of our financial audits: the larger the entity’s ICT system, the greater the extent of the scope of the information systems audit performed. We have also included the use of data analytics in querying the automated systems we audit, as mentioned previously, to facilitate a complete, efficient, and accurate analysis of the dataset. We also intend to, subject to budget availability, incorporate in our annual training plans trainings related to artificial intelligence, machine learning algorithms, and blockchain technology.

Can you discuss the measures your office has implemented to ensure greater transparency and accountability in public financial management? How do you gauge the success of these measures?

The General Auditing Commission (GAC) performs financial statements, compliance, performance, information systems, and special audits on an annual basis, reporting significant findings on system and control deficiencies, non-compliance with laws and regulations, and misappropriation of funds. Since my inception as Auditor General on July 21, 2021, the GAC has increased the number of annual audits from a maximum of forty-five audits to an average of sixty-two audits annually for multiple fiscal periods. During my tenure of office, we have for the first time in post-war Liberia regularised the audit of the annual consolidated financial statements (the annual budget actual receipts and disbursements), which were unaudited two years in arrears prior to my tenure, performed

the country’s first comprehensive national (civil service) payroll Payroll Audit, the second domestic debt audit (but first performed by the GAC), and experienced a significant increase in the number of donor-funded project audits—a portfolio that disburses over three hundred fifty million United States dollars (>US$350,000,000.00) annually.

The implementation of some of the reported audit recommendations has saved the government from further disbursing hundreds of millions of dollars, particularly from the domestic debt audit, and similar results are expected with the commencement of the implementation of recommendations from the national payroll audit. The implementation of recommendations from donor project audits has also resulted in greater service delivery to our citizens from donor projects, increased partner trust in the country’s systems and institutions, and greater relationships and trust in the Supreme Audit Institution of Liberia (GAC-SAI Liberia). Under my tenure in office, we have also regularised the annual audits of the GAC and biannual quality assurance reviews of our audit reports. These exercises have not only demonstrated our commitment to transparency and accountability but also exemplified our resolve to continuous improvement and a quest to lead by example in our strives to facilitate better service delivery to our citizens.

Looking forward, what are your main goals for further advancing audit excellence and financial governance in Liberia? Are there any upcoming reforms or projects that you’re particularly excited about?

Expanding and enhancing automation of financial management processes is a project we have engaged in a lot of advisory services for and have facilitated a number of presentations on. We have

on a consistent basis recommended the following: the expansion of ITAS (the Liberia Revenue Authority (LRA) tax platform) to all customs ports of entry in Liberia; that the ITAS is interfaced with all other revenue-generating entities platforms in the country and the IFMIS (the government’s financial reporting automated system); the implementation of timely remittance of commercial bank collection of domestic revenue from the LRA bills through the automated sweeps systems; and the operationalization of real-time automated revenue reconciliation among bills raised by the LRA, funds collected by commercial banks, and funds subsequently remitted in the general revenue accounts. These controls and processes will enhance comprehensive financial (including revenue) reporting in government and a more effective and efficient performance evaluation of revenue collection and expenditure disbursement, leading to greater accountability for public funds.

Under my tenure of office, we have also operationalized the Followup on the Implementation of Audit Recommendation Unit and will, by the end of April 2024, issue the first Auditor General’s Status Report on the Implementation of Audit Recommendations. The status report will include recommendations from all audit reports issued between July 2021 and June 2023. The report will henceforth be issued on an annual basis to facilitate and expedite the implementation of the Auditor General’s recommendations. The operationalization of the unit has led to a better (though not appreciable) increase in the implementation of audit recommendations. The report is also expected to name and fame those entities that are expeditiously implementing the Auditor General’s recommendations, name and shame those who aren’t, and attract greater public interest to the Auditor General’s reports.

We are also expected to launch the induction of a national whistleblowing platform named “CitizenEye” in

collaboration with AFROSAI-E and the German Corporation for International Cooperation (GIZ). CitizenEye is a mobile technology application that runs on smart phones and other computer devices. The app provides citizens and residents of a country with a platform to actively participate in transparency and accountability initiatives. This platform will enable citizens and residents who have information relating to misappropriation and misapplication of public funds, system deficiencies, and noncompliance with the relevant laws and regulations to safely and anonymously provide vital information to the GAC without fear of being victimized. The information provided will then be analysed and subsequently serve as significant data during audit scheduling and planning, including risk assessment activities. The platform, when appropriately used, is also expected to create a greater sense of collaboration between external stakeholders (including the public) and the GAC. When audits are subsequently initiated based on relevant and factual information reported in CitizenEye and audit reports confirm suspected irregularities, citizens and residents would feel more a part of the audit and governance processes. This anticipated chain of activities can create a new sense of belonging and enhance trust and further cooperation amongst citizens, partners, and the Supreme Audit Institution of Liberia (GAC).

Additionally, we have planned to fully automate our audit processes through the induction of the GAC Comprehensive Audit Software within the next eighteen (18) months, subject to budgetary support. The audit software will provide guidance for auditors during audits and serve as a uniform platform to support the application of consistency and quality across all audit teams. The software will also add efficiency to the audit processes through our input of generic observations, risks, and recommendations for audit queries and provide data security for audit files, among other benefits. We have also budgeted to automate

the audit recommendation database for data security purposes, with the aim of facilitating future viewing and downloading rights to relevant institutions to aid in expediting the Auditor General’s recommendations.

Finally, the conduct of periodic performance audits on the National Development Plan is a new concept we wish to introduce beginning in 2025. Many of our stakeholders, including ordinary citizens and students, have expressed the need for the GAC to perform more audits that measure the government’s performance against planned deliverables. We believe that these audits will provide the public with an independent and transparent assessment of the government’s performance and utilisation of budgeted and disbursed resources, as well as how the government is positively contributing to the lives of ordinary Liberians. The National Agenda Audit will give the GAC the opportunity to assess the government’s new ARREST Agenda’s actual performance against planned deliverables and within planned timelines. Therefore, if the government has planned to build additional schools and hospitals, expand electricity and pipe-bound water to additional homes, build new roads, etc. within a given time, the GAC will then comprehensively assess the implementation of these projects and report on their actual performance.

His Excellency,

DR. AGBU KEFAS

Governor, Taraba State, Nigeria

A Chronicle of The Achievements of Governor Agbu Kefas First Year In Office

By King Richard

Over the past year, his administration has made significant strides in economic diversification, infrastructure development, education, healthcare, and security

The inauguration of Dr. Agbu Kefas as Governor of Taraba State in May 2023 marked the beginning of a transformative era. With a background in the military and public administration, Governor Kefas has applied his diverse experiences to address the state’s multifaceted challenges. Over the past year, his administration has made significant strides in economic diversification, infrastructure development, education, healthcare, and security. This chronicle of his achievements illustrates the governor’s commitment to building a stronger, more prosperous, and more inclusive Taraba State.

Winning the 2023 Gubernatorial Election

Winning the 2023 gubernatorial election was a significant milestone for Dr. Kefas, who emerged victorious against formidable opponents. His campaign, grounded in a vision of sustainable development and inclusive governance, resonated with the people of Taraba State. The victory underscored the trust and hope the citizens placed in his leadership to address the state’s pressing issues and lay the foundation for future growth.

Addressing key issues

Upon taking office, Governor Kefas immediately focused on the critical issues facing Taraba State: His administration developed a comprehensive plan aimed at industrialization, agricultural transformation, human capital investment, and enhanced security measures. This plan sets the stage for an ambitious agenda to drive socio-economic progress and improve the quality of life for all Tarabans.

Economic diversification

and industrialization

One of Governor Kefas’s primary goals has been to diversify Taraba State’s economy, reducing its reliance on a few sectors and fostering sustainable economic growth. The administration has launched several initiatives to promote industrialization, particularly in agriculture. By investing in modern agricultural practices, the state aims to boost productivity, create jobs, and increase food security. Additionally, efforts to attract investments in strategic industries have begun to bear fruit, setting the stage for long-term economic stability.

Infrastructure Development

Infrastructure development has been a cornerstone of Governor Kefas’s administration. Recognising its critical role in economic and social development, the government has embarked on several transformative projects. Key achievements include:

are being remodelled to provide a conducive learning environment for students. This initiative aims to enhance educational outcomes and prepare youth for future challenges.

• Market and Abattoir Projects: The construction of the Kefas International Palliative Market and the Kefas Modern Abattoir are notable achievements. These facilities, equipped with modern technology, aim to boost local commerce and food safety by providing affordable goods to citizens and supporting local farmers and traders.

• Airport Upgrade: Ongoing upgrades to the state’s airport will enhance connectivity, attract investment, and support the local economy by facilitating easier access to national and international markets.

Education Reform

By investing in modern agricultural practices, the state aims to boost productivity, create jobs, and increase food security

• Road Networks: The administration has heavily invested in upgrading and expanding the state’s road network, improving connectivity between rural and urban areas. This has facilitated the movement of goods and people, bolstering commerce and improving access to essential services.

• Healthcare Facilities: Significant strides have been made in improving healthcare infrastructure. New hospitals have been built, and existing facilities have been upgraded, ensuring better access to quality medical services across the state.

• Education Infrastructure: Schools across Taraba State

Education is a top priority for Governor Kefas, who recognises its pivotal role in driving sustainable development. His administration has implemented several initiatives to improve access and quality in education:

• Free Education and Tuition Reduction: One of the flagship policies is providing free education for all students and a 50% reduction in tuition fees for tertiary institutions. This move aims to alleviate the financial burden on families and ensure that education is accessible to all.

• Teacher Training and Support: Investments in teacher training programmes aim to enhance the quality of education. By equipping teachers with the necessary skills and resources,

the administration hopes to improve student performance and educational outcomes.

• STEM and Vocational Training: The government has launched initiatives to strengthen STEM education and vocational training, preparing students for the jobs of the future. Digital literacy programmes are also being implemented to ensure that Taraba’s youth are competitive in a globalised economy.

Healthcare Initiatives

Ensuring accessible, affordable, and quality healthcare has been a fundamental goal for Governor Kefas. The administration has taken several steps to improve healthcare delivery:

• Infrastructure Investments: New hospitals have been constructed, and existing ones have been upgraded with state-of-the-art medical equipment and facilities. These investments aim to provide comprehensive healthcare services to all residents.

• Community Health Programmes: Initiatives such as mobile clinics and health outreach programmes have been introduced to reach underserved communities. These programmes focus on preventive care, maternal and child health, and addressing common health issues.

Security and social stability

Governor Kefas’s background in the military has informed his approach to security and social stability. Recognising that peace and security are prerequisites for development, his administration has implemented robust measures to safeguard citizens and maintain community integrity.

• Strengthening Security Apparatus: The government has worked closely with federal and regional authorities to enhance the state’s security infrastructure. This includes increasing the presence of security personnel, improving surveillance, and fostering community policing initiatives.

• Conflict Resolution and Reconciliation: Efforts to promote reconciliation and conflict resolution have been central to maintaining peace in the state. The administration has engaged with various stakeholders, including traditional leaders and community groups, to address grievances and foster unity.

Empowering women and youth

Gender equality and women’s empowerment are essential pillars of Governor Kefas’s governance strategy. The administration has implemented policies and programmes to ensure women have equal representation in decision-making processes and access to economic opportunities.

• Affirmative Action: Measures have been introduced to promote gender equality in government appointments and leadership positions.

• Skills Development and Support: Programmes aimed at developing skills and providing support to women entrepreneurs and leaders have been launched. These initiatives aim to empower women economically and socially, unlocking their potential to contribute to the state’s development.

Environmental conservation and sustainable development

Environmental conservation is a priority for Governor Kefas, who understands the importance of sustainable development. The administration has introduced a comprehensive environmental management plan that focuses on sustainable land use, waste management, and natural resource protection.

• Combating Deforestation: Efforts to combat deforestation and promote reforestation are underway, aiming to preserve Taraba’s rich biodiversity.

• Renewable Energy: Investments in renewable energy sources are being made to reduce the state’s carbon footprint and ensure sustainable energy supply.

• Climate Change Mitigation: Initiatives to mitigate the impact of climate change on communities, such as flood control measures and droughtresistant agriculture, are being implemented.

Community Engagement and Inclusive Governance

Engaging with communities and ensuring that the voices of ordinary citizens are heard is a top priority for Governor Kefas. His administration has implemented a robust system of town hall meetings and community dialogues.

• Direct Interaction: Residents have the opportunity to interact directly with government officials, sharing their concerns, ideas, and aspirations. This feedback is then integrated into policymaking processes.

• Dedicated Channels for Feedback: Channels for citizens to submit their suggestions and grievances

have been established, with a commitment to timely and transparent responses.

Fostering Nationalism, Integration, and Patriotism

In the face of Nigeria’s ethnic and religious diversity, fostering nationalism, integration, and patriotism is a complex but essential challenge. Governor Kefas believes in promoting a shared sense of purpose and identity, rooted in common aspirations for progress and national unity.

• Education and Cultural Exchange: Investment in education and cultural exchange programmes that celebrate diversity while highlighting shared values and heritage is ongoing.

• Inclusive Institutions: Ensuring that institutions and governance structures are inclusive and representative, providing equal opportunities for all citizens regardless of their backgrounds, is a key focus.

Leveraging Taraba State’s Unique Strengths

As a global citizen, Governor Kefas is committed to leveraging Taraba State’s unique strengths and opportunities to benefit local communities, the nation, and the African continent:

• Sustainable Development: Championing sustainable development and environmental conservation are central to his vision.

• Strategic Partnerships: Efforts to forge strategic partnerships with international organisations, development agencies, and private sector entities aim to attract investment, facilitate technology transfer, and promote knowledge-sharing.

Strengthening Nigeria’s Democratic Credentials

Deepening Nigeria’s democratic credentials is a critical imperative for Governor Kefas. His administration is focused on strengthening the independence and integrity of democratic institutions, ensuring the fair and impartial application of the rule of law, and safeguarding citizens’ rights and freedoms.

• Transparency and Accountability: Enhancing the transparency and accountability of government processes is a top priority.

• Civic Education and Engagement: Promoting active citizen engagement in the political process, from the grassroots to the national level, is essential for a vibrant democracy.

Celebrating milestone achievements

As Governor Kefas marks the first anniversary of his administration, several important achievements stand out:

• Infrastructure Development: The successful implementation of an ambitious infrastructure development programme has transformed the state’s connectivity and accessibility.

• Healthcare Improvements: Significant strides in healthcare delivery have been made with the construction of new hospitals and the deployment of cutting-edge medical equipment and services.

• Educational Reforms: A comprehensive educational reform agenda focused on enhancing the quality of teaching, upgrading school facilities, and expanding access to education for all.

• Inclusive Governance: Fostering a spirit of inclusive governance,

ensuring that the voices of all Tarabans are heard and their needs addressed.

• Agricultural Transformation.

Governor Agbu Kefas’s first year in office has been marked by transformative achievements across various sectors. His leadership has set Taraba State on a path to sustainable development, economic diversification, and social stability. As the state continues to progress under his visionary guidance, the foundation laid in this first year will undoubtedly yield lasting benefits for future generations and has set a standard for other governors in Nigeria and beyond.

The successful implementation of an ambitious infrastructure development programme has transformed the state’s connectivity and accessibility

OLA OLUKOYEDE

Executive Chairman, Economic and Financial Crimes Commission (EFCC), Nigeria

With over 730 convictions and substantial asset recoveries within his first 100 Olukoyede’sdays, impact is already evident.

EFCC’s New Era: Transparency, Accountability, and Modernization Under Olukoyede

Since assuming office, Ola Olukoyede has revitalised the Economic and Financial Crimes Commission (EFCC) with a clear vision and innovative strategies. His leadership has been marked by a commitment to using anti-corruption measures to drive economic progress and stimulate Nigeria’s economy. Olukoyede’s approach emphasises collaboration with the business community, reforming internal practices, and employing advanced technology to enhance the commission’s effectiveness. By focusing on transparency, accountability, and

modernization, he aims to create a more conducive environment for economic growth and restore public trust in the EFCC.

Under Olukoyede’s direction, the EFCC has made significant strides in combating corruption and improving Nigeria’s international image. His tenure has seen a shift towards more humane and sophisticated methods of investigation, emphasising sting operations over traditional raids and prioritising the reorientation of youth involved in cybercrime. With over 730 convictions and substantial asset recoveries within his first 100 days, Olukoyede’s impact is already evident. His efforts to engage with civil society, foster international partnerships, and adopt technology-driven solutions are positioning the EFCC as a role model for anticorruption agencies across Africa. Here is an excerpt from an exclusive interview with the anti-corruption czar.

Excerpt:

We believe that by promoting transparency and accountability, we can create an environment conducive to economic growth. For businesses that aim to move the country forward, we offer our support

Since your appointment, what are some of the key achievements of the EFCC in combating corruption, and what areas have seen the most progress?

Thank you for your question and for the opportunity to share the achievements of the EFCC. Since my assumption of office, we have focused on three key policy objectives. First, using anticorruption measures to drive economic progress and stimulate Nigeria’s economy. We believe that by promoting transparency and accountability, we can create an environment conducive to economic growth. For businesses that aim to move the country forward, we offer our support. Conversely, those set up to exploit or destroy our system will face stringent measures, including account freezes.

Second, we have reviewed our operational guidelines, particularly concerning arrests, bail, and investigations. We no longer conduct night raids; instead, we perform

sophisticated sting operations to maintain a more civil approach. This shift has improved collaboration and cooperation from stakeholders and the public, making our investigations more effective and humane.

Third, we are committed to improving Nigeria’s international image. Addressing cybercrime, particularly the “Yahoo Yahoo” phenomenon, is a priority. We emphasise reorientation rather than prosecution, working to rehabilitate and integrate young offenders into society. This approach not only protects their future but also harnesses their talents for positive contributions.

Within my first 100 days in office, we have secured over 730 convictions and recovered over $60 billion in both direct and indirect assets, including significant amounts in foreign currencies. These achievements reflect our dedication to combating corruption and fostering economic stability.

Recent reports highlight challenges within the EFCC itself, including concerns about due process and internal corruption. How are you addressing these challenges and restoring public trust in the commission?

Addressing internal corruption and due process within the EFCC is paramount. Our first step has been recognising and admitting the systemic issues that exist. I have mandated asset declarations for all staff, including myself, to ensure transparency. We are also enhancing our internal processes to prevent any form of malpractice.

One major challenge is the perception of the EFCC and the resistance we face from those we investigate. Often, the mere act of investigation turns individuals and their networks against us. Public awareness and support are crucial in this battle. We need collective responsibility from Nigerians to support anti-corruption efforts genuinely.

Internally, we are focusing on capacity building and streamlining our operations to handle the volume of cases more effectively. With over 4,000 petitions received since I took office, our team of investigators is working diligently to vet and address each case. Collaboration with other agencies and the media is essential to creating a supportive environment for our work.

How can the EFCC better engage with the public and civil society to build trust and support for its anti-corruption efforts?

Public engagement is a cornerstone of our strategy. We have been holding meetings with civil society organisations, youth groups, and other stakeholders to foster collaboration. For instance, I recently met with bank CEOs and the Chartered Institute of Bankers to discuss how we can work together to combat financial crimes.

Public awareness and support are crucial in this battle. We need collective responsibility from Nigerians to support anti-corruption efforts genuinely

While we are constrained by the need to protect the integrity of ongoing investigations, we are committed to transparency. We aim to share our progress and successes through appropriate channels, ensuring the public is informed without compromising our work. Media engagement is crucial, but we must balance it to avoid accusations of media trials.

What’s your vision for the future of the EFCC? How can it become a role model for anti-corruption in Africa?

The EFCC is already a role model, but we aim to enhance our systems, processes, and technological capabilities. We are adopting advanced technologies to improve our investigative processes, making them more efficient and less invasive. This includes better monitoring of financial transactions and using sophisticated tools to track and prevent cybercrimes.

We are also focusing on internal reforms to ensure our staff upholds the highest standards of integrity. By improving our internal processes and embracing technology, we aim to stay ahead of criminals and make the EFCC a beacon of excellence in anti-corruption efforts across Africa.

Collaboration with international partners is crucial to fighting cross-border corruption. How is the EFCC strengthening its partnerships and enhancing its effectiveness in this area?

International collaboration is indeed crucial. We have strong working relationships with agencies like the FBI, NCA, and Dutch police. Recent visits from high-level officials from France and the US underscore the importance of these partnerships. We are also active participants in international conventions and agreements focused on asset recovery and financial crime prevention.

Our efforts in asset recovery have positioned Nigeria as a model for

the world. We regularly share our experiences and methodologies with other countries, and our successes have earned us respect on the global stage. By continuing to build these partnerships, we can effectively combat cross-border corruption and recover stolen assets.

What message do you have for Nigerians about the importance of fighting corruption and the role they can play in this fight?

Fighting corruption is a collective responsibility. I urge every Nigerian to speak out when they see wrongdoing. Whether it’s economic sabotage or petty corruption, your voice matters. If you see something, say something.

We must return to the values of accountability and transparency. As individuals, question unexplained wealth and report suspicious activities. Support the EFCC and other anti-corruption efforts, not just through words but through actions. Let us prioritise national interests over personal gains to create a better future for all.

Together, we can build a more transparent, accountable, and prosperous Nigeria.

Our efforts in asset recovery have positioned Nigeria as a model for the world. We regularly share our experiences and methodologies with other countries, and our successes have earned us respect on the global stage

OLORI ATUWATSE III

Queen of Warri Kingdom, Nigeria

The Queen of Warri Kingdom Unveils Ambitious Future Leaders’ Initiative

As Olori Atuwatse shares her vision, it becomes clear that the Love Garden is more than just a project—it’s a testament to the power of education and drivencommunitygrowth in transforming lives and shaping future leaders in Warri

In this exclusive interview, King Richard Igimoh, Group Editor of African Leadership Magazine, sits down with Olori Atuwatse III, the Queen of the Warri Kingdom in Nigeria, to delve into her transformative initiatives aimed at nurturing future leaders in her community. The conversation centres around the groundbreaking Love Garden Project, a blend of agricultural and educational efforts that have already made significant strides in the Iyara community. Launched in February 2022, this project has not only provided food security but has also imparted crucial life skills to children in underserved areas, demonstrating Olori Atuwatse’s deep commitment to holistic development.

Olori Atuwatse passionately discusses how the Love Garden Project was inspired by a desire to create lasting change. By integrating practical agricultural activities with educational goals, the initiative has taught children invaluable lessons in patience, resilience, and entrepreneurship. The project’s success has been marked by the children’s enthusiastic participation in market days, where they sell their produce and learn the basics of trade and business. As Olori Atuwatse shares her vision, it becomes clear that the Love Garden is more than just a project—it’s a testament to the power of education and community-driven growth in transforming lives and shaping future leaders in Warri.

Excerpt:

The Love Garden Project is one of the agricultural and educational initiatives in our kingdom, launched in February 2022. The inspiration behind it was multifaceted, primarily to provide food security for the children

Your Love Garden Project in Iyara Community, Warri, has garnered significant attention. Could you share the inspiration behind initiating this agricultural endeavour and the impact it has had on the local community?

The Love Garden Project is one of the agricultural and educational initiatives in our kingdom, launched in February 2022. The inspiration behind it was multifaceted, primarily to provide food security for the children. The project first took root in Iyara, one of Warri’s many communities, specifically in the ‘Clever Minds Free School for Orphaned and Abused Children’, which I adopted. This school, with over 300 children, offers free education, uniforms, books, and meals, all generously provided by the founder, Zion Oshiobugie.

The project is multi-layered. It not only addresses food security but also teaches children that they can rise above their circumstances. Iyara is a slum area, and the Love Garden’s message is that love and growth can thrive even in such environments. The children learn practical life lessons such as patience and the value of hard work as they see their plants grow and produce fruits. These lessons build confidence, leadership, and resilience— skills that go beyond the classroom.

An essential aspect of the project is its entrepreneurial element. The children grew so much produce that they began holding market days, selling their fluted pumpkin leaves. Their first market day earned them 2,700 naira, filling them with pride and practical business experience. This project is more than agriculture; it’s about preparing children for the future through comprehensive skill development.

The Love Garden Project seems to blend agriculture with education, particularly benefiting schools like Ikengbuwa Primary School. How has this initiative contributed to fostering a learning environment and holistic development among children?

Our second Love Garden is at Ikengbuwa Grammar School. Unlike Iyara’s project, we enhanced this garden by adding an educational playground. This playground is designed to teach arithmetic and language through play, using interactive elements like wheels and tires. This method makes learning fun and encourages children to attend school regularly. Teachers are also inspired to teach beyond traditional classroom settings, integrating real-life applications into their lessons.

You are known to be interested in raising future leaders; how did this come about?.

I don’t focus solely on orphans but on all underserved children. Many children in our community have parents who cannot afford their basic needs. My motivation comes from my father’s belief in the potential of Nigerian children. He always said that real change comes from within the community. Inspired by him, I aim to raise leaders who understand good governance, integrity, empathy, and resilience from a young age. My goal is to transform their mindset, fostering an abundance mindset even amid poverty.

Your project is capital intensive; how do you hope to raise the needed funds?

So far, the project has been primarily self-funded. However, I am looking to partner with private donors and organisations that share our vision of impacting women and youth. The Royal Iwere Foundation aims to unlock human potential in every individual, from children to women and youth. We are open to partnerships and sponsorships to expand our efforts.

What message do you have for such organisations?

We emphasise education and empowerment, aiming to boost human potential and capital. Our programmes include digital and skills training for women and youth, teacher training, and healthcare initiatives, particularly

in maternal and paediatric health. We cover as much ground as possible, knowing the work is vast.

Your focus on agro-tech and innovative farming techniques in the Love Garden Project has brought forth success in agriculture within the Iyara Community. Can you share some key achievements or milestones achieved through these modern farming practices?

Currently, we have three gardens and are opening a fourth. We are also planning an agricultural skills institute to teach planting and agri-business. This initiative aims to upscale businesses and diversify produce, though it is still in the pipeline.

The Royal Iwere Foundation has made notable strides in various sectors, including education, women’s empowerment, and healthcare. Can you discuss the foundation’s primary goals and its role in shaping the community’s mindset for a more fulfilling life?

Our core goal is to unlock the potential of every human being. Whether through education, women’s empowerment, or healthcare, our methodology is unique.

We engage and serve the community differently, focusing on internal transformation that leads to external change.

Tell us more about the Warri Women Enterprise Fund.

Launched in February 2022, the Warri Women Enterprise Fund aims to provide financial and digital literacy to market women. Our goal is to help them make their money mobile and invest wisely. The fund is designed as a micro-loan system to instill responsibility and sustainability. By Q2 next year, we aim to raise $400,000 and reach over 1,000 market women, helping them upscale their businesses and adopt FinTech solutions. Education is at the core of this initiative, empowering women with knowledge and skills for their future.

What are your parting words?

I’m grateful to be here and look forward to more impactful work. Being a leader is a profound responsibility, and I strive to serve the people and improve our society genuinely. Thank you for having me.

Our core goal is to unlock the potential of every human being. Whether education,throughwomen’s empowerment, or healthcare, our methodology is unique. We engage and serve the differently,communityfocusing on internal transformation that leads to external change

From megawatts to milestones: Engr. Sule Ahmed Abdulaziz’s Quest for Reliable Power in Nigeria

At the pinnacle of Nigeria’s power transmission network stands Engr. Sule Ahmed Abdulaziz, the Managing Director and CEO of the Transmission Company of Nigeria (TCN). Since his appointment in May 2020, Engr. Abdulaziz has been orchestrating transformative strategies to address the longstanding challenges plaguing Nigeria’s energy infrastructure. With a visionary

approach focused on expansion, stabilisation, and digitalization, TCN, under his leadership, has achieved significant milestones, solidifying its position as a linchpin of Nigeria’s power landscape. In this exclusive interview, Engr. Abdulaziz provides insight into TCN’s journey, the impact of pivotal strategies, and his foresight for Nigeria’s energy future.

(Dr). Sule Ahmed Abdulaziz, Managing Director/Chief Executive Officer, Transmission Company of Nigeria (TCN)

Excerpt:

As the Managing Director since May 2020, what key strategies have you implemented to tackle the challenges confronting Nigeria’s power transmission network, and what notable successes have been realised thus far?

The accomplishments to date are a testament to our strategic endeavours aimed at fortifying, expanding, and ensuring the seamless transmission of bulk electricity nationwide. Notably, the Nigeria Electricity Grid Maintenance, Expansion, and Rehabilitation Programme (NEGMERP) has been instrumental in ushering in a new era of digital transformation within TCN. This initiative has catalysed a myriad of capital projects across transmission regions, bolstering grid resilience and effectiveness. Moreover, our innovative utilisation

Engr.

of the “Internet of Things” (IoT) has revolutionised grid monitoring, granting grid controllers unprecedented visibility into generators and substations, thereby enhancing operational agility and responsiveness.

Your illustrious career within TCN encompasses diverse roles, including general manager (projects), regional transmission manager, and assistant general manager (technical audit). How have these multifaceted experiences primed you for your current role as MD/ CEO, and what enduring lessons have you gleaned?

My trajectory within TCN has been a crucible of learning, affording me invaluable insights into the intricate tapestry of the power sector. From overseeing project execution to steering regional transmission endeavours, each role has been a crucible of learning, equipping me with a holistic perspective on operational exigencies and managerial imperatives. As a steadfast project engineer for over two decades, Ispearheaded pivotal initiatives from conception to fruition, propelling me to the forefront of strategic decisionmaking. These experiences underscore the paramount importance of foresight, collaboration, and astute leadership, indispensable attributes in steering TCN’s trajectory towards excellence.

Continuous learning underscores your stewardship, as evidenced by your avid participation in local and international training programs. How do you ensure the seamless integration of insights gleaned from these initiatives into TCN’s operational fabric and strategic frameworks?

The fusion of knowledge garnered from diverse training forums with TCN’s operational ethos is paramount to our transformative journey. Through targeted technical training, leadership grooming, and digitization endeavours, we engender a culture of innovation and adaptability, ensuring the seamless assimilation of best practices into

our operational milieu. By harnessing cutting-edge technologies and fortifying our human capital, we strengthen TCN’s resilience, positioning ourselves as vanguards of Nigeria’s energy renaissance.

TCN has made remarkable strides under your stewardship, particularly in completing and energising various transmission substation projects nationwide. Could you elaborate on some of the most notable achievements during your tenure and their ramifications for Nigeria’s power transmission infrastructure?

Undoubtedly, TCN’s journey under my purview has been characterised by a tapestry of transformative milestones, pivotal in reshaping Nigeria’s energy landscape. From the diligent execution of NEGMERP to the fruition of critical transmission substation projects, our endeavours have engendered a paradigm shift in grid efficiency and reliability. Some noteworthy achievements encompass the completion of vital substations, reconductoring initiatives, and the augmentation of transformer capacities, culminating in enhanced system performance and resilience. Furthermore, our proactive maintenance ethos and digital overhauls have fortified TCN’s reputation as a bastion of reliability, pivotal for Nigeria’s socioeconomic ascendancy.

The Nigerian power sector is undergoing profound transformation, heralding initiatives geared towards efficiency and reliability enhancement. How do you envision TCN’s role in catalysing these sector-wide metamorphoses, and what bespoke strategies does TCN employ to fuel Nigeria’s energy transition?

TCN’s pivotal role in Nigeria’s energy renaissance is incontrovertible, encapsulating our commitment to transformative endeavours and sectoral armonization. As a linchpin of the Nigerian Presidential Power Initiative (PPI), TCN spearheads pivotal

The accomplishments to date are a testament to our strategic endeavours aimed at fortifying, expanding, and ensuring the seamless transmission of bulk electricity nationwide

infrastructural upgrades and capacity expansions, essential for bridging Nigeria’s energy deficit. Our bespoke strategies encompass multifaceted support for the PPI, seamless collaboration with DisCos under Service Level Agreement (SLA) projects, and the proactive integration of renewable energy sources into the grid. By harnessing cutting-edge technologies and fostering regional integration, TCN charts a course towards a sustainable energy future, underpinning Nigeria’s socio-economic resurgence.

Amidst Nigeria’s energy trajectory, what do you perceive as the most pressing challenges confronting the power transmission network, and how does TCN navigate these obstacles to ensure continued efficacy?

constraints to vandalism and encroachments. TCN’s strategic interventions encompass a multipronged approach, from financial growth strategies to proactive network fortification and stakeholder engagement. By fostering financial resilience, leveraging state-of-the-art monitoring technologies, and enhancing stakeholder collaboration, TCN mitigates these challenges, ensuring the uninterrupted transmission of bulk electricity nationwide.

Looking ahead, what are TCN’s paramount priorities and strategic imperatives for the ensuing

years, and how does TCN envisage navigating the dynamic contours of Nigeria’s power sector?

TCN’s trajectory is anchored on an unwavering commitment to reliability, expansion, and renewable integration, pivotal for Nigeria’s energy transition. Our strategic imperatives encompass fortifying system reliability, expanding grid capacity, and fostering seamless integration of renewable energy sources. Through relentless infrastructural upgrades, proactive network fortification, and stakeholder collaboration, TCN navigates the dynamic power sector landscape, underpinning Nigeria’s quest for energy sufficiency and

Nigeria’s power transmission network grapples with multifaceted challenges, from financial

Banking on Progress: Dr. James Garang’s Impact on South Sudan’s Economy

Dr. James Alic Garang Governor of the Bank of South Sudan

In the heart of South Sudan’s dynamic economic landscape stands Dr. James Alic Garang, the forwardthinking Governor of the Bank of South Sudan. His tenure has been marked by a resolute commitment to modernising the nation’s banking sector, fostering transparency, and igniting economic growth. Through an exclusive interview with African Leadership Magazine, Dr. Garang unveils the remarkable journey of progress and innovation that has unfolded under his stewardship.

As the custodian of South Sudan’s financial integrity, Dr. Garang has orchestrated a symphony of achievements that resonate across the nation. From revolutionising staff welfare and bolstering capacity building to spearheading the expansion of banking infrastructure, his initiatives have laid the foundation for a more inclusive and resilient financial ecosystem. Under his astute leadership, the Bank has embarked on a transformative journey, amplifying financial literacy and extending vital banking services to previously underserved communities. Moreover, Dr. Garang’s strategic vision embraces the nexus of regional integration, exemplified by the ambitious National Payment System project, poised to unlock new avenues of economic collaboration across the East African Community and beyond.

Join us as we delve into the insights of Dr. Garang’s trailblazing leadership, where innovation meets impact, and South Sudan’s financial horizons are redefined under his progressive guidance.

Excerpt:

As Governor of the Bank of South Sudan, you have led initiatives focused on modernising the banking system, enhancing transparency, and stimulating economic growth. Could you highlight some key accomplishments during your tenure?

We have accomplished several things in terms of staff welfare and capacity building, improved communication, expansion of the bank and its branch network, financial inclusion, and preparations to host the National Payment System, as follows:

• Staff welfare and capacity building are key to our efforts to modernise the bank because, I believe, when staff needs are prioritised and staff are adequately trained, they will be able to deliver and be willing to go the extra mile. While I may not say that we managed to resolve all issues on staff welfare, we have made significant progress in that regard.

• Communication has improved significantly, and the Bank has enhanced financial literacy by educating the public about financial matters that can help increase savings, promote investment, and contribute to a stable financial system.

• In terms of the expansion of the bank, we have increased the number of directorates from 3 to 7 and also expanded the branch network by adding a couple of new branches, including one strategic branch at Nimule. The branch in Nimule is crucial because of its strategic location, as it is situated at the border and remains the main gateway for both goods and services entering South Sudan

and connecting South Sudan to the EAC region and beyond. These efforts are also a step forward towards achieving financial inclusion because, by opening new branches in deserving areas, we bring banking services closer to the people. In this connection, as a large segment of our population remains unbanked, we also continue to encourage the commercial banks to expand their branch network by opening new branches in order to bring banking services closer to our people, thereby aiding our efforts to achieve financial inclusion.

• The National Payment System (NPS) project aims at modernising the payment systems in South Sudan and promoting regional integration. It will enable harmonisation with other payment systems in the EAC community, thereby facilitating the process leading up to the launch of a monetary union region and stimulating increased economic and trade relations in the region. In preparation for hosting the NPS, under my leadership, the bank has completed the civil work on the data centre, completed the Swift Direct Connectivity project, implemented Swift Scope, a system that will allow the bank to monitor all financial activities carried out by commercial banks, and stabilised power issues across all the branches of the bank.

The Central Bank, under your leadership, has implemented measures to stabilise the local currency and address economic fluctuations. What specific strategies have been effective in tackling currency depreciation and inflation, and how have they

contributed to economic resilience?

Addressing currency depreciation and stabilising the local currency in South Sudan can be challenging due to various economic, political, and social factors. Here are some measures we took to stabilise the local currency and address currency depreciation in South Sudan:

Strengthening monetary policy: The Bank of South Sudan employs monetary policy tools like adjusting interest rates and reserve requirements to control the money supply and inflation, which helps stabilise the currency.

Fiscal discipline: Working with the government towards sound fiscal policies to avoid budget deficits and excessive borrowing, which can lead to inflation and currency depreciation.

Improving governance and transparency: Addressing corruption and improving governance can help build trust in the government and financial institutions, which can contribute to currency stability.

Diversifying the economy: South Sudan heavily relies on oil exports for revenue. Diversifying the economy by developing other sectors like agriculture, manufacturing, and services can reduce dependence on oil and make the economy more resilient to external shocks.

Encouraging foreign direct investment: Attracting foreign investment can bring in muchneeded foreign exchange and create jobs, boosting economic growth and stabilising the currency.

Strengthening institutions: Building strong institutions that can effectively regulate the financial

sector and enforce laws can help maintain stability in the financial system and the currency.

You have taken significant steps towards sustainable economic development, including efforts in financial inclusion and economic diversification. Can you provide an overview of the progress made in these areas?

Promoting sustainable economic development and financial inclusion is a key tenet of our policy toolkit. It starts with policy formulation that takes into consideration and encourages sustainable economic development and financial inclusion. This includes measures taken by the Bank to promote access to financial services for unbanked populations, support small and medium enterprises (SMEs), and encourage environmentally sustainable practices. We also keep pushing to implement regulations and supervision frameworks that facilitate financial inclusion and support sustainable practices.

Capacity building is a cornerstone of our strategy by providing training and capacity-building programmes for financial institutions and regulators to promote sustainable practices and enhance financial inclusion. This helps build expertise and capabilities in these areas. Overall, the central bank plays a significant role in promoting sustainable economic development and financial inclusion. By implementing policies and initiatives that support these goals, the Bank of South Sudan can contribute to building a more inclusive and sustainable financial system.

The Bank of South Sudan has shown commitment to implementing robust monetary policies to combat illicit

currency trading. Could you discuss the specific measures and progress made in this regard?

Organising the foreign exchange market and combating illicit trade in currencies are crucial for maintaining stability in the financial sector and preventing illegal activities. Here are some measures that were taken to achieve these goals. Regulation and oversight come in handy. In collaboration with other key stakeholders, such as the FIU, we have initiated and implemented a new licensing regime and frameworks that allow for the licensing of currency exchange agents. These are hybrid small structures that are only allowed to trade in foreign exchange with limited mandates and responsibilities under strict regulations and oversight by the Bank.

We are also working on enforcing compliance with anti-money laundering (AML) and Know Your Customer (KYC) regulations to prevent illicit activities requiring foreign exchange dealers, brokers, and businesses to be licensed and registered with the appropriate regulatory bodies.

The bank also ensures transparency and reporting. We believe transparency in foreign exchange transactions by requiring reporting of all transactions above a certain threshold remains critical. This helps identify suspicious activities and prevent illicit trade.

Information sharing is another area that helps us foster cooperation among regulatory agencies, financial institutions, and law enforcement agencies to detect and prevent illicit currency transactions. By implementing these measures, the authorities can better organise the foreign

exchange market, prevent illicit trade in currencies, and ensure the integrity and stability of the financial system.

Your emphasis on modernising South Sudan’s banking system, promoting transparency, and seeking greater autonomy for the Central Bank has been noted. What key achievements have been made in these areas under your leadership?

The Parliament passed the amended Bank of South Sudan Act, 2023, as well as the Banks and Other Financial Instructions Act, 2023, and the President assent to them on November 22, 2023. These are key legal frameworks advancing the mandate of the Bank of South Sudan and strengthening both operational and goal independence of the Bank.

The public is pushing to garner political support from key stakeholders, including the government, legislators, and influential figures, to grant greater autonomy to the Bank. They highlight the potential benefits of an independent central bank for promoting economic stability and growth.

Public awareness is an essential ingredient. Educating the public about the importance of central bank independence and how it can contribute to a healthy economy is key. Building public support for greater autonomy for the central bank can help create momentum for reform. We also learn from international best practices, how central banks in other countries operate, and the level of independence they enjoy.

The recent National Economic Conference proposed various recommendations, such as establishing a Treasury Single

Account, simplifying the tax system, accumulating foreign reserves from oil revenues, conducting inflation dynamics studies, and ensuring Central Bank independence. Can you discuss the progress made in implementing these recommendations during your tenure?

The Bank of South Sudan and the Ministry of Finance and Planning have signed a memorandum of understanding on the Treasury Single Account (TSA), accumulating foreign exchange reserves, and an efficient tax regime, which are crucial for the economic stability and development of the country.

The TSA will allow for all government revenues and expenditures to be consolidated into one account, thereby promoting transparency and accountability. While the TSA promotes transparency and accountability, it also guards against fraud, misappropriation, and mismanagement of public funds.

Another important aspect that the TSA brings into play is efficiency in cash management, where centralizing government funds in a single account allows for better cash flow management, reducing the risk of liquidity problems and ensuring that funds are available for government operations and expenditure.

Given challenges such as declining oil production and external factors affecting revenue sources, how do you envision the role of the Central Bank in promoting economic resilience and sustainable growth?

Given the current situation where South Sudan is experiencing a decline in oil production, the role of the Bank in promoting economic resilience becomes crucial. In an

effort to diversify the economy to reduce overreliance on oil proceeds, one of the key areas that the country is putting more effort into is agriculture, given the vast fertile land that South Sudan is blessed with.

The Bank has opened a branch at Nimule, which is a gateway for both goods and services entering South Sudan and connecting us to the EAC region and beyond.

South Sudan is a country blessed with numerous mineral resources, a lot of which remain untapped. In this connection, the Bank of South Sudan has recently added gold to its portfolio and looks forward to exploring more in this area.

Capacity building is a cornerstone of our strategy by providing training and capacitybuilding programmes for financial institutions and regulators to promote sustainable practices and enhance financial inclusion

ENG.

VICTOR B. MAPANI

Managing Director, ZESCO, Zambia

From Debt to Development: Eng. Victor B. Mapani, Spearheading ZESCO’s Transformation

As the Managing Director of Zambia Electricity Supply Corporation Limited (ZESCO), Eng. Victor B. Mapani has spearheaded transformative initiatives aimed at bolstering energy access, financial sustainability, and regional collaboration. In this exclusive interview, we looked into his strategic vision and the innovative approaches adopted under his leadership.

One of the pivotal focuses of Eng. Mapani’s leadership has been the reduction of debt to Independent Power Producers (IPPs). By implementing a multi-faceted strategy, ZESCO successfully reduced its debt from US$1.8 billion to US$497 million, marking a remarkable 72% reduction. Additionally, the completion of the Chama-Lundazi project at a significantly reduced cost underscores ZESCO’s commitment to efficient project management and resource optimisation.

Moreover, Eng. Mapani sheds light on ZESCO’s proactive stance towards renewable energy integration, aiming for optimal penetration within Zambia’s energy mix. He outlines measures to streamline investment processes, enhance customer service experiences, and invest in human capital development. Furthermore, he discusses ZESCO’s role in regional electricity supply and ongoing efforts to strengthen partnerships within the Sub-Saharan region.

Technological innovation is another cornerstone of ZESCO’s operations, with initiatives such as smart metering and modern monitoring systems enhancing

service delivery and efficiency. Eng. Mapani also addresses broader financial restructuring plans and ZESCO’s commitment to community engagement, emphasising the importance of safeguarding infrastructure and supporting local communities.

Join us as we explore Eng. Victor B. Mapani’s strategic initiatives and the transformative impact they have had on ZESCO’s trajectory and the broader energy landscape in Zambia and beyond.

Excerpt:

Reducing debt to Independent Power Producers (IPPs) has been a significant focus for ZESCO under your leadership. Could you elaborate on the strategies implemented to achieve this milestone and what impact they have had on ZESCO’s financial sustainability?

The strategy to reduce ZESCO Limited debt was first analysed comprehensively, and then initiatives were applied to various components of it.

• Breaking down the cumulative debt into its components (invoiced IPP debt, penalties on unpaid invoices, review of the actual tariff driving the invoices, negotiation, and shaving of some penalties)

• Renegotiating some tariffs that seemed higher for the corresponding technologies

and the investment quantum and agreeing on appropriate tariffs

• Recalculating some of the invoices and reissuing agreedupon invoices with IPPs from Commission Operation Dates. This reduced the outstanding debt, complete with the associated penalties.

• Negotiating some penalties on unpaid invoices downwards

• Commit and commence to pay all current invoices to arrest the debt raised.

• Commit various payments for each individualistic IPP with its own debt liquidation model.

The six initiatives made it possible to move the debt to IPPs from US$ 1.8 billion (December 2021) down to US$ 497 million (March 2024). A clear movement of 72% in debt reduction.

The completion of the Chama-Lundazi project marked a pivotal moment in extending electricity access to previously underserved districts. How did ZESCO manage to complete this project at a reduced cost, and what were the key factors contributing to its success?

The Chama and Lundazi electrification come after 60 years of Zambia’s independence. The project was concluded at a reduced cost by

• analysing the actual project portfolio, which, according to the owners’ engineers’ estimates, was way above the cost of the signed-off contract. This contract was cancelled, and the entire project was revisited.

• From the analysis, there was adequate equipment from other rehabilitation and upgrade works that released enough equipment.

• ZESCO is determined to become the owner-engineer of the project and also to use as much equipment released from other projects into the project.

• ZESCO assembled engineers to manage the project and mobilised resources inhouse with a few patch-up procurements to execute the project.

• The initial estimate of the project was $ 54 million. The final cost of the project was USD 15 million.

Renewable energy has been a key area of emphasis for you. How do you envision the integration of renewable energy solutions into Zambia’s energy mix, and what steps has ZESCO taken under your leadership to advance this agenda?

• ZESCO has been proactively engaging all potential independent power producers in renewable energy with the thrust to have optimal penetration in the Zambian electricity supply industry. The energy mix is capped at 30% for this time as baseload power development enhances side by side. Further power developers or individuals with capacity can also develop micro-generators up to 5 MW with minimum restrictions. ZESCO therefore has to have mini-national control over microgeneration for optimal operations and enhanced safety.

There’s been talk about streamlining the investment process to attract both domestic and foreign investment in energy generation, particularly in renewables. Could you outline the steps ZESCO is taking to simplify this process and encourage investment in the energy sector?

Attaining economic tariffs is key for the nation. This will then attract investors with a clear mindset to invest and recoup their investments. ZESCO commenced a journey to attain economic tariffs for the nation. In liaison with the Zambian Energy Regulatory Board, a multi-year tariff framework has been developed and has since been implemented. This shall generate an adequate appetite for the would-be developers.

Improving customer service experiences is often a priority for utility companies. What initiatives has ZESCO undertaken to enhance its customer service under your leadership, and what improvements have been observed?

• The ZESCO Call Centre has been optimized. Now operating above 90% efficiency from 4% in 2021

• More interaction platforms, like phone applications and even USSD codes, have been developed to make it easy for customers to go on with their businesses with minimum hustles.

Human capital development is crucial for organisational growth. How does ZESCO invest in employee development, and what specific training programmes or initiatives have been implemented to enhance the skills of its workforce?

ZESCO has a spread among all professionals as a power utility. The cross-section of this workforce demands a versatile learning and development unit that continually evaluates and programmes suitable skill acquisitions for variant staff. A learning and development business unit has been setup with skills aligned to what the power utility rides on.

ZESCO’s role extends beyond national borders, contributing to regional electricity supply. How do you envision strengthening regional partnerships to enhance energy access within the Sub-Saharan region, and what collaborative efforts is ZESCO currently engaged in?

ZESCO Limited intends to have all its neighbours interconnected through it being the central hub. These efforts are being pursued and clinically followed through. To the north, power system interconnections are in the development stages, with one fully funded into Tanzania and the others (three) into the Democratic Republic of the Congo. (i) One is in service and (ii) Two are in the private developmental stage.

To the south, a powerful interconnection facilitating trade through Zambia from the southern part of Africa has been in existence since the late 1960s and has since been reinforced. To the east, into Malawi and Mozambique, studies are underway to actualize the development of the interconnections.

Further, cordial relations bilaterally and through the South African Power Pool (SAPP) stem ZESCO up to be the unifying factor among the members. The last two years, ZESCO was chairing the SAPP Executive Committee.

Technological innovation is reshaping the energy sector globally. Could you highlight any ongoing efforts within ZESCO to modernise its infrastructure and integrate new technologies for improved service delivery and efficiency?

ZESCO prides itself on being a leading company in using technology. A few of the highs include, but are not limited to

• Use of smart metreing allows for both remote metre readings and an improved revenue cycle.

• Use of modern monitoring and control systems for the local and national control centres for power system monitoring and operations

• Having an improved telecommunications infrastructure through the use of fibre networks throughout the country

• Having a well-invested cyber security system

• Enhanced online financial payouts and receipts

• Interactions with customers through the website, mobile phone apps, and USSD codes

Financial restructuring is often necessary for long-term sustainability. What broader financial restructuring plans is ZESCO undertaking, and how does it align with the organisation’s goals and objectives under your leadership?

The debt restructuring has been a key performance indicator for ZESCO Limited. The current liabilities affecting the corporation’s cash flow are the worst enemies of progress. The short-term debt constituted circa US$1.8 billion from various independent power producers. This has been methodically dealt down to below US$480 million as of March 2024.

The other debt locked up on lent loans to the national power utility shall be converted to equity by the shareholders, while the other payable debt (US$1.4 billion) shall be managed once the final national IMF scheme of things works out. Community engagement is crucial for fostering positive relationships with the communities served by ZESCO. How does ZESCO prioritise community engagement, and what initiatives or outreach programmes

have been particularly impactful during your tenure as Managing Director?

ZESCO seriously considers outreach programmes to ensure that the community understands the importance of

• Safeguarding the power system infrastructure against so much vandalism and risking the security of power supplies. The scourge of vandalism has activated more involvement with the youthful communities and home security services to deter

• Ensuring that programmes supporting the communities where critical installations are habitat are. Some facilities built and operated by ZESCO include public schools, clinics, and recreation centers. These arrangements facilitate ZESCO’s commitment to not only bettering the livelihoods of communities but also ensuring good will for the national power utility.

ZESCO has been proactively engaging all potential independent power producers in renewable energy with the thrust to have optimal penetration in the Zambian electricity supply industry

LANRE GBAJABIAMILA

DG/CEO, National Lottery Regulatory Commission, Nigeria

Elevating Nigeria’s Lottery Standards: An Exclusive with Lanre Gbajabiamila, DG NLRC

transparency, fairness, and effective stakeholder engagement. Today, he stands at the helm of Nigeria’s lottery industry, guiding it through transformative reforms and technological advancements aimed at fostering responsible gaming and industry growth.

I focused on building strong partnerships with state regulatory bodies, collaborating with law enforcement agencies to combat illegal activitiesgaming

Welcome to an exclusive interview with Mr. Lanre Gbajabiamila, the dynamic Director-General and CEO of the PresidencyNational Lottery Regulatory Commission (NLRC). With a career journey that spans the United States and Nigeria, Mr. Gbajabiamila has carved out a reputation for visionary leadership and regulatory acumen within the gaming industry. His diverse experiences, from consulting to senior management roles, have profoundly shaped his approach to regulatory governance, emphasising

In this insightful conversation, Mr. Gbajabiamila reflects on his tenure at the Lagos State Lotteries Board, where he introduced groundbreaking initiatives that redefined Nigeria’s gaming landscape. He discusses the challenges and triumphs of transitioning to a national regulatory role, the implementation of stringent measures to enhance transparency and accountability, and the strategic partnerships that have been pivotal in achieving regulatory objectives. From spearheading the launch of innovative technologies to promoting international standards, Mr. Gbajabiamila shares his vision for elevating the Nigerian lottery industry

on the global stage and ensuring its sustainable development. Join us as we look into the mind of a leader committed to driving excellence and integrity in the gaming sector.

Excerpt:

Your career has seen a diverse trajectory from the USA to Nigeria, spanning roles in consulting and senior management positions. How did these experiences shape your leadership approach, particularly in the context of regulatory governance within the gaming industry?

My journey from the USA to Nigeria and through various roles in consulting and senior management provided me with a comprehensive understanding of the diverse regulatory frameworks and management practices. These experiences have shaped my leadership approach by instilling in me a commitment to transparency, fairness, and effective governance.

In the gaming industry, regulatory governance is paramount to ensuring integrity and protecting stakeholders’ interests. I will say that my background has equipped me with the ability to navigate complex regulatory landscapes, engage stakeholders effectively, and implement policies that promote responsible gaming while fostering industry growth.

Your tenure at the Lagos State Lotteries Board (LSLB) marked a pivotal moment in Nigeria’s gaming landscape. Can you highlight some key initiatives or reforms you introduced during your time as General Manager/ CEO that laid the foundation for your subsequent leadership at NLRC?

During my time at the Lagos State Lotteries Board, we implemented several key initiatives and reforms to enhance the gaming landscape in Nigeria. These included the

introduction of robust licensing frameworks to ensure the integrity of operators, the implementation of stringent regulatory measures to combat illegal gaming activities, and the promotion of responsible gaming practices through public awareness campaigns and educational programs. These initiatives laid the foundation for my subsequent leadership at the NLRC by demonstrating the importance of proactive regulation, stakeholder engagement, and innovation in driving industry growth while safeguarding consumers’ interests.

Transitioning from the LSLB to the NLRC, what were the primary challenges you faced in adapting to a national regulatory role, and how did you leverage your prior experiences to address these challenges effectively?

Transitioning from the LSLB to the NLRC presented challenges in scaling regulatory efforts to a national level and coordinating with diverse stakeholders across the country.

However, my prior experiences equipped me with the necessary skills and insights to tackle these challenges effectively. By leveraging best practices from my time at the LSLB, I focused on building strong partnerships with state regulatory bodies, collaborating with law enforcement agencies to combat illegal gaming activities, and implementing standardised regulatory frameworks to ensure consistency and fairness across the nation.

One of your significant achievements at NLRC has been spearheading regulatory reforms to enhance transparency and accountability within the lottery industry.

Could you elaborate on some of the key reforms you’ve implemented and the impact they’ve had on industry stakeholders and consumers alike?

At the NLRC, we have implemented several regulatory reforms aimed at enhancing transparency and accountability within the lottery industry. These include the introduction of Know Your Customer (KYC), the implementation of strict licensing requirements to ensure the integrity of operators, the establishment of robust enforcement mechanisms to address non-compliance effectively, sensitization and enforcements against underage gaming, the launch of the National Game, ensuring gamers’ protection, and the Central Monitoring System (CMS), which will soon be launched. The CMS will help track lottery transactions in real-time. These reforms have had a positive impact on industry stakeholders by promoting fair competition, preventing fraudulent activities, and enhancing consumer trust in the lottery sector.

Collaboration with stakeholders is crucial in regulatory governance. How have you fostered partnerships with lottery operators, government agencies, and the public to achieve regulatory objectives and ensure industry sustainability?

Collaboration with stakeholders is indeed crucial to achieving regulatory objectives and ensuring industry sustainability. At the NLRC, we have fostered partnerships with lottery operators, government agencies, and the public through regular dialogue, consultation sessions, and collaborative initiatives.

Examples of some of these partnerships are with the Economic and Financial Crimes Commission

(EFCC), the Nigeria Financial Intelligence Unit (NFIU), the Nigeria Police Force, the Nigeria Data Protection Commission (NDPC), the National Information Technology Development Agency (NITDA), and the Federal Ministry of Interior, just to mention a few.

We have engaged lottery operators in the regulatory process by soliciting their input on policy development and seeking their cooperation in implementing regulatory measures. Additionally, we have worked closely with government agencies to align regulatory efforts and leverage resources effectively. Public engagement initiatives, such as public awareness campaigns and consumer feedback mechanisms, have also been instrumental in promoting transparency, accountability, and responsible gaming practices.

Consumer protection is paramount in the gaming sector. What measures have you instituted at the NLRC to safeguard players’ interests and promote responsible gaming practices?

At the NLRC, we have implemented several measures to safeguard players’ interests and promote responsible gaming practices. These include the establishment of strict age verification requirements to prevent underage gaming, the implementation of limits on betting amounts to prevent excessive gaming, and the introduction of self-exclusion programmes to help players manage their gaming habits responsibly. We have also partnered with industry stakeholders to provide educational resources and support services for players at risk of problem gaming. These measures are aimed at ensuring that gaming remains an enjoyable and safe form of entertainment for

all participants.

Technology plays a pivotal role in modernising lottery operations. How have you embraced innovation and technology to streamline processes, enhance security, and improve overall industry performance at NLRC?

The NLRC has embraced innovation and technology to streamline processes, enhance security, and improve overall industry performance. We are on the verge of implementing stateof-the-art lottery management systems to automate regulatory processes, facilitate real-time monitoring of lottery activities, and enhance data analytics capabilities.

Additionally, we have leveraged blockchain technology to enhance the security and transparency of lottery transactions, reducing the risk of fraud and ensuring fairness for all participants. By embracing innovation and technology, we are driving efficiency, transparency, and integrity in the lottery industry while fostering innovation and growth.

Your leadership has garnered recognition both nationally and internationally. How do you envision leveraging this platform to further elevate the Nigerian lottery industry on the global stage, particularly in terms of regulatory standards and best practices?

Nigeria’s gaming industry has evolved beyond leaps and bounds, and we envision leveraging being big players on the global stage by promoting regulatory standards and best practices. This includes actively participating in international forums, collaborating with global regulatory bodies, and sharing our experiences and insights with other jurisdictions. By showcasing Nigeria’s commitment to regulatory

excellence and innovation, we can attract international investment, foster knowledge exchange, and contribute to the development of global best practices in the lottery industry.

In conclusion, what are your aspirations for the future of the Nigerian lottery industry under your continued leadership, and what strategic priorities will you focus on to realise these aspirations?

My aspirations for the future of the Nigerian lottery industry under my continued leadership are centred on fostering sustainable economic growth, promoting responsible gaming, and enhancing transparency and accountability. To realise these aspirations, my strategic priorities will include strengthening regulatory frameworks to adapt to evolving industry trends, leveraging technology to enhance regulatory efficiency and security, and fostering collaboration with stakeholders to promote industry sustainability.

I will also prioritise consumer protection initiatives, public awareness campaigns, and educational programmes to ensure that gaming remains a safe and enjoyable form of entertainment for all Nigerians. Through these efforts, I am confident that we can build a vibrant and thriving lottery industry that contributes positively to the socioeconomic development of Nigeria.

MOHAMMED M. SHERIF

DG/CEO,

TRANSCO CLSG, Liberia

With a strategic vision grounded in collaboration and innovation, Sherif has not only revolutionised the energy landscape but also cross-borderpioneered cooperation, laying the groundwork for economic growth and social development

Energy Maverick: Mohammed M. Sherif’s Trailblazing Journey

In an exclusive interview, we look into the visionary leadership and unparalleled achievements of Mohammed M. Sherif, the Director General and CEO of TRANSCO CLSG, based in Monrovia, Liberia. As one of the foremost voices driving sustainable energy solutions and regional integration, Sherif has spearheaded transformative projects across Africa and the Caribbean, earning recognition on global platforms including ALM’s List of the Top 40 African and Caribbean Business Leaders for 2024. With a strategic vision grounded in collaboration and innovation, Sherif has not only revolutionised the energy

landscape but also pioneered cross-border cooperation, laying the groundwork for economic growth and social development.

Join us as we uncover the insights, experiences, and future aspirations of this trailblazer, exploring the profound impact of Sherif’s endeavours on energy security, economic prosperity, and the well-being of millions. From navigating complex international collaborations to fostering public-private partnerships, our interview offers a rare glimpse into the strategic thinking and dynamic leadership driving positive change in the global energy arena.

Excerpt:

To achieve a 99 percent implementation rate for the CLSG interconnector, we prioritised hiring skilled professionals, fostering ownership among team members, and leading by example

Congratulations on your inclusion on ALM’s List of the Top 40 African and Caribbean Business Leaders for 2024! How does this recognition reflect on the achievements of TRANSCO CLSG under your leadership, and what does it mean for you personally?

Thank you for the kind words and recognition from ALM as one of the Top 40 African and Caribbean Business Leaders for 2024. This honour is significant for my team and our work at TRANSCO CLSG. It represents more than just an individual accolade. It underscores a major accomplishment by TRANSCO CLSG as a whole, showcasing our successful implementation of integrated cross-border projects, coordinated collaboration, and continued mission to promote regional energy integration. This award acknowledges our contributions to stabilising the energy supply and its tangible benefits to millions of people in Côte d’Ivoire, Liberia, Sierra Leone, and Guinea. Personally, it reinforces my belief in the power of effective leadership and achievement in largescale infrastructure projects. It also amplifies my responsibility to advance sustainable and inclusive growth programmes, not only for the awarded project but also for future endeavours.

Can you share the key steps and challenges in developing and implementing successful strategic documents, such as the Poverty Reduction Strategy Paper and the Agenda for Transformation, that laid the groundwork for your leadership at TRANSCO CLSG?

The development of the PRSP and the Agenda for Transformation in Liberia involved various steps, including data collection, stakeholder consultations, goal setting, and establishing monitoring frameworks. Engaging professional staff across government agencies was crucial to fostering teamwork and direction. As the former head of the Chief Economist Office, this experience was invaluable. It shaped my leadership approach at TRANSCO CLSG, emphasising collaborative

leadership and strategic alignment with stakeholders. These documents guided our operational focus, ensuring coherence and effectiveness in delivering results.

Reflecting on your role in coordinating IMF reporting and negotiating new programmes, how did these experiences prepare you for the complex international collaborations required for the TRANSCO CLSG project?

Answer: Coordinating IMF reporting and negotiating programmes provided invaluable skills transferable to managing complex international deavors. While IMF reporting demanded economic analysis and policy formulation, the TRANSCO CLSG project required understanding technical, environmental, and socioeconomic dimensions. Negotiating IMF programmes enhanced stakeholder management and critical thinking, vital for navigating technical complexities in the CLSG project.

As the former energy sector focal person at the Ministry of Finance, how did your deep understanding of the energy sector contribute to the successful execution of the CLSG interconnector project?

My role facilitated coordination between the financial and energy sectors, which is essential for the CLSG project. Ensuring alignment on project goals and financial models mitigated funding challenges. Leading energy policy discussions shaped conducive environments for large-scale projects, overcoming bureaucratic hurdles. Understanding regional energy infrastructure complexities enabled preemptive problem-solving for the CLSG project.

What strategies and management practices did you implement to achieve a 99 percent project implementation rate for the CLSG interconnector across Liberia, Sierra Leone, and Guinea?

To achieve a 99 percent implementation rate for the CLSG interconnector, we prioritised hiring skilled professionals, fostering ownership among team members, and leading by example. Agile methodologies, frequent progress reviews, and clear communication channels ensured adaptability and motivation. Strategic planning, rigorous risk management, and celebrating achievements maintained momentum and accountability, culminating in successful implementation.

Your vision aims to restore affordable electricity to millions in the Mano River Union. Can you discuss the long-term impact you foresee this having on regional economic development and quality of life?

Restoring affordable electricity to the Mano River Union is pivotal for regional development and enhancing quality of life. Leveraging renewable energy resources can ensure sustainable and accessible energy, reduce costs, and promote economic growth. Investing in infrastructure expands energy access, creates jobs, and attracts investments, driving economic development and stability in the region.

How has the CLSG interconnector project fostered greater cooperation among Côte d’Ivoire, Liberia, Sierra Leone, and Guinea, and what are some of the most significant outcomes of this regional collaboration?

The CLSG interconnector project exemplifies successful regional cooperation, enhancing energy security and sustainable development. Notable outcomes include environmental sustainability, improved energy access, and strengthened regional governance. The project sets a precedent for future initiatives, emphasising collaboration, shared goals, and international assistance.

What were the key factors in attracting substantial infrastructure investments for the CLSG project, and how do these investments benefit the member countries?

The CLSG project attracted investments through innovative financing models, regional cooperation, and urgent energy needs. Public-private partnerships and multilateral support facilitated largescale funding, ensuring transparency and accountability. These investments enhance energy security, economic development, and regional cooperation, illustrating the value of collaborative infrastructure projects.

Can you elaborate on the role of publicprivate partnerships in the success of the TRANSCO CLSG project and provide examples of how these partnerships have enhanced project outcomes?

Public-private partnerships were integral to the TRANSCO CLSG project’s success, leveraging private sector expertise and financing. Collaborating with construction and technology companies improved infrastructure reliability and efficiency, demonstrating the efficacy of strategic partnerships in achieving project goals.

You have been invited as a Distinguished Honoree to the African Caribbean Leaders’ Networking Cocktail and CEOs Hall of Fame Induction Ceremony in the Bahamas. How do you plan to leverage this platform to further elevate the mission and achievements of TRANSCO CLSG on a global stage?

The invitation to the African Caribbean Leaders’ Networking Cocktail and the CEOs Hall of Fame Induction Ceremony is an honor. Attending this event presents an opportunity to showcase TRANSCO CLSG’s contributions to the energy sector, fostering strategic alliances and global recognition. Emphasising crossborder collaboration and successful projects can inspire future partnerships and elevate TRANSCO CLSG’s profile internationally.

Leveraging renewable energy resources can ensure sustainable and accessible energy, reduce costs, and promote economic growth. Investing in infrastructure expands energy access, creates jobs, and investments,attracts driving economic development and stability in the region

Bio of Mr. Mohammed M. Sherif, GM, TRANSCO CLSG: An Accomplished Leader in Energy, Economic Policy, and Strategic Organisational Development

Professional Background

Mr. Mohammed M. Sherif is a distinguished professional with extensive experience in managing large-scale multinational projects in the energy sector, particularly in West Africa. Since his appointment as the General Manager of TRANSCO CLSG in September 2014, he has led the successful completion of a 1,303 km, 225 kV power transmission line project worth over US$560 million. This project, connecting Côte d’Ivoire, Liberia, Sierra Leone, and Guinea, is expected to benefit over 20 million people, significantly contributing to their economic development and energy security.

Mr. Sherif’s leadership at TRANSCO CLSG has been marked by his strategic vision in establishing and directing the regional power transmission company. He has demonstrated exceptional skills in organising professional and supportive staff into crossfunctional teams, effectively implementing the CLSG project. His notable achievements include the commissioning of the power line and its associated substations and establishing TRANSCO CLSG’s institutional structure.

Prior to his current role, Mr. Sherif served as Chief Economist, Senior Economist, and Director at the Macro Fiscal Analysis Division, Ministry of Finance, Liberia (2008–

Mr. Mohammed M. Sherif, GM, TRANSCO CLSG

Under Mr. Sherif’s leadership, the CLSG Interconnection Line has become a critical infrastructure for the exchange of mutually beneficial, reliable, and affordable electricity

2014). In these roles, he oversaw economic policy analysis and strategic planning, liaising with various ministries, agencies, and donor partners. His expertise was instrumental in developing Liberia’s macroeconomic models, fiscal analysis of budget programmes, and coordinating economic and fiscal data collection.

Educational Background

Mr. Sherif holds an MA in Economic Policy and Management from the United Nations Institute for Economic Development and Planning, Dakar, Senegal, and a B.Sc. in Statistics from Usmanu Danfodiyo University, Sokoto, Nigeria. He is currently a Cornell MBA candidate (Class of 2025) and has earned several certifications in leadership, management, and financial analysis from prestigious institutions such as Harvard, UC Berkeley, MIT Sloan School of Management, The Wharton School, Duke University, Stanford University, the IMF Institute, and the World Bank Institute.

Professional Achievements

Mr. Sherif’s career reflects his deep commitment to impactful energy projects, robust economic policy development, and strategic organisational leadership. He played a pivotal role in coordinating national efforts that led to Liberia’s debt relief through the Heavily Indebted Poor Countries (HIPC) process. He also led technical negotiations at high-level international development meetings, including those of the West African Monetary Zone (WAMZ), the World Bank, and the International Monetary Fund (IMF).

Recognition and Impact

Following a merit-based screening and a rigorous vetting process by the Board of Directors of the African Leadership Magazine (ALM), Mr. Sherif is being honoured for his exemplary

leadership. He will be recognised at ALM’s annual induction ceremony alongside other top business leaders and executives who exemplify integrity, excellence, and trust and have built globally competitive organizations. This recognition underscores Mr. Sherif’s role in transforming his region into a fastgrowing economy through strategic leadership and professionalism.

Under Mr. Sherif’s leadership, the CLSG Interconnection Line has become a critical infrastructure for the exchange of mutually beneficial, reliable, and affordable electricity. This fosters economic growth and trade among CLSG member countries and helps consolidate peace in the region. His work has created a power superhighway, enabling energy sharing, resource optimisation, and a significant reduction in reliance on unsustainable sources, paving the way for integrating cleaner energy sources like solar, wind, and hydropower.

Leadership Style

A transformational leader, Mr. Sherif is credited with managing the TRANSCO CLSG project from conception to reality. He continues to harness the skills of a large group of professionals, supportive staff, and consultants, building a highperforming cross-functional team. He is a hands-on, data-driven, and results-oriented leader with a passion for project management, business analytics, macroeconomics and policy analysis, and business development.

Conclusion

Mr. Sherif’s success in the energy sector, coupled with his dedication to economic policy development and strategic leadership, has made a significant positive impact on the lives of millions in the West African sub-region. His work in transmitting quality, reliable, and affordable electricity through the CLSG infrastructure has transformed the energy landscape and fostered sustainable development.

A PROFILE IN INVESTMENT EXCELLENCE: NONSO OKPALA GROUP

MANAGING DIRECTOR, VFD GROUP

Nonso Okpala, a Nigerian entrepreneur, investor, and philanthropist, holds the position of Group Managing Director and Founder at VFD Group Plc, a prominent investment firm listed on the Nigeria Stock Exchange, with operations spanning Nigeria, Ghana, and the United Kingdom. With a background in Marketing from the University of Nigeria, Nsukka, Okpala embarked on his entrepreneurial journey early, establishing his first business while still a university student.

Following stints at KPMG and the BGL Group, he assumed the role of Director of Finance/ Chief Financial Officer at Heirs Holdings Ltd before founding VFD Group in 2009.

Under Okpala’s leadership, VFD Group has witnessed remarkable growth and success, diversifying its portfolio across sectors such as banking, entertainment, capital markets, fintech, international remittance, real estate, and hospitality.

Notably, Okpala serves as a Non-Executive Director at key institutions including the Nigerian Exchange Group (NGX), Central Securities Clearing System Plc (CSCS), Abbey Mortgage bank, and Herel Global, contributing to governance and strategic planning in Nigeria’s financial, capital market, and hospitality industries.

Deeply committed to philanthropy, Okpala channels his support through initiatives like the Chude and Ego Foundation and the OSNON Academy, aiming to provide free, high-quality education to children in Anambra State, recognizing the transformative power of education. Additionally, his passion for African art preservation and the diversification of the creative economy led him to co-found ARTSPLIT, facilitating financial access and ownership benefits for African creatives.

Driven by his vision for youth inclusion and financial market innovation, Okpala continues to pioneer initiatives aimed at bridging market gaps and contributing to the socioeconomic development of the country.

EDITOR’S Pick

King Richard Igimoh f.hd Group editor, African Leadership Magazine

Beyond Office: African Leaders’ Lasting Legacies and Future Paths

Throughout African history, certain leaders emerge as transformative figures whose legacies continue to shape the continent’s trajectory long after they leave office. As we reflect on the achievements of past African presidents and prime ministers, we also anticipate their ongoing contributions towards advancing prosperity and growth within their nations and throughout the continent.

The legacies of former African leaders wield a profound influence on the direction of their nations and the broader continent. From catalyzing economic reforms to spearheading infrastructure advancements and fostering diplomatic alliances, these visionary leaders have left an indelible mark on their countries. Let’s delve into the successes and initiatives championed by the inaugural eleven distinguished figures of the African Leadership Movement (ALM) and contemplate

how they can further contribute to the advancement of their nations and the African continent as a whole.

During his tenure as President of Tanzania, Jakaya Kikwete prioritised poverty reduction, infrastructure development, and diplomatic leadership. His commitment to improving the livelihoods of Tanzanians through expanded access to education, healthcare, and social services underscores his dedication to uplifting the nation’s most vulnerable populations. The launch

of the Big Results Now (BRN) initiative exemplifies his proactive approach to addressing critical sectors like education, health, and agriculture. Furthermore, Kikwete’s diplomatic acumen, evidenced by his role as Chairperson of the African Union and his efforts to broker peace deals in Kenya and Côte d’Ivoire, showcases Tanzania’s commitment to regional stability and cooperation. As a respected elder statesman, Kikwete can leverage his experience and networks to mentor emerging leaders, promote sustainable development initiatives, and advocate for peace and prosperity across Africa.

Jakaya Kikwete, Tanzania (2005–2015)

Olusegun Obasanjo, Nigeria (1999–2007)

Olusegun Obasanjo’s presidency in Nigeria was marked by significant achievements in domestic stability, economic reforms, and international engagement.

As a pivotal figure in Nigeria’s transition to democracy, he played a crucial role in maintaining control of the military and facilitating the country’s first peaceful democratic transition of power. Obasanjo’s efforts to reduce Nigeria’s external debt and implement economic reforms aimed at attracting foreign investment underscore his commitment to fiscal discipline and sustainable development. His infrastructure projects, such as the Kano River Project and thermal plants, have contributed to Nigeria’s economic growth and modernization. Additionally, Obasanjo’s leadership on the global stage, including his involvement in the formation of the African Union and advocacy for human rights, highlights Nigeria’s influence in shaping African and international affairs. As a statesman, Obasanjo can continue to champion good governance, economic empowerment, and conflict resolution efforts in Nigeria and beyond.

Thabo Mbeki, South Africa (1999–2008)

Thabo Mbeki’s presidency in South Africa was characterised by a focus on economic growth, healthcare, education, and African diplomacy. His administration’s policies aimed at boosting economic productivity, attracting foreign investment, and promoting regional integration have contributed to South Africa’s continued economic development.

Mbeki’s leadership in advocating for an “African Renaissance” and fostering peace and stability across the continent reflects South Africa’s commitment to African unity and progress. Despite challenges, such as the handling of the HIV/ AIDS epidemic, Mbeki’s legacy as a proponent of African solutions to African problems endures. As an elder statesman, Mbeki can continue to play a vital role in promoting intra-African trade, conflict resolution, and sustainable development initiatives, leveraging his expertise and influence to advance the African agenda.

Hailemariam Desalegn Boshe, Ethiopia (2012–2018)

Hailemariam Desalegn’s tenure as Prime Minister of Ethiopia left an indelible mark on the country’s development landscape. From economic progress and infrastructure development to regional diplomacy and peaceful governance, his leadership set the stage for Ethiopia’s emergence as a regional powerhouse.

As Ethiopia navigates through a period of transition and growth, Hailemariam’s role as a statesman and advocate for peace and stability remains crucial. By engaging in dialogue, fostering cooperation among diverse communities, and promoting inclusive development, he can continue to contribute to Ethiopia’s journey towards prosperity and unity. His legacy of leadership and commitment to the greater good will continue to inspire generations to come.

Ellen Johnson Sirleaf, Liberia (2006–2018)

Ellen Johnson Sirleaf’s historic presidency in Liberia as the first female head of state in Africa was marked by achievements in gender equality, peacebuilding, and economic recovery. Her establishment of the Truth and Reconciliation Commission and pursuit of justice and reconciliation initiatives following Liberia’s civil war exemplify her commitment to healing national wounds and fostering social cohesion. Sirleaf’s Nobel Peace Prize recognition for her advocacy for women’s rights and her leadership in rebuilding Liberia’s economy underscore her global influence and impact. As a trailblazer and advocate for women’s empowerment, Sirleaf can continue to champion gender equality, good governance, and conflict resolution efforts in Liberia and across Africa, inspiring future generations of leaders.

Alpha Condé, Guinea (2010–2021)

Alpha Condé’s presidency in

Guinea marked a significant milestone as the country’s first democratically elected president. His focus is on economic stability, infrastructure development, and poverty reduction initiatives aimed at uplifting Guinea’s citizens and fostering inclusive growth. Condé’s efforts to attract foreign investment and implement economic reforms have positioned Guinea as a key player in the region’s economic landscape. Despite challenges, such as allegations of authoritarianism and human rights abuses, Condé’s legacy as a democratic leader and advocate for development endures. As Guinea navigates its post-election transition, Condé can play a pivotal role in promoting national reconciliation, democratic governance, and sustainable development, ensuring a brighter future for Guinea and its people.

President Uhuru Kenyatta, Kenya (2013–2022)

President Uhuru Kenyatta’s tenure in Kenya was marked by a series of ambitious projects and remarkable achievements that significantly impacted the nation’s infrastructure, economy, and social development. From the NairobiMombasa Standard Gauge Railway to the doubling of Kenya’s GDP, his legacy is etched in the fabric of the country’s progress.

As President Kenyatta transitions into a new phase of public service, he possesses invaluable

experience and insights that can be leveraged to address ongoing challenges and capitalise on emerging opportunities. With his proven track record of leadership and vision, President Kenyatta can continue to champion initiatives that promote economic growth, foster innovation, and enhance the quality of life for all Kenyans. Whether through mentorship programmes, advocacy for sustainable development, or investment in education and healthcare, his contributions to Kenya’s future remain vital.

Ian Khama, Botswana (2008–2018)

Ian Khama’s presidency in Botswana was characterised by a steadfast commitment to democratic governance, economic diversification, and environmental conservation. His initiatives in promoting political stability, healthcare, education, and wildlife conservation have left an indelible mark on the country’s development trajectory.

As Botswana seeks to build on its successes and address emerging challenges, Ian Khama’s experience and leadership can provide invaluable guidance and inspiration. Through advocacy for sustainable development, conservation efforts, and the promotion of regional cooperation, he can continue to be a driving force for positive change in Botswana and beyond.

Danny Faure, Seychelles (2016–2020)

Danny Faure’s presidency in the Seychelles was characterised by a strong commitment to transparency, social justice, and economic reforms. His initiatives in promoting good governance, healthcare, education, and sustainable fisheries have had a lasting impact on the country’s development agenda.

As Seychelles charts its course towards a sustainable and resilient future, Danny Faure’s leadership and vision remain instrumental. Through continued engagement in promoting transparency, supporting social welfare programmes, and advocating for environmental conservation, he can contribute to the Seychelles’ efforts to build a more equitable and prosperous society.

Thomas Boni Yayi-BBenin (2006–2016)

Thomas Boni Yayi’s presidency in Benin was characterised

by significant strides in good governance, anti-corruption efforts, and social development. His initiatives in strengthening democratic institutions, combating corruption, and promoting education and healthcare have left a lasting legacy on the country’s governance and development landscape.

As Benin continues its journey towards prosperity and progress, Thomas Boni Yayi’s role as a champion of good governance and social justice remains paramount. Through advocacy for transparency, support for grassroots initiatives, and promotion of inclusive development, he can continue to inspire positive change and empower future generations in Benin and across Africa.

John Kufuor, Ghana (2001–2009)

John Kufuor’s presidency in Ghana was marked by economic reforms, democratic governance, and impactful projects aimed at driving sustainable development. His initiatives in promoting economic growth, democratic values, and healthcare have had a profound impact on Ghana’s development trajectory.

As Ghana seeks to build on its successes and address emerging challenges, John Kufuor’s experience and leadership can serve as a guiding light.

Through advocacy for inclusive growth, support for democratic institutions, and promotion of youth empowerment, he can continue to be a beacon of hope and inspiration for Ghana and the wider African continent.

In conclusion, the legacies of these past African leaders serve as a testament to their dedication, vision, and commitment to the advancement of their nations and the continent as a whole. As they embark on new chapters in their lives, their continued contributions and leadership will be instrumental in shaping Africa’s future for generations to come.

Beyond these that have been stated, former African heads of government can amicably transition into their post-presidential roles; their legacies serve as guiding beacons for future leaders and generations. With their wealth of experience, wisdom, and influence, these statesmen have the power to shape policies, mentor emerging leaders, and advocate for positive change in their countries and the broader African continent. By leveraging their successes, projects, and networks, these elder statesmen can continue to contribute to the advancement of Africa’s development, prosperity, and unity, leaving a legacy of hope and progress for generations to come.

DR. KAILESH KUMAR SINGH JAGUTPAL

Minister of Health and Wellness, Mauritius

Exclusive Interview: Mauritius’ Remarkable Health Leadership Under Dr. Kailesh Kumar Singh Jagutpal

In a rare glimpse into the heart of Mauritius’ COVID-19 response, we delve into an exclusive interview with Dr. Kailesh Kumar Singh Jagutpal, Minister of Health and Wellness, Mauritius, the architect of the island nation’s exemplary health leadership, exploring the strategies that steered the nation through turbulent waters. Mauritius, renowned for its paradisiacal landscapes, has equally captured global attention for its adept handling of the pandemic. Here, we unravel the master plan behind this success story, articulated by the nation’s key health leader.

In this piece, we journey through the heart of Mauritius’ health leadership, uncovering the pivotal strategies that have not only safeguarded lives but have also laid the foundation for a healthier, more resilient future.

Excerpt:

Your adept leadership in navigating the COVID-19 challenges is commendable. Could you outline key strategies that contributed to your success and share lessons learned?

The COVID-19 response in Mauritius benefited from strong leadership, high political engagement, and the active involvement of the WHO, the private sector, and other key stakeholders. Another key success factor was clear, transparent, and consistent communication, including feedback mechanisms to understand public perception, which resulted in good adherence by the population.

Public health measures, such as quarantine, contact tracing, case investigation, isolation of contacts, and mass testing, also contributed to the country’s success in combating COVID-19.

As the National Health Sector Strategic Plan 2020-2024 concludes, could you highlight its pivotal aspects and how it effectively addresses emerging challenges?

The plan, developed in collaboration with the WHO, focuses on improving community, primary, secondary, and tertiary health services. It addresses

various health challenges through 21 thematic areas, involving stakeholders from both public and private sectors. As of December 2023, significant progress has been made, with 61% of identified activities completed.

The HSSP’s alignment with Mauritius Vision 2030 and the Government Programme 2020-2024 is crucial. Could you elaborate on its significant contributions to sustainable development in Mauritius?

The HSSP aligns with Vision 2030 and the Government Programme, ensuring free, affordable, and quality

health services for all. It focuses on promoting health throughout the life course, introducing new policies, upscaling health services, addressing the needs of an ageing population, adopting digitalization, and enhancing accessibility through investments in health infrastructure.

The Government of Mauritius ensures universal health coverage with free quality services, aligning HSSP with Vision 2030 and Government Programme 20202024. HSSP 2020-2024 contributes to sustainable development by:

• Promoting health through the life course, resulting in reduced maternal and neonatal mortality rates.

• Introducing innovative policies like the National HIV Testing Services Policy.

• Upscaling health services, including specialized care for women and children.

• Addressing the needs of an ageing population through the ICOPE Strategic Plan and Geriatric Healthcare Units.

• Adopting a Digitalization Strategy to enhance efficiency and long-term sustainability.

• Investing in health infrastructure to improve accessibility to advanced healthcare services.

The National Cancer Control Programme (NCCP 2022-2025) is a significant milestone in addressing the burden of cancer. Can you share insights into the program’s successes and its contributions to overall health goals?

The National Cancer Control Programme (NCCP 2022-2025) is a pivotal initiative addressing the burden of cancer in Mauritius. By focusing on reducing cancer incidence and mortality, enhancing patient quality of life, and targeting

prevalent cancers like breast, colorectal, prostate, cervical, and lung cancer, it plays a crucial role in overall health goals. Notable successes include robust cervical cancer screening programs and extensive awareness campaigns. Additionally, initiatives such as HPV vaccination drives and the establishment of a state-of-the-art Cancer Hospital signify significant strides in Mauritius’ cancer control efforts.

The plan proactively addresses emerging challenges by following WHO recommendations and engaging stakeholders through a participatory approach. Implementation is monitored by a Ministerial Committee and 21 Thematic Working Groups, ensuring high-level commitment and adaptability to evolving health scenarios.

Could you highlight the achievements and targets of the National Cancer Control Programme (NCCP) 2022-2025 and the National Service Framework for Non-Communicable Diseases (NCDs) 2023-2028?

A: The NCCP aims to reduce cancer incidence and mortality through prevention, early detection, diagnosis, and treatment, including routine vaccination against HPV. The NCD frameworks focus on preventing, detecting, and managing NCDs through comprehensive public health campaigns, screening programs, and robust surveillance systems.

The National Sexual and Reproductive Health Implementation Plan 2022-2027 is crucial for improving sexual and reproductive health (SRH) in Mauritius. Could you elaborate on the plan’s priorities and share some successes achieved so far?

The World Health Organization

(WHO) defines sexual health as a state of physical, emotional, mental, and social well-being related to sexuality. It requires a positive and respectful approach, free from coercion, discrimination, and violence. Good sexual health is fundamental to the well-being of individuals and contributes significantly to the social and economic development of communities.

The Government of Mauritius ensures universal health coverage with free quality aligningservices, HSSP with Vision 2030 and Government Programme 2020- 2024

African Leadership Magazine Unveils the Top 25 African Finance Leaders’ 2024

TOP 25

African Finance Leaders’ 2024

The African Leadership Magazine (ALM) is pleased to announce the editorial list of the Top 25 African Finance Leaders’ 2024, showcasing excellence within the continent’s financial sphere. This edition of the editorial listing features a distinguished group of individuals, including visionary finance ministers, astute central bank governors, meticulous accountants and auditors general, dynamic CEOs, and influential leaders’ of commercial banks, representing various segments of Africa’s financial sector. Together, they exemplify the resilient and transformative power driving Africa’s economic growth and development.

The list serves as a distinctive acknowledgement and recognition of leadership, achievements, and stewardship within the African financial sector, highlighting the outstanding contributions of finance ministers, central bank governors, and leaders’ across the broader financial landscape. Through adept stewardship and the implementation of robust fiscal and macroeconomic policies, they have made significant strides in enhancing

national economic prospects and fostering business growth despite formidable challenges. This compilation spotlights and honours individuals who have showcased exemplary capabilities in driving economic growth, resilience, and accountability, thereby ensuring stability within their respective economies and, by extension, the continent.

The selection process for the list involved a two-step points-based procedure, including nominations by our global pool of writers and experts in the African banking and finance industry. Subsequently, our editorial board conducted a thorough review of the nominations and submissions, considering supporting evidence and voting criteria to determine the final list of the ALM Top 25 African Finance Leaders 2024.

The formal celebration of the listees took place during the African Finance Leaders’ Networking Cocktail at the United States Capitol, Washington, DC, USA, on April 19, 2024, on the margins of the annual World Bank Group/IIMF 2023 Spring meetings.

Akinwumi Adesina, President, African Development Bank (AfDB)

Benedict Oramah, President, African Export-Import Bank (Afreximbank)

Rindra Rabarinirinarison, Minister of Economic and Finance, Madagascar

Enoch Godongwana, Minister of Finance, South Africa

Vera Daves de Sousa, Minister of Finance, Angola

Simphiwe

S.E.M.

Rogério Lucas Zandamela, Governor, Central Bank of Mozambique

Hassan Abdalla, Governor of the Central Bank of Egypt

Ilyas Moussa Dawaleh, Minister of Economy, Finance, and Industry, Djibouti

Audace Niyonzima, Minister of Finances, Budget, and Economic Planning, Burundi

Abdellatif Jouahri, Governor, Bank AlMaghrib

Abdirahman M. Abdullahi, Governor, Central Bank of Somalia

Tshabalala, CEO, Standard Bank Group, South Africa

Gabriel Mbagá Obiang Lima, Minister of Planning & Economic Diversification, Equatorial Guinea

Renganaden Padayachy, Minister of Finance, Economic Planning, & Development, Mauritius

Kennedy Bungane, CEO, African Bank South Africa

Sonny Zulu, Managing Director/CEO, Standard Chartered Bank Zambia

Tony O. Elumelu, Chairman, Heirs Holding, Nigeria

Abdulmajid Mussa Nsekela, CEO, CRDB Bank Plc, Tanzania

James Alic Garang, Hon. Governor, Bank of South Sudan

Óscar Humberto Évora Santos, Governor, Bank of Cape Verde

Adesola Kazeem Adeduntan, Fmr. CEO, First Bank of Nigeria Plc

Jean-Claude Kassi Brou, Governor, Central Bank of West African States

Ernest Addison, Governor, Bank of Ghana

Olayemi Cardoso, Governor, Central Bank of Nigeria (CBN)

Ahmed Shide, Minister of Finance, Ethiopia