WHY SPECIAL ECONOMIC ZONES SUCCEED, AND WHY SOME FAIL FOR ECONOMIES TO PROSPER, BUSINESS SCHOOLS NEED TO PROSPER
Collaboration among African business schools is making them stronger
BRIDGING THE DIGITAL DIVIDE
Solutions are available, says the British Council THE PATH TO GREEN GROWTH
African economic expansion need not threaten global-carbon target
BUILDING ON AN IMPRESSIVE TURNAROUND
In reviving Daybreak Foods’ fortunes, CEO RICHARD MANZINI is deploying a blend of appropriate technology and motivated people
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The Journal of African Business
A unique guide to business and investment in Africa.
Welcome to The Journal of African Business. Since the inaugural issue was published as an annual in 2020, the quarterly format has been adopted, giving our team more opportunities to bring to readers up-to-date information and opinions and offering our clients increased exposure at specific times of the year.
We cover a broad range of topics, ranging from energy, agriculture, manufacturing and mining to tourism and skills development.
The year 2024 has been a big one for elections. The Brookings Institution, a research body, calculates that 22 African countries will have held “some form of electoral contest” by the end of the year, whether at local, regional or national level. The Botswana Democratic Party (BDP), which had ruled Botswana since independence, was ousted and South Africa’s party of liberation, the African National Congress, was forced to find coalition partners to stay in government after it failed to win a majority.
Food security continues to be a critical concern so it is heartening to learn that Daybreak Foods, a poultry producer in South Africa, is thriving again after tough times. An initiative to research and develop ancient seeds in Nigeria is the subject of another article that relates to food security. A new grain-processing and training facility has been established in Kano by Bühler and Flour Mills of Nigeria.
A feature article on the characteristics of successful Special Economic Zones also interrogates why some fail. The SEZ model is widely followed but the results are mixed and international competition is intense.
Editor: John Young
Publishing director: Chris Whales
Managing director: Clive During
Online editor: Christoff Scholtz
Designer: Tyra Martin
Production: Ashley van Schalkwyk
Account managers: Chris Hoffman, Venesia Fowler, Tennyson Naidoo, Sam Oliver, Tahlia Wyngaard, Gavin van der Merwe, Graeme February, Shiko Diala, Gabriel Venter and Vanessa Wallace
Distribution & circulation manager: Edward MacDonald
Collaboration is proving to be useful ignition fuel for some of Africa’s business schools. The Association of African Business Schools (AABS) is finding that more and more schools are looking to learn from one another.
With most of Sub-Saharan Africa’s population being under the age of 30, the need to solve the digital divide is urgent. Lack of access threatens to deepen socioeconomic inequalities and the British Council is seized with trying to find solutions.
Four articles tackle different aspects of the sustainability debate. The mining sector is the focus of one article that suggests that alternatives to providing power to remote mines are available. Another contribution reports on a Finnish company that has specialist skills in removing metals from water.
A group of researchers in Nigeria is calling for a ban on single-use plastics. The particular focus is the Osun River which has the highest level of microplastics in the world. Finally, an energy professor and a PhD candidate share the results of their research into likely economic outcomes if Africa were to pursue a greener growth path.
Global Africa Network is a proudly African company which has been producing region-specific business and investment guides since 2004, including South African Business and Nigerian Business, in addition to its online investment promotion platform www.globalafricanetwork.com.
No portion of this book may be reproduced without written consent of the copyright owner. The opinions expressed are not necessarily those of TheJournalofAfricanBusinessmagazine, nor the publisher, none of whom accept liability of any nature arising out of, or in connection with, the contents of this publication. The publishers would like to express thanks to those who support this publication by their submission of articles and with their advertising. All rights reserved. Printing: FA Print
The Journal of African Business
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FOREWORD
From the editor’s desk.
PACCI
The Pan African Chamber of Commerce and Industry (PACCI) is the continent’s foremost chamber body.
WOMEN AND YOUTH AND THE AFCFTA
A PACCI perspective, by Norman Moleele, Executive Director, Business Botswana, and Wincate Muthini, Senior Programme Manager at PACCI.
TECHNOLOGY COMBINED WITH PEOPLE FOR SUCCESS
Blending motivated staff with an intelligent application of data was the key to turning around the fortunes of Daybreak Foods, says CEO Richard Manzini.
LOCAL AND ANCIENT GRAINS COULD BE THE SOLUTION
A grain-processing and training facility built by Bühler and Flour Mills of Nigeria promises to develop local grains while addressing food security.
WHY SPECIAL ECONOMIC ZONES SUCCEED
And why some fail. John Young examines some of the factors behind the rise and fall of African SEZs.
FOR ECONOMIES TO PROSPER, BUSINESS SCHOOLS NEED TO PROSPER
Business schools are on the up across the continent, says Jonathan FosterPedley, Chairman of the Association of African Business Schools (AABS).
BRIDGING THE DIGITAL DIVIDE
George Barrett, Country Director South Africa, British Council, tackles the key issues relating to the digital divide in Africa.
FINTECH COMPANY WINS HIGH RANKING
The Financial Times has ranked South African fintech consultancy Elenjical Solutions among Africa’s top 10 fastest-growing software and IT companies.
ACHIEVING MINING RESILIENCE
Long-term energy solutions are available to create sustainability in the mining sector, writes Johan Helberg of Aggreko.
INNOVATIVE WATER TREATMENTS FOR AFRICA
A Finnish company that specialises in removing metals from water has signed a JV to expand in Africa.
BAN SINGLE-USE PLASTICS, SAY RESEARCHERS
Nigeria’s Osun River has the highest level of microplastics in the world. By Yves Vanderhaeghen.
42 44
THE PATH TO GREEN GROWTH
Scenario research concludes that African economic expansion need not threaten global-carbon targets. By Daniel M Kammen and Oluwagbemisola Deborah Akinsipe.
COUNTRY PROFILES
Union of Comoros and the Kingdom of Eswatini.
NEWS FROM ALL AROUND AFRICA
Recent investments, expansions and milestones.
Trident Energy has agreed to acquire Chevron Overseas (Congo) Limited’s stakes in several important oil fields, marking the company’s entry into the Republic of Congo’s energy sector. Trident Energy is an oil and gas company focused on redeveloping mid-life assets. The move is bolstered by Chevron’s production figures from Congo, which stood at 28 000 barrels of oil per day in 2023, together with 9 MMscf/d of gas. By acquiring Chevron’s Congo subsidiary, Trident Energy gains a 31.5% non-operated interest in the Moho-Bilondo, Nsoko II and Nkossa, pictured, fields and a 15.75% operated interest in the Lianzi field at the maritime border with Angola. Further transactions with TotalEnergies will see Trident Energy acquire an additional 53.5% working interest and operatorship in the Nkossa and Nsoko II fields and divesting a 10% stake in the MohoBilondo field back to TotalEnergies. Chief Executive of Trident Energy ML, Jean-Michel Jacoulot, said, “This deal represents an exciting new chapter in Trident Energy’s growth story and strengthens our presence and capabilities in Africa.”
CORRUPTION IS BIGGEST CONCERN OF AFRICAN YOUTH
The 2024 African Youth Survey reports that young Africans see corruption as the biggest barrier to their chances of having a better life. They are dismissive of the weakness of governments in dealing with corruption and consequently, nearly 60% are considering emigration within the next five years. The 2024 survey is the third of these biennial surveys to be funded by the Ichikowitz Family Foundation. For this edition, 5 604 people aged between 18 and 24 in 16 countries were interviewed. Another major finding relates to faith in democracy: 69% still believe in it but 60% want a system with more African characteristics and nearly one third of respondents think that autocratic rule might be acceptable in certain circumstances. Jobs and the lack of jobs is a big concern and many feel that foreign countries are benefitting from the continent’s mineral wealth to the detriment of locals. China is the foreign country with the most positive perception and a majority blame the West for the Russia-Ukraine war.
AFFORDABLE MEDICAL OXYGEN THROUGH TECHNOLOGY
GOOGLE LANDS IN ZAMBIA
Zambia’s Ministry of Technology and Science has signed a Memorandum of Understanding with Google Cloud to develop a Centre of Excellence at the University of Zambia (UNZA). The centre and Zambia will be connected to UMOJA, a fibre-optic project which will run from Kenya through South Africa to Australia. The Zambian government has been making incentives available to investors in the ICT sector. Since they were introduced in 2023, Internet penetration in the country has risen from 53% to 64%.
Technology and Science Minister Felix Mutati said at the MoM signing ceremony that the private sector has laid 5 000km of fibre-optic cable in that time, bringing the total to 25 000km of cable laid since Zambia achieved independence in 1964. Having already connected 150 institutions in Zambia to high-speed Internet, the Zambia Research and Education Network will play an important role in the new project. ZAMREN is a university entity.
When a Kenyan medical-grade oxygen manufacturer found that costs were going through the roof during the Covid epidemic, it decided to switch to Air Separation Unit (ASU) technology, which is not only cheaper but also more energy-efficient. Nairobi-based Hewatele (“abundant air” in Swahili) is a social enterprise that produces and supplies medical oxygen to Kenya’s healthcare system. The first production plant was opened in 2014, providing oxygen to several counties across Kenya. Ten years on, Hewatele has scaled its operations to five production plants in Kenya and one in Uganda, supplying more than 150 medical facilities. In support of capital-raising efforts to transform the manufacturing processes, Hewatele also needed to upgrade its computer software. VC ERP Consulting was chosen to design and deploy the ERP solution, which includes the flagship S/4HANA Cloud. Phase One focussed on financial, inventory and manufacturing processes. A second phase will cover the remaining areas of the business. Operations were streamlined and decision-making improved by providing real-time insights into key business processes.
THE PAN AFRICAN CHAMBER OF COMMERCE AND INDUSTRY
Ushering in a new era of intra-continental trade.
TThe Pan African Chamber of Commerce and Industry (PACCI) is the continent’s foremost chamber body. Driven by the goal to promote Africa’s economic integration through sustainable growth, PACCI strives to foster an environment where commerce and sustainability coexist harmoniously.
Established in 2009, PACCI serves as an independent, non-profit organisation dedicated to advocating for public policies that promote continental economic integration, competitiveness and sustainable growth. As the largest and most influential business association in Africa, PACCI operates through more than 50 national chambers of commerce, leveraging their collective strength to foster a prosperous business environment across the continent.
Our vision is clear: to be the recognised voice of African businesses and a valuable resource to our members. We are committed to transforming Africa into a vibrant hub for commerce, manufacturing and service industries, characterised by:
Economic empowerment: We are committed to promoting the well-being of African businesses, enhancing intra-African trade and improving the productive capacity of enterprises across the continent.
Sustainability and innovation: We advocate for a green transition and climatechange readiness, ensuring businesses are sustainable and prepared for the future. Our initiatives support gender-responsive policies and the integration of youth, which are crucial for holistic economic growth.
Technology and accessibility: Through our Chamber Africa Connect initiative, we are digitising and diversifying services to make business operations more efficient and accessible, preparing our members for the digital age.
Inclusive growth: We ensure that the benefits of trade liberalisation contribute not only to economic growth but also to environmental protection and the creation of sustainable employment opportunities.
Contact Details
Gulf Aziz Building 4th Floor 402, Bole, Addis Ababa, Ethiopia
Headquartered in Addis Ababa, Ethiopia, with service desks in Ghana, Kenya and Dubai, PACCI serves as a pivotal force in driving these changes, fostering an environment where commerce and sustainability coexist harmoniously.
As we move forward, our mission remains steadfast: to empower African businesses to thrive and expand, paving the way for a prosperous and inclusive economic future.
Collaboration, partnership and collective ingenuity
The Pan African Chamber of Commerce and Industry seeks to work with business chambers and other stakeholders in navigating the African business landscape by working together and seeking new ways.
In the pursuit of our overarching goal to foster a united and thriving African business landscape, PACCI’s canvas for collaboration serves as the foundational bridge that connects our diverse stakeholder: businesses, chambers, policymakers, development partners and civil society.
Focus 2024-2026
• Boosting intra-Africa trade
• Improving productive capacity and business competitiveness
• Support business to be more resilient to climate impacts
• Gender-responsive entrepreneurial environment
• Chamber Africa Connect which aims to deliver real-time connectivity to every chamber of commerce in Africa where business, consultants and media professionals can engage with each other and undertake digital trade to boost intra-African trade.
PACCI’S PERSPECTIVE ON THE AFCFTA PROTOCOL ON DIGITAL TRADE
By Kebour Ghenna, Executive Director, PACCI, and Makeda Mulushewa, Consultant, PACCI.
The Protocol on Digital Trade under the African Continental Free Trade Area (AfCFTA) represents a significant opportunity to foster a digitally integrated African continent. However, from the perspective of the Pan African Chamber of Commerce and Industry (PACCI), it is essential to recognise the opportunities and challenges this presents for African countries.
The protocol aims to facilitate cross-border digital transactions, enhance interoperability and build a digital economy across Africa. Nevertheless, unless carefully implemented, there is a risk that it could perpetuate dependency on advanced economies for technology and infrastructure, limiting Africa’s control over its digital future.
The key issue here is Africa’s ability to develop an autonomous digital ecosystem that does not solely rely on external technology providers. While the protocol sets commendable objectives of creating harmonised rules and promoting digital trade, several shortcomings could hinder Africa’s longterm economic sovereignty and sustainable development.
Key shortcomings
Dependence on external technologies and infrastructure: The protocol encourages the adoption of international standards and technologies but lacks emphasis on promoting indigenous African technologies. Without focused efforts to build local capacity in digital infrastructure, African countries may remain overly dependent on foreign technology providers.
Local innovation and industrialisation: The protocol lacks provisions to foster local innovation and digital industrialisation within Africa.
Inequitable data governance framework: The cross-border data transfer provisions of the protocol favour the free flow of data, but many African countries lack robust data-governance frameworks. This leaves the continent vulnerable to losing control over valuable data to global tech giants, exacerbating economic inequalities. Africa risks becoming a raw-data provider while foreign companies extract economic value.
Vulnerability to cybersecurity threats: Africa’s digital ecosystem remains fragile and the continent is vulnerable to cybersecurity threats. The protocol does not go far enough in building Africa’s capacity to protect its digital infrastructure.
Develop a continental digital-sovereignty strategy: African countries need to prioritise digital sovereignty by creating a strategy that emphasises
the development of indigenous technologies, infrastructure and platforms. This strategy should involve significant investment in African digital research and development to ensure that Africa becomes not just a consumer but also a producer of digital technologies.
Promote indigenous digital industrialisation: The AfCFTA should champion policies that encourage digital industrialisation across the continent. By building Africa’s capacity to produce its own digital goods and services, the continent can create sustainable value chains and reduce reliance on imports from developed countries. Tax incentives, grants and financing options should be made available to startups and SMEs developing digital products, software and e-commerce platforms specifically designed for African markets.
Strengthen data sovereignty and build local data centres: Africa should prioritise data sovereignty by building local and regional data centres to ensure that African data is stored and processed within the continent. The protocol should include provisions requiring foreign companies to store data in Africa and engage in equitable data-sharing practices.
Create an African digital-standards body: The AfCFTA should establish an African digital-standards body to develop and enforce standards specifically tailored to the continent’s needs.
Invest in cybersecurity and skills development: The AfCFTA should mandate the creation of a continental cybersecurity framework with significant investments in building cybersecurity infrastructure and skills.
Ensure equitable access for all African nations: The AfCFTA should facilitate the equitable distribution of digital infrastructure across the continent. A digital infrastructure fund could be established to support less-developed countries in building robust Internet connectivity, cloud storage and digital payment systems.
The Protocol on Digital Trade under the AfCFTA has the potential to transform Africa’s economic landscape by enabling intra-African digital trade and fostering digital inclusion. However, unless the critical shortcomings related to external dependency, lack of local innovation, weak data governance and cybersecurity vulnerabilities are addressed, the protocol risks reinforcing Africa’s position as a consumer, rather than a creator, of digital products and services.
The Pan African Chamber of Commerce and Industry calls for a more radical, Africa-centred approach that emphasises digital sovereignty, local industrialisation, and robust data protection to ensure that Africa fully benefits from the digital economy and emerges as a leader in global digital trade.
ENHANCING THE ROLE OF WOMEN AND YOUTH IN TRADE UNDER THE AFCFTA
A briefing document from the Pan African Chamber of Commerce and Industry. Authors: Wincate M Muthini, Senior Programme Manager at PACCI, and Norman Moleele, the Executive Director of Business Botswana.
TThe African Continental Free Trade Area (AfCFTA) is a landmark initiative aimed at creating a unified and competitive market across Africa, with the potential to drive economic growth, increase trade and foster regional integration.
However, for the AfCFTA to fulfill its promise of inclusive and sustainable development, it must actively address the structural challenges faced by marginalised groups – particularly women and youth. The Protocol on Women and Youth in Trade under the AfCFTA seeks to address these challenges by providing a framework to empower women and youth as key drivers of economic growth across the continent.
The Pan African Chamber of Commerce and Industry (PACCI), which represents the voice of businesses across Africa, sees the protocol as a critical step towards creating a more inclusive trade environment. The protocol’s commitment to promoting equality, enhancing market access and providing support for women and youth-led businesses is aligned with PACCI’s goals of fostering a competitive and business-friendly environment across Africa. However, PACCI also recognises that additional steps are necessary to ensure the effective implementation of the protocol and to address the deeper economic and social challenges that women and youth face.
In this brief note, PACCI highlights the key contributions of the Protocol on Women and Youth in Trade and proposes areas where further actions are needed to ensure the protocol’s success and maximise its impact.
Addressing structural inequality
The protocol’s emphasis on affirmative action and the elimination of discrimination against women and youth is a vital step in levelling the playing field. Women and youth have long been excluded from formal trade activities due to systemic barriers such as limited access to finance, skills and market information.
By providing targeted interventions and capacity-building programmes, the protocol helps to ensure that women and youth are not left behind as Africa’s trade landscape evolves. PACCI strongly supports these efforts and emphasises the importance of complementary national policies that address broader social inequalities, such as land ownership, education and labour market participation for women and youth.
Formalising informal trade
PACCI recognises that the majority of women and youth in Africa participate in the informal economy, which often leaves them vulnerable to exploitation and economic instability. The protocol’s focus on integrating informal cross-border traders into formal markets is critical for improving their economic security and expanding their access to opportunities.
However, PACCI advocates for a gradual and inclusive approach to formalisation. Governments must reduce bureaucratic hurdles, offer incentives for formalisation and ensure that informal traders are not unduly burdened by new regulations. Additionally, tailored support programmes should be established to assist informal businesses in transitioning to the formal economy. To promote inclusive growth, the AfCFTA competition policy should mandate the inclusion of womenled, youth-led and rural enterprises in all trade and market-access initiatives. This could be achieved through binding quotas that require large corporations to source a certain percentage of their inputs from businesses owned by these groups. Further, a continent-wide programme could be established to train and empower women and youth entrepreneurs, equipping them with the skills, resources and networks needed to thrive in the AfCFTA market. This approach would ensure that economic opportunities are distributed more equitably, helping to reduce social and regional disparities.
Fostering value addition and innovation
The protocol rightly identifies value addition and innovation as key strategies for increasing the competitiveness of women and youth in trade. By promoting the integration of women and youth into regional and continental value chains, the protocol enhances their ability to compete in higher-value markets. PACCI believes that this approach is essential for driving local industrialisation and reducing Africa’s reliance on raw material exports.
However, it is crucial to ensure that value-addition initiatives are accessible to businesses of all sizes, particularly small and medium-sized enterprises (SMEs). PACCI encourages the establishment of regional innovation hubs, business incubators and technology transfer programmes to help women and youth-led businesses thrive in the competitive global market.
Improving access to finance
The protocol’s commitment to improving access to affordable finance for women and youth is one of its most significant contributions. Many women and youth-led businesses struggle to secure the financing needed to scale up their operations, especially in sectors with high growth potential.
PACCI welcomes the protocol’s efforts to collaborate with financial institutions and establish funding schemes tailored to the needs of women and youth in trade. However, PACCI emphasises that financial solutions should go beyond traditional credit models.
Innovative financial instruments, such as blended finance, crowd-funding and cooperative lending schemes, should be explored to ensure that all businesses –especially those in underserved regions – can access the capital they need to grow.
Enhancing digital trade
In an increasingly digital world, access to technology and digital platforms is essential for businesses to succeed in regional and global markets.
The protocol’s focus on digital trade and providing women and youth with the tools and knowledge to engage in online trading is a forward-thinking approach that aligns with PACCI’s vision of a digitally-enabled Africa.
However, for digital trade to be truly inclusive, PACCI urges governments to invest in digital infrastructure, particularly in rural areas, and to provide affordable Internet access. Furthermore, digital literacy programmes should be implemented to ensure that women and youth have the skills to leverage digital platforms effectively.
Simplifying trade processes
The protocol’s emphasis on reducing non-tariff barriers and simplifying trade processes for women and youth in cross-border trade is a necessary step in making trade more accessible.
PACCI supports the simplification of documentation, procedures and customs processes to facilitate the participation of small-scale traders. However, PACCI calls for the creation of one-stop trade centres where traders can access all necessary services, including customs clearance, trade-related information and financial services, in one location. This would reduce the time and cost associated with cross-border trade and encourage greater participation by women and youth in formal trade activities.
PACCI’s recommendations for strengthening the protocol
While the Protocol on Women and Youth in Trade is a significant step towards empowering these groups in the context of AfCFTA, PACCI believes that several additional measures are necessary to ensure its success:
• Establish a Continental MSME Development Fund to provide direct financial support and technical assistance to women and youth-led businesses, particularly in underserved regions.
• Create preferential trade schemes and incentives that encourage large corporations to source goods and services from women and youth-led businesses, fostering greater market integration.
• Implement regional value-chain-development programmes to help women and youth access high-value sectors such as manufacturing, agriculture and services.
• Promote public-private partnerships (PPPs) that engage the private sector in capacity-building initiatives for women and youth in trade.
• Monitor and evaluate the protocol’s implementation through regular reporting and consultations with women and youth-led business associations to ensure that their voices are heard and their needs are addressed.
The Protocol on Women and Youth in Trade presents a transformative opportunity to address some of the deep-seated economic challenges that have historically excluded women and youth from Africa’s formal trade activities. By fostering an inclusive trade environment, promoting access to finance and technology and ensuring the protection of vulnerable groups, the protocol aligns with PACCI’s mission of building a more equitable and prosperous Africa. However, its success will depend on how well it is implemented and whether governments, financial institutions and private sector stakeholders can work together to remove the barriers that continue to limit the participation of women and youth in intraAfrican trade.
PACCI remains committed to supporting the implementation of the AfCFTA and advocating for policies that drive inclusive economic growth for all Africans.
Norman Moleele, Executive Director, Business Botswana
Wincate Muthini, Senior Programme Manager, PACCI
Governments need to invest in digital infrastructure, particularly in rural areas, to provide affordable Internet access to women, youth and small businesses.
FINDING THE RIGHT MIX OF TECHNOLOGY AND PEOPLE FOR SUCCESS
Blending motivated staff with an intelligent application of data has been the key to turning around the fortunes of Daybreak Foods, says CEO Richard Manzini, and that combination will help grow the company’s market share in the future.
IIt’s often been said that one should never let a good crisis go to waste. Probably used for the first time by Winston Churchill during World War II, it is a statement that can apply to many scenarios.
The situation facing Richard Manzini when he was appointed as Chief Executive Officer of Daybreak Foods was dire. To the long-running and somewhat predictable problem of loadshedding was added an outbreak of avian influenza which had a huge impact on all of the country’s poultry producers. In order to continue to supply customers, Daybreak Foods had to buy eggs and chicks, an expensive operation.
A third factor was increasing input costs and there was also the fact that the company had not turned a profit for some time. In addition, a company statement put out at the time that Manzini began the restructuring process referred to the fact that “Daybreak Farms’ corporate image had been marred by negative media” related to financial management. The company has since been renamed Daybreak Foods and it is wholly owned by the Public Investment Corporation.
In announcing the appointment of new people in the posts of Chief Commercial Officer, Chief People Officer and Chief Operations Officer to work with Manzini, the company stated that the new appointees would be “focused on reshaping Daybreak Farms’ reputation through the delivery of quality products, ethical operations and positioning the company as an employer of choice”.
In selecting Richard Manzini to lead the company’s revitalisation, the PIC chose an eminently qualified person.
His four degrees range across business, law and science and include an MBA, an MSc and a Master of Management in Finance and Investment from Wits Business School. In the light of those qualifications, Manzini was as well prepared for tackling a financial turnaround as it is possible to be. Add in nearly a decade’s worth of originating, executing and managing private equity, private credit and impact investments in emerging markets for the PIC and a two-year spell as a non-executive director of Southern Farms and it becomes clear that he was almost uniquely qualified for the role of CEO at that time in the company’s history.
This really was a case of “cometh the hour, cometh the man”. Crucial as the decision was to appoint the correct person, Manzini himself is focussed on building a good environment for leadership. As he says, “Daybreak Foods is bigger than me, which is why I want to build an incredible team of experts and individuals around me to make sure I make the right decisions for the people and business.”
The turnaround strategy
Financial controls and improved governance were top of the agenda to turn the Daybreak ship around. With a stronger board in place, clear lines of authority and transparent accounting procedures established, the company can move forward with confidence. Not only confident within itself and among the staff, but also assured that the governance infrastructure will pass muster with the shareholder and any potential investors or customers.
The turnaround strategy has been underpinned by two core pillars: people and data. Get the right people into the right jobs and motivate them. Then make sure that reliable and relevant information is improving operations and making reporting more reliable.
Says Manzini, “The right mix of technology and people will translate into even more growth for Daybreak, and with the strong and dedicated leaders in the various departments I am confident that this growth will be quickly attained and steadily improved.”
Data analytics
The sensible use of data is already making an impact. “We’ve seen significant improvements in supply-chain management, demand forecasting and operational efficiency,” says Manzini. “The data analytics capabilities have enabled us to respond swiftly to market trends and customer needs.”
This has resulted in enhanced decision-making and accountability. “We’ve seen notable improvements in internal controls, audit processes and compliance,” reports Manzini, with a good balance being struck between accountability at all levels and empowerment of staff.
He expands, “It has enabled clear lines of authority, streamlined decisionmaking and fostered a culture of ownership among senior management. This has led to improved productivity, reduced bottlenecks and enhanced collaboration across functions.
“We’ve implemented robust financial management systems, enhanced internal audit processes and established clear policies and procedures. I had to make sure that our financials are valid,
Richard Manzini, CEO of Daybreak Foods.
accurate and complete. These measures have significantly improved our financial reporting, reduced risks and enabled data-driven decision-making.
“It has also sought to give comfort to our stakeholders that use our various reports to make informed economic decisions.” As a result, Daybreak is on track to achieving profitability, with significant progress made in cost management and revenue growth.
People focussed
“I’m proud of each and every one of our employees and excited about our future prospects,” says Manzini, highlighting one of the key features of his management philosophy.
He continues, “Essentially, this business is its people. Not only is it my mission to build a profit-making business, but to build one where people feel free to be themselves, to bring their strengths to table. Even the most junior staff can have opinions that can cause rapid or distinctive improvements within the business, which is why I listen to them as much as I do to my more senior staff.
“The heads of each department spend hours at their post. Their ‘can-do’ attitudes and their easy way of sharing means that every day they teach me more about our business and our operations and they are fully committed to our stated objectives. They are making decisions daily, managing change-management processes and practices without seeming to tire. Because of this elevated level of teamwork, we have seen cost savings, and furthermore, behavioural changes that bodes well.”
The goal is to create an environment where employees are empowered to excel, innovate and grow. Performance-based incentives are set to play a key role in achieving this vision. Creating employment opportunities in local communities and playing a role in supporting local economies is also something Manzini is
Manzini asserts, “Our staff are our greatest asset, and we’re committed to their development and well-being. Staff have embraced development opportunities and I’m proud of their growth. We’ve invested in training programmes, mentorship initiatives and education assistance to support their career aspirations. Our goal is to create a culture of continuous learning and development,” says Manzini.
“I think one of the greatest abilities a leader can have is to connect with people of all levels. To this end I ensure that I am as comfortable with high-powered individuals as I am with the sweepers at the plants. It’s about meeting the needs of Daybreak’s
employees and winning back the community wherein the business operates. Daybreak needs to cement itself and reclaim our market share, at every level.”
Says Manzini, “I have the utmost admiration for my team, they truly deserve the recognition and more importantly, on any platform. I convey my gratitude for the work they have done in steering us to where we are.
“While there is a journey we need to take with Daybreak, I’m clear of what that entails and how we reposition it. I want to remain extra vigilant to the compact we have signed with our employees, the promise of job security and alignment with our principles and values. We care, we make the right business decisions and we make informed decisions.”
In line with the commitment to making a positive impact in the communities that Daybreak Foods serves, the company has launched the Youth Employment Service (YES) programme, a strategic initiative aimed at addressing the pressing unemployment challenge in South Africa. The first phase of the partnership with the YES Programme will provide 104 participants with
work experience across all sectors of Daybreak’s business, giving a new generation of agribusiness leaders a taste of what to expect in the world of work.
Into the future
With the C-Suite now running smoothly with highly qualified executive and non-executive directors, strategies for sustainability and growth are being worked out in respect of challenges in the existing market and possible future opportunities that might lie ahead.
The board of the PIC handed the management and CEO a large vote of approval in the way that the turnaround had been handled in September 2024 when a loan of R250-million was approved. With stability in the boardroom and staff buying into the steps taken by the CEO, the focus can now be on the future. The money will be used to bolster the balance sheet of the firm and to upgrade various machines and to invest in a watertreatment plant that will improve efficiency in the processing of chickens.
The CEO is upbeat about the future, but speaks in measured tones about expansion: “Our immediate aim is to figure out segments that are profitable and maintain market share. We anticipate positive growth over time as we defend our position. We will seek to expand over time in tandem with improved economic conditions.
“The growth story of Daybreak Foods is that we are and will continue to be more than a food or protein business, we will play across the entire value chain. And this strategy excites me,” adds Manzini.“We aren’t just looking for more SKUs, but other divisions; we are looking to broaden our product offering and while growth might start off in an organic way, inorganic growth will be optimistically pursued with the support of the board and the shareholder.”
Manzini is looking at the long term: “We’ll continue to invest in innovation, enhance our operational efficiency and pursue strategic partnerships to drive business growth. Our long-term vision is to solidify our position as a market leader and expand our footprint into new markets.”
The experience of being CEO of Daybreak Foods has reinforced for Manzini the importance of people, adaptability, strategic planning and empowering leadership. He says, “We continue to navigate complex challenges and a very tough operating environment.”
The challenges that the poultry industry faces are not going to magically go away. These include changes in regulation, supply-chain problems and fierce competition. Manzini responds by listing the practical steps that Daybreak Foods is taking: “We’re investing in market research, developing agile business models and fostering strong relationships with stakeholders to navigate these challenges and capitalise on opportunities.”
Manzini is confident there will be a return. As he sees it, “We have put in place all the ingredients that will see us delivering on value for our stakeholders.”
DAYBREAK FOODS
The greatest strength of one of the country’s most prominent poultry companies lies in its people.
DDaybreak Foods, founded in 2001, began as a small-scale poultry operation with a vision to provide high-quality, nutritious eggs and poultry products. Operating across Gauteng, Mpumalanga, Limpopo and KwaZulu-Natal, Daybreak Foods produces a wide range of poultry products.
Through dedication and a commitment to excellence, Daybreak Foods has grown into a prominent player in the poultry industry. Our journey has been marked by continuous innovation, sustainability efforts and a focus on delivering the best to our customers. Daybreak Foods is currently a level 8 B-BBEE contributor.
WHAT WE DO
Daybreak Foods is a supplier of both fresh and frozen poultry products. Our value chain includes farming, growing, processing broilers in our abattoirs and providing feed from our feedmill. Our quality chicken forms an important part of many people’s daily meals.
Our values directly link the business activities to our responsibilities towards our stakeholders – including shareholders, management, employees, customers, the environment, society and government.
OUR PEOPLE – THE HEART OF OUR SUCCESS
At Daybreak Foods we believe that our greatest strength lies in our people. With a dynamic team of over 3 400 employees, we are dedicated to creating a supportive and caring environment that encourages growth and collaboration. Our team is spread across various sites namely Sundra, Delmas, Kinross, Bela-Bela and our head office at Clayville, each location brimming with talented individuals who drive our success. At the core of our values is a commitment to driving a high ethical culture. We believe in doing the right thing, always.
WHY OUR PEOPLE THRIVE
Supportive environment: From comprehensive wellness programmes to professional development opportunities, we are committed to supporting our employees in attaining their personal and professional objectives. Investing in our employees is a priority. Training and development: In 2023, we trained over 1 700 employees through approximately 3 990 training sessions and partnered with learning institutions to facilitate over 50 learnerships. Over the past two years, we have trained 70 leaders and supported four graduates through our graduate programme. Collectively, we dedicated over 150 000 hours and spent over R14-million on training. We are committed to empowering young talent through our YES programme, which has provided 104 graduates with valuable work experience across our entire value chain.
A diverse and inclusive workforce: We are proud of our diverse and inclusive workforce, with women accounting for 55% of our employees. Gender balance and equality is a core value that shapes our corporate culture and drives our further growth. Caring culture: We believe that happy, motivated employees are critical to our success, which is why we go above and beyond to make our environment inspirational and gratifying.
The greatest strength of the company is its people. More than 1 700 staff members were exposed to 3 990 training sessions in 2023, part of the company’s commitment to investing in employees.
BREEDERS AND HATCHERY
Daybreak Foods Breeders & Hatchery is proud to operate two premier breeder farms. Both farms are meticulously managed and feature state-of-the-art facilities, including multiple sites with dedicated housing for males and females.
BROILERS
Our broiler operations are strategically located in Mpumalanga. Our integrated approach combines in-house production with partnerships with independent growers, ensuring a consistent supply of high-quality chickens.
FEEDMILL
Our feedmill, situated in Kinross, Mpumalanga, plays a vital role in our integrated poultry operation. The feedmill manufactures specialised feed for our chicks, ensuring they receive the nutrients they need.
ABATTOIR
Located in two provinces, Gauteng and Mpumalanga, Daybreak Foods’ Abattoirs Division consists of two plants. Both the Sundra Abattoir plant and the Delmas Abattoir plant are registered as high-throughput poultry abattoirs and have combined slaughtering capacity of 1.5-million birds per week.
COMMUNITY
Daybreak Foods is committed to being a responsible and ethical corporate citizen. As part of our efforts to empower local communities, we capacitate local enterprises with the intention of integrating them into our value chain.
Our corporate social investment strategy is holistic and far-reaching, supporting a range of community institutions in Delmas, Sundra, Bela-Bela and Kinross. Our CSI programme areas include: Education, Healthcare, Food Security and Environmental Sustainability, all of which are aligned with the United Nations’ Sustainable Development Goals (SDGs).
Driving a just transition for a sustainable future: the DBSA is playing a pivotal role.
A
As the world gathered to tackle the accelerating crisis of climate change, Africa’s Development Finance Institutions (DFIs), such as the Development Bank of Southern Africa (DBSA), played a pivotal role in crafting a greener tomorrow for the continent.
At COP29, held in Baku, Azerbaijan, from 11-22 November, DFIs were crucial in amplifying Africa’s voice on the global stage, advocating for solutions tailored to the continent’s unique climate challenges and boundless renewable resources.
Africa has long shouldered the harsh impacts of climate change, yet it also holds some of the world’s richest renewable resources, positioning it to lead in sustainable development. At COP29, DBSA’s involvement underscored its dedication to creating a green Africa – a vision of a resilient landscape where economic prosperity and social equity harmonise with environmental responsibility. This commitment to nurture African potential and resilience stands like a tree with deep roots, growing and blossoming to sustain generations.
As one of Africa’s leading climate-finance institutions, DBSA exemplified its dedication to a Just Transition – a holistic transformation beyond emission reductions. This movement also supports green job creation, inclusive economic growth and a pathway to a low-carbon economy that reaches communities across all levels. Through landmark initiatives such as South Africa’s Renewable Energy Independent Power Producer Procurement Programme (REIPPPP), DBSA financed critical wind and solar projects that helped reduce carbon emissions and generated thousands of green jobs, with a particular focus on uplifting local communities and underserved areas.
DBSA’s commitment to fostering a green and united Africa also extended to the Lesotho Highlands Water Project (LHWP). This binational initiative between South Africa and Lesotho supplied clean water to Gauteng province while generating hydroelectric power for Lesotho, setting a precedent for how sustainable energy and regional collaboration can strengthen Africa’s climate resilience and foster unity.
Supporting rural resilience, DBSA invested in climate-smart agriculture initiatives, including sustainable irrigation systems that enable smallholder farmers to adapt to shifting rainfall patterns, sustaining their crops and livelihoods. This proactive approach enhances food security while equipping vulnerable
communities to withstand the pressures of a warming world. DBSA also ventured into urban sustainability, financing electric-vehicle infrastructure in major cities to create cleaner, greener spaces and boost job creation in the emerging green transport sector.
A holistic vision
Throughout COP29, DBSA championed the holistic vision of a Just Transition. Boitumelo Mosako, CEO of DBSA, explains, “By advancing an inclusive green economy, a Just Transition and the mobilisation of climate finance, DBSA ensures that Africa’s voice leads the charge towards a future where people and the planet thrive together.” DBSA’s dedication to clean energy, community empowerment and equitable climate finance opens avenues for all Africans to actively engage in this green transformation, irrespective of socio-economic background.
DBSA’s presence at COP29 served as a powerful testament to Africa’s potential within the global green economy. Africa’s vast solar and wind resources uniquely position it as a crucial player in the low-carbon future. Yet, realising this vision demands united efforts across governments, businesses, communities and DFIs. At COP29, DBSA called for policies intertwining climate action with social equity, ensuring that the green economy’s benefits reach all corners of the continent. This approach promotes environmental sustainability while enhancing economic stability, public health and quality of life across Africa.
Looking to the future, DBSA’s strategic mobilisation of climate finance is vital to building a foundation of inclusive green growth. Investments in climate adaptation, sustainable infrastructure and clean energy lay the groundwork for Africa’s resilience, nurturing a climate-ready Africa where economic empowerment and environmental stewardship go hand-in-hand. These investments are the seeds that will grow into a sustainable Africa, thriving as a model for future generations.
As COP29 concluded, the significance of DBSA and other DFIs in leading Africa’s climate agenda became ever more evident. Africa’s journey towards a sustainable, green economy – where communities, ecosystems and economies flourish together – emerged as an inspiring example for the world. As the vision of a green Africa unfolds, it stands poised as a legacy of resilience, opportunity and hope for generations to come.
THE FUTURE WE CHOOSE BEGINS WITH THE INVESTMENTS WE MAKE
DRIVING AFRICA’S GREEN TRANSFORMATION AT COP29: A VISION FOR INCLUSIVE GROWTH.
At COP29, the Development Bank of Southern Africa (DBSA) is leading Africa’s agenda towards a sustainable future. From financing renewable energy projects to transforming urban mobility and building climate-resilient agriculture, we are not just reducing emissions but also creating jobs, empowering communities, and fostering a Just Transition for all Africans.
Through initiatives like the Lesotho Highlands Water Project and the Renewable Energy Independent Power Producer Procurement Programme, we are ensuring that Africa’s shift to a low-carbon economy leaves no one behind. We envision a future where economic growth, climate resilience, and social equity thrive together, creating a world where our communities and planet prosper.
Let us pave the way for a resilient Africa that shines on the global stage. Invest in Africa's climate journey –because our choices today determine the world we leave for future generations.
SHIELDING AFRICA’S FUTURE
How robust climate information and early-warning systems can protect the continent as climate hazards threaten vital sectors.
CClimate-Informed Early Warning Systems (CIEWS) are akin to fire alarms, alerting us to imminent danger, providing the vital time needed to protect lives, habitats and resources. Much like how fire alarms signal immediate action to avert disaster, CIEWS serve as essential sentinels for Africa, forewarning communities of approaching climate threats before they fully impact the region.
As developing economies with immense potential, Africa faces relentless climate risks. To harness this potential, it is critical to protect Africa’s resources through robust CIEWS. These systems act as vigilant guardians, monitoring and safeguarding essential sectors such as water, agriculture and infrastructure from the escalating impacts of climate hazards.
In Southern Africa, where extreme weather events are becoming more frequent and severe, CIEWS are indispensable. Unchecked, these events can devastate communities, just as fires unchecked by alarms cause widespread destruction. Infrastructure that was not designed with evolving climate challenges in mind is particularly vulnerable. CIEWS empower communities and decision-makers to mitigate risks proactively, protecting crucial investments and promoting resilience.
Beyond physical assets, these systems provide communities with critical knowledge, equipping them to adapt to changing climates. Like fire alarms that save countless lives by raising alerts, CIEWS enable communities to prepare, fostering resilience and community-led action.
With nearly half of the Least Developed Countries (LDCs) worldwide, many of them in Africa, lacking effective multi-hazard early-warning systems, the consequences of inaction are severe. Without CIEWS, African countries are exposed to climate threats, lacking essential data to support water security, infrastructure investments and the socio-economic resilience they need to be in alignment with the Paris Agreement and the Sustainable Development Goals (SDGs).
Enabling informed investments
The water-security crisis in Southern Africa underscores this need. Repeated climate-induced disasters have damaged vital water infrastructure, widening the investment gap. Since 1980, more than 142-million people in Southern Africa have been affected by climate-related events, including Cyclones Idai and Kenneth in 2019, which devastated Mozambique, Malawi, Zimbabwe and the Comoros, claiming over 1 000 lives and requiring more than $2-billion in humanitarian aid. These events, compounded by the 2022 Durban floods, highlight the urgent need for reliable CIEWS and improved water infrastructure to protect communities and enable informed investments.
The Development Bank of Southern Africa (DBSA), in collaboration with the Global Water Partnership (GWP), is leading the way with its Climate Resilient Systems for the SADC Water Sector programme. Guided by high-quality CIEWS, this initiative strengthens the region’s water security, much like a robust fire-alarm system that alerts us to impending danger.
To ensure a prosperous future for Southern Africa, it is essential to explore innovative solutions like green hydrogen, which holds promise for sustainable development. This opportunity, however, depends on substantial investment in CIEWS and hydrological infrastructure. By prioritising science-led decisionmaking, Africa’s future can be secure and resilient.
Southern Africa, as a developing economy with boundless potential, warrants our immediate attention and support. Through strategic investments in CIEWS, we create a protective framework that shields Africa from climate change’s most severe impacts, paving the way for a resilient and thriving future. Together, we can establish the foundations for Africa to flourish, ensuring it overcomes the challenges ahead.
PHOTO: Micah Camper on Unsplash
THE FUTURE WE CHOOSE BEGINS WITH THE INVESTMENTS WE MAKE
SHIELDING AFRICA FROM CLIMATE HAZARDS THROUGH EARLY WARNING SYSTEMS
As climate hazards increasingly threaten Africa's vital sectors (water, agriculture, and infrastructure), the DBSA is leading initiatives to build resilience across the continent. Through Climate-Informed Early Warning Systems (CIEWS), we are equipping communities with essential climate data to make informed decisions, safeguard livelihoods, and adapt to future challenges.
Our Climate Resilient Systems for the SADC Water Sector programme, in collaboration with the Global Water Partnership, is already fortifying water security in Southern Africa. We are investing in multi-hazard early warning systems and infrastructure to protect against climate disruptions, ensuring that even the most vulnerable communities can thrive.
By advancing these resilient systems, we can shield Africa from climate risks, ensuring a sustainable and prosperous future. Together, we can secure Africa's future with responsible investments.
LOCAL AND ANCIENT GRAINS CONTAIN THE SEED OF THE SOLUTION
A new grain-processing and training facility built by Bühler and Flour Mills of Nigeria in Kano promises to research and develop local grains while addressing food security.
AAround 2.3-billion people in the world live in food insecure conditions, according to the Food and Agriculture Organization (FAO) of the United Nations. With their specific advantages, local grains such as sorghum and millet can play a vital role in improving food security, particularly in Africa. Use of these raw materials is at a low level today and processing is not developed.
To address this challenge, Bühler has opened a dedicated Application and Training Centre with research and development capabilities in Kano, Nigeria, together with its founding partner, Flour Mills of Nigeria (FMN), and its collaborating partners, such as Olam Agri.
The main goal is to bring industrial processing of these grains to the next level and thereby contribute to affordable nutrition. “Sustainable food value chains utilising local grains are the number one priority to develop Africa,” says Johannes Wick, CEO of Bühler’s Grains & Food segment.
“In addition to improving the food value chain, we see great business opportunities with a new category of processed food,” says John Coumantaros, Chairman of the Board of Flour Mills of Nigeria. Commenting on the
foreseeable impact of the Application and Training Centre, Coumantaros stated, “FMN has always been at the forefront of driving food self-sufficiency in Nigeria and progressively across the continent. The application centre is well positioned to sustainably develop local grains, create business opportunities and provide viable alternatives to some imported raw materials used in production. Therefore, this partnership further demonstrates our consistency in developing local content and in our commitment to feeding and enriching lives, every day.”
Local grains and crops offer many benefits and are therefore a key tool in improving food security. They have high nutrient density with valuable vitamins, minerals, proteins and fats, are climate tolerant and able to withstand high temperatures and arid conditions and require less fertiliser and pesticide than other grains. “With these characteristics local grains are ideal plants to be cultivated in Africa, specifically under the conditions of accelerating climate change,” says Ali Hmayed, Head of Bühler’s new Grain Processing Innovation Centre (GPIC) in Kano.
The GPIC houses pilot-scale production facilities, research and development labs and classrooms.
The main reasons these local grains and crops have not yet been integrated into industrial solutions are complex, ranging from low farming volumes and short shelf life to a lack of process knowledge and equipment. Together with its partners, Bühler is now taking a major step to break through this blockage and is open to further collaborations.
The GPIC is a three-floor building spanning an area of 480 square metres, housing pilot-scale production facilities, research and development labs and classrooms. The production facility includes all steps of processing from cleaning and sorting to dehulling, tempering and milling. The heart of the plant is Bühler’s high-compression AlPesa grinding system. The GPIC will empower customers, researchers and partners to collaboratively explore cost-efficient food-processing solutions for local grains such as sorghum, millet, maize, soybeans and other local crops such as cassava, different types of beans, nuts and seeds.
In close collaboration with the Bühler African Milling School in Nairobi, Kenya, the GPIC also offers training and education courses on local grains and their advantages and requirements in cultivation and processing. Additionally, this new Application and Training Centre will enable Bühler to optimise its processing portfolio for local grains in terms of both performance and cost-efficiency. The GPIC is embedded in Bühler’s global network of 25 Application and Training Centres. The first series of trials with customers has already been agreed upon.
Strengthening food security and the economy
One key reason for the challenging food situations in Africa is that many regions of the continent are strong importers of grains, mainly wheat and rice. This makes them vulnerable to trade disruptions and foreign exchange rate fluctuations. “Local grains offer many opportunities, not only to increase food security but also to generate new jobs in agriculture and adjacent markets, as well as enabling countries to become more independent from imports,” states Hmayed.
The transformation of the food supply chain in Africa will not happen overnight. “This requires concerted efforts across numerous sectors, including agriculture, processing, recipe development, end-product innovation and consumer engagement,” according to Coumantaros. “Together with our partners, we at Bühler are happy to now contribute to this system change with the aim of ensuring that more people in Africa have access to affordable and healthy food, thereby reducing hunger and malnutrition,” says Wick.
ABOUT FLOUR MILLS OF NIGERIA
Evolving from a single flour mill in the port of Apapa more than five decades ago, FMN is now a publicly traded, vertically integrated supply chain of four major sectors, namely food, agro-allied and logistics and support businesses.
Since making a first foray into the agriculture sector with a 10 000ha farm, we have made substantial investments in the primary processing of locally grown soybean, palm fruit, cassava, maize, sugar cane, sorghum, and the storage, aggregation and distribution of locally sourced grains. At FMN, we are passionate about, feeding and enriching lives. We have maintained a rich tradition of enhancing the quality of living for Nigerian families by producing a wholesome portfolio of food options. The company’s iconic food brand, “Golden Penny”, is a household name that is trusted by many for good food and for daily nourishment.
ABOUT BÜHLER
Bühler has two business pillars: Grains & Food solutions ensures safe and healthy food and feed. Advanced Materials contributes to the production of energyefficient vehicles and buildings. Bühler technologies cover basic needs for food and mobility every day. For this, we develop the best process solutions along complete value chains. Two billion people each day enjoy foods produced on Bühler equipment, including flour, rice, pasta, chocolate, coffee and beer. One billion people travel in vehicles manufactured with parts produced with our machinery. Half of the new cars worldwide have die-cast components produced with Bühler technology. Having this global relevance, we are in a unique position to turn today’s global challenges into sustainable and good business. We have a presence in over 140 countries with 100 service stations, over 30 manufacturing sites and 25 application centres.
The production facility includes all steps of processing, from cleaning and sorting to dehulling, tempering and milling.
John Coumantaros, Chairman of the Board of Flour Mills of Nigeria.
PROVIDING SOLUTIONS TO PROMOTE THE FULL POTENTIAL OF CUSTOMERS’ PRODUCTS
KEEPING AFRICA COOL SINCE 1979
With a range designed for African markets, Staycold Managing Director Lena le Roux is upbeat about the prospects of growing the company’s market share in the context of the new continental trade agreement, AfCFTA.
WSTAYCOLD International has been a leading African manufacturer of self-contained commercial fridges and freezers primarily for the beverage and hospitality industries.
Area Agreement (AfCFTA). Establishing long-term, strategic partnerships is crucial to any sustainable expansion.
What are some of the factors playing a role in your African plans?
STAYCOLD has a proud history of always taking energy efficiency seriously. We are always striving to develop our products to use the latest innovations and technology to keep not only our energy footprint as low as possible, but also customer’s total cost of ownership.
It goes without saying that Africa needs food security, political stability and sound political policies that can support financial investment to thrive. It is also important to understand that each African country has a unique identity based on cultural influence, availability of resources and access to infrastructure.
For more information on our energy efficient products, using hydrocarbon gas and how you can procure them in your territory with AfCFTA benefits, please contact us or a supplier in your region. You can also discover benefits of our freezer models, why we are the trusted manufacturer of upright freezers in South Africa, as well as our new stylish black carbon edition freezers, coolers and underbars.
To what extent does the constrained supply of electricity play a role in your ability to access certain markets?
All STAYCOLD units are manufactured in an ISO 9001:2015 approved facility to stringent IEC 60335 safety standards, tested to ISO 22044 efficiency protocols, and are trusted all over the world to perform in the toughest of ambient conditions.
By nature of our commodity, electrical supply is a basic requirement. We mitigate the situation as best as we possibly can by offering an energy-efficient product, complete with voltage protection, fully compatible to alternative power sources.
Are there particular products which are appropriate for the African market? Or sectors of the African market?
Where is your manufacturing facility located and how many people work there?
Since inception in 1979, Staycold has been located is Parys, pictured, in the Free State, South Africa.
We have expanded our original factory into a 12 000m², well laid out and productive facility where all our products are manufactured and distributed from. We currently have a staff complement of 101 full-time employees of which 40% are women.
To which countries beyond Africa do you currently export?
We currently supply units directly into the United Kingdom, but through our dealer market our units are also indirectly distributed internationally.
And in Africa?
Currently we export to Ghana, Kenya, Lesotho, Mozambique, Namibia, Nigeria, Zambia and Zimbabwe.
Do you have plans to expand in Africa?
We are focussed on not only expanding the markets we currently serve, but also exploring what opportunities are presented by the African Continental Free Trade
Our range is designed for the African market. Certain models lend themselves more to certain market requirements than others. Once again, this depends on the specifics of a particular country and market requirements in different locations. We pride ourselves in providing a solution that will promote the customer’s product to its full potential.
Trust the Experience
What is the significance of your collaboration with SABS regarding testing?
In short, data credibility. Staycold has its very own state-of-the-art test facility where our units are tested and evaluated. Data is collected following the principles of ISO protocols and then interpreted within the scope of relevant protocols. Through our collaboration with SABS, our customers can rest assured that what we present is true and supported by data.
Lena le Roux, Managing Director, Staycold.
Staycold International (Pty) Ltd
1 Kakie Strachan Rd Parys, South Africa
+27 (56) 819 8097
info@staycold.co.za
www.staycold.co.za
Staycold International (Pty) Ltd
KEEPING AFRICA COOL SINCE 1979
STAYCOLD International has been a leading African manufacturer of self-contained commercial fridges and freezers primarily for the beverage and hospitality industries.
STAYCOLD has a proud history of always taking energy efficiency seriously. We are always striving to develop our products to use the latest innovations and technology to keep not only our energy footprint as low as possible, but also customer’s total cost of ownership.
For more information on our energy efficient products, using hydrocarbon gas and how you can procure them in your territory with AfCFTA benefits, please contact us or a supplier in your region. You can also discover benefits of our freezer models, why we are the trusted manufacturer of upright freezers in South Africa, as well as our new stylish black carbon edition freezers, coolers and underbars.
All STAYCOLD units are manufactured in an ISO 9001:2015 approved facility to stringent IEC 60335 safety standards, tested to ISO 22044 efficiency protocols, and are trusted all over the world to perform in the toughest of ambient conditions.
WHY SPECIAL ECONOMIC ZONES SUCCEED
And why some fail. John Young examines some of the factors behind the rise and fall of African SEZs.
SSpecial Economic Zones (SEZs) are often touted as the panacea for all of the economic problems that a country might face. Seldom does the reality of an SEZ live up to the hype.
SEZs are geographically designated areas of a country set aside for specifically targeted economic activities, supported through special arrangements (that may include laws) and systems that are often different from those that apply in the rest of the country. Various iterations of SEZs include Free Economic Zones, Export Processing Zones (EPZs) and Free Trade Zones (FTZs).
SEZs are typically located in areas with particular resources and historical sectoral strengths. The relevant SEZ is geared to serve, support and encourage development of those resources and sectors.
The African Economic Zones Organization (AEZO), the continental body representing the public and private institutions which run and promote SEZs in Africa, reports that in 2021 there were about 203 SEZs in Africa with a further 73 under development. Zones are present in 47 of the continent’s 54 countries, with the largest number of zones in Morocco, Nigeria, Egypt, Ethiopia and Kenya.
Many countries have coordinating bodies for SEZs such as the Nigeria Economic Zones Association (NEZA), the Special Economic Zones Authority (SEZA) of Kenya, the Special Economic Zones Authority of Rwanda (SEZAR) and SEZA Botswana. Kenya has no fewer than eight types of SEZ, ranging from ICT Parks and Science and Technology Parks to Free Trade Zones and a Free Port Zone.
Clearly defined goals
An SEZ could have any one of a number of primary goals. These include: to increase foreign direct investment (FDI); to link local firms to the operations of foreign investors through the supply chain; to boost exports; to beneficiate a country’s natural resources on home soil or to develop local manufacturing capacity.
Probably the main reason that some SEZs achieve a measure of success is that the chief goal, as outlined above, is clearly identified and articulated. Where the goal is not properly described and defined, it is much more likely that the SEZ will end up achieving very little of anything.
Key to supporting the definition of an SEZ’s objective is national policy. Where an SEZ fits logically into a country’s industrial policy, then the articulation of the SEZ’s goal becomes easy.
South Africa’s Industrial Policy Action Plan (IPAP) identifies SEZs as key contributors to economic development. They are growth engines towards government’s strategic objectives of industrialisation, regional development and employment creation.
Rwanda and Mauritius were singularly successful in achieving clearly articulated aims with their first SEZs. Rwanda wanted to boost employment by producing goods for export. Within three years, 3% of its workforce was employed in the newly established SEZ while Mauritius succeeded spectacularly in processing and selling sugar to the EU, boosting both export income and employment (Inclusive Society Institute).
A key distinguishing feature of the Mauritian story was the fact that European processing companies led the process. The government leaned heavily on the private sector to achieve its national development goals and research supports the idea that the best model for ownership or management of SEZs is a combination of public and private.
Since Rwanda’s first SEZ, Kigali Special Economic Zone, Bugesera SEZ and a further eight industrial parks have been gazetted in Rwamagana, Muhanga, Nyagatare, Musanze, Huye, Nyabihu, Rusizi and Rubavu.
Many ownership options are available, running the whole gamut from wholly government controlled to a licensing arrangement with a private entity. One option
The 50ha Huye Industrial Park in Rwanda has three operational factories with a further three under construction.
is for a private investor responsible for the establishment of the SEZ to be given a lease of a set number of years, after which the facility reverts to the government.
Government’s main roles are to provide legislative certainty and good infrastructure. Where both are present, SEZs are far more likely to succeed. A failure to provide adequate transport or power infrastructure will deter private investors, as will a legislative framework that changes every few years.
The other key government role is to determine the level of incentives available to investors in an SEZ.
An Occasional Paper published by the Inclusive Society Institute in 2023, “Leveraging special economic zones for growth”, notes the fiercely competitive environment in which SEZs operate globally. Morocco’s successful policy is highlighted in this regard. Investors in any one of the country’s seven SEZs paid no corporate taxes for five years and pay reduced rates after that. Various other low rates of tax and generous exemptions are applied. Morocco’s exports are now valued at over $2-billion, with international aeronautics companies now manufacturing in the country for export.
Also cited in the paper is the Hamriyah Free Zone in Sharjah in the United Arab Emirates where a business licence can be granted within 24 hours of application.
By contrast, some the laws applicable in some SEZs are barely distinguishable from the laws that apply in the host country.
Local pressures
Which is not to suggest that SEZs should be a free-for-all zone where labour practices are regressive, environmental protections are ignored and the wishes of local residents are overruled.
Indeed, the failure of some SEZs can be put down to a failure to balance the needs of labour, the environment and local communities with the desire to pursue exports or some other aspect of national economic policy.
Consultation with local communities is likely to improve the chances of success of any SEZ. In the same way, linking local businesses and suppliers to the economic activity happening within the SEZ will not only make for a happier community, but also help to achieve the economic aims of the host country. South Africa’s Coega SEZ has progressively increased the procurement participation of local SMMEs, with the figure for 2015-2020 reaching 35% (Inclusive Society Institute).
If local firms are supported through policies such as those adopted by the Coega SEZ, the chances of the SEZ bringing benefits to the local economy are much higher. By contrast, illogical political posturing without reference to the facts on the ground can have a chilling effect on investment.
A case in point was a large retailer which intended to build a supermarket in a country with a large population which had showed a willingness to spend their money on this retailer’s wares. The host government told the prospective foreign investor that shelving had to be purchased from local suppliers. No problem, said the retailer, just point us to the local shelf builder. Large problem, there was no such thing. So the desire of the government to protect a local industry came up against the inconvenient fact that no such industry existed.
A failure to plan resulted in confusion and frustration.
Not all failures are quite as glaringly obvious but making sure that policy lines up with practical reality is certainly one of the most important lessons that African countries can learn from the first three decades of SEZ development on the continent.
In 2022 the 5th African Union Symposium on Special Economic Zones doubled up as the 7th AEZO Annual Meeting, with the additional celebration of 30 years of SEZs in Africa. Mauritius was the first mover, in 1970, followed by Ghana and Senegal.
SEZs are now firmly established across Africa and experience shows that they can succeed.
PHOTO: SEZA | PHOTO: Dube TradePort
Tatu City is a privately run mixed-use SEZ which caters for residential developments and manufacturing north of Nairobi. Hewatele, East Africa’s largest medical oxygen plant is among more than 80 business located in the SEZ.
Dube TradePort is closely tied to the logistics opportunities presented by the adjacent King Shaka International Airport which serves Durban.
ATTRACTING MANUFACTURING INVESTMENT
The CEO of the Gauteng IDZ, Thandiwe Ngqobe, is proud that the OR Tambo SEZ is achieving its goals and preparing new precincts for investments into a thriving economic ecosystem.
WWhat are the main goals of the OR Tambo SEZ and is it on track to achieving its goals?
The main goals of the OR Tambo SEZ are twofold; firstly, to facilitate the attraction of manufacturing investment into the SEZ, thereby contributing to the creation of muchneeded jobs in South Africa. These investments are focused on industries that mainly utilise air freight as a mode of transport, ensuring that they can leverage the competitive capabilities of OR Tambo International Airport, which is the air-freight hub linked to OR Tambo SEZ. Secondly, the OR Tambo SEZ aims to facilitate the localisation of new technologies and industries. Where required and in support of this, the Zone works with key partners to promote sector-specific skills and capacity enhancement, thereby ensuring that this multi-billion-rand development also provides opportunities for the development of enterprises in sun-rise industries.
The OR Tambo SEZ is proud that it is on track in achieving its goals. To date, over 2 500 operational jobs have already been created at the SEZ. In addition, the Zone has facilitated the skills development of over 100 individuals in the jewellery industry. Plans are already underway to expand its skills offering, some of which will now be pursued through its recently established Enterprise Development Hub, which also aims to support emerging enterprises with market-access opportunities.
How many land parcels form part of the SEZ?
The OR Tambo SEZ is a multi-precinct development comprising three land parcels: two of these (ORTIA Precinct 1 and ORTIA Precinct 2) are located inside and next to OR Tambo International Airport while the third land parcel is located next to a major platinum refinery.
What is the status of development of the SEZ?
ORTIA Precinct 1, which has 62 000m² of lettable space, is fully developed. It comprises 11 distinct buildings, each of which is designed with the objective of operating a secure and high-value precinct.
What are the distinguishing features of this precinct?
ORTIA Precinct 1 is distinguished not just by its location inside the Airport Park, but the modern infrastructure developed to house the agro-processing and mineral beneficiation industries it has attracted.
It specifically boasts of one of the largest agro-processing facilities of its kind, globally. It has also developed a modern and secure mineral beneficiation park aimed at enhancing the production and export of fabricated mineral products from Africa.
What are some of the biggest success stories OR Tambo SEZ has so far achieved in terms of attracting investment?
The successes of ORTIA Precinct 1 to date include investment secured to develop the largest and most diverse ultra-fresh food facility of its kind in the southern hemisphere, In2food Bonaero, which accommodates food preparation, storage, office areas as well as a canteen, showers and a medical clinic. With an operating investment of over R250-million, the Bonaero industrial operation boasts an impressive refrigeration, PV and water resources system.
In addition, a Jewellery and Diamond Manufacturing Cluster, which covers 40 000m² of developed space, forms part of ORTIA Precinct 1.
The JMP, as it is known, is home to different companies that share similar characteristics and operating requirements. With attracted operational investment of over half-a-billion rands, facilities established include a precious-metal refinery, diamond-cutting and polishing operations, jewellery manufacturers, diamond-trading entities, a skills hub as well as regulatory agencies that support the industry.
What are the short-term goals that lie ahead?
Over the short to medium term, the focus of the OR Tambo SEZ is on unlocking and developing the remaining SEZ-gazetted land parcels. These are ORTIA Precinct 2, envisaged to be 265 000m², and the Springs Precinct, envisaged to be a 45 000m² development.
Because of their locations, each of the precincts aims to attract investments that can benefit from their competitive locations. In respect of ORTIA Precinct 2, it is pharmaceutical and medical products, electronics and other high-value and timesensitive products that benefit from direct proximity to the airport.
With regards to the Springs Precinct, the focus is on the localisation of the fuel-cell industry. This is because of the competitive location of Springs next to a major platinum refinery, ensuring ease of access to materials required to produce platinum fuel cells. In addition, Springs is well positioned for the production of electrolysers, an input to the hydrogen economy. Other industries to be located at the zone include capital and mining equipment.
Are you satisfied with the governance of the GIDZ ?
The OR Tambo SEZ has received clean and unqualified audit outcomes for well over a decade. This is a testament to the effective governance and operational arrangements and systems that the company has put in place.
Thandiwe Ngqobe, GIDZ CEO.
OR TAMBO SPECIAL ECONOMIC ZONE
Encouraging innovation, transforming industry and nurturing local talent.
The successful establishment of Africa’s first Jewellery Manufacturing Precinct at the OR Tambo SEZ is transforming South Africa’s industrial scene, drawing in global investments and nurturing local talent.
Ranging from food production to jewellery manufacturing, this vibrant hub encourages innovation and economic development, establishing the country as a significant contender in international markets. Unlock your business potential by collaborating with us for the upcoming OR Tambo SEZ Precinct 2 Development.
Sectors of focus include:
Hydrogen and fuel cells | Medical device manufacturing and pharmaceuticals
Agro-processing | Jewellery manufacturing
Contact us today to learn more: www.ortambosez.co.za
FOR ECONOMIES TO PROSPER, BUSINESS SCHOOLS NEED TO PROSPER
Business schools are on the up across the continent, says Jonathan Foster-Pedley, Chairman of the Association of African Business Schools (AABS), and collaboration is making them stronger and better able to produce practical content.
HHow would you describe the state of the business-school sector in Africa?
There are a number of schools in Africa, of which the Association of African Business Schools (AABS) has about a hundred members. Business schools are very varied. Some of them are really just a department in a university, some are a separate faculty or a school in their own right but very tied to the university. Some of them have a more independent status so they have more autonomy within universities, which is probably the way most business schools would like to be, and some of them are quite independent and private. We at Henley Business School are a hybrid, we are part of an international university and an international business school.
They all have to deal with the same sort of issues. The biggest is where the funding comes from. If they are funded from government and the university is already quite poor, they often don’t get the facilities that are needed. Business schools need to be providing the thinking, the talent, the knowledge and the development to produce people capable of running very good businesses and organisations. That means it is helpful for them to be close to business to be well connected to the local context <<M>> and not to be a purely theoretical faculty.
Are you upbeat about the sector?
Overall, the business-school sector in Africa is definitely on the up. Schools are really trying to improve.
We’re working with a number of business schools who are remarkably resilient and who continually produce good outcomes in terms of the people who graduate from them and who typically do good work in organisations.
The research aspects of business schools vary. Business schools should not simply be producing research because of government subsidies. I am in favour of research that has a relevance to the context, without crossing any academic freedom line.
Business schools need to have a very strong contextual understanding of the value they create beyond producing journal articles and qualifications. While those qualifications are important to help develop people’s thinking and it gives people knowledge, it is also important for schools to be more relevant.
Does the approach vary?
Across Africa you have very different approaches to education. In Cairo and Morocco, I see a lot of activity and good support but in some of the smaller countries there is little support. You’ve got robust activities in Nigeria and Ghana, which is good. Many countries are really trying to improve. Through the AABS, there is an increasing connection between deans which increases the sense of common agendas and purpose to improve African business education. Because of the collective that’s starting to build there’s a lot more confidence and more initiatives. People are starting to think that business schools are really important, they are not just a faculty.
That is a message that AABS wants to take to governments and institutions of education across Africa – if you want your economies to prosper you need your business schools to prosper.
There is a lot of growth and a lot of optimism among business schools in situations where people are facing some really tough circumstances.
Often the governments or parent universities aren’t supportive or the institutes of higher education are not connected sufficiently to the economy and are in a bit of a time warp around what education means. The more they can pull themselves into the present and understand that they have a real purpose, that business-school qualifications are not a status symbol, they are a starting symbol to go and start building something really useful, the more relevant they will be.
The great business schools are producing capabilities for people to build businesses that last for decades. Another way of saying it is that everyone wants to get the corner office but really what we need is to be the cornerstone of building new businesses.
Does AABS bring business schools together?
We have a number of conferences during the year, a big Connect Conference and the deans’ conferences. For the latest conference in Rabat, we are over-subscribed
Jonathan Foster-Pedley, Chairman of the board of the Association of African Business Schools.
for the first time. People are starting to become more confident about collaboration and are taking inspiration from talking to like-minded people. Everybody is saying there is so much education needed in Africa so let’s collaborate. A collaborative advantage is far more important than a competitive advantage. We can create a collective voice with lobbying power and even purchasing power. By drawing lessons from across the whole continent we’re able to produce for our students content that is much more practical and useful. There is a cross-pollination of ideas and people.
Is there specialisation among business schools?
At the lowest common denominator there is the classic syllabi for commercial and business studies, things like HR, leadership, marketing and finance and then some electives depending on what resources are available.
With an MBA you start to find a lot of differentiation where they’re much more applied and encourage more reflective thinking and personal development. They might offer case studies, experimentation with virtual reality like we do, more visiting speakers and more project-based assessments.
In North America where there are many business schools, you will have very specialised schools. You don’t get so much of that across Africa, where what you are looking for is good contextualisation into whatever the African and trans-African context is.
How important is contextualisation for African business schools?
Contextualisation is really interesting because while there is a demand for decolonising of syllabi, we have to remember that local is always international. Your supply chains are international, your services are international and you go into multinational companies. Most business schools make adaptations with electives or they will apply the learning in a way that acknowledges the context.
Context is a deeper understanding of the socio-economic and political context. It is no good coming out with a model that fits into a London, Singapore or Chicago-type context and imagine that will translate.
People might have fewer resources and less access to decent education but they are very resilient and are used to dealing with very complex environments. They are very sensitive to patronisation and people telling them how we ought to do it when they have spent 15 years running a business in difficult circumstances.
You must understand that Africa contains a lot of countries, that it’s richly diverse with multiple different characteristics and people, regions, religions, languages and histories.
Another thing is to understand that financing is harder so you need to use your resourcefulness to adapt. We need to get more applied and experiential elements in there, case studies that talk about developing African businesses but also international businesses.
Faculty is yet another element. Some people go into education with little experience of business while others are coming into education in mid-life because they’ve done well, they want to pay back and they just love teaching. You get a lot of those in Africa.
Managing a business school in these contexts means you are likely to be doing a lot of everything including running the business and marketing. Properly done, you’re going to get a really rich understanding of people who are able to cope with degrees of complexity.
We end up with some exceptional teachers who are really in demand around the world because they have really had to learn to teach. They are teaching diverse and committed students, with critical and vociferous classes who will tell you if they don’t enjoy what you’re doing. It’s a hard school and it’s a good school.
Jonathan Foster-Pedley is Dean of the Henley Business School Africa.
Delegates to the AABS 2024 Connect Conference.
UNLOCKING LEADERSHIP POTENTIAL: WHY WITS BUSINESS SCHOOL EXECUTIVE EDUCATION SHOULD BE YOUR FIRST CHOICE
“Our suite of Executive Education programmes exposes delegates to the best in knowledge, tools, research and practical application as they prepare to lead into the future.” – Leoni Grobler, Director Executive Education.
IIn today’s fast-paced and ever-evolving business world, staying ahead requires more than just experience. It demands continuous learning, adaptation and the cultivation of leadership skills that drive innovation and organisational growth. That’s where Wits Business School Executive Education comes in – a top-tier institution that has been at the forefront of business education for over a century. Whether you’re a senior executive seeking to refine your strategic thinking or a corporate leader looking to elevate your entire team’s performance, Wits Business School offers world-class programmes designed to meet today’s leadership challenges head-on.
Why choose Wits Business School Executive Education?
When it comes to executive education, the choice of institution can have a significant impact on the trajectory of your career or your organisation. At Wits Business School, we stand out for several key reasons:
Reputation and legacy: As one of Africa’s most prestigious business schools, Wits Business School has built a reputation for excellence in leadership and innovation. Our rich academic heritage is coupled with a deep understanding of the business
landscape, both locally and globally, ensuring that our programmes remain relevant and forward-thinking.
Cutting-edge curriculum: The business world is changing fast. Wits Business School Executive Education continually updates its curriculum to ensure it reflects the latest trends, technologies and leadership practices. From digital transformation to sustainability and ethical leadership, our programmes provide cutting-edge insights that are directly applicable to today’s business challenges.
Global perspective with local expertise: While we offer a global outlook on business, we understand that success often hinges on local knowledge. Our faculty members bring a diverse mix of international experience and local insights to the classroom, ensuring a rich and holistic learning experience.
Personalised learning experience: At Wits Business Executive Education , we recognise that every delegate is on their own leadership journey. That’s why we offer a highly personalised learning experience, with small class sizes and individual attention from faculty. We foster an interactive, collaborative environment where you can learn from peers, share insights and challenge your thinking in a supportive atmosphere.
Strong alumni network: As a Wits Business School graduate, you join a powerful network of business leaders and entrepreneurs who are shaping industries around the world. This extensive alumni network provides access to mentorship, business opportunities and a lifelong community of like-minded professionals.
Executive Education Corporate Solutions
In addition to our individual programmes, Wits Business School Executive Education offers Corporate Solutions designed to help organisations empower their employees and develop a high-performing leadership team. We work closely with corporates to create tailored training solutions that align with business objectives and address specific skill gaps. By investing in corporate learning solutions, you ensure that your organisation is equipped with leaders who can make strategic decisions, inspire teams and lead change.
Key Corporate Solutions include:
Tailored leadership development: Custom programmes for organisations seeking to build strong, adaptive leaders who can drive organisational growth.
Workshops and masterclasses: Short, intensive workshops that address specific challenges or areas of development, such as innovation, strategic thinking or change management.
Executive coaching: One-on-one coaching for senior leaders, providing personalised guidance to enhance their leadership effectiveness.
Organisational transformation: Support in driving large-scale change within your organisation, whether it’s restructuring, digital transformation or cultural change.
By investing in corporate learning solutions, you ensure that your organisation is equipped with leaders who can make strategic decisions, inspire teams and lead change.
Wits Business School Executive Education offers a transformative learning experience that equips leaders and organisations with the tools, knowledge and strategies to thrive in today’s competitive and complex business landscape. Whether you’re an individual seeking to advance your career or a corporate leader looking to empower your team, our programmes and solutions are designed to drive measurable results.
Enrol today
Our Open Enrolments are open for our 2025 Executive Education programmes. This is your opportunity to join a world-class learning experience and take your leadership skills to the next level. Enrol today and be part of a dynamic community of business professionals committed to excellence, growth and innovation.
Whether you’re looking to gain advanced leadership skills or expand your strategic insights, Wits Business School’s Executive Education programmes offer the knowledge and tools you need to succeed.
For more information and to apply, visit courses.wbs.ac.za
BRIDGING THE DIGITAL DIVIDE
The digital divide threatens to deepen socio-economic inequalities, particularly considering that 70% of Sub-Saharan Africa’s population is under 30. George Barrett, Country Director South Africa, British Council, tackles all the key issues that must be addressed, and proposes solutions.
SSouth Africa celebrates a Human Rights Day every year. It gives pause to reflect on the long, hard-fought struggle for freedom and constitutional rights won 30 years ago. These include the right to quality education and access to information, both of which increasingly necessitate access to and the ability to engage safely in a global, increasingly digitalised economy. Yet, most of the use of the Internet globally (60%) remains concentrated in the Global North, deepening the digital divide. This includes Sub-Saharan Africa (SSA), where only one in five people are online.
This digital divide – the gap between those who have access to and can effectively use technology, digital tools and platforms and access digital literacy training, and those who do not – has the potential to exacerbate existing and historically rooted socio-economic inequalities. Inequalities that are experienced differently by people, depending upon their race, gender, disability, sexual orientation and, among others, age. With 70% of the population under the age of 30, it is imperative that SSA’s young people have the skills, knowledge and capabilities to participate in the digital economy actively and meaningfully.
Digital literacy and learning pathways
Critical to their capacity to do so is access to quality (digital) education. This requires strengthening the digital-literacy capabilities and skills of educators to equip learners with the relevant knowledge and skills needed to pursue employment, entrepreneurship and income-generating opportunities. It also means putting in place training and resources to effectively integrate technology into classrooms, exposing learners as early as possible to digital tools and platforms. Our Skills for Inclusive Digital Participation programme, for example, helps to embed digital literacy skills development into national curriculums, with a specific focus on empowering women, youth and people with disabilities. These types of interventions are needed to ensure young people benefit from the vast wealth of knowledge, learning and opportunities available through digital platforms and most importantly, can do so safely, with appropriate safeguarding measures in place.
Digital literacy can be daunting though, including for our educators, who, without prior exposure, are suddenly expected to integrate technology into their teaching methods and impart digital skills to learners. Many educators need training, resources and support to build their confidence and capabilities to effectively integrate digital teaching and learning into the classroom. Schools need the relevant resources and
staff trained to be able to maintain and update machines, so they don’t end up redundant, gathering dust in a classroom cupboard.
As Artificial Intelligence (AI) enters our classrooms, grappling with its potential as a tool in enhancing learning outcomes while mitigating its possible challenges will be vital. In SSA, where hundreds of languages are spoken, AI tools could support trans-languaging teaching and learning but it is a daunting new digital realm, and access to it, or the lack thereof, could further entrench the divide.
Bridging the digital divide also means creating 21st century-relevant, digitallyenabled learning pathways and curricula for learners. Inclusive participation is also dependent on appropriate, implementable and clear policy frameworks which create the necessary enabling environment and rubric for developing digital learning and teaching across all levels of the curricula in SSA. Through our partnership with the Department for Basic Education in South Africa, we are convening relevant stakeholders to develop much-needed policy guidelines for digital teaching and learning. We must also be alive to the critical role the technical and vocational (TVET) education sector plays in developing and empowering young people for safe and meaningful participation in the digital economy.
Affordability, infrastructure and connectivity
However, none of the benefits of the access points touched on so far can be effectively realised if the quality infrastructure and connectivity needed are missing. Rwanda and Kenya, among others, have made significant investments to enhance access to critical IT infrastructure, particularly in rural areas. Often though, there remains a widespread lack of access to quality network coverage, a stable electricity supply, quality infrastructure penetration and reliable, constant and fast connectivity. All of these factors continue to inhibit development.
The affordability of data across SSA is a further factor driving the digital divide. When compared to average income levels, the cost of data and devices is prohibitively high for many people.
In fact, SSA has some of the world’s most expensive mobile data prices, according to the Worldwide Mobile Data Pricing report, which measured mobile data costs for four months in 2023 among 237 countries. According to the report, SSA has five out of the 10 most expensive countries for mobile data across the globe, with Zimbabwe being the most expensive in both the region and the world ($43.75 for 1GB of data), followed by Saint Helena ($40.13), South Sudan ($23.70), the Central African Republic ($10.90) and Zambia ($8.01).
The unevenly shared benefits of access
This uneven access takes on many dimensions including geographical but also intersectional with learners in well-funded schools, often located in urban areas, benefiting from greater access to devices and faster, more stable Internet connectivity. Learners attending less affluent and less well-resourced schools, often also located in (historically) marginalised communities, are often being left behind. Girls, women and people with disabilities and marginalised backgrounds are also disproportionately excluded.
For those with access, the advantages are exponential: learners can benefit from a vast and growing array of diverse online learning platforms, access to educational databases and creative and collaborative peer-to-peer communication platforms. This exposure can foster cross-cultural connections, shared learning for mutual problem-solving and benefit and innovation, opening a whole new world of educational and employment opportunities. These opportunities, in turn, often see returns that benefit families, neighbourhoods and communities as they help ignite and facilitate youth-led social enterprises that address local problems.
Working towards greater digital inclusion
Just as there is no one panacea to these challenges, no one actor alone will overcome them. Together, in partnership and through collaboration across civil society, government, development partners and the private sector we can help to bridge the digital divide. We must start with young people as our guiding stars because the potential for real transformation comes when safe, positive exposure to digital technologies is introduced early on in a young person’s educational journey.
Through our in-country and global partnerships, the British Council is cocreating impactful interventions that facilitate greater access to quality digital learning and training opportunities for young people in multiple sectors across SSA. These include basic, higher, and further education and training, in the development of English language skills and qualifications, as well as in facilitating
PHOTO: Katerina Holmes on Pexels
The digital-literacy capabilities and skills of educators must be strengthened to equip learners with the relevant knowledge and skills needed.
George Barrett, Country Director South Africa, British Council.
digital empowerment for people in the creative economies, from cultural producers to emerging animators and artists.
We also leverage the strength of our global convening power to bring together key stakeholders and partners from across the world, to share learning and innovations for peer-to-peer support. With a view to enabling enhanced learning outcomes in schools, British Council’s Schools Now! 2024 Conference – hosted for the first time in SSA, in South Africa – was attended in person and online by over 1 000 school leaders, demonstrating how digital platforms can enable cross-cultural learning and collaboration, sharing best practices and insights in international education.
Bridging the digital educational and employment divide Digital empowerment through quality education and skills development helps to better position young people for employment or entrepreneurship in today’s – and tomorrow’s – digital economy. Recognising the importance of digital transformation in unlocking SSA’s potential and tackling youth unemployment, our Going Global Partnerships, Innovation for African Universities (IAU) programme, was developed to strengthen the entrepreneurial and innovation capacity of higher education institutions in SSA. With a strong focus in phase one on digital skills, digital literacy and technopreneurship, the IAU partnerships created digital infrastructure and technologies to optimise entrepreneurship ecosystems designed to equip young people with digital skills for enhanced employability and enterprise development. By working together, governments, educational institutions, the private sector, civil society and organisations like the British Council can create solutions that make technology accessible and engagement with it meaningful and safe in order to empower young people and bridge the digital divide so that no-one is left behind.
ABOUT SCHOOLS NOW! 2024
British Council’s Schools Now! is a global conference that fosters educational innovation across our global community of over 2 500 British Council Partner Schools spread across over 40 countries. The conference is aimed at educational professionals who wish to learn more about key areas of international education, share their ideas and experiences, and network with like-minded peers. The conference connects over 300 delegates face to face with a further 2 000 virtual attendees from around the world. The Schools Now! 2024 conference was held at The Westin, Cape Town, on 27-29 February 2024.
For more information visit https://www.britishcouncil.org/exam/partner-schools/schools-now-conference
ABOUT BRITISH COUNCIL PARTNER SCHOOLS
A trusted education partner, we help improve the quality of education, supporting learners worldwide to achieve their potential through access to life-changing UK education and qualifications.
The British Council supports a global community of over 2 500 Partner Schools, to enhance the learning experience, improving educational outcomes. We create global connections within the educational community to support professional pathways for educators, enable enriched learning journeys and prepare students for the future. We support our Partner Schools to deliver globally trusted UK International School Qualifications in over 40 countries, transforming the lives of over 250 000 students every year.
For more information, please visit https://www.britishcouncil.org/exam/partnerschools
ABOUT THE BRITISH COUNCIL
We support peace and prosperity by building connections, understanding and trust between people in the UK and countries worldwide.
We uniquely combine the UK’s deep expertise in arts and culture, education and the English language, our global presence and relationships in over 100 countries, our unparalleled access to young people and influencers and our creative sparkle.
We work directly with individuals to help them gain the skills, confidence and connections to transform their lives and shape a better world in partnership with the UK. We support them to build networks and explore creative ideas, to learn English, to get a high-quality education and to gain internationally recognised qualifications.
We work with governments and our partners in the education, English language and cultural sectors, in the UK and globally. Working together we make a bigger difference, creating benefit for millions of people all over the world. We work with people in over 200 countries and territories and are on the ground in more than 100 countries. In 2022/23 we reached 600-million people.
For more information, please visit: www.britishcouncil.org .
You can also keep in touch with the British Council through http://twitter.com/britishcouncil and http://blog.britishcouncil.org/.
PHOTO: Lagos
Social enterprises and non-governmental organisations need good digital connectivity to do their work.
FINTECH COMPANY WINS HIGH RANKING
In its closely watched annual survey, the Financial Times has ranked South African fintech consultancy Elenjical Solutions among Africa’s top 10 fastest-growing software and IT companies.
EElenjical Solutions, the Johannesburg headquartered financial IT services consultancy, has been ranked on the sought-after list of “Africa’s Fastest Growing Companies 2024”. This research identifies the top performers, measured in terms of revenue growth since 2019. The list is compiled for the Financial Times by respected research firm Statista Inc.
Not only is Elenjical Solutions among Africa’s 100 fastest growing companies, but it is also one of the top 10 fastest-growing companies in the IT and Software subcategory.
“We’re pleased to have been included by the FT as among Africa’s fastestgrowing companies,” says Tinu Elenjical, founder and CEO. “But we haven’t achieved this on our own.
Over a decade, with the invaluable support of customers and key partners, such as Murex, we have moved consistently to the forefront of financial IT consultancy in Africa and beyond. Being named among the Financial Times Africa’s Fastest Growing Companies ranking demonstrates our ability to compete globally while making a positive impact locally. Through our initiatives, we are shaping the future of fintech in Africa, while fostering inclusivity and empowering individuals to thrive in the industry,” he said.
The ranking, now in its third year, highlights how companies across a broad spectrum, including fintech, energy, healthcare and agriculture, continued to expand their operations, even during the turbulent time of the Covid-19 and postCovid eras. Despite these challenges, the Elenjical Solutions workforce grew by 200% during the period. It also expanded into the Turkish market, and as Murex’s
principal partner, has been at the forefront of introducing the latest services to Africa’s financial sector.
Additionally, Elenjical Solutions has developed in-house AI-powered applications that are set to transform the way fintech businesses interact with their data. These achievements are just part of the backstory driving the company’s strong growth.
“The ranking: Africa’s Fastest Growing Companies 2024” can be seen on the website of the Financial Times, www.ft.com.
About Elenjical Solutions
Elenjical Solutions is an expert financial services technology consulting firm based in Johannesburg, South Africa. We understand the nuances of the African capital-markets business and align this with industry leading knowledge of technology. We specialise in the cost-effective re-architecting of our clients’ technology, with specific emphasis on reusing what isn’t broken yet meeting the business needs of now and the future. Our senior staff provide capital-markets technology leadership and business insights and are backed up by project teams delivering system implementations, software developments and training and project management. We bring detailed knowledge of trading and risk, asset management, data and cloud as well as the move to digital. In addition, we are the only African-based Murex business partner and system integrator, referenced by the vendor as the leading experts across the region.
PHOTO: Igor Omilaev on Unsplash
COCA-COLA BEVERAGES AFRICA INVESTS IN NAMIBIA
Production capacity is boosted by 30%.
CCoca-Cola Beverages Africa (CCBA) has invested in a new bottling line in Namibia, capable of producing 27 000 bottles per hour. This upgrade will increase the plant’s output capacity by 30% and stimulate growth throughout the company’s value chain.
The investment also includes the installation of a water-treatment plant with state-of-the-art water-recovery technology, designed to reduce water consumption. Additionally, the integration of advanced technology, including artificial intelligence, will require skills training for employees, contributing to the development of a future-ready workforce for both the business and the country.
“We’ve ensured that this production line goes beyond output numbers,” said Pottie de Bruyn, General Manager of Coca-Cola Beverages Africa in Namibia.
“It’s about creating shared opportunities across the value chain. The increased production also provides a boost to local businesses that supply us with raw materials and services.”
Sunil Gupta, Chief Executive Officer of CCBA, echoed the sentiment, adding, “This investment is a clear demonstration of our continued belief in the future of Namibia.”
Gupta also highlighted CCBA’s broader goals: “As a customer-centric, digitally enabled, growth-driven business, we are committed to excellence across our value chain. Efficient operations allow us to offer faster delivery and superior service. This new production line is another step in our journey to achieve even greater levels of execution excellence.”
Honourable John Mutorwa, Namibia Deputy Prime Minister and Minister of Works and Transport, cuts the ribbon at the launch of the PET line in Windhoek. From left to right: Sunil Gupta, CCBA CEO; Pottie de Bruyn, CCBA in Namibia General Manager; Hon John Mutorwa; Hon Lucia Iipumbu, Minister of Industrialisation and Trade; and Gabriel Gabriel, Manufacturing Director CCBA in Namibia.
ABOUT CCBA
CCBA is the 8th largest Coca-Cola bottling partner in the world by revenue, and the largest on the continent. It accounts for over 40% of all Coca-Cola products sold in Africa by volume. With over 18 000 employees in Africa, CCBA services more than 720 000 customers with a host of international and local brands. The group was formed in July 2016 after the successful combination of the Southern and East Africa bottling operations of the non-alcoholic ready-to-drink beverages businesses of The Coca-Cola Company, SABMiller plc and Gutsche Family Investments. CCBA shareholders are currently: The Coca-Cola Company 66.5% and Gutsche Family Investments 33.5%. CCBA operates in 15 countries, including its six key markets of South Africa, Kenya, Ethiopia, Uganda, Mozambique and Namibia, as well as Tanzania, Botswana, Ghana, Zambia, the islands of Comoros and Mayotte, Eswatini, Lesotho and Malawi. Learn more at www.ccbagroup.com
ACHIEVING MINING RESILIENCE
Long-term energy solutions are available to create sustainability in the mining sector, writes Johan Helberg, Head of Mining at Aggreko, Africa, Middle East and Asia.
AAccording to the Boston Consulting Group, mining organisations planning for uncertainty and complexity are those that tend to find profit within them.
The research firm has underscored the importance of investing in the right energy and infrastructure solutions to ensure that growth is both profitable and sustainable, allowing for mines to reimagine their approaches and pivot at speed. It is an industry constantly in flux with market trends and demands shifting at such speed that it is almost impossible to predict what lies a year in the future, much less plan for five to 10 years ahead. Regulations, green mining, technology, environmental pressures and shifting market requirements mean mines are under constant pressure to adapt, evolve and reimagine.
Sustainable success for mining companies within the Africa, Middle East and Asia (AMEA) region rests on two fundamental foundations – resilience and energy. Mining organisations must reinvent their architecture and their practices from the ground up, shifting reliance away from the portfolio of yesterday towards new practices and approaches that allow them to become as dynamic and competitive as the landscape itself. However, as the “PwC Mining 2023: The Era of Reinvention” study pointed out, the route to renewable, sustainable and low-emission energy will not be straightforward, which means planning has to start now to embed the resilience and agility needed for tomorrow.
A sustainable energy architecture allows companies to reduce their reliance on grid-based power so they can move steadily towards their sustainability goals
within a well-defined framework. The mining sector is well aware of the pressure it is under to become renewable, clean and green and most mines have put significant renewable and alternative energy solutions in place. However, many are still battling to find that perfect balance of power and location.
Of course, one of the first things to consider for most companies in AMEA is to remove reliance on the grid. In many countries, this has become, and remains, unreliable and fractious. It is also expensive and adds little value to the green bottom line at a time when the mining sector contributes up to 7% of global greenhouse gas emissions. Mines are looking for solutions that will allow them to align with the United Nations Sustainable Development Goals (SDGs) as these are both a priority and a challenge. Committing to alternative power and achieving net zero is complicated within the chaos of rising costs (Deloitte found that the cost of energy is around 30% of the total cash operating costs for the sector), grid instability and increasing power demands.
Mine design
Mines need effective energy management within superb mine design to cut costs, emissions and carbon footprints.
This is where investment into a sustainable and accessible long-term energy foundation can make all the difference. The energy and cost conversation is the same – how can both be cut to save money and embed sustainability? The answer lies in developing an energy solution that is aligned with ESG guidelines, particularly your own organisation’s ESG strategy; has visibility into available fuel sources and solutions so you have a realistic picture of your energy expectations and required investments; and a deep understanding of your power requirements across operations and locations.
Johan Helberg, Head of Mining at Aggreko AMEA.
South Africa’s power utility, Eskom, has started rolling out a battery energy storage system (BESS). PHOTO: Eskom
MINES
NEED
EFFECTIVE
ENERGY
MANAGEMENT WITHIN SUPERB MINE DESIGN TO CUT COSTS, EMISSIONS AND CARBON FOOTPRINTS.
When you have these needs clearly defined, you can develop an approach that allows you to tick your boxes strategically. And to take advantage of the solutions currently being developed by an evolving energy provision market. Innovation within energy frameworks and solutions is unprecedented right now which makes it easy for mines to find the right energy mix that is structured around their business.
Your options are fairly unlimited. For example, if your organisation wants a quick power solution, you can invest in bridging power solutions that are designed to help you remain stable and capable within your energy portfolio. Or, if you want to move your legacy power framework towards one that’s more energy efficient, you can switch to a loweremission thermal fuel or hybridise your energy mix with renewable energy solutions that provide you with balance and control over both the long and the short term.
By adapting the ways in which your mines are powered through flexible solutions designed to reduce costs and emissions, you can enjoy resilience, reliability and availability on a scale you couldn’t achieve with traditional solutions. Looking ahead, mines need energy partners capable of helping them unpack their energy portfolio and their strategic goals so they can build agile and adaptable energy solutions that remove the risk, save costs and lower emissions while delivering reliable energy over the long term.
Hybrid solutions using a variety of renewable energy sources can solve several problems at the same time.
INNOVATIVE WATER TREATMENTS FOR AFRICA
The technology of a Finnish company that specialises in removing metals from water will be available in the DRC, Zambia and beyond after a JV was signed with Valhalla Capital Partners.
IInnovative water treatment technologies will be available in multiple African jurisdictions after Valhalla Capital Partners, a South African-based investmentholding company, signed a joint-venture agreement (JV) with Finnish wastewatertreatment technology pioneer EPSE. The joint venture started operations in October 2024.
The JV is to disseminate EPSE’s innovative water-treatment technology in Africa. Utilising the EPSE™ method, the technology will be used with local partners involved in water-treatment solutions across the African continent. EPSE’s technology removes metals from water, creating recyclable water and environmentally friendly precipitate. The method can be applied to all wastewaters containing dissolved metals. Such effluents are typical byproducts of the continent’s robust mining and diverse industrial sectors.
In addition to Valhalla Capital Partners and EPSE, which is based in Helsinki, two other companies are involved. They are Prosep, a water-treatment company based in Boksburg, South Africa, and Titan Resources, a mining consultancy led by Blaine Wilson, who has worked globally in the mining industry and brings a wealth of knowledge on how water impacts mining and vice versa. The headquarters of Titan Resources are in Houston, Texas.
Speaking on the announcement and the significance it holds for multinational partnerships in Africa’s mining and infrastructure sector, Valhalla Capital Partners CEO Lesibana Fosu commented, “This is an exciting venture to bring a leading European company that has a global footprint into Africa’s water-treatment functions. The JV will aid multiple players in various countries on the continent towards opportunities that aid sustainable business practices and enhancement of their operational efficiencies.
“There are a number of opportunities that have been identified in Zambia and the DRC, as well as the rest of the continent which we look forward to developing in the name of a greener water footprint on the continent. These will include partnering with a range of existing agencies and institutions.”
Water is becoming increasingly important globally and the effects of climate change will be felt in areas already suffering from drought and extreme events, like Africa. As Steve Evans, CEO of Prosep states, “Clean water and responsible use of water resources are important to countries across the African continent. This agreement will enable progress towards water and metals recycling, locally.”
Africa also has a large mining and industrial sector struggling to cope with scarce resources and a large population. EPSE will enable water recycling and provide
Treating water from mining operations requires specialist skills and dedicated technology.
the industry with the opportunity to operate sustainably in terms of wastewater management and recycling.
Valhalla Capital Partners will raise financing for the expansion of the JV, not only in South Africa but across the continent. The activities of the JV will consist of projects where samples from individual mines will be processed by EPSE and solutions will be implemented locally in partnership with Prosep. The market has already been mapped and half a dozen potential mines have been identified. A set of samples have been sent to EPSE’s laboratory in Finland, while other arrangements for the JV operations are underway. In the long term, activities will be local and EPSE’s aim is to train local people.
Jouni Jääskeläinen, the CEO of EPSA, commented, “EPSE wants to transfer technological know-how as quickly as possible to ensure that large-scale water usage in Africa is successful, and is clean and environmentally sound.” He added, “This is a great partnership for Finland and Africa.”
About Valhalla Capital Partners
Valhalla Capital Partners targets dynamic sectors, including agricultural innovation, infrastructure development, particularly water, renewable energy, fintech and healthcare, aiming to create sustainable, scalable value. Our commitment is to the African continent, supporting visionary mid-cap, privately owned businesses with high-growth potential. Beyond capital, Valhalla Capital Partners provides operational expertise, strategic guidance and access to our global network. All of our investments deliver attractive risk-adjusted returns while positively impacting local economies and communities. Our track record includes building strategic infrastructure in East Africa and driving fintech innovation in West Africa, demonstrating our ability to transform businesses.
Website: https://valhallacapitalpartners.africa/
About EPSE
EPSE is a privately owned Finnish company committed to environmental sustainability and a circular economy. Our expertise lies in the advanced treatment of industrial hazardous processes and wastewater containing soluble metals. We strive to mitigate climate change by minimising the environmental footprint of wastewater management. Through innovative techniques, we recover valuable metals and other materials, promoting resource circularity and reducing waste. Our solutions contribute to the ESG goals of reducing emissions, preserving natural resources and fostering responsible waste handling in industrial processes. EPSE team consists of world-class professionals in the fields of chemistry, water treatment, marketing and business development. In addition, EPSE’s advisors include specialists in international commercialising, contract law and different legislations.
Website: www.epse.fi/en/
PHOTO: Tom Fisk on Unsplash
Lesibana Fosu, CEO of Valhalla Capital Partners.
BAN SINGLE-USE PLASTICS, SAY RESEARCHERS
Nigeria’s Osun River has the highest level of microplastics in the world and a group of academics has called for a prohibition on single-use plastics. By Yves Vanderhaeghen, a strategic consultant and writer for Jive Media Africa, research and communication partner to Oppenheimer Generations Research and Conservation.
TThe sacred Osun River in Nigeria has recorded the highest measured level of microplastics in a river in the world and researchers are calling for a ban on singleuse plastics.
Microplastics are everywhere and Dr Gideon Idowu, an Environmental Chemist at Nigeria’s Federal University of Technology Akure (FUTA), has conducted a massive research project across eight African countries to understand their levels and impacts in riverine and marine systems.
Idowu and his team have published some of their findings in the Journal of Hazardous Materials Advances, in an article titled “Why Nigeria should ban single-use plastics: Excessive microplastic pollution of the water, sediments and fish species in Osun River, Nigeria”. Idowu said that “the levels of microplastics that we found in the Osun River were very high, but for one of the sites, the levels are really, really high, at 22 079 particles/litre”. The Osun River is a UNESCO World Heritage Site and a vital water source for many communities in South West Nigeria.
Over 300-million tons of plastics are produced every year around the world and the Organisation for Economic Co-operation and Development (OECD) has forecast that by 2060, fossil-fuel based plastics would amount to 1.2-billion tons, of which over one-billion tons may go to waste. Microplastics have infiltrated almost all environments and organisms and the particles, says the OECD, kill more than a million seabirds and 100 000 marine mammals per year.
In response to the hazard, Greenpeace International has now called for a Global Plastics Treaty and newspaper headlines reflect public anxieties about the pervasiveness of microplastics: “We inhale a credit card’s worth of microplastics each week,” reports the BBC; “Potentially toxic microplastics are found in 100 percent of human placentas tested by scientists,” reports the Daily Mail; “Microplastics found in sediment layers untouched by modern humans,” reports Futurism; “Researchers find a massive number of plastic particles in bottled water,” reports NPR.
Microplastics are fragments of any type of plastic less than 5mm in size. Talking about microplastics in river waters, Idowu said “Ordinarily, we wouldn’t see the majority of them if we didn’t put them under the stereo-microscope that enabled us to detect and count them. You would probably just think it’s normal water that’s a bit turbid. You wouldn’t know that those things are there.”
Idowu’s study, which is funded by a Jennifer Ward Oppenheimer Research Grant of $150 000, highlights how microplastics are formed from the breakdown of larger plastic items, as well as from manufacturing processes that generate plastic pellets and nurdles. These tiny particles have been found to wreak havoc on ecosystems, affecting organisms’ physiological functions and reproductive capabilities. They also have the potential to adsorb harmful chemicals, posing a threat to any organisms that ingest them.
The study on Osun River was conducted to assess the overall levels of microplastics in the water, sediments and commercially important fish species in the river.
Sampling locations were strategically chosen along the river, including areas upstream and downstream of the Oshogbo metropolis, with a population of over 714 000. Idowu said, “The particular site where we got the very high value happens to be close to the city centre, where people throw in all sorts of waste, including plastics. It was difficult to access the river sediments in the first place, because everything we lifted up was just one plastic item or the other. That tells you the magnitude of pollution of the river, and probably explains why microplastic levels were extremely high for that location, which was one of the five sampled locations
Dr Gideon Idowu receives the Jennifer Ward Oppenheimer Research Grant from Jonathan Oppenheimer.
on the river. But what we did not expect was that the microplastics found at this location would be the highest reported so far, for a river water globally, as it has now turned out to be.”
The microplastics were of diverse types. Analyses revealed “seven polymer materials, including acrylonitrile butadiene styrene and ethylene vinyl acetate, that have not been commonly reported for river environments”. Fish species crucial for local economies were also found to be contaminated with microplastics, raising concerns about human consumption. “Microplastics ranged averagely from 407 to 1691.7 particles in the gastro-intestinal tract of six fish species analysed, with silver catfish having the highest concentration.” Idowu said that while levels found in the fish were higher than those reported for fish in Asia and Europe, they were “similar to other plastic pollution hotspots in Africa”.
BANS ARE WORKING
Idowu noted that “across all the sites where we conducted research, we found that the countries which recorded the highest levels of microplastics were Nigeria and Zimbabwe and the lowest were Kenya and Tanzania, where there has been some ban on single-use plastics”.
That is why “for us to see a significant reduction in the levels of microplastics in the environment, there is a need to ban single-use plastics like carrier bags and styrofoam containers. Our research indeed confirmed that black particles from black carrier bags were abundant in the river environment”. He continued, “There is a need to ban those categories of plastics because people just use them and throw them away, they don’t reuse. We need to shift to the type of bags that people can use again and again. And where possible, there should be a substitution of this type of bags with paper alternatives.”
Idowu said that while there are clear environmental impacts, as demonstrated by the presence of microplastics in the gut of the fish, there are also health hazards posed to humans. “People are ingesting the microplastics when they consume the
fish. Some sections of the river that we analysed are also used for drinking. This clearly shows that people are consuming microplastic-laden water.
“A ban on some plastics may reduce profits to the manufacturers, but the preservation of the environment would be a win-win thing for Africa. We will have more vibrant aquatic systems, which would support the growth of fish and other resources that serve as livelihood to some other people. If we look at the slow pace of infrastructural development in Africa, it implies that many rural communities would still depend on rivers for some years to come. We would reduce the level of microplastics to which these people are exposed.”
Idowu said that while the message is getting to the policymakers. The government of Nigeria, for instance, is considering a ban on single-use plastics. Said Idowu, “There are different forces and interests and so a pronouncement has not been made yet for the whole of the country. But there are individual states where there have been bans.
“We emphasise the need for the Nigerian government to ban certain single-use plastics, as a step towards reducing plastic pollution of Nigerian rivers that shelter important fish species and provide water for religious and domestic purposes,” he said.
To reduce plastic pollution and microplastic levels in Africa, Idowu noted that more countries need to ban single-use plastics. At the moment, about 10 countries are considering or already have a partial ban on single-use plastics. “The more countries that ban these, the better for the region.”
Coordinated and comprehensive action is necessary across African countries, said Idowu, because “we saw in Kenya for example, when they banned singleuse carrier bags and production was not banned in neighbouring countries, then the bags were smuggled into Kenya. Now we’re finding those bags back in the environment. We have to fight plastic pollution as a region, and not just as individual country”.
The research article is available at www.sciencedirect.com
ABOUT THE JENNIFER WARD OPPENHEIMER RESEARCH GRANT
The Jennifer Ward Oppenheimer Research Grant is an annual award facilitated by Oppenheimer Generations Philanthropies and Oppenheimer Generations Research and Conservation. The grant was established to honour the late Mrs Jennifer Ward Oppenheimer and continue her extensive contribution to and passion for Africa, the environment and science.
The Lagos Lagoon is a dumping ground for waste.
Plastic on the banks of the Osun River.
THE PATH TO GREEN GROWTH
Scenario research concludes that African economic expansion need not threaten global carbon targets.
By Daniel M Kammen (Professor of Energy, University of California, Berkeley) and Oluwagbemisola Deborah Akinsipe (PhD Candidate in the Energy and Resources Group, University of California, Berkeley)
for The Conversation.
AAfrica contributes only about 4% of the world’s greenhouse gas emissions. The continent consumes the least energy for each person, compared with other regions of the world. With over 560-million people who don’t have access to electricity, Africa has the lowest rate of energy access in the world.
The continent also has the most rapid population growth and urbanisation rates globally. This means that Africa’s greenhouse gas emissions could dramatically increase due to rapid economic growth, urbanisation, industrialisation and population growth.
Our research set out to analyse how Africa’s growth could potentially affect efforts to reduce global warming or mitigate climate change. We did this by modelling various scenarios.
We found that the impact of Africa’s growth on global carbon targets is likely to be low, especially in the short term. We also found that international institutions based outside Africa could influence the continent’s energy transition, and greenhouse gas emissions, by supporting green investments.
We argue that Africa’s economies are innovative. The continent has a wealth of natural resources. If investments are made in sustainable development which lead to a “Green New Deal” for Africa, the continent could become a clean and equitable leader at home and for the global community.
How we calculated future emissions
Different combinations of factors produce different emissions scenarios. The factors are: population, economic growth (gross domestic product per capita), energy intensity (total energy consumed per unit of gross domestic product) and carbon intensity (emissions per unit of energy consumed).
We used the well-known Kaya identity, a mathematical tool. It predicts how carbon-dioxide emissions might change in African countries and what could cause this change. The Kaya identity says the total emissions of carbon dioxide from energy use will be equal to population x economic growth x energy intensity x carbon intensity.
Several African countries have recently begun exploring their fossil fuel potential, hoping to boost their economic prosperity.
Changes in any of the factors in the calculation will change the outcome. For example, the population and economic growth rate might both increase rapidly. Or the population might stay stable but more fossil fuels might be burnt.
We based our calculations on World Bank and US Energy Information Administration data on the greenhouse gases emitted by Africa between 1990 and 2020. This helped us identify historical patterns. We also used the United Nations’ population projections for African countries across all scenarios.
Four scenarios
Our work led directly to four scenarios – a potential range for Africa’s future carbon emissions in 2030, 2040 and 2050:
Low growth: African countries’ economic growth does not speed up. They grow slowly but limit both energy use and carbon-dioxide emissions.
High growth: African countries sustain the highest growth rates recorded over the past 30 years for carbon intensity, energy intensity and economic growth. This might happen if significant fossil fuel resources are discovered and then exploited without any efforts to curb related emissions. Several African countries have recently begun exploring their fossil fuel potential, hoping to boost their economic prosperity.
Green growth: This is where African countries grow as rapidly as they have grown over the past 30 years, but do not increase their use of fossil fuels. Kenya, for example, has experienced both economic growth and an expansion of renewableenergy capacity.
Mid-growth: This is where countries maintain the average growth rates of the past 30 years for carbon intensity, energy intensity and economic growth into the next three decades.
What we found
Our findings suggest that explosive growth in Africa’s greenhouse gas emissions in the next 30 years is unlikely. This is because under a low-growth scenario, Africa will reduce emissions.
In the mid- and green-growth scenarios, Africa’s emissions would represent only 4%-13% of the planned carbon savings in major economies.
We find that only a high-growth scenario without climate-conscious development will mean that Africa’s greenhouse gas emissions grow so much that they negatively affect global efforts to stop climate change. But even this impact would be less than that from China, India and Indonesia until at least 2030.
Recent trends from 2010-2020 show that 26 of the 47 African countries studied are leaning towards low- or green-growth scenarios. This includes the major emitters like South Africa, Egypt and Nigeria.
However, our study also found that low emissions growth in many African countries is primarily due to low economic growth. This means that if economic growth accelerates, emissions will rise ‒ unless carbon and energy-intensity trends are addressed via a Green New Deal for Africa. This means that economic development plans must make sure that climate mitigation efforts are front and centre, especially in the 19 African countries which will account for 80%-90% of the region’s future emissions.
We also observed that African countries are highly dependent on external actors for their transition to renewable energy. For example, national action plans on climate change in South Africa, Mozambique, Rwanda and Kenya are being developed in response to donor requirements. Egypt’s mitigation efforts will only happen if the country gets low interest loans and grants from the international community. Kenya has undertaken to cover 21% of the costs of mitigating climate change, if it receives funding to cover the other 79%.
Similarly, most fossil-fuel projects on the continent are owned by companies headquartered in Europe, the United States and China. Foreign multinational corporations own two-thirds of the projected new gas and oil production in Africa to 2050.
These external actors therefore have a strong influence on whether renewable energy adoption will be substantial. Our research suggests that African countries can achieve a green-growth scenario (high economic growth without high greenhouse gas emissions) if international partners commit and follow through with financial and technical support for climate action.
African nations must also make sure that any climate finance aligns with their developmental goals. These include inclusive, community-empowering investments that bring on board the half a billion people without even basic electricity access today. These goals also include expanding local industries; more and more, renewable energy systems should be built and run by local companies and workers, with locally manufactured components.
ABOUT THE CONVERSATION
The Conversation is funded by the National Research Foundation, eight universities, including the Cape Peninsula University of Technology, Rhodes University, Stellenbosch University and the universities of Cape Town, Johannesburg, KwaZulu-Natal, Pretoria and South Africa. It is hosted by the universities of the Witwatersrand and the Western Cape, the African Population and Health Research Centre and the Nigerian Academy of Science. The Bill & Melinda Gates Foundation is a Strategic Partner.
PHOTO: PREO
Roam is a joint Swedish/Kenyan venture manufacturing electric motorcycles with the goal of supplying Uber with 3 000 vehicles. Kenya is an example of a country experiencing green growth: economic growth happening together with an expansion of renewable-energy capacity.
UNION OF COMOROS
Contested elections have been held in the archipelago.
Capital: Moroni.
Other towns/cities: Mutsamudu, Ouani.
Population: 850 800.
GDP: $1.35-billion (2023) World Bank.
GDP per capita: $1 587 (2023) World Bank.
Currency: Comorian franc.
Regional Economic Community: Arab League, Organisation internationale de la Francophonie, Organisation of Islamic Co-operation, Indian Ocean Commission. Landmass: 2 235km².
Coastline: 340km.
Resources: Fish and spices, including cloves, vanilla, cinnamon and ylang-ylang, the essential oil of which is an important component of perfumes.
Main economic sectors: Agriculture, fishing, services.
Other sectors: Tourism.
New sectors for investment: Energy, digital connectivity.
Key projects: The Plan for Emerging Comoros is the guiding document for planning to 2030. Key elements are to build economic resilience, strengthen human capital and foster inclusive growth. The World Bank Group is supporting 14 projects in multiple sectors, including healthcare, tourism, financial inclusion, energy, transport and climate resilience.
Top export destinations: Turkey, India, UAE, US, Indonesia.
Top import sources: UAE, China, India, France, Tanzania.
Main imports: Rice, refined petroleum, poultry, water, synthetic fabric.
Infrastructure: Prince Said Ibrahim International Airport serves Moroni on Grande Comore, Ouani Airport is an airport on Anjouan and Mohéli Bandar Es Eslam Airport serves Mohéli.
Mobile subscriptions per 100 inhabitants: 100 (2022) World Bank.
Internet percentage of population: 27 (2021) World Bank.
ICT Development Index 2023 (ITU) ranking: 43.5.
Geography: Three major islands make up the Comoros and they are known by the names given by the French: Grande Comore (Ngazidja to locals), Mohéli (Mwali) and Anjouan (Ndzwani). There are numerous small islands and a fourth land mass, Mayotte to the south-east, elected not to become independent and is still a French territory. The archipelago is located in the Mozambique Channel, between the east coast of Africa and Madagascar.
Climate: Tropical marine, normally mild. The rainy season is November to May where temperatures are hotter. The dry season is cooler and the islands are rarely subject to cyclones but in 2019 Cyclone Kenneth did considerable damage.
Religion: Most Sunni Muslim, also Shia and Ahmadiyya Muslim. Others about 2%.
Modern history: The renaming of the state in 2002 as Union of the Comoros marked a change in the constitution of the territory. Between 1997 and 2001 the two smaller islands fought for independence but achieved a decentralised state, which was approved in a referendum. In 1974 the three islands had chosen to become independent together whereas Mayotte, where France had first landed forces in 1841, chose to remain a French territory. With independence came the first of many coups, with French mercenary Bob Denard, supported by the South African government, to the fore in more than one overthrow of the government. The last of these attempts was thwarted by French forces in 1995 but in 1999 another coup was successful. Then thenpresident of the country was accused by Azali Assoumani of being ready to break up the country by talking to representatives of the island of Anjouan. President Assoumani has been in power ever since, winning a fourth term of office in January 2024 after a poll which was sharply criticised by opposition groups. Islam was introduced into the islands between the eighth and 11th centuries as the territories played a vital role in trade routes frequented by Arab and Persian traders along the African coast. The country has three official languages: Arabic, French and Shikomori.
Regional Economic Community: Southern African Development Community (SADC), Southern African Customs Union (SACU), the Commonwealth of Nations. Landmass: 17 364km².
Resources: Asbestos, coal, clay, cassiterite, hydropower, forests, small gold and diamond deposits, quarry stone and talc.
Main economic sectors: Services contributes just more than 50% with manufacturing making up a third of economic activity.
Other sectors: Agriculture.
New sectors for investment: Mining, energy, digital services, infrastructure.
Key projects: Eswatini’s National Development Plan (2023-2027) aims to ensure recovery from weak growth and limited poverty reduction through good governance, fiscal discipline and inclusive private-sector growth that provides sustainable livelihoods for all, especially women and youth. The Mkhondvo-Ngwavuma Water Augmentation Programme is expected to promote growth.
Chief exports: Commodities, scented mixtures, raw sugar, garments, industrial acids, oils, alcohols and wood.
Top export destinations: South Africa, Kenya, Nigeria, Democratic Republic of the Congo, Mozambique.
Top import sources: South Africa, China, US, Mozambique, Mauritania.
Main imports: Refined petroleum, gold, plastic products, electricity, garments.
Infrastructure: Matsapha Airport and King Mswati III International Airport, both in Manzini, are paved; there are a further 12 unpaved airfields. Roads, 4 500km of which 1 500km are paved. Railways, 300km with a dry port at
Matsapha near Manzini in the centre of the country. Swaziland uses the ports of Maputo in Mozambique and Richards Bay and Durban in South Africa. Mobile subscriptions per 100 inhabitants: 122 (2023) World Bank. Internet percentage of population: 58 (2022) World Bank.
ICT Development Index (ITU) ranking: 71.7.
Geography: Four distinct geographical regions run in parallel from west to east: the Highveld, the Middleveld, the Lowveld and the Lebombo escarpment, which runs through the eastern frontier with Mozambique.
Climate: Mostly subtropical and temperate but the steep fall in altitude over a short distance plus the country’s exposure to moist maritime tropical air from the Indian Ocean means that the climate can vary quite dramatically.
Religion: About 90% Christian which includes a number of denominations. Modern history: The Kingdom of Eswatini is ruled by King Mswati III, one of the world’s few absolute monarchs. Succeeding his father King Sobhuza II in 1986 when he was 18 years old, King Mswati III was responsible for the 2018 renaming of Swaziland in honour King Mswati II, who ruled from 1840 to 1868, greatly expanded the state’s territory (beyond its current boundaries) and unified the nation. The UK recognised Swazi independence in 1881 but tensions with the South African Republic led to it becoming British High Commission Territory after the Anglo-Boer War, together with Bechuanaland and Basutoland. In 1921 King Sobhuza II’s long reign began. A first constitution was created in 1964 and independence was achieved in 1968 with a new parliamentary constitution that allowed the king to nominate some MPs. In 1973 the king suspended the constitution and banned political parties. Eswatini was badly hit by HIV. Good progress has been made in controlling the HIV epidemic with infection rates falling dramatically between 2016 and 2021 but the effect on the country has been considerable. Political and labour unrest has been a constant during King Mswati III’s reign, with the country typically achieving low rankings for political rights and civil liberties from organisations such as Freedom House.
