AGRICULTURE AND AGRIBUSINESS

Aliou Sow, SAPCO Director General

The Société d’aménagement et de promotion des côtes et zones touristiques (SAPCO Office for the development and promotion of the coastal and touristic areas) was started 45 years ago, in other words has 45 years of experience in the tourism trade. SAPCO’s Director General, Aliou Sow, talks about Senegal’s potential and its ambition to promote investments.

What is SAPCO’s role in developing the tourism potential in Senegal? Senegal’s geographic location, its culture of democracy dating back to the early days, its political stability, natural potential, legendary hospitality called Teranga, and the sports and famous artists have opened worldwide horizons. Everything is there that makes a physically small country a major destination for tourist. As of 1975, the country’s leaders started thinking about creating Saly, a seaside resort on the Petite Côte. Sapco Senegal, supported by the World Bank, was put in charge of this ambitious project. Now Saly has 17 hotels, 35 hotel-like residences, more than 200 businesses, a financial center with the presence of more than 5 banks and credit institutions, and more than 100,000 direct and indirect jobs, not counting the informal employment. In the tourism sector, Mbour is second only to Dakar. SAPCO is leading efforts to develop tourism and has six major tourism hubs throughout the country.

What is preventing more foreign tourists from coming to Senegal? A study was conducted and a political strategy was defined. The main points of this strategy are included in the Emerging Senegal Plan (PSE), on which the country’s economic and social policy is based. Senegal, hopefully, will receive three million tourists per year as of 2023, but to receive such a large number of guests will require preparation to receive the tourists, a diversified offer and high quality services. Travellers’ demands are not like they were in the 1980s and 1990s. Greater attention to environmental, social, political and cultural issues has changed the model. We feel comfortable about these criteria which should make Senegal even more attractive. If we manage to adapt our offer to the tourists’ requirements we can easily overcome any obstacles to dealing with a larger number of foreign tourists. The problem of infrastructure is almost solved thanks to the new Blaise Diagne International Airport, the renovation of regional airfields, and the connection to national highways.

Are the Senegalese a good group to target? Do local people seem particularly anxious to travel inside the country? Our communication strategy must be considered at two levels: first, the acceptance of tourism as a lever of economic development especially at the local level, and second, as encouragement to the Senegalese to travel. We regularly talk with the people in the local communities. They are gradually understanding what is at stake and accept the tourism development projects. We are also seeing a real change in the reactions of a certain segment of the population, the younger people who have more purchasing power, want to get to know their country and now stay in hotels. These people could make tourism less seasonal than it is now.

What flagship projects have been carried out by SAPCO in the tourism infrastructure sector? The tourism complex of Saly Portudal with its impact on the local economy and on the national economy was the first SAPCO-led

project. With the Blaise Diagne International Airport, the highway and the restoration of the beaches, we are about to requalify Saly as a tourist city with high quality services. Saly is becoming a seaside destination with many attractive products. And then there is the "Saly green city" World Bank project, a real booster for this destination. Currently, the infrastructure and utilities for the Pointe Sarène project are nearing completion. It is a high-end project with very qualified partners such as the RUI group, which will build upscale hotels on 25 hectares. Senegalese entrepreneurs offering innovative products will also be on the site. Lastly, a smart concept composed of security, cleanliness and intelligent management of public spaces will be used on the site.

What current opportunities are there for potential investors in the tourism sector? By strongly promoting investment, our country has obtained convincing results The investments that our country has strongly promoted have produced decisive results in terms of progress in different growth levers of our national economic and social development strategy. In the tourism sector, both planners and developers have tremendous opportunities. We can offer investors a wide range of development opportunities, not only in tourism e.g. Cap Skirring (being restructured), Niokolo Koba Park (tourism), the Delta with its heavenly views and the oil and gas boom in the north..

What has SAPCO done to help minimize its environment footprint? Environmental and social impact studies are conducted as part of our overall strategy for all projects. We work closely with the Ministry of the Environment and more specifically with the Directorate of the Environment and Classified Establishments. We have the resources needed to assess the environmental component at each phase of our projects. For example, with regard to the Pointe Sarène project and the preservation of the public maritime domain, we occupied less of the constructible area bordering the sea than our authorization allowed. Similarly, we clean the beaches to comply with our "clean beaches" concept. We are constantly sensitive to the environmental dimension of our work.

How extensively does Sapco contribute to the development of an inclusive tourism sector with strong local content? We are convinced that the development of the sector depends greatly on the involvement of local populations and Senegalese investors. This is why we are trying to help national entrepreneurs obtain access to touristic lands where they can carry out their projects. We have signed a significant number of agreements with nationals who want to invest in tourism. One example is the Akon Lighting Africa plan to build an ecological hotel complex at MBodiène. Micro-projects are also being encouraged. We are ready to help upskill micro-companies that have projects in the tourism sector to acquire the knowledge they need to live up to our requirements and standards.

What are Sapco’s competitive advantages in an area where many players are trying to get a foothold? In 2020, Sapco will celebrate its 45th anniversary which means it has 45 years of experience in developing and structuring the tourism sector. We have to be careful not to confuse tourism real estate promotion with Saly's attractive and responsible tourism development. Success will depend on our capacity to make the adjustments needed for coherent, coordinated development. We favor activities that can benefit all stakeholders: State, local communities, population groups, financial institutions, business owners and craftsmen as well as the informal sector.