The Journal of African Business Issue 9

THE JOURNAL OF
AFRICAN
BUSINESS
JUNE / JULY / AUGUST 2024
EMBRACING DIGITAL GOVERNANCE IN AFRICA
Prof THEMBA MASEKO, Head of School at the Wits School of Governance
6TH PROSPERITY AFRICA CHAMBERS BUSINESS EXPO | TELCO TRENDS | CORRUPTION IN MINING | $3-MILLION FOR WATER PROJECTS

EXCITEMENT BUILDS FOR PROSPERITY AFRICA 2024
Kampala to host the 6th Edition of the Prosperity Africa Chambers Business Expo
Set for 25-27 September 2024, the 6th Edition of the Prosperity Africa
Chambers Business Expo is poised to take place in Kampala, Uganda.
This biennial event, following the successful 2022 edition in Gaborone,
Botswana, is co-organised by the Uganda National Chamber of
Commerce and Industry (UNCCI), the United Nations Development
Programme (UNDP) and the Pan African Chamber of Commerce and
Industry (PACCI).
It aims to forge meaningful connections between business owners
and key stakeholders such as government agents, financial institutions
and the private sector.
The 2024 conference will focus on several crucial areas including
Digital Transformation for Economic Growth, Green Business and
Sustainability, E-commerce and Digital Marketplaces, AI and Big
Data in Business Innovation and Trade Integration. A key objective
is to advance the effective implementation of the African Continental
Free Trade Area (AfCFTA), with plans to unveil the 2024 Chambers
and Business Associations AfCFTA Implementation Roadmap.
Additionally, the Prosperity Africa Conference serves as a vibrant
platform for cultural exchange, showcasing elements of fashion, music,
art and culinary delights.
It provides a unique opportunity for businesses owned by women
and young people to engage with resource providers, government
representatives, corporate buyers and business professionals.The event
will conclude with a prestigious gala dinner and award ceremony,
celebrating outstanding businesses across various categories and
highlighting the achievements of the Chamber Africa Connect initiative.
For more information on the conference and to register, please visit
www.pacci.org.
Panel discussion: Building authentic relationships and growing your export
business within Africa and beyond. Left to right: Mr Hakim Benbadra, Dr
Penninah Gasheri Mugao, Mrs Sivi Malukisa, Ms Chiraz Bensemmane.
Interview session at Prosperity Africa 2022, in Gaborone, Botswana.
The Botswana Assistant Minister of Investment,
Trade and Industry, Ms Beauty Manake, addresses
delegates at Prosperity Africa 2022.

PACCI ACTIVITIES
PACCI launches Educational Webinar Series
to bolster AfCFTA awareness
PACCI has launched a compelling webinar series to guide businesses through the
opportunities presented by the African Continental Free Trade Area (AfCFTA).
The first session, hosted by Renew Capital and titled “Free Trade in Africa: What It
Means For You,” took place on 8 May 2024, via Zoom. It attracted business leaders
eager to leverage AfCFTA for growth, offering insights into trade liberalisation,
market entry strategies and the practical tools necessary for navigating new
markets. This session emphasised the strategic benefits of regional trade and
provided participants with the chance to apply for customised support, funded by
the Government of Canada, to aid their expansion plans. For those who missed
the live event, the webinar is available on-demand, ensuring ongoing access to these valuable insights. Business leaders interested in exploiting the full benefits of
AfCFTA should consider viewing this session. For more details and to access the webinar, visit Renew Capital’s and PACCI’s official websites. More webinars are
lined up from May to September ahead of the Prosperity Africa Chambers Business Expo. Visit www.pacci.org for more information.
Recent initiatives by PACCI
Certification Course on AfCFTA Implementation Capacity launches in June 2024
Are you dedicated to enhancing cross-border and intra-African trade? Join
us for the Certification Course on AfCFTA Implementation Capacity, a
pivotal part of the “Improving the Trade Facilitation Environment (ITFE) in
Eastern Africa” project. This collaborative effort is brought to you by the Pan
African Chamber of Commerce and Industry (PACCI), the Intergovernmental
Agency on Development (IGAD), the African Development Bank (AfDB) East
Africa Regional Hub (RDGE) and is facilitated by the University of Nairobi
Department of Educational and Distance Studies. This course is designed
to strengthen technical capacity and deepen understanding of the AfCFTA.
Launched in early June 2024, you can find more details at www.pacci.org. Join
a community of business support professionals, leaders and trade enthusiasts
committed to making a significant impact on Africa’s trade landscape.
Uganda National Chamber of Commerce and Industry (UNCCI)
The Uganda National Chamber of Commerce and Industry (UNCCI) is the oldest national
umbrella organization for the private sector in Uganda. UNCCI was established in 1933 by
the business community as a membership organisation to protect their interests during the
Great Depression of the 1930s, and then the Second World War. The organisation faced a
challenge with an economic recession following the 1972 expulsion of Ugandans of Indian
origin by Idi Amin. UNCCI was reestablished in 1978 and registered as a company limited
by guarantee without share capital, guided by a set of by-laws enshrined in articles and
memorandum of association. The leadership of the organisation is elected through a vote at
an annual general assembly once every five years. UNCCI has a multi-sectoral membership
countrywide. The Chamber has a network of district Chamber branches that represent
all regions in over 80 districts. This diversity makes UNCCI the preeminent business
association in the country, dedicated to fostering commerce and industry relations within
Uganda and beyond through its networks within the international business community.
Olive Kigongo, President
of the Uganda National
Chamber of Commerce
and Industry.
Contact details for UNCCI
Physical address: Plot 21, Tufnell Drive, Kamwokya, Kampala, Uganda | Postal address: PO Box 3809 Kampala, Uganda
Tel:+256 753 503035 | E-mail: info@chamberuganda.go.ug | Website: www.chamberuganda.go.ug
1

PUBLISHER’S MESSAGE
MESSAGE FROM THE PUBLISHER
Global Africa Network welcomes a partnership with the Pan African Chamber of Commerce and Industry.
Global African Network (GAN), a proudly African company which has been
producing region-specific business and investment guides since 2004, is pleased
to announce a media partnership with Africa’s most influential business chamber,
the Pan African Chamber of Commerce and Industry, PACCI.
This issue of The Journal of African Business represents the first publication in
which news and views from PACCI will be relayed to our readership. We are proud
to carry the PACCI logo on the magazine’s masthead and we look forward to many
years of fruitful cooperation.
The Journal of African Business is a quarterly print publication which is also
widely distributed in ebook format to a database of over 35 000 recipients by Global
Africa Network, and by PACCI to their audience of African businesses, chambers
of commerce and consulates.
Published by Global Africa Network, The Journal of African Business carries
content on economic and demographic overviews of Africa’s top economies,
key resources, infrastructure, competitive advantages, business and investment
environments and new developments in key sectors within regional economies.
Other focus areas are mega-cities and development corridors, Africa’s major
economic hubs and major infrastructure projects.
Trends such as the growth of Special Economic Zones and the emergence
of e-commerce across the continent are closely followed, with specialists
writing on these and other topics. Relevant interviews with influential
business personalities are a regular feature of the magazine’s offering. Print
distribution includes channels such as incoming and outgoing trade and
investment missions, and through media partnerships at major African
business, industry and investment events in South Africa, and major business
airports in South Africa. The first issue of the journal was published in 2020
as an annual publication.
GAN publishes a wide range of business journals and magazines including South
African Business, Blue Chip Journal and Opportunity Magazine. The partnership
that is inaugurated with this edition is similar in nature to the relationship which
our quarterly publication Opportunity enjoys with the South African Chamber of
Commerce and Industry (SACCI).
GAN has published a number of journals under the TradeInvest brand
(TradeInvest Nigeria and TradeInvest Lagos, for example), a name that lives on in
the monthly trade and investment email newsletter, TradeInvestAfrica.
Access to TradeInvestAfrica and GAN’s online investment promotion platform,
www.globalafricanetwork.com, will allow PACCI to extend the reach of its
message. We heartily welcome PACCI as our partner in promoting good business
in Africa.
Clive During, Managing Director
Chris Whales, Publishing Director
T
2

PACCI
PROMOTING AFRICA’S ECONOMIC INTEGRATION,
COMPETITIVENESS AND SUSTAINABLE GROWTH
The Executive Director of the Pan African Chamber of Commerce and Industry (PACCI),
Mr Kebour Ghenna, outlines the vision of the continent’s foremost chamber body to be pivotal force
in fostering an environment where commerce and sustainability coexist harmoniously.
The African Continental Free Trade Area (AfCFTA) presents unprecedented
opportunities for African businesses, empowering them to enhance their
productivity, improve the quality of their products and services and compete on
a global stage. As we usher in a new era of intra-continental trade, the role of
chambers in raising awareness and driving the implementation of AfCFTA is
critical. The Pan African Chamber of Commerce and Industry (PACCI) stands at
the forefront of this transformative movement.
Established in 2009, PACCI serves as an independent, non-profit organisation
dedicated to advocating for public policies that promote continental economic
integration, competitiveness and sustainable growth. As the largest and most
influential business association in Africa, PACCI operates through more than 50
national chambers of commerce, leveraging their collective strength to foster a
prosperous business environment across the continent.
Our vision is clear: to be the recognised voice of African businesses and a
valuable resource to our members. We are committed to transforming Africa into a
vibrant hub for commerce, manufacturing and service industries, characterised by:
Economic empowerment: We are committed to promoting the well-being of
African businesses, enhancing intra-African trade and improving the productive
capacity of enterprises across the continent.
Sustainability and innovation: We advocate for a green transition and climatechange
readiness, ensuring businesses are sustainable and prepared for the
future. Our initiatives support gender-responsive policies and the integration
of youth, which are crucial for holistic economic growth.
Technology and accessibility: Through our Chamber Africa Connect initiative,
we are digitising and diversifying services to make business operations more
efficient and accessible, preparing our members for the digital age.
Inclusive growth: We ensure that the benefits of trade liberalisation contribute
not only to economic growth but also to environmental protection and the creation
of sustainable employment opportunities.
Headquartered in Addis Ababa, Ethiopia, with service desks in Ghana, Kenya
and Dubai, PACCI serves as a pivotal force in driving these changes, fostering
an environment where commerce and sustainability coexist harmoniously.
As we move forward, our mission remains steadfast: to empower African
businesses to thrive and expand, paving the way for a prosperous and inclusive
economic future.
Linking traders at Prosperity Africa 2022.
PACCI Executive Director, Mr Kebour Ghenna
PACCI
Gulf Aziz Building 4th Floor 402, Bole, Addis Ababa, Ethiopia
Tel: +251 11 691 0011 | Email: info@pacci.org | Website: www.pacci.org | Social media: @officialpacci
3

FOREWORD
The Journal of
African Business
A unique guide to business and investment in Africa.
Welcome to The Journal of African Business, your up-to-date guide to business and
investment trends on the continent.
This issue heralds a significant first for the magazine as the media and distribution
partnership with the Pan African Chamber of Commerce and Industry (PACCI) is
launched. A message from the publishers of the Journal introducing this new venture
is printed alongside an article by the Executive Director of the PACCI, Mr Kebour
Ghenna, outlining what values underpin PACCI’s work and how the continent’s
leading chamber entity goes about its business. News about PACCI’s Prosperity
Africa Chambers Business Expo, the sixth edition of this exciting event, is carried on
THE JOURNAL OF
AFRICAN
BUSINESS
JUNE / JULY / AUGUST 2024
EMBRACING DIGITAL GOVERNANCE IN AFRICA
Prof THEMBA MASEKO, Head of School at the Wits School of Governance
6TH PROSPERITY AFRICA CHAMBERS BUSINESS EXPO | TELCO TRENDS | CORRUPTION IN MINING | $3-MILLION FOR WATER PROJECTS
the Inside Front Cover of the magazine.
The event will be held, in conjunction
with the Uganda National Chamber
of Commerce and Industry (UNCCI)
and the United Nations Development
Programme (UNDP) in Kampala from
25 September.
A roundup of some of the other recent
activities of PACCI can be found on the
facing page. The objective of The Journal
of African Business is to cover a wide
range of economic sectors and regions.
Developments in energy, mining,
technology, tourism, trade and finance
are often in focus.
Interviews provide unique insights. In this issue, Gustav Mertz, Executive Vice
President: Bulk and Corridors for Sub-Saharan Africa at DP World, reveals
how his company intends expanding its already considerable presence on the
continent and the place of multi-corridors in those plans. News of a $3-million
commitment by the United States Agency for International Development
(USAID) to African water projects will be welcomed by anyone concerned about
infrastructure. The African Development Bank’s African Water Facility will be
responsible for disbursing the funds.
The British Council’s Regional Exams Director writes on the urgent need to
improve African school curricula. Keshav Sreedharan calls for a new emphasis on
skills relevant to the technologies that are prevalent in the world today, but also argues
that multilingual capabilities need to be nurtured.
He calls for curricula that are “ambitious and integrate local and global narratives
that spark curiosity and inspire learners”.
Matthew Cumming of Business Partners Limited believes that small businesses
can be the solution to sustainable growth and development in Africa. Digital finance
services and the provision of domestic gas are two examples the author gives where
small business can be transformative.
The things that are transforming Africa’s telecoms sector are customer experience
and efficiency, according to Louis Avenant, Senior Project Manager at Itemate
Solutions. The shift away from feature phones to more function-rich smartphones
will also be influential on future trends in the market. Finally, Sabeeha Kathrada of
Norton Rose Fulbright reflects on a 2024 Investing in African Mining Indaba panel
discussion on the corruption risks run by mining companies.
JOHN YOUNG
Editor, The Journal of African Business
Email: john.young@gan.co.za
Editor: John Young
Publishing director: Chris Whales
Managing director: Clive During
Online editor: Christoff Scholtz
Designer: Salmah Brown
Production: Sharon Angus-Leppan
Ad sales: Venesia Fowler, Tennyson Naidoo,
Sam Oliver, Tahlia Wyngaard, Gavin van
der Merwe, Graeme February, Shiko Diala,
Gabriel Venter and Vanessa Wallace
Administration & accounts: Charlene
Steynberg, Kathy Wootton,
Distribution & circulation manager:
Edward MacDonald
The Journal of African Business is
published by Global Africa Network Media (Pty) Ltd
Company Registration No: 2004/004982/07
Directors: Clive During, Chris Whales
Physical address: 28 Main Road, Rondebosch 7700
Postal: PO Box 292, Newlands 7701
Tel: +27 21 657 6200 | Email: info@gan.co.za
Website: www.globalafricanetwork.com
No portion of this book may be reproduced
without written consent of the copyright owner.
The opinions expressed are not necessarily those
of The Journal of African Business magazine, nor
the publisher, none of whom accept liability of
any nature arising out of, or in connection with,
the contents of this publication. The publishers
would like to express thanks to those who support
this publication by their submission of articles
and with their advertising. All rights reserved.
Printing: FA Print
Member of the Audit Bureau of Circulations
4

Capital: Kampala.
Other towns/cities: Nansana, Kira, Ssabagabo, Mbarara.
Population: 47.7-million (2023).
GDP: $45.5-billion (2022) World Bank.
GDP per capita: $964.4 (2022) World Bank.
Currency: Ugandan shilling.
Regional Economic Community: East African Community (EAC),
Intergovernmental Authority on Development (IGAD), Organisation of Islamic
Cooperation (OIC).
Land mass: 241 038km².
Resources: Cobalt, copper, hydropower, limestone. Salt, sugar cane, plantains,
cassava, maize, sweet potatoes, milk, vegetables, beans, bananas, sorghum.
Main economic sectors: Sugar processing, brewing, tobacco, cotton textiles,
cement, steel production.
Other sectors: Construction based on oil sector growth. Gorillas in the Bwindi
Impenetrable Forest, pictured, are a popular attraction (Photo by 2H Media on
Unsplash).
New sectors for investment: New projects for tourism, oil and gas infrastructure,
services.
Key projects: Investment in the oil and gas sector is expected to boost economic
growth. Exports in high-value goods is planned to increase to offset imports needed
for the building of infrastructure. The Third National Development Plan aims to
increase household incomes and improve the quality of life of Ugandans through
sustainable industrialisation for inclusive growth, employment and sustainable
wealth creation.
Chief exports: Gold, coffee, milk, fish and fish products, tobacco.
Top export destinations: United Arab Emirates, Kenya.
Top import sources: China, India, Kenya, UAE, Japan.
Main imports: Cars, trucks, packaged medicines, aircraft, wheat.
Infrastructure: 39 airports; 20 544km of roads (excluding local roads) of which
4 257km is paved; 1 244km of railway; lakes carry a lot of traffic, especially Lake
Victoria (337km) and Lake Kyoga (199km).
Lake ports: Entebbe, Jinja, Port Bell at Lake Victoria.
Installed generating capacity: 2.3-million kW (2020).
Mobile subscriptions per 100 inhabitants: 70 (2022).
Internet percentage of population: 10 (2021).
ICT Development Index 2017 (ITU) ranking: 152, 20th in Africa.
Climate: Uganda has a diverse geography with a large plateau, lakes and mountains
framing the country to the west and east. Lake Victoria to the south and the rivers
of the Nile moderate the tropical weather one might expect of a country that
straddles the Equator. Lake Victoria is the world’s second-largest freshwater lake
and is shared with Kenya and Tanzania. There are two dry seasons and the northeast
is semi-arid.
Religion: Mostly Christian with Roman Catholic and Anglican Church of Uganda
accounting for just over 70% of the population. Islam is followed by about 14%.
Modern history: The British Protectorate of Buganda was created in 1894
and independence was achieved in 1962 with Muteesa, King of Buganda,
as president but conflict broke out between the Buganda and the central
government. A year later a republic was declared and in 1967 Prime Minister
Milton Obote seized power and abolished tribal authorities. Obote was
overthrown by General Idi Amin, who expelled thousands of Ugandans of
Asian descent. Amin’s invasion of Tanzania backfired and allowed Obote to
return to power but several rebel groups fought the central government, most
notably the National Resistance Army. Uganda’s current president, Yoweri
Kaguta Museveni, leader of the National Resistance Movement, has been in
power since a civil war ended in January 1986. Changes to the constitution
have allowed his re-election ever since, most recently in 2021. Uganda has
been involved in several regional conflicts.
PHOTO OF KAMPALA: Yu Gu on Unsplash
governance established in 2021 at Wits University. As a hub for teaching, research,
policy dialogue and outreach, Tayarisha addresses the challenges and opportunities
of digitisation in the public sector, society and industry across Africa.
Why Tayarisha matters
Tayarisha operates at the intersection of government, business and society,
focusing on regulation, public policy and ethics. By conducting rigorous research,
providing top-tier education and fostering public debate, Tayarisha contributes
to the public good.
Visit: https://www.wits.ac.za/tayarisha/
Tayarisha’s coordinator, Associate Professor Geci Karuri-Sebina.
The United States Agency for International Development (USAID) has committed $3-million
to the African Water Facility (AWF). The funding will support the preparation of water
and sanitation investment projects in Africa, through the provision of grants and technical
assistance to African countries and regional economic communities.
The African Water Facility, an initiative of the African Ministers
Council on Water (AMCOW), is hosted by the African Development
Bank. It is the only African project-preparation facility solely focused on
addressing water and sanitation issues in Africa. It helps African countries
achieve the objectives and targets set by the water-related Sustainable
Development Goals and African Water Vision 2025. It does this by the
preparation of innovative water and sanitation projects across the continent.
Access to water and sanitation in Sub-Saharan Africa remains poor.
Approximately 400-million people lack basic water supply services,
while over 700-million people have no access to decent sanitation. Nearly
200-million people still practice open defecation and 750-million people
have no access to hygiene. Achieving water security and sanitation for all
requires large-scale investment in water supply and sanitation, improved
governance of water resources and operations, and the design of climateresilient
infrastructure.
Construction of the Grand Ethiopian Renaissance dam and hydroelectric project is a vast
undertaking that has required multiple levels of financing throughout the project.
Africa’s vulnerability to climate change was once again
demonstrated in late 2023 when torrential rains swept across
much of East Africa, bringing devastating floods just six months
after a record-breaking five-season drought in the region.
Vast areas of farmland in Kenya, Ethiopia and Somalia were
inundated, washing away homes and destroying thousands of
hectares of crops.
These events highlight the urgency of improved water
security and climate resilience on the continent. Coca-Cola
Beverages Africa (CCBA) partners with governments, the
private sector, NGOs and communities to promote water
security. Water is a priority for CCBA because it is essential to
life, our beverages and the communities we serve.
The Coca-Cola Company’s 2030 Water Security Strategy is
focused on accelerating the actions needed to increase water
security where we operate, source ingredients and touch
people’s lives. We invest in water initiatives that benefit nature
and communities. This includes projects that provide benefits
to local watersheds that supply water for drinking, agriculture
and manufacturing, restore and conserve habitats for plants
and animals and offer opportunities for local economic
development.
As part of this work, we collaborate with partners to
understand the inextricable link between water, climate,
agriculture and biodiversity.
In addition, many of our water-replenishment projects have
additional co-benefits such as helping improve soil health,
sequester carbon, conserve water, restore degraded lands,
contribute to biodiversity and mitigate climate change.
Replenish and regenerate
Our work is organised to address water security inside our
operations, in our watersheds and in our communities. Also, we
continue to replenish the water we use in our finished beverages
to nature and communities.
Inside our operations, the Coca-Cola system is committed
to regenerative water use. This means using less water as well
as re-using and treating wastewater.
For example, in Kenya we opened a new wastewater
treatment plant at our Equator Bottlers plant in Kisumu, which
will promote more sustainable water use and help reduce the
During a panel discussion at the 2024 Investing in Africa Mining Indaba, held in
Cape Town in February, panellists engaged on the main corruption risks in mineral
supply chains, the steps companies should take to adequately address bribery and
corruption risks, challenges and opportunities for law enforcement and the role of
strategic partnerships.
Bribery and corruption has long been back-of-mind in the mining industry,
but often not talked about. The industry remains vulnerable to risks, particularly
due to government interaction and administrative procedures. The high influx of
capital and fast-paced nature of the industry, coupled with weak local governance
exacerbates the issue.
As the industry transitions towards renewable energy and a low-carbon
economy, it is imperative that the topic be placed at the forefront of government
and company agendas.
Risk in the value chain
Some of the key takeaways from the panel and our experience in the industry are
as follows:
Contract negotiation: Negotiations are usually conducted behind closed doors.
From a social licence to mine perspective, the interests of all stakeholders, including
host communities, are not always adequately aired in the negotiation process.
Licensing, permits and environmental assessments: With the rise in capital
influx and increasing participation in the mineral market, mining licence
applications will increase. The resultant risks of facilitation payments and bribes to
speed up and secure licences exist.
Our initiative provides:
Governance perspective: Transforming government policies and service delivery
through digitalisation.
Public policy perspective: Emphasising government-private sector and civil
society relations and regulatory and ethical implications.
Socio-technical perspective: Examining social change and human behaviour in
relation to technological development.
“Tayarisha connects, hosts and convenes experts and initiatives to advance digital
transformation and anticipatory governance,” says Associate Professor Geci
Karuri-Sebina, Tayarisha’s coordinator. “We aim to collaborate with Africa’s leading
experts in digital governance and become the premier community of resources in
this field.”
Research focus areas
• Governing Digital Transformation
• Digital Policy, Legislation and Regulation
• Digital Public Systems, Services and Innovation
• Data Governance, Intelligence and Analytics
• Digital Rights and Development
• Digital Democracy and Participation
• Digital Trust, Ethics and Inclusion
• African Digital Futures and Anticipatory Governance
factory’s environmental impact. The new plant will enable us
to treat and recycle wastewater generated from the production
facility, which will be used for non-potable purposes such as
irrigation and cleaning. Our subsidiary, Coca-Cola Beverages
Botswana, signed an agreement last year with the Botswana
University of Agriculture and Natural Resources to donate
water from its newly installed water-treatment plant for
agricultural irrigation at the campus. The new state-of-theart
water-treatment plant has made the company fully effluent
compliant by ensuring that clean water is returned to the
environment. We also aim to improve the health of watersheds
identified as most critical for our operations and agricultural
supply chain by supporting nature-based solutions, investing
in landscape solutions and helping farmers to use less water.
CCBA in Kenya has been actively engaged over the past
three years in reforesting 90 hectares of critical forests that
play a significant role in Nairobi’s water catchment areas in
collaboration with implementing partner, Nature Kenya.
When it comes to communities, we aim to help provide
access to safe water, sanitation and hygiene (WASH) and
advocate for good water governance.
Our South African bottler, Coca-Cola Beverages South
Africa (CCBSA), supported good water governance in
Grabouw in the Western Cape, where the municipality was
losing a significant amount of its potable water due to leaks
and failing infrastructure. Through this partnership, we
trained young community members in plumbing to support
the rehabilitation of water infrastructure, including fixing leaks
in informal areas.
In response to a looming Day Zero in parts of the Eastern
Cape province in South Africa, CCBSA deployed off-grid, solarpowered
groundwater harvesting and treatment projects called
Cokevilles in the region. A total of nine systems, or water tanks,
have been deployed in Gqeberha and similar Cokeville projects
have been installed in other peri-urban and rural communities
in Limpopo, Gauteng, Eastern Cape and KwaZulu-Natal. We
do business the right way as a trusted partner for sustainable
growth by managing packaging waste, water stewardship and
economic inclusion, particularly for women and youth. We are
committed to making a positive impact on people’s lives and
communities for a better shared future in Africa.
PHOTOS: Studio Pietrangeli
Political exposure and connections: Participants in the industry often have close
connections to government, which may be abused for advantages across the value
chain. It is not uncommon for shareholders to incorporate and operate companies
in countries where beneficial ownership information is not publicly available.
Community engagement: Consultations with host communities ought to be
meaningful and transparent. Consultations only with leaders or purported leaders
of communities may heighten bribery and corruption risks.
Inadequate governance and regulatory frameworks: A lack of a strong
and focused regulatory regime in mineral-rich countries has long contributed
to the increase in bribery and corruption. The absence of the rule of law
contributes to weak accountability and corruption becomes an unfortunate
natural consequence.
Third party agents: Companies appoint agents to investigate opportunities
in target countries, liaise with government and communities, secure licences,
enable logistics, compile reports and sell their products. It is not uncommon for
these third-party agents to have local government connections – and their own
subcontractors – with resultant risks. Companies ought to be mindful of these risk
factors and the consequent reputational, civil and criminal liability risks caused by
third parties acting for them, or on their behalf.
Mitigating the risks
Panellists emphasised the need for public-private collaboration involving business,
government and civil society to effectively promote and advance essential riskmitigating
factors, transparency, accountability and disclosure.
PHOTO: Aleksander Parsaric on Pexels
Upcoming Event: ICEGOV 2024
South Africa, through the School of Governance (Wits University) and the
National Department of Public Service and Administration (DPSA), will host
the International Conference on Theory and Practice of Electronic Governance
(ICEGOV) from 1-4 October 2024 in Pretoria. The conference theme is “Trust and
Ethical Digital Governance for the World We Want.” For more information and to
register, visit: www.icegov.org
Join us at Tayarisha to explore, innovate and lead in the digital governance space.
Together, we can shape the future of digital transformation in Africa.
Shape a better Africa: Study at the Wits School of Governance
Do you dream of a more just and well-governed Africa? The Wits School of
Governance can help you turn those dreams into reality. At Africa’s leading School
of Governance, we offer a unique educational experience that combines rigorous
academics with real-world practice.
Make a difference: WSG is dedicated to developing future leaders who can tackle
Africa’s most pressing governance challenges.
Expert academics: Learn from renowned academics and practitioners who are at
the forefront of governance and policymaking research.
Diverse community: Network with experienced professionals from across the
public and private sectors and civil society.
African Water Facility
Since inception, the African Water Facility has provided
€205-million in grant funding for water and sanitation projects
in Africa and enabled over €1.7-billion in downstream investment
in the water and sanitation sector. “This USAID financing affirms growing
international support for the African Water Facility as a trusted partner and
resource for Africa’s water sector. We thank the United States for the funding
commitment that will contribute to scaling up the Facility’s work and positively
impacting more people across the continent,” said Dr Beth Dunford, African
Development Bank’s Vice President for Agriculture, Human and Social
Development.
Under its 2022–2027 Strategy, USAID aims to reach 22-million people with
access to safe drinking water and 22-million people with access to sanitation
over five years. The African Water Facility is raising millions of euros to develop
investments that will accelerate public and private sector financing of the water
sector and deployment of innovation to improve service delivery.
The support from USAID came in the lead-up to its 2023 funding dialogue
in Paris, where the facility engaged donors, beneficiary governments, multilateral
and international organisations to enhance financing for water and sanitation
investment projects in Africa.
“The negative impacts of inadequate access to water and sanitation and
poor management of water resources are seen in many countries in Africa. The
Cokeville projects use
solar power to make clean
water accessible where
before it was scarce.
ABOUT CCBA
CCBA is the eighth-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-todrink
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
Follow us on LinkedIn
With mining activity picking up in all parts of the continent as the demand
for scarce minerals hots up, the need for mining licenses increases
the risk of “facilitation payments” being requested or demanded.
It is essential that companies develop and implement adequate policies
and procedures within their organisation to reinforce a culture of
right and wrong, and to combine that with effective whistleblowing
mechanisms. A company’s zero-tolerance approach to bribery and
corruption ought to be clear and non-negotiable. Risk-appropriate due diligence
should be put in place for the appointment of third-party agents.
A clear and well-implemented regulatory framework will provide an effective
foundation to mitigate risks. Governments should direct their attention to
improving laws, regulations and governance and ensure competitive and
transparent licensing and award processes. This ought to also include disclosure
of sufficient information and access to critical data on bidding requirements,
processes and the recipients of contract awards and licenses.
Ultimate beneficial ownership information remains opaque in numerous
jurisdictions. Improved disclosure requirements are necessary to ensure sufficient
oversight and to protect against the risk of unlawful awards to politically exposed
and connected persons.
Panellists included:
• Louis Maréchal, Senior Advisor, OECD
• Andrew Irvine, Legal and Corporate Engagement Director, EITI
• Maybel Acquaye, Senior Policy Analyst, Africa Centre for Energy Policy
• Richard Morgan, Head of International Political Risk and Government
Relations, Anglo American
• Ben Aryree, Advisor to the Minister for Lands and Natural Resources, Ghana
Flexible learning: Choose from a variety of programmes, including postgraduate
degrees, executive short courses and online options to fit your needs and schedule.
Research focus: WSG’s research-led approach ensures your education is grounded
in cutting-edge knowledge and real-world application.
Our programmes and executive education focus on public policy,
development economics and governance and management. Whether you’re
a seasoned professional or a recent graduate, WSG has an offering to help
you achieve your goals.
We work closely with government and community-based organisations in South
Africa and across the African continent to:
• Support national and local public policy development, governance frameworks
and institutional arrangements
• Enhance management systems, mechanisms and modalities
• Help the public sector to strengthen service-delivery through skills, strategic
planning, programme development and monitoring and evaluation
• Develop public finance capacity in almost all sectors of government
• Prepare our students to be global citizens while responding to local challenges
• Host several talks and debates on topics that directly affect us such as race
relations, corruption, security and policy-related issues.
Visit: www.wsg.ac.za
For more information:
African Development Bank Group: www.AfDB.org
The United States Agency for International
Development (USAID): www.GlobalWaters.org
An attendant at Kathulumbi Health Centre draws
water from a tank provided courtesy of the
Thwake Dam Project, Makueni County, Kenya
African Water Facility exists to accelerate viable, climate responsive investments
by providing grants, technical assistance and developing catalytic and innovative
projects to improve water and sanitation service delivery and water governance in
Africa,” Mtchera Chirwa, Coordinator for the African Water Facility, said.
The Facility’s revised Strategic Plan 2017–2025 will endeavour to mobilise
resources to increase the delivery of bankable investment projects in water and
sanitation across the continent. This is expected to enable access to climateresilient
and safely managed water supply for 2.6-million people and provide basic
sanitation facilities to 2.4-million people.
About the African Development Bank Group
The African Development Bank Group is Africa’s premier development finance
institution. It comprises three distinct entities: the African Development Bank
(AfDB), the African Development Fund (ADF) and the Nigeria Trust Fund (NTF).
On the ground in 41 African countries with an external office in Japan, the Bank
contributes to the economic development and the social progress of its 54 regional
member states.
The Investing in African Mining Indaba 2024 included a panel
discussion on the issue of corruption and how to combat it.
Tshidi Ramogase, Chief Public
Affairs, Communications and
Sustainability Officer, CCBA
PHOTO: AfDB
ABOUT NORTON ROSE FULBRIGHT
Norton Rose Fulbright provides a full scope of legal services to the world’s
preeminent corporations and financial institutions. The global law firm has more
than 3 000 lawyers advising clients across more than 50 locations worldwide,
including London, Houston, New York, Toronto, Mexico City, Hong Kong,
Sydney and Johannesburg, covering Europe, the United States, Canada, Latin
America, Asia, Australia, Africa and the Middle East. With its global business
principles of quality, unity and integrity, Norton Rose Fulbright is recognised
for its client service in key industries, including financial institutions, energy,
infrastructure and resources, technology, transport, life sciences and healthcare
and consumer markets.
Sabeeha Kathrada, a Senior Associate
at Norton Rose Fulbright.
PHOTO: Department of Science and Innovation
CONTENTS
Contents
COUNTRY PROFILE
REPUBLIC OF UGANDA
Oil discoveries are likely to stimulate economic growth.
The Journal of
African Business
2
3
6
8
10
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18
22
26
28
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MESSAGE
A message from the publishers of The Journal of African
Business, welcoming the launch of a partnership with the
Pan African Chamber of Commerce and Industry (PACCI).
PROMOTING AFRICA’S ECONOMIC INTEGRATION
The Executive Director of the Pan African Chamber of Commerce and Industry PACCI,
Mr Kebour Ghenna, outlines the vision of the continent’s foremost chamber body.
NEWS FROM ALL AROUND AFRICA
Recent investments, expansions and milestones.
EMBRACING DIGITAL GOVERNANCE IN AFRICA
Wits School of Governance has an initiative on digital governance
called Tayarisha where teaching and research takes place.
THE URGENT CALL TO ENRICH AFRICAN SCHOOL CURRICULA
By Keshav Sreedharan, Regional Exams Director, Sub-Saharan Africa, British Council.
DP WORLD HAS BIG PLANS FOR AFRICA
Gustav Mertz, Executive Vice President: Bulk and Corridors for Sub-Saharan
Africa at DP World, outlines his company’s multi-corridor strategy.
USAID COMMITS $3-MILLION TO AFRICAN WATER PROJECTS
The African Water Facility, hosted by the African Development Bank,
will distribute the money to boost water provision in Africa.
AFRICA TEEMS WITH CLEAN ENERGY PROSPECTS
A continental overview of renewable energy has been published.
SMALL BUSINESS CAN DO THE BUSINESS IN AFRICA
Small businesses can be the solution to sustainable growth and development
in Africa, says Matthew Cumming of Business Partners Limited.
TRENDS TO WATCH IN VIBRANT AFRICAN TELCO SECTOR
Customer experience and efficiency are driving the growth of Africa’s telco sector,
according to Louis Avenant, Senior Project Manager at Itemate Solutions.
CORRUPTION AFFECTING THE MINING INDUSTRY
Sabeeha Kathrada of Norton Rose Fulbright reflects on a 2024 Mining Indaba
panel discussion on the corruption risks run by mining companies.
COUNTRY PROFILES
Republic of Uganda and the Federal Democratic Republic of Ethiopia.
28
EMBRACING DIGITAL GOVERNANCE IN AFRICA
Unlock the future with Tayarisha at the Wits School of Governance.
TThe Wits School of Governance proudly hosts Tayarisha, an initiative on digital
USAID COMMITS
$3-MILLION TO AFRICAN
WATER PROJECTS
TThe African Water Facility, hosted by the
African Development Bank, will distribute the
money to boost water provision in Africa.
DROUGHT, FLOODS SHOW URGENCY OF
IMPROVED WATER SECURITY IN AFRICA
ABy Tshidi Ramogase, Coca-Cola Beverages Africa’s Chief
Public Affairs, Communications and Sustainability Officer
CORRUPTION AFFECTING THE MINING INDUSTRY:
REFLECTIONS FROM THE 2024 MINING INDABA
Sabeeha Kathrada, a Senior Associate in the corporate and commercial
litigation team of Norton Rose Fulbright based in Johannesburg, reflects
on a panel discussion on the corruption risks run by mining companies.
D
8
18
20
9
19
21
DIGITAL GOVERNANCE
WATER FINANCING
WATER SECURITY
FIGHTING CORRUPTION
26
27
5

NEWS FROM ALL AROUND AFRICA
Recent investments, expansions and milestones.
GIRLTECHS PROJECT EMPOWERS YOUNG WOMEN IN STEM EDUCATION
The GirlTechs project, a groundbreaking initiative aimed at empowering female high school learners
in STEM (Science, Technology, Engineering and Mathematics) education, reached a momentous
milestone with the graduation ceremony of its inaugural cohort in March 2024. Spearheaded by
HE President Sahle Work Zewdu, the President of Ethiopia, and supported by Coca-Cola Beverages
Africa in Ethiopia (CCBA in Ethiopia) together with Honeywell in Ethiopia, the GirlTechs project has
made a significant contribution to the education of the participants in Addis Ababa and Sebeta.
Implemented by iCog Anyone Can Code, the GirlTechs project has been instrumental in bridging
the gender gap in STEM fields, equipping young women with the knowledge and skills needed to
thrive in the digital age. Over the course of two months, participants underwent intensive training
in computer programming and coding, facilitated by expert instructors and Information and
Communications Technology (ICT) teachers. The graduation ceremony celebrated the remarkable
achievements of the project’s participants, highlighting their dedication, perseverance and
newfound proficiency in computer literacy and coding. Through the establishment of coding clubs
to carry the work forward, the “for(her)” project ensures the sustainability of its impact.
The GirlTechs project exemplifies the transformative power of collaboration and shared
commitment to gender equality and youth empowerment. CCBA Ethiopia and Honeywell in Ethiopia,
together with iCog-ACC, have demonstrated their unwavering dedication to fostering inclusive
education and creating opportunities for young women to thrive in the digital era. The GirlTechs
vision was driven by Honeywell and President Sahle Work Zewdu, who initiated a commitment to
empowering young girls in technology. Over three impactful years and three remarkable cohorts,
GirlTechs has flourished. The first cohort, launched at the Hope for the Fatherless Group Home
and Life Training Centre, provided brand-new laptops and a computer lab, along with 100 hours
of coding training for young learners in grades 3 to 8. The second cohort expanded to public high
schools in Addis Ababa, benefiting female learners by nurturing their computer skills in coding,
robotics and game creation. The third cohort aimed to strengthen and amplify GirlTechs’ impact
by not only benefitting learners, but also empowering multiple teachers and establishing dozens of
coding clubs. The GirlTechs project continues to unlock new opportunities for young girls, paving
the way for a brighter and more equitable future for Ethiopia’s future workforce.
POSITIVE AFRICAN RESULTS FOR ADVTECH
ADvTECH Group produced good financial results in 2023
with the expansion into Africa a highlight. The following
extracts are taken from the ADvTECH website, dated
25 March 2024: Commenting on the results, retiring
ADvTECH CEO, Roy Douglas, said: “ADvTECH’s robust
financial performance for the year ended December
2023 is indicative of the group’s sound business model
and quality assets. Our schools and tertiary divisions
benefitted from good enrolment growth, moderate fee
increases and enhanced operating leverage, while, in
our resourcing division, we continued to benefit from
our investment into the rest of Africa. This sustained
performance is driven by the group’s established market
position in South Africa and its growing presence across
the continent.”
ADvTECH’s school brands in the rest of Africa recorded
strong enrolment growth. Revenue increased by 14% to
R381-million (2022: R334-million) while operating profit
improved by 43% to R114-million (2022: R80-million)
despite the impact of the weakening Kenyan Shilling. The
operating margin advanced from 23.9% to 30%. Capacity
was increased at Crawford International School in Kenya as
it continued to experience strong demand. All of the finalyear
students that completed their A-Level qualification
were accepted into international universities. Gaborone
International School (GIS) in Botswana, pictured, continued
to perform exceptionally well with strong enrolment
growth and market leading academic results. The students
achieved a 99.7% pass rate in the International General
Certificate of Secondary Education (IGCSE) exams.
6

NEWS
REACH SOCIAL ENTREPRENEURSHIP PROGRAMME LAUNCHED IN SOUTH AFRICA AND SENEGAL
A new cross-country initiative between South Africa and
Senegal envisages over 400 youth enrolled in a socialentrepreneurship
programme, with over 90 budding women
social entrepreneurs emerging over the next three years.
ORIBI, in collaboration with Agence Française de
Développement, Groupe SOS Pulse (France) and Jógjëf
(Senegal), announced the launch of REACH, an initiative
dedicated to enabling women and youth in marginalised
communities to develop social entrepreneurship ventures, in
2023. Pulse Groupe SOS is a non-profit organization focused
on driving positive change globally, creating pathways
towards entrepreneurship for inclusive and sustainable
development. ORIBI is part of the Pulse network of incubators
and supports innovators establishing solutions for economic
participation and socio-economic and ecological goals. Jógjëf
is a PULSE Groupe SOS and Digital University of Senegal
incubator. The emerging economies of both South Africa and
Senegal rely on social entrepreneurship to address pertinent
social and environmental issues that hinder the livelihoods
and well-being of many people. The partnership between Oribi
and JògJëf to launch REACH is based on shared organisational
aspirations to make social entrepreneurship accessible to
underserved populations in Africa. The two social impact
incubators will exchange expertise in impact measurement,
sustainable business models, supporting women and
fostering essential collaborations. Over a three-year period,
Agence Française de Développement has committed to fund
€800 000 to support REACH.
REACH will run to June 2026 with a total budget of
€1.6-million with the main aim of democratising social
entrepreneurship across Africa. “Enabled entrepreneurs,
driven by solidarity and social entrepreneurship, will
re-shape and uplift under-resourced communities and
rural places, addressing unemployment and poverty,”
Martine Kourouma, programme officer at Group SOS and
Christelle Solomons, skills development officer at Atlantis
Special Economic Zone, celebrate the launch of REACH.
says Nthakoana Maema, CEO at Oribi in Cape Town.
Oribi seeks to unlock socioeconomic opportunities for
women and youth through impact entrepreneurship,
building on ongoing initiatives like #GirlsInBusiness and
#FoodSystems. “Social entrepreneurship plays a massive
role in creating employment opportunities for youth and
women in key areas for social upliftment and community
development, while addressing the gender gap in these
working groups,” adds Maema.
COLD STORAGE EXPANSION IN KENYA
A $1.5-million cold-storage facility has been launched in Kenya
by Fruitbox Ltd. The company is jointly owned by Sandip Jethalal
and Bhaumik Shah and two South African companies, Vitanova
International and Tru-Cape Fruit Marketing. The launch of the
facility, which can accommodate 800 pallets on seven loading docks,
took place in October 2023. It is located within the Tilisi development,
about 30km from Nairobi CBD and close to the A104 Nairobi-Nakuru
Highway. This convenient location allows Fruitbox Ltd to receive
fruit entering the country via sea freight from Mombasa or air
freight from Nairobi. Sandip Jethalal, general manager of Fruitbox,
says that value is added through a sophisticated reporting system:
“We send all data back to suppliers and maintain a very good cold
chain. From the time of arrival to storage should not take longer
than an hour.” Roelf Pienaar, managing director of Tru-Cape Fruit
Marketing, puts this investment into a broader perspective: “Our
vision is to serve the Central East African market in a bigger, better
and more efficient way. Our management of the cold chain and the
quality of our cold storage and product handling enables us to
import and distribute more sensitive fruit types, broadening the
product offering to the market.”
7

EMBRACING DIGITAL GOVERNANCE IN AFRICA
Unlock the future with Tayarisha at the Wits School of Governance.
The Wits School of Governance proudly hosts Tayarisha, an initiative on digital
governance established in 2021 at Wits University. As a hub for teaching, research,
policy dialogue and outreach, Tayarisha addresses the challenges and opportunities
of digitisation in the public sector, society and industry across Africa.
Why Tayarisha matters
Tayarisha operates at the intersection of government, business and society,
focusing on regulation, public policy and ethics. By conducting rigorous research,
providing top-tier education and fostering public debate, Tayarisha contributes
to the public good.
Visit: https://www.wits.ac.za/tayarisha/
Our initiative provides:
Governance perspective: Transforming government policies and service delivery
through digitalisation.
Public policy perspective: Emphasising government-private sector and civil
society relations and regulatory and ethical implications.
Socio-technical perspective: Examining social change and human behaviour in
relation to technological development.
“Tayarisha connects, hosts and convenes experts and initiatives to advance digital
transformation and anticipatory governance,” says Associate Professor Geci
Karuri-Sebina, Tayarisha’s coordinator. “We aim to collaborate with Africa’s leading
experts in digital governance and become the premier community of resources in
this field.”
Tayarisha’s coordinator, Associate Professor Geci Karuri-Sebina.
Research focus areas
• Governing Digital Transformation
• Digital Policy, Legislation and Regulation
• Digital Public Systems, Services and Innovation
• Data Governance, Intelligence and Analytics
• Digital Rights and Development
• Digital Democracy and Participation
• Digital Trust, Ethics and Inclusion
• African Digital Futures and Anticipatory Governance
8

DIGITAL GOVERNANCE
Upcoming Event: ICEGOV 2024
South Africa, through the School of Governance (Wits University) and the
National Department of Public Service and Administration (DPSA), will host
the International Conference on Theory and Practice of Electronic Governance
(ICEGOV) from 1-4 October 2024 in Pretoria. The conference theme is “Trust and
Ethical Digital Governance for the World We Want.” For more information and to
register, visit: www.icegov.org
Join us at Tayarisha to explore, innovate and lead in the digital governance space.
Together, we can shape the future of digital transformation in Africa.
Flexible learning: Choose from a variety of programmes, including postgraduate
degrees, executive short courses and online options to fit your needs and schedule.
Research focus: WSG’s research-led approach ensures your education is grounded
in cutting-edge knowledge and real-world application.
Shape a better Africa: Study at the Wits School of Governance
Do you dream of a more just and well-governed Africa? The Wits School of
Governance can help you turn those dreams into reality. At Africa’s leading School
of Governance, we offer a unique educational experience that combines rigorous
academics with real-world practice.
Make a difference: WSG is dedicated to developing future leaders who can tackle
Africa’s most pressing governance challenges.
Expert academics: Learn from renowned academics and practitioners who are at
the forefront of governance and policymaking research.
Diverse community: Network with experienced professionals from across the
public and private sectors and civil society.
Our programmes and executive education focus on public policy,
development economics and governance and management. Whether you’re
a seasoned professional or a recent graduate, WSG has an offering to help
you achieve your goals.
We work closely with government and community-based organisations in South
Africa and across the African continent to:
• Support national and local public policy development, governance frameworks
and institutional arrangements
• Enhance management systems, mechanisms and modalities
• Help the public sector to strengthen service-delivery through skills, strategic
planning, programme development and monitoring and evaluation
• Develop public finance capacity in almost all sectors of government
• Prepare our students to be global citizens while responding to local challenges
• Host several talks and debates on topics that directly affect us such as race
relations, corruption, security and policy-related issues.
Visit: www.wsg.ac.za
9

THE URGENT CALL TO ENRICH
AFRICAN SCHOOL CURRICULA
By Keshav Sreedharan, Regional Exams Director,
Sub-Saharan Africa, British Council
As education in Africa evolves, integrating instructional, social, emotional and
community aspects, there’s a growing emphasis on skills that transcend traditional
learning. This includes nurturing multilingual capabilities, embracing technology
and focusing on creativity, adaptability and transferable skills critical for the future.
At the same time, digital technology and artificial intelligence are significantly
transforming education, presenting opportunities and challenges like the digital
divide and the need for online safeguarding, particularly in Africa. While educators
are being required to navigate these changes and challenges, they also must ensure
learners are prepared for a rapidly changing world. This underlines the urgent need
for curricula to be ambitious and integrate local and global narratives that spark
curiosity and inspire learners.
Acknowledging this, the British Council’s Partner Schools Programme is
designed to enhance educational standards and promote international connections
between schools worldwide. Through this programme, we provide a comprehensive
package that includes professional development for educators, access to highquality
educational resources and opportunities for quality assurance and
improvement. This ensures that schools align with global educational standards,
providing students with a competitive and internationally recognised education.
Beyond curriculum support, the programme emphasises the development of
global citizenship and English language proficiency among students. It connects
schools across different countries, facilitating cultural exchanges and collaborative
learning projects that enrich the educational experience for both teachers and
learners. Through competitions, online resources and events, students are
encouraged to develop critical thinking, creativity and an understanding of global
issues. This network of partner schools is aimed at preparing students for success
in a globalised world, emphasising the importance of cultural understanding and
international cooperation in education.
Building an interconnected global educational community
Events like the British Council’s Schools Now! ‒ a global conference dedicated to
advancing educational innovation within the network of Partner Schools ‒ brings
together professionals to explore key facets of international education, share
insights and connect with peers.
Held this year in Sub-Saharan Africa for the first time, the 2024 event, hosted
in Cape Town, South Africa, showcased the region’s contributions to modern
education and encouraged global exchange of best practices tailored to the African
educational context. Such collaboration ensures that the curriculum is responsive
to students’ needs, blending technological and face-to-face learning methods
to overcome infrastructure challenges and create a learning environment that
encourages critical thinking and adaptability.
Support for practical research projects
We also support educators on their professional journey with initiatives like the
Action Research Grant. This allows teachers to conduct research projects aimed
at refining teaching methods, evaluating curriculum improvements and meeting
students’ changing needs. Through action research, educators deepen their
understanding of effective teaching strategies and add valuable knowledge to the
wider educational community.
Recent grant winner Lydia Biama Quansah, Head of Academics at Dayspring
International Academy in Ghana, is conducting research to refine the school’s
professional development approach, focusing on lesson planning and promoting
21st-century skills, and identifying gaps and opportunities for enhancement by
examining the impact of various training modalities. This has the potential to
serve as a model for schools across Ghana and the Partner Schools community.
Enobong Imaha, Head of Literacy at Pegasus Schools in Nigeria, is focusing on
10
PHOTO: Freepik

TRANSFERABLE SKILLS
developing effective Continuous Professional Development (CPD) to enable school
improvement. By comparing CPD effectiveness in Nigeria with global standards and
exploring teacher attitudes towards CPD, the research seeks to identify strategies for
maximising engagement and is driven by the urgent need to modernise teaching
methods in Nigeria.
The principal of Masuka Christian High School in Zimbabwe, Muridzo Benjamin,
is focusing on developing leadership across all levels at the school and implementing a
comprehensive training programme, to enhance operational coordination within the
school. This is expected to improve the school’s performance and its standing in the
community and contribute to a more engaged and participatory school environment.
Knowledge exchange and international collaboration
Our UK Study Tour is designed to offer educators, school leaders and education
professionals from around the world the opportunity to visit schools in the
United Kingdom. This tour provides insights into the UK’s educational practices,
innovative teaching methodologies and school management strategies. Participants
get to observe classrooms, meet with UK educators and engage in workshops and
discussions that focus on current trends in education, leadership, curriculum
development and student engagement strategies. By experiencing the UK education
system firsthand, participants gain valuable ideas and inspiration to implement in
their own schools.
Another innovative element of the British Council’s educational initiatives is the
Your World video-making competition. This competition challenges students to
harness their creativity, critical thinking and digital literacy skills to create compelling
videos on global issues. By engaging in this hands-on project, they not only deepen
their understanding of complex global issues but also hone essential skills such as
collaboration, communication and media literacy.
Together, these comprehensive initiatives are having a transformative impact
and contribute to an enriched curriculum that extends beyond the classroom. It’s
an approach that cultivates a deep-rooted enthusiasm for continuous learning
and primes students to explore and realise their full potential
outside academic confines. By equipping students with the
skills necessary to tackle the challenges of the modern world,
encouraging a lifelong passion for learning, and preparing them to
follow their interests and ambitions outside of school, we can play
a pivotal role in shaping well-rounded, adaptable and inquisitive
learners ready to contribute to the global community.
Keshav Sreedharan,
Regional Exams Director,
British Council
ABOUT SCHOOLS NOW!
The 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.
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
benefits 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/
11

LEVERAGING THE STRATEGIC LOCATION
OF POLOKWANE INTERNATIONAL AIRPORT
Greater stability in staffing will lead to smoother operations and greater efficiency,
says Mokgadi Matli, newly appointed full-time CEO of Gateway Airports Authority Limited (GAAL).
Congratulations on your appointment as CEO. What are the main
takeaways that you have from your period as Acting CEO?
Serving as Acting CEO was an invaluable experience. Adapting quickly to changing
circumstances and making decisions under pressure was key. I learned to navigate
uncertainty with confidence and clarity. Clear, transparent communication is
vital during times of transition. I honed my ability to articulate vision, strategy
and expectations to stakeholders at all levels. Trusting my team to execute tasks
autonomously was crucial. Empowering them led to increased morale, productivity
and innovation. Facing challenges head-on and maintaining composure in
turbulent times was essential. Resilience helped me persevere and keep the
organisation focused amid adversity. This period taught me the importance
of agility, communication, empowerment, strategic thinking and resilience in
effective leadership.
Can your appointment to the full post be seen as a confirmation
of further stabilisation of the administrative environment?
My appointment to the full post can indeed be viewed as a confirmation of
further stabilisation within the administrative environment. It indicates that the
organisation has confidence in my ability to lead and that there is continuity in
leadership, which often fosters stability. If my appointment completes the roster of
key management positions, it could signify a state of stability in terms of leadership.
Nonetheless, stability is not solely contingent on having all positions filled but also
on the effectiveness and cohesion of the leadership team.
The appointment of a CEO provides a sense of direction and stability, signalling
to stakeholders that the organisation is moving forward with a clear vision and
leadership structure.
What will that stability enable GAAL to achieve?
Stability will enable smoother operations, stable systems and, with processes
in place, the authority will streamline workflows, reduce delays and enhance
overall efficiency in airport management. Stable operations contribute to a safer
and more secure airport environment. Stability in GAAL will deliver a more
seamless and enjoyable experience for travellers. With reliable services there will
be minimal disruptions.
Please describe the relationship of GAAL and
your team with the stakeholder.
The relationship between GAAL and stakeholders such as the Provincial
Government and the Department of Transport and Community Safety is crucial for
effective airport management and development. They provide regulatory oversight
and set policies related to airport management, safety standards and infrastructure
development. They allocate funds for capital projects, maintenance and upgrade
of infrastructure. This is essential for expansion and modernisation. GAAL
collaborates closely with the Provincial Government to align airport development
plans with broader economic and integrated transportation strategies. By working
together effectively, these stakeholders ensure the safe, efficient and sustainable
operation of airports under GAAL’s management while supporting broader
regional development objectives.
Biography
Mokgadi Matli was born
and raised in the village of
Rosenkrantz Ga-Matlala, Limpopo.
She is a self-driven human-resource
professional who has worked in the human
resource management field for over 20 years,
of which 14 have been at managerial level.
She has served in both the private and public
sectors, with most of her experience acquired in
the manufacturing and gaming industries. She
has been in the aviation sector since 2016 and
has a BCom Honours in HR Management
obtained from MANCOSA and National
Diploma in Operations Management.
Mokgadi Matli, CEO Gateway
Airports Authority Limited.
What is GAAL doing to take advantage of the strategic
location of Polokwane relative to other South
African airports and the SADC region?
Leveraging the strategic location of Polokwane relative
to other South African airports and the SADC region
presents numerous opportunities for GAAL.We
can focus on enhancing air connectivity between
Polokwane International Airport and other major
airports within South Africa and the broader SADC
region. This involves negotiating with airlines to
establish new routes or increase flight frequencies
to key destinations, facilitating easier travel for both
passengers and cargo. Given its central location,
PIA has the potential to become a significant cargo
hub. GAAL can invest in infrastructure and facilities
to accommodate increased cargo traffic, attract logistics
companies and facilitate the efficient movement of goods
throughout the region.
12

REGIONAL TRANSPORT HUB
What makes PIA different?
• Location makes PIA a true gateway into Africa
• PIA is the first contact point from Europe or Africa into South
Africa
• PIA gives easy and direct access to Kruger National Park, game
farms and lodges in Limpopo covering the Waterberg and
Mapungubwe
Polokwane’s proximity to popular tourist destinations such as the Kruger
National Park and the Victoria Falls presents an opportunity for GAAL to
promote the airport as a gateway for tourists visiting the region. Collaborating
with local tourism authorities and airlines, we can work to increase awareness
of Polokwane as a convenient entry point for exploring nearby attractions. By
capitalising on Polokwane’s strategic location, GAAL can position the airport
as a vital transportation hub serving both domestic and regional markets,
thereby driving economic growth and development in the area.
Please tell us what developments GAAL
has in store in the year to come.
GAAL will explore opportunities to introduce new routes from Polokwane
International Airport to domestic and regional destinations. This will involve
collaborating with airlines to identify underserved markets or emerging travel
trends and launching direct flights to meet passenger demand. GAAL plans
for infrastructure upgrades to enhance operational efficiency, safety and
passenger experience. This includes terminal expansions, resurfacing of the
runway and taxiway, upgraded baggage handling systems and the installation
of modern amenities such as lounges and retail outlets. GAAL will invest
in technology integration to streamline airport operations and improve
the passenger journey. We will also be implementing self-service check-in
kiosks, biometric authentication systems, mobile apps for flight updates and
bookings and smart airport management solutions for real-time monitoring
and decision-making. GAAL prioritises sustainability initiatives to reduce
the environmental impact of airport operations. This includes investing in
renewable energy sources, implementing energy-efficient lighting and HVAC
systems, optimising waste management practices and promoting eco-friendly
transportation options for passengers and employees.
There will also be joint marketing campaigns, incentive programmes for
airlines and partnerships to develop tourism packages and attractions. We
will engage in community outreach and development initiatives to foster
positive relationships with local residents and businesses through educational
programmes, job training opportunities, environmental stewardship
initiatives and investments in community infrastructure and services such as
PR Mphephu Airport in Thohoyandou.
Passenger services
Three scheduled flights daily; charter flights; car rental, travel
agencies and shuttle services; restaurant
Cargo services
• Future cargo hub
• Gateway into Southern Africa Development Community (SADC)
• Customised cargo facilities
• Future cold storage
Conference facilities
Flexibility, can accommodate 10 to 2 000 people; secluded; office
space for rental; good prices
Our infrastructure
Category 7 international licence; varied hanger size; 945ha of
land with potential to acquire more; two runways, 3 175m and
2 581m, four aprons with extensive parking capacity of 74 800
sq metres; air traffic control and navigational aids; customs and
excise; fuelling services
Investment opportunities
• Category 9 licensing status
• Extension of runways
• Construction of warehousesNew passenger building
• Taxi way construction
• New tower
• Passenger terminal
• Cargo terminal
• Cold storage
• Cargo warehouse
• Available land for development
Contact GAAL
Polokwane International Airport, Gateway Drive, Polokwane
Tel: +27 15 288 0122
Website: www.gaal.co.za
13

DP WORLD HAS BIG
PLANS FOR AFRICA
Gustav Mertz, Executive Vice President: Bulk and
Corridors for Sub-Saharan Africa at DP World,
outlined his company’s multi-corridor strategy
when The Journal of African Business met up with
him at the Investing in African Mining Indaba.
BIOGRAPHY
Gustav Mertz is Executive Vice President: Bulk and Corridors for Sub-
Saharan Africa at DP World. Prior to this role, Gustav was Senior Vice
President for KWS Logistics, a bulk transportation company owned by
Imperial, a DP World Company. A 30-year veteran of the logistics and
mining industries, Gustav has held senior management and directorships at
companies including DAWN Limited, Metalmin Worldwide, Boart Longyear
and Petzetakis Africa. His expertise lies in strategy development, supply
chain management and optimisation and operations management. He holds
a Bachelor of Commerce (Honours) degree in Transport Economics from
the University of Johannesburg and has completed the Global Executive
Development Programme at the Gordon Institute of Business Science.
Dar es Salaam, aerial view.
PHOTO: Peter Mitchell on Unsplash
14

LOGISTICS
DP World has signed a 30-year concession agreement
with the Tanzania Ports Authority (TPA) to operate and
modernise the multi-purpose Dar es Salaam Port, connecting
Tanzania and the wider region to global markets.
Please explain DP World’s movement into the
worlds of golf and cricket as a sponsor.
It’s a fantastic opportunity for brand building and through our partnerships, we can
grow these sports and drive positive community impact.
Have you been to some of these sporting events?
I attended the Nedbank Golf Challenge, which is part of the DP World Tour. It was
great to host our clients at this event.
What are your plans for Africa?
We have big plans for Africa. We currently have a representation in 48 markets,
either through our own operations or through agencies and partnerships. In our
key markets, we are making significant investments.
And that is part of a growth trajectory?
Yes, these investments are key to our growth trajectory. We have made a large
investment in Rwanda for example, and our Inland Container Depot there. We
recently signed the Port of Dar es Salaam on a concession basis and we are investing
further into the Maputo Port, so we are continuing to expand.
What is your view on the “positive disruption of logistics”?
Participating across the value chain is key. Ensuring that you can manage
through the whole value chain is really how you disrupt, because you are
creating a seamless flow of goods across borders. In this way, you generate
trade collaboration between stakeholders and that is to the benefit of all
involved. Our offering is “from factory floor to customer door”, or in the
bulk-corridor space, it would be from “pit to port”. If you manage that whole
process across borders and across modes of transport, that’s where the real
benefit comes in.
Does that include the “last mile”?
This not part of the bulk and corridors offering, but we do offer this in our Contract
Logistics business in South Africa and Namibia. Contract Logistics is primarily
a warehousing and distribution offering. We also have a Market Access business
offering route-to-market solutions.
Please expand.
Our Market Access solutions are designed to provide principals with direct access
to consumers by integrating sourcing, sales, distribution and marketing and
minimising their exposure to trade risk. We do this by assuming full ownership
of inventory.
And because of your access you’re able to give smaller manufacturers
who don’t want to take on risk the opportunity to get in?
Exactly. And multinationals too, specifically in the healthcare and consumer
industries. We also do a lot of work for global healthcare organisations, giving
people access to medicines.
Is your logistics business in the mining sector
picking up in South Africa and Africa?
Yes, we are a fairly large player on the Copperbelt; the DRC and Zambia are some
of our biggest markets. We have over 2 000 trucks running on those corridors.
We specialise in transporting copper and cobalt. We also have a reverse logistics
offering where we take chemicals back to the mines, so we have the ability to
complete that flow.
What routes do you follow?
We have variability within our road network where we can offer customers multiple
corridors. We have vehicles going out of the DRC and Zambia into Walvis Bay, or
out of DRC and Zambia into Tanzania, to Beira and to South African ports. So, it’s
a multi-corridor strategy.
In South Africa is that Durban and Richards Bay?
Durban mainly. Most high-value commodities go through Durban, as Richards
Bay is more of a bulk port that is not really geared to handling containers.
Does the Copperbelt also have rail constraints like South Africa does?
Much of the rest of Africa has the same rail constraints but there is a route that
recently opened towards the Port of Lobito in Angola, from the DRC. This is a rail
concession that was financed by the international community (mainly the US). In
December 2023 they ran their first trials on that line.
15

Employees preparing to unload
cargo at the Maputo terminal.
PHOTO: DP World
Stacked containers at the Maputo terminal awaiting shipment.
PHOTO: DP World
16

LOGISTICS
In January 2024, President Cyril Ramaphosa was on hand to sign off South Africa first
trade shipment under the African Continental Free Trade Area (AfCFTA) at the Port
of Durban. He was joined by Minister of Public Enterprises Pravin Gordhan, Transnet
Acting Group Chief Executive Michelle Phillips and SARS Regional Director Dan Zulu.
PHOTO: GCIS
What sort of partnerships does DP World engage in?
We will act as a single point of contact, overseeing a client’s entire logistics solution,
and manage through the entire supply chain. We partner with mining companies and
service providers, and we will partner with state-owned enterprises (SOEs) if it makes
sense in terms of the value that we create in the supply chain. On the corridor, we move
the product by road, or it might go onto a multi-modal solution where it goes by rail for
a portion of the journey. We then work with service providers that deliver warehousing,
or work through our own facilities and clear the cargo onto the vessel for dispatch. We
run the port services in a number of ports in the region, so we also handle the cargo in
that environment.
So in Africa you don’t use rail services?
We don’t own rail in South Africa or elsewhere in Africa. In India we have a big presence
where we manage some railways, but we don’t own the assets. They use our specialist
knowledge in movement and scheduling.
Please comment on the future of trade in Africa in the context of AfCFTA.
We strongly believe that there are big opportunities in Africa to integrate continental
markets, specifically through the African Continental Free Trade Area agreement.
Not only will this help with trade, but with industrialisation, investment and new
opportunities on the continent.
Do you see movement on AfCFTA?
Earlier this year, South African President Cyril Ramaphosa was in Durban seeing off a
shipment to Ghana. He is taking the lead in trying to progress the agreement. I think
there is a general willingness to move things forward, although we have a way to go.
But the signs are encouraging?
Yes definitely, there’s a willingness to make this work. I think it will take time to get it
fully working but President Ramaphosa is taking the initiative.
What makes DP World stand out?
Our end-to-end solution offers our customers improved security, better customs
procedures and it drives efficiency in the process. We really focus on the full supply
chain. We also use control tower technology that gives us clearer visibility in terms of
critical bottlenecks. This allows us to adjust the process in order to eliminate delays and
to allocate capacity to a specific corridor to ensure that we can move those volumes.
That suggests that you have been investing in technology.
Technology has revolutionised the way we do business and we believe in investing
in disruptive tech that helps us provide the most effective and efficient solutions
for our customers.
Do you have any concrete targets for South Africa and
Africa or do you just want to keep growing?
We are very clear on the areas that we are currently exploring further. For our bulk
and corridors business, we aim to expand activity on existing corridors, and grow
activity around our current operations. For example, Tanzania is a focus for us since
signing the 30-year Dar es Salaam Port Concession in October 2023, and there has
been a lot of infrastructure development and investment going into this operation.
At the Maputo Port, where we run the container operations, we are also excited about
a recent announcement by the government of Mozambique that advises of further
expansion of the port. This will further solidify the port’s position as a pivotal trade
hub for Southern Africa.
17

USAID COMMITS
$3-MILLION TO AFRICAN
WATER PROJECTS
The African Water Facility, hosted by the
African Development Bank, will distribute the
money to boost water provision in Africa.
The United States Agency for International Development (USAID) has committed $3-million
to the African Water Facility (AWF). The funding will support the preparation of water
and sanitation investment projects in Africa, through the provision of grants and technical
assistance to African countries and regional economic communities.
The African Water Facility, an initiative of the African Ministers
Council on Water (AMCOW), is hosted by the African Development
Bank. It is the only African project-preparation facility solely focused on
addressing water and sanitation issues in Africa. It helps African countries
achieve the objectives and targets set by the water-related Sustainable
Development Goals and African Water Vision 2025. It does this by the
preparation of innovative water and sanitation projects across the continent.
Access to water and sanitation in Sub-Saharan Africa remains poor.
Approximately 400-million people lack basic water supply services,
while over 700-million people have no access to decent sanitation. Nearly
200-million people still practice open defecation and 750-million people
have no access to hygiene. Achieving water security and sanitation for all
requires large-scale investment in water supply and sanitation, improved
governance of water resources and operations, and the design of climateresilient
infrastructure.
Construction of the Grand Ethiopian Renaissance dam and hydroelectric project is a vast
undertaking that has required multiple levels of financing throughout the project.
18
PHOTOS: Studio Pietrangeli

WATER FINANCING
An attendant at Kathulumbi Health Centre draws
water from a tank provided courtesy of the
Thwake Dam Project, Makueni County, Kenya
African Water Facility
Since inception, the African Water Facility has provided
€205-million in grant funding for water and sanitation projects
in Africa and enabled over €1.7-billion in downstream investment
in the water and sanitation sector. “This USAID financing affirms growing
international support for the African Water Facility as a trusted partner and
resource for Africa’s water sector. We thank the United States for the funding
commitment that will contribute to scaling up the Facility’s work and positively
impacting more people across the continent,” said Dr Beth Dunford, African
Development Bank’s Vice President for Agriculture, Human and Social
Development.
Under its 2022–2027 Strategy, USAID aims to reach 22-million people with
access to safe drinking water and 22-million people with access to sanitation
over five years. The African Water Facility is raising millions of euros to develop
investments that will accelerate public and private sector financing of the water
sector and deployment of innovation to improve service delivery.
The support from USAID came in the lead-up to its 2023 funding dialogue
in Paris, where the facility engaged donors, beneficiary governments, multilateral
and international organisations to enhance financing for water and sanitation
investment projects in Africa.
“The negative impacts of inadequate access to water and sanitation and
poor management of water resources are seen in many countries in Africa. The
For more information:
African Development Bank Group: www.AfDB.org
The United States Agency for International
Development (USAID): www.GlobalWaters.org
African Water Facility exists to accelerate viable, climate responsive investments
by providing grants, technical assistance and developing catalytic and innovative
projects to improve water and sanitation service delivery and water governance in
Africa,” Mtchera Chirwa, Coordinator for the African Water Facility, said.
The Facility’s revised Strategic Plan 2017–2025 will endeavour to mobilise
resources to increase the delivery of bankable investment projects in water and
sanitation across the continent. This is expected to enable access to climateresilient
and safely managed water supply for 2.6-million people and provide basic
sanitation facilities to 2.4-million people.
About the African Development Bank Group
The African Development Bank Group is Africa’s premier development finance
institution. It comprises three distinct entities: the African Development Bank
(AfDB), the African Development Fund (ADF) and the Nigeria Trust Fund (NTF).
On the ground in 41 African countries with an external office in Japan, the Bank
contributes to the economic development and the social progress of its 54 regional
member states.
19
PHOTO: AfDB

DROUGHT, FLOODS SHOW URGENCY OF
IMPROVED WATER SECURITY IN AFRICA
ABy Tshidi Ramogase, Coca-Cola Beverages Africa’s Chief
Public Affairs, Communications and Sustainability Officer
Africa’s vulnerability to climate change was once again
demonstrated in late 2023 when torrential rains swept across
much of East Africa, bringing devastating floods just six months
after a record-breaking five-season drought in the region.
Vast areas of farmland in Kenya, Ethiopia and Somalia were
inundated, washing away homes and destroying thousands of
hectares of crops.
These events highlight the urgency of improved water
security and climate resilience on the continent. Coca-Cola
Beverages Africa (CCBA) partners with governments, the
private sector, NGOs and communities to promote water
security. Water is a priority for CCBA because it is essential to
life, our beverages and the communities we serve.
The Coca-Cola Company’s 2030 Water Security Strategy is
focused on accelerating the actions needed to increase water
security where we operate, source ingredients and touch
people’s lives. We invest in water initiatives that benefit nature
and communities. This includes projects that provide benefits
to local watersheds that supply water for drinking, agriculture
and manufacturing, restore and conserve habitats for plants
and animals and offer opportunities for local economic
development.
As part of this work, we collaborate with partners to
understand the inextricable link between water, climate,
agriculture and biodiversity.
In addition, many of our water-replenishment projects have
additional co-benefits such as helping improve soil health,
sequester carbon, conserve water, restore degraded lands,
contribute to biodiversity and mitigate climate change.
Replenish and regenerate
Our work is organised to address water security inside our
operations, in our watersheds and in our communities. Also, we
continue to replenish the water we use in our finished beverages
to nature and communities.
Inside our operations, the Coca-Cola system is committed
to regenerative water use. This means using less water as well
as re-using and treating wastewater.
For example, in Kenya we opened a new wastewater
treatment plant at our Equator Bottlers plant in Kisumu, which
will promote more sustainable water use and help reduce the
factory’s environmental impact. The new plant will enable us
to treat and recycle wastewater generated from the production
facility, which will be used for non-potable purposes such as
irrigation and cleaning. Our subsidiary, Coca-Cola Beverages
Botswana, signed an agreement last year with the Botswana
University of Agriculture and Natural Resources to donate
water from its newly installed water-treatment plant for
agricultural irrigation at the campus. The new state-of-theart
water-treatment plant has made the company fully effluent
compliant by ensuring that clean water is returned to the
environment. We also aim to improve the health of watersheds
identified as most critical for our operations and agricultural
supply chain by supporting nature-based solutions, investing
in landscape solutions and helping farmers to use less water.
CCBA in Kenya has been actively engaged over the past
three years in reforesting 90 hectares of critical forests that
play a significant role in Nairobi’s water catchment areas in
collaboration with implementing partner, Nature Kenya.
When it comes to communities, we aim to help provide
access to safe water, sanitation and hygiene (WASH) and
advocate for good water governance.
Our South African bottler, Coca-Cola Beverages South
Africa (CCBSA), supported good water governance in
Grabouw in the Western Cape, where the municipality was
losing a significant amount of its potable water due to leaks
and failing infrastructure. Through this partnership, we
trained young community members in plumbing to support
the rehabilitation of water infrastructure, including fixing leaks
in informal areas.
In response to a looming Day Zero in parts of the Eastern
Cape province in South Africa, CCBSA deployed off-grid, solarpowered
groundwater harvesting and treatment projects called
Cokevilles in the region. A total of nine systems, or water tanks,
have been deployed in Gqeberha and similar Cokeville projects
have been installed in other peri-urban and rural communities
in Limpopo, Gauteng, Eastern Cape and KwaZulu-Natal. We
do business the right way as a trusted partner for sustainable
growth by managing packaging waste, water stewardship and
economic inclusion, particularly for women and youth. We are
committed to making a positive impact on people’s lives and
communities for a better shared future in Africa.
20

WATER SECURITY
Cokeville projects use
solar power to make clean
water accessible where
before it was scarce.
ABOUT CCBA
CCBA is the eighth-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-todrink
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
Follow us on LinkedIn
Tshidi Ramogase, Chief Public
Affairs, Communications and
Sustainability Officer, CCBA
21

AFRICA TEEMS WITH
CLEAN ENERGY
PROSPECTS
In the context of the Invest in African Energy forum
held in Paris in 2024, hosts and organisers Energy
Capital & Power published a continental overview of
the state of the latest developments in technology
and investment regarding aspects such as green
hydrogen, LNG, renewables and carbon capture.
European partners have been vocal about plans to boost clean, smart and secure
investments in Africa’s energy sector, with the EU’s Global Gateway Initiative
aiming to mobilise €150-billion across the continent by 2027. Motivations for
this range from securing the bloc’s own energy supplies, strengthening energy
diplomacy on the continent, to generating high returns on critical infrastructure
investments. Given Europe’s focus on sustainable energy development, the Invest
in African Energy (IAE) forum which took place in Paris was a showcase for
the European and global private sector what opportunities there are on the
continent to develop and advance natural gas, renewable energy, green hydrogen
and decarbonisation technologies, with a view to supporting Africa’s role in the
global energy transition.
LNG
As Africa looks to develop its gas for domestic and export markets, LNG
represents a critical investment avenue for European partners and investors.
Representing a relatively clean-burning fossil fuel that can deliver energy reliably
and to scale, LNG has been positioned as the fuel of the future and the key to
meeting rising energy demand in Africa and globally.
European majors and independents are already at the helm of developing
world-class LNG facilities across the continent, from bp’s Greater Tortue
Ahmeyim LNG in Senegal and Mauritania, to Perenco’s Cap Lopez LNG
Terminal in Gabon, to Eni’s Congo LNG in the Republic of Congo. The
continent features myriad opportunities in the exploration, transport,
processing and storage of natural gas and associated EPC contract value in
establishing integrated gas value chains.
Renewables
Africa’s solar potential is measured at 7 900GW – more than 1 000 times its
current solar generation capacity – while wind potential is measured at 461GW,
which equates to 100 times the current wind generation capacity. The continent
is home to considerable technical potential for hydropower, which accounts
for approximately 17% of its electricity generation on average, and is set to
overtake Europe in installed geothermal capacity by the end of the decade.
Given Africa’s prolific energy needs, decentralised power solutions, particularly
from renewables, hold the capacity to help electrify rural parts of the continent,
while aligning with net-zero targets.
Green hydrogen
Owing to its substantial and often co-located renewable resources, Africa
provides optimal conditions for the development of green hydrogen and
green ammonia, estimated to be able to produce a surplus of 20-million tons
to 40-million tons of green hydrogen per year by 2050. The continent is home
to several major green hydrogen projects, namely, the 15GW Aman project in
Mauritania, the 3GW Tsau Khaeb project in Namibia and the 4GW SCZONE
project in Egypt. Germany has emerged as an active player in this domain
by investing in and lending technical expertise to hydrogen development
in Angola, Mauritania and Namibia, as well as pledging to invest €4-billion
in sustainable energy projects in Africa, including renewable power, green
hydrogen and critical raw mineral extraction, by 2030. The EU is targeting
10-million tons of imported renewable hydrogen per year by 2030, offering
development finance and production subsidies to help African countries
develop their green hydrogen supplies.
22
PHOTO: Wärtsilä

CLEAN ENERGY
A barge on Lake Kivu in Rwanda extracts methane
gas to power the Kivu Watt Gas Power Plant.
The Koudia Al Baida wind
farm in Morocco.
Carbon Capture and Storage (CCUS)
Capturing carbon dioxide produced from burning fossil fuels or as a by-product
of industrial manufacturing processes, CCUS technology represents a dynamic
investment opportunity within Africa’s energy transition. It holds a wide range of
applications, from enhanced oil recovery to fuel production to waste-to-energy
plants, and aligns with Africa’s decarbonisation goals, while enabling muchneeded
energy production. CCUS projects are already underway in South Africa’s
Mpumalanga Province where it will capture carbon dioxide from coal-fired power
stations and at Egypt’s Meleiha Field, part of a broader $25-million, multi-phase
CCUS project. CCUS aligns closely with the EU’s broader decarbonisation goals
and represents a strategic area of potential collaboration between European and
African service providers by way of sharing best practices, technical expertise and
technological innovation.
Distributed by APO Group on behalf of Energy Capital & Power.
23
PHOTO: AfDB

Energy
One One
Stop Stop
Shop Shop
Status Update
Since its Since establishment its establishment in July 2023, in July the 2023, Energy the One Energy Stop One Shop Stop has Shop been has on been a remarkable on a remarkable journey, making journey, making
signifi cant signifi strides cant in strides its key in priorities, its key priorities, for energy for security energy fi security t for purpose. fi t for purpose. We’ve successfully We’ve successfully mobilised mobilised funding funding
to revolutionize to revolutionize the energy the landscape, energy landscape, transforming transforming it into a sustainable, it into a sustainable, scaled-up, scaled-up, and capacity-building and capacity-building sector. sector.
This transformation This transformation is set to benefit is set to both benefit industrialisation both industrialisation and primary and consumption primary consumption for households for households across the across country. the country.
To date, To EOSS date, has EOSS been has tracking been 114 tracking projects 114 received projects received from the from Presidency the Presidency and have and unlocked have unlocked 41 challenges 41 challenges
related to related licences to or licences permits or for permits energy-generating for energy-generating projects at projects national, national, municipal municipal and SOE and levels. SOE Four levels. projects Four projects
are operational are operational and effectively and effectively providing providing 78MW of 78MW energy, of and energy, nine and (774,5MW) nine (774,5MW) are in the are development in the development pipeline pipeline
(at fi nancial (at fi close nancial or construction close or construction stages). stages).
The EOSS The Team EOSS is currently Team is currently tracking tracking 54 projects, 54 projects, but we are but aware we are of aware the challenges of the challenges presented presented to IPPs. to IPPs.
It is our priority It is our to: priority to:
• Develop • Develop and pilot and the pilot Single the Window Single Application Window Application Process (SWAP) Process (SWAP)
• Integrate • Integrate Municipal Municipal Mapping Mapping and Standardisation Standardisation of process of process as they relate as they to Energy relate to Projects Energy into Projects SWAP into SWAP
• Unlock • and Unlock report and on report the challenges on the challenges encountered encountered by Developers by Developers
• Add unlocked • Add unlocked projects projects to the Development to the Development Pipeline (at Pipeline fi nancial (at close fi nancial and close construction and construction phases) phases)
Energy is Energy a key sector is a key that sector will transform that will transform the economy the economy of our country of our and country align and it with align the it aspirations with the aspirations of our of our
citizens. Over citizens. the Over next year, the next we year, will fast-track we will fast-track all applications all applications for energy for projects energy across projects all across nine provinces all nine provinces
to support to small-scale support small-scale embedded embedded generation generation (SSEG) power (SSEG) projects power (under projects schedule (under schedule 2 of the Electricity 2 of the Electricity
Regulation Regulation Act) to realise Act) to energy realise security energy and security to support and to efforts support to efforts decarbonise to decarbonise South Africa’s South economy. Africa’s economy.
Lester Bouah Lester Bouah
Head: Energy Head: One Energy Stop One Shop Stop Shop
lbouah@thedtic.gov.za | +27663020715 | +27663020715 | | www.energyoss.gov.za

ENERGY ONE ENERGY STOP ONE SHOP STOP SHOP
ACHIEVEMENTS ACHIEVEMENTS SINCE INCEPTION SINCE IN INCEPTION JULY 2023 IN UP JULY TO 31 2023 MARCH UP TO 2024 31 MARCH 2024
PROJECTS IN PROJECTS EOSS PIPELINE IN EOSS AS PIPELINE AT 31 MARCH AS AT 2024 31 MARCH 2024
Project Pipeline Project Pipeline Number of Projects Number of Projects Megawatts Megawatts
List A (Priority Projects) List A (Priority Projects) 10 10 1 037 1 037
List B (Updated List Projects) B (Updated Projects) 23 23 4 041 4 041
List C (Live Portal) List C (Live Portal) 23 23 6 517 6 517
Unblocked (on Unblocked the grid) (on the grid) 4 4 78
78
Unblocked (under Unblocked construction) (under construction) 4 4 51
51
Total Total 64 64 11 724 11 724
LIST A
(Priority Projects)
LIST List of Aprojects received List of projects from Presidency received from with Presidency projects that with had projects few challenges that had with few regard challenges to their with authorisations regard to their and authorisations licences. and licences.
(Priority Projects)
LIST B
(Updated Projects)
LIST C
(Live Portal)
LIST List of B projects received List of projects from Presidency received with from projects Presidency that with more projects than 3 challenges that more than with 3 regard challenges to their with authorisations regard to their and authorisations licences and and also licences had limited and also had limited
(Updated information Projects) with which information the EOSS with which could work the EOSS with; the could developers work with; were the then developers requested were to then provide requested updated to information provide updated in relation information to the projects. in relation to the projects.
LIST Projects C that voluntarily Projects registered that voluntarily on the registered EOSS to be on with the EOSS assisted to be with with their assisted authorisation with their and authorisation licencing challenges. and licencing challenges.
(Live Portal)
TOTAL VALUE TOTAL OF PROJECTS
VALUE OF PROJECTS
List A (Priority List A Projects) (Priority Projects) List B (Updated List B Projects) (Updated Projects)
Value not yet Value determined not yet determined R46 222 419 R46 247 222 419 247
List C (Live List Portal) C (Live Portal)
R60 600 000 R60 000 600 000 000
TOTAL: *R106 TOTAL: 822 *R106 419 247 822 419 247
*List A+B+C= final *List Value A+B+C= will be final ascertained Value will upon be ascertained determination upon of determination list A projects of list A projects
UNBLOCKED UNBLOCKED AND
AND
OUTSTANDING
OUTSTANDING
CHALLENGES
CHALLENGES
FOR PROJECTS
FOR PROJECTS
IN PIPELINE IN PIPELINE
ATNS ATNS
DALRRD DALRRD
Eskom Eskom
DMRE DMRE
DWS DWS
Municipal Consent Municipal Consent
Unblocked Challenges Unblocked Challenges Outstanding Challenges Outstanding Challenges
0
4
3
8
3
11
0
4
3
8
3
11
3
4
19
9
3
14
SAAF / SANDF SAAF / SANDF 0
0
3
3
TOTAL TOTAL 29 29 55
55
3
4
19
9
3
14
NUMBER OF NUMBER PROJECTS OF PER PROJECTS TECHNOLOGY PER TECHNOLOGY
CSP
01
CSP
01
NUMBER OF NUMBER PROJECTS OF AND PROJECTS MEGAWATTS AND MEGAWATTS PER PER
COMMERCIAL COMMERCIAL OPERATIONAL OPERATIONAL DATE DATE
WIND
14
WIND
14
TOTAL: 56
SOLAR PV
41
TOTAL: 56
SOLAR PV
41
511
7
1497
511
13
3 565
1497
13
13
2000
3 565
3
2000
2000
2024 2025 2024 2026 2025 2027 2026 2029 2027 N/A 2029
COD YEAR COD YEAR
MEGAWATTS
TOTAL: 9173
7
13
MEGAWATTS NUMBER OF PROJECTS NUMBER OF PROJECTS
TOTAL: TOTAL: 9173 41 TOTAL: 41
4
3
10
2000
1
4
10
N/A
1
1
2
3
4
5
6
7
8
9
PROVINCE PROVINCE MEGAWATTS MEGAWATTS NUMBER OF NUMBER PROJECTS OF PROJECTS 5
5
Gauteng 1
Gauteng986
986 2
2
Eastern 2 CapeEastern Cape 951
951 8
8
Free 3 State Free State 3 672 3 672 15
15
8
1
8
6 1 6
KwaZulu 4 Natal KwaZulu Natal 300
300 1
1
Limpopo 5
Limpopo 1 365 1 365 9
9
3 43
4
Mpumalanga 6 Mpumalanga 1 304
Northern 7 CapeNorthern Cape 1 247
1 304
1 247
3
7
3
7
7
7
North 8 West North West 1 435 1 435 9
9
Western 9 CapeWestern Cape 210
210 2
2
2
2
TOTAL TOTAL11 470 11 470 56
56
9
9

SMALL BUSINESS CAN DO
THE BUSINESS IN AFRICA
The world should look to small businesses as the solution
to sustainable growth and development in Africa,
according to Matthew Cumming, Regional Investment
Manager: East Africa Business Partners Limited.
Several economic analysts and financial sector experts have identified Africa as the
next frontier for growth and development. Currently, the continent has the youngest
population in the world, with a median age of 18.8 years as of 2022. This, coupled with
the fact that several of its markets are nearing maturity, signifies a golden opportunity
for businesses to take the lead in stimulating economic growth. Powered by this
momentum, African small businesses are the key to provide solutions to address
some of the continent’s most pressing challenges.
This is the opinion of Matthew Cumming, Regional Investment Manager: East
Africa at small and medium-sized enterprises (SME) financier firm, Business Partners
Limited, who believes that Africa’s SME sector is one of the vital cogs that have the
potential to drive the engine of economic growth and bring about innovation on
the continent. Furthermore, as he says, “SMEs represent immense value in terms of
their ability to bring about much-needed socioeconomic transformation and help set
Africa up as a serious contender on the global playing field.”
Jobs for a growing population
Unpacking some of the key reasons why the development of the SME sector is vital
to the future of the continent, Cumming references the sector’s job creation capability
as one of its most valuable contributions. “Small businesses represent far more than
a healthy GDP – they represent the promise of a viable livelihood. And in African
countries, where families are typically larger than other regions, a single job could
sustain multiple people.”
According to the most recent estimates, African small businesses are responsible
for up to 80% of jobs across the continent. Considering that Africa’s population is set
to double by 2050, to an estimated 2.4-billion, the demand for jobs is imminent. For
many Africans, employment at a small business represents a path out of poverty. For
others, who make up one of the highest constituents of aspiring entrepreneurs, Africa
is a chance to make their mark on a growing sector.
Unique solutions to unique problems
Within Africa’s SME sector there are countless opportunities to solve a number of
unique problems. Small businesses have become associated with a drive towards
innovation, with many becoming thriving hubs for new, creative solutions that can
speak directly to the needs of the African populace.
In Cairo, the automotive market is dominated by independent dealers who rely
heavily on traditional classifieds. Recently launched startup, Sylndr, has succeeded
in simultaneously addressing the demand for secondhand vehicles due to price
sensitivity, as well as the need for a tech-enabled e-commerce car marketplace.
26
PHOTO: Ivana Cajina on Unsplash

ECONOMIC GROWTH
Digital financial
services providers are solving small
business problems and boosting
productivity all over Africa.
Sylndr is a key example
of a startup whose impact would simply
not be as effective or useful in more developed economic environments.
Another example is Tala, a digital financial services startup based in Kenya.
The startup provides a way for the country’s large, under-served population of
unbanked individuals to borrow, save and grow their money. In Africa, where
greater financial inclusion is a relatively unmet need, businesses like Tala offer
an innovative solution to a real problem.
A boost for local African gas production could spur small businesses
to achieve sustained economic development for the region.
Innovation as a mark of global competitiveness
Examples like these are also demonstrations of the potential that African
entrepreneurs have to push innovation on the continent, for the continent.
This, as Cumming explains, could play a pivotal role in setting Africa up in
the global arena as one of the world’s fastest-growing hubs for innovation and
creativity. Innovation as a driving force of economic growth is particularly
important given Africa’s inherent abundance in agricultural and mineral
resources. In order for the continent to harness its full potential, these natural
resources need to be translated into shared wealth.
An estimate of the domestic gas market’s growth potential by independent
research firm, Brookings, forecasts that by capitalising on several unexplored,
high-potential regions, the market could grow by 9% year-on-year over the
next two years. By 2025, due to the large, unfulfilled demand for energy,
African could use almost 70% of its own gas. Rooted in the success of its
small business sector, a boost for local production could therefore materialise
in sustained economic development, which is arguably the continent’s most
important goal.
As Cumming concludes, “There has never been a better time for
small businesses to rise to the challenge of driving social and economic
transformation in Africa. As we stand on the cusp of what will undoubtedly
become a history-making era for the continent, we need to do everything we
can to encourage foreign and local investment into small businesses as major
players in the next step for Africa.”
27
PHOTO: wayhomestudio on Freepik

TRENDS TO WATCH IN
VIBRANT AFRICAN TELCO SECTOR
Customer experience and efficiency are driving the growth of Africa’s telco sector,
according to Louis Avenant, Senior Project Manager at Itemate Solutions.
Africa’s vibrant telco sector is on course for a bumper year in 2024 as it expands
operations and broadens service offerings to meet the needs of an increasingly
digital-savvy customer base.
Industry projections estimate the Africa telco sector will grow by $2.24-billion
between 2020 and 2024, with longer-term growth expected to be powered by the
rollout of high-speed 5G connectivity and a growing suite of complementary
services, specifically in the financial services sector. In conversation with telco
executives throughout East, West and Southern Africa, a number of common
challenges have emerged. Telcos are seeking to safeguard current revenue streams
through improved downstream visibility, especially over their B2B partners.
At the same time, a slew of new customer-facing services and innovations hold
the promise for greater profitability over the long term.
This will require bold action: if telcos are not willing to take risks to drive
greater innovation, there are inevitably new upstarts that will, claiming market
and revenue share in the process. As African telcos try to strike a balance between
higher profitability and better revenue protection, these are the key trends they
should take note of in 2024:
Digitalisation drives greater visibility over B2B channels
In telco markets across the continent, from Kenya to Ivory Coast to Tanzania and
Swaziland, operators rely heavily on dealers or resellers to drive sales and service
customer needs. But a lack of digitalisation has left many telcos with little visibility
over their B2B channels, creating challenges with inventory management, revenue
projections and cost management. The emergence of new technology platforms
and tested systems to provide greater downstream efficiency and visibility will
transform telcos’ ability to leverage their dealer channels for strategic advantage.
While there may be some cultural resistance to greater digitalisation, telcos could
use incentives such as discounts to get dealers on board.
This may also unlock significant revenue opportunities for B2B partners who
can leverage digital capabilities to utilise a broader range of products and services
and better meet customer needs.
Innovation powers improved customer experiences
Once their digitalisation efforts are complete, telcos can enable a far richer suite of
products and services, driving higher levels of customer experience.
Operators in Africa rely heavily on dealers or resellers
to drive sales and service customer needs.
28
PHOTO: ASphotofamily on Freepik

TELCO TRENDS
Africa is rapidly adopting smartphones, a
trend that will speed up the rollout of eSIMs
and the ability of telcos to deliver more valueadded
services to their subscriber base.
About Itemate Solutions
Itemate Solutions is a leading provider of customised digital solutions and software platforms,
serving clients across 10 countries in Africa and the Middle East for over 18 years. With a
track record of helping telco operators such as MTN solve business problems throughout
the African continent, the company offers a constantly evolving technology stack that helps
telcos stay abreast of operational challenges while driving lasting business value. Itemate’s
mission is to provide reliable and cutting-edge digital solutions that increase our clients’
customer base profitably.
www.itemate.com
This can take the form of tailored financial services such as insurance products. The key is to
integrate these services at the point of sale to ensure a quick and seamless customer experience.
Considering the growing regulatory requirements in several African countries, telcos should ensure
their customer-facing technology can meet KYC requirements to enable the delivery of new services.
Ideally, telcos should seek point-of-sale solutions that boast efficient transactional flows and that can
cater to the varied operational requirements of Africa’s telco industry, with a rich list of preloaded
features and modules.
Louis Avenant, Senior Project Manager at Itemate Solutions.
eSIM adoption hits its stride
While there are still holdouts in all African markets, most consumers are shifting away from featurephones
to more function-rich smartphones. Industry data indicates feature phone volumes will decline
from 66.3-million in 2019 to only 43.1-million by 2028. The adoption of smartphones will also speed up
the rollout of eSIMs, which hold significant benefits for telcos and their efforts at delivering a richer suite
of value-added services to their subscriber base. This growth will be driven mainly by a younger user
base, hungry for access to social media platforms and the benefits of Africa’s burgeoning e-commerce
sector. Expect telcos to run extensive promotional campaigns on social media to lure younger users onto
smartphones, from where they can deliver a rich suite of services to drive greater revenue and profitability.
Distributed by African Media Agency (AMA) on behalf of Itemate Solutions.
29
PHOTO: Shyam Mishra on Unsplash

CORRUPTION AFFECTING THE MINING INDUSTRY:
REFLECTIONS FROM THE 2024 MINING INDABA
Sabeeha Kathrada, a Senior Associate in the corporate and commercial
litigation team of Norton Rose Fulbright based in Johannesburg, reflects
on a panel discussion on the corruption risks run by mining companies.
During a panel discussion at the 2024 Investing in Africa Mining Indaba, held in
Cape Town in February, panellists engaged on the main corruption risks in mineral
supply chains, the steps companies should take to adequately address bribery and
corruption risks, challenges and opportunities for law enforcement and the role of
strategic partnerships.
Bribery and corruption has long been back-of-mind in the mining industry,
but often not talked about. The industry remains vulnerable to risks, particularly
due to government interaction and administrative procedures. The high influx of
capital and fast-paced nature of the industry, coupled with weak local governance
exacerbates the issue.
As the industry transitions towards renewable energy and a low-carbon
economy, it is imperative that the topic be placed at the forefront of government
and company agendas.
Risk in the value chain
Some of the key takeaways from the panel and our experience in the industry are
as follows:
Contract negotiation: Negotiations are usually conducted behind closed doors.
From a social licence to mine perspective, the interests of all stakeholders, including
host communities, are not always adequately aired in the negotiation process.
Licensing, permits and environmental assessments: With the rise in capital
influx and increasing participation in the mineral market, mining licence
applications will increase. The resultant risks of facilitation payments and bribes to
speed up and secure licences exist.
Political exposure and connections: Participants in the industry often have close
connections to government, which may be abused for advantages across the value
chain. It is not uncommon for shareholders to incorporate and operate companies
in countries where beneficial ownership information is not publicly available.
Community engagement: Consultations with host communities ought to be
meaningful and transparent. Consultations only with leaders or purported leaders
of communities may heighten bribery and corruption risks.
Inadequate governance and regulatory frameworks: A lack of a strong
and focused regulatory regime in mineral-rich countries has long contributed
to the increase in bribery and corruption. The absence of the rule of law
contributes to weak accountability and corruption becomes an unfortunate
natural consequence.
Third party agents: Companies appoint agents to investigate opportunities
in target countries, liaise with government and communities, secure licences,
enable logistics, compile reports and sell their products. It is not uncommon for
these third-party agents to have local government connections – and their own
subcontractors – with resultant risks. Companies ought to be mindful of these risk
factors and the consequent reputational, civil and criminal liability risks caused by
third parties acting for them, or on their behalf.
Mitigating the risks
Panellists emphasised the need for public-private collaboration involving business,
government and civil society to effectively promote and advance essential riskmitigating
factors, transparency, accountability and disclosure.
30
PHOTO: Aleksander Parsaric on Pexels

FIGHTING CORRUPTION
The Investing in African Mining Indaba 2024 included a panel
discussion on the issue of corruption and how to combat it.
With mining activity picking up in all parts of the continent as the demand
for scarce minerals hots up, the need for mining licenses increases
the risk of “facilitation payments” being requested or demanded.
It is essential that companies develop and implement adequate policies
and procedures within their organisation to reinforce a culture of
right and wrong, and to combine that with effective whistleblowing
mechanisms. A company’s zero-tolerance approach to bribery and
corruption ought to be clear and non-negotiable. Risk-appropriate due diligence
should be put in place for the appointment of third-party agents.
A clear and well-implemented regulatory framework will provide an effective
foundation to mitigate risks. Governments should direct their attention to
improving laws, regulations and governance and ensure competitive and
transparent licensing and award processes. This ought to also include disclosure
of sufficient information and access to critical data on bidding requirements,
processes and the recipients of contract awards and licenses.
Ultimate beneficial ownership information remains opaque in numerous
jurisdictions. Improved disclosure requirements are necessary to ensure sufficient
oversight and to protect against the risk of unlawful awards to politically exposed
and connected persons.
ABOUT NORTON ROSE FULBRIGHT
Norton Rose Fulbright provides a full scope of legal services to the world’s
preeminent corporations and financial institutions. The global law firm has more
than 3 000 lawyers advising clients across more than 50 locations worldwide,
including London, Houston, New York, Toronto, Mexico City, Hong Kong,
Sydney and Johannesburg, covering Europe, the United States, Canada, Latin
America, Asia, Australia, Africa and the Middle East. With its global business
principles of quality, unity and integrity, Norton Rose Fulbright is recognised
for its client service in key industries, including financial institutions, energy,
infrastructure and resources, technology, transport, life sciences and healthcare
and consumer markets.
Panellists included:
• Louis Maréchal, Senior Advisor, OECD
• Andrew Irvine, Legal and Corporate Engagement Director, EITI
• Maybel Acquaye, Senior Policy Analyst, Africa Centre for Energy Policy
• Richard Morgan, Head of International Political Risk and Government
Relations, Anglo American
• Ben Aryree, Advisor to the Minister for Lands and Natural Resources, Ghana
Sabeeha Kathrada, a Senior Associate
at Norton Rose Fulbright.
31
PHOTO: Department of Science and Innovation

COUNTRY PROFILE
REPUBLIC OF UGANDA
Oil discoveries are likely to stimulate economic growth.
Capital: Kampala.
Other towns/cities: Nansana, Kira, Ssabagabo, Mbarara.
Population: 47.7-million (2023).
GDP: $45.5-billion (2022) World Bank.
GDP per capita: $964.4 (2022) World Bank.
Currency: Ugandan shilling.
Regional Economic Community: East African Community (EAC),
Intergovernmental Authority on Development (IGAD), Organisation of Islamic
Cooperation (OIC).
Land mass: 241 038km².
Resources: Cobalt, copper, hydropower, limestone. Salt, sugar cane, plantains,
cassava, maize, sweet potatoes, milk, vegetables, beans, bananas, sorghum.
Main economic sectors: Sugar processing, brewing, tobacco, cotton textiles,
cement, steel production.
Other sectors: Construction based on oil sector growth. Gorillas in the Bwindi
Impenetrable Forest, pictured, are a popular attraction (Photo by 2H Media on
Unsplash).
New sectors for investment: New projects for tourism, oil and gas infrastructure,
services.
Key projects: Investment in the oil and gas sector is expected to boost economic
growth. Exports in high-value goods is planned to increase to offset imports needed
for the building of infrastructure. The Third National Development Plan aims to
increase household incomes and improve the quality of life of Ugandans through
sustainable industrialisation for inclusive growth, employment and sustainable
wealth creation.
Chief exports: Gold, coffee, milk, fish and fish products, tobacco.
Top export destinations: United Arab Emirates, Kenya.
Top import sources: China, India, Kenya, UAE, Japan.
Main imports: Cars, trucks, packaged medicines, aircraft, wheat.
Infrastructure: 39 airports; 20 544km of roads (excluding local roads) of which
4 257km is paved; 1 244km of railway; lakes carry a lot of traffic, especially Lake
Victoria (337km) and Lake Kyoga (199km).
Lake ports: Entebbe, Jinja, Port Bell at Lake Victoria.
Installed generating capacity: 2.3-million kW (2020).
Mobile subscriptions per 100 inhabitants: 70 (2022).
Internet percentage of population: 10 (2021).
ICT Development Index 2017 (ITU) ranking: 152, 20th in Africa.
Climate: Uganda has a diverse geography with a large plateau, lakes and mountains
framing the country to the west and east. Lake Victoria to the south and the rivers
of the Nile moderate the tropical weather one might expect of a country that
straddles the Equator. Lake Victoria is the world’s second-largest freshwater lake
and is shared with Kenya and Tanzania. There are two dry seasons and the northeast
is semi-arid.
Religion: Mostly Christian with Roman Catholic and Anglican Church of Uganda
accounting for just over 70% of the population. Islam is followed by about 14%.
Modern history: The British Protectorate of Buganda was created in 1894
and independence was achieved in 1962 with Muteesa, King of Buganda,
as president but conflict broke out between the Buganda and the central
government. A year later a republic was declared and in 1967 Prime Minister
Milton Obote seized power and abolished tribal authorities. Obote was
overthrown by General Idi Amin, who expelled thousands of Ugandans of
Asian descent. Amin’s invasion of Tanzania backfired and allowed Obote to
return to power but several rebel groups fought the central government, most
notably the National Resistance Army. Uganda’s current president, Yoweri
Kaguta Museveni, leader of the National Resistance Movement, has been in
power since a civil war ended in January 1986. Changes to the constitution
have allowed his re-election ever since, most recently in 2021. Uganda has
been involved in several regional conflicts.
32
PHOTO OF KAMPALA: Yu Gu on Unsplash

COUNTRY PROFILE
FEDERAL DEMOCRATIC
REPUBLIC OF ETHIOPIA
Ethiopia hosts the headquarters of
several international and continental organisations.
Capital: Addis Ababa.
Other towns/cities: Dire Dawa, Mekelle, Adama, Awassa, Bahir Dar, Gonder,
Dessie.
Population: 116.4-million (2023).
GDP: $126.7-billion (2022) World Bank.
GDP per capita: $1 027 (2022) World Bank.
Currency: Birr.
Regional Economic Community: The Intergovernmental Authority on
Development (IGAD), BRICS, African Union (headquarters in Addis Ababa,
pictured).
Land mass: 1 104 300km².
Resources: Gold, platinum, copper, potash, natural gas, maize, cereals, wheat,
sorghum, milk, barley, sweet potatoes, roots/tubers, sugar cane, millet.
Main economic sectors: Food processing, beverages, textiles, leather, garments,
chemicals, metals processing, cement. Ethiopian Airlines is the country’s biggest
company.
Other sectors: Hydropower, coffee and maize exports, designer leather items.
New sectors for investment: Infrastructure, light manufacturing, construction,
services, renewable energy, logistics and telecoms.
Key projects: A 10-Year Development Plan, based on the 2019 Home-Grown
Economic Reform Agenda, oversees economic growth plans, which is to be
maintained while transitioning to more private sector involvement in the economy.
World Bank projects cover agriculture, sustainable land management, energy,
transportation, trade logistics, digital development and finance.
Chief exports: Coffee, maize, gold, sesame seeds, vegetables, cut flowers, aircraft
parts.
Top export destinations: China, United States, United Arab Emirates, Saudi
Arabia, South Korea, Germany.
Top import sources: China, India, United Arab Emirates, France, United Kingdom.
Main imports: Aircraft, gas turbines, packaged medicines, electric filament, cars.
Infrastructure: More than 60 airports, including Bole International Airport
in Addis Ababa and the Aba Tenna Dejazmach Yilma International Airport in
Dire Dawa. Hosts the Cairo-Cape Town Highway and the N’Djamena-Djibouti
Highway. Ethiopia has 926km of electrified standard gauge railways.
ICT Development Index 2017 (ITU) ranking: 170, 32nd in Africa.
Mobile subscriptions per 100 inhabitants: 56 (2022).
Internet percentage of population: 17 (2021).
Climate: Varied climate because of altitude variations, from the Ethiopian
Highlands which constitutes the largest continuous mountain chain on the
continent, to the lower-lying eastern regions of the country where grasslands
predominate and the climate is dry and hot. Most of the country experiences
tropical monsoon conditions and the country has 14 large rivers flowing from the
Highlands, including the Nile River.
Religion: Ethiopian Orthodox, Muslim, Christian.
Modern history: Ethiopia occupies an important place in the history of
Africa as the continent’s oldest independent country with a storied cultural
and religious heritage. Modern Ethiopia has experienced periods of famine
and bitter conflict, the former sometimes leading to the latter. Emperor Haile
Selassie was overthrown in a coup led by Mengistu Haile Mariam in 1974,
having annexed Eritrea 12 years earlier. Soon after the Ethiopian People’s
Revolutionary Democratic Front ousted Mengistu in 1991, Eritrea achieved
independence. The two countries went to war again in 1999-2000 but when
rebels in the Tigray region fought the Ethiopian state in 2020, Eritrea sided
with the central government. In 2018 Sahle-Work Zewde became Ethiopia’s
first woman president and Prime Minister Abiy Ahmed came to office. Ethiopia
is a founding member of the UN and Addis Ababa hosts the headquarters of
a number of continental organisations such as the African Union and the Pan
African Chamber of Commerce and Industry.
PHOTO: Solen Feyissa on Unsplash

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