A Decade of NEPAD - Economic Commission for Africa - uneca

Economic Commission 

for Africa 

NEPAD 

Deepening African Private Sector and 

A Decade of 

Civil Society Ownership and Partnership

Economic Commission 



Deepening African Private Sector and 

A Decade of 

Civil Society Ownership and Partnership

Ordering information 

To order copies of A Decade of NEPAD: Deepening Private Sector and Civil Society 

Ownership and Partnership by the Economic Commission for Africa, please contact: 

Publications: 

Economic Commission for Africa 

P.O. Box 3001 

Addis Ababa, Ethiopia 

Tel: +251 11 544-9900 

Fax: +251 11 551-4416 

E-mail: ecainfo@uneca.org 

Web: www.uneca.org 

© United Nations Economic Commission for Africa, 2012 


All rights reserved 

First printing March 2012 

Material in this publication may be freely quoted or reprinted. Acknowledgement is requested, 

together with af copy of the publication. 

Designed by Phoenix Design Aid A/S, Denmark. ISO 14001/ISO 9000 certified and approved 

CO 2 neutral company – www.phoenixdesignaid.dk. 

Cover photos: Prill Mediendesign & Fotografie. Inset, Frank van den Bergh (two images) and 

Eskinder Debebe, UN Photo

Table of Contents 

Acknowledgments iv 

List of Acronyms v 

Background and Aim ix 

Introduction 1 

The Evolution of NEPAD 5 

Public Sector Support for NEPAD 15 

NEPAD and the African Private Sector 39 

NEPAD and the African Civil Society 59 

NEPAD African Private Sector and CSO Engagement Facilitation 

Resources 73 

Deepening Ownership and Partnership of NEPAD: 

Key Recommendations 83 

Conclusion 95 

References 97 

Appendices 101 

iii

iv A Decade of NEPAD: Deepening African Private Sector and Civil Society Ownership and Partnership 

Acknowledgement 

The idea to produce an advocacy material targeting two 

critical segments of NEPAD stakeholders---the private 

sector and civil society organizations--- was mooted in 

2008 as a way of assessing the gaps and determining what 

could be done to deepen ownership and partnership of 

stakeholders as we approached ten years of NEPAD. 

The idea materialized in the form of this joint publication 

of the Economic Commission for Africa (ECA) and the 

NEPAD Planning and Coordination Agency (NPCA), prepared 

by Michael Sudharkasa, an independent Consultant, 

in the framework of ECA’s support to the African Union 

and its NEPAD Programme. 

The work was carried out under the overall leadership of 

Emmanuel Nnadozie, Director of ECA’s Economic Development 

and NEPAD Division (EDND) and the supervision 

of Bankole Adeoye, Chief of Staff at the NEPAD Agency, 

Kwabia Boateng, Chief of NEPAD Support Section at ECA 

and Rawda Omar-Clinton, Economic Affairs Officer, who 

provided crucial guidance to the Consultant. 

The first draft of the book was written in the period before 

NEPAD was fully integrated into the structures and 

processes of the African Union, transforming the NEPAD 

Secretariat into the NEPAD Planning and Coordinating 

Agency. There was, therefore, the need to review and update 

the draft and revalidate the data. This crucial task was carried 

out by Adeyinka Adeyemi, EDND’s Senior Regional 

Adviser, with the assistance of Aissatou Gaye, Economic 

Affairs Officer, Samson Kwalingana, Economic Affairs 

Officer and Jymdey Yeffimo, an ECA Consultant with the 

Macro-economic Analysis Section of EDND. 

Earlier drafts of this document were reviewed by members 

of ECA’s NEPAD Support Section and the NEPAD Agency.

List of Acronyms 

AAP African Action Plan 

AASROC Asian African Sub-Regional Organizations Conference 

ABR African Business Roundtable 

ACBF African Capacity Building Foundation 

ACFA AfDB Accelerated Co-Financing Facility for Africa 

ACHA African Centre for Humanitarian Affairs 

ACHPR African Commission on Human and People’s Rights 

ADB Asian Development Bank 

AfDB African Development Bank 

AFD Agence Francaise de Developpement 

AFFM African Fertilizer Financing Development Mechanism 

AGDI African Gender and Development Index 

AGOA African Growth and Opportunities Act 

AGR African Governance Report 

AGRA Alliance for a Green Revolution in Africa 

AICD Africa Infrastructure Country Diagnostic 

AMCOW African Ministerial Council on Water 

AMU Arab Mahgreb Union 

APCI Africa Productive Capacity Initiative 

APF African Partnership Forum 

APR African Peer Review 

APRM African Peer Review Mechanism 

ARIA Assessing Regional Integration in Africa 

ARPD African Rally for Peace and Development 

ASSEAN Association of South East Asian Nations 

ATAF African Tax Administration Forum 

AU African Union 

AUA African Union Authority 

AUC African Union Commission 

AYN Afroflag Youth Vision 

BABA British African Business Association 

BAA Business Action for Africa 

BCEAM Business Council of Europe, Africa and the Mediterranean 

BHF Business Humanitarian Forum 

CA Commission for Africa 

CAADP Comprehensive African Agricultural Programme 

CATISA Cassava Transformation in Southern Africa Programme 

CBC Commonwealth Business Council 

CBO Community Based Organization 

CCA Corporate Council on Africa 

List of Acronyms A Decade of NEPAD 

v

vi A Decade of NEPAD: Deepening African Private Sector and Civil Society Ownership and Partnership 

CCP-AU Centre for Citizens Participation in the African Union 

CDE Centre for the Development of Enterprise 

CDSF Capacity Development Strategic Framework 

CEDAW Convention on the Elimination of Discrimination against Women 

CEN-SAD Community of Saharan States 

CEO Chief Executive Officer 

CIAN Conseil Francaise des Investisseurs en Afrique 

CMA/WCA Conference of Ministers of Agriculture of West and Central Africa 

CODESRIA Council for the Development of Social Science Research in Africa 

COMESA Common Market for Eastern and Southern Africa 

CPA Consolidated Plan for Africa 

CRDA Christian Relief and Development Association 

CS Civil Society 

CSO Civil Society Organization 

CSIR Council for Scientific and Industrial Research 

CSSDCA Conference on Security Stability Development and Cooperation in Africa 

DDI Diaspora Direct Investment 

DfID Department for International Development 

D-MADA Development Marketplace for the African Diaspora 

EABA East Africa Business Association 

EAC East African Community 

EAP Environmental Action Plan 

EASSy East African Submarine System 

EBA Everything But Arms 

ECA Economic Commission for Africa 

ECCAS Economic Community of Central African States 

ECOWAS Economic Community of West African States 

ECOSOCC Economic, Social and Cultural Council 

EDF European Development Fund 

EISA Electoral Institute of South Africa 

EPA Economic Partnership Agreement 

EPSA AfDB Enhanced Private Sector Assistance Facility 

ERA Economic Report on Africa 

EU European Union 

EU-ACP European Union – African, Caribbean and Pacific States 

FAI Japan Facility for African Investment 

FAO United Nations Food and Agricultural Organization 

FAPA AfDB Facility for Private Sector Assistance 

FARA Forum for Agricultural Research in Africa 

FDI Foreign Direct Investment 

FFDA Forum Francophonie des Africains 

FICCI Federation of Indian Chambers of Commerce and Industry 

FOCAC Forum on China Africa Cooperation 

G-8 Group of Eight Industrialized Nations 

G-77 Group of Seventy Seven Developing Nations 

GCC Gulf Cooperation Community 

GDP Gross Domestic Product 

GEPF South African Government Employees Pension Fund 

HGSF home Grown School Feed Programme 

HIPC Heavily Indebted Poor Country 

HIV/AIDS Human Immunodeficiency Virus/Acquired Immune Deficiency Syndrome 

HSGIC Heads of State and Government Implementation Committee 

IBLF International Business Leaders Forum 

ICPD International Conference on Population and Development

ICA Infrastructure Consortium for Africa 

ICC International Chamber of Commerce 

ICF Investment Climate Facility 

ICNPO International Classification of Non-Profit Organizations 

ICCPR International Covenant on Civil and Political Rights 

ICT Information and Telecommunication Technology 

IDA International Development Association 

IDB Islamic Development Bank 

IFAD International Fund for Agricultural Development (United Kingdom) 

IFC International Finance Corporation 

IGAD Intergovernmental Authority on Development 

IMF International Monetary Fund 

ISPAD Information Society Partnership for African Development 

JICA Japan International Cooperation Agency 

MAP Millennium African Partnership Programme 

MCA Millennium Challenge Account 

MDG Millennium Development Goal 

MDRI Multilateral Debt Relief Initiative 

MEDA Middle East Development Agreement 

MHTF Millennium Hunger Task Force 

MMWP Making Markets Work for the Poor Programme 

MNC Multinational Corporations 

MOU Memorandum of Understanding 

MTO Money Transfer Operators 

NAASP New Asian-African Strategic Partnership 

NAI New Africa Initiative 

NEPAD New Partnership for Africa’s Development 

NERICA New Rice for Africa 

NBF NEPAD Business Foundation 

NBG NEPAD Business Group 

NGO Non-Governmental Organization 

NIIF NEPAD Infrastructure Investment Facility 

NPCA NEPAD Planning and Coordinating Agency 

NPRS National Poverty Reduction Strategy 

OAU Organization of African Unity 

ODA Official Development Assistance 

OECD Organization for Economic Cooperation and Development 

OEEC Organization for European Economic Cooperation 

ONRI AfDB Office for NEPAD and Regional Integration 

OSCI APRM Objectives, Standards, Criteria and Indicators 

OSJE Organization for Social Justice in Ethiopia 

OSAA UN Office of the Special Advisor on Africa 

PACoC Pan-African Chambers of Commerce 

PAIDF Pan African Infrastructure Development Fund 

PAP Pan African Parliament 

POA Programme of Action 

PEC Pan African Employers Confederation 

PEP Private Enterprise Partnership for Africa 

PFI Policy Framework for Investment 

PIDA Programme for Infrastructure Development in Africa 

PIF Pacific Island Forum 

PMO Project Management Office 

PPIAF Public Private Infrastructure Advisory Facility 

PPP Public-Private Partnership 

List of Acronyms A Decade of NEPAD 

vii

viii A Decade of NEPAD: Deepening African Private Sector and Civil Society Ownership and Partnership 

PRC Permanent Representative Council 

PRGF Poverty Reduction and Growth Facility 

PRSP Poverty Reduction Strategy Papers 

PSC Peace and Security Council 

RCM UN Regional Coordination Mechanism 

REC Regional Economic Community 

RELPA Regional Enhanced Livelihood for Pastoral Areas (RELPA) 

RFSRM Regional Food Security and Risk Management Programme for East and Southern Africa 

RISDP SADC Regional Indicative Strategic Development Plan 

RIU Research in Use Programme 

RTFS Improved Trade in Regional Food Staples Programme 

SAARC South Asian Association for Regional Cooperation 

SABA Southern African Business Association 

SADC Southern African Development Community 

SME Small and Medium Sized Enterprises 

SMME Small Micro and Medium Sized Enterprises 

SRO UNECA Sub-Regional Offices 

SSTAP Sub-Saharan African Transportation Programme 

SREAPS Sub-regional Environmental Action Plan 

STAP Short-Term Action Plan 

SWOT Strengths Weaknesses Opportunities Threats 

TEAM Techno Economic Approach for Africa-India Movement 

TICAD Tokyo International Conference on African Development 

TNC Trans-national Corporations 

UA AfDB Unit of Account 

UEMOA West African Economic and Monetary Union 

UN United Nations 

UNAIDS United Nations Joint Programme on HIV/AIDS 

UNDP United Nations Development Programme 

UNCTAD United Nations Conference on Trade and Development 

UNDESA United Nations Department of Economic and Social Affairs 

UNEA United Nations Energy/ Africa 

UNECA United Nations Economic Commission for Africa 

UNEP United Nations Environmental Programme 

UNFPA United Nations Fund for Population Affairs 

UNGASS United Nations General Assembly Special Session on HIV/AIDs 

UN-HABITAT United Nations Human Settlements Programme 

UNHCR United Nations High Commission for Refugees 

UNICEF United Nations Children’s Fund 

UNIFEM United Nations Development Fund for Women 

UNIDO United Nations Industrial Development Organization 

UNLO United Nations Liaison Office with the Africa Union 

US United States 

USAID United States Agency for International Development 

WABA West African Business Association 

WAEMU West African Economic and Monetary Union 

WAPP West African Power Pool 

WAGP West African Gas Pipeline 

WDI Word Development Indicators 

WDR World Development Report 

WFP World Food Programme 

WOUGNET Women of Uganda Network 

WTO World Trade Organization

Background and Aim 

The African private sector and African civil society are 

important stakeholders in the implementation of NEPAD. 

Increasing their involvement in the design and execution 

of NEPAD programmes and projects will enhance the 

effectiveness of the NEPAD process. 

This publication was developed out of a series of consultation 

over the past six years that have looked at the ways and 

means required to more fully integrate these two pivotal 

resources into the mechanisms that have been established 

to facilitate the NEPAD programme. 

This report builds on the intellectual input that went into 

the planning and coordination of the “Forum on NEPAD” 

and the various themes discussed during the meeting. 

Additionally, it seeks to chart a way forward for NEPAD’s 

planning and implementation processes to become more 

accessible to the African civil society and the private sector. 

The dialogue on what is required to deepen the involvement 

of the private sector and civil society in NEPAD has 

been an on-going one since the inception of the initiative. 

Since the first meeting in 2003, almost on an annual basis, 

at least one “Ad-hoc” expert group/ workshop meeting has 

been brought together by the United Nations (Office of the 

Special Advisor on Africa or the Economic Commission 

for Africa) and AU/NEPAD to discuss the subject. The 

fact that the themes have recurred may suggest that implementation 

of various recommendations in this regard 

are still facing serious challenges. 

The previous discussions and meetings include, but are 

not limited to, the following: 

a. (May 2003), Regional Workshop on Mobilizing Support 

for the New Partnership for Africa’s Development: The 

Role of the Private Sector and Civil Society ( U.N. Office 

of the Special Adviser on Africa (OSAA), Venue: 

Accra, Ghana); 

b. (October 2004) Roundtable Discussion on Promoting 

Domestic Private Sector in Africa: A Key Element in 

the Successful Implementation of the New Partnership 

for Africa’s Development (NEPAD) ( U.N. Office of 

the Special Advisor on Africa (OSAA), Venue: United 

Nations, New York, U.S.); 

c. (March 2005) The Contribution of the Private Sector to 

the Implementation of the New Partnership for Africa’s 

Development, Ad Hoc Expert Group Meeting (U.N. Office 

of the Special Adviser on Africa (OSAA), Venue: 

Midrand, South Africa) ; 

d. (November 2007) The Private Sector’s Institutional 

Response to NEPAD: A Review of Current Experience 

and Practices, Expert Group Meeting (U.N. Office of 

the Special Advisor on Africa (OSAA), Venue: United 

Nations, New York, U.S.) 

e. (May 2009) Assessment of the Implementation of NE- 

PAD and the Way Forward: The Role of Private Sector 

and Civil Society, Ad Hoc Expert Group Meeting (U.N. 

Economic Commission for Africa (ECA), Venue: Addis 

Ababa, Ethiopia) 

f. (November 2009) Forum on NEPAD: Enhancing African 

Ownership and Partnership to Move the NEPAD 

ix

x A Decade of NEPAD: Deepening African Private Sector and Civil Society Ownership and Partnership 

Agenda Forward (Host: Regional Coordinating Mechanism, 

U.N. Economic Commission for Africa, Venue: 

Addis Ababa, Ethiopia) 

Thus, this publication seeks to provide a contemporary 

view of the evolution of NEPAD and how, with the support 

of the AU and the continent’s external partners, practical 

and tangible effort can be made to put in place structures 

and vehicles through which the voice of Africa’s private 

sector and civil society can be heard within NEPAD – and 

the impact of grass roots African participation can be felt 

in the implementation process of NEPAD. 

Chapter I, Introduction – provides an overview of NEPAD 

and of the underlying “Forum on NEPAD” , during which 

the key discussion points of increasing ownership and 

partnership in NEPAD by the African private sector and 

civil society were raised. 

Chapter II, The Evolution of NEPAD – discusses the origins 

of NEPAD and the developments within the institution 

leading up to the transformation process which makes 

NEPAD Agency a fully integrated AU body. This section 

also looks at the changes occurring at the AU which will 

impact NEPAD going forward. 

Chapter III, Public Sector Support for NEPAD – reviews 

the growing level of multilateral and bilateral support for 

NEPAD and the proliferation of funding and/or technical 

programmes directly, and indirectly, attributable to, 

or developed in support of NEPAD. The rationale for this 

exercise is that far too often in recent years NEPAD has 

been viewed from a position of lack (i.e. what is not happening 

vis-à-vis NEPAD). However, when one considers 

the significant level of activity that is underway and the 

resources that have been mobilized, it is easier to see the 

merit of the work undertaken to date and to recognize 

that NEPAD has slowly developed a formidable cache 

of resources and partners toward implementation of the 

planned programme of action. 

Chapter IV, NEPAD and the African Private Sector – reviews 

selected trends that are unfolding within the African 

private sector and chronicles some of the more successful 

efforts related to establishing private sector linkages with 

NEPAD and some of the challenges still impeding private 

sector engagement with NEPAD. 

Chapter V, NEPAD and African Civil Society – reviews 

selected trends that are unfolding within Africa’s civil 

society and discusses some of the more successful efforts 

by African civil society organizations (CSOs) to engage 

with NEPAD and some of the challenges still impeding 

CSO engagement with NEPAD. 

Chapter VI, NEPAD African Private Sector and CSO Engagement 

Facilitation Resources – presents a resource tree 

of suggested partners who are helping to accelerate the 

engagement and communication processes between NE- 

PAD and the African private sector and civil society. This 

practical insert into the document is meant to help readers 

of the document to use it as a reference and implementation 

tool in and of itself. 

Chapter VII, Toward African Ownership and Partnership 

in NEPAD: Key Recommendations – seeks to position and 

review the revised African Action Plan, the Comprehensive 

African Agricultural Development Plan, the African Peer 

Review Mechanism, and the UN Regional Coordination 

Mechanism as four important NEPAD implementation related 

processes that present significant and immediate opportunities 

for private sector and civil society engagement. 

Chapter VIII, Conclusion – reviews the aim of this document 

and restates its intent to be a tool for action and a 

catalyst for implementation of initiatives to deepen the 

ownership and the scope and types of partnerships that 

can be established by the African private sector and civil 

society with NEPAD.

Introduction 

An Overview of NEPAD 

As the first decade of the 21 st century draws to a close, and 

after 10 years of development and refinement, the New 

Partnership for Africa’s Development (NEPAD) is poised 

to enter into a new and exciting era, with increased capacity 

and authority, greater internal resources and strong 

external support. 

Established as a programme of the African Union in 2001, 

NEPAD has been fully integrated as an organ of the African 

Union, the NEPAD Planning and Coordinating Agency. 

Furthermore, as the African Union Commission (AUC), 

which has been positioned to monitor and evaluate the 

NEPAD programme, is also being transformed into the 

African Union Authority and given increased responsibilities 

and authority toward a United States of Africa, the 

expanded resources and support enjoyed by the African 

Union will soon be fully available and mobilized in support 

of NEPAD. Of particular relevance to the NEPAD 

programme will be the strengthened access it will have to 

the African Diaspora networks which the AUC has been 

developing for much of the past decade in North America, 

the Caribbean and Europe. 

Yet, to achieve the lofty goals established in its charter 

and framework, NEPAD will need to redouble efforts to 

engender support among the citizenry of Africa, the African 

private sector and the African civil society. African 

ownership and African partnerships have been at times 

weaker than NEPAD’s founders would have desired in the 

early years of the initiative. 

Launched in large measure to change the orientation of 

the relationships that Africa’s member states had with 

the continent’s donors and lenders at the end of the 20 th 

century, from that of purely donor and donee, creditor and 

debtor to one of more equal partnership, and importantly, 

African led partnership; NEPAD understandably had a 

strong external focus at inception. 

However, recognizing that a partnership of equals is one 

where both parties have equity in the relationship, Africa’s 

leaders recognized that it would be critically important 

that they marshal internal support and mobilize domestic 

resources for NEPAD in order for the initiative to be 

successful. 

The process toward simultaneously engaging the international 

community and getting it to recognize the new 

paradigm of African led development strategy and programme 

implementation, as well as building bottom up 

inclusive and participatory support for what was also a 

new innovation within the continent, proved difficult for 

NEPAD. Unquestionably, it was easier for the NEPAD 

leadership to achieve the former over the first tenyears of 

the programme. 

Yet, NEPAD’s leaders and its growing community of partners 

have not lost sight of the importance of getting the 

message across at home. Delivering NEPAD and implementing 

its programmes is something that will entail 

comprehensive community action across the continent. 

So while resources were mobilized externally over the past 

1 

CHAPTER

2 A Decade of NEPAD: Deepening African Private Sector and Civil Society Ownership and Partnership 

ten years, pilot initiatives and numerous consultations 

with continental stakeholders have explored how best to 

make NEPAD a people-centred programme, where Africa’s 

citizens feel ownership of the programme and its projects, 

and African stakeholders partner with one another – and 

with international partners, to achieve the aims of the 

NEPAD plan of action. 

The Forum on NEPAD: Enhancing Ownership and Partnership 

Held as an adjunct workshop following the convening 

of the 10 th UN Regional Coordinating Mechanism, the 

theme of the one day Forum on NEPAD was “Enhancing 

African Ownership and Partnership to Move the NEPAD 

Agenda Forward”. 

The “Forum on NEPAD” report illustrates the timeliness 

of the theme and the need for further review of the issues 

that still surround efforts to stimulate grassroots support 

for NEPAD in Africa, particularly among civil society 

ranks and the African private sector: 

NEPAD was launched by the African Heads of State and 

Government in 2001 with a great deal of enthusiasm and 

optimism. Much of this optimism was based on the belief 

that it constituted a more realistic, Africa-owned and 

Africa-centred development framework with a greater 

potential for success. It was also believed that NEPAD 

addresses the shortcomings of the unsuccessful continental 

development frameworks and programmes that 

preceded it. 

As a “Programme of the African Union” (AU), NEPAD 

was designed to guide fundamental continent-wide socioeconomic 

development by eradicating poverty and underdevelopment 

and reducing Africa’s marginalization in the 

global community. More fundamentally, it was designed 

as the policy framework for achieving the Millennium 

Development Goals (MDGs) adopted in 2000, a year before 

NEPAD was launched. 

According to the NEPAD framework document, NEPAD 

is envisaged as a “vision of an African-owned and Africanled” 

(para 60) development programme through which 

African leaders are setting an agenda based on national 

and regional priorities “prepared through participatory 

processes involving the people” (para 47). 

As the first decade of NEPAD draws to a close with many 

of NEPAD’s programmes still very much in their infancy, 

the confluence of national preparation, sub-regional interest, 

global economic opportunity, and international donor 

and lender support are poised to usher in a new decade 

of accelerated implementation and programme delivery. 

Hence, the core principles of NEPAD include: 

ӹ African ownership and leadership, as well as broad and 

deep participation by all sectors of society; 

ӹ Anchoring the development of Africa on its resources 

and resourcefulness of its people; 

ӹ Partnership between and amongst African peoples; 

ӹ Forging a new international partnership that changes 

the unequal relationship between Africa and the developed 

world; and 

Furthermore, it is believed, as stated in paragraph 5 of the 

NEPAD founding framework document, that NEPAD “… 

will be successful only if it is owned by the African peoples 

united in their diversity”. 

Additionally, the NEPAD framework calls for the establishment 

of constructive partnerships between all stakeholders 

in Africa’s development to overcome the development 

chasm. This involves partnership with African people and 

their leaders, between African countries and between 

Africa and the rest of the world. 

From an overarching standpoint, progress has been made 

in several areas of the NEPAD programme since inception. 

Specifically, NEPAD has provided political and technical 

leadership in contributing to the development of continental 

sectoral policy frameworks to guide interventions in 

Africa’s priority sectors. These include: the Comprehensive 

Africa Agriculture Development Program (CAADP), 

Short-Term Action Plan for Infrastructure (STAP), Africa’s 

Science & Technology Consolidated Plan of Action (CPA), 

and the Environment Action Plan (EAP).

Furthermore, a number of African countries and organizations 

have, to varying degrees of success, taken action to 

implement NEPAD programs/projects in key priority areas 

such as governance (which includes implementation of the 

African Peer Review Mechanism (APRM)), agriculture and 

food security, infrastructure and other sector-programs. 

In part, because of the peace and stability advocated and 

facilitated through the NEPAD programme, (at least until 

September 2008 when the effects of the global financial and 

economic crisis slowed economic progress) the initiative 

helped guide Africa to an unprecedented level of economic 

growth across the continent during the first decade of the 

21 st century. 

International support for the NEPAD Programme has 

also grown consistently over the past ten years, as traditional 

partners and stakeholders in Africa’s development 

have come to accept and embrace the concept of African 

led development strategy and African-influenced (if not 

controlled) development assistance. 

Specifically, several commitments have been made by Africa’s 

bilateral and multilateral development partners, particularly 

those that include and represent the G8 countries. 

Through these commitments, there has been an increase in 

official development assistance (ODA) and foreign direct 

investment in Africa as well as new initiatives regarding 

debt relief and supportive of South-South cooperation. 

However, notwithstanding these notable achievements, 

significant challenges remain in regard to the implementation 

of NEPAD as was indicated in a 2007 study by the 

UN Economic Commission for Africa 1 . Among these are 

institutional weakness, coordination challenges, financial 

resource and capacity constraints, as well as low participation 

by the African private sector. 

Furthermore, adoption and implementation of the principles 

and programmes of NEPAD at the sub-regional 

and national levels has been undermined by a feeling of 

limited ownership and involvement among ordinary African 

citizens at the grassroots level. This challenge is grave 

given that NEPAD is based on the principle of partnership 

and ownership, particularly African ownership and intra- 

African partnership. 

1 ECA(2007), Challenges and Prospects in the Implementation of NE- 

PAD, NEPAD and Regional Integration Department (NRID), September. 

ECA, Addis Ababa. 

1. Introduction A Decade of NEPAD 

Thus, ten years on, a recurrent issue has been the inadequacy 

of structured and wide-ranging engagement and 

ownership by non-state African stakeholders in the NE- 

PAD agenda and process. Although two of the cardinal 

pillars of NEPAD are African ownership and “deep participation 

by all sectors of society”, this has yet to be fully 

realized. Indeed, recent reviews have highlighted the fact 

that NEPAD is not as well known as it should be in Africa 

and that partnerships especially between and amongst 

African people have not been fulfilled to the optimal level 

expected. 

It is from this perspective that many observers point to 

the un-even NEPAD focus on forging partnerships with 

Africa’s traditional development partners versus utilizing 

the same energy to establish partnerships with it and 

between the African Union’s African constituency. 

This sentiment has been further compounded by the fact 

that for many key projects within the NEPAD programme, 

it has been difficult to mobilize continental financial and 

technical resources (i.e. indigenous capital and equity), 

and some external partners (such as the G8/ Organization 

for Economic Cooperation and Development (OECD) 

countries) who have made bold pledges have been hindered 

by the current global economic crisis and unable to make 

timeous funding and development assistance available 

as promised. 

Thus, critics of NEPAD’s limited ability to implement have 

argued that Africa’s efforts in engaging external partners 

have not yielded results commensurate with the energy 

invested in it. Furthermore, a correlating effort has not 

been made to rally African state and non-state actors 

around making the kind of financial and sweat equity 

investment in the NEPAD programme that will show the 

world that the continent is serious about driving Africa’s 

socio-economic growth and development – in theory and 

in practice – with or without external buy-in. 

Following the integration into the structures and processes 

of the African Union, it is now necessary to be engaged 

with some questions: 

a. Where is the delivery on African ownership as envisaged 

under NEPAD? 

b. What hinders Africans from taking advantage of 

NEPAD-inspired initiatives? 

3


c. How best should NEPAD engage Africans in the continent 

and in the Diaspora on NEPAD implementation? 

d. What should the AU and NEPAD policy and implementation 

structures, do differently, at this 

critical stage, to actualize African ownership and 

partnerships? 

e. What are the potential positive effects of all-inclusive 

engagement of African stakeholders in the NEPAD 

process? 

The central factor, therefore, is toward enhancing ownership 

and partnership with Africans themselves, as was 

originally intended, and to achieve this goal NEPAD must 

foster broader buy-in and facilitate increased participation 

from a wide cross section of African non-state actors, especially 

the private sector and civil society. This will lead 

to the achievement of the NEPAD objectives and agenda. 

Furthermore, to develop better understanding of what 

African ownership and partnership entails within the 

NEPAD paradigm, continued dialogue among key actors 

and stakeholders will surely be needed. 

To this end, UNECA and the NEPAD Agency, with the 

support of the African Union Commission, organized the 

“Forum on NEPAD” for African stakeholders to share 

views, experiences on enhancing ownership, participation 

and engagement and strengthening partnership in NEPAD 

and to chart a way forward.

The Evolution of NEPAD 

The Birth of NEPAD 

NEPAD is the result of the integration of three initiatives 2 

that sought to reposition Africa in respect to its relationships 

with global partners, and to accelerate economic and 

2 South African Department of International Relations and Cooperation, 

Historical Overview of NEPAD – http://www.dfa.gov.za/au.nepad/ 

historical_overview.htm 

2CHAPTER 

political integration on the continent toward the realization 

of the Lagos Plan of Action. The three initiatives are the 

Millennium Partnership for the African Recovery Programme, 

the OMEGA Plan, and the New Global Compact 

for Africa’s Renewal: 

The Millennium Partnership for the African Recovery Programme (MAP) 

The mandate for the development of the Millennium Partnership 

for the African Recovery Programme (MAP) was 

conveyed at the Organisation for African Unity (OAU) 

Extraordinary Summit held in Sirte, Libya in September 

1999. President Mbeki of South Africa and President Bouteflika 

of Algeria were mandated to engage Africa’s creditors 

to pursue the total cancellation of Africa’s external debt. 

Thereafter, during the South Summit of the Non-Aligned 

Movement and the G77, held in Havana, Cuba in April 

2000, President Mbeki and President Obasanjo of Nigeria 

were further mandated to convey the concerns of the South 

to the G8 and the Bretton Woods institutions. 

Realising the correlation between the two mandates and 

the fact that debt relief is only one aspect of the overall 

development agenda for Africa, the July 2000 OAU Summit 

in Togo further authorized the three Presidents to engage 

the developed North with a view to forging a more comprehensive 

and constructive partnership for the regeneration 

of the African continent. 

At the G8 Summit held later that same month in Japan, the 

three envoys raised the issue of partnership with the G8 

leaders. Encouraged by the response, the work on developing 

MAP was launched in earnest with President Mbeki 

developing the first formal concept paper in September 

2000. A more involved process of engagement with bilateral 

and multilateral stakeholders soon ensued and a formal 

presentation on MAP was made at the World Economic 

Forum in Davos, Switzerland in January 2001. 

After Davos and a number of consultations between the 

three Presidents and their appointed Steering Committee, a 

“Policy Framework” document, Draft 3 (a), was completed 

in February 2001. Draft 3 (a) was both a vision statement 

and an outline of a Programme of Action for the political, 

social and economic recovery of the African continent. It 

argued the case for the initiative, its timing and its strategic 

focus, as well as outlining actions, duties and responsibilities 

for African leaders on the one hand, and for industrialised 

countries, on the other. The next four months were then devoted 

to the preparation of a detailed Programme of Action. 

5


The OMEGA Plan 

The OMEGA Plan was developed by President Abdoulaye 

Wade of Senegal and first presented at the Franco-Africa 

Summit in Yaounde, Cameroon in January 2001. It was 

also presented at the OAU Extraordinary Summit in Sirte 

in March 2001. The three original MAP Presidents became 

aware of the Omega Plan for the first time at the World 

Economic Forum in Davos on 30 January 2001. 

The OMEGA Plan was premised on four key pillars: a) 

the building of infrastructure- including information and 

communication technologies (ICT), b) education and human 

resource development, c) health and d) agriculture. 

The New Global Compact for Africa’s Renewal 

At the 8th Session of the African Ministers of Finance in 

Addis Ababa in November 2000, the Executive Secretary of 

the Economic Commission for Africa, Mr KY Amoako, was 

tasked with developing a Compact for Africa’s Renewal. The 

document that Mr. Amoako produced was presented and 

discussed at a Conference of African Ministers of Finance 

in Algiers, Algeria from 8 to 10 May 2001. The six chapter 

“New Global Compact with Africa” set forth a series of 

strategies and recommendations for implementing MAP. 

The Integration Process 

Between April and June 2001, a number of key strategy 

meetings were held in Abuja, Nigeria; Johannesburg, South 

Africa; Cairo, Egypt; and Dakar, Senegal on the integration 

of the three plans. Finally, a meeting of the five core 

Steering Committee countries (South Africa, Nigeria, 

Algeria, Senegal and Egypt) was held in Pretoria, South 

Africa on 2 and 3 July 2001. The OAU and UNECA were 

also invited and the UNECA Executive Secretary himself 

attended. MAP Final Draft 3 (b) was presented to the 

meeting. Following much vigorous debate, the meeting 

was successful in finalising a common, coordinated and 

integrated document for presentation to the OAU Summit 

in Lusaka, Zambia (9-11 July). 

The document, entitled A New African Initiative: Merger of 

the Millennium Partnership for the African Recovery 

Programme and the Omega Plan (NAI) was unanimously 

approved by the members of the Steering 

Committee. The Steering Committee formally presented 

the consolidated initiative to the five initiating 

During the 5th Extraordinary Summit of the OAU held 

in Sirte, Libya from 1 to 2 March 2001, President Wade of 

Senegal presented the OMEGA Plan and President Obasanjo 

also made a presentation on the MAP. 

The work being done by the four Presidents (Presidents 

Mbeki, Obasanjo, Bouteflika and Wade) was endorsed and 

it was decided that every effort should be made to integrate 

the two initiatives as they were both being pursued for the 

growth and development of Africa. 

The Conference in Algiers represented the first step in 

carrying forward the mandate for integration given by the 

Extraordinary Summit in Sirte in March 2001. In addition 

to the ECA Compact, MAP and the OMEGA Plan were also 

discussed and the Ministers urged the experts of the three 

initiatives to work together to merge and consolidate them. 

Presidents and their representatives in Lusaka on 9 

July 2001. 

On 11 July 2001, the NAI was presented to the OAU Summit 

of Heads of State and Government in Lusaka, Zambia. 

It Summit enthusiastically endorsed the vision and policy 

framework document and it was unanimously adopted 

by the Summit in the form of Declaration 1 (XXXVII). 

The key sectoral priorities included in the document were: 

ӹ Peace and Security, 

ӹ Democracy and Good Political, Economic and Corporate 

governance, 

ӹ Health, 

ӹ Agriculture, 

ӹ Market Access, 

ӹ Infrastructure, 

ӹ Education, and 

ӹ Environment.

When the first Heads of State and Government Implementation 

Committee meeting was held on October 23, 2001 in 

Abuja , Nigeria, the Committee, comprising Nigeria, South 

Africa, Algeria, Senegal, Egypt, Mozambique, Botswana, 

Tunisia, Mali, Ethiopia, Mauritius, Rwanda, Sao Tome 

and Principe, Gabon and Cameroon finalised a name for 

the initiative, establishing it as The New Partnership for 

Africa’s Development (NEPAD). The Secretariat of NEPAD 

was subsequently established in South Africa and hosted 

by the Development Bank of Southern Africa. 

In October 2001, NEPAD 3 was launched as an Africaowned 

and Africa-led socio-economic development programme 

and established with the near term goals of: 

ӹ Helping Africa become more effective in conflict prevention 

and the establishment of enduring peace on 

the continent; 

ӹ Helping Africa adopt and implement principles of 

democracy and good political economic and corporate 

governance, and to ensure that the protection of 

human rights became further entrenched in every 

African country; 

ӹ Helping to ensure that Africa develops and implements 

effective poverty eradication programmes and accelerates 

the pace of achieving set African development 

goals, particularly human development; 

ӹ Helping Africa to achieve increased levels of domestic 

savings, as well as investment, both domestic and 

foreign; 

ӹ Ensuring Africa’s efforts to receive increased levels of 

overseas development assistance are achieved and that 

the these funds are effectively utilised; 

ӹ Helping Africa to achieve the desired capacity for 

policy development, coordination and negotiation in 

the international arena, and to help ensure its beneficial 

engagement in the global economy, especially on 

trade and market access issues 

3 www.nepad.org – New Partnership for Africa’s Development 2001: 

NEPAD in Brief 

2. The Evolution of NEPAD A Decade of NEPAD 

ӹ Fostering accelerated regional integration and ensuring 

that higher levels of sustainable economic growth 

in Africa are achieved; 

ӹ Helping establish a genuine partnership between Africa 

and the developed countries based on mutual 

respect and accountability. 

The longer term objectives of NEPAD were: 

ӹ to place African countries, collectively and individually, 

on a path toward sustainable growth and development 

, 

ӹ to halt Africa’s marginalisation in an ever globalising 

world, 

ӹ to eradicate poverty on the continent, 

ӹ to accelerate the empowerment of women, and 

ӹ to enhance the continent’s full and beneficial integration 

into the world economy. 

NEPAD’s principles encouraged: 

ӹ Acceleration of regional and continental integration 

ӹ African ownership and leadership, as well as broad 

and deep participation by all sectors of society 

ӹ Anchoring the development of Africa on its resources 

and the resourcefulness of its people 

ӹ Building the competitiveness of African countries 

and the continent 

ӹ Ensuring that all partnerships with NEPAD are linked 

to the Millennium Development Goals and other 

agreed development goals and targets 

ӹ Forging a new international partnership that changes 

the unequal relationship between Africa and the developed 

world 

ӹ Good governance as a basic requirement for peace, 

security and sustainable political and socio-economic 

development, and 

ӹ Partnership between and amongst African peoples. 

NEPAD’s goals included the achievement and maintenance 

of an average continental gross domestic product above 

7


7% per annum for the next 15 years toward ensuring that 

Africa would be able to achieve the targets agreed to under 

the Millennium Development Goals (MDGs): 

ӹ The eradication of extreme poverty and hunger, 

ӹ Universal primary education, 

ӹ Gender equality and the empowerment of women, 

ӹ Reduction in child mortality, 

ӹ Improvement in maternal health, 

ӹ The reduction and greater prevention of HIV/AIDs, 

malaria and other diseases, 

ӹ Environmental sustainability, and 

ӹ The development of a global partnership for 

development. 

The outcomes expected from the NEPAD programme 

include: 

ӹ reduced poverty and inequality, 

ӹ diversification of productive activities, 

ӹ enhanced international competitiveness and increased 

exports, 

ӹ increased African integration, and 

ӹ increased employment, economic growth and 

development. 

NEPAD was also expected to mobilise implementation 

supporting resources by: 

ӹ Increasing domestic savings and investments; 

ӹ Improving management of public revenue and 

expenditure; 

ӹ Improving Africa’s share in global trade; 

ӹ Attracting foreign direct investment; and 

ӹ Increasing capital flows through further debt reduction 

and increase ODA flows. 

Strategically, it was intended that NEPAD would realise 

its aims through the promotion of policy reforms and 

increased investment in the following priority sectors: 

ӹ Agriculture; 

ӹ Human development with a focus on health, education, 

science and technology and skills development; 

ӹ Building and improving infrastructure, including 

Information and Communications Technology (ICT), 

Energy, Transport, Water and Sanitation; 

ӹ Promoting diversification of production and exports, 

particularly with respect to agro-industries, manufacturing, 

mining, mineral beneficiation and tourism; 

ӹ Accelerating intra-African trade and improving access 

to markets of developed countries; 

ӹ The environment. 

Lastly, toward achievement of the NEPAD aims, the key 

action areas under the Programme involved the following: 

ӹ Governance – The operationalisation of the African 

Peer Review Mechanism; 

ӹ Infrastructure -Facilitation and support of the implementation 

of the short-term, medium and long term 

regional infrastructure programmes; 

ӹ Agriculture – Facilitation and implementation of the 

food security and agricultural development program 

in all sub-regions; 

ӹ Trade, Debt Relief and Improved Assistance – Facilitation 

of the preparation of a coordinated African position 

on Market Access, debt relief and ODA reforms; 

ӹ MDGs – Monitoring and intervention as appropriate 

toward ensuring that the Millennium Development 

Goals in the areas of health and education were met. 

Early Period 

Since its inception, NEPAD has experienced four eras of 

leadership that have coloured the progress of the initiative 

and impacted upon how it has been received on the 

continent.

Starting Up – The Nkuhlu Era (2001 – 2005) 

The inaugural CEO of NEPAD was Prof. Wiseman Nkuhlu, 

an economic advisor to former South African President 

Thabo Mbeki. During this early period of NEPAD’s existence, 

the initiative captured the imagination of the 

development world and was hailed for the fact that it 

marked the first time that African states had forged a common 

initiative to change their relationship with the global 

community – toward partnership, and most importantly, 

African-led partnership. 

During this era, while there was recognition that intra- 

African partnership was important and many fora were 

held across the continent to introduce prospective stakeholders 

to NEPAD, the key focus of the NEPAD communication 

strategy was on engaging the continent’s external 

multilateral and bi-lateral “partners”, particularly the G8 

countries – on matters such as debt relief, increased aid, 

and greater inclusion in donor decision making processes. 

Across the globe, Africa’s development, trade and investment 

partners were introduced to NEPAD’s tenets and 

with the convening and information dissemination power 

of patrons such as the Bretton Woods and United Nations 

organizations, efforts were speedily begun to mould existing 

development strategies related to Africa to fit within 

the NEPAD paradigm. 

A key early NEPAD success during the Nkuhlu era was 

the development of the first ever regional peer review 

mechanism in 2002, the African Peer Review Mechanism. 

A Panel of Eminent Persons was appointed to coordinate 

the APRM process and soon after the APR Secretariat was 

established alongside the NEPAD Secretariat in Midrand, 

South Africa. 

In November 2003, the Africa Partnership Forum was 

established as a way of broadening the high level G8/ 

NEPAD dialogue to include Africa’s major bilateral and 

multilateral development partners. Meeting twice a year 

and co-chaired on an alternating basis by representatives 

of the African Union and NEPAD and by G8 and non-G8 

OECD countries, the APF became a major forum through 

which NEPAD and the AU engaged the international 

donor community. 4 

4 www.africapartnershipforum.org 


One of the challenges faced by NEPAD, however, was the 

fact that in its early days, it proved more difficult than anticipated 

for the member states to accelerate the alignment 

of their national development strategies and programmes 

with regional economic development strategies, generally, 

and regional economic community (REC) led infrastructure 

development strategies, in particular. 

Implementation of the NEPAD programme was further 

hampered by the fact that the REC institutions had overlapping 

membership and were relatively weak in terms of 

their capacity to design, develop, finance and implement 

their programmes. 

As NEPAD evolved, the process of incorporating the programme 

into the development and political infrastructure 

of each African union member country took place at varying 

speeds, with vary degrees of penetration into existing 

bureaucracies, and with varying resources allocated to 

support NEPAD related initiatives. 

The focus on African ownership during this era was 

also unfortunately stunted by the fact that the NEPAD 

programme was perceived by many constituents in Africa 

as a top down edict into which they had made little 

contribution. 

Much of the discussion among civil society, in particular, 

focused on why the NEPAD programme had been developed 

in such relative isolation. In large part because of 

the initial focus on debt relief and the priority given to 

engagement with “external” partners at the inception of 

NEPAD, Africa’s civil society viewed the initiative with 

significant distrust and umbrage as discussions within the 

continent’s external partners were pursued in the name of 

Africa’s citizens – but largely without their direct input. 

The other challenge to NEPAD’s development was the fact 

that resources to fully develop the “Plan of Action” were 

not immediately forthcoming from the member states and 

as such there was significant reliance on donor support for 

the implementation of NEPAD – which directly undercut 

the African autonomy and ownership that its founders 

sought to create at inception. 

A further limitation to the effective implementation of NE- 

PAD was the fact that establishing the NEPAD Secretariat 

9


in South Africa as a “Programme of the African Union” 

caused confusion with many within the African Union’s 

ranks in Addis Ababa, Ethiopia about roles and responsibilities. 

As the institution that founded NEPAD, the 

AUC often seemed to want to assert its autonomy over 

the NEPAD Secretariat , while the Secretariat sought to 

function as a more independent and nimble body. 

On more than one occasion this conflict led internal and 

external stakeholders to lament that there were overlapping 

mandates and apparent, though unintended, competition 

for the limited resources available to support Africa’s 

development. 

Perhaps too much was expected of NEPAD at its onset 

and too little was made of its successes through the APRM 

processes in promoting peace, stability and good governance. 

Often critics of the slow process made in NEPAD’s 

infrastructure development programme missed the fact 

that NEPAD was succeeding in its efforts to get external 

partners to view Africa through a different paradigm 

and to incorporate NEPAD ideals into their engagement 

strategies with Africa. 

By the end of Prof. Nkuhlu’s tenure, strong roots had been 

planted with external partners and the beginning of concerted 

effort to strengthen and rationalize the continent’s 

regional economic communities had begun. Furthermore, 

through the focus given to the Short Term Action Plan’s 

regional infrastructure projects, the e-Africa Commission 

ICT initiative, and the agriculture focused Comprehensive 

Africa Agricultural Development Programme, NEPAD 

also had begun to launch compelling regional programmes 

and projects. The expansion of the APRM programme also 

helped signal an end to widespread regional conflict on 

the continent and usher in a new era of collective responsiveness 

to public and private sector governance issues 

across Africa. 

On the issues of grass roots African involvement in the 

NEPAD process, during its inaugural era various fora 

were held across Africa about how best NEPAD might 

engage with civil society and the African private sector 

toward implementation. However, the combination of too 

few resources, too few formal mechanisms for engagement 

within the Secretariat and at national levels in the 

AU member states, along with the prevailing priority of 

focusing on external partnerships, made it difficult and 

often frustrating for these African stakeholders to consistently 

and effectively engage in the NEPAD planning and 

implementation processes. In July 2005, Prof. Nkuhlu 

stepped down from the helm of the NEPAD Secretariat 

and returned to the South African private sector. 

Beginning the Integration Process – The Mucavele Era (August 2005 – December 2007) 

Prof. Firmino Mucavele an academician and advisor to the 

president of Mozambique was the next CEO of the NEPAD 

Secretariat and his tenure began with much promise. In 

Mucavele’s first NEPAD Progress Report delivered in January 

2006, there was much to note – particularly in the areas 

of initiatives that involved developing and strengthening 

partnerships with external partners of the African Union. 

The African Development Bank, which had established 

a Project Management Unit to support NEPAD’s Short- 

Term Action Plan (STAP) projects, also was beginning 

to mobilize resources for regional infrastructure projects 

promoted under the NEPAD banner. The mobilization 

of domestic resources, however, was noted as a matter of 

continued critical importance as external financial support 

was not forthcoming at a fast enough rate to support the 

ambitious implementation aims of NEPAD. 

A number of noteworthy NEPAD advances were made 

during the Mucavele era, including: 

ӹ the expansion of the APRM process, 

ӹ the increased AfDB and World Bank focus on developing 

and funding the STAP projects and on developing 

a medium to long term infrastructure development 

programme, 

ӹ the continued development of support and momentum 

for the CAADP initiative, 

ӹ the continued progress being made in the e-schools 

programme, 

ӹ the expansion of G8 and OECD focus and commitments 

to support NEPAD, and 

ӹ the expansion of member state programmes and focus 

on institutionalizing NEPAD and integrating 

the themes of the initiative with existing “national 

priorities” and bilateral and multilateral relationships.

However, as this era marked the beginning of the implementation 

of the integration process with the AU, this era 

was one of significant institutional uncertainty and some 

turbulence. Prof. Mucavela was also not helped by the fact 

that he was still periodically asked by his national government 

to attend to various domestic matters and often was 

recalled to Maputo for related consultations. 

During this era, President Wade of Senegal, one of the 

founding patrons of NEPAD, whose support for NEPAD 

had begun to wobble toward the end of the Nkuhlu era, 

became one of its most ardent critiques sighting lack of 

delivery, focus and African ownership as his main points 

of contention. 

Feedback from a June 2007 Ad Hoc Expert meeting convened 

in Dakar, Senegal by the U.N. Economic Commission 

for Africa under the theme “Meeting on Challenges 

and Prospects in the Implementation of NEPAD 5 ” noted 

that: 

“Five years after its ratification, there have been successes 

in publicizing the new development vision and getting 

buy-in from African leaders. Progress in implementation, 

however, has been slow. . . . 

Since ratification in 2002, NEPAD has initiated various 

programmes to achieve its core objectives, to build peace 

and security, improve economic governance and public 

administration, invest in priority areas, including infrastructure 

and human development. It has also been successful 

in bringing African development problems to world 

attention, generated international support for Africa and 

galvanized leaders to change their thinking about what 

comprises good governance and sustainable development. 

In spite of these positive outcomes, several challenges 

remain in meeting NEPAD targets. Among these is the 

structure of NEPAD itself, lack of African ownership, 

political factors, and economic and capacity constraints. 

These challenges, if not seriously addressed, could stall or 

reverse the progress made so far. 

The less than strong relationships among the various components 

of NEPAD, member states and RECs make it difficult 

to implement NEPAD. This is the case when there is 

5 RCM Africa 2007, Challenges and Prospects in the Implementation 

of NEPAD, pp. vii-viii 


no mechanism to mediate conflicting interests among the 

parties. The problem is further exacerbated by the lack of 

incentive mechanisms to get the RECs and member states 

to implement NEPAD programmes. Coordination of the 

many activities and participants also poses a challenge to 

effective implementation. 

The political difficulties African governments face in 

making current sacrifices in exchange for possible future 

benefits pose an obstacle to the effective implementation 

of NEPAD. This lack of immediacy and urgency in the 

demonstration of political will is further complicated by 

the existence of prior commitments that sometimes conflict 

with NEPAD principles, and the weakness of the capacity 

of institutions to carry out the set tasks. Economic factors, 

including financial and capacity constraints, lack of ownership 

by the average African, and lack of both economic 

and social infrastructure make it difficult to implement a 

comprehensive programme such as NEPAD, effectively. 

Increasingly African development practitioners, AU supporters 

and NEPAD strategists called for clarification of the 

roles and relationships between the Secretariat of NEPAD, 

the regional economic communities, the member states, 

and the AU itself. The NEPAD Secretariat, which was still 

heavily dependent on donor support and lacked adequate 

staff resources and independent financial resources, struggled 

to deliver against the huge expectations established 

when NEPAD was launched. 

Although externally institutions such as the World Bank, 

bilateral partners and the U.N. system of institutions continued 

to talk about and work toward NEPAD alignment, 

on the continent the disinterest of President Wade, the end 

of term of Pres. Obasango of Nigeria, and the pending end 

of term of President Mbeki, left NEPAD without its most 

ardent supporters within the AU. 

In December 2007, with the belief held by many that the 

organization was treading sideways, Prof. Mucavele was 

recalled to Mozambique. 

11


Accelerating the Integration Process – The Willoughby Era (January 2008 – March 2009) 

In January 2008, Ambassador Olukarade Willoughby, who 

had been serving as a Deputy to Prof. Mucavele became the 

third leader of the NEPAD Secretariat, albeit serving with 

the title of “Interim CEO” . Under Ambassador Willougby’s 

watch, the AU integration process began to develop clarity 

and significant efforts were undertaken to engage with the 

AU’s operational leadership toward the establishment of 

a new integrated NEPAD structure. 

The change of guard within the African Union through 

which H.E. Dr. Jean Ping became the Chairperson of the 

AUC in February 2008 also served to accelerate efforts to 

integrate NEPAD into the Union as Dr. Ping advocated 

strongly and consistently about the need for greater cohesion 

between the NEPAD Secretariat and the African 

Union Commission in Addis Ababa. 

Under Ambassador Willoughby, the mandate passed in Algiers 

in March of 2007 to integrate NEPAD and to establish 

the NEPAD Planning and Coordinating Agency, picked up 

significant steam. In 2008, an external consultancy exercise 

was authorized to inform the integration process and set 

forth recommendations for the way forward. 

In April 2008, in Tokyo, Japan at the 10 th meeting of the 

Africa Partnership Forum (APF) delegates pointed out 

that the progress of implementation of the NEPAD Action 

Plan between 2005 and 2008 had been negligible and 

only a small number of NEPAD projects, particularly 

infrastructure projects, had been implemented. 

Toward, accelerated implementation, the APF’s members 

recommended that there be a revision of the US$115 billion 

NEPAD Action Plan to demonstrate greater alignment 

between the nine NEPAD objectives and the Millennium 

Development Goals. Furthermore, it was suggested that 

greater effort be made to clarify the state of investment 

readiness of the priority initiatives, and to more closely estimate 

the resources required to implement the revised plan. 

Internally, while there was on-going transformation and 

realignment within the AU and NEPAD, externally, support 

for NEPAD continued to grow, albeit most often 

below the radar of popular media. An example of this 

was the expanded work being undertaken by the United 

Nations Regional Coordination Mechanism which recorded 

greater programme harmonization and coordination 

among its clusters, and an increase in jointly implemented 

programmes 6 . 

NEPAD outreach efforts to civil society and private sector 

stakeholders during this era were predominantly implemented 

on an adhoc basis, although there were on-going 

NEPAD initiatives to engage civil society in the APRM 

process and with gender focused initiatives. 

While there were fewer opportunities for the African 

private sector to engage with NEPAD, the African Development 

Bank and private sector advocacy organs such as 

the NEPAD Business Group (chaired by the African Business 

Roundtable) and the NEPAD Business Foundation 

continued to lobby for increased inclusion in the NEPAD 

planning process, generally, and for increased opportunities 

for participation in NEPAD projects, specifically. 

During 2008, as the AU-NEPAD integration process continued, 

the search also intensified for a permanent head 

of the NEPAD Secretariat. 

6 RCM Africa 2009, Delivering as One for Africa, p. 8 – Established to 

serve as the mechanism for coordinated support to NEPAD, the RCM 

drew its mandate from the UN General Assembly resolution 57/7 of 

November 2002 to have all UN organizations, within their respective 

mandates, to align their activities in Africa with the priorities of the New 

Partnership and “to organize the activities of the United Nations system 

around clusters covering the priority areas of the New Partnership”. 

Integration Completion and Re-launch – The Mayaki Era (April 2009 – Present) 

At the 20 th Summit of the NEPAD Heads of State and 

Government Implementation Committee (HSGIC) on 

January 31, 2009 in Addis, Ababa, AUC Chairman Dr. 

Jean Ping announced for consideration the appointment 

of Dr. Ibrahim Assane Mayaki, a former Minister and 

Prime Minister of Niger, as the new CEO of NEPAD. The 

appointment was endorsed by the NEPAD Implementation 

Committee and subsequently confirmed at the February 

2, 2009 meeting of the AU Assembly. 

In April 2009, when Dr. Ibrahim Mayaki formally became 

the head of NEPAD a new era of engagement began as

his arrival helped propel a period of renewed dynamism 

and optimism internally within the NEPAD Secretariat 

team, and an improved relationship with the AUC on 

many fronts: 

At the February 2009 Summit where Dr. Mayaki had 

been confirmed, Africa’s heads of state also elected Libya’s 

president Moumar Gaddafi as the AU’s Chairman. This 

platform gave President Gaddafi an opportunity to call 

for accelerated integration on the African continent and 

the adoption of a plan to establish the United States of 

Africa. This focus on economic and political reintegration 

reminded all of the importance of NEPAD as a common 

economic development strategy for the continent. 

The NEPAD integration process was also drawing to a 

close and the 21 st HSGIC meeting in Sirte, Libya saw the 

authorization of the establishment of a new NEPAD Planning 

and Coordination Agency (NPCA) with definitive 

steps authorized and accepted to have the Secretariat adopt 

AUC regulations, systems and procedures. 7 

The South African government also formally recognized 

the NEPAD Secretariat as the interim office of the African 

Union in South Africa and accepted the presentation of 

Dr. Mayaki’s credentials as the CEO of NEPAD and the 

AU’s highest representative in South Africa. 

One of the key areas of focus that began during Dr. Mayaki’s 

predecessor’s tenure, but which gathered steam during 

2009, was the development of a revision of the initial 

NEPAD African Action Plan (AAP). 

The effort to reorganize and prioritize the AAP was conducted 

to focus on the strategic alignment of the AU/ 

NEPAD objectives, the regional economic community 

master plans, and the NEPAD partner orientations. Furthermore, 

it was aimed at delivering “bankable”, “quick 

win” projects and programmes that had potentially strong 

regional integration and MDG impact. 

The new “revised” AU/ NEPAD African Action Plan, 

2010-20158, became a significantly stronger presentation 

that provided greater context for the priority programmes 

7 NEPAD Secretariat Business Plan, August 2009 – December 2010, 

Strategic New Directions, p. 3 

8 AU/NEPAD African Action Plan 2010-2015: Advancing Regional 

and Continental Integration in Africa, Strategic Overview, Oct. 16, 

2009, pp. i-iii 


and projects. The Plan featured a high level overview of 

each Sector, key components and resources, a discussion 

of why the sector is important in Africa’s economic and 

social development, and the key challenges that must be 

overcome to realize its potential. 

The new priority initiatives fall under nine sectors that were 

agreed upon by the AU and NEPAD as key transformation 

levers vis-à-vis Africa’s socio-economic development: 

ӹ Infrastructure (Energy, Water and Sanitation, Transport, 

and ICT) 

ӹ Agriculture and Food Security 

ӹ Human Resource Development (Health, Education, 

Youth and Training, and Social Affairs) 

ӹ Science and Technology 

ӹ Trade, Industry, Market Access & Private Sector 

Development 

ӹ Environment and Climate Change, and Tourism 

ӹ Governance and Public Administration, Peace and 

Security 

ӹ Capacity Building 

ӹ Gender Development 

With a focus on mobilizing resources to implement the 

new AU/NEPAD Africa Action Plan, in effect, the Mayaki 

era marks the beginning of a new refocused and better 

resourced NEPAD. 

According to the 2009-2010 NEPAD Business Plan released 

in August 2009, in addition to focusing on the 

implementation of the AAP, Core Function 6 also states 

that the new NPCA’s focus will be “to mobilize, advocate 

and communicate with African stakeholders and partners 

towards increased awareness and ownership of the 

NEPAD agenda:” 

The core function includes the important areas of both 

communication, as well as development advocacy. It seeks 

to ensure effective internal as well as external communication. 

It will be underpinned by a robust communication 

13


strategy, taking into account three critical areas: the communication 

within the AU-NEPAD-RECs-country framework, 

the communication and advocacy for the African 

agenda, value and principles to African citizens, and the 

image creation about Africa internationally. It will aim 

at broad outreach within and outside the continent, and 

should promote inclusive advocacy processes for mobilizing 

and drawing upon African stakeholders, including 

particularly youth, civil society, academia , the private 

sector and Diaspora. 9 

9 NEPAD Secretariat Business Plan, August 2009 – December 2010, 

Strategic New Directions, p. 7 

Strengths 

• Eight years of promotion – international brand recognition 

• AU backing and integrated agency status 

• Adoption by international donor community – Bretton Woods 

Organs, OECD states, G8 states, UN system, European Union (EU) 

system, major bilateral donors to Africa 

• Backing by African multilateral institutions – AfDB, ECA 

• REC support 

• New 5 year AAP 

• New Secretariat Structure 

• APRM programme 

• CAADP programme 

• Growing number of private sector and CSO support entities 

Weaknesses 

• Despite tens years of promotion – poor continent level brand 

positioning 

• Uneven member state support – financially and in terms of alignment 

with national development programmes 

• Week and under-capacitated RECs 

• Poor communications network, strategy and implementation programme 

–too little engagement with Africa’s media 

• Limited African CSO, private sector and Diaspora engagement 

and input 

• Over dependence on donor funding 

• Competing (appearance of competing) African development initiatives 

– Millennium Challenge Fund, TICAD, EU/ACP Initiatives 

• Low level grassroots understanding in Africa 

• Disparate tangible achievement since inception 

• Few incentives for supporting NEPAD implementation 

• Limited credit / branding/ recognition given to NEPAD for successfully 

implemented regional projects 

Furthermore, key results areas specified in the Business 

Plan included: 

ӹ Mobilization of African stakeholders around the AU/ 

NEPAD agenda and programmes; and 

ӹ Mobilization of popular political support around the 

priority projects. 

A contemporary SWOT (strengths, weaknesses, opportunities, 

threats) analysis reveals that although the AU/ 

NEPAD initiative has some hurdles to overcome, it is in a 

strong position to achieve its ends if it works to leverage 

all of its resources, including the African private sector 

and civil society: 

Opportunities 

• New AAP is more implementation friendly 

• New Secretariat has more resources 

• Member state recognition that regional integration is key to growth 

and development 

• Accelerated REC efforts to integrate 

• Existing group of projects that offer viable, immediate opportunities 

for stakeholder engagement 

• China, India, Brazil interest in Africa creates economic stimulus 

for many countries on the continent 

• Growing intra-regional trade and investment on continent driven 

by new regional multinationals from North Africa, Nigeria, Kenya 

and South Africa 

• Growth in efforts to channel Diaspora capital to productive investment 

and mobilize Diaspora technical resources 

• Improvement in tax collection and increased domestic resources 

available to support NEPAD implementation 

Threats 

• Continued global financial crisis 

• Poor state of western state economies which will impact their efforts 

to make good on aid commitments 

• Poor state of western and global economies also has the potential 

to reduce quantity and earnings from African exports 

• Competing bilateral commitments – particularly the EU’s Economic 

Partnership Agreement (EPA) arrangements 

• Inability to get member states to make NEPAD relevant within 

national economic development strategies 

• Continued duplicity of effort within overlapping RECs 

• HIV/AIDs and Malaria as African human resource debilitating 

pandemics 

• High cost of implementation

Public Sector Support 

for NEPAD 

From its inception, NEPAD has been principally a public 

sector supported initiative and one focused on extracting 

increased coordination and maximum support from 

multilateral and bilateral donor agencies in particular. 

The resources that have been mobilized to support NEPAD 

by these “partners” has been significant and remains critical 

to the successful implementation of AU/NEPAD’s new 

African Action Plan. 

Furthermore, as public sector multilateral and international 

institutions increasingly align their aid and support 

Multilateral Support 

United Nations Support 

The United Nations remains one of the most significant 

supporters of NEPAD given its expansive number of institutions 

and its well placed regional organ the UN Economic 

Commission for Africa. 

The Regional Coordination Mechanism (RCM) of UN 

Agencies and Organizations is the mechanism that has 

been established to foster UN system-wide coordination, 

coherence and cooperation at the regional and sub-regional 

levels to “deliver as one” in support of the African Union 

and the NEPAD programme. 

The RCM was established “as part of a UN reform to 

improve coherence, promote synergy and coordination 

among UN agencies and organizations in order to improve 

315 

CHAPTER 

programmes with NEPAD, through extension, these 

institutions also will present opportunities for Africa’s 

private sector and civil society to engage in the NEPAD 

implementation process – as consultants, contractors and 

participants in stakeholder forums. 

While not meant to be exhaustive, a review of some of 

the current principal institutions supporting NEPAD is 

instructive in highlighting the significant support and 

resources that are being mobilized in support of the AU/ 

NEPAD programmes. 

their collective response in addressing the priority needs 

of each of the five regions.” 

At the global level, the Office of the Special Adviser on 

Africa (OSAA) at the UN headquarters in New York, has 

been tasked with the role of global advocacy for NEPAD 

as well as reporting to the intergovernmental bodies on 

the progress by UN system organizations in providing 

support to NEPAD. 

As the regional arm of the UN in Africa, the Economic 

Commission for Africa has been assigned the responsibility 

for coordinating UN support to NEPAD at the regional 

and sub-regional levels under General Assembly Resolution 

57/7 of 2002.


Through the RCM, two structures for coordination among 

UN agencies have been established: 1) an annual meeting 

of UN agencies working in Africa, and 2) a sector-focused 

cluster system. Coordination at the regional level takes 

place at three levels: 1) inter-agency coordination within 

the UN clusters between Coordinator and cluster members; 

2) inter-agency coordination within the RCM between the 

ECA and Cluster Coordinators, and 3) inter-organizational 

coordination within Africa between the UN and the AU, 

NEPAD, the RECs and the African Development Bank. 

An additional coordination mechanism is also envisioned 

at the sub-regional level involving the UNECA sub-regional 

offices (SROs). Through this structure the SROs act 

to bring together UN agencies and the respective RECs 

in each respective sub-region in support of the AU and 

NEPAD. Capacity building among the RECs and intergovernmental 

organizations is the envisioned focus of 

this effort toward enhancing their respective abilities to 

manage and implement AU/ NEPAD programmes. 

RCM STRUCTURE 10 

Sub-Regional 

Coordination 

Mechanism 

Regional System Wide Coordination 

Mechanism RCM 

Secretariat 

9 Clusters 

Cluster Coordinators 

Sub-Clusters 

UN Agencies & 

Organizations 

AUC, NEPAD Sec., RECs 

AU 


RECS 

Africa’s 

Development 

10 RCM-Africa, Delivering as One For Africa, 2009, pp. 10, 16-17

The nine clusters of the Regional Coordination Mechanism 

No. Cluster Coordinator Sub-Cluster Members 

1. Infrastructure 

Development 

3. Public Sector Support for NEPAD A Decade of NEPAD 

ECA AUC, NEPAD, AfDB, ECA, FAO, IAEA, IMO, ITU, 

UNCTAD, UNDP, UNEP, UNESCO, UNICEF,UN- 

HABITAT, UPU, WHO, WIPO, and WMO 

ECA UNEP 

ECA Energy 

ECA ICT 

ECA Transport 

2. Governance UNDP AUC, NEPAD, AfDB, ECA, DPA,DPKO, 

IMF,OCHA, OSAA, UNDESA, UNDP, UNFPA, 

UNHCR, UNICEF, UNOHCHR, WORLD BANK 

and WFP 

3. Social and 

Human 

Development 

4. Environment, 

Population and 

Urbanization 

5. Agriculture, Food 

Security & Rural 

development 

6. Science and 

Technology 

7. Advocacy and 

Communications 

8. Peace and 

Security 

9. Industry, Trade 

and Market 

Access 

UNFPA 

Co-Coordinator 

UNICEF 

WHO/UNAIDS Health and HIV/AIDS, Malaria, 

TB and other Infectious Diseases 

UNESCO Education and Human Resources 

UNIFEM/UNFPA Gender and Development 

UNCHR/IOM Social Welfare, Protection and 

Human Trafficking 

ILO Labour and Employment 

AUC/UNDP Sports and Culture 

UNEP Co-Coordinator: 

UNFPA 

AUC, NEPAD, AfDB, ECA, FAO, IAEA, ILO, IOM, 

UNDP, UNAIDS, UNESCO, UNICEF, UNIDO, 

UNIFEM, UNFPA, UNHCR, WFP, WHO and 

WIPO 

AUC, NEPAD, AfDB, ECA, IOM, IMO, UNEP, 

UNESCO, UNFPA, UN-HABITAT and WMO 

FAO AUC, NEPAD, AfDB, ECA, FAO, IAEA, UNCTAD, 

UNDP, UNESCO, UNIDO, UNHCR, WFP, IFAD, 

WIPO, WORLD BANK and WTO 

UNESCO AUC, NEPAD, AfDB, ECA, UNESCO, WIPO, UNI- 

DO, FAO, OSAA, UNEP, WORLD BANK, CGIAR, 

UNDP, UNCTAD, UNU/INTECH and WHO 

OSAA AUC, NEPAD, AfDB, ECA, UNEP, UNON, UN- 

HABITAT, WORLD BANK, UNAIDS, UNHCR, 

UNESCO, ITU, UNDP, UNFPA, UNICEF, OSAA, 

WFP, IOM and DPI 

DPA AUC, NEPAD, AfDB, ECA, DPA, UNHCR, ILO, 

UNDP, OHCHR, FAO, IOM, DPKO, WFP, UNAIDS 

and WHO 

DPKO Peace and Security 

Architecture of the AU 

UNHCR Post conflict Reconstruction and 

Development 

OHCHR Human Rights, Justice and 

Reconciliation 

UNIDO AUC, NEPAD, AfDB, ECA, UNIDO, UNCTAD, 

ITC, ICF, WTO, WIPO, UNDP, UNESCO, IAEA, 

UNEP, FAO, ILO, UN-HABITAT and WORLD 

BANK 

17


Selected key areas of focus and outputs from the nine 

cluster groupings include the following: 

ӹ 1. Infrastructure 

a. Water and Sanitation (UN Water/ Africa) 

a. Provision of support for the Integrated Water 

Resource Management principles of the Africa 

Water Vision 2025 

b. Assistance on river basin development initiatives 

c. Support of the African Ministerial Council on 

Water (AMCOW) 

d. Publishing the African Water Development Report, 

the African Water Journal, an Africa Fresh 

Water Atlas 

e. Establishing the African Water Information 

Clearing House Mechanism 

f. Supporting AMCOW’s Africa Water Facility financing 

mechanism 

g. Supporting the African Network of Basin 

Organizations 

b. Energy (UN-Energy/ Africa) 

a. Support the African Energy Commission 

b. Support the preparation of the Africa Energy 

Vision 2030 strategy document 

c. Establish a working group of experts 

d. Support a study on rural energy access 

e. Support RECS and sub-regional bodies responsible 

for energy integration 

f. Support exploration of a Clean Energy Finance 

Facility by the AfDB 

g. Established the UN Energy/ Africa web site and 

electronic forum 

c. ICTs 

a. Support efforts to narrow the digital divide in 

Africa 

b. Support Africa’s participation in global ICT 

policy making forums 

c. Support the African Regional Action Plan on the 

Knowledge Economy 

d. Support the CONNECT -Africa initiative 

d. Transport 

a. Establish the Sub-Saharan Africa Transport 

Policy Programme 

b. Support the NEPAD Programme on Transport 

ӹ 2. Governance 

a. Support the APRM processes 

b. Support NEPAD administration activities 

c. Develop the Capacity Development Strategic 

Framework 

d. Manages the APRM Trust Fund 

ӹ 3. Agriculture, Food Security and Rural Develop - 

ment 

a. Support the Comprehensive Africa Agriculture Development 

Programme and the related Home Grown 

School Feeding Programme 

b. Support the World Bank’s Multi-Country Agricultural 

Productivity programme 

c. Support NEPAD’s National Food Fortification 

programme 

d. Support NEPAD agriculture investment initiatives, 

gender in agriculture initiatives, and land reclamation 

initiatives 

e. Support CEN-SAD in implementing the Sahel Agricultural 

and Rural Development Initiative 

f. Support the AUC-ECA-AfDB initiative on Climate 

Information for Development in Africa 

g. Support the Green Wall of the Sahara initiative 

h. Support the AfDB’s 2008 $1 billion in loan finance for 

agricultural development initiative 

i. Support the development of a working group on agriculture 

and food security under the NDG-Africa 

initiative jointly coordinated by the AU and FAO 

ӹ 4. Environment, Population and Urbanization 

a. Support the Sustainable NEPAD Cities initiative with 

UN-HABITAT as the lead agency 

b. Support the achievement of NEPAD goals related to 

environment, population and urbanization 

c. Published the 2007 State of World population: unleashing 

the Potential of Urban Growth 

d. The ECA published a report on International Migration 

and Development: Implications for Africa 

e. Support the African Ministerial Council on the 

Environment 

f. Support the RECs in the development of Sub-regional 

Environmental Action Plans 

g. Support the establishment by the AfDB of an African 

Environment Facility to fund environmental components 

of the NEPAD Action Plan 

h. Support the implementation in Africa of the development 

goals put forth in the International Conference

on Population and Development (ICPD) Programme 

of Action 

ӹ 5. Social and Human Development 

a. Support the development of a Social Policy Framework 


b. Support monitoring and evaluation efforts regarding 

the MDGs 

c. Support efforts to combat Aids, Malaria and infectious 

diseases 

d. Support the AU Ten year Capacity Building programme 

e. Support the Africa Committee of Experts on the Rights 

and Welfare of Children 

f. Support the AU Population Council 

g. Support the African Prosecutors Association 

h. Support the AU Education Ministers 

ӹ 6. Science and Technology 

a. Support the AU/NEPAD Science and Technology Consolidated 

Plan of Action 

b. Support Africa’s Green Revolution 

ӹ 7. Advocacy and Communication 

a. Support NEPAD ‘s communications initiatives 

b. Produced “NEPAD at Work” article series published 

in more than 90 media outlets 

OECD Support 

The Organization for Economic Co-operation and Development 

(OECD) 11 was formed in 1961 as the successor 

institution to the Organization for European Economic 

Cooperation (OEEC) which was established in 1948 following 

the end of World War II. The first non-European 

members to join the OECD were Canada and the United 

States who became members when the OEEC was restructured 

into the OECD 12 . 

Today there are 30 members of the OECD and their principal 

work is to share best practices and to collaborate to 

develop policy that is aimed at helping them work together 

11 The member countries include: Australia, Austria, Belgium, Canada, 

the Czech Republic, Denmark, Finland, France, Germany, Greece, 

Hungary, Iceland, Ireland, Italy, Japan, Korea, Luxembourg, Mexico, 

the Netherlands, New Zealand, Norway, Poland, Portugal, The Slovak 

Republic, Spain, Sweden, Switzerland, Turkey, the United Kingdom, 

the United States. The European Union also takes part in the work of 

the OECD. African Economic Outlook 2009 

12 Sudarkasa, M., The African Business Handbook, Africa Business 

Group, 2007, p.87 


c. Publishes NEPAD related articles in Africa Renewal 

magazine four times a year 

d. Support the development of a website with up-to-date 

information about national and regional NEPAD 

projects 

ӹ 8. Peace and Security 

a. Support the AU’s peace and security structures, including 

the Peace and Security Council 

b. Support the African Standby Force 

c. Support the development of the Panel of the Wise 

d. Support the development of the AU’s Post-Conflict 

Reconstruction and Development policy 

e. Support the AU’s Early Warning System 

f. Support the AU’s Peace Support Operations 

Department 

ӹ 9. Industry, Trade and Market Access 

a. Support market access development for African 

nations 

b. Support the Africa Quality Infrastructure Survey 

c. Supported a Trade Support Programme within COME- 

SA and a Regional Trade Programme within the East 

African Community 

to address the economic, social and environmental challenges 

of globalisation. 

The three principal aims of the OECD are: 1) to promote the 

financial stability and economic growth of member countries, 

2) to support the economic growth of less-developed/ 

emerging market countries, and 3) to foster the growth of 

world trade on a non-discriminatory, multilateral basis. 

The NEPAD–OECD Africa Investment Initiative 13 aims 

to support African countries in improving their capacity 

to strengthen the investment environment for growth 

and development in accordance with the UN Monterrey 

Consensus, taking advantage of OECD’s peer learning 

method and investment instruments of cooperation such 

as the Policy Framework for Investment (PFI), the most 

comprehensive multilaterally backed investment policy 

instrument. 

13 www.oecd.org/daf/investment/africa 

19


The Initiative’s work has helped NEPAD countries to improve 

the investment related content of the African Peer 

Review Mechanism and to enhance their capacities to 

implement investment climate reforms in sensitive areas 

such as water and transport infrastructure. 

The Initiative is guided by a Steering Committee chaired by 

the NEPAD CEO with Vice-Chairs from South Africa and 

Japan and composed of all major NEPAD actors, OECD 

countries and donors, RECs, the NEPAD Business Group, 

the NEPAD Business Foundation, the African Partnership 

Forum, OECD Development Assistance Committee, the 

Investment Climate Facility, the World Bank, UNCTAD 

and other partner organizations. 

The Initiative has served as a facilitator of region-wide dialogues 

on investment facility and will between 2009-2011 

G8 Support 

The Group of 8 was initially established in 1975 as an annual 

meeting of the major industrial democracies of the 

world to discuss relevant economic and political matters 

facing their domestic societies and the broader international 

community as a whole. The original meeting was 

comprised of six countries France, Germany, Italy, Japan, 

the United Kingdom and the U.S. In 1985, Canada joined 

the meeting and in 2006 Russia became a formal member 

after serving as an observer state from 1991-1998. 

The founders of NEPAD presented the Africa Action Plan 

to the G8 countries for the first time at the G8 Summit 

in Canada in July 2002 developing what became the G8 

Africa Action Plan. 

At the G8 meeting in Evian, France the following year, it 

was decided to extend the dialogue between the G8 and 

NEPAD to all of the member countries of the OECD that 

contribute substantially to development assistance. As a 

Bretton Woods Institution Support 

In July 1944, following the end of World War II, a United 

Nations Monetary and Financial Conference was convened 

in Bretton Woods, New Hampshire in the U.S. Out of 

this historic gathering of 44 nations came the mandate 

to establish the International Monetary Fund and the 

begin to go further and focus on PFI-based peer reviews in 

pilot countries using two OECD tools: the OECD Principles 

for Private Sector Participation in Infrastructure, as the 

basis for policy frameworks for regional infrastructure 

investment, and the OECD Risk Awareness Tool, the basis 

of multi-stakeholder dialogue on doing business in weak 

governance zones. 

In addition to the NEPAD-OECD Africa Investment Initiative, 

since 2000 the Development Centre of the OECD, in 

conjunction with the African Development Bank Group 

and the Economic Commission for Africa, has published 

the African Economic Outlook, an annual detailed analytical 

guide on Africa’s economies, their economic performance, 

challenges, and opportunities. 

result, in November of 2003, the Africa Partnership Forum 

was established. 14 

In 2005, at the 31 st G8 Summit held in Gleneagles, Scotland 

in the U.K., in support of NEPAD, the G8 members 

pledged to double their current aid commitments by 2010. 

In practice this meant that given their current pledges of 

slightly more than US$25 billion, the G8 members pledged 

to raise their ODA pledges to roughly $54.5 billion in 2010, 

which would translate into an annual increase of 17% per 

annum between 2007 and 2010. 15 Half of this aid was to 

be earmarked to support Africa’s development. 

Through their ODA contributions and their on-going 

participation in the Africa Partnership Forum, the G8 

members have continued to support the implementation 

of NEPAD. 

14 www.africapartnershipforum.org 

15 African Economic Outlook 2009, African Development Bank and 

OECD, p. 33 

International Bank for Reconstruction and Development, 

or the World Bank.

International Monetary Fund (IMF) 

The IMF, as part of the Monterray Consensus and in support 

of NEPAD’s overarching objectives, is working with 

international partners to promote growth and poverty 

reduction in low-income African countries 16 . 

The operational context of this support are the national 

poverty-reduction strategies (NPRS), which call for improved 

domestic policies and the mobilization of domestic 

and external resources, including debt relief for achieving 

the MDGs. In this overall effort, the Fund is focusing on 

its areas of expertise which are in fiscal, monetary and 

exchange rate policies, as well as on other reforms and 

institutions relevant to macroeconomic stability. The Fund 

has also sought to integrate poverty and social impact 

analysis into the design of Poverty Reduction and Growth 

Facility programs, for example in the areas of energy price 

reform and tariff and trade liberalization. 

The Fund has assisted African countries in areas related to 

capacity building and is also extending advice on adapting 

macroeconomic policies to handle the anticipated scaled 

up aid flows necessary for financing the MDGs. In 2002 

and 2003, the Fund established two Regional Technical 

Assistance Centres for East and West Africa subregions. A 

third centre for the Central African region was established 

in January 2007. The Centres provide technical assistance 

and training in the Fund’s areas of competence, including: 

revenue administration, public expenditure management, 

monetary operations and macroeconomic statistics. 

Apart from capacity building and policy advice, the Fund 

has also assisted Africa’s development efforts through 

direct financial support and debt relief and advocacy for 

increased aid and donor assistance. 

The IMF has continued to support low-income countries 

in sub-Saharan Africa through the Poverty Reduction 

Strategy Papers (PRSP), Poverty Reduction and Growth 

Facility (PRGF) and the Heavily Indebted Poor Countries 

(HIPC) processes. Under the PRGF concessional loans are 

disbursed and under HIPC debt has been forgiven. PRGF 

support between 2003 and 2006 increased over 60%. 

The IMF was the first multilateral institution to implement 

the initiative agreed upon in 2005 by major donors to 

16 International Monetary Fund, Support to NEPAD, Period to Report: 

July 2008 to June 2009, p. 1 


provide debt relief under the Multilateral Debt Relief Initiative 

(MDRI). The Fund gave 100% relief on debt owed to it 

by 18 low income countries in sub-Saharan Africa by the 

end of 2008. 17 In 2008, the relief as measured by saved debt 

service obligations amounted to an average of 43.3 percent 

of total government net foreign financing (including grants) 

for the 18 countries. Six other sub-Saharan countries will 

qualify for debt relief once they reach the HIPC completion 

pint hopefully within the next two years. 18 

The Director of the African Department within the Fund 

also represents the Fund at Africa Partnership Forum 

meetings and the Fund’s Resident Representative office 

in South Africa collaborates closely with the NEPAD and 

APRM Secretaries. 

The World Bank Group 

The World Bank has been a consistent supporter of NEPAD 

since its inception. The Bank’s support comes primarily 

in the form of technical assistance/ strategic support and 

through the financing of infrastructure projects that are 

part of the NEPAD Short Term Action Plan 19 . 

In regards to the provision of technical assistance, the 

Bank provided support and assistance to both the NEPAD 

Secretariat and the Regional Economic Communities toward 

the preparation of projects. It also provides advisory 

services in the areas of trade and policy harmonization in 

different sectors and helps strengthen the capacity of the 

African regional economic communities. 

The Bank provided Institutional Development Fund Grants 

to support the NEPAD Secretariat efforts to finance Public 

Expenditure Tracking in Agriculture (US$348,000.00 

grant in 2004), Strengthening the Implementation of the 

NEPAD Agenda in West Africa (US$500,000.00 grant in 

2005) and in support of the implementation of the NEPAD 

Environmental Action Plan (US$300,000.00 grant in 2003). 

The Bank has also supported the NEPAD Secretariat’s 

Strategic Communication Unit and regularly participates 

in major strategic meetings aimed at raising interest and 

support for NEPAD. 

17 Benin, Burkina Faso, Cameroon, Ethiopia, Gambia, Ghana, Madagascar, 

Malawi, Mali, Mozambique, Niger, Rwanda, Sao-Tome and Principe, 

Senegal, Sierra Leone, Tanzania, Uganda and Zambia 

18 Burundi, Chad, Democratic Republic of Congo, The Gambia, Guinea 

and Guinea -Bissau 

19 L. Kritzinger-van Niekirk and Fabrice Houdart, NEPAD Briefing 

Notes, September 2005, pp. 3-4 

21


However, most of the Bank’s assistance to support NEPAD 

focused on the funding of infrastructure projects. Through 

2005, 11 regional projects (including three in the financial 

sector, one for trade facilitation, three related to HIV/AIDs, 

and three in the power sector) valued at US$555 million 

had received finance commitments. 

From 2006 to 2007 the Bank committed another US$278.6 

million in financial support to promote NEPAD regional 

infrastructure projects, including: the West and Central 

Africa Air Transport Safety Project, the Senegal River 

Basin Multipurpose Water Development Project, and the 

West Africa Power Pool. 

Simultaneously the Bank helped develop a pipeline of 

strong infrastructure projects valued at roughly US$ 1.7 

billion in transport, trade, energy, water, telecoms, the 

financial sector and agriculture for funding in the period 

2007 – 2009. Six projects worth $915 million were scheduled 

for Board Approval, including: a) supporting the 

implementation of the STAP priorities (regional transport 

and trade facilitation projects in Central Africa, Regional 

Communications Infrastructure Program in East and 

Southern Africa, the Second Phase of the Southern Africa 

Power Pool project, and grid interconnection between 

Ethiopia and Sudan; the implementation of the CAADP 

in West Africa (West Africa Agriculture Productivity 

Program) and the management of water resources at basin 

level (Niger River Basin). 

Several regional diagnostic studies were also carried out to 

undertake gap analyses of African regional infrastructure 

(trade corridors, regional power systems and international 

communications links). The Bank continued to support 

REC development providing capacity development resources 

to: the Southern Africa Development Community 

(SADC), the Common Market of East and Southern Africa 

(COMESA), the Economic Community of West African 

States (ECOWAS), the Union Economique et Monitaire 

Ouest Africaine (West African Monetary Union)(UE- 

MOA), Communauté Économique des États d’Afrique 

Centrale (Economic Community of Central African States) 

(ECCAS) and the East African Community (EAC). 20 

The Bank has approved US$700 million for NEPAD 

programmes and priorities in FY 2009 supporting eight 

20 World Bank, Support to NEPAD Period of Report: July 2006 to 

June 2007 

priority projects in energy, ICT, transport, water and agriculture. 

Support has also been provided for the development 

of the COMESA and ECOWAS Infrastructure 

funds, regional trade integration assessments, mineral 

production studies and a multi-sector investment in the 

Zambezi Basin. In addition, the Bank administers a donor 

trust fund for CAADP. 21 

In support of the private sector and with support from 

a fairly broad group of other multilateral and bilateral 

donors, the World Bank’s International Finance Corporation 

agreed to serve as the host of the Private Enterprise 

Partnership Africa (PEP-Africa) initiative with the key 

aim of integrating and harmonising donor funded private 

sector and SME support programmes across the continent. 

Building upon the achievements of the Africa Project 

Development Facility, PEP-Africa was established with 

the following three objectives: 1) improving the enabling 

business environment for private sector growth and development, 

2) strengthening the growth and competitiveness 

of SMEs, and 3) stimulating private sector related 

investment. Key programmes of PEP-Africa involve the 

provision of advisory services to African governments 

in relation to private enterprise development, providing 

capacity building services to “business development 

service providers” across the continent and to financial 

institutions serving SMEs. 22 

The World Bank is also a lead partner in the Public-Private 

Infrastructure Advisory Facility (PPIAF) 23 that was 

launched in 1999 as a joint initiative of Japan and the UK 

working closely with the Bank. It was based on the Bank’s 

Infrastructure Action Program and its mission is to help 

eliminate poverty and achieve sustainable development 

through public-private partnerships (PPPs). Toward this 

end, the PPIAF offers technical assistance to countries to 

support public-private project development and it identifies 

and shares best practice around public-private partnership 

related infrastructure project development in developing 

countries. Through grants, the PPIAF finances a range of 

country specific and multi-country advisory and related 

services. 

21 World Bank, Support to NEPAD Period of Report July 2008 to June 

2009 

22 UNECA (2009) The Role of the Private Sector and Civil Society: 

Review of NEPAD after 8 Years, November 2009, p. 24 

23 www.ppiaf.org – PPIAF’s Mission and Governance

Also in furtherance of African infrastructure development, 

and as a result of deliberations held at the first Infrastructure 

Consortium for Africa meeting in October 

2005, the World Bank launched a research project called 

the Africa Infrastructure Country Diagnostic (AICD) 

that assessed the state of infrastructure in 24 countries in 

electricity, water, roads, and ICT. The AICD is a “knowledge 

programme” to improve understanding of Africa’s 

infrastructure situation and is intended to assist policy 

makers in setting priorities for current infrastructure 

investment and to provide a baseline for monitoring progress. 

NEPAD and the African Union are key partners of 

the AICD along with the French Development Agency, 

Department for International Development of the UK, the 

European Union, and the Public-Private Infrastructure 

Advisory Facility 24 . 

The first report under the programme, entitled “Africa’s 

Infrastructure a Time for Transformation” 25 was released 

on November 12, 2009 and indicated that to meet the Millennium 

Development Goals and achieve national development 

targets in Africa within 10 years, annual spending 

of US$93 billion would be required. Nearly 50% of the 

investment would be needed to boost the continent’s electricity 

supply. The study also found that Africa is already 

spending US$45 billion annually on infrastructure, most 

of which is coming from domestic resources. The study’s 

analysis indicated that more efficient utilization of existing 

resources could release a further US$17.4 billion in finance 

for infrastructure annually. However, the study assesses 

that there is still a shortfall of US$31 billion that needs 

to be addressed – by contribution from the international 

financial community and the private sector. 

To support infrastructure development on the continent, 

the World Bank is targeting lending of US$100 billion over 

the next three years 2010-2012, making available US$42 

billion in International Development Association grants 

and interest free loans to poor countries, and supporting 

24 Foster, Vivian, Executive Summary, Africa Infrastructure Country 

Diagnostic, Overhauling the Engine of Growth: Infrastructure in Africa, 

September 2008 

25 www.web.worldbank.org/Africa 

European Union Support 

The European Union (EU) is a key partner of the African 

Union and of NEPAD. EU assistance covers all areas of 


the private sector through trade, bank and infrastructure 

projects 26 . 

In addition to the Bank’s direct lending and financial support 

of NEPAD, the World Bank has been a key partners 

of the African Union in supporting efforts to engage with 

and mobilize resources from within the African Diaspora: 

ӹ In November 2007, an Open House for the African 

Diaspora was held at Bank headquarters in Washington, 

D.C. Several hundred participants spent a full day 

discussing ways in which the Diaspora could aid in 

African development; 

ӹ A high-level seminar of the African Diaspora under 

the auspices of the Joint African Institute (JAI) and the 

World Bank was held in South Africa in February 2008; 

ӹ In May 2008, a workshop for Diaspora entitled “Understanding 

the World Bank Group – How to do Business 

Together”, was held at the Bank in Washington, 

DC to provide Diaspora with relevant information on 

engaging with the World Bank. The response was very 

encouraging; 

ӹ In June 2008, the Development Marketplace for the 

African Diaspora in Europe (D-MADE) was held in 

Brussels, Belgium. Over 500 businesses submitted proposals. 

A jury awarded nearly $1 million to sixteen 

projects in 11 African countries; 

ӹ In July 2008, the Bank signed an agreement with the 

AU in Washington, D.C., to assist in the development 

of the AU’s capacity to focus on Diaspora issues. 

ӹ In September 2008, the AU launched the African Diaspora 

Health Initiative aimed at linking specific health 

expertise among Africans in the Diaspora with health 

needs in designated geographical locations in Africa; 

ӹ Also, in September 2008, World Bank Group President 

Zoellick and Dr. Jean Ping, Chairperson of the AU, 

signed a Memorandum of Understanding that includes 

partnering on Diaspora engagement; 

ӹ The Development Marketplace for the African Diaspora 

in North America (D-MADA) is under preparation for 

the North American Diaspora. 

26 AU/NEPAD African Action Plan 2010-2015: Advancing Regional and 

Continental Integration in Africa, Strategic Overview, Oct. 16, 2009, p. 14 

the sectoral priorities of NEPAD. The support is primarily 

channelled through EU regional and national programmes 

23


under the Cotonou Agreement which are developed with 

respective African regions and countries. 

Additionally, the EU has established a 250 million Euro 

facility to support peace keeping efforts on the continent 

called the EU African Peace Facility. The facility supports 

the AU’s Peace and Security Council. With the NEPAD 

Secretariat, the EU has discussed the establishment of a 

Partnership for Infrastructure to initiate projects that 

facilitate interconnectivity at a continental level for the 

promotion of regional integration. 

In 2005, the EU Commission launched a new EU Strategy 

for Africa to begin to align its three existing Agreements 

(the Middle East Development Agreement (MEDA) with 

North Africa, the Cotonou Agreement with sub-Saharan 

African states, and the Trade, Development and Cooperation 

Agreement with South Africa) into a more continentally 

focused strategy. 

In December 2007, the inaugural Africa-EU Summit was 

held in Lisbon, Portugal and out of the meeting a Joint 

Africa-EU Strategy was established toward the development 

of a long term framework for Africa-EU relations. 

Eight areas of partnership were identified: 

ӹ Peace and Security 

ӹ Democratic Governance and Human Rights 

ӹ Trade, regional Integration and Infrastructure 

ӹ Millennium Development Goals 

ӹ Energy 

ӹ Climate Change 

ӹ Migration, Mobility and Employment 

ӹ Science, Information Society and Space 

The next Africa-EU Summit will take place in 2010 and 

one of the main objectives with EU relations with Africa 

is to promote the attainment of the MDGs. 

Toward the achievement of the aims of the partnership, the 

EU has designated several existing financial instruments 

to support the Africa-EU Partnership, including: 

ӹ The European Development Fund 

ӹ The EU Infrastructure Fund for Africa 

ӹ The European Neighbourhood Policy 

ӹ The Development Cooperation Instruments 

ӹ The European Instrument for Democracy and Human 

Rights 

ӹ The EU’s Common Foreign and Security policy Budget 

ӹ The African Peace Facility 

ӹ The AU Peace Fund 

In particular, the new European Infrastructure Trust Fund 

for Africa is an innovative financing mechanism of the EU- 

Africa Partnership on Infrastructure as it brings together 

the European commission, member states, the European 

Investment Bank (EIB) and the European Development 

Financial Institutions to pool their collective efforts and 

resources to directly co-finance relevant projects. The 

Trust Fund also provides grants that will attract and leverage 

additional funds from other donors and the private 

sector. The grants cover: interest rate subsidies, technical 

assistance, project support and insurance premiums. The 

87 million Euro facility may grow by an additional 250 

million Euros based upon current discussions with the 

EIB and other donors. 

The European Union has also become a major supporter 

of the “Aid for Trade” initiative which was launched 

in 2005 by the World Trade Organisation. The Aid For 

Trade initiative promotes the provision of assistance by 

the international community to developing countries that 

need to address supply side constraints and to cope with 

transitional adjustment costs related to trade liberalization. 

Specific areas of assistance include: trade policy and 

regulation development and reform, trade development 

support, trade related infrastructure, capacity development, 

and trade related government budget adjustment. 

The EU committed 2.73 billion Euros to Africa in 2007 

in support of Aid for Trade programmes, particularly 

regional integration supporting initiatives. Furthermore, 

the European Development Fund allocated 645 million 

Euros to the EAC-COMESA-SADC jointly coordinated 

North-South Corridor programme which was launched 

in Lusaka, Zambia in April 2009 27 . 

The EU has also established a 55 million Euro institutional 

capacity building initiative for the EU and African Union 

and launched the ACP-EU Water Facility of 500 million 

Euros in support of the Millennium Development Goal 

number 10 which focuses on access to clean water and sanitation. 

The specific objectives of the Facility are to support: 

27 AU/NEPAD African Action Plan 2010-2015: Advancing Regional and 

Continental Integration in Africa, Strategic Overview, Oct. 16, 2009, p. 16

ӹ Improved governance in water and sanitation and 

the management of water resources at regional/transboundary, 

national and local levels; and 

ӹ Increased access to safe, affordable and sustainable 

water and sanitation services for the rural and urban 

poor, through the provision of catalytic funding for 

infrastructure and services. 

The majority of this resource is focused on supporting 

Africa. 

Furthermore, to support the private sector, the EU has 

also established ProInvest, which is an EU-ACP partnership 

programme developed and undertaken by the 

European Commission on behalf of the ACP countries. 

Its implementation has been entrusted to an autonomous 

Management Unit within the Centre for the Development 

of Enterprise (CDE) under the supervision of EuropeAid, 

the Co-operation office of the European Commission. 

ASIAN Support – AASROC and NAASP 

The bilateral momentum of the various initiatives driven 

by Japan, China and India, and lesser chronicled Africa 

focused initiatives by Korea, Malaysia and Indonesia, 

and the emergence of NEPAD as the principle point of 

engagement for Africa’s partners, helped pave the way 

for the first Asian-African Sub-Regional Organizations 

Conference (AASROC) which was held in July 2003 in 

Bandung, Indonesia. 

The exact genesis of the meeting was an inspiration developed 

at the 8 th convening of the annual Association of 

South East Asian Nations’ Summit in November 2002. 

Co-chaired by the Republic of Indonesia and the Republic 

of South Africa, the conference’s organizers stated that 

the initiative emanated from a mutual need and interest 

to build a bridge of cooperation across the Indian Ocean 

to establish stronger links between Asia and Africa and to 

establish a dynamic and strategic partnership. 

The operation of such a partnership would help fulfil the 

vision of “the first generation of leaders of Asia and Africa 

who met in Bandung in 1955 and gave voice to the aspirations 

of their peoples for freedom and equitable prosperity 

for all”. The conference organizers further believed 

that the best way to realize such a partnership would be 

through the format of a dialogue and cooperation among 


Pro-invest’s objective is to promote investment and technology 

flows to enterprises operating within key sectors in 

ACP countries. This will be achieved through the provision 

of support to intermediary organisations and professional 

associations and through the development of north-south 

and south-south inter-enterprise partnerships. To date, 

Pro-invest has been a key supporter of the SADC Business 

Forum and the COMESA Business Council. 

With a total budget of €110 million over 7 years, 

PRO€INVEST was financed under the 8th European Development 

Fund (EDF). The programme was launched in 

2002 and renewed until 2011. 28 

28 The Contribution of the Private Sector to the Implementation of 

the New Partnerships for Africa’s Development, UN OSSA, October 

2006, p. 37 

the sub-regional organizations of the two continents as 

represented by their governing bodies. 

The rationale for this format was based on the fact that the 

sub-regional organizations have already established effective 

cooperation among their member countries and at least 

some of them are already reaching out to establish linkages 

with each other. They have identified the problems confronting 

their regions and have begun developing possible 

solutions. The conveners and delegates of AASROC 2003 

further believed that by uniting in a partnership for peace 

and progress through their sub-regional organizations, 

the nations of Asia and Africa could produce enormous 

synergy and contribute greatly to the making of a better 

world. By resorting to this format, the establishment of 

the partnership would be manageable while maximum 

substantive weight would be ensured. 

The co-sponsors of the conference, Indonesia and South 

Africa, also agreed that he participants would concentrate 

on developing modalities for future enhanced cooperation. 

After intensive recruitment by South Africa and Indonesia 

within the sub-regional organizations of the two continents, 

14 of them agreed to attend the 2003 conference. 

These included: the Association of Southeast Asian Nations 

(ASEAN), the Arab Maghreb Union (AMU), the Common 

25


Market for Eastern and Southern Africa (COMESA), the 

Community of Sahel and Saharan States (CEN-SAD), the 

East African Community (EAC), the Economic Cooperation 

Organization (ECO), the Gulf Cooperation Council 

(GCC), the Intergovernmental Authority on Development 

(IGAD), the South Asian Association for Regional Cooperation 

(SAARC), the Southern African Development 

Community (SADC), and West African Economic and 

Monetary Union (WAEMU). 

In addition to inviting organizations from the host regions, 

invitations were extended to each region’s most important 

developed country partners, selected other relevant international 

institutions and representatives of the organizing 

countries of the original Bandung Asian-African 

Conference of 1955. Thus, among the parties that joined 

the AASROC discussions as full participants, special participants, 

or observers, were representatives of Myanmar, 

China, and India; the African Union; the Arab League; 

the G-77; the Secretariat of NEPAD, the Non-aligned 

Movement; the Secretariat-General of the United Nations 

and the relevant United Nations Bodies, namely the ES- 

CAP, the United Nations Development Programme, the 

United Nations Conference on Trade and Development, 

the United Nations Industrial Development Organization, 

the UN Office of the Special Coordinator for Africa and 

the Least Developed Countries (UN-OSCAL), the World 

Bank, and the International Monetary Fund (IMF); the 

Islamic Development Bank (ISDB); the Asian Development 

Bank (ADB), the African Development Bank; the Global 

Coalition for Africa; the European Union; and the Pacific 

Islands Forum (PIF) Secretariat. 

Furthermore, key donor countries that were represented at 

the Conference included: the United States of America, the 

People’s Republic of China, Japan, the Republic of Korea, 

the Russian Federation, the Federal Republic of Germany, 

the United Kingdom, France, the Kingdom of Saudi Arabia, 

Canada, and Switzerland. Overall, from July 29-30, 2003 

delegates from 22 sub-regional international organizations 

representing 36 countries gathered in Bandung, Indonesia 

for the inaugural ASSROC meeting. 

As an inaugural gathering the conference discussion focused 

in large part on stock-taking: 1) of the current global 

environment; 2) of the status of Asia-Africa linkages and 

recent initiatives that have been undertaken to improve 

them – noting TICAD, the Sino-Africa process and India- 

Africa Fund to support NEPAD; 3) of the need to accelerate 

activities in both regions toward the achievement of the 

Millennium Development Goals; 4) of prospective areas 

of collaboration which could be pursued after the forum 

(including focus on areas such as health, education and 

training, information and communications technologies, 

agriculture, infrastructure development, transportation, 

trade, finance, good governance, civil society, private sector 

development, peace and security, and conflict resolution); 

and 5) of what principles should underpin a “New Strategic 

Partnership” between Asia and Africa. 

From August 19-20, 2004, the second meeting of AASROC, 

“AASROC II”, was held in Durban, South Africa to provide 

a forum for reporting on the many deliberations which 

took place in Bandung. The hallmark of the AASROC 

initiatives were reiterated and included: 

ӹ A commitment to follow a gradual and orderly process; 

ӹ A focus on the attainment of practical results; 

ӹ A commitment to activity and policy of mutual benefit; 

and 

ӹ A commitment to seeking win-win results for all. 

Observing that plans were already underway to have an 

unveiling of the Asian – African New Strategic Partnership 

at a planned commemorative Golden Jubilee of the 

inaugural Asian-African Conference of 1955 in Indonesia 

in 2005, the delegates agreed to abide by the abovementioned 

principles to: 

ӹ Guide the institutional building of AASROC and the 

establishment of the New Strategic Partnership in the 

spirit of “solidarity, equality and cooperation” advocated 

in the first “Bandung Conference”; 

ӹ Respect diversity among civilizations and the right of 

all countries to choose their own roads to development 

independently, and to jointly promote multilateralism 

and more democratized international relations; 

ӹ Increase exchanges and mutual learning in order to 

share each other’s development experience and achievements 

and promote all-directional cooperation, with a 

special emphasis on incorporating existing cooperation 

between countries and regional organizations as key ingredients 

of the Asian-African cooperation framework; 

ӹ Expand exchanges at various levels to enhance mutual 

understanding and friendship between Asian and African 

peoples; 

ӹ Strengthen consultation and coordination in regional 

and international affairs to jointly safeguard the

legitimate rights and interests of the developing countries; 

and 

ӹ Open dialogue with the rest of the world to learn from 

and draw upon advanced achievements of the presentday 

civilizations, while vigorously promoting South- 

South and North-South dialogue with countries in other 

regions of the world in pursuit of common development 

and in an effort to benefit from the opportunities presented 

by globalization. 

Following the 2004 AASROC Summit in Durban, the 2005 

Asian-African Summit was held in Jakarta from the 21-23 

April, 2005 with the aim that the Summit would further 

enable the two regions to build a solid resilient framework 

for inter-regional dialogue and cooperation. Out of this 

summit the members of the AASROC launched the “New 

Asian-African Strategic Partnership (NAASP)”. 

Delegates recognized NEPAD as “the African Union’s 

programme for poverty reduction, socio-economic development 

and growth” and pledged support for its implementation. 

While also acknowledging the momentum of the 

more bilateral initiatives of TICAD, FOCAC, India-Africa 

Cooperation, the Brunei – Dar es Salaam Non-aligned 

Movement for South -South Cooperation, the Vietnam- 

Africa Business Forum, the Korea-Africa Forum, the Smart 

Partnership Initiative, and the Langkawi International 

Dialogue, the delegates also stressed the importance of 

streamlining and aligning existing initiatives for coherence 

and maximum benefit to avoid duplication. 

Bilateral Support 

In addition to the support that exists for NEPAD from the 

multilateral community, a number of individual countries 

have been strong bilateral supporters of the initiative. 

While, not meant to be an exhaustive rendering, an 

Canada 

Canada is a major aid contributor to Africa through its 

national foreign assistance agency, the Canadian International 

Development Agency (CIDA). A member of the 

G8 and an early supporter of NEPAD, Canada allocated 

roughly US$6 billion in ODA for Africa for the period 

2002 – 2008 and in 2008 raised its annual aid budget to 

Africa to US$2.1 billion. 


Toward this end, NAASP was developed around three 

broad areas of partnership: 1) political solidarity, 2) 

economic cooperation, and 3) socio-cultural relations. 

Furthermore, NAASP was to focus on practical cooperation 

between the two continents in areas such as: trade, 

industry, investment, finance, tourism, information and 

communication technology, energy, health, transportation, 

agriculture, water resources and fisheries. 

Institutionally, NAASP would convene a Summit of Heads 

of State/ Government every four years, a Ministerial Meeting 

of Foreign Ministers every two years and Sectoral 

Ministerial and other Technical Meetings when deemed 

necessary. A Business Summit in conjunction with the 

Summit of Heads of State/ Government would also be 

held every fours years. 29 

In September 2006, South Africa and Indonesia co-chaired 

the first NAASP Senior Officials Meeting in Durban, South 

Africa, and in October 2009 a Senior Officials Meeting 

of NAASP was held in Jakarta, Indonesia with the key 

agenda item being the organization’s first Summit which 

is to be held in 2010 30 . 

29 Declaration on the New Asian-African Strategic Partnership, 

Bandung Indonesia, April 2005 

30 Indonesia Hosts Asian-African Senior Official Meeting, October 12, 

2009 – www.news.xinhuanet.com 

assessment of some of the initiatives of these countries 

is illustrative of the growth in support that exists for the 

NEPAD programme. 

While a number of CIDA funded initiatives aid the 

principles of NEPAD (such as the CIDA funded SADC 

Public-Private Partnership development project 31 ), in 

2002 Canada launched the US$500 million Canada Fund 

for Africa to support NEPAD and the G8 Action Plan. 

Four years later, Canada further stepped up and invested 

31 www.sadcbanking.orwg 

27


US$10million (Denmark contributed US$500,000) to help 

launch the NEPAD Infrastructure Project Preparation 

Facility in 2006. 

To help train African trade negotiators and support market 

access development initiatives, Canada also committed 

US$5 million to develop the Africa Trade Policy Centre 

based at UNECA in Addis Ababa, Ethiopia. In further support 

of public sector capacity building, CIDA committed 

US$28 million to a multi-donor trust fund managed by 

the World Bank to support the Zimbabwe based African 

Capacity Building Foundation (ACBF). ACBF works with 

state and non-state actors throughout sub-Saharan Africa 

and provides funding and technical assistance in support 

of capacity building initiatives in six areas: (1) economic 

Spain 

Spain, like Canada, is involved in a number of overseas 

development assistance initiatives in Africa and has worked 

closely with the UN’s International Organization for Migration 

on issues related to “Africa – EU” migration issues 

33 . One of the more dynamic contributions made to 

date to NEPAD has been Spain’s 5 year 50 million Euro 

contribution to the NEPAD Secretariat toward the estab- 

33 http://europafrica.net/2009/05/15/africa-eu-partnership-on- 

migration-mobility-and-employment 

United Kingdom 

The United Kingdom’s (UK) Department for International 

Development (DfID) is also a major bilateral donor across 

Africa, but over the past ten years, the UK has also been a 

specific supporter of NEPAD and the partnership agenda. 

On the policy front, in 2004, then UK Prime Minister 

Tony Blair established the Commission for Africa with the 

intent of making 2005 a pivotal year for Africa as it also 

marked the year that the UK hosted the Chairmanship of 

the G8 and the European Union. Blair’s aim was for Africa 

to be placed high on both agendas. Furthermore, as 2005 

marked a decade before the MDGs were to be achieved, 

it was intended that this would be a good time to review 

progress to that point. Lastly, the aim of the Commission 

for Africa was to develop further support for the G8 Africa 

Action plan. The Commission focused its research in the 

following areas: 1) Governance, Peace and Security; 2) 

Human Development, Culture and Inclusion; and 3) Opportunity 

and Growth, Aid and Debt Relief. 

policy analysis and management; (2) financial management 

and accountability; (3) public administration and 

management; (4) national statistics and statistical systems; 

(5) national parliaments and parliamentary institutions, 

including the Pan-African Parliament; and, (6) professionalization 

of the voices of civil society and the private sector. 

Most recently, in support of NEPAD’s governance 

programme, Canada also made a contribution of 

US$5 million to the APRM Trust Fund (2007-2009) 32 . 

32 Oct. 15 2008 Statement by Amb. John McNee Ambassador and 

Permanent Representative of Canada to the United Nations to the 63 rd 

Session of the General Assembly on the New Partnership for Africa’s 

Development (www.canadainternational.gc.ca) 

lishment of the NEPAD Spanish Fund for African Women 

Empowerment. Through the initiative Spain will allocate 

10 million Euros annually to be disbursed as grants via 

the NEPAD Secretariat to support projects related to the 

empowerment of women in Africa, including institutional 

strengthening, civil society empowerment, and enterprise 

development. 34 

34 http://www.nepad.org/priority/lang/en/branche_id/115 

The Commission and its 2005 report had a significant 

impact upon public debate in the UK, and to some extent 

elsewhere, on how development in Africa might be accelerated. 

At the G8 Summit of world leaders in Gleneagles, 

Scotland that year, the report was seen as a blueprint for 

action by the G8. The Gleneagles summit pledged what the 

Commission report had asked for in terms of a doubling 

of aid and significant extensions of multilateral debt relief. 

However, it failed to deliver what the Commission had 

demanded on trade – including an end to agricultural 

export subsidies by rich nations and end to ‘reciprocity’ 

in world trade negotiations. 

The G8 Summit participants did, however, promise to 

implement 50 of the Commission’s 90 recommendations 

including: provision of US$36 billion of debt relief through 

100% debt cancellation for 19 countries; the launch of the 

UN Central Emergency Response Fund (CERF); doubling

previous levels of aid for basic education, to remove school 

fees, and to scale up efforts to boost girls’ participation 

and female literacy; for two million additional Africans to 

receive antiretroviral treatment for HIV/AIDS; increased 

immunization programmes which have stopped the transmission 

of polio everywhere except Nigeria; training 20,000 

more African peacekeepers; tightening controls on trade in 

small arms; working more closely with the African Union 

and the New Partnership for Africa’s Development programme, 

in particular to support efforts to make African 

governments more accountable to their people; pressing 

rich nations to ratify the UN Convention on Corruption; 

putting in place measures to return to the legitimate owners 

cash stashed in Western banks by African dictators who 

have looted national treasury coffers; and using export 

credits to clamp down on Western companies who pay 

bribes 35 . 

In April 2007, the Africa Progress Panel (APP) was launched 

as an independent authority on Africa to focus world leaders’ 

attention to delivering the Gleaneagles commitments 

to the continent. The Panel, chaired by Kofi Annan, also 

features former Commission for Africa members, Tony 

Blair, Michel Camdessus, Tidjane Thiam and Bob Geldof. 

It derived its origins from the Commission for Africa and, 

following in the steps of the Commission, launched a major 

report in London on Monday 16 June 2008 entitled Africa’s 

Development: Promises and Prospects. 36 

Two other areas where the UK has played a strong role in 

support of NEPAD have been in support of private capital 

flows to Africa and agricultural development in Africa. 

With the UK’s Commonwealth Business Council, NEPAD 

has developed an alliance to support Africa Recruit, a 

placement service working to support African Diasporans 

in Europe and North America in their efforts to find and 

secure job opportunities on the continent. 

Furthermore, the UK has been a lead supporter of the 

Investment Climate Facility (ICF) which was established 

in 2005 and is based in Tanzania. The UK pledged US$30 

million to the ICF over a three year period to launch the 

organisation’s activities. With public and private financial 

contribution and support, the aim of the Investment Climate 

Facility is to work with receptive African governments 

35 http://en.wikipedia.org/wiki/Commission_for_Africa 

36 www.africaprogresspanel.org 


to make the continent an even better place to do business, 

systematically focusing on areas where practical steps can 

be taken to remove identified constraints and problems. 

The ICF’s three objectives are to: 1) build the environment 

for investment climate improvement by encouraging, developing 

and working with coalitions to drive through 

change, and by supporting dialogue between businesses 

and governments, 2) get the investment climate right by 

working in partnership with governments to create a legal, 

regulatory and administrative environment that enables 

businesses of all sizes and at all levels to grow, invest and 

create jobs, and 3) encourage business to respond by improving 

Africa’s image as an investment destination by 

publicizing improvements in the investment climate of the 

continent. The eight priority areas that the ICF focuses on 

toward improving the African investment climate, include 

the following: 1) property rights and contract enforcement; 

2) business registration and licensing, 3) taxation and 

customs, 4) financial markets, 5) infrastructure facilitation, 

6) labour markets, 7) competition, and 8) corruption 

and crime 37 . 

Other public sector supporters of the ICF include: Germany, 

Ireland, Netherlands, Norway, South Africa, the Africa 

Development Bank, and the World Bank’s International 

Finance Corporation. In addition, nine corporations are 

also supporting the ICF: Anglo American, Standard Bank, 

Microsoft, SAB Miller, SASOL, ZAIN, Unilever, Coca Cola 

and the Shell Foundation. 

The third private sector focused initiative that the UK 

has significantly supported is the corporate governance 

focused network “Business Action for Africa (BAA)”. Also 

established in the shadow of the Gleneagles G8 meeting, 

the organization was specifically launched at the G8 

Business Action for Africa Summit, held on the 4th and 

5 th of July 2005. 

The businesses involved were those that had been closely 

involved with the Commission for Africa (CfA) – as part 

of the CfA “Business Contact Group. The focus of these 

founders was on two things: 1) the need to maintain the 

momentum on Africa within the business and policy 

communities, and 2) the need to move from discussion 

and promises to action. 

37 www.icfafrica.org 

29


Initially, the BAA was launched with the support of six 

corporate sponsors who were part of the “Oversight Group” 

(the decision making body of BAA): Anglo American, De 

Beers, GlaxoSmithKline, Royal Dutch Shell, SABMiller 

and Unilever. The Prince of Wales International Business 

Leaders Forum (IBLF) was and continues to be the largest 

sponsor of BAA – providing in-kind support in the form 

of staff time and the use of their office facilities. IBLF also 

has a seat on the Oversight Group. 

The UK Government was a sponsor from BAA’s inception, 

providing financial support from DfID and in-kind staff 

support from the Joint International Unit of the Department 

for Work and Pensions (DWP) and from the Department 

for Education and Skills (DfES). These departments 

were also represented on the Oversight Group. 

To date, over 150 business, business organizations, multilateral 

and bilateral donors, government departments, 

NGOs and academics have joined this effort. 80% are 

from the business sector – from small businesses to large 

multinational corporations, from national chambers of 

commerce to international business organisations. The 

current sponsors and Oversight Group members of BAA 

are: Anglo American, British American Tobacco, Coca- 

Cola Africa, De Beers, DFID, Diageo, IBLF, Merck & Co, 

Pfizer, Royal Dutch Shell, SABMiller, Unilever and Visa 

The three focus areas of the organisation are: to positively 

influence policies needed for growth and poverty reduction, 

to promote a more balanced view of Africa, and to 

develop and showcase good business practice. 

The last major initiative to come out of the 2005 G8 Summit 

was the creation of the Infrastructure Consortium for 

Africa (ICA). The inaugural meeting of ICA took place in 

London in October 2005 and was attended by a number 

of multilateral and bilateral aid donors and leading African 

organisations involved in African infrastructure 

development 38 . 

38 www.icafrica.org 

France 

France is another G8 member that has an extensive foreign 

donor presence in Africa. In fact in 2008, after the U.S., 

Germany and Great Britain, France was the fourth largest 

development aid donor in the world. 

The ICA’s role is to help improve the lives and economic 

well-being of Africa’s people by encouraging, supporting 

and promoting increased investment in infrastructure in 

Africa, from both public and private sources. The ICA acts 

as a catalyst – enhancing, accelerating and precipitating the 

development of Africa’s infrastructure. The ICA’s sectoral 

work covers water, energy, transport and ICT. 

The ICA also works to help remove some of the technical 

and policy challenges and barriers to building more infrastructure 

on the continent and the organization strives 

to better co-ordinate the activities of its members and 

to leverage other significant sources of infrastructure 

finance, such as those provided by Chinese, Indian and 

Arab partners. 

The ICA is not a financing agency but it acts as a platform 

to catalyze donor and private sector financing of infrastructure 

projects and progammes in Africa. 

Current ICA members include the G8 countries, the World 

Bank Group, the African Development Bank Group, European 

Commission, European Investment Bank and the 

Development Bank of Southern Africa. 

The ICA is supported by a small secretariat, which is hosted 

by the African Development Bank in Tunis, Tunisia. The 

secretariat is funded by voluntary contributions from some 

ICA members and is staffed by a combination of permanent 

staff from the African Development Bank and experts who 

have been seconded by various ICA member countries. 

Lastly, in support of the development of Africa’s agricultural 

capacity and food security, the UK has been a major 

supporter of both the Alliance for a Green Revolution in 

Africa (AGRA) 39 and the Comprehensive Africa Agriculture 

Development Programme (CAADP) 40 . 

39 www.agra-alliance.org 

40 www.nepad-caadp.net 

In support of regional infrastructure development and the 

NEPAD infrastructure programme specifically, Agence 

Francaise de Developpement (AFD) partnered with the 

Development Bank of South Africa in 2004 and established

a technical and project preparation grant assistance programme, 

the “Project Preparation Facility”, that can allocate 

up to US$300,000 for project assessment studies. 41 

Regional projects that have received support through this 

initiative include the East Africa Submarine Cable Project, 

the Zambia-Tanzania-Kenya Inter-connector, and the 

Walvis Bay Port development study. 

41 The Contribution of the Private Sector to the Implementation of the 

New Partnerships for Africa’s Development, OSSA, October 2006, p. 34 

Japan 

Japan, the world’s third largest economy, established the 

Tokyo International Conference on African Development 42 

in the 1990s to raise the profile of the development needs 

of Africa and to identify solutions and mobilize resources 

for the continent’s economic growth. TICAD has become a 

major global framework for Asia and Africa to collaborate 

in promoting Africa’s development. 

The first Tokyo Conference was held in 1993 and ushered in 

a continuing process of support for Africa and consensusbuilding 

around African development priorities. That 

process was bolstered with a second Tokyo conference in 

1998. The third Tokyo Conference (TICAD III) was held in 

2003 and marked TICAD’s tenth anniversary. The fourth 

convening of TICAD was held in May 2008 just ahead of 

Japan’s hosting of the G8 Summit the following July. 

The tenth anniversary session in 2003 was aimed at ensuring 

that regional priorities were fully addressed in 

harmony with the approach of Africa’s then new platform 

for recovery — the New Partnership for Africa’s Development 

(NEPAD). 

TICAD’s emphasis has also been placed upon achievement 

of the Millennium Development Goals, as well as on fostering 

opportunities for Asian-African co-operation, the need 

to address damaging conflicts, and the need to consolidate 

peace and good governance in Africa. TICAD has also 

focused on the facilitation of the full involvement of the 

private sector and civil society in the continent’s future. 

42 Sudarkasa, M, African Business Handbook, Africa Business Group, 

2007, p. 45 


In further support of NEPAD, in 2006, the AFD signed a 

grant agreement with the NEPAD e-Africa Commission 

in Pretoria, South Africa through the Development Bank 

of Southern Africa (DBSA), to support NEPAD’s Information 

and Communication Technologies (ICT) Broadband 

Infrastructure Programme. In the agreement, AFD 

pledged to a provide 850,000 Euros to the NEPAD e-Africa 

Commission to support the development of a rationalised 

terrestrial broadband ICT network for Central, Western 

and Northern Africa. 

TICAD enjoys the support of a number co-organizers — 

the Government of Japan, the United Nations, the United 

Nations Development Programme (UNDP), the Global 

Coalition for Africa and the World Bank. Its broad range 

of stakeholders includes all 53 African countries, and Africa’s 

development partners – including Asian countries, 

donor countries, international agencies, and civil society 

organizations. In 2003, the TICAD Civil Society Forum 

was established to ensure that each TICAD convening 

includes the voice of civil society. 

Significant results have already flowed from the Asian- 

African co-operation that TICAD has spearheaded. These 

include a new variety of rice for Africa (NERICA) and 

trans-continental business forums which have generated 

substantial commercial prospects 

TICAD’s guiding principles of African ownership and international 

partnerships are entrenched in NEPAD values 

and principles. Both TICAD and NEPAD place identical 

obligations on African countries and its development 

partners. The Japanese Government has continuously 

reaffirmed its commitment to support NEPAD through 

the TICAD process. Of the eight NEPAD Programme of 

Action areas, Japan has identified the following four as 

immediate priority areas: 

ӹ Infrastructure 

ӹ Agriculture 

ӹ Market Access (trade and investment promotion, as 

well as private sector development), and 

ӹ Human Resources Development 

In support of African private sector development and in response 

to the many donor pledges made at the Gleaneagles 

31


2005 G8 Summit in the UK, Japan agreed to spearhead 

funding for the establishment of The Enhanced Private 

Sector Assistance (EPSA) Initiative. Drawing on the successful 

development experience in Asia and around the 

globe, EPSA was conceived in partnership with the Government 

of Japan as an innovative, multi-component, 

multi-donor framework for resource mobilization and 

development partnership to support implementation of 

the African Development Bank’s Strategy for Private Sector 

Development. 

According to the original EPSA announcement and the 

pledge by the Japanese Government at the Gleneagles 

Summit, during 2006 to 2010, the Japanese International 

Cooperation Agency committed to provide a total of US$1 

billion in concessional loans through a combination of 

direct lending to the AfDB under the EPSA Non-Sovereign 

Loan component, facility, and co-financing under the 

Accelerated Co-financing for Africa (ACFA) scheme. In 

addition, the government of Japan agreed to contribute 

grant resources to the Fund for African Private Sector 

Assistance (FAPA), beginning with an initial contribution 

of US$20 million. 

The Non-Sovereign Loan component helps finance the 

AfDB’s private sector operations through a line of credit 

from the Japan International Cooperation Agency (JICA) 

to the Bank on concessional terms. The first loan was 

signed on 20 February 2007 in the amount of JPY 11.5 

billion (equivalent to US$100 million). Disbursement of 

the first loan was completed during 2008 and the loan was 

closed in October. 

At the Tokyo International Conference on African Development 

(TICAD) end-May 2008, Japan pledged the 

“Second Private Sector Assistance Loan Under the Joint 

Initiative – Titled EPSA for Africa” in an amount of JPY 

32.1 billion (equivalent to US$ 300 million), again on 

highly concessional terms. The bilateral Exchange of Notes 

and Loan Agreement were signed on September 11, 2008, 

and a first disbursement of JPY 30 billion was drawn immediately 

thereafter. 

Thus far, the EPSA Non-Sovereign Loans have supported 

investment and financing of a number of regional infrastructure 

and financial sector projects as well as clean 

energy projects in Uganda and Madagascar and SME/ 

Microfinance projects in Nigeria and Tanzania. 

The Accelerated Co-financing Facility for Africa provides 

joint financing on concessional terms from JICA for AfDBled 

public investment projects. 

Five projects totaling roughly US$170 million in JICA cofinancing 

have been approved since 2005. Added to the 

US$ 100 million First EPSA Non-Sovereign Loan from 

2007 and the US$ 300 million Second EPSA Loan signed 

in 2008, total commitments have reached US$570 million, 

more than half of the original US$1 billion pledge to be 

achieved between 2006 and 2010. 

The Fund for African Private Sector Assistance provides 

grant funding for technical assistance and capacity building 

for the Bank’s public and private sector clients. The 

Board approved FAPA on 12 October 2005 and the related 

documentation was executed on 24 January 2006. 

Japan has committed and disbursed US$20 million to 

launch FAPA, initially as a bilateral fund, and has indicated 

interest in continued providing support to FAPA as 

a multi-donor fund. At the 2008 AfDB Annual meeting in 

Maputo, Mozambique, the Board of Governors provided a 

resounding endorsement of FAPA by allocating a further 

US$7.5 million to the Fund from the net income of the 

Bank, bringing total available resources to approximately 

US$27.5 million. Twelve grants were approved during 2008 

bringing total FAPA commitments (counting prior years) 

to over US$15 million and leaving an available balance at 

year-end of approximately US$12.5 million. 

In May 2008, Japan also announced its decision to establish 

a US$2.5 billion investment fund, The Facility for 

African Investment (FAI), managed by the Japanese Bank 

for Infrastructure and Construction, as part of its aim to 

double Japanese private sector investment in Africa to 

$3.4 billion by 2012. 43 

43 African Economic Outlook 2009, AfDB/ OECD, p. 41

India 

India and Africa have had ties since the colonial era when 

the United Kingdom brought workers from India to various 

countries in Africa, particularly east and southern 

Africa, to work on agricultural, rail and road building 

projects, support port and trade development initiatives, 

and to serve in administrative capacities on the continent 

during the colonial era. 

Thus, in Uganda, Tanzania, Kenya, Mauritius, Nigeria, 

Zimbabwe and South Africa, significant numbers of Indians 

came – and many settled in these African countries. 

In South Africa, in particular, the Indian population has 

become so large that the community in the province of 

KwaZulu-Natal has become the largest Indian community 

in the world outside of India. 

On March 31, 2002, the “Focus:Africa” Programme was 

launched by the Ministry for Commerce & Industry during 

the announcement of India’s “export-import” promotion 

policy for the years 2002-2007. 

During the first year (i.e. 2002-2003) of the Focus:Africa 

Programme emphasis was placed only on seven targeted 

countries: South Africa, Ghana, Tanzania, Mauritius, Nigeria, 

Kenya and Ethiopia. These seven countries accounted 

for nearly 70 per cent of India’s total trade linkages with 

the Sub-Saharan African Region in 2000-2001. Similarly, 

certain target commodities for export focus were also 

identified, including: 

ӹ Cotton yarn, fabrics and other textile items; 

ӹ Drugs & pharmaceuticals; 

ӹ Machinery & instruments; 

ӹ Transport equipment; and 

ӹ Telecom and information technology 

Recognizing the potential for further growth in trade 

with the African continent, from April 1, 2003 the Indian 

government extended the benefits available under the 

Focus: Africa Programme to all of the countries of Sub- 

Saharan Africa where India had Missions, and to five of 

the countries of North Africa. Hence the total number of 

countries covered under the Focus: Africa Programme 

was increased from the initial seven countries to twenty 

four countries on the African continent, including Angola, 

Botswana, Ivory-Coast, Zambia, Zimbabwe, Egypt, Sudan, 

Algeria, Libya, Morocco and Tunisia. 


The Focus: Africa Programme also coincided with the 

emergence of the New Partnership for Africa’s Development 

(NEPAD). In 2003, the Confederation of Indian 

Industry and the country’s EXIM Bank, in collaboration 

with the Ministry of External Affairs, organized a conference 

called `India and NEPAD: Furthering Africa India 

Economic Cooperation’. The conference was attended by 

nearly 30 African representatives, including participants 

from the central banks of Egypt, Ethiopia, Ghana, Kenya, 

Mauritius, Mozambique, Namibia, Senegal, South Africa, 

Sudan, Tanzania, Uganda and Zambia. Also present were 

heads of regional banks, such as the Development Bank of 

Southern Africa, the Eastern Africa Development Bank, 

and Afreximbank. 

At the conference, the Minister of State for External Affairs 

of India expressed the hope that the Focus: Africa 

programme would provide a functional framework for 

Indian interaction with individual countries and also 

regional groups in Africa to enhance trade, commerce 

and investment related work. 

Under the Focus: Africa Programme, the Department of 

Commerce and Federation of Indian Chambers of Commerce 

& Industry also jointly organized the 2nd India 

Africa Health Summit from 19-21, November, 2003 in 

Mumbai. At this forum, health ministers, directors of 

health services and chief representatives of registration 

agencies from 24 African countries attended and interacted 

with leading Indian manufacturers to discuss the sourcing 

of their health-care requirements from India. 

Also under the Focus: Africa Programme, the Ministry of 

Commerce & Industry of the government of India and the 

Federation of Indian Chambers of Commerce & Industry 

(FICCI) jointly organised the India-Africa Summit on 

Water Partnership from 11-12 Feb. 2004 at Pune, Maharashtra. 

The Programme comprised of an international 

conference on the first day and one to one meeting/ field 

visits on the second day. 

In the spirit of the aims of the Focus: Africa Programme, 

and as a show of support for the ideals and programmes of 

the African Union, the government of India also pledged 

$200 million in 2003 in the form of a line of credit to the 

New Partnership for Africa’s Development (NEPAD), 

creating the “India – Africa Fund”. 

33


At the inaugural meeting of the Pan-African Parliament 

in South Africa in 2003, India also announced a proposed 

programme to connect the 52 nations of the African Union 

via an India supported satellite and fiber optic network. 

Apart from providing effective communication and connectivity 

among the nations, the same link would support 

tele-education, tele-medicine, e-governance, e-commerce, 

infotainment, resource mapping and meteorological services. 

The proposed network would also give rural connectivity 

to the entire continent and offer an effective 

way to use technology to provide democratic access and 

empowerment. 

In honour of the new invigorated “Indo – Pan African” 

partnership, India declared its intention to move ahead 

with a US$50 million project to connect 5 universities, 

53 learning centres; 10 Super specialty hospitals and 53 

patient end locations in rural areas. The intent was to have 

the network in operation by 2006. 

In March 2004, the Indian government announced a second 

major funding scheme, the TEAM-9 initiative, targeting 

eight, mostly French speaking, West and Central 

African Countries with which India has not had significant 

historical relations, but who offer tremendous natural 

resource opportunities, particularly petroleum resources. 

Under the Techno-Economic Approach for Africa-India 

Movement (TEAM-9) programme, of which Burkina Faso, 

Chad, Cote d’Ivoire (Ivory Coast), Equatorial Guinea, 

Ghana, Guinea Bissau, Mali and Senegal are beneficiaries. 

India pledged US$500 million dollars via lines of credit for 

the funding of projects proposed by the African countries. 

A Memorandum of Understanding (MoU) was also signed 

to evolve a mechanism of cooperation under Techno-Economic 

Approach for Africa-India Movement (TEAM-9), 

and the TEAM-9 countries also decided to set up a Joint 

Business Council. The TEAM-9 Council of Ministers 

committed to meeting once a year. TEAM-9’s main thrust 

areas would be food security, freedom from hunger, health 

security and job security. The areas of cooperation identified 

were infrastructure, agriculture, water management, 

pharmaceuticals, health services, employment opportunities, 

human resource development and telecommunications 

connectivity. 

A more recent outgrowth of the Focus: Africa Programme 

was the convening in March 2005 in New Delhi, India 

of a unique “India-Africa Project Partnership” conclave. 

Noted as the largest ever gathering of business and political 

leaders from Africa in India, IAPP attracted delegations 

and ministers from 25 African countries to the two and 

half day conclave, where 160 projects worth US$6 billion 

were discussed over 250 meetings. 

At the conclave, it was also noted that India was developing 

new partnerships with regional trading blocs in Africa. 

Key sectors targeted for collaboration included healthcare, 

education, infrastructure and information technology. 

The Confederation of Indian Industry also stated that it 

would support the establishment of a joint task force to 

identify 10 mega-projects that would be jointly executed 

and funded by India and international agencies such as 

the World Bank and the African Development Bank. 44 

Additionally, it was announced that India’s Focus: Africa 

programme had boosted bilateral trade to US$7 billion in 

the last financial year 

In April 2008, building on the momentum of the Focus: 

Africa and Team 9 initiatives, the inaugural India-Africa 

Forum Summit was held in New Delhi with 14 African 

heads of state, the Chairperson of the African Union, the 

Chairpersons of the eight NEPAD RECs, the Chairperson 

of the NEPAD HSGIC, the Chairperson of the African 

Union Commission (AUC) and the Chair-Person Elect 

of the AUC, all attending to help forge a more contemporary 

partnership between India and Africa in the sectoral 

areas of trade and energy and India-Africa cooperation 

on global issues including UN reforms, terrorism and 

climate change. 

Out of the Summit came two documents intended to provide 

the architectural back bone for India-Africa relations 

in the 21 st century, the Delhi Declaration- that covered 

issues of bilateral, regional and international interest to 

Africa and India, and the Africa-India Framework for 

Cooperation – which spelled out agreed areas of cooperation 

in sectors such as: education, science and technology, 

agricultural productivity, food security, industrial growth, 

infrastructure and health. 45 

44 Sudarkasa, African Business Handbook, Africa Business Group, 

2007, pp.148-149 

45 www.africa-union.org/indiaafrica.htm

China 

In 1996, China moved to strengthen its “economics first” 

foreign policy with Africa, signing 23 economic and technical 

cooperative agreements with six African countries. The 

five key objectives of China, outlined at a major meeting 

with the Organization of African Unity”, which continue 

to shape “Sino-African” relations, included the following: 

ӹ the promotion of friendship; 

ӹ non-interference with each others internal affairs; 

ӹ pursuance of common development on the basis of 

mutual benefit; 

ӹ increased international cooperation; and 

ӹ common pursuit of a more peaceful global order. 

These “objectives” were further crystallized and expanded 

upon in October of 2000 when China put forth its vision 

of the regional cooperative framework which would 

guide future Sino-Africa relations. Out of this meeting 

the “Beijing Programme for China-Africa Cooperation in 

Economic and Social Development” was put forth and the 

Forum on China-Africa Cooperation (FOCAC) was born. 

The preamble for the Beijing Programme, the “Beijing 

Declaration” 46 , provides a contemporary framework for the 

current and near-term Sino-African relationship, which 

includes: 

ӹ Support of the UN Charter; 

ӹ The peaceful resolution of disputes; 

ӹ Reform of the UN and international financial 

institutions; 

ӹ Respect for human rights and fundamental freedoms; 

and 

ӹ The expansion of existing areas of cooperation – such as 

agriculture, technical support, medical care, education, 

engineering and infrastructure projects. 

In 2006, during the third Forum on China-Africa Cooperation 

(FOCAC) in Beijing, an MoU was also signed 

with NEPAD and the delegates agreed to the FOCAC- 

Beijing Action Plan (2007-2009). Under this plan of action, 

China committed to a policy of wide ranging expanded 

assistance to Africa and offered preferential loans and 

credits, the building of a conference centre for the African 

46 Sudarkasa, African Business Handbook, Africa Business Group, 

2007, pp. 147-148 


Union, the cancelling of debts, further opening-up of 

China’s markets to Africa, the establishment of trade and 

economic cooperation zones in Africa, and the training 

of African professionals. 

In furtherance of the Beijing Action Plan, since 2007, 

China has signed bilateral aid accords with 48 African 

countries and loan agreements with favourable terms 

with 22 African countries. In 2009, China’s aid to Africa 

increased 200-percent in value terms compared to 2006. 

To encourage Chinese enterprises to invest in Africa, the 

Chinese government has also established a US$5 billion 

China-Africa Fund, and by the end of 2008, the Fund 

had invested about US$400 million dollars in 20 projects, 

which brought the total investment in Africa by Chinese 

enterprises to about US$2 billion dollars. China has also 

offered training programs to 10,916 people from 49 African 

countries 47 . 

One such training programme was the NEPAD Nurses 

and Midwives Post-Graduate Training Programme to 

which China contributed US$500,000 in 2006. The NEPAD 

Nurses and Midwives Post-Graduate Training Program was a 

pilot project to train trainers. It was envisaged to open 3-year 

post-graduate training courses at 5 universities in Tanzania 

and Kenya, which have already established graduate training 

courses of nurses and midwives. A total number of 50 nurses 

and midwives with master degrees were trained at the first 

stage. After their graduation in 2008, the best students among 

them were employed as teachers at the respective universities, 

giving lessons by themselves and gradually streamlining the 

post-graduate training program. 

By the end of 2009, China will have sent 100 advanced-level 

agro-technicians to 35 African countries. Furthermore, 

China plans to establish 14 agricultural technology demonstration 

centres, all of which will begin construction by 

the end of 2009. In addition, China has agreed to construct 

economic and trade zones or duty free trade zones in Africa, 

including the Zambia-China Economic and Trade 

Cooperation Zone, the Guangdong Economic and Trade 

Cooperation Zone in Nigeria and the Lekky Duty Free 

Trade Zone in Lagos, Nigeria, the Egypt-Suez Economic 

and Trade Zone and Ethiopian Orient Industrial Park. The 

47 China’s eight measure economic policy on Africa well implemented, 

www.news.xinhuanet.com, Jan. 20, 2009 

35


Zambia-China Economic and Trade Cooperation Zone, 

as China’s first trade cooperation zone in Africa, has been 

initially completed and put into operation. In support of 

the Africa Union, China has also started constructing the 

African Union Conference Centre and it is scheduled to 

be completed in 2011. 

At the most recent FOCAC summit in November 2009 in 

Egypt, the delegates agreed that with the joint efforts of 

African Public Sector Support 

As significant as the international public support for AU/ 

NEPAD and African regional integration has been, it is 

important to also acknowledge the continental efforts that 

African Development Bank 

Since the inception of NEPAD, The African Development 

Bank (AfDB) has been looked to by the African Union 

as the key catalyst for the mobilization of technical and 

financial resources for investment in the NEPAD projects, 

particularly infrastructure projects, which have been a 

continuing priority. In addition to infrastructure, financial 

market integration and the improvement of banking 

standards has been another key area of important focus 

by the AfDB in support of NEPAD. 

To facilitate its role as a lead supporter of NEPAD, the 

AfDB established the “NEPAD Support Unit” in January 

of 2004. The Unit was later renamed the Office of NEPAD, 

Regional Integration and Trade or ONRI. Additionally, 

the AfDB moved away from its historical sole focus on 

national funding programmes and established Regional 

Departments to look at cross cutting regional issues and 

infrastructure projects. The Bank was also designated as 

a strategic partner to the African Peer Review Mechanism 

(APRM). The role of the partner institutions was to be 

mainly that of providing technical assistance and advisory 

services to the NEPAD structures. 

Overall, during the past eight years the AfDB has been 

a catalytic financier of infrastructure initiatives on the 

continent and a major syndicator of further investment 

from other bilateral and international financiers and from 

private financiers. The AfDB has been an advisor and 

both sides, the implementation of the follow-up actions 

of the Beijing Summit had been satisfactory with fruitful 

cooperation on politics, economy, trade, social development, 

humanities, personnel exchanges and the Forum 

mechanism building. At the summit, China’s Premier Wen 

Jiabao also pledged US$10 billion in new loans to African 

nations as part of China’s interest in boosting Sino-African 

co-operation and the continent’s development. 48 

48 www.fmprc.gov.cn/zflt/eng/ 

have begun to accelerate toward the alignment of public 

policy and the mobilization of public financial resources 

in furtherance of NEPAD’s objectives and implementation. 

knowledge broker of note, providing technical assistance 

on national and regional infrastructure projects and working 

in partnership with other specialists and stakeholders 

to promote concerted and complimentary project development 

and implementation. 

Key programme and project focus areas to support NE- 

PAD have been undertaken toward capacity building, 

partnership building, and improvement of the enabling 

environment (i.e. policy and legislative harmonization 

and regulation reforms. 

In February 2008, the AfDB, Economic Commission for 

Africa, African Union Commission and NEPAD agreed to 

restructure and merge their existing Africa infrastructure 

development initiatives, the AUC Master Plan Studies/ 

Continental Policy Initiatives and the NEPAD Medium 

and Long Term Strategic Framework (MLTSF) Study, 

respectively, into a more coherent and strategic framework 

that would serve as a common platform for defining, 

implementing and monitoring regional and continental 

infrastructure development in Africa. The new aligned 

initiative was given the name the Programme for Infrastructure 

Development in Africa (PIDA). 

The AfDB was designated as the executing agency for 

the guiding PIDA study, and a Joint Working Group was 

established to align existing initiatives covering the four

principle infrastructure sub-sectors: Transport, Energy, 

ICT and Trans-boundary Water Resources. 

The objectives of PIDA are to assist African decision makers 

in their efforts to: 1) establish a framework for development 

of regional and continental infrastructure, 2) establish 

an infrastructure development programme around key 

priorities and time lines, and 3) prepare an implementation 

strategy and process. The PIDA study is expected to 

be completed in 2011. 

In addition, the AfDB has begun to designate more of 

its funding on projects and initiatives related to regional 

integration. During the last replenishment of the African 

Development Fund, the Bank’s ADF XI funding effort 

for the period from 2008-2010, 17.5% was targeted at 

projects supporting regional integration. Planning is 

currently underway for the ADF XII round and 25% is 

intended to be allocated to support regional integration 

between 2011-13. 

Besides the unique AfDB initiatives that directly and 

indirectly support the AU/NEPAD programme, the Bank 

is also involved in a variety of partnerships and initiatives 

that also focus on mobilizing and leveraging technical 

Pan African Infrastructure Fund 

One of the hallmarks of the NEPAD philosophy has been 

that of African self-help, and the ethos that African ownership 

comes with African responsibility to mobilize African 

domestic resources toward the achievement of Africa’s 

socio-economic development programme. While much 

more can be done toward this end, the establishment of the 

Pan-African Infrastructure Fund in 2007 was a testament 

to the efforts of NEPAD’s leadership to mobilize a fund 

comprised significantly of African pension fund assets. 

Conceptualized in 2006, and driven by former South Africa 

President Thabo Mbeki and meant to be illustrative of how 

African pension funds could and should pool resources to 

finance African led projects, a principal initial investor in 

the PAIF was the South African Government Employees 

Pension Fund (GEPF). GEPF has roughly US$100 billion 

under management, managed by the Public Investment 

Corporation. 


and financial resources for Africa’s development 49 . These 

initiatives include: 

ӹ The African Fertilizer Financing Mechanism 

ӹ The African Financial Markets Initiative 

ӹ The African Financing Partnership 

ӹ The African Legal Support Facility 

ӹ The African Peer Review Mechanism 

ӹ The African Water Facility 

ӹ The African Women in Business Initiative 

ӹ The Congo Basin Forest Fund 

ӹ The Enhancing Private Sector Assistance for Africa 

Initiative 

ӹ The Fragile States Facility 

ӹ The Health in Africa Fund 

ӹ The Investment Climate Facility 

ӹ The Joint Africa Institute 

ӹ The Making Finance Work for Africa Partnership 

ӹ The Migration and Development Initiative 

ӹ The Multi-donor Water Partnership Program 

ӹ The Multilateral Debt Relief Initiative 

ӹ The Rural Water Supply & Sanitation Initiative 

ӹ The Strategic Partnership with Africa 

ӹ The Trade Finance Initiative 

49 www.afdb.org/topics&sectors/initiative&partnerships 

By 2007, $625 million had been raised by the fund and 

the fund was officially launched in August 2007. The near 

term target was to capitalize the fund at $1billion and 

attract up to $20 billion over its 15 year lifespan. PAIF 

is currently managed by the private equity firm Harith 

and seeks to invest in public private partnerships across 

Africa. Key investors and stakeholders in the Fund beyond 

GEPF include: the Development Bank of Southern Africa, 

the African Development Bank, the Social Security and 

National Insurance Trust of Ghana and leading South 

African private financial institutions: ABSA Bank, Old 

Mutual Life Assurance Company, Liberty Life Group 

Limited, Standard Bank and Metropolitan Life Limited. 50 

The Fund is currently in the process of establishing offices 

in north, east and west Africa to compliment its headquarters 

in Johannesburg, South Africa. 

50 www.harith.co.za 

37


African Tax Administration Forum 

In August 2008, Commissioners and Senior Tax Administrators 

from 39 African companies met with selected 

development partners in Pretoria, South Africa to discuss 

state building, capacity development and taxation. The focus 

of the conference was on: a) the importance of taxation 

in state building, b) the evolving environment of taxation 

in Africa, and c) the need for an African led initiative to 

strengthen African tax administrations. 

Out of the gathering came a mandate to establish the 

African Tax Administration Forum (ATAF). Key areas of 

focus of the new organ include expanding the African tax 

base and improving tax collection capacity on the continent 

as a vehicle to mobilize domestic finance in support of the 

continent’s development. 

The ATAF was thus commissioned to serve as the voice 

of African Tax Commissioners as a body and as a focal 

point for exchanging experiences on good practices, 

benchmarking performance, improving co-operation and 

setting strategic direction for member state representatives. 

In February 2009, the Steering Group of ATAF, which is 

comprised of representatives from Botswana, Cameroon, 

Ghana, Rwanda, Nigeria, South Africa and Uganda, met to 

develop ATAF’s action plan. The organization’s roadmap 

anticipates a formal launch late in 2009 or early in 2010. 

Key near term projects include commencing research on 

Africa’s tax systems and regimes, developing and delivering 

a technical support programme for African officials, and 

constructing a framework for diagnostic studies. 

Key donor resources of the organization include the 

OECD’s Forum on Tax Administration, the African Development 

Bank, the International Monetary Fund, and 

the World Customs Organization. 51 

51 African Economic Outlook 2009, OECD and AfDB, pp. 53-54

NEPAD and the African 

Private Sector 

In the founding document of the New Partnership for 

Africa’s Development (NEPAD) published in 2001, African 

leaders committed themselves to working toward: the 

mobilization of private capital flows (Section C1, iv.), promoting 

the private sector and African exports (Section C2, 

vii and viii), and toward the implementation of NEPAD, 

the promotion of the private sector was put forth as one of 

three key goals alongside the development of agriculture 

and regional integration enabling infrastructure. 52 

The specific objectives of NEPAD vis-à-vis promoting the 

private sector were: 

ӹ To ensure a sound and conducive environment for 

private sector activities, with particular emphasis on 

domestic entrepreneurs, 

ӹ To promote foreign direct investment and trade, with 

particular emphasis on exports; 

ӹ To develop micro, small and medium enterprises, including 

the informal sector. 

The actions required “at the Africa level” included: 

ӹ Undertaking measures to enhance the entrepreneurial, 

managerial and technical capacities of the private sector 

by supporting technology acquisition, production 

improvements and training and skills development; 

ӹ Strengthening chambers of commerce, trade and professional 

associations, and their regional networks; 

52 The African Union’s New Partnership For Africa’s Development, 

Programme of Action, 2001 reprinted by the Africa Section, U.N. Department 

of Public Information, 2008, pp. 24, 28, and 33 

39 

4CHAPTER 

ӹ Organising dialogue between the government and the 

private sector to develop a shared vision of economic 

development strategy and remove constraints to private 

sector development, 

ӹ Strengthening and encouraging the growth of micro, 

small and medium scale industries through appropriate 

technical support from service institutions and civil 

society, and improve access to capital by strengthening 

micro-financing schemes, with particular attention to 

women entrepreneurs. 

At the “international level”, NEPAD called on supporters 

to: 

ӹ Promote entrepreneurial development programmes for 

training managers of African firms; 

ӹ Provide technical assistance in relation to the development 

of an appropriate regulatory environment, 

promotion of small, medium and micro-enterprises 

and, establish micro-financing schemes for the African 

private sector. 

In regards to the promotion of African exports, selected 

key objectives included the commitment: 

ӹ To increase intra-regional trade via promoting crossborder 

interaction among African firms, and 

ӹ To deal with short-term skills shortages through appropriate 

firm level incentives and training. 

To achieve these aims, African leaders further pledged to:


ӹ Promote intra-African trade with the aim of sourcing 

within Africa, imports formerly sourced from other 

parts of the world; 

ӹ Creating marketing mechanisms and institutions to 

develop marketing strategies for African products; 

ӹ Publicize African exporting and importing companies 

and their products, through trade fairs . . . 

Two further private sector related objectives included 

increasing domestic resource mobilisation and private 

capital flows. 

ӹ Increasing Domestic Resource Mobilisation 

To achieve higher levels of growth and more effective 

poverty reduction, Africa needs to mobilise additional 

resources, both domestic and foreign. Domestic resources 

include national savings by firms and households, which 

need to be substantially increased. In addition, more effective 

tax collection is needed to increase public resources, 

as well as the rationalising of government expenditures. 

A significant proportion of their domestic savings is lost 

to African countries as a result of capital flight. This can 

only be reversed if African economies become attractive 

locations for residents to hold their wealth. Therefore, there 

is also an urgent need to create conditions that promote 

private sector investments by both domestic and foreign 

investors. 

ӹ The Private Capital Flows 

NEPAD seeks to increase private capital flows to Africa, 

as an essential component of a sustainable long-term approach 

to filing the resource gap [of roughly US$64 billion]. 

The first priority is to address investor’s perception 

of Africa as a “high risk” continent, especially with regard 

to security of property rights, regulatory framework and 

markets. Several key elements of the New Partnership for 

Africa’s Development will help lower these risks gradually, 

and include initiatives relating to peace and security, political 

and economic governance, infrastructure and poverty 

reduction. Interim risk mitigation measures will be put in 

place, including credit guarantee schemes and the strong 

regulatory and legislative frameworks. The next priority is 

the implementation of a Public-Private sector partnership 

(PPP) capacity building programme through the African 

Development Bank and other regional development institutions 

to assist national and sub-national governments in 

restructuring and regulating transactions in the provision 

of infrastructural and social services. The third priority 

is to promote the deepening of financial markets within 

countries, as well as cross-border harmonisation and integration, 

via a Financial Market Integration Task Force. 

Although presented “for illustrative purposes only”, it is 

relevant that of the three priority projects that were presented 

to represent what was needed to strengthen “country 

and regional development programmes and kick-start the 

regeneration of the continent” (along with agriculture and 

the promotion of infrastructure and regional integration) 

the establishment of a continent wide initiative to 

establish national business incubators (in support of the 

African private sector) that would draw on international 

experience and best practice-tailored to African needs and 

conditions, was also put forth. 

After ten years of implementation there has been progress 

in a number of the areas put forth as objectives of the NE- 

PAD mission vis-à-vis the private sector, although most 

noticeably these gains have been in the area of macroeconomic 

environment improvement. And while it might 

be slightly disingenuous to attribute all of these gains exclusively 

to NEPAD, it is irrefutable that over this period, 

particularly among Africa’s traditional international donor 

partners, the emergence of NEPAD as the AU programme 

for economic growth and development toward the achievement 

of the MDGs has helped focus their overseas donor 

assistance in a more harmonised manner. 

The rapid economic growth that has been present for much 

of the period during which NEPAD has existed in part is 

the result of a macro-economic reform trajectory begun 

by African states in the 1980s. 

Inflation management, improved monetary policy, 

strengthened rule of law, protection of property rights, 

reduction in the cost of doing business, technology adoption, 

innovation and capital accumulation, democratic 

elections, debt reduction and value added export promotion 

are some of the initiatives that have characterised the 

types of public sector reforms undertaken. 

In addition to the economic reforms, other important 

factors which buoyed Africa’s economies included higher 

international commodity prices, political stability and a 

rapid reduction in conflict, and increased government 

spending. Debt relief, in particular, under the World Bank’s 

Heavily Indebted Poor Countries (HIPC) programme

GDP Growth Rate (2004-2011) 

and the IMF’s Multilateral Debt Relief Initiative (MDRI) 

also helped African nations to reallocate funding to more 

development fostering initiatives as external debt declined 

as a percentage of GDP from an average of 62.4% for 1998- 

2001 to 47.9% for 2000-2005 and down to 23.1% in 2007. 

Thus, between 1998 and 2007, these factors helped the 

continent record average growth rates of 4.3%, which 

although lower than Asian growth rates were higher than 

growth rates in Latin America and the Caribbean. 

Indicative of Africa’s overall economic resilience and growing 

internal economic drivers is the fact that although 2009 

is expected to be a below par GDP growth year, projections 

are that the continent’s 2011 GDP rates rebounded to 5%. 

In response to Africa’s strong economic growth, the continent 

has also increasingly attracted foreign direct investment 

and private capital. Between 2002 and 2007 foreign 

direct investment (FDI) into Africa rose strongly from less 

4. NEPAD and the African Private Sector Today A Decade of NEPAD 

Country 2004 2005 2006 2007 2008 2009 2010 2011 

Nigeria 10.6 5.4 6.2 7.0 6.0 7.0 7.4 7.4 

Benin 3.0 2.9 3.8 4.6 5.0 2.5 2.8 3.6 

Burkina Faso 4.5 8.7 5.5 3.6 5.2 3.2 4.4 4.7 

Cote D’Ivoire 1.6 1.9 0.7 1.6 2.3 3.8 3.0 4.0 

Gambia 7.0 0.3 3.4 6.0 6.3 5.6 5.0 5.4 

Ghana 5.6 5.9 6.4 5.7 7.2 4.1 5.0 9.9 

Guinea 2.3 3.0 2.5 1.8 4.9 -0.3 3.0 3.9 

Guinea-Bissau 3.1 5.0 2.2 0.2 3.6 3.0 3.5 4.3 

Liberia 2.6 5.3 7.8 9.4 7.1 4.6 6.3 9.5 

Mali 2.3 6.1 5.3 4.3 5.0 4.4 5.1 5.4 

Niger -0.8 8.4 5.8 3.4 8.7 -1.2 3.5 5.2 

Sierra Leone 6.6 5.7 6.7 6.0 5.5 3.2 4.5 5.2 

Togo 2.3 1.2 3.7 1.9 2.2 3.1 3.3 3.5 

Source: ECA (2012), Economic Report on Africa 

than US$20 billion to a record of US$53 billion. US$22.4 

billion of FDI was invested by trans-national companies 

in North Africa and US$30.6 billion was invested in Sub- 

Saharan Africa. Even during the recessive period of 2008 

when global FDI fell by 20%, FDI in Africa remained 

resilient, rising by 16.8% to US$61.9 billion. Mergers and 

acquisitions in Africa also continued to rise, growing by 

157% between 2007 and 2008 to US$26 billion. Furthermore, 

the rate on return on investment in Africa has been 

increasing annually since 2004 registering 12.1% in 2007, 

giving the continent the highest global investment rate of 

return among developing nations. 

Most of the investment attracted to Africa, however, has 

remained focused on countries that have significant natural 

mineral and petroleum resources. This has skewed foreign 

direct investment to a relatively narrow group of countries 

and also has impacted upon which regions attract the 

lion’s share of FDI: 

41


Concentration of FDI Flows to Africa 2004-2010 (US$ million)-Oil Exporting Countries 

Country 2005 2006 2007 2008 2009 2010 

Egypt 5,376 10,043 11,578 9,495 6,712 6,386 

Nigeria 4,978 4,898 6,087 8,249 8,650 6,099 

Sudan 2,305 3,534 2,426 2,601 2,682 1,600 

Tunisia 783 3,308 1,616 2,758 1,688 1,513 

Morocco 1,654 2,449 2,805 2,487 1,952 1,304 

Algeria 1,081 1,795 1,662 2,594 2,761 2,291 

Libya 1,038 2,013 4,689 4,111 2,674 3,833 

Equatorial Guinea 769 470 1,243 -794 1,636 695 

Angola 6,794 9,064 9,796 16,581 11,672 9,942 

Ghana 145 636 855 1,220 1,685 2,527 

Total top 10 African Countries 24,923 38,210 42,757 49,302 42,112 36,190 

Rest of Africa 13,237 8,049 20,375 24,111 18,055 18,850 

Africa 38,160 46,259 63,132 73,413 60,167 55,040 

Flows of foreign direct investment to Africa, 2005-2010 (billions of United States dollars, current) 

Africa 38.2 46.3 63.1 73.4 60.2 55.0 

North Africa 12.2 23.1 24.8 24.0 18.5 16.9 

Central Africa 2.7 3.1 6.0 4.4 5.4 8.0 

West Africa 7.1 6.9 9.5 12.7 12.7 11.3 

Southern Africa 14.7 10.5 18.8 28.6 20.0 15.1 

Eastern Africa 1.4 2.6 4.1 3.7 3.6 3.7 

Source: ECA (2012) Financing for development: A progress report on the implementation of the Monterrey Consensus. 

Regionally, North Africa attracts the highest FDI in Africa 

and the region’s investment-friendly policies and on-going 

privatization programmes attract the widest diversity of 

investment. In 2007, US$22 billion was invested in North 

Africa in projects related to generic pharmaceuticals, textiles, 

chemicals, oil and the services sectors. Egypt was the 

largest recipient of investment garnering US$11.6 billion in 

2007, but this fell to about $6 billion in 2010 probably due 

to the political unrest in the country associated with the 

so-called Arab Spring. West Africa continued to benefit 

from ongoing privatization initiatives and the commodity 

boom and attracted about US$6 billion in 2007, an amount 

that it maintained in 2010. Nigeria received 80% of total 

West African investment, mostly in petroleum sector. 

In Southern Africa, Angola attracted about $10 billion in 

2007 and retained about the same amount in 2010, while in 

Central Africa, FDI was $6 billion in 2007 but increased to 

$8 billion in 2010. For Eastern Africa, which historically has 

been the lowest recipient of FDI on the continent, FDI in 2007 

was about $4 billion, slightly falling to $3.7 billion in 2010. 

Indicative of the increasing focus on intra-regional African 

corporate expansion, outbound FDI flows equalled US$6 

billion (down from a historic high of US$8 billion in 2006) 

in 2007. South African trans-nationals drove this positive 

trend accounting for over 80% of FDI outflows, although 

Egypt, Morocco, Liberia, Angola, Algeria and Nigeria also 

made significant investments in other countries on the 

continent. Most African FDI outflows were in the extractive 

industries but banking, ICT, infrastructure, telecommunications 

and retail were also strong investment sectors 53 . 

Private capital and debt allocated for Africa continued to 

grow throughout the 2000s as well. Private equity and debt 

flows (i.e. portfolio bond flows and bank lending) by 2007 

reached an all time high of US$53 billion. Private equity 

capital raising, which was static at US$2.3 billion in 2006 

and 2007, increased to US$3.2 billion, brining the total 

funds invested through private equity to US$7.6 billion. 

South Africa’s private equity industry rose to roughly 

US$12.5 billion in funds under management at the end 

of 2007, representing 2.8% of GDP. The largest source of 

private equity capital for South African funds was from 

the United States which provided 64% of all private equity 

capital for Africa in 2007. South African private equity 

activity reached 11 th place globally in 2007 rankings, the 

country’s highest placing ever. 54 

53 African Economic Outlook, 2009 AfDB and OECD p. 41 

54 African Economic Outlook, 2009 AfDB and OECD p. 42

In addition to economic reform, peace and stability, and 

high commodity prices, the emergence of China as a major 

market for African goods and commodities also helped bolster 

both manufacturing and natural resource investment. 

International banking activity in sub-Saharan Africa 

nearly tripled between 2004 and 2007 when total foreign 

claims on sub-Saharan economies held by banks reporting 

to the Bank for International Settlements rose to roughly 

US$205 billion at the end of 2007. In addition, bond flows 

increased by US$7.13 billion between 2006 – 2007 as Nigeria 

(US$350 million), Ghana (US$750 million), Gabon 

(US$1 billion) and the Seychelles (US$200 million) issued 

international bonds for the first time. 55 

Portfolio equity flows to Africa’s equity markets also rose 

roughly 100% in 2006, doubling to US$15 billion although 

88% of these flows went to South Africa. Cote d’Ivoire, 

Botswana, Ghana, Kenya and Mauritius were the other 

exchanges to experience portfolio growth. 

In addition to increasing FDI and private capital flows, another 

important source of capital for African countries over 

the past ten years has been formal and informally transferred 

remittances from African “Diasporans” based in North America 

and Europe, and from migrant workers on the continent. 

Africa today has over 30 million people in the Diaspora. 

Of all the world’s regions, however, Africa’s predominant 

migration is the most intra-regional although there is also 

significant international migration to former European 

colonial powers such as France, the United Kingdom of 

Great Britain and Northern Ireland, the Netherlands and 

Italy, among other countries. 

Remittance flows to and within Africa approach US$40 

billion 56 . Countries in Northern Africa (i.e. Morocco, 

Algeria and Egypt) are the major remittance receivers on 

the continent, although Eastern African countries depend 

most heavily on these flows, with Somalia standing out as 

particularly remittance dependent. For the entire region, 

annual average remittances per migrant reach almost 

US$1,200 and on a country-by-country average represent 

5 per cent of GDP and 27 per cent of exports. 

55 Macias, Jose and Massa, Isabela, The Global Financial Crisis and 

sub-Saharan Africa: The Effects of Slowing Private Capital Inflows on 

Growth, African Economic Conference 2009, Addis Ababa, Ethiopia, 

AfDB and ECA, p.2 

56 www.ifad.org/remittances/maps/africa.htm 


Remittances to rural areas are significant and predominantly 

related to intra-regional migration, particularly in Western 

and Southern Africa. The mobility of Africans within these 

regions has been followed by the sending of regular amounts 

of money. Two thirds of West African migrants in Ghana 

remit to rural areas in their countries of origin. 

However, when compared with other regions, money transfers 

to Africa are among the most problematic, mainly due 

to the two major challenges faced by the continent: high 

rates of informality, particularly within the continent, and 

a regulatory environment that favours monopolies. Consequently, 

transfer costs are higher and remittance senders 

obtain less value for their money. Most African countries 

restrict outbound flows of money unless used for trading 

and money transfers to banking depositary institutions. 

As a result, informality emerges as a solution to the need 

to remit. Another effect, however, is the persistence of monopolies 

on transfers by banks and the few money transfer 

operators (MTOs). In all of Western Africa, for example, 

70 per cent of official payments are handled by one MTO, 

which demands exclusivity in money transfers of the banks 

Since banks are the only entities allowed to pay money 

transfers, all official flows end up being handled by a small 

group of financial institutions that rely on less than four 

MTOs. Migrants in South Africa are also faced with significant 

regulatory restrictions on sending money, and 

thus rely on informal networks. Because regulatory environments 

often prevent other non-banking financial 

institutions from making transfers, or restrict outbound 

transfers, financial access is also a casualty. As few institutions 

participate in the transfers, and banks do not cater to 

lower-income individuals, financial access among African 

senders and recipients is relatively low. In some countries, 

for example South Africa, barriers to entry relate to legal 

status, thus disenfranchising migrants. Other countries, 

for example Kenya, are seeking to increase financial access 

by leveraging remittance transfers through the use 

of mobile telephony. 

In 2010, remittances to Africa totalled close to US$40 

billion. Dubbed DDI 57 (or Diaspora Direct Investment), 

these remittances were, in 2007, greater than overseas development 

assistance in Botswana, Cote d’Ivoire, Lesotho, 

57 Thomas, D. and Ardovino, M., Diaspora Direct Investment: The 

Untapped Resource for Development, U.S. Agency for International 

Development, May 19, 2009 

43


Mauritius, Swaziland and Togo. Similarly, remittances 

were greater than FDI in Togo, Swaziland, Mauritius and 

Lesotho 58 . 

The improved macroeconomic environment, increased 

foreign direct investment, along with the significant Diaspora 

direct investment has created a continental economic 

environment within which Africa’s private sector has 

begun to grow. 

Although African states have made significant effort to 

reduce the cost of doing business, streamline bureaucracy 

and taxation schemes, and provide incentives for African 

enterprises to formally engage in the economy, the informal 

and SME private sector components in Africa are very 

large, and growing. 

In fact, most African enterprises fall within the category 

of being micro enterprises, small or very small and are 

individually owned and operated with the help of a few 

workers, who often are relatives. The informal sector represents 

42.3% of gross national income in sub-Saharan 

Africa and informal enterprises employ 78% of all workers 

on the continent. 

Despite the growing size of the informal sector and its 

value within national economies, there has actually been 

a decline in government assistance to the informal sector, 

as more effort has been invested in attracting foreign direct 

investment than in nurturing the formal sector and encouraging 

these enterprises to formalize their operations. 

58 Nagarajan, Subha Impact of Global Financial Crisis on Remittance 

Flows in Africa, AfDB Development Research Brief, Development Research 

Department, Office of the Chief Economist, Number 4, May 2009 

Migrants’ remittances, annual, 2006-2010 

Access to infrastructure, processing and export zones 

most often are reserved for foreign investors rather than 

for African informal enterprises. Yet, were African nations 

to succeed in enabling the informal sector it would help 

them enforce regulations to protect consumers, employees, 

the environment, and would significantly broaden the 

domestic tax base. 

According to a World Bank survey that assessed African 

enterprises during the period from 2002-2006, small and 

medium sized formal enterprises make up 81 percent of the 

African private sector (51 percent are small and 31 percent 

are medium) and 80 percent of African SMEs are located 

in capital cities or large cities with over 100,000 people. 

Roughly one fifth of these enterprises are majority owned 

by women. In middle income countries female ownership 

of SMEs is higher (23 percent) than in low-income African 

countries (19 percent). The major areas of operation 

of African SMEs are: agro industry, wood and furniture, 

metals and machinery, food, garments and textiles and 

plastic materials 59 . 

While increasingly since the late 1980s, Africa nations 

have supported the thesis that the private sector is a critical 

component to the achievement of growth and development, 

far less effort has been invested in growing domestic 

investment versus foreign direct investment. 

Africa’s domestic investment rates have remained low, in 

part because the continent’s domestic savings rate is also 

59 Sackey, H., Private Investment and Structural Transformation and 

Growth in Africa: Where do Small and Medium Sized Firms Stand?, 

Africa’s Development Challenges and Opportunities in the Global 

Arena, proceedings of the AEC held in Addis-Ababa, Ethiopia, November 

2007, pp. 380-385 

2006 2007 2008 2009 2010 

Developing economies: Africa 26495.77 36878.45 41385.17 38342.36 39746.75 

Eastern Africa 2113.47 2912.23 3456.33 3335.19 3585.78 

Middle Africa 163.77 204.18 198.86 182.13 183.02 

Northern Africa 15096.04 20007.19 22884.79 20653.83 21312.29 

Southern Africa 1327.94 1506.32 1479.18 1511.28 1790.32 

Western Africa 7794.55 12248.53 13366.01 12659.94 12875.34 

LDCs: Africa and Haiti 5360.28 7112.56 9249.20 8811.36 9169.72 

Africa excluding South Africa 25761.65 36044.90 40562.38 37440.10 38738.38 

Sub-Saharan Africa 12578.86 18640.42 21600.83 20747.36 21612.37

very low. From 2000 to 2004 the domestic savings rate as a 

percentage of GDP was 17% in Sub-Saharan Africa and 26% 

for North Africa. This compared to 21% for Latin America 

and the Caribbean and 35% for East Asia and the Pacific. 

Domestic investment between 1998 – 2001 was a paltry 

19.7% and rose only slightly to 20.1% between 2002-2005. 

By 2007 domestic investment had only risen to 22.1% by 

2007. Excluding North Africa, the figures declined to 

Selected Indicators of SMEs and Large Firms in Africa: 2002-2006 


18.4%, 19.0% and 19.9% of GDP during the three time 

frames mentioned. In comparison, domestic investment 

in East Asia as a percentage of GDP was 31% in 2007. 60 

Africa’s leaders have slowly begun to acknowledge that 

they must do more than just establish an enabling environment, 

that they must actively provide direct assistance 

in key areas such as: 

60 African Governance Report II, 2009, pp. 102 

Firm Level Indicators Small-Sized Firms Medium-Sized Firms Large-Sized Firms All-Firms 

Low 

Income 


Middle 

Income 


Low 

Income 


Middle 

Income 


Low 

Income 


Middle 

Income 


Low 

Income 


Firm Characteristics 13.4 13.4 17.9 17.8 22.5 24.7 16.1 16.9 

Firm’s age (years) 81.7 79.9 85.3 86.2 82.2 81.3 83.1 82.1 

Located in capital or large city (%) 8.9 19.8 6.7 13.7 7.1 18.7 8.2 18.4 

Located in medium size city (%) 9.4 0.3 8.0 0.1 10.7 0.0 8.3 0.1 

Local market share (%) 26.8 25.4 34.0 30.1 45.7 37.7 29.3 27.0 

National market share (%) 14.6 15..7 24.9 20.9 38.8 33.1 21.8 18.5 

Capacity Utilisation & Investment 

Capacity utilisation (%) 61.3 64.7 64.4 66.7 69.2 72.0 60.7 51.5 

Spending on machinery & buildings 

(% of sales) 9.1 11.3 13.8 6.6 13.5 8.3 10.7 8.8 

Employment Issues 

Middle 

Income 


Employment growth over the last 3 

years (%) 13.7 19.3 18.8 21.8 15.9 16.7 16.3 19.7 

Skilled production workers (% 

workforce) 36.7 40.9 35.4 37.2 32.1 38.2 34.4 29.5 

Unskilled production workers (% 


Non-production workers (% 


Female share of skilled production 

workers (%) 11.6 16.9 18.5 15.3 19.4 27.0 15.7 22.7 

Female share of unskilled production 

workers (%) 17.3 24.2 16.1 20.5 25.0 27.3 20.2 26.9 

Female share of non-production 

workers (%) 30.9 40.6 19.5 26.8 28.5 37.2 28.3 28.7 

Human Capital Development 

Formal training incidence (%) 20.0 22.6 37.6 33.2 59.6 59.9 31.6 27.0 

Permanent skilled workers receiving 

training (%) 13.9 25.2 15.8 22.3 20.0 32.1 14.1 17.7 

Note: Middle Income Countries: Algeria, Botswana, Egypt, Kenya, Mauritius, Morocco, South Africa; Low Income Countries: Angola, Benin, Burkina 

Faso, Burundi, Cameroon, Cape Verde, Dem. Rep. of Congo, Ethiopia, Eritrea, Guinea-Bissau, Lesotho, Madagascar, Malawi, Mali, Mauritania, 

Namibia, Niger, Senegal, Swaziland, Tanzania, Uganda, Zambia 

Source: World Bank Enterprises Survey sata, 2002-2006, Sackey H., Private Investment and Structural Transformation and Growth in Africa 2009 

45


ӹ Protecting property rights and enforcing business 

contracts, 

ӹ Ensuring competition, 

ӹ Treating the private sector as an effective and legitimate 

partner in promoting sustainable growth, development 

and poverty eradication, 

ӹ Simplifying the tax systems and providing incentives 

for investors, 

ӹ Creating specific institutions to facilitate development 

of the private sector, 

ӹ Improving access to infrastructure and finance, 

ӹ Providing training and support for entrepreneurship 

ӹ Reducing the burden and cost of doing business. 

However, there has been a significant gap between policy 

formulation and implementation and even when policies 

and strategies have been sound, a lack of capacity has 

thwarted efforts to effectively and efficiently deliver on 

private sector development programmes and initiatives. 

The African Governance Report II 2009 notes that across 

eleven areas of focus related to African government performance 

in supporting the private sector, the initiatives 

and more, accurately, the depth, capacity and sustainability 

2009 AFRICAN BUSINESS TOP 500 – ENERGY COMPANIES 

of the implementation efforts were typically weak and the 

results inconsistent. 

Against this back drop of a vast and growing African 

informal business sector, a large urban concentrated SME 

sector, and a well meaning but ineffective effort on the part 

of government to invest and provide technical assistance 

and real opportunity for the private sector, there is also 

the growing phenomenon of the African trans-national. 

This phenomenon has been fuelled largely by the African 

expansion appetite of South African companies since 

democratic elections were held in 1994. 

Africa focused publications such as the Africa Report and 

African Business have been chronicling the rise of Africa’s 

business titans in annual lists of top companies across the 

continent. While the top companies in either magazine’s 

list disproportionately feature South African companies 

among the top 100 companies, it is significant to note that 

north Africa and South Africa have a number of financial, 

construction, engineering, media, telecommunications, 

food, beverage and agribusiness corporations that operate 

trans-nationally in Africa and often beyond. 61 

61 See Appendix B – Africa Report Top 500 Companies and African 

Business Top 200 Companies 

RANK IN 500 COMPANY COUNTRY TURNOVER US ($bn) 

1 SONATRACH ALGERIA $67.63 

2 SONANGOL ANGOLA $17.00 

27 SAMIR MOROCO $4.11 

36 NAFTAL ALGERIA $3.24 

54 SOC.IVOIR.DE REGGINAGE COTE D’IVOIRE $2.33 

55 SOC.TUN.DES IND.DE.RAFF TUNISIA $2.25 

58 SOC.NAT.LE DE RAFF. DU PETR ALGERIA $2.09 

72 SOCIETE NAT.H’CARBS CAMEROON $1.57 

76 OANDO NIGERIA $1.50 

79 TOTAL GABON CABON $1.46

2009 AFRICAN BUSINESS TOP 500 – TELECOMS COMPANIES 



5 MTN GROUP SOUTH AFRICA $10.83 

7 SONANGOLTELKOM SOUTH AFRICA $8.33 

9 VODACOM GROUP SOUTH AFRICA $7.13 

15 VODACOM SOUTH AFRICA SOUTH AFRICA $6.39 

20 ORASCIN TELCOM EGYPT $4.91 

25 MTN SOUTH AFRICA SOUTH AFRICA $4.18 

31 MAROC TELECOM MOROCO $3.60 

41 MTN NIGERIA NIGERIA $3.00 

64 TELECOM EGYPT EGYPT $1.82 

65 ORASCOM TEL.ALGERIE ALGERIA $1.76 

2009 AFRICAN BUSINESS TOP 500 – POWER & WATER COMPANIES 


13 ESKOM SOUTH AFRICA $6.58 

56 OFFICE NAT.DE LE’ELECTRICITE MOROCCO $2.23 

57 SOC.NAT.DE L’ELEC. ET GAZ ALGERIA $2.09 

98 SOC.TUN.DE L’ELEC. ET GAZ TUNISIA $1.19 

172 LYONNAISE DES EAUX DE CASABLANCA MOROCCO $0.66 

185 RAND WATER SOUTH AFRICA $0.61 

206 COMP.IVOIRIENNE D’ELECTRICITE COTE D IVOIRE $0.52 

235 SOC. NATIONALE D’ELECTRICITE SENEGAL $0.42 

239 OFF.NAT.DE L’EAU POTABLE MOROCCO $0.41 

246 KENYA POWER AND LIGHTING KENYA $0.39 

2009 AFRICAN BUSINESS TOP 500 – TRANSPORT & TOURISM COMPANIES 


22 TRASNET SOUTH AFRICA $4.45 

26 SUEZ CANAL AUTHORITY EGYPT $4.16 

33 SOUTH AFRICAN AIRWAYS SOUTH AFRICA $3.33 

50 GRINDROD SOUTH AFRICA $2.53 

62 UNITRANS SOUTH AFRICA $1.93 

75 ROYAL AIR MAROC MOROCCO $1.52 

91 EGYPTIAN AIRLINES EGYPT $1.27 

112 SUN INTERNATIONAL SOUTH AFRICA $1.03 

120 KENYA AIRWAYS KENYA $0.96 

132 NATIONAL PORTS AUTHORITY SOUTH AFRICA $0.88 

47


2009 AFRICAN BUSINESS TOP 500 – AGRO INDUSTRY COMPANIES 


17 SAPPI SOUTH AFRICA $5.30 

29 SAB MILLER SOUTH AFRICA SOUTH AFRICA $3.96 

53 TIGER BRANDS SOUTH AFRICA $2.40 

66 PIONEER FOODS GROUP SOUTH AFRICA $1.73 

71 ALTADIS MAROC MOROCCO $1.58 

74 CEVITAL ALGERIA $1.55 

100 DISTELL GROUP SOUTH AFRICA $1.18 

102 AFGRI SOUTH AFRICA $1.15 

116 ILLOVO SUGAR SOUTH AFRICA $1.01 

119 NIGERIAN BREWERIES NIGERIA $0.96 

What is missing in Africa, even in South Africa, whose 

economy comprises 40% of the African economy, is a 

robust and dynamic tier of medium sized enterprises. The 

10% of the private sector represented by Africa’s transnationals 

easily account for nearly 50% of gross domestic 

production. Supporting private sector enterprise growth 

and development is where the opportunity – and greatest 

challenges lie. 

An additional component of the African private sector that 

has historically been being under resourced and lacking 

adequate capacity is the sector comprised of organized 

business bodies on the continent. However, in the past 

fifteen years, significant effort has been undertaken to 

strengthen African chambers of commerce, and also African 

trade, sector and professional associations. 

The efforts begun in the late 1980s to promote private sector 

involvement in economic development, also suggested that 

in addition to adhoc and informal consultations between 

private sector and government, there should be formal 

mechanisms for engagement that offered membership in 

economic and social councils. 

While some countries embraced this concept and established 

designated forums to help foster public-private 

dialogue and partnership, (including Ghana, Botswana, 

Senegal, Malawi and Tanzania) most African countries 

have not instituted such structures nor consistently worked 

to include their private sectors in their economic decision 

making programmes. 

Yet, organized business across Africa is continuing to grow, 

and beyond just national structures, increasingly, regional 

structures (often aligned with the regional economic communities) 

are forming to ensure that African private sector 

voices are heard as policies are developed and their related 

interests are taken into consideration during deliberation 

about economic policy and programmes. 

Furthermore, a few business structure are also aligning 

national apex organs to be able to develop a coherent pan- 

African voice to engage with organs such as the African 

Union and NEPAD and to interface with bilateral business 

groups such as the U.S.’ Corporate Council on Africa and 

France’s CIAN. 

In November 2008, the UN Economic Commission for 

Africa helped facilitate the All African Chambers of Commerce 

Conference, a continental gathering of national apex 

chambers of commerce from the Democratic Republic of 

Congo, Ethiopia, Ghana, Libya, Nigeria, South Africa and 

Tanzania (and representatives of chambers from Burkina 

Faso, Burundi, Kenya, Lesotho, Madagascar, Mozambique, 

Sierra Leone, Sudan, Swaziland, Uganda and Zimbabwe) 

under the theme “Private Sector: A Venue for African 

Renaissance”. 

The aim of the conference was to see how best to resuscitate 

the Federation of African Chambers of Commerce and 

Industry, Agriculture and Professions organ that had been 

established in Egypt in 2005, but which was effectively 

moribund having never convened a formal annual general 

meeting nor engaged in any operating programmes. The 

aim of this meeting was to develop an organ that would 

serve as “one platform, one voice, and one vision of the 

African national chambers”. The African Union along with 

the UNECA participated in the conference as observers.

Out of this forum an Interim Steering Committee was 

established with South Africa elected as Chair, Nigeria 

Deputy Chair and Ethiopia serving as Secretary. Indeed, 

the Ethiopian Chamber of Commerce and Sectoral Associations 

was nominated to serve as the organ’s Secretariat. 

The Ethiopian government has agreed to provide the body, 

renamed the Pan African Chambers of Commerce (PA- 

CoC), with office space and the AU and UNECA have 

pledged to continue offering support as observers of the 

process. 

One of the oldest pan-regional business bodies on the 

continent, and arguably the body that has been most active 

in the NEPAD process to date is the African Business 

Roundtable. Headquartered in Nigeria, the organ is 

comprised of leading African business men and women 

and was established in the late 1980s and early 1990s by 

the former president of the African Development Bank, 

Mr. Babacar Ndiaye. The aim of the ABR in its early days 

was to serve as an advocacy body for the African private 

sector and as a body of African business ambassadors with 

whom international business bodies could engage as they 

pursued joint venture and FDI and private sector support 

programmes in Africa. 

As the convening founder and Secretariat of the NEPAD 

Business Group, the ABR remains active in promoting 

issues related to private sector involvement in Africa’s 

economic development processes and enjoys an influential 

relationship with pan-African organs such as the African 

Development Bank and the African Union, in addition 

to NEPAD. 

Beyond the pan-African business organs, the Regional 

Economic Communities have been instrumental over the 

past five years in bringing together the private sector in 

their respective regions to engage on matters of regional 

integration and strategy. These regionally focused private 

sector bodies have also increasingly sought to facilitate 

intra-regional trade, advocate for regulatory harmonisation, 

and increase the voice of industry in government 

decision making processes at both the national and subregional 

levels. Examples of some of these organizations 

include: the East Africa Business Council, the COMESA 

Business Council, the SADC Business Council and SADC 

Business Forum, The IGAD Business Forum, The West Africa 

Business Association, the ECOWAS Business Forum, 

and the West Africa Chamber of Commerce and Industry. 


However, the challenge with many of these regional organs 

is that they often are resource constrained and where not 

resource constrained represent a comparatively small 

constituency of trans-regionally active companies. Yet, as 

they provide a unique perspective about where business 

impeding red tape, government corruption and bureaucracies 

lie, they can offer valuable analysis to regional 

economic communities about the member states and as 

such, are valuable allies to those working on matters of 

regional integration. 

The 2006 analysis on regional integration in Africa conducted 

by the African Union and the Economic Commission 

for Africa and entitled “Assessing Regional Integration 

in Africa II: Rationalizing Regional Economic 

Communities” 62 found that respondents to the study noted 

the following: 

“. . . [T]oday the role of the private sector in regional integration 

is growing. . .. One area where the private sector 

can have a positive impact is political decision-making at 

the national and regional levels. A well organized private 

sector can participate in policy formation, provide advice 

to governments, and lobby for continued implementation 

of positive reforms. In this respect, it is important for the 

private sector to be active in conceptualizing, designing, 

formulating and adopting integration programmes. By 

providing human and financial resources for regional 

projects, the private sector also creates jobs, increases 

market size, and includes positive externalities, including 

technological spill-overs. With the right conditions and 

support, the private sector can generate the wealth needed 

to stimulate growth and finance regional projects . . . ” 

The study further noted that the principal mechanisms 

that were used for involving the private sector in regional 

integration processes were: 

ӹ Periodic meetings with the private sector – 84% of 

respondents 

ӹ Trade fairs – 68% of respondents 

ӹ Specific regulation and policy forums – 56% of 

respondents 

ӹ Training and seminar programmes – 56% of respondents 

ӹ National debates and policy forums – 48% of respondents 

ӹ Exchange programmes – 20% of respondents 

62 ARIA II: Rationalizing Economic Communities, UNECA and AfDB, 

2006, pp.86-88 

49


However, the study also noted that the institutional mechanisms 

for cooperation between the public and private 

sectors at the national level need to be deepened and bottlenecks 

that hinder development of trans-national corporations 

need to be addressed. Toward this end, it was 

suggested that regional economic community treaties 

and protocols should be reviewed (and amended where 

necessary) to ensure that the private sector is explicitly 

mentioned. 

In addition to increasing efforts to organize Africa’s private 

sector through national apex bodies, regional organs, 

and at the continental level, another, equally important, 

• The Maritime Organization of West and Central Africa 

• The Ports Management Association of West and Central Africa 

• The Association of African Shipping Lines 

• The Union of African Shippers Councils 

• The Southern African Rail Association 

• The African Union of Railways 

• The Group of African Member Associations of the International 

Federation of Consulting Engineers 

• The African Federation of Construction Contractors 

• The African Wind Energy Association 

• The African Airlines association 

• The African Telecommunications Union 

With the launch of the NEPAD Business Group in 2003, 

a number of African countries also established NEPAD 

oriented business bodies. The initial NEPAD Business 

Group was in fact an apex body, chaired by the African 

Business Roundtable and comprised of Africa interested 

business associations from Europe, North America and 

Africa. In the initial brochure of the organ, the members 

were presented as follows: 

ӹ African Business Roundtable (ABR) – The ABR was set 

up in 1990 by the Africa Development Bank (ADB). It is 

committed to strengthening the African private sector. 

The ABR is dedicated to fostering sustainable economic 

growth and social development in Africa through helping 

to create a conducive business environment for 

responsible private sector investment and promoting 

intra-African trade and investment. It is the foremost 

pan-African business organisation and has five regional 

Chapters and an International Chapter. 

ӹ International Chamber of Commerce (ICC) – The ICC 

is the world’s business organisation and the only representative 

body that speaks with authority on behalf of 

enterprises from all sectors in every part of the world. 

ӹ Commonwealth Business Council – The CBC works 

to promote trade and investment throughout the 

phenomena is underway among African professionals who 

have begun to organize themselves regionally and in a 

few instances, continentally, around their professions and 

sectors. These forums are beginning to aggregate African 

technical expertise and to serve as important knowledge 

gathering and disseminating vehicles and unique skills 

development resources. Furthermore, they are also helping 

to establish expanded trans-national capacity for African 

private sector participation in larger initiatives through 

their efforts to help members syndicate opportunities and 

form project focused joint ventures. 

Such organizations include the following: 

• The African Federation of Information and Communications 

Technology Associations 

• The African ISP Association 

• The Eastern and Southern African Federation of Accountants 

• The African Federation of Clinical Chemistry 

• The African Federation of Hospital Associations 

• The African Federation of Women Entrepreneurs 

• The Southern African Confederation of Agricultural Unions 

• The African Venture Capital Association 

• The African Capital Markets Association 

• The COMESA Bankers Association 

• The SADC Bankers Association 

• The West African Bankers Association 

Commonwealth. It was set up in 1997 with the support 

of Commonwealth Heads of Government. The 

CBC has 150 corporate members, and over 2000 small 

and medium company associates. 

ӹ The Forum Francophonie des Affairs (FFDA) – The FFDA 

is an international organisations promoting business 

and investment opportunities in francohphone markets 

across 50 countries and 5 continents. 

ӹ The Business Humanitarian Forum (BHF) – The BHF’s 

purpose is to encourage dialogue and mutual support 

between the business and humanitarian communities, 

based on their common interests in the stability, prosperity 

and democratic evolution of developing societies 

and countries in transition. The Business Humanitarian 

Forum was founded based on former UN Secretary-General 

Kofi Annan’s vision of bringing business 

partners together with humanitarian organisations to 

rebuild infrastructures and jointly resolve humanitarian 

problems. The BHF is headquartered in Geneva and its 

contact group includes all Geneva-based international 

organisations and multinational businesses. 

ӹ Conseil Francais des Investisseurs en Afrique (CIAN) – 

The CIAN is the French Council of Investors in Africa, 

a private sector organisation, grouping together more

than 100 companies and representing about 80% of all 

French firms invested or operating in Africa. 

ӹ Corporate Council on Africa (CCA) – The CCA is the 

leading US private sector organisation representing 

US business interests in Africa formed in 1992 with 

approximately 180 US corporate members. CCA is 

involved in promoting investment and trade opportunities 

in Africa and liaising with the U administration 

on policy matters on Africa. 

ӹ The British Africa Business Association (BABA) 

– The BABA was founded in 1995, and is a federal 

grouping of three major business associations 

in UK whose main focus is to facilitate investment 

and trade with sub-Saharan Africa via: 

The Eastern Africa Association (EAA), The Southern Africa 

Business Association (SABA) and The West Africa 

Business Association (WABA). The objective of BABA 

is to facilitate co-operation between the three member 

organisations and act on their behalf on matters of 

common interest as appropriate in London, Brussels, 

Washington and in Africa. 

ӹ The International Business Leaders Forum (IBLF) – The 

Forum works strategically with business, civil society 

and the public sector in transition and emerging 

economies in order to achieve socially, economically 

and environmentally sustainable development. 

ӹ The Business Council Europe Africa Mediterranean 

(BCEAM) –Through its members organizations, 

BCEAM represents some 1,500 European Union companies 

with interests in the African continent, from the 

Mahgreb to South Africa, and represents over 3,000,000 

employees. The activities of BCEAMs member companies 

cover the complete range of commerce and industry, 

including, agriculture, mining, transport, banking 

and the service sectors. At present BCEAM groups all 

existing EU employers’ Associations of the private sector 

that specialise in developing economic relationships 

with African countries. 

ӹ The Pan-African Employers Confederation (PEC) – PEC 

is the grouping of all employers associations across 

Africa with representation in 39 countries on the continent. 

As the regional representative of the international 

organisation of employers network, it works closely 

with over 135 national employers’ organisations from 

131 countries. 

ӹ The Canadian Council on Africa (CCoA) – The Canadian 

Council was founded in May 2002. The Canadian 

Council represents the Canadian private sector and 


engages with the Canadian government on Africa trade, 

investment and development issues. 

While the NEPAD Business Group, as a collective, has 

not to date initiated many programmes, the individual 

members in their own capacities have continued to focus 

on facilitating trade and investment with Africa on behalf 

of their constituents and have indeed promoted NEPAD 

(particularly the STAP projects) as a vehicle through which 

their members can engage with African business and government 

partners for mutually beneficial gain. 

Also, in addition to the various chambers of commerce 

and sector and professional associations and organizations 

mentioned above, including the original NEPAD Group, 

in a handful of African countries there are also NEPAD 

specific business entities: 

ӹ NEPAD Business Foundation – South Africa 

ӹ NEPAD Business Group – Nigeria 

ӹ NEPAD Business Group – Cote d’Ivoire 

ӹ NEPAD Business Group – Benin 

In terms of assessing the progress that has been made in 

incorporating the African private sector into the activity 

of NEPAD, nearly since the inception of the initiative 

there have been annual dialogues held in various regions 

across Africa and outside of Africa about how the African 

private sector can engage in the NEPAD implementation 

programme 63 . 

Continuously the findings have been that the African 

private sector, individually as enterprises, and collectively 

through organized business bodies (chambers and sector/ 

professional organs) is not that well informed about 

NEPAD, generally, nor about NEPAD projects, initiatives 

and related business and engagement opportunities, more 

specifically. 

National NEPAD “focal points” in most countries have 

often been sorely under-resourced and there have been 

few institutionalized mechanisms for engagement and 

communication facilitation between AU member states 

and their private sectors. 

The regional nature of NEPAD projects and the predominantly 

domestic focus of the majority of African private 

63 See page 6 

51


sector enterprises, also has meant that the organized business 

bodies that represent the majority of Africa’s formal 

and informal business sector on the continent, do not 

focus much on promoting NEPAD nor do they have any 

particular policies to engage with the NEPAD processes. 

Where there are regionally organized business institutions, 

some attention has been focused on NEPAD, but, again 

without specific mechanisms to engage in the NEPAD 

processes, interaction regarding project implementation 

has been limited, if existent at all. 

In some cases, there have been projects included in the 

NEPAD Short Term Action Plan that had been under 

development prior to NEPAD and some of these involved 

private interests, but it such instances it would be a bit 

disingenuous to state that the private sector got involved 

in these initiatives “because” of the NEPAD process. 

In addition, nearly all of the discussions to date about 

the African private sector’s “role” vis-à-vis NEPAD have 

focused on what contribution the private sector can make 

to NEPAD as an investor in infrastructure – rather than 

what growth and development opportunities can be created 

through NEPAD to support and create business 

opportunities for the African private sector. Yet, while 

the African private sector, to some degree, via PPPs and 

where domestic capital can be leveraged, can participate 

financially in African infrastructure projects and other 

enterprise development related components of NEPAD, 

more opportunities actually exist for the private sector 

to serve service or implementing partners in the NEPAD 

process versus as a direct investor. 

In the AU/NEPAD 2010-2015 African Action Plan, four 

stages of intervention have been identified vis-à-vis the 

design, development, and implementation of NEPAD 

projects 64 : 

ӹ Stage 1: programme/ project identification; 

ӹ Stage 2: feasibility/ needs assessment; 

ӹ Stage 3: programme/ project structuring and promotion; 

and 

ӹ Stage 4: implementation and operations) 

64 AU/NEPAD African Action Plan 2010-2015: Advancing Regional 

and Continental Integration in Africa – Strategic Overview Oct. 16, 

2009, p. 6-7 

All four stages offer various consulting, advisory, finance, 

skills development/ transfer, and/or procurement opportunities. 

Yet, in the various focus group and conferences 

held to date to review NEPAD implementation practice 

over the past tenyears, very few opportunities have been 

strategically reserved for the African private sector nor 

has the African private sector had adequate information 

to consistently pursue these opportunities as they arise. 

Furthermore, in many instances the presumption appears 

to have been that the African private sector did not possess 

the wherewithal to successfully undertake the regional 

projects and programmes designed within the NEPAD 

framework. 

Also, the fact that much of the funding for NEPAD to date 

has come from foreign donors has meant that much of the 

implementation of NEPAD projects has gone to contractors 

with a strong nexus to the bilateral donor country or to 

contractors already registered with multilateral institutions 

such as the World Bank, the U.N. agencies, and the 

European Union, the majority of which are not African 

owned private enterprises. Even with African institutions 

such as the African Development Bank, given the strong 

non-regional member country presence and contribution 

to the AfDB, many if not the majority of the contractors in 

the Bank’s database of approved consultants and contractors 

are non-African. 

Beyond serving as an advisor, consultant, contractor, financier, 

or other supplier on a project, it was also pointed 

out in the various fora held on the subject of the private 

sector’s role within NEPAD that the private sector can also 

play an important role in the policy advocacy realm and 

help government address policy issues that can facilitate 

the growth and expansion of important sectors – such as 

the tourism, agriculture, infrastructure, finance and export 

sectors. Similarly, within the APRM process, the private 

sector can provide important insight during deliberations 

about economic and public sector governance matters. 

Through special purpose / ventures that combine their 

capacity, or as local joint venture partners of international 

firms, the African private sector can yet play an important 

role in implementing NEPAD projects. In a study undertaken 

on behalf of the UN Office of the Special Advisor 

for Africa reviewing private enterprise engagement with 

the NEPAD process in East Africa, it was found that 10% 

of the engineering community that was international were

Identification of programme/ 

project proponents 

and partners 

Best Practices 

Identified 

Promotion of 

programmes, 

projects and best 

practices 

Tenders for Construction/ 

Operations 

Pilot projects, 

Technical 

studies 

Governance and 

management 

structure and 

capacity in place 

Consensus of programme/ 

project objectives 

and outputs 

Stages of Programme and Project Development 

Stage 1: Programme/Project Identification 

Economic and 

Financial Feasibility 

Studies 

Description of programme 

components 

sub-programmes, 

services, pilot projects, 

investment projects 

Stage 2: Feasibility/ Needs Assessment 

Social and 

Environmental 

Impact Studies 


Order of magnitude cost 

of overall programme 

and components (prefeasibility 

estimates, if 

done, +/-50%) 

Policy and LegislativeImplications 

Identified 

Stage 3: Programme/ Project Structuring and Promotion 

Governmental 

policy/ legislative 

decisions 

taken 

Contracts signed or 

public sector mandate 

awarded 

being given 90% of the contracts to undertake regional 

engineering projects, while the larger local African engineering 

community was relatively ignored. 65 This was a 

phenomena that the local African engineering community 

sought to change by aggregating their skills and lobbying 

for opportunities to more fully in these business development 

opportunities. 

In reviewing a few of the more prominent experiences 

that the African private sector have had in engaging in 

the NEPAD implementation process, the following is an 

illustrative list of activities that private sector entities have 

engaged in since 2002: 

ӹ The NEPAD e-Africa Commission’s “e-schools” Initiative 

– the aim of this project was to provide African 

primary and secondary schools with ICT infrastructure 

and skills and knowledge to students and to provide 

teachers and school managers with ICT skills. A pilot 

project was undertaken in 2005 involving 96 schools 

in 16 countries with the aim of rolling out the project 

65 The Private Sector’s Institutional Response to NEPAD: A Review of 

Current Experiences and Practices, UN Office of the Special Advisor 

on Africa, 2007, p.101 

Cost estimates 

based on 

detailed design 

(+/- 10-15%) 

Financial viability 

demonstrated 

Stage 4: Implementation and Operations 

Construction occurs or 

service programme is 

launched and becomes 

fully operational 

Capacity development 

needs 

identified 

Financing, PPP, 

operational 

agreements in 

place 

Identification of 

general time frame for 

implementation 

Cost estimates 

in preliminary 

design, +/- 25- 

30% range 

Costs of public 

services formally 

budgeted for 

Results become apparent Monitoring & Evaluation 

continentally over ten years to roughly 600,000 primary 

and secondary schools. Multinationals Hewlett Packard, 

Microsoft, Oracle, Cisco and AMD were the lead 

corporations involved in the initiative although there 

were some African corporations (Eskom, Multichoice 

Africa, Sentech, ) that formed part of the implementation 

consortia 66 ; 

ӹ The Information Society Partnership for Africa’s Development 

(ISPAD) – ISPAD was established by the NEPAD 

e-Africa Commission to support the achievement of 

the objectives of the NEPAD ICT Programme. ISPAD 

consists of member states representatives, corporate partners 

and civil society. Partners support the work of the 

e-Commission with intellectual, financial, organizational, 

material contributions. Each partner makes an annual 

contribution towards the work of the Commission. Corporate 

partners willing to make more significant financial 

contributions were designated as Foundation Partners. 

The initial development partners of ISPAD included: 

the South African Council for Scientific and Industrial 

Research (CSIR), the Swiss Development Agency, Commonwealth 

of Learning, Vancouver, Canada, Medical 

66 NEPAD e-Commission, NEPAD e-Schools Initiative Brochure, p. 7 

53


Research Council and the International Telecommunications 

Union. Initiating corporate partners included: SAP, 

AMD, Oracle Corporation, INTELSAT, IMMARSAT, 

Microsoft, ZTE Corporation Africa, Viasat USA, CISCO, 

and Hewlett Packard. South African corporates Sentech, 

MTN, Grintech Telecom, and Multichoice were also 

partners. 

ӹ The East African Submarine System (EASSy) – Promoted 

at the November 2002 East Africa Business Summit, 

EASSy is a regional initiative that predated NEPAD but 

was included within the STAP projects for East Africa 

to accelerate implementation. A feasibility study for the 

five country, US$200 million, submarine cable project 

was completed in 2005. The African Development Bank 

made a commitment to be the lead investor along with 

four other development institutions (French Development 

Agency, The European Investment Bank, The German 

Development Bank, and the International Finance 

Corporation) and eleven African telecommunications 

companies (Botswana Telecommunications Corporation, 

U-Com Burundi, Onatel Burundi, Dijibouti 

Telecom, Telkom Kenya, TDM-Mozambique, Dalkom 

Somalia, Zanzibar Telecom Limited, Uganda Telecom 

Limited, Lesotho Telecommunications Authority, Dilat 

Satcom Nigeria Limited). Subsequent direct investors 

in the project include: Telecom Malagasy-Madagascar, 

Mauritius Telecom, Telkom South Africa/ Vodacom 

Consortium, MTN International, Sudan Telecom Limited, 

Tanzania Telecommunications Company, Comoros 

Telecom, Neotel – South Africa, Zambia telecommunications 

Company, Communications Global Networks 

Services – British Telecommunications, Saudi Telecom 

Company, Bharti Airtel India, Etisalet (UAE)/ Cartel 

Sudan Consortium, and France Telecom. 

ӹ The NEPAD Infrastructure Investment Facility (NIIF) 67 

– NIIF was established in 2006 by a team led by the 

African Business Roundtable/ NEPAD Business Group 

to increase the participation of the African private 

sector in the design, construction and maintenance 

of Africa’s infrastructure. Key target beneficiaries of 

the NIIF programme include African developers, contractors, 

consultants, SMEs and financiers. The World 

Bank is the lead funder of NIIF and the NIIF Advisory 

Management Team brings together a dynamic cadre 

of African institutions and international partners, including: 

African Investment Advisory, Africon, Loita 

67 Power point presentation, Linsey Dyer, Africon, NEPAD-OECD 

Investment Roundtable, Kampala, Uganda, December 12, 2008 

Capital Group, DLA Piper Rudnick and PM Global 

Infrastructure. NIIF has also established the NIIF Banking 

and Finance Working Group, which includes senior 

directors from: Nedbank Capital, Standard Bank, Rand 

Merchant Bank, ABSA Capital, the World Bank, Actis 

and The Pan Africa Infrastructure Development Fund. 

The activities of NIIF are to: 

• Help build capacity in African private sector firms 

so that they can more 

• successfully bid for infrastructure projects; 

• Assist African firms in gaining access to the professional 

services and resources (legal, technical, financial) 

needed for them to compete on equal footing 

with global competitors involved in infrastructure 

development; 

• Work with the African public sector to help facilitate 

engagement with the private sector and replicate 

international “best practice” and maintain good 

governance through transparent procurement; 

• Promote and publicise African infrastructure success 

and advances; 

• Manage a database of professionals engaged in developing 

African infrastructure (www.africaninfrastructure.com) 

and to help facilitate contacts and 

communication among them. 

ӹ NEPAD Business Foundation (NBF) 68 – The NEPAD 

Business Foundation was established in 2002 with the 

aim of mobilizing support for NEPAD from within the 

South African private sector. Led by Dr. Reuel Khoza, 

former CEO of Eskom, and comprised of leading SA 

CEOs, the NBF was constituted as a not-for-profit 

Section 21 company in 2004 by MTN, Old Mutual, 

Transnet, Eskom and Anglo American. The NBF is 

structured around fourteen sectors (agribusiness, audit 

& accounting, energy, finance, fast moving consumable 

goods, healthcare, ICT, infrastructure, legal, mining 

and resources, stock exchanges, transport, water and 

sanitation, SMME development, asset management 

and investment, and media and communications) with 

each sector headed by a member CEO. Each sector 

committee is tasked with identifying key challenges 

within their sector and with mobilizing/ sourcing the 

skills and resources to address the challenges. Serving 

as a platform for dialogue with government and with 

others in the private sector, the aim of the NBF is to: 

68 The Role of the Private Sector and Civil Society: Review of NEPAD 

After 8 Years, UNECA, pp. 14-16

• Promote partnerships on NEPAD development projects 

in Africa, 

• Influence public sector policies, 

• Stimulate trade synergies, 

• Encourage an environment conducive to business, 

• Contribute to the development of the NEPAD APRM 

Programme of Action 

• Represent the interests and views of the private sector, 

and 

• Develop best practice standards of corporate 

governance 

In 2008, the NBF established a Project Management Office 

with the aim of disseminating information and knowledge 

about NEPAD projects and to facilitate and coordinate 

projects, partners and programmes across sectors. NBF 

is also working with other organized business entities 

within the SADC region and with the SADC Secretariat 

to establish a NEPAD SADC Business Hub that will: 

ӹ Ensure the private sector’s role in the development of 

economic growth on the continent, 

ӹ Address the current challenges that exist in conducting 

business within the SADC region, 

ӹ Promote trade and investment flows, 

ӹ Reinforce the role of the private sector as a contributor 

in the development of regional trade and economic 

policies, and 

ӹ Strengthen integration within SADC. 

Notwithstanding these encouraging examples of private 

sector intervention and engagement with the NEPAD 

programme, the body of research to date on the subject 

suggests that much more can and will need to be done to 

establish a meaningful partnership between NEPAD and 

Africa’s private sector and to foster a feeling of ownership 

in the NEPAD initiative among the African enterprise 

collective. 

In the area of SME capacity building and the development 

of programmes that provide informal private sector 

support, much less has been undertaken within NEPAD 

with the exception of the work that is being planned to 

engage small scale farmers within the Comprehensive 

African Agriculture Development Programme and the 

initiatives funded under the NEPAD Spanish Fund for 

Women Entrepreneurship. 


Selected key constraints that have been identified as impediments 

to more effective private sector involvement 

with NEPAD were identified during ad hoc expert group 

discussions and related research supported by OSSA and 

the UNECA. Specifically, it was expressed that there was 

a need to address the following: 

ӹ Involve small and medium sized firms in the NEPAD 

implementation process; 

ӹ Improve the capacity of the regional economic communities, 

particularly in regards to helping them establish 

structures to engage more effectively with the private 

sector, to design and manage PPPs, and to implement 

projects; 

ӹ Move from adhoc engagements between the private 

sector and NEPAD to a more clearly defined relationship 

with key stakeholders (also including the African 

civil society) and create a coordination mechanism for 

PPPs in Africa; 

ӹ Develop mechanisms to facilitate access to venture 

capital and guarantees; 

ӹ Provide risk guarantees for domestic African investors 

and foreign investors in infrastructure and accelerate 

the harmonization of differing legal and regulatory 

frameworks. 

Other constraints that were identified that impeded private 

sector engagement with NEPAD by the African private 

sector include 69 : 

ӹ The Limited Integration of NEPAD into National Development 

Priorities – Just as the AU and UNECA found 

that regional integration matters were often given less 

priority by AU member states in terms of their support 

for the RECs 70 , the absence of consistent prioritization 

of NEPAD within national development priorities 

meant that stakeholders such as the private sector and 

civil society were also lead to believe that NEPAD and 

regional integration, generally, was not a high priority 

at the national level; 

ӹ Poorly Funded and Inadequate NEPAD Supporting Infrastructure 

within African Governments – In addition 

to inadequate priority being given to NEPAD, the fact 

that governments were accordingly not establishing 

clear and accessible mechanisms through which to 


After 8 Years, UNECA, pp. 31 -33 

70 ARIA II: Rationalizing Regional Economic Communities, missing 

Consensus and Actions at the National Level, UNECA and AU, p.69 

55


promote NEPAD, meant that stakeholders often were 

challenged to figure out how to engage with the NEPAD 

programme at the national governmental level. This 

deficiency also meant that “NEPAD projects”, even 

those acknowledged as part of the STAP initiatives and 

as part of the NEPAD Plan of Action, faltered because 

there was little domestic support for the programmes 

and initiatives, financial or otherwise. 

ӹ Inadequate Coordination at the Continental Level and 

Duplicity at the Regional Level – Again, the OSSA 

research confirmed the assessment made by the AU 

and UNECA, finding that within the first ten years of 

NEPAD private sector (and CSO) stakeholders were 

often confused and confounded by the lack of communication 

among the RECs, the lack of galvanizing 

leadership, weak follow-up mechanisms, and the lack 

of REC goals and priorities translating into national 

goals and priorities. Furthermore, the fact that there 

was significant (and increasing) overlap in terms of 

strategy and programmes among the RECs, meant 

that stakeholders were also confronted with duplicative 

initiatives with no strong rationale given to make participation 

in one REC the priority or more compelling 

than the other. For African enterprises, belonging to 

multiple regional business associations or programmes 

was also taxing financially, and in terms of time and 

resource investment. Lastly, during the OSSA discussions, 

stakeholders complained that there was a further 

complication in terms of duplicity in that the various 

G8/ donor initiatives often seemed to compete for the 

attention, resources and support of local stakeholders. 

Thus, the UK supported Commission for Africa, the 

Clinton Initiative of former U.S. president Bill Clinton, 

the U.S.’ Millennium Challenge Account, the Chinese 

and Indian initiatives vis-à-vis Africa, Japan’s TICAD, 

along with the Africa-EU Partnership, and various UN 

and World Bank initiatives were not always aligned, 

individually, nor in regard to “support” for NEPAD, 

and this created “noise” in regard to the implementation 


ӹ Inadequate Engagement Efforts Made to Attract African 

Private Sector and CSO Stake Holders – the duplicity 

mentioned above also was confounded by perceptions 

that inadequate outreach effort was made by NEPAD 

to engage domestic African stakeholders with the same 

fervour that efforts were made to engage donor partners. 

Very little input was asked of the African private sector 

(or CSO community) and thus very little ownership 

was felt among African stakeholders in the NEPAD 

“process”, programmes or in the implementation of 

projects. Furthermore, the perception was that very 

little effort was made to segment the private sector 

stakeholder communities (i.e. African trans-national 

corporations, African chambers of commerce, Africa 

professional and sector associations, SMEs capable 

of playing a role at national level, informal enterprise 

that could benefit from resources/ technical assistance 

mobilized via NEPAD) and toward developing messages 

that spoke to them individually. 

ӹ Lack of Consistent and Positive Media Coverage – NE- 

PAD was also poorly publicized in the media over its 

first tenyears, internationally, and particularly on the 

African continent. In African coverage by international 

press (BBC, Al Jazeera, Canal Plus, CNN), NEPAD was 

periodically mentioned but rarely very prominently 

after its inaugural few years. Also very little has been 

done to consistently unpack NEPAD, particularly by the 

African broadcast media community. Efforts to translate 

NEPAD into local languages across the continent for 

national radio and television transmissions have also 

been negligible. 

ӹ Restrictive Domestic and Regional Business Climates 

– Although as mentioned above, African nations have 

been undertaking macroeconomic reform initiatives for 

much of the past 20 years and progress has been made, 

overall business climate optimization has lagged behind 

and this has and continues to impede African private 

sector growth and development. This phenomenon has 

help lead to the significant number of informal African 

enterprises that find it too cumbersome to formalize 

their businesses. While not specifically intended to be a 

constraint to private sector involvement with NEPAD, 

these general business climate challenges and impediments 

(bureaucracy and red tape, lack of procurement 

transparency, poor infrastructure, corruption, poor 

strategic planning, limited project information dissemination 

mechanisms, limited capital markets, high 

costs of formal business administrative compliance) all, 

indirectly, hampered private sector focus on NEPAD. 

ӹ (Perhaps unintended) Preference Given to Foreign Transnational 

Corporations Over African Private Sector – 

Where there have been opportunities to design, develop 

and implement NEPAD projects – for fees or as in-kind 

contributions – disproportionately international corporations 

and firms have been given these opportunities. 

Or at least that is the perception that many in the 

African private sector have had. This has not helped 

engender ownership sentiments about NEPAD within

the African business sector, and has fuelled speculation 

that NEPAD is a construct of foreign interests – or at 

best– an African inspired, well meaning, initiative, that 

has been co-opted by more powerful foreign interests 

– that from an opportunity provision standpoint will 

do little to change the status quo. 

The conclusion drawn from the various analytic exercises 

undertaken since NEPAD’s inception is that although 

there have been some successful efforts to work together 

Strengths 

• The NEPAD brand still has resonance as a catalyst for intra-African 

cooperation and expansion 

• Regional and continental expansion is in vogue and happening 

at a significant pace 

• There are still active NEPAD business bodies on the continent 

• NEPAD has been institutionalized within African states and many 

multilateral institutions 

• Significant donor resources have been mobilized under the auspices 

of NEPAD 

• The integration of NEPAD into the AU structure provides a chance 

to reintroduce the “new” NEPAD within all of the AU’s activities 

• The African private sector continues to improve its capacity to 

aggregate and associate in organized business structures 

• African enterprise is operating in an improving African macroeconomic 

environment 

Weaknesses 

• Poor communication channels between NEPAD and the private 

sector, generally, and particularly with the African private sector 

• Africa has weak structures for pan-African organized business, 

and no universally recognized and/or supported umbrella business 

organ – which also impedes information dissemination 

• In recent years NEPAD has been viewed as a declining brand from 

the standpoint of implementation efficacy – lack of visible results 

(at least from a private sector standpoint) 

• There are poor operational channels through which NEPAD can 

engage with the African private sector 

• The African private sector is comprised predominantly of SMEs 

and there are too few SME oriented programmes/ initiatives (and 

even fewer that target the informal sector) 


initiated by the private sector and by NEPAD, much more 

effort is required to establish distinct and easily accessible 

mechanisms to involve the African private sector in all 

aspects of the NEPAD process and programme – and to 

more fully leverage the NEPAD programme to benefit the 

varying segments of the African private sector. 

A SWOT analysis is instructive in identifying current 

engagement factors that impact upon the African private 

sector’s relationship with the NEPAD process: 

Opportunities 

• Significant growth over past ten years in intra-African trade and 

investment and thus increased support and capacity for regional 

projects 

• Significant growth in interest in mutually beneficial engagement 

between the African Diaspora and the government’s of Africa 

• Many Diasporans in strategically important business and political 

positions to help reinvigorate NEPAD brand in the North and to 

communicate its accomplishments 

• Global financial crisis presents an opportunity for intra-regional 

introspection and collaboration focus, Africa has not been hit as 

hard and still has an enviable growth trajectory compared to many 

regions of the world 

• More private finance and ODA focused on Africa than at any 

time in history 

• Increase in the number of facilities and programmes available to 

support private sector growth in Africa, generally, and prospectively, 

to support NEPAD engagement, specifically. 

Threats 

• Global economic crisis may impede donors ability to make good 

on pledges 

• Delays or complications in AU/ NEPAD integration, which is only 

expected to be completed in 2011 

• If there is a systemic inability to adequately garner grass roots support 

(including from the African private sector and civil society) 

for NEPAD, this will ultimately weaken the NEPAD brand and 

cause it to lose donor support 

• Multinationals/ foreign governments that would prefer for business 

to remain as usual on the continent may work against a more significant 

African private sector role in the implementation of NEPAD 

• National level corruption, political instability 

• Under-capacitated RECs 

• The EU’s Economic Partnership Agreements which feature regional 

aggregations of African countries that have no correlation to the 

REC pillars of NEPAD 

57

NEPAD and the African 

Civil Society 

Globally since the mid-1980s there has been a growing 

recognition and appreciation of the importance of societal 

participation in all aspects of a country’s plans and 

programmes if development is to be achieved. 

“Participatory development”, which calls for the involvement 

of a wide range of stakeholders at every stage of 

policy development from planning to implementation, 

monitoring, and evaluation, is based on the premise that 

people cooperate and follow the rules set down by the community 

only if they are part of their establishment and the 

resources to be managed satisfy their needs. 71 

In support of the ethos of participatory development a 

number of global declarations and instruments have been 

promulgated , including the following: 

ӹ The International Covenant on Civil and Political Rights 

(ICCPR); 

ӹ The International Covenant on Economic, Social and 

Cultural Rights (ICESCR); 

ӹ The Convention on Elimination of all Forms of Discrimination 

Against Women; 

ӹ The United Nations Declaration on the Right to 

Development 

On the continent, the African Charter for Popular Participation 

in Development and Transformation, was signed in 

Arusha, Tanzania in 1990 at the close of an International 

Conference on Popular Participation in the Recovery and 

71 Partnership Modalities for Enhancing Good Governance, Economic 

Commission for Africa, Development Policy Management Divisions, 

2005 p.43 

559 

CHAPTER 

Development Process in Africa. The Charter emphasized 

the value of popular participation in policy and development 

processes for the consolidation of democracy, good 

governance, and sustainable economic growth. 72 

During the “era of democratization” in Africa that began 

in the late 1980s and accelerated in the 1990s, the political 

discourse about participatory development also expanded 

to issues of good governance. The focus on improving governance 

and service delivery – which continues through 

to the present – has led most African nation’s to recognize 

that collaboration and community participation in policy 

and decision making processes is a critical success factor 

for the realization of sustainable development. 

As African nations have evolved from one party states to 

multiparty democracies, the political conception of good 

governance has evolved to include expanded political 

participation and representation and the liberalisation of 

African politics and the expansion of policy development 

framework to include more voices. 

While civil society and non-governmental organizations 

have a relative long history in “western society” 73 , the 

emergence of such institutions in Africa evolved with the 

African democratization process and early Africa CSOs 

helped facilitate, mobilize, monitor and establish democratic 

institutions during the 1980s and 1990s when African 

nations first began to engage in multi-party elections. 

72 Ibid, pp. 48-49 

73 Matheson, G., Defining Civil Society in the Context of the African 

Peer Review Mechanism, Electoral Institute of South Africa, 2006, p. 2


Today, considered one of the three sectors of a “modern 

nation” (along with the public sector and the private sector), 

civil society organs are unique because they offer citizens a 

forum through which they can voluntarily come together 

in support of common values, ideals and interests. “Civic” 

engagement describes the activity of citizens of a nation 

getting involved in the political, social and economic 

decision making processes that impact upon their lives 74 . 

Thus, the space created by civil society organizations allows 

members and the constituencies they represent to engage 

with government and the private sector around issues germane 

to the development, growth and governance of the 

nation. This interaction can be achieved through formal 

and informal structures, such as associations, organizations, 

or collective bodies, but also through individual 

action and the advocacy of citizens: 

Civil society refers to the arena of un-coerced collective action 

around shared interests, purposes and values. In theory, its 

institutional forms are distinct from those of the state, family 

and market, though in practice, the boundaries between 

state, civil society, family and market are often complex, 

blurred and negotiated. Civil society commonly embraces a 

diversity of spaces, actors and institutional forms, varying in 

their degree of formality, autonomy and power. Civil societies 

are often populated by organisations such as registered 

charities, development non-governmental organisations, 

community groups, women’s organisations, faith-based 

organisations, professional associations, trades unions, 

self-help groups, social movements, business associations, 

74 Handbook for African Civil Society: African Peer Review Mechanism, 

Economic Commission for Africa, June 2008, pp. 1-2 

coalitions and advocacy groups (London School of Economics 

2006) 75 . 

Civil society organizations can be very diverse in their 

focus of activity (information dissemination, research, 

advocacy), the causes they champion (women and children’s 

rights, environmental protection, good governance, 

electoral fairness), and the roles they choose to play (watch 

dog, service deliverer, public advocate, dispute arbiter). 

However, they most often share the following traits, and: 

ӹ Are voluntary bodies and most have no mandatory 

membership fees (although those that relate to the professions 

and/or that are religious organizations may 

encourage the collection of fees/ dues); 

ӹ Have daily and regular operations; 

ӹ Are owned, managed and operated by private individuals 

who are not considered officially as being part 

of the State; 

ӹ Run their operations through structures that are notfor-gain, 

do not distribute dividends to shareholders 

or a board of directors and are not involved in commercial 

activities; 

ӹ Are self managed and established as independent structures 

that control their agenda and activity. 

Although there is not yet a universally recognized classification 

of what constitutes “civil society”, in 2003 an 

International Classification of Non-Profit Organizations 

(ICNPO) was developed to segment institutions into thematic 

groups and sub groups: 

75 Matheson, G., Defining Civil Society in the Context of the African 

Peer Review Mechanism, Electoral Institute of South Africa, 2006, p. 3

International Classification of Non-Profit Organizations (ICNPO): Main Groups and Sub Groups 

Main Groups Sub-Groups 

5. NEPAD and the African Civil Society Today A Decade of NEPAD 

Group 1: Culture and Recreation 1100 Culture and Arts 

1200 Sports 

1300 Other Social and Recreation Clubs 

Group 2: Education and Research 2100 Primary and Secondary Education 

2200 Higher Education 

2300 Other Education 

2400 Research 

Group 3: Health 3100 Hospitals and Rehabilitation 

3200 Nursing Homes 

3300 Mental Health and Crisis Intervention 

3400 Other Health Services 

Group 4: Social Services 4100 Social Services 

4200 Emergency and Rescue 

4300 Income Support and Maintenance 

Group 5: Environment 5100 Environment 

5200 Animal Protection 

Group 6: Development and Housing 6100 Economic, Social and Community Development 

6200 Housing 

6300 Employment and Training 

Group 7: Laws, Advocacy and Policy 7100 Civic and Advocacy Organizations 

7200 Legal and Judicial Services 

7300 Political Organizations 

Group 8: Promotion of Volunteering and Philanthropic Intermediation 

Group 9: International 

Group 10: Religion 

Group 11: Business, Professional and Trade Union Associations 

Group 12: Not Classified 

Source: Saloman, L. and Sokolowski, S., and List, R., Global Civil Society: An Overview , JHU Press, March 2003, www.jhu.edu 

The precursor to the African Union, the Organization of 

African Unity, began including requirements for popular 

participation in all of its decisions, declarations and resolutions 

in the 1980s and 1990s. These edicts included the 

African Charter for Popular Participation in Development 

(1990), The Declaration on the Political and Socio-Economic 

Situation in Africa and Fundamental Changes Taking 

Place in the World (1990), the Abuja Treaty Establishing 

the African Economic Community, in particular, Articles 

90 and 91, which noted the need for a mechanism for 

consultation with African socio-economic organizations 

and associations, the Grand Bay Declaration of the OAU 

Ministerial Conference on Human Rights, and the Sirte 

Declaration of 1999. 

In July 2000, when the Assembly of Heads of State and 

Governments met in Lome, Togo, the OAU adopted the Solemn 

Declaration on the Conference on Security, Stability, 

Development and Cooperation (CSSDCA), which provided 

for the views of civil society to be conveyed to the CSSDCA 

Standing Conference that met every two years during the 

OAU annual Summits. 

In June 2001, the OAU began to develop a framework for 

the implementation of OAU-civil society engagement. In 

that month, the first OAU Civil Society Conference was 

held and a general framework of cooperation between the 

OAU and African CSOs was established. A focal point 

within the OAU for CSO relations was also appointed. The 

focal point resolution was approved by the Seventy-Fourth 

Ordinary Session of the Council of Ministers in July 2001. 

61


The Council of Ministers also encouraged the Secretary- 

General to intensify efforts aimed at furthering civil society 

involvement in the work of the OAU. This process was accelerated 

by the introduction of the CSSDCA programme 

into the work programme of the OAU in December 2001 

when the CSSDCA was given the responsibility of bringing 

civil society into the mainstream affairs of the organization. 

In June 2002, pursuant to recommendations made 

at the 1 st OAU-CSO Conference, a civil society officer was 

appointed to serve within the CSSDCA Unit. 

From June 11-14, 2002 in Addis Ababa, Ethiopia, a second 

OAU- CSO conference was held under the theme “Developing 

Partnership between the OAU and African Civil 

Society Organizations”. Out of the conference came the 

OAU-Civil Society Provisional Working Group which 

established a regionally representative cadre of CSOs as a 

body to work closely with the planned African Union Commission 

for a period of two years – in between the meetings 

of the larger Assembly. An additional conference outcome 

was an agreement to transform the working Group into a 

formal steering Committee at its next meeting. 

The role of CSOs in the work of the African governing 

body was further entrenched by the provisions of the 

Constitutive Act of the African Union, which was established 

in July 2002 as the AU’s successor and called for the 

establishment of an Economic, Social and Cultural Council 

(ECOSOCC) to serve as an advisory organ. ECOSOCC was 

to be composed of different social and civic organizations 

from within the Member States of the Union. The Provisional 

Working Group was in fact ECOSOCC’s precursor. 

Following the 2002 meeting, two further meetings were 

held, the first in Accra, Ghana in October 2002, and the 

second in Addis Ababa, Ethiopia in May 2003. At the first 

meeting, the Provisional CSO Working Group prepared 

proposals for the Criteria for Accreditation and Observer 

Status to the AU and deliberated on a Draft Code of Conduct 

and Ethics for African CSOS accredited to the AU. 

The second meeting of the Group reviewed proposals for 

the Draft Statute of the new Economic, Social and Cultural 

Council. The Draft Statutes of ECOSOCC were submitted 

to the Executive Council of the African Union in Maputo in 

July 2003. In the Decision that followed, the AU Executive 

Council mandated the Commission to broaden consultation 

on the draft statute to a wider body of African civil 

society organizations. The Commission thereafter, working 

in close partnership with the AU-Civil Society Provisional 

Working Group, initiated a broad consultative process, 

including national and regional consultative forums, to 

gather inputs from the African CSO community. 

In addition to the ECOSOCC development process, the 

CSSDCA Unit, working in close concert with relevant AU 

Commission Directorates, instituted a process of convening 

parallel civil society forums alongside official Ministerial 

meetings. The results of these deliberations provided 

input for the AGOA and Minister of Trade meetings held 

in 2002 and 2003, respectively. 

Also creating a wider voice for CSO input in the work of 

the AU Commission was the AU Assembly decree made at 

the Second Ordinary Session held in Maputo, Mozambique 

in 2003 that two more desk officers would be added to the 

staff in the CSSDCA Unit to handle civil society affairs. 

In 2003, the AU also began a concerted effort to reach out 

to civil society and stakeholders in Africa’s development 

from among the “African Diaspora”. From December 17- 

19, 2003 the 1rst African Union – Western Hemisphere 

Diaspora Forum was held in Washington, DC. A Progress 

Report of activities that had been implemented towards the 

development of the AU Diaspora Initiative was submitted 

to the 34 th Extraordinary Session of Council of Ministers, 

which took place in Sun City, South Africa, in May 2004. 76 

Also a new chapter in the relationship between the African 

peoples of the Caribbean and the continent of Africa was 

opened on the 12th of September 2004, with the creation 

in Bridgetown, Barbados of an African Diaspora Civil Society 

Network of the Caribbean. The meeting culminated 

with the formal establishment of a Caribbean Pan-African 

network comprised of some 23 organisations from 15 different 

Caribbean states. The Secretariat of the Network 

was established at the offices of the Emancipation Support 

Committee in Trinidad & Tobago and was initially 

managed by a 10 member interim Executive Committee. 77 

This newly established Pan-Caribbean network of Pan- 

Africanist organisations was intended to be the critical 

and indispensable mechanism that allowed the Caribbean 

76 Involving Civil Society in the Building of the African Union, Brainstorming 

Session on Building an African Union for the Twenty-First 

Century, October 25-28, 2003, Addis Ababa, Ethiopia, pp. 2-6 

77 Press Release – Birth Of The African Diaspora Civil Society Network 

Of The Caribbean, Emancipation Support Committee, Trinidad and 

Tobago, 2004

people and their civil society organizations to participate 

in the institutional structures of the African Union. 

In 2005, in furtherance of the effort to institutionalize 

CSO input into the infrastructure of the AU, an interim 

ECOSOCC structure was developed and ten Sectoral Committees 

were established to serve as the key operational 

mechanisms that would be used under ECOSOCC to develop 

opinions and provide contributions to the policy and 

programme development processes of the African Union. 

The ten clusters were: political affairs, peace and security, 

infrastructure and energy, social affairs and health, human 

resources, science and technology, trade and industry, rural 

economy and agriculture, economic affairs, women and 

gender, and cross cutting programmes 78 . 

In 2007, elections were held in 23 countries to replace the 

interim structures and the formal launch of the ECOSOCC 

General Assembly was held in Dar es Salaam, Tanzania on 

September 9, 2008. Today, 150 CSOs make up ECOSOCC. 

Two CSOs represent each AU member state. Ten CSOs 

operating regionally and eight operating continentally are 

also represented within ECOSOCC. A further 20 CSOs 

represent the various continents of the world where the 

African Diaspora reside, and six ex-officio CSOs have been 

nominated by the AU Commission in consultation with 

Member States and serve based upon special considerations 

and criteria. 

The organizations that make up ECOSOCC’s membership 

represent women, youth, children, persons with disabilities, 

the elderly, associations of artists, engineers, health 

practitioners, social workers, media, teachers, legal professionals, 

social scientists, academia and various business 

associations, sport associations, national chambers of 

commerce, industry and agriculture as well as private 

se tor interest groups. Non-governmental organizations 

(NGOs), community based organizations (CBOs), voluntary 

organizations, cultural organizations and associations 

as well as social and professional bodies from the Diaspora 

are also represented. 

The eight core functions that ECOSOCC was established 

to undertake are: 


After 8 years, UNECA, NRID, 2009 pp. 22-23 


ӹ To contribute, through the provision of advice, to the effective 

translation of the objectives, principles and policies 

of the African Union into concrete programmes, as 

well as to assist in the evaluation of these programmes; 

ӹ To undertake studies that are recommended or deemed 

necessary by other organs of the African Union; 

ӹ To carry out other studies deemed necessary and submit 

recommendations as appropriate; 

ӹ To contribute to the promotion and popularization of 

popular participation, best practice and expertise sharing, 

and the realization of the vision and objectives of 

the African Union; 

ӹ To contribute to the promotion of rule of law, human 

rights, good governance, democratic principles, children’s 

rights and gender equality; 

ӹ To promote and support the efforts of organizations engaged 

in the development of strategies and programmes 

related to Africa’s future development and to forge 

pan-African values that help enhance an African social 

model and way of life; 

ӹ To foster and consolidate partnership between the African 

Union and CSOs through effective public enlightenment, 

mobilization, and the provision of feedback on 

the activities of the Union; and 

ӹ To assume other roles and functions, and renders other 

tasks, as assigned or requested by the African Union. 

In its early days of construct, ECOSOCC has been challenged 

by various funding and related operational constraints 

that have prevented it from fully fulfilling the 

significant mandate and charge that the organ has been 

given. Yet, the organ has significant promise and its establishment 

has been a significant step toward the evolution 

of the AU becoming a more people centred institution. 

Also, because of the inherent exclusivity of ECOSOCC 

relative to its constitutive act which requires representative 

election from member states, two additional outcomes of 

the process of establishing ECOSOCC have been that: 1) 

a number of international CSO organizations that have 

been active in supporting African development have not 

met the “African or Diaspora CSO criteria” and have been 

excluded from representation within the body, and b) the 

relative weakness of national and regional CSO umbrella 

organs across Africa has meant that there are African 

CSOs that did not participate in the national and regional 

63


voting processes, but still desire access to contribute to 

the work of the African Union. Many of these institutions 

also have doubts that their interests and concerns will not 

be adequately addressed through the elected country and 

regional ECOSOCC representatives. 

These two outcomes have led to the development, alongside 

ECOSOCC, of a primarily international CSO funded 

body called “The Centre for Citizens’ Participation in the 

African Union” (CCP-AU) 79 . CCP-AU initially began as 

a task force in 2007 and was established with the mandate 

of coordinating and facilitating the activities of AU 

interested Civil Society Organisations and to encourage 

others around the continent to become engaged with the 

AU processes. 

The aim of its founding organization’s (which included 

Action Aid – Ethiopia, African Center for Humanitarian 

Action (ACHA), African Rally for Peace and Development 

(ARPD), Afroflag Youth Vision (AYV), Christian Relief and 

Development Association (CRDA), Organization for Social 

Justice in Ethiopia (OSJE), and Oxfam) was to establish an 

institution that could serve as a platform to encourage the 

development of a people-centred African Union – where 

citizens have a say and can take matters into their own 

hands and influence decisions made within the AU that 

eventually will affect them. CCP-AU also was established 

with the aim of broadening and strengthening opportunities 

for a sustainable and significant engagement between 

civil society organisations and the African Union. 

The rationale behind the creation of the CCP-AU was 

multi-fold: 

ӹ There was a belief that there was yet untapped potential 

for African civil society organisations to become involved 

with the AU, as mandated by its constitutive act; 

ӹ There was as yet unmet desire for engagement with the 

AU amongst African CSOs; 

ӹ There were barriers to CSO engagement established by 

the AU, inadvertent or not; and 

ӹ There was a lack of an alternative established facilitating 

entity. 

Since its inception, the CCP-AU has taken steps to register 

its headquarters in Addis Ababa and already has facilitated 

a number of activities alongside AU programmes. The 

79 See www.ccp-au.org 

CCP-AU planned and conducted the Third and Fourth 

Citizens’ Continental Conferences in Sharm El Sheik, 

Egypt and Addis Ababa, Ethiopia, respectively. 

The Third Citizens Continental Conference was convened 

in June 2008 ahead of the 11 th Ordinary AU Summit under 

the Summit’s theme, “Meeting the Millennium Development 

Goals on Water and Sanitation”. Prior to this 

conference, the CCP-AU had organised and conducted a 

CSO training workshop from May 24-25 in Cairo, Egypt 

entitled “Understanding the AU and Seizing opportunities 

for Change” which was aimed at enhancing the knowledge 

and capacity of CSOs to engage the African Union 

on diverse issues affecting African citizenry. The Fourth 

Citizen’s Continental Conference was held at Addis Ababa 

on January 2009 where issues of social development and 

peace and security were discussed. 

As a groundbreaking initiative, CCP-AU launched a virtual 

working group project on March 5 th , 2009. The four 

working groups established include: 1) Institutional Reform, 

2) Socio-Economic Issues, 3) AU Strategic Plan, 

and 4) International Justice and Universal Jurisdiction. 

47 members have signed up to participate in the working 

group initiative. As the lead facilitator and supporter, the 

CCP-AU intends to further assist the working groups 

through identification and dissemination of documents, 

setting up and facilitating meeting dates and other lobbying 

opportunities, and coordinating face to face meetings 

with the AU Commission or providing support in other 

ways as requested. 

In June 2009, the CCP-AU held its Fifth Continental Conference 

in Addis Ababa, Ethiopia with the principal themes 

of the conference being agriculture, food security and 

financing for development in Africa, and peace, security 

and human rights in Africa. 

Furthermore, participants discussed various strategies to 

popularise the AU among African citizens and to identify 

and involve other stakeholders in engaging with the 

AU and its organs (i.e. the Pan African Parliament, the 

Economic, Social and Cultural Council, and the African 

Citizens Directorate, among others). Participants also 

agreed to put in place strategies to harmonise efforts of 

CCP-AU and other civil society organisations working 

on and with the AU.

To facilitate broader knowledge of developments within the 

AU by African CSOs and CSOs working in Africa, the CCP- 

AU also promotes the electronic newsletter the AU Monitor 

(www.pambazuka.org/aumonitor) which is produced by 

Fahamu, a non-profit organization founded in 1997 and 

headquartered in Oxford, UK with offices in Nairobi, Kenya; 

Dakar, Senegal; and Cape Town, South Africa. 

Recognizing that there has been a significant expansion 

in activity across the continent relating to participatory 

development, democracy and the promotion of improved 

governance, in 2005, the U.N. Economic Commission for 

Africa began a “rigorous analytical study” to determine 

what capacity gaps existed within African governance 

institutions. The research project had the further aim of 

making recommendations that would help enhance the 

capacity of the continent’s governance institutions. The 

results of the study were published in what has become 

a biennial study entitled the African Governance Report 

(AGR) 80 . 

AGR I, published in 2005, included 26 countries 81 in the 

research focus group and involved engaging a panel of 

national experts through surveys on a range of governance 

related issues. AGR II, published in 2009 82 , found that 

civil society in Africa has been a significant contributor to 

governance and development improvements in a number 

of countries in various areas of governance. The study also 

made a number of informative general assessments about 

civil society in Africa today. 

In part because the number of civil society organisations 

has grown rapidly since the transition to democracy in 

many African countries, and given improving capacity, 

AGR II experts found that the last five years have witnessed 

significantly increased effectiveness by CSOs. 

However, even while acknowledging that African CSOs 

capacity to identify and secure funding sources has improved, 

AGR II lamented the fact that most CSOs in Africa 

have no independent funding sources other than donor 

80 Africa Governance Report II, Economic Commission for Africa, 

Oxford University Press, 2009 

81 Benin, Botswana, Burkina Faso, Cameroon, Chad, Egypt, Ethiopia, 

Gabon, Gambia, Ghana, Kenya, Lesotho, Malawi, Mali, Mauritius, 

Morocco, Mozambique, Namibia, Niger, Nigeria, Senegal, South Africa, 

Swaziland, Tanzania, Uganda and Zambia 

82 AGR II expanded the focus group of countries by 9 to include: 

Cape Verde, The Republic of Congo, Djibouti, Madagascar, Rwanda, 

Seychelles, Sierra Leone, Togo and Tunisia 


support, and as such, their activities are most often channelled 

toward donor priorities. Furthermore, AGR II’s 

panel of experts found that CSOs in Africa still face significant 

funding constraints alongside other challenges, 

such as a lack of qualified managers, weak organisational 

infrastructures and other operational challenges. Africa 

CSOs also often lack key advocacy skills in areas such as 

public relations, lobbying, research, and negotiation. 

AGR II also noted that most African CSOs are inhibited 

by their external funding obligations from having the 

latitude to set their own agendas or dictate the pace of 

their programmes. Many of these institutions also get 

caught up in the funding and reporting cycles of their 

international development partners and this has left little 

opportunity for autonomy or African centred and African 

owned agenda setting and programme design. 

The fact that many African NGOs are also personal entities 

owned by individuals was also raised as a concern by the 

AGR II experts because such micro-organizations are more 

susceptible to financial mismanagement and corruption by 

government officials seeking to collude with civil society 

to feign transparency or to avoid disclosure. 

Notwithstanding the infancy and relative fragility and 

organizational shortcomings of the African CSO sector, 

AGR II noted that there were a number of key areas 

where African CSOs have been able to play constructive 

and important roles in Africa’s governance development, 

including in the following areas of: 

ӹ Welfare and service delivery 

ӹ Human rights monitoring and reporting 

ӹ Promotion of government accountability and 

transparency 

ӹ Provision of advisory service to government on trade 

and international protocol issues 

ӹ Environmental protection 

ӹ Combating corruption 

ӹ Budget monitoring 

ӹ Advocating for freedom of information 

ӹ Policy and legislation development 

ӹ Campaigning for free and fair electoral processes 

ӹ Community stakeholder participation in development 

project implementation 

What AGR II also found was that the effectiveness of CSOs 

in Africa was directly commensurate with the space created 

65


by African governments for CSO and other stakeholder 

contributions, and, unfortunately, this prerequisite varied 

considerably across the continent. 

In countries such as Benin, Botswana, Ghana, South Africa, 

Malawi, Tunisia, Senegal, and Niger, CSOs were found 

to have made meaningful contributions. In other states, 

such as Ethiopia and Egypt, governmental constraints 

and restrictions impacted active CSO participation in the 

country’s development processes. 

In reviewing the NEPAD process and the degree and types 

of engagement that have been experienced with the African 

CSO community to date, feedback from OSSA and UNECA 

stakeholder fora and research reports have indicated that 

the depth and consistency with which the AU has pursued 

the establishment of CSO participation in its activities has 

yet to be replicated within the NEPAD process. 

And the findings of AGR II illustrate that in most likelihood 

significant domestic and international donor support 

and continued capacity building efforts will be required to 

facilitate enhanced and effective engagement between the 

Africa civil society community and NEPAD. Yet, AGR II 

also shows that properly resourced and engaged, the African 

civil society can play a critically important role in taking 

NEPAD’s messages to the citizens of the continent and in 

supporting the implementation of the NEPAD programme. 

The AGR II findings in respect to the capacity needs of 

Africa’s CSO community have not gone unnoticed by international 

donor institutions and multilateral organizations 

committed to Africa’s development. Thus, it is also of note 

that since the beginning of the 21 st century there has been 

a much more concerted effort to strengthen the capacity 

of African CSOs and to establish wider continental, pan- 

African, and international CSO networks. Key resource 

institutions and catalysts in this regard have included the 

UN Office of the Special Advisor on Africa, the European 

Commission (particularly through the PROINVEST programme), 

the Zimbabwe based Africa Capacity Development 

Foundation, and multilateral initiatives such as the 

Tanzania based Investment Climate Facility. 

An analysis of the relationship between NEPAD and the 

African CSO community today reveals that there is indeed 

work toward improvement in progress. Although the level 

of engagement is yet not where either side would like for it 

to be, both sides would largely agree that the relationship 

has positively progressed from where it was at the inception 

of the NEPAD initiative. 

Furthermore, from a policy standpoint, it is clear to African 

CSOs that the principles of participatory development have 

been captured in the NEPAD framework in the focus on 

Democracy and Political and Economic Governance and 

in the APRM programme. 

African leaders also acknowledged in NEPAD’s framework 

that “the New Partnership for Africa’s Development will 

be successful only if it is owned by the African peoples – 

united in their diversity”. In the Framework they have also 

called on all African’s to mobilise in support of NEPAD: 

“We are therefore, asking the African peoples to take up 

the challenge of mobilising in support of the implementation 

of this initiative by setting up, at all levels structures 

for organisation, mobilisation and action 83 .” 

To date, however, despite the lofty aims espoused in the 

NEPAD framework, the precedent that exists for participatory 

development on the continent, and the recent efforts 

to develop a people centred African Union, NEPAD’s 

leadership has been criticized over much of the past ten 

years for not adequately engaging with the African CSO 

community and giving it much of a voice in the implementation 


In fact at the inception of NEPAD, because of these feelings 

and perceptions of exclusion, many within the civil 

society were very sceptical of the initiative, if not openly 

antagonistic toward the programme. They asserted that 

the initiative lacked legitimacy as it was developed in a 

top down manner, and without significant CSO input. 

In addition to lamenting the lack of consultation and 

opportunity to contribute to the development of the NE- 

PAD framework, others within the CSO community felt 

strongly that the initiative’s ideological leanings were too 

pro-business, anti-poor and western in orientation. 

In the years subsequent to the launch of NEPAD, a number 

of different focus groups met to assess how best to bridge 

the initial chasm that existed between NEPAD and the 

CSO community. 

83 The African Union’s New Partnership for Africa’s Development, 

African Union and United Nations, Africa Section, Department of 

Public Information, 2007, p. 11

Under the theme “Strengthening Democracy Through 

NEPAD: The Role of African Civil Society”, on May 26- 

27, 2003, seventy representatives of civil society groups 

in Africa from the southern, eastern, western and central 

African regions met over two days in Johannesburg, South 

Africa to discuss questions of how to strengthen democracy 

through NEPAD. 

The major themes discussed at the conference included: the 

consolidation of democracy in Africa over the last decade, 

the relationship between institutions and governance and 

civil society’s participation in institutions of governance. 

Delegates at the conference identified a number of concrete 

strategies for tackling the challenges confronting civil 

society in its engagement with the African Peer Review 

Mechanism. 

The strategies proposed were aimed at addressing the 

need to publicise and share research findings, the need to 

establish civil society ‘nodes’ to improve co-ordination, 

the need for the establishment of a working group, and the 

need to establish a Pan African Civil Society. The major 

task of the working group was to be concerned with the 

setting of norms and standards for credible democratic 

governance, with special focus on improving elections and 

the accountability of public representatives. 

The working group was to be comprised of two civil society 

representatives from each of the four African regions 

participating in the conference. The working group was 

tasked with sketching the way forward toward the establishment 

of a Pan African Civil Society Forum on NEPAD 

and increasing CSO participation within the African Peer 

Review Mechanism (APRM). The Electoral Institute of 

South Africa (EISA) was requested and agreed to perform 

a co-ordinating role in the establishment of the Forum. 

Parallel to the South Africa gathering, on May 28-30, 2003 

under the theme, Mobilizing Support for the New Partnership 

for Africa’s Development: The Role of the Private Sector 

and Civil Society, a workshop was convened in Accra, 

Ghana by the U.N.’s Office of the Special Advisor (OSSA). 

This workshop concluded that the AU provisional Civil 

Society Working Group was not actively working on NE- 

PAD at a time when there was a pressing need for clarity 

on the roles and responsibilities of the AU versus those of 

NEPAD. There was also an expressed need for a NEPAD 

CSO focal point to be appointed at the national level. There 


was also a belief that there were capacity constraints that 

needed to be addressed to ensure that the civil society 

could play a greater role in the NEPAD process. 

In part, in response to these various findings and critiques, 

in 2004, the NEPAD Secretariat established the 

Gender, Civil Society and Parliamentary Affairs Unit to 

ensure that civil society organizations were more effectively 

mobilized to participate in the NEPAD implementation 

process, to engage with African parliamentarians, and to 

spearhead gender mainstreaming in all NEPAD policies 

and programmes. 

In addition to the establishment of a CSO focal point at 

the NEPAD Secretariat, the commencement of the African 

Peer Review Mechanism process also significantly 

helped to accelerate the participation of African CSOs in 

the NEPAD process. 

One of the biggest tensions which exists within the African 

development context is balancing internationally accepted 

good governance practices with the development policies 

that take into account the unique challenges and circumstances 

of the African context. NEPAD addresses this 

tension through the APRM, an initiative whose purpose 

it is to facilitate a contextual assessment of each member 

state’s institutions and governance practices. It seeks to help 

improve these institutions and each country’s governance 

practices through shared experiences and the dissemination 

of best practices. 

The APRM is not intended to be a governance watchdog 

but rather to encourage engagement between the government, 

the private sector and civil society, as well as the 

engagement of other like-minded African states that are 

committed to improving their own institutions and governance 

practices. 

The scope of the assessment under the APRM includes 

a comprehensive review of each country’s: 1) political, 

2) economic, 3) corporate and 4) socio-developmental 

institutions, policies and practices. 

The APRM process is voluntary and non-antagonistic. 

States must indicate a firm commitment to enhancing their 

governance practices by submitting to periodic country 

reviews from their peers. 

67


The APRM is loosely based on models of state governance 

review such as the model used to review economic 

governance practices by the OECD. However, whilst existing 

models of peer review undoubtedly influenced the 

thinking behind the design and functions of the APRM, 

the African version of the peer review makes significant 

departures and additions to the OECD model. 

The APRM process is in five stages: 

ӹ Preparation and Self Assessment – The country under review, 

with the assistance of the APR Secretariat, prepares 

an up-to-date background document on the democratic, 

political, economic, corporate and social conditions in 

the country. This stage includes what is often referred to 

as the country’s governance “self-assessment”. 

ӹ Country Review Mission – The country is visited by the 

APR Team, who are a group of independent African 

experts under supervision of the Panel and the Secretariat. 

The national government and APRM Secretariat 

are responsible for ensuring that the APR Team will 

be enabled to carry out its review smoothly and with 

full access to all relevant sources of information and 

stakeholders as are deemed necessary by the APR Team. 

ӹ Drafting of Mission Report – The APR Team prepares 

and drafts a country report, based on the findings of the 

APR Secretariat (Stage 1) and the country visit (Stage 2). 

This report should summarise the findings concisely and 

analyse their implications for the country’s governance 

and socio-economic development. 

ӹ Submission of the Country Review Report – The APR 

Team submits the report to the APR Panel, who are then 

responsible for reviewing the report in accordance with 

its mandate. Once this has been done, the APR Panel 

submits its recommendations, along with the report 

to the APR Forum. The APR Forum then considers 

both the report and the recommendations submitted, 

and decides what further action to take according to 

its mandate. 

ӹ Presentation and Official Publication of the Report – 

The country report is made accessible to the public, as 

well as those recommendations of the APR Panel that 

have been deemed appropriate by the APR Forum. The 

report is tabled formally and publicly at all regional 

and continental organisations, such as the Pan-African 

Parliament (PAP), the African Commission on Human 

and People’s Rights (ACHPR), the Peace and Security 

Council (PSC) and the Economic and Social Council 

(ECOSOC) of the African Union and the Regional 

Economic Community of the region in which the country 

is a member. 

In order to ensure that a level of oversight quality is maintained 

and that minimum standards are adhered to, the African 

Peer Review Panel of Eminent Persons (APR Panel), a 

seven-member panel of recognized and respected Africans, 

is responsible for reviewing each country’s activities and 

making recommendations on how shortcomings might 

be rectified. 

Additionally, the APR Panel appoints a member to act 

as the focal point between the Panel and a participating 

country, and leads a number of support missions to the 

country during its self-assessment process to ensure that 

sufficient and necessary consultation with stakeholders 

takes place. The Panel can, under certain circumstances, 

request that a country which has prepared a draft country 

assessment, review its submission and resubmit it, if 

the Panel feels there is sufficient cause for concern that 

minimum standards have not been met during a country’s 

self-assessment process. 

Significantly, at the early stages of the peer review process, 

the APRM: Organization and Process document outlines 

the importance of a fully inclusive consultative process. 

The importance of the participation of civil society and 

civic organizations in the APRM is strongly reinforced by 

the core documentation of the mechanism. 

Section 1.3 of the APRM document titled “Objectives, 

Standards, Criteria and Indicators for the African Peer 

Review Mechanism” (OSCI) states: 

The overarching goal of the APRM is for all participating 

countries to accelerate their progress towards adopting 

and implementing the priorities and programmes of 

the New Partnership for Africa’s Development (NEPAD), 

achieving the mutually agreed objectives and compliance 

with best practice in respect to the areas of governance and 

development. 

This can only be achieved through the sustained efforts of the 

country itself, involving all stakeholders. It requires that each 

country carefully develops a Programme of Action with time 

bound objectives and linked to national budgets to guide all 

stakeholders in the actions required by all – government, 

private sector, civil society – to achieve the country’s vision 

(Section 1.3 – OSCI 2003).

Key Stages 

Key Actors 

Sensitization Consultation Assessment NPA Implementation 

Furthermore, Point 15 in the NEPAD Declaration on 

Democracy, Political, Economic and Corporate Governance, 

another of the key documents on which the APRM 

is based states: 

To promote human rights, we [the Heads of State and Government 

of the participating states] have agreed to: facilitate 

the development of vibrant civil society organizations, 

including strengthening human rights institutions at the 

national, sub-national and regional levels (NEPAD Declaration 

on Democracy, Political, Economic and Corporate 

Governance 2002). 


Follow-up to 

NPA 

Assessment 

of NPA 

Government ++ +++ ++ +++ +++ +++ ++ 

Partner Institutions: 

Country 

Level 

+ ++ +++ +++ ++ ++ + 

CSO +++ +++ +++ ++ +++ +++ +++ 

Private Sector + +++ ++ +++ +++ +++ ++ 

Media +++ +++ ++ ++ + +++ +++ 

Parliament ++ ++ +++ +++ +++ +++ +++ 

Note: + = limited engagement required, ++ = active engagement required, +++ = central actor in this process 

Source: Handbook for African Civil Society 2008 

Also in Point 21, the Declaration goes on to state that: 

We reaffirm our [the Heads of State and Government of 

the participating states] conviction that the development of 

Africa is ultimately the responsibility of Africans themselves. 

Africa’s development begins with the quality of its human 

resources (NEPAD Declaration on Democracy, Political, 

Economic and Corporate Governance 2002). 

AU/ NEPAD Sector Sectoral Policy Framework Key Promoter(s) 

Infrastructure: Water & Sanitation, Energy, 

Transport, ICT, Development Corridors 

Programme for Infrastructure Development in Africa (PIDA) 

Spatial Development Programme (SDP) 

Agriculture & Food Security Comprehensive Africa Agricultural Development Programme 

(CAADP) 

Human Resource Development: Health, 

Education, Youth & Training, Social Affairs 

AU Health Strategy/ NEPAD Health Strategy 

AU Second Decade of Education for Africa 

Strategic Framework for a NEPAD Youth Programme 

Social Policy Framework for Africa 

AU/ NEPAD/AfDB 


AU/NEPAD 

AU/ NEPAD 

AU 


AU 

Science & Technology Consolidated Plan of Action for Science & Technology AU/ NEPAD 

Trade, Industry, Market Access & Private 

Sector Development 

Environment & Climate Change 

Tourism 

Plan of Action for the Accelerated Industrial Development of African 

and Implementation Strategy 

Africa Productive Capacity Initiative (APCI) 

AU/NEPAD Environment Action Plan (EAP) 

Sub-Regional environment Action Plans (SREAPs) 

NEPAD Tourism Action Plan 

AU/UNIDO 


AU/NEPAD 

RECs 


Governance & Public Administration African Peer Review Mechanism NEPAD/ APRM 

Peace & Security African Peace & Security Architecture 

Policy Framework for Post-Reconstruction and Development 

Capacity Development Africa-Wide Capacity Development Strategic Framework 

NEPAD Capacity Development Initiative 

Gender Development AU Gender Policy and Action Plan AU 

AU 


69


The key actors and their involvement at the various stages 

of the APRM was put forth in a CSO manual developed 

by the UNECA in 2008. 

In terms of other ways in which African CSOs have been 

involved with the implementation of NEPAD, beyond the 

national APRM processes, some CSO’s have been engaged 

in more adhoc aspects of the NEPAD Programme: 

ӹ Sectoral Framework Development – Development declarations 

by African Heads of State and Government 

through the African Union have been made in regard to 

a number of sectors: energy (2001), infectious diseases 

(2001, 2003, 2006), water (2002, 2004), peace and security 

(2002), agriculture and food security (2003, 2006), 

human rights (2003, 2005), governance (2005), education 

(2006), reconstruction (2006), water and sanitation 

(2008) and energy and transport (2009). In support of 

these declarations, policy frameworks have been developed 

over the past tenyears for virtually all of the key 

sectors within the NEPAD programme. Furthermore, 

these sector policy frameworks have been developed 

through multi-stakeholder consultative processes: 

ӹ The NEPAD Spanish Fund for African Women Empowerment 

– Since the establishment of this Fund, 6.3 

million Euros have been disbursed in support of 46 

projects in 23 countries, supporting gender initiatives 

in the following areas: democratic governance, agriculture, 

vocational skills training, micro credit, small 

and medium enterprises development, eradication of 

gender based violence, promotion of the participation 

of women in decision making processes, sexual 

and reproductive health and HIV prevention services, 

promotion of participation of women in environment 

conservation practices and management, promotion of 

human rights and elimination of disparities in primary 

and secondary education; 

ӹ The NEPAD e-Africa Youth Programme – In April 2006, 

the NEPAD e-Africa Commission in conjunction with 

the South African Department of Communications 

agreed to support the formation of a NEPAD e-Africa 

Youth programme. The main objective was to build 

a cadre of young people who would raise awareness 

on issues of the Information Society and serve as active 

participants in building an inclusive Information 

Society in their countries and on the African continent. 

Participants came from Botswana, Democratic 

Republic of Congo, Ethiopia, Kenya, Mali, Mauritius, 

South Africa, and Tunisia. The meeting came up with 

NEPAD e-Africa Youth Programme governance structures, 

roles, terms of reference and rules of procedures. 

A 3-year programme was agreed upon, which would 

be presented for adoption at the official launch of the 

programme that would coincide with the main NEPAD 

Youth Summit to be held in June 2006. The meeting 

agreed to foster partnerships with governments, business 

and civil society. The programme was to be linked 

to the flagship NEPAD e-schools programme and Governments 

would form the programme focal points in 

their respective countries. 

ӹ The NEPAD Capacity Development Programme – In 

2006, the NEPAD Secretariat embarked upon a continent 

wide engagement process on capacity challenges 

in Africa. The process facilitated dialogue within Africa 

and set in motion a process that led to the conceptualization 

and adoption of a capacity development strategy, 

The Capacity Development Strategic Framework 

(CSDF). The related NEPAD Capacity Development 

Initiative (CDI) has successfully managed to sensitize 

stakeholders on the Africa-wide CDSF and more targeted 

work has been undertaken in Ghana, Kenya, Rwanda 

and Uganda. The CDI’s engagement is aimed at putting 

into place processes that can enable the mainstreaming 

of CDSF into National Programmes of Action (NPoA). 

The CDI is also in the process of developing targeted 

interventions with stakeholders and sector groups, 

including agricultural parliamentarians and science 

linkages in collaboration with various partners, and 

capacity support to African universities, tertiary and 

research institutions toward improving their relevance 

to national, sub-regional and continental development 

agenda planning processes. 

ӹ NEPAD Regional Economic Community Engagement 

with CSOs – In addition to the increasing focus on 

including CSOs into the various sector programmes 

of NEPAD, selected regional economic communities 

have also begun institutionalizing the input of CSOs 

into their planning and programme implementation 

processes. SADC and IGAD are two RECS leading the 

way in this regard. SADC has begun actively engaging 

CSOs in the development of the Regional Indicative 

Strategic Development Plan (RISDP) which is the REC’s 

strategic framework for deeper regional integration, 

poverty eradication and sustainable development. CSOs 

are also institutionalized contributors to the SADC 

National Committees, responsible for national engagement 

with SADC policy development matters and for 

monitoring RISDP implementation. In addition, the

Regional Poverty Observatory, the SADC Council of 

NGOs, the Southern Africa Trade Unions Council, 

the SADC Employers Group, and the Association of 

SADC Chambers of Commerce and Industry all play 

a role in providing opportunities for CSO engagement 

in the region. 

Similar to actions taken by SADC, IGAD has established 

an NGO and CSO Forum as an interface mechanism for 

CSO and NGO institutions in the region to work with the 

REC and individual member states have recognized the 

positive role that CSOs can play in peace building, peace 

keeping, and initiatives related to poverty alleviation. In 

2006, the IGAD Summit of Heads of States approved the 

IGAD CSO/NGO Forum and authorized member states 

to establish national steering committees of CSO/NGO 

institutions that were involved in regional integration, 

poverty alleviation, and peace and security. The member 

states form part of the national steering committees and 

provide 50% of the funding required for the work of the 

committee. The CSOs on the steering committee contribute 

the other half of the funding. Through this structure, IGAD 

states have undertaken mapping exercises of CSO activity 

in the region and are working to develop a comprehensive 

CSO database. 84 

Beyond the above-mentioned initiatives, CSO’s have also 

engaged on an adhoc basis with the NEPAD Secretariat 

on issues such as CAADP implementation, G8 fora and 

the aid agenda, climate change, and development finance. 

When assessing the level and depth of engagement that has 

developed between the NEPAD process and civil society, it 

is important to recognize that structurally there has been 

significant change within NEPAD and with how NEPAD 

interacts with the African Union. The AU/ NEPAD integration 

process has taken nearly three years and efforts to 

finalize AU/ NEPAD alignment are in fact on-going. Parallel 

to NEPAD’s development has been the development of 

ECOSOCC and CCP-AU and more formal structures for 

CSO engagement within the broader AU agenda. These 

initiatives and the best practice gained from REC engagement 

initiatives will inform and enable improved CSO 

interaction within all elements of NEPAD. Furthermore, 

the APRM process continues to hold promise for CSO 

involvement within African member states. 

84 Adhoc Expert Group Meeting on Assessment and Way Forward 

after 5 Years: The Role of Civil Society and the Private Sector in the 

Implementation of the NEPAD Programme, RCM-ECA, pp.11-13 


Yet, opportunities to contribute alone will not facilitate the 

level of participation required to make NEPAD a people 

centred initiative with grass roots buy-in, support and 

resource mobilization. There are specific challenges to 

increased CSO engagement in the NEPAD processes that 

need to be addressed: 

ӹ Operational and Technical Capacity Deficiencies – Many 

African CSOs lack adequate technical capacity and 

analytical skills to effectively champion the tenets of 

NEPAD and to conduct policy analysis and programme 

review to ensure that their constituents view points 

and needs are incorporated adequately into NEPAD 

programmes. Thus, training, capital, mentoring and 

other support are needed to develop stronger and more 

able CSO organizations, generally, and toward effective 

CSO participation in the NEPAD process, specifically; 

ӹ Increased Institutionalized Communications Channels 

– Notwithstanding the very important platform and 

clear space given to CSOs to participate in the APRM 

process, and despite the establishment of a CSO focal 

point officer in the NEPAD Secretariat, there is a greater 

need by the Secretariat to develop, publish and promote 

a clear roadmap of consistent engagement with CSOs in 

all facets of the NEPAD programmes – in a way similar 

to the IPSAD programme within the NEPAD e-Africa 

Commission. Most CSOs in Africa still do not have a 

firm understanding of how to engage with NEPAD – at 

the national level, sub-regional level, continental level 

nor in regard to the various programmatic components 

to the AU/NEPAD African Action Plan. 

ӹ Lack of ECOSOCC/ AU CSOs Engagement in NEPAD 

Process – While considerable effort has been made 

over the past ten years to engage CSOs in the AU processes, 

significantly less has been done to incorporate 

the NEPAD programme into the discussions that are 

held between the AU and the CSOs that it has mobilized. 

While it is likely that this will be addressed in the 

coming years as the NEPAD programme is more fully 

integrated into the AU structures, a strategy, plan of 

action and results framework to make the connection 

materialize is needed. 

ӹ Lack of Adequate Inter-Civil Society Dialogue – Most 

civil society organizations in Africa are young institutions 

and have the various operational challenges 

mentioned earlier in this report. There are also international 

CSO organizations, which most often are 

better resourced, that are also active in Africa. At times 

these two groups have clashed over who has the greater 

71


legitimacy to speak out on issues and whose views 

should be incorporated into stakeholder processes. As 

arguably each of these CSO constituents has a role to 

play in the continent’s development, there is a need to 

establish more opportunities for discussion about how 

sometimes divergent views can be harmonized or lead 

to a collectively held compromise view point. 

ӹ Need to Improve Communications Strategy and Capacity 

– Consistently from the earliest meetings related 

to NEPAD and engagement with CSO community, to 

more recent discussions in 2009, many have lamented 

that the NEPAD message has been muffled and muddled 

(if it gets out at all) when disseminated to Africa’s 

citizens. The average African, if aware of NEPAD, feels 

very little ownership of the initiative nor an inspiration 

to participate in its implementation – in large part 

because the correlation between direct improvement in 

his or her standard of living and NEPAD’s programmes 

has not been effectively made. Thus, NEPAD’s architects 

and promoters must work to increase transparency, 

accountability and promote a citizen-focus in all of the 

initiative’s programmes. The African print and broadcast 

Strengths 

• Development of ECOSOCC and CCP-AU establishes vehicles 

through which African CSOs can work to learn more about the 

NEPAD processes 

• The AU/NEPAD integration process should bring additional CSO 

interest and skill sets to bear within the NEPAD process 

• The UN’s OSSA has established a web based database of more 

than 2000 African CSOs by sector that can be accessed by NEPAD 

programme coordinators to solicit input in the various progrannes 

• Growing cadre of competent, technically capable and nationally, 

regionally and internationally connected Africa CSOs 

• Expanding number of pan-African technical CSO networks for 

NEPAD to engage with 

Weaknesses 

• Lack of adequate number of national and regional NEPAD CSO 

focal points cross Africa 

• Capacity constraints among CSOs 

• Turf and legitimacy issues that periodically emerge between African 

CSOs and International CSOs in Africa 

• Existing distrust of CSOs that remains in a number of African 

governments 

• Lingering scepticism about the aims and interests behind NEPAD 

still held by some in African CSO community 

• Lack of formally incorporated engagement mechanism for CSOs 

to be involved in all aspects of NEPAD 

media have to become more engaged to get out the very 

basis aspects of NEPAD and to report on the successes 

and best practices that have come to pass over the past 

tenyears. 

ӹ Need to Raise the Prominence of NEPAD as a Policy 

and Programme Priority at the National Level Within 

Member States – Just as African regional integration has 

lagged because member states have tended to put national 

priorities above regional policy and programmes, 

given the strong regional integration and sub-regional 

organ and infrastructure development focus of NEPAD, 

unless and until most African states make NEPAD a 

clear national agenda item and priority, adequate space 

will not be created for interested CSOs to engage locally 

in the NEPAD processes. As most African CSOs function 

locally and give voice to local/ national concerns, 

the prioritization of NEPAD at national strategy levels 

will definitely enhance CSO focus on NEPAD issues. 

A SWOT analysis is also instructive in identifying current 

engagement factors that impact upon the African CSOs 

relationship with the NEPAD process: 

Opportunities 

• Diaspora CSOs interested in the work of the AU will also be useful 

resources to engage regarding NEPAD 

• APRM still relatively young initiative with much to be dome in 

almost all African countries 

• New revised AAP delineates 2010-2015 project focus- all of which 

hold opportunities for CSO involvement 

• Growing number of donor funded support programmes that can 

aid CSOs – ProInvest, ICF 

• The 2009-2010 NEPAD Business Plan explicitly calls on the Secretariat 

to step up efforts to engage with CSOs 

• Engagement with the various sectoral clusters developing – UN 

RCM, Africa-EU Partnership Forum 

Threats 

• Global economic crisis impedes financial flows to CSO support 

programmes 

• African governments determining not to create increased spaces 

within which CSOs can engage 

• Any hiccups or delays in the AU/ NEPAD integration process 

• NEPAD inability/ refusal to support capacity development within 

CSO community and within the REC community (the latter need 

CSO focal points) 

• Competition with international CSOs whose agendas are not 

aligned with those of African CSOs but who have more resources 

to work with and with which to be heard and to use to engage 

with NEPAD

NEPAD African Private 

Sector and CSO Engage- 

ment Facilitation Resources 

Recognizing that there is a dual responsibility and interest 

in the facilitation of NEPAD engagement with the 

African private sector and civil society, respectively, and 

that both NEPAD and the African private sector and civil 

society should be equally proactive in working toward the 

NEPAD Agency and Key General Support Resources 

ӹ NEPAD Agency 

(www.nepad.org) 

International Business Gateway 

Block B, Gateway Park, Corner Challenger & Columbia 

Avenues 

Midridge Office Park, New Road, Midrand 1685 

P.O. Box 1234, Halfway House 

Midrand 1685, South Africa 

Tel: [27] (11) 256-3600 or [27](11)+ 

Fax: [27] (11) 256-4414 

E-mail: info@nepad.org 

673 

CHAPTER 

establishment of better linkages with one another, it will 

be helpful if there are some starting points identified that 

can help accelerate the processes of developing channels 

for more consistent and sustainable dialogue.


Role/Department/Programme in NEPAD 

Agency 

Name Telephone Email address 

Chief Executive Officer Dr. Ibrahim Assane Mayaki +27 11 256 3633 ceo-office@nepad.org 

Programme Implementation & Coordination Ms Estherine Lisinge-Fotabong +27 11 256 3627 EstherineF@nepad.org 

Strategic Planning and Knowledge 

Management 

Mr. Gengezi Mgidlana +27 11 256 3626 GengeziM@nepad.org 

Office of the CEO Mr. Bankole Adeoye +27 11 256 3602 BankoleA@nepad.org 

Partnerships, Resource Mobilization and 

Communications 

Policy Alignment and Programme 

Development 

Prof. Richard Mkandawire +27 11 256 3626 RichardM@nepad.org 

Prof. Aggrey Ambali +27 12 841 3688 aggrey@nepadst.org 

AggreyA@nepad.org 

Gender Programme Ms Rosalie Lo +27 11 256 3658 RosalieL@nepad.org 

Capacity Development Programme Ms Florence Nazare +27 11 256 3632 FlorenceN@nepad.org 

e-Africa Programme (ICT) Dr. Edmund Katiti +27 12 841 4624 EdmundK@nepad.org 

ekatiti@africacommission.org 

Special Assistant to the CEO Mr. Ibrahim Gourouza +27 11 256 3638 Ibrahimgourouza.m@nepad.org 

Agriculture & Food Security (CAADP) Mr. Martin Bwalya +27 11 256 3400 BwalyaM@nepad.org 

Infrastructure (PIDA) Mr. Adama Deen +27 11 256 3651 AdamaD@nepad.org 

Fisheries Programme (PAF) Dr. Sloans Chimatiro +27 11 256 3606 SloansC@nepad.org 

Sustainable Land and Water Management/ 

TerrAfrica Program 

African Science & Technology Innovation 

Initiative (ASTII) 

Mr. Ousmane Djibo +27 11 256 3616 OusmaneD@nepad.org 

Dr. Towela Nyirenda Jere +27 12 841 3392 TowelaN@nepad.org 

Human Resources Mrs. Fatou Cessay-Jallow +27 11 256 3613 FatouC@nepad.org 

Finance, Budget, Administration Mr. Kossi Toulassi +27 11 256 3642 KossiT@nepad.org 

CAADP Project and Biosciences 

Coordination 

Mr. Mohamed Abdella +27 11 256 3623 MohammedA2@nepad.org 

Education, Training and Youth Prof. Mzabanzi Mboya +27 11 256 3624 MzobanziM@nepad.org 

African Biosafety Network of Expertise 

(ABNE) 

Prof. Diran Makinde +226 50 33 15 01 diran.makinde@nepadbiosafety.net 

CAADP - Rural Futures Program Dr. Marcel Nwalozie +221-338 590 526 marcel.nwalozie@nepadbiosafety.net 

Economic Development Policy Analysis Dr. Ibrahim Kamara +27 11 256 3400 Ibrahim.Kamara@nepad.org 

ӹ Regional Coordination Mechanism/ Economic 

Development and NEPAD Division UN Economic 

Commission for Africa 

(www.uneca.org) 

P. O. Box 3001 

Addis Ababa 

Ethiopia 

Phone: [251] (11) 544-3163 

Fax: [251] (11) 551-0389 

E-mail: ennadozie@uneca.org 

ӹ Office of the Special Adviser on Africa United 

Nations 

New York, New York 10017 

USA 

Tel: [1] (212) 963-0359 

Fax: [1] (212) 963-3892

ӹ Office of NEPAD and Regional Integration 

African Development Bank 

(www.afdb.org ) 

BP 323 -1002 

15 Avenue du Ghana 

African Regional Economic Communities 

ӹ Arab Maghreb Union (UMA) 

(www.maghrebarabe.org) 

14 Rue Zalagh 

Rabat-Agdal, Morocco 

Tel.: (212) 37 671 274/ (212) 37 671 278/ 212 37 671 

280/ (212) 37 671 285 

Fax: (212) 37 671 253 

E-mail: sg.uma@maghrebarabe.org 

ӹ Community of Sahel-Saharan States (CEN-SAD) 

(www.cen-sad.org) 

P.O. Box 4041 

Tel: (218) 3614832/ (218) 3614833/ (218) 3614834 

Fax: (218) 3614832 

E-mail: 

ӹ Southern African Development Community (SADC) 

(www.sadc.int) 

SADC House 

Private Bag 0095 

Gaborone, Botswana 

Telephone: (267) 3951 863 

Fax: (267) 3972 848 

E-mail: registry@sadc.int 

ӹ Intergovernmental Authority for Development 

(IGAD) 

(www.igadregion.org) 

P.O. Box. 2653 

Djibouti 

Tel: (253) 35 40 50 

Fax: (253) 35 69 94 

E-mail: igad@intnet.dj 

ӹ Economic Community of West African States 

(ECOWAS) 

(www.ecowas.int) 

60, Yakubu Gowon Crescent, 

Asokoro District 

P.O. Box. 401 

Abuja, Nigeria 

6. NEPAD African Private Sector and CSO Engagement Facilitation Resources A Decade of NEPAD 

Tunis-Belvedere 

Tunisia 

Tel: [216] 71 10 25 77 

Fax: [216] 71 351 933 

E-mail: l.manneh@afdb.org 

Tel: (234) (9) 31 47 647-9, 

Fax: (234) (9) 31 43 005, 31 47 646 

E-mail: info@ecowasmail.net 

ӹ East African Community (EAC) 

(www.eac.int) 

Arusha International Conference Centre (AICC) 

Building 

Kilimanjaro Wing, 5th Floor 

P.O. Box 1096 

Arusha, TANZANIA 

Tel: 255 27 2504253/4/6/7/8 

Fax: 255 27 2504255/2504481 

E-mail: eac@eachq.org or eac@eac.int 

ӹ Common Market for 

Eastern and Southern Africa (COMESA) 

(www.comesa.int) 

Comesa Centre 

Cairo Road 

P.O. Box 30051 

10101 Lusaka, Zambie 

Tel: (260) 1 22 97 26/29 

Fax: (260) 1 22 51 07/ 22 73 18 

E-mail: secgen@comesa.int and 

comesa@comesa.int 

ӹ Economic Community of Central African States 

(ECCAS) 

(www.ceeac-eccas.org) 

BP 2112 

Libreville, Gabon 

Tel: (241) 44 47 31 

Fax: (241) 44 47 32 

E-mail: ceeac.orgsr@inet.ga 

75


Private Sector Engagement Facilitation 

The following analysis of the three levels of association that 

exist for private sector organizations in the implementation 

of NEPAD (beyond engagement with government or 

with RECs), was presented as an illustration of existing 

structures in Eastern Africa (specifically drawn from a 

study of NEPAD structures in Kenya, Mauritius, Tanzania 

Organization/ Structure of Involvement of the Private Sector in NEPAD 

and Uganda) in the 2007 OSSA publication entitled: “The 

Private Sector’s Institutional Response to NEPAD: Review 

of Current Experiences and Practices” 85 : 

85 Mosha, F., Chapter Four – East Africa, The Private Sector’s Institutional 

Response to NEPAD: Review of Current Experiences and 

Practices, UN OSSA, 2006, pp. 95-96 

NEPAD Secretariat and NEPAD Focal Points National Focal Points – Key Information Access Points – 

NEPAD Kenya (Ministry of Planning) 

NEPAD Mauritius (Ministry of Foreign Affairs) 

NEPAD Tanzania (Ministry of Planning) 

NEPAD Uganda (National Planning Authority) 

RECs and Regional Business Associations Layer #1 – 

EAC – East African Business Council 

East African Chamber of Commerce 

COMESA – COMESA Business Council 

IGAD – IGAD Business Forum 

SADC – SADC Business Forum 

Association of SADC Chambers of Commerce and Industry 

National Business Associations Layer #2 – 

KENYA 

Private Sector Alliance 

National Chamber of Commerce and Industry 

Association of Manufacturuers 

Business Council 

Association of Building and Civil Engineering Contractors 

MAURITIUS 

Chamber of Commerce and Industry 

Chamber of Agriculture 

Enterprise Mauritius 

National Economic and Social Council 

Building and Civil Engineering Contractors Associations 

TANZANIA 

National Private Sector Foundation 

Business Council 

Confederation of Tanzania Industry 

Chamber of Commerce Industry and Agriculture 

Construction Council 

UGANDA 

National Chamber of Commerce and Industry 

Manufacturers Association 

Private Sector Foundation 

National Association of Building and Civil Engineering Contractors 

Corporate Members of National Associations Layer # 3 – 

Potential domestic and foreign investors in NEPAD Projects/ programmes

In terms of organization of resources, the above illustration 

points out that there are three levels of private sector 

organizations potentially involved in the implementation 


The first layer is the regional associations that pool together 

all of the private stakeholders at the regional level. The second 

layer is comprised of the national individual and apex 

associations. The third layer is made up of the individual 

corporations who are members of these associations at 

both national and regional levels. 

According to the analysis undertaken, the first step of 

implementation of NEPAD projects begins at the NEPAD 

Agency or with the NEPAD national focal point under 

government ministries responsible for working with both 

the RECs and NEPAD. These ministries typically are 

responsible for harmonizing both national and regional 

perspectives of NEPAD programmes and provide support 

for the implementation of projects at both the national 

and regional levels. 

They also determine, through their participation in the 

RECs the specific NEPAD projects which will actually be 

implemented and prioritized. 

Even when governments desire to enter into bilateral agreements 

with donors to pursue project within individual 

countries as “NEPAD” projects or undertake components 

of regional NEPAD projects, without going through the 

RECs, it is the NEPAD national focal that plays the facilitating 

role at the national level. Thus, whether a project be 

national or regional in focus, the NEPAD Focal point of the 

country of origin of the private sector firm or organization 

is the key link with all of the other stakeholders. 

The RECs have been designated as the principal developers 

and managers of the majority of the NEPAD programme. 

They are thus responsible for engaging with the regional 

business organizations and working with them to involve 

the private sector in regional projects. The regional associations 

in turn are responsible for providing coordinating 

leadership and facilitation assistance to their membership 

at national level as it is this membership who are the 

prospective investors, partners and contractors of the 

NEPAD projects. 

In this analysis, the three key access points for private 

sector institutions interested in becoming involved with/ 


benefiting from NEPAD projects are: 1) the National Focal 

Point ministries in each member state, 2) the NEPAD 

Agency, and 3) the Regional Business Organizations that 

work with the RECs to which the member state belongs 

(recognizing that one country may be a member of multiple 

RECs). 

Key resources to engage with to identify national NEPAD 

Focal Points and NEPAD project involved regional business 

organizations can be found via the NEPAD Secretariat 

and/or the NEPAD RECs. Additional support institutions 

include: 

ӹ Selected Private Sector Support Resources 

• Private Sector Forum 

African Union 

(www.africa-union.org) 

Policy Officer-Private Sector Development 

Economic Affairs Department 

PO Box 3243 


Tel: +251 11 551 7700 

Fax: +251 11 551 0249 

• Private Sector Section 

Governance and Public Administration Division 

United Nations Economic Commission for 



P.O. Box 3001 


Tel : +251 11 544 3436 

Fax : +251 11 551 1953 

• Private Enterprise Partnership for Africa 

(www.ifc.org) 

International Finance Corporation 

14 Fricker Road 

Illovo 2196 

PO Box 41283, Craighall 2024 

Johannesburg, South Africa 

Tel: [27] (11) 731 3000 

Fax: [27] (11) 268 0060 

77


• PRO€INVEST Management Unit 

(www.proinvest-eu.org) 

Centre for the Development of Enterprise 

(CDE) 

European Commission 

Avenue Herrmann-Debroux 52 

B-1160 Brussels 

Belgium 

Tel: [32] (2) 679 1850 

Fax: [32] (2) 679 1870 

Email: infos@proinvest-eu.org 

• World Bank Diaspora Programme 

(www.worldbank.org/afr/diaspora) 

Regional Operations Advisor 

Capacity Development Management Action 

Plan Unit – Africa Region 

The World Bank 

1818 H Street, NW 

Washington, DC 20433 

Tel: [1] (202) 458 0302 

Fax: [1] (202) 522 3329 

E-mail: afrdiaspora@worldbank.org 

• NEPAD Infrastructure Investment Facility 

(www.africaninfrastructure.com) 

Afrifocus House 

93 Chislehurston 

Sandton 2196 

Johannesburg 

South Afica 

Tel: [27] (11) 783 2431 

Fax: [27] (11) 784 5569 

E-mail: info@africaninfrastructure.com 

• African Business Roundtable 

(www.abrnetwork.org) 

Suite 242, ECOWAS Commission 

60, Yakubu Gowon Crescent 

Asokoro, Abuja 

Nigeria 

Tel: [234]( 9) 314 2629 

Fax: [234]( 9) 314 2627 

E-mail: info@abrnetwork.org 

• NEPAD Business Foundation 

(www.nepadbusinessfoundation.org) 

No 3 Gwen Lane, 1st Floor 

Sandton, 2146, South Africa 

Tel: [27] (11) 884 1888 

Fax: [27] (11) 884 0061 

• Pan African Chambers of Commerce 

(www.ethiopianchamber.com) 

c/o Ethiopian Chamber of Commerce and 

Sectoral Associations 

PO Box 517 


Tel: [251] (11) 551 8240 

Fax: [251] (11) 551 7699 

• Comprehensive African Agriculture 

Development Programme 

(www.nepad-caadp.net) 

NEPAD Secretariat 


Block B, Gateway Park, Corner Challenger 

& Columbia Avenues 

Midridge Office Park, New Road, Midrand 

1685 



Tel: [27] (11) 256-3600 

Fax: [27] (11) 256-4414 

• NEPAD e-Africa Commission 

(www.eafricacommission.org) 

c/o SA Council for Scientific and Industrial 

Research 

PO Box 395 

Building 43 B 

Pretoria 0001, South Africa 

Tel: [27] (12) 841 4523 

Fax: [27] (12) 841-4094

• NEPAD-Spanish Fund for the Empowerment of 

African Women 


NEPAD Secretariat 


Block B, Gateway Park, Corner Challenger 

& Columbia Avenues 

CSO Engagement Facilitation 

The engagement of African CSOs in the NEPAD process 

is a bit more straight forward than it had been in the past 

as there is a designated focal point within the NEPAD 

Secretariat tasked with facilitating CSO engagement and 

support. The APRM Secretariat is also an important resource 

to engage for CSOs interested in getting involved 

in their respective country’s APRM process. 

An additional significant resource that has been developed, 

largely through the efforts of the U.N. Office of the Special 

Adviser on Africa (OSAA) to strengthen African NGOs, 

is a database of Africa focused CSOs that provides an 

excellent resource for network among CSOs and resource 

identification for public sector institutions, including NE- 

PAD, seeking grass roots and technical input from civil 

society in Africa. 

The first edition of the Directory of African NGOs was 

published in 1999. It was updated in 2002 and 2004. The 

number of NGOs listed increased from 1,896 in 1999 to 

2459 in 2002. A total of 3776 organizations are featured 

in the third edition published in 2004. 

The organizations in the Directory are arranged by country 

and listed alphabetically according to their official 

name within the country. The order of countries follows 

the English alphabet. The text appears in either English 

or French, regardless of the official language used by the 

NGO. The main menu, which serves as table of contents, 

appears only in English. 

Each description provides general information, including 

the name of the organization, the year of creation, the 

type of organization, the contact person and address. It 

also includes the NGO’s purpose, its major activities, an 

illustration of the organization’s work, the international 

and local languages used in its work, financial sources and 


Midridge Office Park, New Road, Midrand 

1685 



Tel: [27] (11) 256 3600 

Fax: [27] (11) 256 4414 

E-mail: rosalielo@nepad.org 

the list of networks, umbrella organizations or federations 

with which the NGO is affiliated. 

Six annexes follow the descriptive section: 

ӹ List of organizations in alphabetical order, by country, 

ӹ List of organizations grouped by the following priority 

action areas: agriculture, health, HIV/AIDS, education, 

environment, poverty eradication, conflict resolution, 

micro-finance, and youth and women organizations 

ӹ List of organizations by category 

ӹ List of networking organizations at regional and international 

levels (Affiliates) 

ӹ List of NGO focal points 

ӹ The questionnaire used to collect information, in both 

English and French. 

In addition to these useful resources, other institutions 

that are working to facilitate increased CSO engagement 

in all AU/ NEPAD processes include the following: 

ӹ Gender, Civil Society and Parliament Affairs 




Block B, Gateway Park, Corner Challenger & 

Columbia Avenues 

Midridge Office Park, New Road, Midrand 1685 



Tel: [27] (11) 256 3600 

Fax: [27] (11) 256 4414 

E-mail: rosalielo@nepad 

79


ӹ African Peer Review Mechanism 

(www.aprm.krazyboyz.co.za) 

Unit A 101, Gateway Park 

Cnr Challenger & Columbia Ave 

Midridge Park 


PO Box 1234, Halfway House 

Halfway House 1685, South Africa 

Tel: [27] (11) 313 3401 

Fax: [27] (11) 313 3086 

ӹ Office of the Special Adviser on Africa 

United Nations NGO Directory 

www.un.org/africa/osaa/ngodirectory/index.htm 

Office S-760BB 

New York, New York 10017 

USA 

Tel: [1] (212) 963-0359 

Fax: [1] (212) 963-3892 

ӹ Civil Society Section 

Governance & Public Administration Division 

United Nations Economic Commission for Africa 


P.O. Box 3001 


Tel : +251 11 544 3436 

Fax : +251 11 551 1953 

ӹ PRO€INVEST Management Unit 

(www.proinvest-eu.org) 

Centre for the Development of Enterprise (CDE) 


Avenue Herrmann-Debroux 52 

B-1160 Brussels 

Belgium 

Tel: [32] (2) 679 1850 

Fax: [32] (2) 679 1870 

Email: infos@proinvest-eu.org 

ӹ Policy Officer, Regional Integration and Economic 

Cooperation Division 

Economic Affairs Department 



PO Box 3243 


Tel: [251] (11) 551 7700 Ext. 205 

Fax: [251] (11) 551 0249 

E-mail: victoriaf@africa-union.org 

ӹ African Union Mission to the USA 


1919 Pennsylvania Avenue, Suite 7001 

Washington, DC 20006, USA 

Tel: [1](202) 293 8990/8006 

E-mail: shbai@aol.com 

ӹ Citizens and Diaspora Directorate 



PO Box 3243 


Tel: [251] (11) 551 3822 

Fax: [251] (11) 551 9321 

E-mail: jinmia@africa-union.org 

ӹ Economic, Social and Cultural Council (ECOSOCC) 


(www.africa-union.org/ECOSOC/home.htm) 

PO Box 3243 


Tel: [251] (11) 551 3822 

Fax: [251] (11) 551 9321 

E-mail: jinmia@africa-union.org 

The Centre for Citizens’ Participation in the African 

Union 

(www.ccp-au.org) and 

ӹ The AU Monitor (online journal) 

(www.pambazuka.org/aumonitor) 

Fax: [251] (11) 661-3533 or [251] (91) 386 5187 

E-mail: aucitizens@yahoo.com or 

aucitizens@gmail.com

ӹ African Capacity Building Foundation 

(www.acbf-pact.org) 

7th & 15th Floors, Intermarket Life Towers, 

Cnr. Jason Moyo/Sam Nujoma Street, 

P. O. Box 1562 

Harare, Zimbabwe. 

Tel: [263] (4) 790-398/9 or 700-208/210 

Fax: [263] (4) 702-915 or 738-520 

Email: root@acbf-pact.org 

ӹ Economic Development: Infrastructure and 

Communications Networks, Trade and Regional 

Integration 


(www.ec.europa.eu) 

Development and Relations with Africa, Caribbbean 

and Pacific States 

European Commission-Office SC15 04/116 – 1049 

Brussels, Belgium 

Rue de la Science/ Wetenschapsstraat 15 

1040 Bruxelles, Belgium 

Tel: [32] (2) 299 36 82 

Fax: [32] (2) 299 0603 


ӹ Investment Climate Facility 

(www.icfafrica.org) 

2nd Floor, 50 Mirambo Street, 

P.O. Box 9114 

Dar es Salaam, Tanzania 

Tel: [255] (22) 212 9211 

Fax: [255] (22) 212 9210 

Email: info@icfafrica.org or for projects: 

projects@icfafrica.org 

81

Deepening Ownership and 

Partnership of NEPAD: 

Key Recommendations 

While much has been made of the various shortcomings 

of NEPAD in its relatively short life, there are some very 

concrete and tangible opportunities emerging for engagement/ 

re-engagement within the NEPAD programme for 

African private sector institutions and African CSOs. 

Two evolutionary processes occurred simultaneously which 

present unprecedented opportunities for increased engagement 

with NEPAD and renewed opportunity for the private 

sector and civil society to participate in, and benefit from 

NEPAD’s programme of action: the NEPAD integration 

and the planned transformation of the African Union 

Commission into the African Union Authority 

NEPAD/ AU Integration Process – The evolution process 

that led to the creation of a NEPAD Planning and Coordination 

Agency will create increased CSO engagement 

with NEPAD as the CSOs actively involved with the AUC 

will now find the NEPAD Agency within their purview 

for monitoring as an integrated organ of the Union. The 

African private sector will note that there are increased 

business opportunities and support for SMEs available 

through NEPAD given the refinements made in the AU/ 

NEPAD African Action Plan and the expanded resources 

that have been pledged/ mobilized to support NEPAD’s 

implementation over the next five years. The NEPAD 

Agency should also find more resources mobilized for 

its support as “NEPAD” becomes a prospective beneficiary 

of resources mobilized in support of the UN-AU 

Cooperation: Framework for the “Ten-year Capacity 

Building Programme for the African Union” which 

was launched in 2006. This evolving but comprehensive 

framework aims to clarify the areas, forms and scale of 

783 

CHAPTER 

how the UN system responds to the capacity needs of 

the African Union. 

AU Commission transformation into the African Union 

Authority Process – During the 13 th Ordinary Session held 

in Sirte, Libya in July 2009, the Assembly of Heads of State 

and Government of the African Union considered and 

endorsed the recommendations of the 12 th Extraordinary 

Session of the Executive Council on the transformation n 

of the African Union Commission into the African Union 

Authority. The transformation of the Commission into 

an Authority is intended to strengthen the institutional 

framework of the Union in order to enable it to play its role 

in accelerating the political and socio-economic integration 

of the Continent towards the achievement of the United 

States of Africa. Selected functions of the Authority beyond 

those already existing under the AU Commission include: 

ӹ Promotion of Pan-Africanism and the protection and 

defense, generally, of African interests within and outside 

of the continent, 

ӹ Mobilization of African people on the continent and in 

the Diaspora to identify with and support the process 

of renewal and reform of the continent as a framework 

for African renaissance; 

ӹ Coordinate the implementation of the Common African 

Defense and Security Policy relating to defense as 

well as the strategies and mobilization of the resources 

required for the defense of the Continent. 

With this transition, the AU’s work to mobilize the African 

Diaspora as the 6 th region and the many relationships with 

the Diaspora that have been developing over the past five


years should create effective channels to popularize NE- 

PAD within the Diaspora and to mobilize technical and 

financial resources from within the Diaspora in support 

of NEPAD. Furthermore, those NEPAD focused CSO’s 

involved with conflict resolution, post conflict redevelopment 

and peace and security will have an expanded 

portfolio to work with under the new expanded mandates 

of the African Union Authority. 

Recognizing that ownership sentiment also comes with 

opportunities to become involved in the planning and 

delivery processes of NEPAD, a significant increase in 

programmatic involvement by Africa’s private sector and 

CSO community is also bound to engender increased 

feelings and incidences of grass roots African ownership. 

Today, in part in response to the evolutionary processes 

mentioned above, there is unprecedented opportunity for 

African stakeholders to become meaningfully involved in 

NEPAD initiatives and greater resources to support the development 

and delivery of NEPAD projects. Additionally, 

Accelerating ownership and engagement 

with the African Private Sector 

The AU/NEPAD 2010-2015 African Action Plan 

The AU/NEPAD African Action Plan 2010-2015 provides 

a comprehensive project opportunity overview . 

The elements of the Action Plan are organized under 

nine sectors: 

ӹ Infrastructure (Energy, Water and Sanitation, Transport, 

and ICT) 

ӹ Agriculture and Food Security 

ӹ Human Resource Development (Health, Education, 

Youth and Training, and Social Affairs) 

ӹ Science and Technology 

ӹ Trade, Industry, Market Access & Private Sector 

Development 

ӹ Environment and Climate Change, and Tourism 

ӹ Governance and Public Administration, Peace and 

Security 

ӹ Capacity Building 

ӹ Gender Development 

more resources than ever have been identified and mobilized 

to specifically support African-led, broad based, 

participatory, NEPAD implementation programmes and 

these resources can be harnessed to engender increased 

African ownership in the NEPAD programmes. 

While institutional efforts must continue to create space 

for African CSO engagement and African private sector 

participation by the NEPAD Secretariat and within 

REC and national focal point structures, actual project 

involvement is, arguably, the fastest way to rapidly expand 

ownership and participation within NEPAD processes. 

Toward this end, four distinct NEPAD related programmes 

present unique and tangible opportunities for private 

sector and CSO engagement with NEPAD. Although the 

private sector and African CSO community have space 

for contribution in all four projects, two of the initiatives 

hold comparatively more opportunity for CSO engagement, 

and two hold comparatively more opportunity for 

private sector engagement: 

Within these nine sectors 80 programmes and projects 

have been prioritized for implementation during the 2010- 

2015 timeframe: 

ӹ 19 projects are at stage 1: programme/ project 

identification 

ӹ 25 projects are at stage 2: feasibility/ needs assessment 

ӹ 29 projects are at stage 3: programme/ project structuring 

and promotion 

ӹ 7 projects are at stage 4: implementation and operations. 

The revised AAP also contains “Emerging Priorities” that 

are additional programmes and projects that will create 

a pipeline for the future and include selected regional 

priority projects that are not included in the AAP as pan- 

African priorities. 

The total cost of implementing the stage 3 and stage 4 

priority programmes and projects is estimated at US$10.2 

billion and US$3.3 billion has been committed toward their

implementation. US$6.9 billion is yet to be raised. The 

stage 1 and stage 2 studies and pilot projects are estimated 

to cost approximately US$70 million. A further US$51 

billion toward implementation was identified based on 

pre-feasibility estimates but not included within the AAP 

budgetary plan given the early stage nature of the projects. 

Given the recent experiences of accelerating donor support, 

notwithstanding the global financial crisis of the past two 

years, it is expected that the US$6.9 billion shortfall will 

be committed within the five year programme of the AAP. 

Toward achieving the aims of the AAP 2010-2015, US$100 

million to recapitalise the Infrastructure Project Preparation 

Facility and provide for project development work in 

other sectors is also being sought. 

The AAP also advocates the involvement of investment 

advisors to promote and raise capital for those projects 

that have clear indications of economic return. 

Participation of the African private sector in the AAP 

would involve the following actions: 

ӹ Registration with one or more implementing agencies – 

The majority of the NEPAD programmes and projects 

are implemented through partner agencies such as 

the African Development Bank, World Bank, various 

U.N. agencies, bilateral agencies and the European 

Union. All of these institutions have fairly transparent 

procurement processes and straight forward supplier 

registration rules. Consulting opportunities can be 

pursued through these agencies; 

ӹ Familiarization with Sponsor Ministries/ Institutions 

– Each of the identified NEPAD priority projects has 

a sponsor and the AAP has developed a project/ programme 

description that identifies key stakeholders. 

For African private sector institutions that believe they 

have the capacity to deliver or otherwise take part in 

7. Toward Ownership and Partnership with NEPAD: Key Recommendations A Decade of NEPAD 

The Comprehensive African Agriculture Development Programme 

CAADP is the agricultural programme of the New Partnership 

for Africa’s Development (NEPAD) and was established 

by the AU assembly in 2003. CAADP focuses 

on improving food security, nutrition, and increasing 

incomes in Africa’s largely farming based economies by 

raising agricultural productivity by at least 6% per year 

and increasing public investment in agriculture to 10% 

the implementation of projects that have already been 

designed, it will be incumbent upon them to introduce 

themselves to the project promoters (RECs, national 

ministries, donors/ private financiers) and other stakeholders 

as part of their effort to position themselves to 

become a contractor or sub-contractor to undertake / 

participate in the project; 

ӹ Present Adequate Capacity and a Strong Track Record 

– For more complex projects and programmes, where 

African private sector members may deem that additional 

capacity may be required to implement the 

project, it will be practical to seek to establish joint 

ventures or to develop consortia to present a team that 

has the collective capacity and track record to support 

selection as the lead project implementation contractor; 

ӹ Pursue Set-Aside and Supply Chain Opportunities – 

Where projects are significantly larger and beyond the 

capacity of local African private sector members, they 

should still advocate with national and regional stakeholders 

that various aspects of the project be set aside 

for their participation and/or that foreign contractors 

be required to sub-contract certain levels of the project 

to local sub-contractors. 

The AAP also presents projects where there will be resources 

available for capacity building. Here it will be 

incumbent for national and regional bodies of organized 

business to alert their constituencies to the levels and 

type of support available and to encourage them to apply 

for financial and technical support. Projects such as the 

NEPAD Spanish Fund for African Women Empowerment 

provide a good example of resources than can be 

of assistance in this regard. Similarly, the ABR developed 

NEPAD Infrastructure Investment Facility offers small 

and medium sized infrastructure interested companies 

information and technical assistance that can be leveraged 

to become involved in the NEPAD infrastructure 

development programme. 

of national budgets per year. Overall, CAADP’s goal is to 

eliminate hunger and reduce poverty through agriculture. 

To date 19 countries are at different stages of participating 

in CAADP’s processes. 

By 2015, CAADP envisions an Africa that has: 

85


Summary of AAP Priority Programmes and Projects by Sector, 2010-2015 

Number of Priority 

Projects and 

Programmes 

Implementation/Operational 

Cost 

Based on stage 2, 3, 4 

Ests. (sum 75 Euro, 

67 Pound) 

Cost of Stage 1, 2, 3 

Studies 

Sector US Million 

Energy 

Water and Sanitation 

Transport 

ICT 

Development Corridors 

Agriculture and Food 

Security 

Health 

Education, Youth and 

Training 

Social Affairs 

Science and Technology 

Trade, Industry, Market 

Access 

Private Sector Development 

Environment Climate 

Change 

Tourism 

Governance and Public 

Administration 

Peace and Security 

Capacity Development 

Gender Development 

All Sectors 

Studies and Pilots 1 10.00 

Pre-Feasibility Cost 

Estimates 

(e.g. Stage 1 

drearuer) 

Implementation 6 3,555.00 20,000 0.50 

Studies and Pilots 

Implementation 3 120.00 1,250 53.00 


Implementation 9 2,590.60 4,000 70.00 


Implementation 1 1,400.00 2,250 1,005.00 


Implementation 




Implementation 1 6,450 


Implementation 1 17.00 15,000 17.00 


Implementation 10 


Implementation 8 141.80 250 40.48 


Implementation 1 200.00 175.00 


Implementation 2 399.00 640 265.00 

Studies and Pilots 0.25 



Implementation 1 7.10 






Implementation 2 97.00 67.00 

Studies and Pilots 39 69.64 27.05 


Commitments

ӹ Dynamic agricultural markets within countries and 

between regions in Africa; 

ӹ Farmers taking part in the market economy and enjoying 

good access to markets so that Africa, capitalising on 

its comparative and competitive advantages, becomes 

a net exporter of agricultural products; 

ӹ A more equitable distribution of wealth for rural populations 

– in terms of higher real incomes and relative 

wealth. Rural populations will have more equitable 

access to land, physical and financial resources, and 

knowledge, information and technology for sustainable 

development; 

ӹ Africa as a strategic player in agricultural science and 

technology, meeting the growing needs and demands 

of African agriculture; and 

ӹ Environmentally sound agricultural production and a 

culture of sustainable management of natural resources 

as a result of better knowledge, more information and 

the application of technology. 

While African countries are continuously adopting the 

CAADP Agenda into their agriculture and rural development 

strategies and programmes, through October 2009, 

Togo, Burundi, Ethiopia, Sierra Leone, Benin, Mali, Niger 

and Liberia had signed their CAADP Compacts. Rwanda 

was the first country to sign up in 2007. 

Ghana, Nigeria, Gambia, Cote d’Ivoire, Malawi, Uganda, 

Swaziland, Kenya and Zambia have also advanced with 

the Country Roundtables and are expected to sign their 

compacts in 2009/2010. In Zimbabwe, NEPAD is in the 

process of exploring support for CAADP implementation. 

An initial preparatory and planning mission has already 

been held. The focus is now on developing appropriate 

responses to the food security challenges facing Zimbabwe. 

The NEPAD Secretariat coordinates CAADP through five 

strategic functions. 

ӹ Promoting CAADP Principles – NEPAD promotes 

CAADP principles in CAADP implementation processes 

and investment programmes. NEPAD helps 

countries to adapt the CAADP principles, operationalise 

the pillar frameworks, and use the CAADP roundtable 

processes. To do this NEPAD leverages technical expertise, 

supports Regional Economic Communities, and 

strengthens links with other NEPAD units. 

ӹ Managing Communication and Information – NEPAD 

manages communication and information to support 


the implementation of the CAADP agenda and partnerships. 

NEPAD collects and shares information on 

processes and tools. Some of the ways this is done include: 

establishing a knowledge database, and using 

public information campaigns (local and international) 

to raise awareness of what CAADP is doing and the 

changes it is bringing about. 

ӹ Facilitating and Coordinating Monitoring and Evaluation 

– NEPAD facilitates and coordinates monitoring 

and evaluation. This includes assessing impact and facilitating 

the sharing of lessons and peer review. NEPAD 

captures and shares key lessons through peer review 

and joint assessment. This also means evaluating the 

impact of the CAADP agenda on NEPAD national and 

continental development objectives. In 2008, NEPAD 

reviewed CAADP’s first five years to evaluate the performance 

of CAADP as a network in achieving its goals. 

ӹ Linking Resources with Programmes – NEPAD builds 

partnerships and coalitions to link resources with agricultural 

investment programmes. Strong international 

and regional partnerships are vital for the success of 

CAADP. 

ӹ Harnessing Key Thinking and Experience – NEPAD 

harnesses key thinking and experience on emerging 

national, international and global issues related to 

agriculture, to articulate African perspectives and to 

contribute to the evolution of the CAADP Agenda. 

NEPAD makes sure that up-to-date information on 

trends in African agriculture and rural development 

is easily available both locally and internationally. NE- 

PAD directs strategic information about developments 

affecting CAADP to all stakeholders. 

There are four key focus areas or “pillars” that undergird 

the agricultural improvement and investment programme 

under CAADP: 1) Sustainable Land and Water Management, 

2) Market Access, 3) Food Supply and Hunger, and 

4) Agricultural Research. 

The country roundtable is also an important component 

of CAADP because although CAADP is continental in 

scope, it is realised through national efforts to promote 

growth in the agriculture sector and economic development. 

Thus, CAADP is not really a set of programmes, but 

rather a framework of key principles and targets that are 

to be tailored to the circumstance of each participating 

member state. 

87


As no single road map will suit all countries, each African 

country is expected to implement the CAADP Agenda in 

its own way – although each will be able to use a common 

set of tools, such as the Pillar frameworks and the country 

roundtable processes. Success will be measured by the 

extent to which each country’s policies and investment 

programmes change are reformed as benchmarked against 

the common principles and goals of the CAADP Agenda. 

The national roundtables lead to national pacts between 

donors and individual governments that will help different 

countries to achieve the four Pillars. Each national 

roundtable takes responsibility for: 

ӹ aligning state policies with regional priorities and the 

four Pillars; 

ӹ exploiting synergies and discussing economic bottlenecks 

between neighbouring countries, and deciding 

appropriate action on those matters; 

ӹ identifying gaps in the donor funding needed to achieve 

agreed priorities; 

ӹ initiating work to monitor and evaluate CAADP’s progress 

at the national, regional and continental levels. 

With the four Pillars as a framework, CAADP efforts drill 

down to the national level through a roundtable process 

that focuses on: 

ӹ exploiting synergies and inclusive, evidence-based discussions 

on socio-economic bottlenecks and deciding 

appropriate action on those matters; 

ӹ identifying gaps in donor funding needed to achieve 

agreed priorities; 

ӹ initiating work to monitor and evaluate CAADP’s progress 

at the national, regional and continental levels; 

ӹ aligning state policies with regional priorities and the 

four Pillars; 

ӹ developing long-term commitments to finance agricultural 

investment programmes that are aligned with 

CAADP principles and targets. 

The country roundtable process is flexible and is being 

constantly adapted, becoming more robust as it is used 

and refined. 

Since CAADP’s inception, NEPAD, the Regional Economic 

Communities (RECs) and the African Union (AU), have 

worked together with a number of donors and African 

governments to mobilise and harmonise support for the 

initiative. Collectively, they have helped to establish the 

CAADP Multi-donor Trust Fund which is hosted at the 

World Bank and funnels financial support to CAADP 

processes and investments. 

The CAADP Multi-donor Trust Fund is a flexible yet 

systematic, efficient and reliable way to: 

ӹ Allow economies of scale 

ӹ Complement existing resources mobilised around 

CAADP Pillars and other thematic priorities 

ӹ Facilitate partnerships and coalition building among 

African institutions, partners and donors 

ӹ Harmonise priorities 

ӹ Increase the efficiency and effectiveness of financial 

resources 

ӹ Target specific gaps in financing, capacity and 

technology 

For potential private sector partners, consultants and/or 

clients, each of the four CAADP pillars offers different 

prospective engagement opportunities: 

Pillar 1 – 

Sustainable Land and Water Management 

The lead technical agencies of Pillar 1 are the University 

of Zambia, and the Burkina Faso based Permanent Interstate 

Committee for Drought Control in the Sahel. The 

programme in Pillar 1 focuses on: 

ӹ Development of the pillar vision and framework 

ӹ Forging partnerships for sustainable land and water 

management 

ӹ The mobilization of US$150 million, leveraging US$1 

billion, and 

ӹ Facilitation of the CAADP country roundtables. 

Key initiatives under Pillar 1 to date involve the following: 

ӹ TerrAfrica: Under Pillar 1, the TerrAfrica Initiative has 

mobilised US$1 billion for investment in country programmes 

for sustainable land and water management 

through the Global Environment Facility (GEF) Strategic 

Investment Programme. Initially, GEF provided 

US$150 million; a further US$900 million was invested 

by the Initiative. The design of country programmes and 

disbursement of funds is already under way. 

ӹ Conservation agriculture: In 2008, the Norwegian Government 

committed US$4 million in response to the

high food prices, but with a special focus on conservation 

agriculture. This is being used in a joint NEPAD- 

FAO programme (2008-10) to scale up the adoption of 

conservation agriculture in Southern Africa. It aims 

to reach 23,700 rural households. Farmers in Lesotho, 

Mozambique, Swaziland and Zimbabwe have been 

trained and given improved seed varieties and appropriate 

technologies such as the jab planter and planting 

basin methods. Women and children are key targets 

of the programme, which in 2010 will be extended to 

Eastern Africa. 

ӹ Water and irrigation: Under Pillar 1, NEPAD coordinates, 

aligns and manages knowledge initiatives across 

the continent. An initiative to address regional constraints 

to scaling up investments in irrigation development 

was launched. Here NEPAD focused on ensuring 

that regional resource mobilisation directly supports 

country CAADP processes. 

Pillar 2 – Market Access 

Pillar 2 aims to increase market access through improved 

rural infrastructure and other trade-related interventions. 

The lead agency under Pillar 2 is the Dakar, Senegal based 

Conference of Ministers of Agriculture of West and Central 

Africa (CMA/WCA): 

The objectives of Pillar 2 are to: 

ӹ Accelerate growth in the agricultural sector by raising 

the capacities of private entrepreneurs (including 

commercial and small-holder farmers) to meet the increasingly 

complex quality and logistic requirements of 

markets, focusing on selected agricultural commodities 

that offer the potential to raise rural (on- and off-farm) 

incomes, and 

ӹ Create the required regulatory and policy framework 

that would facilitate the emergence of regional economic 

spaces that would spur the expansion of regional trade 

and cross country investments 

Key objectives of the work programme under Pillar 2 

include initiatives to: 

ӹ Improve local infrastructure so that African farmers 

have better connections to markets, addressing issues 

including: 

• transportation, (road, rail, marine and air freight) 

• storage, packaging and handling systems 

• retail facilities 


• information technology, and 

• overall supply chains. 

ӹ Improve competitiveness through sound trade policies 

at the national, regional and continental level. 

ӹ Strengthen capacity to participate in trade negotiations 

and meet market access requirements for world trade 

(quality, grades and standards, etc.). 

ӹ Strengthen capacities among the agribusiness community 

and facilitate business partnerships with importing 

companies. 

ӹ Build strategic alliances to create industry-to-industry 

linkages and expand domestic and foreign direct investment 

in agriculture 

Key initiatives under Pillar 2 to date include the following: 

ӹ Framework Development: Work is proceeding on the 

Market Access vision and framework simultaneously. 

The Secretariat has facilitated and coordinated the final 

technical review and validation processes for the 

CAADP Pillar 2 Framework on increasing market access 

through improved infrastructure and trade-related 

interventions. 

ӹ Fertiliser Programme: Following up on the Abuja Declaration, 

NEPAD has worked closely with the African 

Union Commission and the African Development Bank 

to establish the Africa Fertiliser Financing Mechanism. 

Already over US$35 million has been mobilised and will 

be directed to countries through country roundtable 

processes. 

ӹ Regional trade: Facilitation programmes are currently 

being funded in the COMESA and ECOWAS regions to 

promote the integration of regional markets and raise 

the competitiveness of local products in these markets. 

ӹ Other initiatives: The UK’s Research Into Use Programme 

recently launched the African Enterprise 

Challenge Fund to finance agribusiness joint ventures 

and other business-to-business alliances. The US African 

Growth and Opportunities Act also provides 

duty free access for African origin products, including 

agri-products. 

Pillar 3 – Food Supply and Hunger 

Pillar 3 aims to increase food supply and reduce hunger 

across the region by raising smallholder productivity and 

improving responses to food emergencies. The lead technical 

advisers under Piller 3 are the University of KwaZulu 

Natal – African Centre for Food Security in Durban, 

89


South Africa and the Permanent Interstate Committee for 

Drought Control in the Sahel in Burkina Faso. 

Pillar 3 focuses on the chronically food insecure, and on 

populations vulnerable to and affected by various crises 

and emergencies and focuses on ensuring that the CAADP 

agenda achieves both the 6% agricultural growth agenda 

and Millennium Development Goal (MDG) targets for addressing 

poverty and hunger. MDG 1 aims to cut extreme 

poverty and hunger in half by 2015. 

The Pillar’s focus and programme of activity seeks to ensure 

that improving agricultural productivity, establishing wellintegrated 

markets, and expanded the purchasing power 

of vulnerable groups will combine to eradicate hunger, 

malnutrition and poverty 

The objectives of Pillar 3 are to: 

ӹ improve domestic production and marketing 

ӹ facilitate regional trade in food staples, and 

ӹ build household productivity and assets 

Key initiatives under Pillar 3 include the following: 

ӹ Regional Enhanced Livelihoods for Pastoral Areas (REL- 

PA): a US$19.8 million project funded by USAID. This 

Horn of Africa programme for enhancing livelihoods 

of pastoralists across three countries has been launched. 

ӹ Regional Food Security and Risk Management Programme 

for Eastern and Southern Africa (REFORM): 

a 10 million Euro project funded by the European Union. 

This programme is involves capacity building (i.e., 

skills transfer, technical studies, documentation of best 

practice, information sharing, policy dialogue, etc.). 

ӹ Making Markets Work for the Poor: Enhancing Food 

Security and Productivity Growth in Eastern and Southern 

Africa (MMWP) funded by the World Bank/DfID- 

UK. This US$3.8 million project involves a three-year 

programme of practical analysis, policy outreach, consensus 

building, and capacity strengthening to promote 

the goals of national and regional food security, poverty 

reduction, and agricultural productivity growth. 

ӹ Improved Regional Trade in Food Staples (RTFS): a US$5 

million project with start-up funding by the World 

Bank. This programme aims to assemble spatial evidence 

about existing regional production and trade in 

food staples and to develop predictive analytical tools 

that will enable spatial mapping of the outcomes resulting 

from common natural and policy shocks. 

ӹ Cassava Transformation in Southern Africa (CATISA): a 

US$2 million project with start up funded by the Swedish 

International Cooperation Agency. The CATISA 

project aims to analyse and help accelerate cassava 

commercialisation in Southern Africa in order to help 

improve food security in the region. 

ӹ Home-Grown School Feeding (HGSF): a US$25 million 

project funded by the World Food Programme and 

DFID-UK. NEPAD, World Food Programme and the 

Millennium Hunger Task Force (MHTF) launched a 

pilot Home-Grown School Feeding and Health Programme 

designed to link school feeding to agricultural 

development through the purchase and use of locally 

and domestically produced food. 

ӹ Investment Initiative: Similar in scope to the Pillar 1 

Strategic Investment Programme, the Pillar 3 Investment 

Initiative will develop programmes to target food 

insecurity. Created with support from the Millennium 

Development Goal Thematic Group, it will strengthen 

country roundtable processes. 

Pillar 4 – Agricultural Research 

Pillar 4 aims to improve agricultural research and systems 

in order to disseminate appropriate new technologies. In 

addition, by working closely with partners like DFID UK’s 

Research Into Use (RIU) programme, Pillar 4 aims to boost 

the support available to help farmers to adopt identified 

new technologies. The technical advisor agency for Pillar 4 

is the Forum for Agricultural Research in Africa (FARA). 

The adoption of the Framework for African Agricultural 

Productivity, prepared under the leadership of FARA, has 

allowed a broad group of development partners to start 

scaling up support to science and technology programmes 

at the regional and national levels. This support includes 

funding for the sub-regional research organisations such 

as the Conseil pour la Recherche Agricoles en Afrique in 

West Africa and the Association for Strengthening Agricultural 

Research in East and Central Africa, as well as 

national programmes in Ghana, Mali, Senegal and Kenya. 

The key objectives of Pillar 4 are to : 

ӹ boost agricultural research in Africa and ensure that 

the results are disseminated, and

ӹ ensure that research results are put into use in the field, 

and used to develop workable options that can improve 

farmers’ lives. 

The principle initiative under Pillar 4 is: 

Accelerating ownership and engagement 

with the African CSO Community 

The African Peer Review Mechanism 

The African Peer Review Mechanism is a mutually agreed 

instrument voluntarily acceded to by the Member States of 

the African Union as an African self-monitoring mechanism. 

The APRM is a bold, unique and innovative approach 

designed and implemented by Africans for Africa. The 

Mechanism aims to put in motion a strategic re-orientation 

towards the validation of universal as well as African values 

and accelerate the process of intra-African cooperation 

and integration. 

The APRM’s mandate is to ensure that the policies and 

practices of participating countries conform to the agreed 

values in the following four focus areas: democracy and 

political governance; economic governance; corporate 

governance; and socio-economic development. 

The APR process entails periodic reviews of the policies and 

practices of participating countries to ascertain progress 

being made towards achieving the mutually agreed goals 

and compliance in each focus area. The process is designed 

to be open and participatory and national ownership and 

leadership by the participating country are essential factors 

underpinning the effectiveness of the APRM. 

The APRM is also guided by the principles of transparency, 

accountability, technical competence, credibility 

and strives to be free from manipulation. There is no 

conditionality attached to the Mechanism and the review 

process is not meant to exclude or punish countries. 

There are four key management structures within the 

APRM process: 


ӹ Engagement with the Research into Use Programme 

(RIU) – This DFID supported initiative helps beneficiaries 

identify and leverage new appropriate technologies. 

Through support from RIU, CAADP has been able to 

fund events, provide training and develop various international 

partnerships in support of the programme. 

ӹ The Committee of Participating Heads of State and 

Government (APR Forum) is the highest decision making 

authority in the APRM; 

ӹ The Panel of Eminent Persons (APR Panel) oversees the 

review process to ensure integrity, consider reports and 

make recommendations to the APR Forum; 

ӹ The APRM Secretariat (APR Secretariat) provides secretarial, 

technical, coordinating and administrative 

support for the APRM; and 

ӹ The Country Review Team (APR Team) visits the country 

to review progress with the Country’s Programme of 

Action and produces the APRM Report on the country. 

As of the October 2009, APRM counted 29 States members 

as follow: Algeria, Angola, Benin, Burkina Faso, Cameroon, 

Djibouti, Egypt, Ethiopia, Gabon, Ghana, Kenya, Lesotho, 

Malawi, Mali, Mauritania, Mauritius, Mozambique, Nigeria, 

Republic of Congo, Rwanda, Sao Tome & Principe, 

Senegal, Sierra Leone, South Africa, Sudan, Tanzania, 

Togo, Uganda and Zambia. 

In terms of the relative progress of the member states in 

the APRM process: 

Preparatory Stage (14 countries): 

Angola, Cameroon, Republic of Congo, Djibouti, Egypt, 

Gabon, Malawi, Mauritania, Sao Tome & Principe, Senegal, 

Sierra Leone, Sudan, Togo, and Zambia are all at 

the preparatory stage of the APRM, meaning that they 

each have signed a Memorandum of Understanding (and 

have acceded to the Mechanism) but have not begun the 

review process; 

91


Source: www.uneca.org 

Preparatory Stage 

Stage One 

Stage Two 

Stage Three 

Stage Four 

Stage Five 

Stage Two (1 country): 

Tanzania is at Stage Two of the APRM process and the 

APR Secretariat and the Strategic Partners (Country Review 

Team) are undertaking a country review visit(s) and 

participating in widespread stakeholder consultation. 

Stage Three (2 Countries): 

Ethiopia and Mauritius are at Stage Three of the APRM 

process and have been visited by the APR teams. Currently, 

the Country Review Teams are preparing a draft report 

on the basis of the background document and the Issue 

Paper prepared by the APR Secretariat, which will then 

be reviewed by the panel of Eminent Persons. 

Stage Four: 

None of the member states are currently involved in Stage 

Four. During this state the Chairperson of the Panel of 

Eminent Persons communicates recommendations to the 

head of State and Government of the country under review 

and subsequently submits the final Country Review report 

and Programme of Action to the Forum of heads of States 

of the APRM for the peer review itself. 

Stage Five (12 Countries): 

Algeria, Benin, Burkina Faso, Ghana, Kenya, Lesotho, 

Mali, Mozambique, Nigeria, Rwanda, South Africa, Uganda 

all have completed the process and been reviewed. They 

are implementing their respective National Programmes of 

Action to rectify and/or improve in the policy/ institutional 

areas identified as requiring support during the review. 

The following countries have had their reports published 

for broad dissemination: Ghana-June 2005, Rwanda-Nov 

2005, Kenya-May 2006, South Africa-May 2007, Algeria-July 

2007, Benin-January 2008, Burkina Faso-October 2008, 

Uganda- May 2008, Nigeria- June 2008, Mali – May 2009. 

The UNECA’s Handbook for African Civil Society, indicates 

that there remain a number of avenues for engagement 

for CSO organizations in the 29 member states of APRM.

The areas of intervention identified, include the following: 

ӹ Preparing upstream leadership – proactively engaging 

government on APRM issues 

ӹ Mobilizing a broad spectrum of national CSOs to get 

involved in the review process 

ӹ Participating in all stages of the process 

ӹ Participating in the follow-up to the programme of 

action 

Key pitfalls that are to be guarded against by CSOs involved 

in the APRM process include: 

ӹ Fear of governments 

ӹ Disorganisation/ dispersion of civil society 

ӹ Turf wars 

ӹ Credibility of the people and organizations acting on 

behalf of civil society 

ӹ Inadequate resources 

ӹ Cumbersome networks incapable of effectively acting 

in concert 


The UN Regional Coordination Mechanism in Africa 

The RCM coordinated by the ECA is the United Nation’s 

mechanism to “deliver as one” and to holistically and 

synergistically give support to African countries. The 

RCM currently has 9 clusters which align their activities 

with the priorities of the African Union and its NEPAD 

Programme. They also share information and best practice, 

and collaborate to design and implement programmes. 

The nine clusters are: Infrastructure Development, Governance, 

Social and Human Development, Environment, 

ӹ Obstacles related to the complexity and technical nature 

of the process. 

African CSOs should also be aware that each of the 29 

countries that are members of the APRM process are 

currently eligible for financing and assistance from the Investment 

Climate Facility for Africa. CSOs that recognize 

that there are initiatives that can be undertaken to improve 

their countries can approach government to jointly pursue 

the development of projects/ initiatives to be funded under 

the ICF. Rwanda was the first to approach the ICF and 

has received funding to establish a commercial court to 

speed up dispute resolution and to develop a new agency 

to expedite the registration of new companies. 

In countries that have not acceded to the APRM process, 

CSOs can commence an advocacy role at the regional 

level and national levels to encourage their governments 

to undertake the process. 

population and Urbanization, Agriculture, Food Security 

and Rural Development, Science and Technology, Advocacy 

and Communications, Peace and Security, and 

Industry, Trade and Market Access. 

Each cluster has coordinating agencies that serve as the 

focal point of initiatives under the cluster. For more information, 

please visit: www.uneca.org/nepad 

93

Conclusion 

The African Union’s NEPAD Programme was established 

by the continent’s heads of state shortly after the turn of 

the century with two key aims: 1) to re-craft Africa’s relationships 

with its development partners, and 2) to develop 

a holistic socio-economic strategy that would facilitate 

the achievement of the Millennium Development Goals. 

Intrinsic in this process was the understanding that, domestic 

resource mobilization and grass roots buy-in would 

be critically important. 

During the first few years of the initiative, it became apparent 

that given its complexity and grand design, NEPAD 

needed to be fully integrated into the African Union so 

that there would be complete harmonisation in terms of 

policy, programmes and action. 

Over the past ten years, stakeholders of NEPAD have been 

diligently working to get the structures and networks in 

place that would facilitate the mobilization of the significant 

human capital and financial resources required 

to manage and fund the NEPAD Action Plan. Parallel 

to this effort, the African Union was also undergoing a 

transformation process. 

All of the interventions to date have brought the NEPAD 

initiative to a point where it is poised to begin to deliver 

on the promise envisioned by its architects. However, to 

accelerate delivery and facilitate implementation, concerted 

and sustained effort must be given by NEPAD’s management 

and its international supporters to the engagement of 

the citizenry of Africa, whom NEPAD was established to 

benefit. In particular, the continent’s private sector community 

and civil society organizations have an important 

895 

CHAPTER 

role to play in assisting with the process of making NEPAD 

a meaningful well understood, people focused, development 

programme. 

Ensuring that the African private sector participates in the 

implementation of the NEPAD programme to the fullest 

degree possible is something that African governments and 

the regional economic communities must begin to make a 

priority. Furthermore, it is also important to ensure that 

African CSOs are informed and mobilized to champion 

NEPAD and work with NPCA, member States, RECs and 

international partners to stimulate local support for the 

initiative is also a key priority. 

With regards to this latter priority, in particular, it must 

be clear to NEPAD leadership that providing support to 

accelerate the regional integration agenda is an area where 

African CSOs can help the NEPAD process. And this assistance 

will give AU member States crucial political ammunition 

when they begin to make the tough political and 

budgetary decisions required to facilitate infrastructure 

development and the other project spending necessary 

to achieve the increased regional and continental flows 

of people, capital, goods and services envisioned under 

NEPAD. 

The second decade of the 21 st century has the potential to 

be a very dynamic one for Africa. Global economists are 

cautiously projecting that the global financial crisis that 

has gripped the world since the third quarter of 2008 is 

ebbing, and Africa’s economies are expected to recommence 

growth from 2010.


The AU/NEPAD African Action Plan presents Africa’s 

development partners with a detailed plan of action with 

well analysed budgets, and Africa’s nations are steadfastly 

working to mobilize more domestic resources and improve 

their capacity to self-fund and implement the various 

components of NEPAD. 

Despite the lingering negative side effects of the global 

financial crisis that may impede the ability of the G8 and 

OECD countries to meet the commitments they made 

in 2005 to double their overseas development assistance 

contributions, there remains positive sentiment that an 

increase in assistance will yet be forthcoming over the 

next few years. 

It is also important for all to recognize that there are immediate 

opportunities for the African private sector and 

civil society to engage with the NEPAD programme and 

to get involved in its implementation. There are also, more 

programmes and facilities than ever before to facilitate 

and support meaningful contributions to the NEPAD 

process. Given the degree of support that has been mobilized 

around NEPAD, and the international networks 

that are being created and expanded daily, engagement in 

the “NEPAD process” for African private sector and CSO 

constituents will foster technology transfer and professional 

growth and development. 

With these various elements in rare alignment, 2010 – 2020 

is poised to be a decade of economic delivery in Africa. 

And NEPAD is well positioned to be the catalyst for growth 

that will be required to achieve the MDGs. Specifically, it 

is initiatives like the APRM process, CAADP, STAP and 

PIDA that are addressing a number of major governance, 

economic activity, and infrastructure development areas 

which are of significant of importance to all of the countries 

on the continent. 

Yet, it will be critically important that adequate effort is 

made by all parties to ensure that the NEPAD programme 

is publicised on the continent so that Africans begin to 

understand its goals and recognize the programmes benefits 

– as they begin to manifest themselves through increase 

peace, prosperity and growth across Africa. The 

brand “NEPAD” must be prominently associated with 

the many projects that have been launched toward its 

implementation. 

This publication has been developed to serve as a guide 

to past achievement and challenges of the NEPAD programme, 

as well as examine the issue of African private 

sector and civil society ownership and partnership of 

NEPAD. It is a roadmap and resource that can accelerate 

African participation in NEPAD implementation. The 

tenets of Ghana’s “Sankofa”, looking backward to move 

forward, are significant features of strategic thrust behind 

the development of this publication. 

“A Decade of Delivery” is also designed to encourage 

optimism in the NEPAD process and to stimulate increased 

engagement between supporters of NEPAD and 

key constituents of the programme. It is also hoped that 

all NEPAD stakeholders who read this document will be 

inspired by the analysis of the NEPAD process and commit 

themselves to working harder to overcome the challenges 

that have limited grassroots African engagement in NE- 

PAD’s implementation in the past. 

Lastly, it is intended that through the dissemination of a 

holistic picture of the resources that are being mobilized 

to support NEPAD in Africa, and beyond, stakeholders 

in NEPAD will redouble their efforts to make NEPAD the 

African-centred, people-powered, economic development 

programme that will drive Africa’s growth and development 

in the global society of the 21 st century.

References 

AfDB (2009) Africa’s Development Challenges and Opportunities 

in the Global Arena: Proceedings of the 

African Economic Conference, November 2007, 

African Development Bank and United Nations 

Economic Commission for Africa, Addis Ababa, 

Ethiopia, October 2009 

AfDB (2008) Final Outcome Statement, Fourth Annual 

Meeting of the Infrastructure Consortium for Africa 

(ICA), Tokyo, March 2008 

AfDB (2009) African Statistical Yearbook 2009, Better 

Statistics for Better Development Outcomes, African 

Development Bank Group, African Union and 

Economic Commission for Africa 

AfDB and OECD, African Economic Outlook, African 

Development Bank Group and Organization for 

Economic Cooperation and Development, 2009 

African Union (2009) African Union Commission Strategic 

Plan 2009-2012, October 2009 

African Union (2009), Progress Report on the Integration 

of NEPAD into the Structures and Processes of the 

African Union and its Implications for the RCM 

and UN Agency Support, Department of Economic 

Affairs, African Union, Addis Ababa, Ethiopia, November 

2009 

African Union (2009) The Transformation of the African 

Union Commission into the African Union Authority, 

Addis Ababa, Ethiopia, November 2009 

Africa Institute of South Africa (2006), China in Africa, 

INSIDE Magazine, Number 3 and 4, Dec 2006 

Berthelemy, JC. (2009) Impact of China’s Engagement 

on the Sectoral Allocation of Resources and Aid 

Effectiveness in Africa, African Economic Conference 

2009, African Development Bank Group and 

Economic Commission for Africa, Addis Ababa, 

Ethiopia, November 2009 

Castel, V. and Kamara, A. (2009) Foreign Investments in 

Africa’s Agricultural Land: Implications for Rural 

Sector Development and Poverty Reduction, AfDB, 

Development Research Department, Office of the 

Chief Economist, ECON, Number 2, April 2009 

Declaration on the New Asian-African Strategic Partnership, 

Bandung Indonesia, April 2005 

Dr. Mayaki, I. A. (2009) Institutional and Structural 

Changes in NEPAD Secretariat – AU/NEPAD Integration 

on Course, 10 th Meeting of the Regional 

Coordination Mechanism, (RCM), Addis Ababa, 

Ethiopia, November 2009 

Foster, Vivian (2008) Executive Summary, Africa Infrastructure 

Country Diagnostic, Overhauling the 

Engine of Growth: Infrastructure in Africa, September 

2008 

Heintz, J. and Pollin, R. (2008), Targeting Employment 

Expansion, Economic Growth and Development 

in Sub Saharan Africa: Outlines of an Alternative 

97


Economic Programme for the Region, Economic 

Commission for Africa, March 2008 

IRIN (2009) “Africa-French Aid Strategy :Better Late Than 

Never”, IRIN, June 2009 

Kirk, C. and Puetz, D., (2009) Facing the Financial Crisis: 

The Imperative of Regional Action for Agriculture 

in Africa, African Economic Conference 2009, 

African Development Bank Group and Economic 

Commission for Africa, Addis Ababa, Ethiopia, 

November 2009 

Mannesh, L. “Enhancing African Ownership and Partnership 

to Move the NEPAD Agenda Forward Forum 

– African Development Bank Group, Power Point 

Presentation, Addis Ababa, Ethiopia, November 

2009 

Macias, J.B and Massa, I., (2009), The Global Financial 

Crisis and Sub-Saharan : The Effects of Slowing 

Private Capital Inflows on Growth, Africa Economic 

Conference 2009, African Development Bank Group 

and Economic Commission for Africa, Addis Ababa, 

Ethiopia. November 2009 

Matheson, G., Defining Civil Society in the Context of the 

African Peer Review Mechanism, Electoral Institute 

of South Africa, 2006 

Nagarajan, S. (2009), Impact of Global Financial Crisis on 

Remittance Flows to Africa, AfDB, Development 

Research Department, Office of the Chief Economist, 

ECON, Number 4, May 2009 

NEPAD e-Schools Initiative Brochure, E-Africa Commission, 


NEPAD Fact Sheet – The NEPAD Education and Training 

Sector, Promoting Awareness on NEPAD Implementation, 

African Union/ NEPAD 2009 

NEPAD Fact Sheet – The Gender Programme of NEPAD, 

Promoting Awareness on NEPAD Implementation, 

African Union/ NEPAD, 2009 

NEPAD Fact Sheet – The NEPAD Capacity Development 

Programme, Promoting Awareness on NEPAD Implementation 

, African Union/ NEPAD 2009 

NEPAD Fact Sheet – The NEPAD Governance and Public 

Administration Sector Programme, Promoting 

Awareness on NEPAD Implementation, African 

Union/ NEPAD 2009 

NEPAD (2007) APRM Annual Progress Report Series 

in Implementation of the National Programmes 

of Action (NPoA), Republic of Rwanda, The New 

Partnership for Africa’s Development, African Peer 

Review Mechanism, 2007 

NEPAD (2009) AU/NEPAD African Action Plan 2010- 

2015, Advancing Regional and Continental Integration 

in Africa, Strategic Overview, African Union 

and The New Partnership for Africa’s Development, 

October 2009 

NEPAD (2009) NEPAD Secretariat Business Plan (2009- 

2010) – Strategic New Directions, African Union, 

NEPAD, December 2008 

NEPAD (2009) NEPAD Spanish Fund for African Women 

Empowerment, Detailed Selection criteria, African 

Union, Ministerio De Asuntos Exteriores Y De Cooperacion 

aecid, NEPAD, November 2009 

NEPAD (2009), Summary of Decisions & Conclusions 

(Chair’s Summary), 38 th Meeting of the NEPAD 

Steering Committee, Addis Ababa, Ethiopia, September 

2009 

Nwoke, C. (2009) EU-ECOWAS Economic Partnership 

Agreement: Nigeria’s Role in Securing Development- 

Focus and Regional Integration, African Development 

Bank Group and Economic Commission for 

Africa, Addis Ababa, Ethiopia, November 2009 

Oct. 15, 2008 – Statement by Amb. John McNee Ambassador 

and Permanent Representative of Canada to 

the United Nations to the 63 rd Session of the General 

Assembly on the New Partnership for Africa’s Development 

(www.canadainternational.gc.ca) 

OSAA, United Nations (2005), Report on the Ad Hoc 

Expert Group Meeting on the Contribution of the 

Private Sector to the Implementation of the New 

Partnership for Africa’s Development, Office of the 

Special Adviser on Africa of the United Nations

Secretariat and the Secretariat of the New Partnership 

for Africa’s Development, New York, March 

2005 

OSAA, United Nations (2005), Report on the Roundtable 

Discussion on Promoting Domestic Private Sector 

in Africa: A Key Element in the Successful Implementation 

of the New Partnership for Africa’s 

Development (NEPAD), New York, October, 2004 

OSAA, United Nations 2006, The Contribution of the 

Private Sector to the Implementation of the New 

Partnership for Africa’s Development (NEPAD), 

New York, 2006 

OSAA, United Nations 2007, The Private Sector’s Institutional 

Response to NEPAD: Review of current experience 

and practices, United Nations, New York 2007 

Pan African Chambers of Commerce, The Second Interim 

Committee Meeting, Ethiopian Chamber of Commerce 

and Industry, May 2009 

Sackey, H., Private Investment and Structural Transformation 

and Growth in Africa: Where do Small and 

Medium Sized Firms Stand?, Africa’s Development 

Challenges and Opportunities in the Global Arena, 

proceedings of the AEC held in Addis-Ababa, Ethiopia, 

November 2007 

Sudarkasa, M., The 2007-8 African Business Handbook: 

A Comprehensive Guide to African Trade and Investment 

Resources, Africa Business Group, Johannesburg, 

South Africa, 2007 

Thomas, D. and Ardovino, M., Diaspora Direct Investment: 

The Untapped Resource for Development, U.S. 

Agency for International Development, May 19, 2009 

UNDPI (2008) The African Union’s New Partnership For 

Africa’s Development, Programme of Action, 2001 

reprinted by the Africa Section, U.N. Department 

of Public Information, 2008 

UNECA (2009) Ad Hoc Expert Group Meeting on Assessment 

and Way Forward after 5 Years , The Role of 

Civil Society and the Private Sector in the Implementation 

of the NEPAD Programme, RCM-Africa, 

November 2009 

References A Decade of NEPAD 

UNECA (2009) African Governance Report II 2009, Economic 

Commission for Africa, Oxford Press, UK, 2009 

UNECA (2008) Assessing Regional Integration in Africa 

2008: Towards Monetary and Financial Integration 

in Africa, Economic Commission for Africa and 

African Union, 2008 

UNECA, United Nations, RCM-Africa, Challenges and 

Prospects in the Implementation of NEPAD, 2007 

UNECA (2009), “Delivering as One for Africa: The Regional 

Coordination Mechanism”, Addis Ababa, 

Ethiopia 2009 

UNECA (2009) ECA in the APRM: Status of Countries, 

UNECA, 2009 

UNECA (2009) Economic Report on Africa 2009: Developing 

African Agriculture through Regional 

Value Chains, Economic Commission for Africa 

and African Union, May 2009 

UNECA (2009) Financial Crisis: Turning Despair into 

Hope, African Economic Conference, AEC Special 

Report, November 2009 

UNECA (2008) Handbook for African Civil Society: African 

Peer Review Mechanism, Economic Commission 

for Africa, June 2008 

UNECA (2009) Highlight of the Key Achievements of the 

Information Communication Technology (ICT) Sub 

Cluster, African Union, November 2009 

UNECA (2009) The Mutual Review of Development Effectiveness 

in Africa: Promise & Performance, Economic 

Commission for Africa and the Organization for 

Economic Co-operation and Development, May 2009 

UNECA (2005) Partnership Modalities for Enhancing 

Good Governance, Economic Commission for Africa, 

Development Policy Management Divisions, 2005 

World Bank, Support to NEPAD Period of Report: July 

2006 to June 2007 

World Bank, Support to NEPAD Period of Report: July 

2008 to June 2009 

99

Appendices 

A – Africa Infrastructure Maps 

101

102 A Decade of NEPAD: Deepening African Private Sector and Civil Society Ownership and Partnership

Appendices A Decade of NEPAD 

103

104 A Decade of NEPAD: Deepening African Private Sector and Civil Society Ownership and Partnership

Source: European Commission 


105


B – African Business Magazine April 2009 No. 352 

North Africa’s Top 50 Companies 

Dollar 

Returns 

In 2008 

Abri-Code Company Name Country Industry Value 

(Million $) 

Rank in 

Top 200 

Regional 

Rank 

1 5 MO-ITAM ITISSALAT AL MAGHRIB MOROCCO TELECOM 15 108.00 2.85% 

2 15 MO-BCM ATTIJARIWAFA BANK MOROCCO BANKS AND FINANCE 5 080.00 -19.35% 

3 17 MO-BCE BMCE MOROCCO BANKS AND FINANCE 4 550.00 -5.67% 

4 19 MO-CGI CGI MOROCCO REAL ESTATE 4 428.00 -9.93% 

5 20 EG-TELE TELECOM EGYPT EGYPT TELECOM 4 308.00 -23.57% 

6 21 EG-ORAT ORASCOM TELECOM EGYPT TELECOM 4 270.00 -66.95% 

7 23 EG-ORCI ORASCOM CONSTRUCTION INDUSTIRES EGYPT CONSTRUCTION 3 876.00 -75.68% 

8 29 MO-LAC SOCIETE LAFARGE-CLIMENTS MOROCCO CONSTRUCTION AND METERIALS 2 937.00 -28.54% 

9 30 MO-DOUJ DOUJA PROM ADDOHA (ADH) MOROCCO REAL ESTATE 2 885.00 -40.34% 

10 35 MO-ONA OMNIUM NORD AFRICAIN MOROCCO DIVERSIFIED CONGLOMERATES 2 400.00 -14.89% 

11 38 EG-EMPN MOBINIL EGYPT TELECOM 2 352.00 -28.93% 

12 39 MO-SNI SOC NATIONAL D’INVESTISSEMENT MOROCCO DIVERSIFIED CONGLOMERATES 2 011.00 -3.84% 

13 43 MO-BCP BANQUE CENTRALE POPULAIRE (BCP) MOROCCO BANKS AND FINANCE 1 763.00 1.55% 

14 46 EG-CMIB COMMERICAL INTERNATIONAL BANK EGYPT BANKS AND FINANCE 1 679.00 -39.72% 

15 47 EG-ALFS EL EZZ ALDEKHELA STEEL EGYPT CONSTRUCTION AND METERIALS 1 651.00 -25.40% 

16 52 EG-AKFC ABU KIR FERTILISER AND CHEMICAL INDUSTRIES EGYPT CHEMICALS 1 550.00 -5.85% 

17 58 MO-CMAROC CLIMENTS DU MAROC SA MOROCCO CONSTRUCTION AND METERIALS 1 416.00 -23.56% 

18 59 EG-EPCD EL ARABIA DEVELOPMENT CO EGYPT CONSTRUCTION AND METERIALS 1 389.00 45.69% 

19 67 MO-SID SOCIETE NATIONALE DE SIDERURGIE MOROCCO CONSTRUCTION AND METERIALS 1 266.00 -18.72% 

20 76 EG-TMGH TALAAT MOUSTAFA GROUP HOLDING EGYPT REAL ESTATE 1 029.00 -74.44% 

21 85 MO-SAM SAMIR MOROCCO CHEMICALS 869.00 -29.86% 

22 86 MO-ALLS ALLIANCE DEVELOPPEMENT IMMOBILIER SA MOROCCO REAL ESTATE 863.00 0.00% 

23 91 MO-BCI BMCI MOROCCO BANKS AND FINANCE 825.00 -21.84%

Dollar 

Returns 

In 2008 


(Million $) 

Rank in 

Top 200 

Regional 

Rank 

24 92 EG-SKPC SIDI KERIR PETROCHEMICALS CO EGYPT OIL AND GAS 819.00 -50.88% 

25 95 MO-HOL HOLCIM (MAROC) SA MOROCCO CONSTRUCTION AND METERIALS 805.00 -27.22% 

26 100 EG-ESTC ESTERN (TOBACCO) SA EGYPT CONSUMER GOODS 778.00 -60.40% 

27 103 EG-ALES EL EZZ STEEL REBARS EGYPT CONSTRUCTION AND METERIALS 749.00 -70.29% 

28 106 MO-WAA WAFA ASSURANCE SA MOROCCO INSURANCE 737.00 -24.91% 

29 107 EG-EFGH EFG-HERMES EGYPT BANKS AND FINANCE 736.00 -73.81% 

30 108 EG-ECHC EGYPTIAN CONTAINER HANDLING CO EGYPT TRANSPORTATION 727.00 1217.34% 

31 111 MO-CDM CREDIT DU MAROC MOROCCO BANKS AND FINANCE 713.00 -1777.00% 

32 112 MO-CLAIT SOCIETE CENTRALE LAITIERE MOROCCO CONSUMER GOODS 711.00 -0.41% 

33 113 MO-CSR COMPAGNIE SUCRIERE MAROCAINE RAFFINAGE (COSUMAR) MOROCCO CONSUMER GOODS 708.00 34.25% 

34 115 EG-EISC EGYPTIAN IRON AND STEEL COMPANY EGYPT CONSTRUCTION AND METERIALS 690.00 -62.07% 

35 116 MO-ATLA ATLANTA LTD MOROCCO INSURANCE 662.00 -30.90% 

36 117 EG-AL EGYPT ALUMINIUM COMPANY EGYPT CONSTRUCTION AND METERIALS 661.00 -41.87% 

37 119 EG-AMOC ALEXANDRIA MINERAL OIL COMPANY (AMOC) EGYPT OIL AND GAS 656.00 -39.50% 

38 122 EG-CIEB CREDIT AGRICOLE EGYPT EGYPT BANKS AND FINANCE 644.00 -68.95% 

39 128 EG-SZCT SUEZ CEMENT COMPANY EGYPT CONSTRUCTION AND METERIALS 612.00 -62.88% 

40 129 EG-NTSG NATIONAL SOCIETE GENERAL BANK EGYPT BANKS AND FINANCE 609.00 -56.02% 

41 131 TU-BT BANQUE DE TUNISIE TUNISA BANKS AND FINANCE 599.00 5.95% 

42 132 EG-SWDY EL SWEDY CABLES EGYPT CONSTRUCTION AND METERIALS 597.00 -30.50% 


43 140 EG-PHDC PALM HILLS DEVELOPMENT COMPANY EGYPT REAL ESTATE 562.00 0.00% 

44 141 EG-OPTD ORASCOM HOTELS AND DEVELOPMENT EGYPT ENTERTAINMENT AND LEISURE 554.00 -79.30% 

45 143 MO-GAZ AFRIQUIA GAZ MOROCCO OIL AND GAS 551.00 26.19% 

46 145 EG-PIOH PIONEERS HOLDING CO EGYPT FINANCIAL SERVICES 535.00 0.00% 

47 153 MO-SBM SOCIETE DES BRASSIERIES DU MAROC MOROCCO CONSUMER GOODS 506.00 -19.32% 

48 157 EG-EWBE AL WATANY BANK OF EGYPT EGYPT BANKS AND FINANCE 485.00 -48.75% 

49 160 EG-NMIN EL NASR MINING CO EGYPT MINING AND METALS 480.00 -0.86% 

50 162 TU-BIAT BIAT TUNISA BANKS AND FINANCE 456.00 -8.43% 

107


West Africa’s Top 50 Companies 

Dollar 

Returns 

In 2008 


(Million $) 

Rank in 

Top 200 

Regional 

Rank 

TELECOM 2 429 -29.98% 

1 32 WA-SNTS SONATEL COTE 

D’IVOIRE 

2 33 NG-FBNBK FIRSTBANK OF NIGERIA PLC NIGERIA BANKS AND FINANCIAL SERVICES 2 415 -49.77% 

3 53 NG-NGBREW NIGERIAN BREWERIES PLC NIGERIA CONSUMER GOODS 1 532 -29.06% 

4 60 NG-ZEN ZENITH BANK INTERNATIONAL NIGERIA BANKS AND FINANCIAL SERVICES 1 368 -59.38% 

5 61 NG-ETBK ECOBANK NIGERIA PLC NIGERIA BANKS AND FINANCIAL SERVICES 1 363 -0.24% 

6 66 NG-AFPET AFRICA PETROLEUM PLC NIGERIA OIL AND GAS 1 268 20.85% 

7 72 NG-PLATBK BANK PHB NIGERIA PLC NIGERIA BANKS AND FINANCIAL SERVICES 1 082 -65.84% 

8 77 NG-WEMABK WEMA BANK PLC NIGERIA BANKS AND FINANCIAL SERVICES 987 -18.93% 

9 80 NG-UBABK UNITED BANK OF AFRICA GROUP (UBA) NIGERIA BANKS AND FINANCIAL SERVICES 965 -57.61% 

10 82 NG-OCEAN OCEANIC BANK INTERNATIONLA PLC NIGERIA BANKS AND FINANCIAL SERVICES 907 -72.58% 

11 84 NG-GTBK GAURANTY TRUST BANK PLC NIGERIA BANKS AND FINANCIAL SERVICES 884 -65.42% 

12 87 NG-UBNBK UNION BANK OF NIGERIA PLC NIGERIA BANKS AND FINANCIAL SERVICES 861 -64.96% 

13 93 NG-DASF DANGOTE SUGAR REGINERY PLC NIGERIA CONSUMER GOODS 817 -59.36% 

14 109 NG-INTCON ITNERCONTINENTAL BANK PLC NIGERIA BANKS AND FINANCIAL SERVICES 725 -72.88% 

15 114 NG-GUBREW GUINNESS NIGERIA PLC NIGERIA CONSUMER GOODS 699 -34.87% 

16 133 NG-NESTNG NESTLE NIGERIA PLC NIGERIA CONSUMER GOODS 597 -41.13% 

17 137 NG-MOBOIL MOBIL OIL NIGERIA PLC NIGERIA OIL AND GAS 576 95.71% 

18 198 NG-AFRIBK AFRIBANK NIGERIA PLC NIGERIA BANKS AND FINANCIAL SERVICES 575 -64.24% 

19 142 NG-FIDEL FIDELITY BANK NIGERIA NIGERIA BANKS AND FINANCIAL SERVICES 551 -66.26% 

20 149 NG-IBTX STANBIC IBTC BANK PLC NIGERIA BANKS AND FINANCIAL SERVICES 517 -53.37% 

21 154 GH-ECBK ECOBANK GHANA LTD GHANA BANKS AND FINANCIAL SERVICES 497 72.82% 

22 156 NG-FCMB FIRST CITY MONUMENT BANK NIGERIA BANKS AND FINANCIAL SERVICES 487 -72.96% 

23 161 NG-NSLT NATIONAL SPORTS LOTTERY PLC NIGERIA ENTERTAINMENT AND LEISURE 463 0.00% 

24 163 GH-SCB STANDARD CHARTERED BANK GHANA GHANA BANKS AND FINANCIAL SERVICES 443 12.26% 

25 167 NG-SPBK SPRING BANK PLC NIGERIA BANKS AND FINANCIAL SERVICES 427 -14.91%

Dollar 

Returns 

In 2008 


(Million $) 

Rank in 

Top 200 

Regional 

Rank 

26 168 NG-ACCBK ACCESS BANK NIGERIA PLC NIGERIA BANKS AND FINANCIAL SERVICES 420 -73.84% 

27 173 NG-DIBK DIAMOND BANK PLC NIGERIA BANKS AND FINANCIAL SERVICES 405 -63.86% 

CONSUMER GOODS 395 -26.76% 

28 175 WA-SLBC SOC DE LIMONADERIES ET BRASSERIES COTE 

D’IVOIRE 

29 177 NG-TOTALN TOTAL NIGERIA PLC NIGERIA OIL AND GAS 380 -3.71% 

30 180 NG-BENCEM BENUE CEMENT COMPANY NIGERIA CONSTRUCTION AND MATERIALS 370 -66.21% 

31 188 NG-BERGER JULIUS BERGER NIGERIA PLC NIGERIA CONSTRUCTION AND MATERIALS 331 123.62% 

32 189 NG-UNIPET OANDO PLC NIGERIA OIL AND GAS 331 -33.54% 

33 NG-PRUDBK SKYE BANK PLC NIGERIA BANKS AND FINANCIAL SERVICES 269 -57.48% 

34 NG-PZINDU PZ INDUSTRIES PLC NIGERIA DIVERSIFIED CONGLOMERATES 248 -63.91% 

35 NG-WAPCO LAFARGE CEMENT WAPCO PLC NIGERIA CONSTRUCTION AND MATERIALS 245 -72.81% 

36 NG-TOWINS EQUITY ASSURANCE PLC NIGERIA INSURANCE 238 83.22% 

CONSUMER GOODS 237 79.02% 

37 WA-UNLC UNILEVER CI COTE 

D’IVOIRE 

38 NG-DAFL DANGOTE FLOUR MILLS PLC NIGERIA CONSUMER GOODS 237 0.00% 

39 NG-STAP STANDARD TRUST ASSURANCE PLC NIGERIA INSURANCE 219 47.70% 

40 NG-UACNIG UAC OF NIGERIA PLC NIGERIA DIVERSIFIED CONGLOMERATES 214 -42.27% 

41 NG-NALBK STERLYING BANK OF PLC NIGERIA BANKS AND FINANCIAL SERVICES 213 -71.71% 

42 NG-NBC NIGERIAN BOTTLING COMPANY PLC NIGERIA CONSUMER GOODS 199 -47.24% 

BANKS AND FINANCIAL SERVICES 188 16.12% 

43 WA-SGBC SOCGEN DE BANQUES EN COTE IVOIRE COTE 

D’IVOIRE 


44 NG-NATOIL CONOIL PLC NIGERIA OIL AND GAS 187 -20.75% 

45 GH-UNIL UNILEVER GHANA LTD GHANA CONSUMER GOODS-NON FOOD 184 45.61% 

46 NG-OASI OASIS INSURANCE PLC NIGERIA INSURANCE 184 95.79% 

47 NG-UNTBK UNITYBANK PLC NIGERIA BANKS AND FINANCIAL SERVICES 177 -72.34% 

48 NG-FLOMIL FLOUR MILLS OF NIGERIA PLC NIGERIA CONSUMER GOODS 174 -63.74% 

49 NG-TEXACO CHEVRON OIL NIGERIA PLC NIGERIA OIL AND GAS 174 -14.95% 

50 GH-GUINGH GUINESS GHANA BREWERIES LTD GHANA CONSUMER GOODS 173 24.89% 

109


East Africa’s Top 50 Companies 

Dollar 

Returns 

In 2008 


(Million $) 

Rank in 

Top 200 

Regional 

Rank 

1 54 KN-SAFC SAFARICOM LTD KENYA TELECOM 1 523 0.00% 

2 64 KN-KNBL EAST AFRICAN BREWERIES LTD KENYA CONSUMER GOODS 1 300 -34.73% 

3 79 MU-MCB MAURITIUS COMMERCIAL BANK LTD MAURITIUS BANKS AND FINANCIAL 968 -37.26% 

4 99 KN-BCBL BARCLAYS BANK OF KENYA LTD KENYA BANKS AND FINANCIAL 796 -51.32% 

5 118 KN-BMBC BAMBURI CEMENT LTD KENYA CONSTRUCTION 658 -35.89% 

6 139 MU-SBM STATE BANK OF MAURITIUS LTD MAURITIUS BANKS AND FINANCIAL 563 -45.20% 

7 148 KN-SCBL STANDARD CHARTERED BANK OF KENYA LTD KENYA BANKS AND FINANCIAL 529 -40.85% 

8 150 KN-EQBK EQUITY BANK KENYA KENYA BANKS AND FINANCIAL 512 -10.65% 

9 155 KN-KNCB KENYA COMMERICAL BANK LTD KENYA BANKS AND FINANCIAL 495 -37.21% 

10 179 KN-KEGC KENYA ELECTRICITY GENERATING CO LTD KENYA UTILITIES 373 -56.50% 

11 181 UG-SBUL STANBIC BANK UGANDA LTD UGANDA BANKS AND FINANCIAL 368 -46.87% 

12 183 MU-NMH NEW MAURITIUS HOTELS LTD MAURITIUS ENTERTAINMENT 357 -64.45% 

13 194 TZ-TANBREW TANZANIA BREWERIES LTD TANZANIA CONSUMER GOODS 321 -2.84% 

14 KN-NTAP NATION MEDIA GROUP LTD KENYA MEDIA 241 -32.72% 

15 KN-BATK BRITISH AMERICAN TOBACCO KENYA LTD KENYA CONSUMER GOODS 219 -28.23% 

16 TZ-TPCC PORTLAND CEMENT COMPANY LTD TANZANIA CONSTRUCTION 215 19.88% 

17 MU-ROGERS ROGERS & CO LTD MAURITIUS DIVERSIFIED CONGLOMERATES 188 -45.40% 

18 KN-KNAL KENYA AIRWAYS LTD KENYA TRANSPORTATION 155 -65.82% 

19 TZ-TCC TANZANIA CIGARETTE COMPANY LTD TANZANIA CONSUMER GOODS 126 5.81% 

20 KN-NICL NIC BANK LTD KENYA BANKS AND FINANCIAL 120 -47.00% 

21 MU-MTMD MON TRESOR & MON DESERT LTD MAURITIUS AGRICULTURE 120 -11.55% 

22 KN-DTKL DIAMOND TRUST BANK KENYA LTD KENYA BANKS AND FINANCIAL 119 -44.80% 

23 KN-KPLL KENYA POWER & LIGHTING CO LTD KENYA UTILITIES 118 -52.27% 

24 MU-SUN SUN RESORTS LTD MAURITIUS ENTERTAINMENT AND LEISURE 114 -71.93% 

25 KN-CFCB CfC BANK LTD KENYA BANKS AND FINANCIAL 99 -64.58%

Dollar 

Returns 

In 2008 


(Million $) 

Rank in 

Top 200 

Regional 

Rank 

26 KN-ARML ATHI RIVER MINING LTD KENYA MINING AND METALS 96 -25.89% 

27 KN-NBKL NATIONAL BANK OF KENYA LTD KENYA BANKS AND FINANCIAL 95 -29.95% 

28 KN-EAPC EAST AFRICAN PORTLAND CEMENT LTD KENYA CONSTRUCTION AND MATERIALS 92 -56.76% 

29 KN-MSCL MUMIAS SUGAR CO LTD KENYA AGRICULTURE 92 -65.27% 

30 TZ-SIM TANGA CEMENT COMPANY LTD (SIMBA) TANZANIA CONSTRUCTION 89 30.22% 

31 MU-PADFP PROMOTION & DEVELOPMENT LTD MAURITIUS REAL ESTATE 89 -39.91% 

32 MU-IBL IRELAND BLYTH LTD MAURITIUS DIVERSIFIED CONGLOMERATES 87 36.34% 

33 KN-KENREI KENYA RE KENYA INSURANCE 86 -42.72% 

34 KN-CMCH CMC HOLDINGS LTD KENYA AUTOS AND TRANSPORT 84 -33.78% 

35 UG-BOBU BANK OF BARODA (UGANDA) LTD UGANDA BANKS AND FINANCIAL 82 125.44% 

36 KN-ICDC ICDC INVESTMENT CO LTD KENYA FINANCIAL SERVICES 81 -52.00% 

37 MU-NIT NATIONAL INVESTMENT TRUST LTD MAURITIUS FINANCIAL SERVICES 75 -30.57% 

38 KN-JBIC JUBILEE INSURANCE CO LTD KENYA INSURANCE 71 -56.02% 

39 MU-SHELL SHELL MAURITIUS LTD MAURITIUS OIL AND GAS 70 56.71% 

40 UG-DFCU DFCU GROUP UGANDA BANKS AND FINANCIAL 67 -11.47% 

41 KN-KNOC KENYA OIL CO LTD KENYA OIL AND GAS 67 -56.29% 

42 KN-TKNL TOTAL KENYA LTD KENYA OIL AND GAS 63 -27.79% 

43 KN-EACL EAST AFRICAN CABLES LTD KENYA MANUFACTURING 61 -52.40% 

44 MU-NAIR NAIADE RESORTS LTD MAURITIUS ENTERTAINMENT 58 -80.32% 


45 MU-HFRERES HAREL FRERES LTD MAURITIUS AGRICULTURE 58 -28.54% 

46 KN-AKGL ACCESSKENYA GROUP (AKG) LTD KENYA INFORMATION TECHNOLOGY 50 -32.03% 

47 MU-FINCORP FINCORP INVESTMENT LTD MAURITIUS FINANCIAL SERVICES 49 -39.98% 

48 KN-SCAN SCANGROUP LTD KENYA PROFESSIONAL SERVICES 48 -33.45% 

49 MU-MLCL MAURITIUS LEASING COMPANY LTD MAURITIUS FINANCIAL SERVICES 44 24.83% 

50 MU-MDIT MAURITIUS DEV AND INVEST TRUST CO LTD MAURITIUS FINANCIAL SERVICES 41 -38.82% 

1 105 BW-FNATBK FIRST NATIONAL BANK OF BOTSWANA BOTSWANA BANKS AND FINANCIAL 737 -40.03% 

111


Southern Africa’s Top 50 Companies 

Dollar 

Returns 

In 2008 


(Million $) 

Rank in 

Top 200 

Regional 

Rank 

2 120 BW-SCBB STANDARD CHARTERED BANK BOTSWANA BOTSWANA BANKS AND FINANCIAL 648 -22.29% 

3 123 BW-BCBB BARCLAYS BANK OF BOTSWANA BOTSWANA BANKS AND FINANCIAL 628 -31.91% 

4 135 MW-SUCOMA ILLOVO SUGAR (MALAWI) LTD MALAWI AGRICULTURE 593 17.29% 

5 158 ZA-ZCCM ZAMBIA CONSOLIDATED COPPER ZAMBIA MINING AND METALS 481 385.44% 

6 MW-TNM TELEKOM NETWORKS MALAWI (TNM) MALAWI TELECOM 299 0.00% 

7 ZA-ZMSG ZAMBIA SUGAR PLC ZAMBIA AGRICULTURE 292 -50.22% 

8 ZA-CELT CELTEL ZAMBIA PLC ZAMBIA TELECOM 280 0.00% 

9 ZA-SCBZ STANDARD CHARTERED BANK OF ZAMBIA ZAMBIA BANKS AND FINANCIAL 276 -32.49% 

10 BW-BIHL BOTSWANA INSURANCE HOLDINGS LTD BOTSWANA INSURANCE 276 -58.33% 

11 BW-SCHB SECHABA BREWERY HOLDINGS LTD BOTSWANA CONSUMER GOODS 249 -27.86% 

12 NM-FNN FNB NAMIBIA NAMIBIA BANKS AND FINANCIAL 233 -10.83% 

13 ZA-CHCM CHILANGA CEMENT LTD ZAMBIA CONSTRUCTION AND MATERIALS 226 -23.49% 

14 MW-NBM NATIONAL BANK OF MALAWI MALAWI BANKS AND FINANCIAL 199 5.10% 

15 BW-LEGO LETSHEGO BOTSWANA BANKS AND FINANCIAL 196 -28.82% 

16 MW-FMK FIRST MERCHANT BANK (FMB) MALAWI BANKS AND FINANCIAL 185 44.19% 

17 MW-PCL PRESS CORPORATION LTD MALAWI DIVERSIFIED CONGLOMERATES 156 -1.47% 

18 ZA-ZMBR ZAMBIAN BREWERIES LTD ZAMBIA CONSUMER GOODS 121 -44.41% 

19 NM-NMB NAMIBIAN BREWERIES LTD NAMIBIA CONSUMER GOODS 118 -10.40% 

20 MW-CBM STANBIC BANK MALAWI MALAWI BANKS AND FINANCIAL 118 35.08% 

21 ZA-ZBEEF ZAMBEEF PRODUCTS PLC ZAMBIA AGRICULTURE 99 -57.33% 

22 BW-ENGN ENGEN BOTSWANA LTD BOTSWANA OIL AND GAS 86 -26.56% 

23 BW-FURN FURNITURE MART LTD BOTSWANA CONSUMER GOODS 74 -19.05% 

24 ZA-NABR NATIONAL BREWERIES LTD ZAMBIA CONSUMER GOODS 73 -34.54% 

25 MW-NICO NATIONAL INSURANCE COMPANY LTD MALAWI INSURANCE 69 17.00%

Dollar 

Returns 

In 2008 


(Million $) 

Rank in 

Top 200 

Regional 

Rank 

26 ZA-BATZL BRITISH AMERICAN TOBACCO ZAMBIA ZAMBIA CONSUMER GOODS 61 -25.51% 

27 BW-SFLN SEFALANA HOLDINGS CO LTD BOTSWANA DIVERSIFIED CONGLOMERATES 60 -35.24% 

28 ZA-BPZAM BP ZAMBIA PLC ZAMBIA OIL AND GAS 55 -50.70% 

29 BW-IMAR IMARA HOLDINGS LTD BOTSWANA FINANCIAL SERVICES 54 -0.70% 

30 BW-ABCH AFRICAN BANKING CORP HOLDINGS BOTSWANA BANKS AND FINANCIAL 54 -19.05% 

31 NM-ORY ORYX PROPERTIES LTD NAMIBIA REAL ESTATE 51 -26.30% 

32 MW-NBSB NBS BANK LTD MALAWI BANKS AND FINANCIAL 50 217.48% 

33 NM-TSOL TRUSTCO GROUP HOLDINGS LTD NAMIBIA FINANCIAL SERVICES 48 -26.79% 

34 BW-MTST METRO SEFALANA CASH AND CARRY LTD BOTSWANA RETAIL AND GENERAL TRADING 38 -14.71% 

35 MW-MPIC MALAWI PROPERTY INVESTMENT COMPANY LTD MALAWI REAL ESTATE 34 -29.39% 

36 BW-PRIM PRIME TIME PROPERTY HOLDINGS LTD BOTSWANA REAL ESTATE 27 -35.24% 

37 BW-TUST TURNSTAR HOLDINGS LTD BOTSWANA REAL ESTATE 23 -27.93% 

38 BW-CHOBE CHOBE HOLDINGS LTD BOTSWANA ENTERTAINMENT AND LEISURE 22 -41.64% 

39 BW-AFDIA AFRICAN DIAMOND PLC BOTSWANA MINING AND METALS 22 -72.79% 

40 BW-INCO SECURICOR BOTSWANA LTD BOTSWANA PROFESSIONAL SERVICES 22 -35.97% 

41 DW-FSGL FSG LTD BOTSWANA CONSUMER GOODS 18 0.00% 

42 MW-SUNBIRD SUNBIRD TOURISM LTD MALAWI ENTERTAINMENT AND LEISURE 16 16.92% 

43 ZA-MFOZ METAL FABRICATORS OF ZAMBIA PLX ZAMBIA MANUFACTURING 16 -54.41% 

44 ZA-ITVB INVESTRUST BANK PLC ZAMBIA BANKS AND FINANCIAL 14 -55.77% 


45 MW-NITL NATIONAL INVESTMENT TRUST LTD MALAWI FINANCIAL SERVICES 14 -13.79% 

46 BW-RDCP RDC PROPERTIES LTD BOTSWANA REAL ESTATE 14 -23.42% 

47 NM-SMSP STIMULUS INVESTMENTS LTD NAMIBIA FINANCIAL SERVICES 13 -28.81% 

48 ZA-PAMODZI PAMODZI HOTELS PLC ZAMBIA ENTERTAINMENT AND LEISURE 8 128.12% 

49 ZA-FRHS FARMERS HOUSE PLC ZAMBIA REAL ESTATE 8 -54.11% 

50 ZA-ZMBS ZAMBIA BATA SHOE COMPANY PLC ZAMBIA CONSUMER GOODS 7 5.43% 

1 1 SA-AGL ANGLO AMERICAN SOUTH AFRICA MINING AND METALS 23.479 -67.54% 

113


South Africa’s Top 50 Companies 

Dollar 

Returns 

In 2008 


(Million $) 

Rank in 

Top 200 

Regional 

Rank 

2 2 SA-SAB SABMILLER SOUTH AFRICA CONSUMER GOODS 23.317 -37.16% 

3 3 SA-SOL SASOL LTD SOUTH AFRICA OIL AND GAS 18.604 -40.18% 

4 4 SA-MTN MTN GROUP LIMITED SOUTH AFRICA TELECOM 16.333 -38.64% 

5 6 SA-SBK STANDARD BANK GROUP LTD SOUTH AFRICA BANKS AND FINANCIAL SERVICES 9.56 -39.94% 

6 7 SA-AMS ANGLO AMERICAN PLATINUM CORP LTD SOUTH AFRICA MINING AND METALS 9.27 -62.89% 

7 8 SA-FSR FIRSTRAND LIMITED SOUTH AFRICA BANKS AND FINANCIAL SERVICES 8.174 -40.93% 

8 9 SA-ANG ANGLOGOLD ASHANTI LTD SOUTH AFRICA MINING AND METALS 7.631 -37.71% 

9 10 SA-RCH RICHEMONT SOUTH AFRICA LUXURY GOODS 7.361 -76.48% 

10 11 SA-TKG TELKOM SA LTD SOUTH AFRICA TELECOM 6.506 -39.91% 

11 12 SA-IMP IMPALA PLATINUM HOLDINGS LTD SOUTH AFRICA MINING AND METALS 6.368 -58.79% 

12 13 SA-ASA ABSA GROUP LTD SOUTH AFRICA BANKS AND FINANCIAL SERVICES 6.083 -29.44% 

13 14 SA-GFI GOLD FIELDS LTD SOUTH AFRICA MINING AND METALS 5.351 -32.77% 

14 15 SA-NPN NASPERS LTD SOUTH AFRICA MEDIA 4.986 -25.68% 

15 16 SA-KIO KUMBA IRON ORE LTD SOUTH AFRICA MINING AND METALS 4.695 -58.83% 

16 18 SA-SLM SANLAM LTD SOUTH AFRICA INSURANCE 4.505 -45.88% 

17 22 SA-OML OLD MUTUAL SOUTH AFRICA INSURANCE 4.044 -75.27% 

18 24 SA-NED NEDCOR LTD SOUTH AFRICA BANKS AND FINANCIAL SERVICES 3.577 -49.14% 

19 25 SA-HAR HARMONY GOLD MINING COMPANY LTD SOUTH AFRICA MINING AND METALS 3.474 0.42% 

20 26 SA-REM REMGRO LTD SOUTH AFRICA DIVERSFIED CONGLOMERATES 3.47 -72.12% 

21 27 SA-BVT BIDVEST GROUP LTD SOUTH AFRICA MANUFACTURING 3.127 -39.54% 

22 28 SA-SHP SHOPRITE HOLDINGS LTD SOUTH AFRICA RETAIL AND GENERAL TRADING 2.976 -10.84% 

23 31 SA-RMH RMB HOLDINGS LTD SOUTH AFRICA BANKS AND FINANCIAL SERVICES 2.739 -37.12% 

24 34 SA-EXX EXXARO RESOURCES LTD SOUTH AFRICA MINING AND METALS 2.415 -49.66% 

25 36 SA-ARI AFRICAN RAINBOW MINERALS LTD SOUTH AFRICA MINING AND METALS 2.388 -42.52%

Dollar 

Returns 

In 2008 


(Million $) 

Rank in 

Top 200 

Regional 

Rank 

26 37 SA-TBS TIGER BRANDS LTD SOUTH AFRICA CONSUMER GOODS 2.368 -38.17% 

27 40 SA-JNC AVUSA(FORMELY JOHNNIC HOLDINGS LTD) SOUTH AFRICA MEDIA 1.873 410.14% 

28 41 SA-LBT LIBERTY INTERNATIONAL PLC SOUTH AFRICA REAL ESTATE 1.862 -73.25% 

29 42 SA-LON LONMIN PLC SOUTH AFRICA MINING AND METALS 1.849 -77.82% 

30 44 ST-TRU TRUWORTHS INTERNATIONAL LTD SOUTH AFRICA RETAIL AND GENERAL TRADING 1.704 -8.53% 

31 45 SA-PIK PICK’NPAY STORES LTD SOUTH AFRICA RETAIL AND GENERAL TRADING 1.683 -30.68% 

32 48 SA-PPC PRETORIA PORTLAND CEMENT CO LTD SOUTH AFRICA CONSTRUCTION AND MATERIALS 1.631 -46.52% 

33 49 SA-MSM MASSMART HOLDINGS LTD SOUTH AFRICA RETAIL AND GENERAL TRADING 1.621 -14.94% 

34 50 SA-APN ASPEN PHARMACARE HOLDINGS LTD SOUTH AFRICA HEALTH AND PHARMACEUTICALS 1.603 -35.96% 

35 51 SA-LGL LIBERTY GROUP LTD SOUTH AFRICA INSURANCE 1.574 -54.17% 

36 55 SA-NTC NETWORK HEALTHCARE HOLDINGS LTD SOUTH AFRICA HEALTH AND PHARMACEUTICALS 1.483 -47.47% 

37 56 SA-MUR MURRAY & ROBERTS HOLDING LTD SOUTH AFRICA CONSTRUCTION AND MATERIALS 1.441 -65.92% 

38 57 SA-INP INVESTEC PLC SOUTH AFRICA BANKS AND FINANCIAL SERVICES 1.418 -58.94% 

39 62 SA-DSY DISCOVERY HOLDINGS LTD SOUTH AFRICA INSURANCE 1.362 -31.07% 

40 63 SA-SHF STEINHOFF INTERNATIONAL HOLDINGS LTD SOUTH AFRICA CONSUMER GOODS-NON FOOD 1.36 -53.15% 

41 65 SA-WHL WOOLWORTHS HOLDINGS LTD SOUTH AFRICA RETAIL AND GENERAL TRADING 1.282 -42.47% 

42 68 SA-ABL AFRICAN BANK INVESTMENTS LTD SOUTH AFRICA BANKS AND FINANCIAL SERVICES 1.261 -43.60% 

43 69 SA-DST DISTELL GROUP LTD SOUTH AFRICA CONSUMER GOODS 1.125 -40.43% 

44 70 AS-ASR ASSORE LTD SOUTH AFRICA MINING AND METALS 1.111 -20.17% 


45 71 SA-FOS FOSCHINI LTD SOUTH AFRICA RETAIL AND GENERAL TRADING 1.107 -28.03% 

46 73 SA-IPL IMPERIAL HOLDINGS LTD SOUTH AFRICA MANUFACTURING 1.074 -58.69% 

47 74 SA-AEG AVENG LTD SOUTH AFRICA CONSTRUCTION AND MATERIALS 1.051 -63.44% 

48 75 SA-SUI SUN INTERNATIONAL LTD SOUTH AFRICA ENTERTAINMENT AND LEISURE 1.032 -53.69% 

49 78 SA-RLO REUNERT LIMITED SOUTH AFRICA MANUFACTURING 986 -48.64% 

50 81 SA-SPP SPAR GROUP SOUTH AFRICA RETAIL AND GENERAL TRADING 933 -31.54% 

115


The Africa Report Magazine – Bi-monthly No. 15 February – March 2009 

Africa’s Top 500 Companies – 2008 

NET PROFIT 

DIFF. COMPANY NAME COUNTRY SECTOR TURNOVER TURNOVER 

CHANGE 

RANK 

’07 

RANK 

‘08 

1 1 SONATRACH ALGERIA HYDROCARBONS 67 632 022 10.30% 10 002 

2 94 92 SONANGOL ANGOLA HYDROCARBONS 17 000 000 ND 

3 5 2 SASOL SOUTH AFRICA CHEMICALS 14 527 702 58.31% 2 598 278 

4 3 -1 THE BIDVEST GROUP SOUTH AFRICA RETAIL 14 191 666 27.53% 412 638 

5 8 3 MTN GROUP SOUTH AFRICA TELECOMS 10 829 117 46.00% 1 764 164 

6 6 IMPERIAL HOLDINGS SOUTH AFRICA DIVERSIFIED 9 802 983 26.07% 466 950 

7 7 TELKOM SOUTH AFRICA TELECOMS 8 332 994 12.32% 1 209 865 

8 4 -4 SANLAM SOUTH AFRICA INSURANCE 7 773 217 -22.69% 944 411 

9 11 2 VODACOM GROUP SOUTH AFRICA RETAIL 7 132 723 20.62% 1 178 123 

10 12 2 PICK & PAY STORES HOLDINGS SOUTH AFRICA MINES 7 027 475 18.89% 138 738 

11 14 3 ANGLO PLATINUM CORP SOUTH AFRICA MINES 6 952 576 23.55% 1 875 349 

12 9 -3 DE BEERS CONSOLIDATE MINES SOUTH AFRICA ELECTRICITY 683 600 11.15% -521 000 

13 13 ESKOM SOUTH AFRICA DIVERSIFIED 6 580 526 14.27% 144 201 

14 10 -4 BARLOWORLD SOUTH AFRICA TELECOMS 6 401 386 4.33% 224 296 

15 VODACOM SOUTH AFRICA SOUTH AFRICA 6 392 843 1 172 008 

16 21 5 SHOPRITE HOLDINGS SOUTH AFRICA RETAIL 5 766 525 35.08% 160 712 

17 16 -1 SAPPI SOUTH AFRICA PAPER 5 304 000 7.35% 202 000 

18 15 -3 MASSMART HOLDINGS SOUTH AFRICA RETAIL 5 176 524 3.02% 159 021 

19 17 -2 STEINHOFF INTERNATIONAL HOLDINGS SOUTH AFRICA FUNITURE 5 067 540 9.37% 440 366 

20 18 -2 ORASCOM TELECOM EGYPT TELECOMS 4 905 049 9.80% 2 175 528 

21 36 15 IMPALA PLATINUM HOLDINGS SOUTH AFRICA MINES 4 660 836 85.31% 1 084 511 

22 22 TRANSNET SOUTH AFRICA TRANSPORT 4 454 973 9.87% 638 244 

23 23 MITTAL STEEL SOUTH AFRICA SOUTH AFRICA STEEL 4 342 751 19.14% 846 254

NET PROFIT 


CHANGE 

RANK 

’07 

RANK 

‘08 

24 26 2 GROUPE ONA MOROCCO DIVERSIFIED 4 298 719 25.26% 198 383 

25 24 -1 MNT SOUTH AFRICA SOUTH AFRICA TELECOMS 4 177 971 18.28% 819 013 

26 SUEZ CANAL AUTHORITY EGYPT TRANSPORT 4 160 000 ND 

27 25 -2 SAMIR MOROCCO REFINERY 4 106 175 16.84% 55 183 

28 27 -1 DATATEC SOUTH AFRICA IT 4 007 932 26.52% 80 036 

29 20 -9 SAB MILLER SOUTH AFRICA SOUTH AFRICA BEVERAGE 3 956 000 -7.44% 962 000 

30 29 -1 ANGLOGOLD ASHANTI SOUTH AFRICA MINES 3 609 903 19.02% -599 158 

31 35 4 MAROC TELECOM MOROCCO TELECOMS 3 604 489 34.04% ND 

32 30 -2 LIBERTY GROUP SOUTH AFRICA INSURANCE 3 407 519 13.75% 504 440 

33 28 -5 SOUTH AFRICAN AIRWAYS SOUTH AFRICA TRANSPORT 3 332 754 -160 634 

34 41 7 AVENG SOUTH AFRICA DIVERSIFIED 3 270 913 41.77% 1 108 095 

35 37 2 SPAR GROUP SOUTH AFRICA RETAIL 3 242 754 31.36% 77 430 

36 34 -2 NAFTAL ALGERIA OIL & SERVICES 3 236 480 16.09% ND 

37 38 1 ALLIED ELECTRONICS STORES SOUTH AFRICA ELECTRONICS 3 172 860 28.91% 195 278 

38 2 -36 OLD MUTUAL SOUTH AFRICA INSURANCE 3 121 796 -74.83% ND 

39 40 1 EDGARS CONSOLIDATED STORES SOUTH AFRICA RETAIL 3 101 648 32.27% -230 958 

40 33 -7 NASPERS SOUTH AFRICA MEDIA 3 037 690 8.35% 576 803 

41 48 7 MTN NIGERIA NIGERIA TELECOMS 2 998 013 40.00% 629 953 

42 32 -10 DEBSWANA DIAMOND CO. BOTSWANA MINES 2 966 160 ND 

43 50 7 AL EZZ STEEL CO EGYPT STEEL 2 945 532 43.43% 204 510 


44 49 5 GOLD FIELDS SOUTH AFRICA MINES 2 915 563 38.90% 389 964 

45 44 -1 OFFICE CHERIFIEN PHOSPHATES MOROCCO MINES 2 906 424 32.83% ND 

46 47 1 MC CARTHY RETAILS SOUTH AFRICA RETAIL 2 766 906 107 233 

47 45 -2 WOOLWORTHS HOLDING SOUTH AFRICA RETAIL 2 759 933 26.81% 160 886 

48 62 14 NETWORK HEALTHCARE HOLDINGS SOUTH AFRICA HEALTHCARE 2 754 766 65.01% 162 115 

49 60 11 MURRAY & ROBBERTS HOLDINGS SOUTH AFRICA CIV.ENGINEERING 2 646 216 54.47% 117 833 

117


NET PROFIT 


CHANGE 

RANK 

’07 

RANK 

‘08 

50 55 5 GRINDROD SOUTH AFRICA TRANSPORT 2 528 303 40.65% 190 380 

51 43 -8 NAMPAK SOUTH AFRICA PACKAGING 2 518 982 14.84% 156 326 

52 31 -21 ORASCOM CONSTRUCTION INDUSTRIES EGYPT CIV.ENGINEERING 2 457 444 -15.43% 252 731 

53 39 -14 TIGER BRANDS SOUTH AFRICA FOOD 2 399 876 -0.05% 339 375 

54 46 -8 SOCIETE IVOIRIENNE DE RAFFINAGE COTE D’IVOIRE REFINERY 2 330 188 7.29% 46 846 

55 56 1 SOC.TUN DES IND.DE RAFFINAGE TUNISIA REFINERY 2 252 471 25.63% ND 

56 57 1 OFFICE NATIONAL DE L’ELECTRICITE MOROCCO ELECTRICITY 2 225 640 24.23% -26 184 

57 53 -4 SOC.NAT.DE L’ELECTRICITE ET DU GAZ ALGERIA ELECTRICITY/GAS 2 088 432 13.61% 138 033 

58 65 7 SOC.NAT DE RAFFINAGE DU PETROLE ALGERIA REFINERY 2 085 040 32.96% ND 

59 EGYPTAIR HOLDINGS EGYPT DIVERSIFIED 2 078 976 105 467 

60 54 -6 SANTAM SOUTH AFRICA INSURANCE 1 950 263 6.55% 15 930 

61 52 -9 LONMIN SOUTH AFRICA MINES 1 941 000 4.64% 408 000 

62 51 -11 UNITRANS* SOUTH AFRICA TRANSPORT 1 926 017 48 618 

63 59 -4 JD GROUP SOUTH AFRICA RETAIL 1 910 881 11.36% 159 450 

64 63 -1 TELECOM EGYPT EGYPT TELECOMS 1 821 551 12.10% 435 226 

65 66 1 ORASCOM TELECOM ALGERIE ALGERIA TELECOMS 1 755 856 14.67% ND 

66 PIONEER FOODS GROUP SOUTH AFRICA FOOD 1 728 720 75 063 

67 58 -9 SUPER GROUP SOUTH AFRICA AUTOMOBILE 1 713 686 -3.55% 71 613 

68 EL SEWEDY CABLES EGYPT ELEC.CABLES 1 704 004 132 031 

69 89 20 KUMBA RESOURCES MOROCCO MINES 1 702 131 63.06% 592 644 

70 69 -1 AL EZZ DEKHEILA STEEL CO EGYPT STEEL 1 608 749 12.57% 418 449 

71 64 -7 ALTADIS MARCO* MOROCCO TOBACCO 1 581 503 119 386 

72 72 SOC.NATIONALE DES HYDROCARBURES CAMEROON HYDROCARBONS 1 573 583 17.45% ND 

73 68 -5 NEW CLICKS HOLDINGS SOUTH AFRICA RETAIL 1 558 912 8.46% 56 334 

74 70 -4 CEVITAL ALGERIA AGRO-INDUSTRY 1 552 266 10.40% 288 996 

75 75 ROYAL AIR MAROC MOROCCO TRANSPORT 1 518 672 19.83% 14 532

NET PROFIT 


CHANGE 

RANK 

’07 

RANK 

‘08 

76 61 -15 OANDO NIGERIA OIL & SERVICES 1 501 794 -11.37% 49 804 

77 83 6 MOBINIL EGYPT TELECOMS 1 494 783 33.21% 332 734 

78 MOZAL MOZAMBIQUE METALS 1 481 521 549 634 

79 74 -5 TOTAL GABON GABON HYDROCARBONS 1 455 967 13.81% 334 404 

80 100 20 SOCIETE NATIONALE DE RAFFINAGE CAMEROON REFINERY 1 450 270 27 614 

81 115 34 MEDI CLINIC CORP. SOUTH AFRICA HEALTHCARE 1 418 171 83.96% 106 744 

82 78 -4 REUNERT SOUTH AFRICA ELECTRONICS 1 417 490 19.75% 73 803 

83 81 -2 REMGRO SOUTH AFRICA DIVERSIFIED 1 398 628 23.54% 1 488 347 

84 76 -8 MUTUAL & FEDERAL INSURANCE SOUTH AFRICA INSURANCE 1 380 270 12.34% 120 957 

85 77 -8 FOSCHINI SOUTH AFRICA RETAIL 1 369 995 14.01% 178 563 

86 80 -6 HARMONY GOLD MINING CO. SOUTH AFRICA MINES 1 354 361 17.22% 140 203 

87 79 -8 ALGERIE TELECOM ALGERIA TELECOMS 1 307 040 10.59% 15 560 

88 73 -15 CMH GROUP SOUTH AFRICA AUTOMOBILE 1 304 616 -0.09% 16 568 

89 87 -2 METROPOLITAN LIFE SOUTH AFRICA INSURANCE 1 301 656 22.01% 226 220 

90 ENDIAMA ANGOLA MINES 1 300 000 ND 

91 86 -5 EGYPTAIR AIRLINES EGYPT TRANSPORT 1 266 264 18.69% 29 379 

92 67 -25 AECI SOUTH AFRICA CHEMICALS 1 261 534 -14.05% 69 139 

93 84 -9 SHELL MARCO MOROCCO OIL & SERVICES 1 245 832 12.91% 23 813 

94 85 -9 ELLERINE HOLDINGS SOUTH AFRICA FUNITURE 1 225 854 12.60% 149 382 

95 101 6 COMPAGNIE MINIERE DE L’OGOOUE GABON MINES 1 221 198 35.60% ND 


96 96 ALLIED TECHNOLOGIES SOUTH AFRICA ELECTRONICS 1 220 228 25.23% 64 402 

97 110 13 WILSON BAYLY HOLMES – OVCON SOUTH AFRICA CIV.ENGINEERING 1 203 320 44.48% 46 829 

98 90 -8 SOC.TUN DE L’ELECTRICITE ET DU GAZ TUNISIA ELECTRICITY/GAS 1 185 921 15.50% 16 556 

99 91 -8 TOTAL NIGERIA NIGERIA HYDROCARBONS 1 184 283 15.46% 28 068 

100 97 -3 DISTELL GROUP SOUTH AFRICA BEVERAGE 1 177 679 21.99% 125 525 

101 ZAIN NIGERIA (EX-CETEL) NIGERIA TELECOMS 1 171 900 83 200 

119


NET PROFIT 


CHANGE 

RANK 

’07 

RANK 

‘08 

102 98 -4 AFGRI SOUTH AFRICA AGRO-INDUSTRY 1 153 458 24.71% 42 638 

103 109 6 GROUP FIVE HOLDINGS SOUTH AFRICA CIV.ENGINEERING 1 138 381 35.06% 35 917 

104 111 7 SOC.NAT.DE TELECOM DU SENEGAL SENEGAL TELECOMS 1 132 979 37.51% 361 906 

105 71 -34 THE ARAB CONTRACTORS EGYPT CIV.ENGINEERING 1 130 721 -15.94% 38 248 

106 122 16 GROUPE CHIMIQUE TUNISIEN TUNISIA CHEMICALS 1 123 338 284 767 

107 103 -4 MR. PRICE GROUP SOUTH AFRICA RETAIL 1 098 697 22.79% 81 567 

108 GRINAKER- LTA SOUTH AFRICA CIV.ENGINEERING 1 097 939 ND 

109 112 3 OMNIA HOLDINGS SOUTH AFRICA CHEMICALS 1 086 687 36.56% 46 340 

110 99 -11 SOC.NAT.DE DISTR.DES PETROLES AGIL TUNISIA OIL & SERVICES 1 056 286 16.06% ND 

111 88 -23 VODAFONE EGYPT* EGYPT TELECOMS 1 048 579 300 728 

112 107 -5 SUN INTERNATIONAL SOUTH AFRICA TOURISM 1 027 023 20.12% 151 307 

113 KONKOLA COPPER MINES ZAMBIA MINES 1 017 206 301 329 

114 92 -22 EXXON MOBIL EGYPT* EGYPT OIL & SERVICES 1 012 102 45 433 

115 93 -22 ZAMBIA CON.COPPER MINES* ZAMBIA MINES 1 011 813 301 329 

116 102 -14 ILLOVO SUGAR SOUTH AFRICA AGRO-INDUSTRY 1 005 867 11.74% 88 800 

117 HULAMIN SOUTH AFRICA METALS 972 447 5 547 

118 129 11 SAFARICOM KENYA TELECOMS 970 858 41.60% 219 154 

119 127 8 NIGERIAN BREWERIES NIGERIA BEVERAGE 963 603 37.78% 163 337 

120 108 -12 KENYA AIRWAYS KENYA TRANSPORT 956 651 12.61% 61 208 

121 82 -39 TONGAAT-HULETT GROUP SOUTH AFRICA FOOD 946 780 -16.06% 515 954 

122 116 -6 AVUSA(EX-JOHNNIC COMM.) SOUTH AFRICA MEDIA 937 512 21.72% 71 538 

123 114 -9 ANGLOVAAL INDUSTRIES SOUTH AFRICA FOOD 937 512 20.65% 71 536 

124 117 -7 ASTRAL FOODS SOUTH AFRICA FOOD 937 054 25.78% 80 770 

125 135 10 AFR.RAINBOW MIN. (EX-ANGLOVAAL) SOUTH AFRICA MINES 933 899 40.59% 208 899 

126 121 -5 PALABORA MINING CO. SOUTH AFRICA MINES 914 646 26.92% 275 508 

127 106 -21 FLOUR MILLS NIGERIA NIGERA FOOD 910 589 6.30% 63 810

NET PROFIT 


CHANGE 

RANK 

’07 

RANK 

‘08 

128 137 9 MARJANE HOLDING MOROCCO RETAIL 887 454 34.66% ND 

129 104 -25 TUNISIE TELECOM TUNISIA TELECOMS 884 793 126 888 

130 130 RAINBOW CHICKEN SOUTH AFRICA FOOD 881 686 29.69% 79 794 

131 136 5 AFRICAN PETROLEUM NIGERIA HYDROCARBONS 879 770 32.50% 49 160 

132 105 -27 NATIONAL PORTS AUTHORITY* SOUTH AFRICA TRANSPORT 877 698 ND 

133 154 21 AFRICAN OXYGEN SOUTH AFRICA CHEMICALS 865 944 53.94% 90 755 

134 120 -14 DINESION DATA HOLDINGS AFRICA SOUTH AFRICA IT 849 238 17.34% 70 877 

135 158 23 GHABBOUR AUTO EGYPT AUTOMOBILE 843 977 54.19% 82 675 

136 PETROLEUM PROJECTS CONSULT.CO EGYPT ENGINEERING 839 035 ND 

137 131 -6 CHEMICAL SERVICES SOUTH AFRICA CHEMICALS 833 966 22.70% 83 944 

138 134 -4 SOCIETE NATIONALE DE SIDERURGIE MOROCCO STEEL 827 480 22.71% 740 298 

139 PRETORIA PORTLAND CEMENT CO SOUTH AFRICA CONST.MATERIAL 824 046 211 563 

140 236 96 HOSKEN CONSOLIDATED INVESTMENTS SOUTH AFRICA DIVERSIFIED 817 591 169.36% 129 085 

141 119 -22 KENYA OIL CO KENYA HYDROCARBONS 816 651 11.72% 9 388 

142 144 2 ALUMINIUM CO. OF EGYPT EGYPT METALS 803 228 30.71% 145 964 

143 95 -48 HIGHVELD STEEL & VANADIUM CORP SOUTH AFRICA METALS 796 213 -19.72% 281 739 

144 126 -18 SOCIETE TUNISIENNE DE L’AIR TUNISIA TRANSPORT 795 302 13.53% 26 910 

145 ZAIN SUDAN (EX-SUD MOBILE) SUDAN TELECOMS 792 500 263 200 

146 149 3 TRUWORTHS INTERNATIONAL SOUTH AFRICA RETAIL 788 514 30.91% 161 375 

147 146 -1 COMP.SUCRIERE MAROC.RAFFINAGE MOROCCO AGRO-INDUSTRY 785 902 29.18% 33 401 


148 KAP INTERNATIONAL HOLDINGS SOUTH AFRICA DIVERSIFIED 776 108 35 177 

149 125 -24 SOUTH AFRICAN POST OFFICE SOUTH AFRICA POSTAL SERVICES 769 916 9.65% 55 832 

150 140 -10 ETHIOPIAN AIRLINES ETHIOPIA TRANSPORT 769 506 20.38% 14 597 

151 133 -18 AIR ALGERIE ALGERIA TRANSPORT 768 944 13.38% 32 785 

152 141 -11 SUEZ CEMENT CO EGYPT CEMENT 764 819 22.04% 178 789 

153 124 -29 ALEXANDRIA MINERAL OILS CO EGYPT HYDROCARBONS 753 671 6.01% 158 115 

121


NET PROFIT 


CHANGE 

RANK 

’07 

RANK 

‘08 

154 118 -36 CONOIL NIGERIA OIL & SERVICES 748 882 2.09% 22 359 

155 123 -32 MOMENTUM LIFE ASSURERS* SOUTH AFRICA INSURANCE 713 857 277 380 

156 168 12 CTP HOLDINGS SOUTH AFRICA MEDIA 703 479 41.12% 91 704 

157 147 -10 CLOVER HOLDINGS SOUTH AFRICA FOOD 700 461 15.23% 30 884 

158 157 -1 TOTAL KENYA KENYA OIL & SERVICES 697 816 26.91% 8 293 

159 160 1 SOCIETE GABONAISE DE RAFFINAGE GABON REFINERY 695 950 28.05% ND 

160 145 -15 SOUTH AFRICAN BROADCASTING CORP. SOUTH AFRICA MEDIA 695 835 13.43% 47 554 

161 132 -29 DANGOTE SUGAR REFINERY NIGERIA DIVERSIFIED 695 436 2.45% 185 179 

162 128 -34 SOCIETE AFRICAINE DE RAFFINAGE* SENEGAL REFINERY 686 072 -48 974 

163 177 14 EL MANSOUR AUTOMOTIVE CO. EGYPT AUTOMOBILE 685 275 46.85% 26 906 

164 165 1 BELL EQUIPMENT SOUTH AFRICA AUTOMOBILE 684 725 34.84% 54 025 

165 113 -52 NAMDEB DIAMONG CORP. NAMIBIA MINES 683 205 -12.75% 21 416 

166 180 14 JULIUS BERGER NIGERIA NIGERIA CIV.ENGINEERING 681 846 47.95% 15 245 

167 HOLDING POULINA TUNISIA DIVERSIFIED 681 252 44 275 

168 143 -25 EASTERN CO EGYPT TOBACCO 663 715 7.11% 126 844 

169 GROUPE ELLOUMI TUNISIA DIVERSIFIED 662 248 ND 

170 152 -18 COSIDER ALGERIA CIV.ENGINEERING 661 922 13.97% 66 006 

171 159 -12 AIR MAURITIUS MAURITIUS TRANSPORT 659 407 20.63% 25 033 

172 151 -21 LYONNAISE DES EAUX DE CASABLANCA MOROCCO WATER/ELEC. 658 827 12.93% 42 914 

173 138 -35 ASSMANG* SOUTH AFRICA MINES 656 060 35 809 

174 197 23 ADCORP HOLDINGS SOUTH AFRICA EDUCATION 655 877 69.01% 18 798 

175 155 -20 ZURICH INS. CO. SA (EX-SA EAGLE INS) SOUTH AFRICA INSURANCE 651 562 15.93% 43 087 

176 156 -20 MEDI TELECOM MOROCCO TELECOMS 644 912 16.96% ND 

177 139 -38 ALEXANDER FORBES* SOUTH AFRICA FINANCE 641 710 92 268 

178 167 -11 ASSORE SOUTH AFRICA MINES 635 584 26.55% 118 937 

179 195 16 GROUPE OPTORG MOROCCO RETAIL 628 622 59.68% ND

NET PROFIT 


CHANGE 

RANK 

’07 

RANK 

‘08 

180 160 -20 CHEVRON OIL CO. NIGERIA NIGERIA OIL & SERVICES 626 271 17.24% 16 892 

181 MONDI PACKAGING SOUTH AFRICA PACKAGING 621 573 ND 

182 142 -40 ENT.TUN.D’ACTIVITIES PETROLIERES TUNISIA OIL & SERVICES 621 572 152 079 

183 276 93 SUDANESE TELECOM CO SUDAN TELECOMS 621 103 150.73% 216 394 

184 171 -13 ILIAD AFRICA SOUTH AFRICA CONST.MATERIAL 618 902 27.84% 36 632 

185 162 -23 RAND WATER SOUTH AFRICA WATER 609 759 15.54% 110 000 

186 164 -22 BUSINESS CONNEXION GROUP SOUTH AFRICA IT 609 744 19.47% 18 965 

187 MTN GHANA GHANA TELECOMS 599 306 137 390 

188 153 -35 SUGAR AND INT. INDUSTRIES CO. EGYPT AGRO-INDUSTRY 598 932 4.94% 63 122 

189 169 -20 ASPEN PHARMACARE HOLDINGS SOUTH AFRICA PHARMA. 596 028 20.23% 106 200 

190 172 -18 NIGERIAN BOTTLING CO NIGERIA BEVERAGE 590 926 22.14% 27 352 

191 150 -41 BYTES TECHNOLOGY GROUP* SOUTH AFRICA IT 587 527 20 552 

192 187 -5 EGYPTIAN CEMENT CO. EGYPT CONST.MATERIAL 584 682 34.81% 282 169 

193 184 -9 PZ CUSSONS NIGERIA NIGERIA PHARMA. 566 057 28.83% 34 061 

194 229 35 NATIONAL NAVIGATION CO EGYPT TRANSPORT 561 828 76.39% 135 985 

195 161 -34 SEARDEL INVESTMENT CORP. SOUTH AFRICA TEXTILES 561 607 6.00% 7 575 

196 163 -33 ORIENTAL WEAVERS FOR CARPETS EGYPT TEXTILES 559 064 8.55% 69 161 

197 282 85 TUNISIANA TUNISIA TELECOMS 558 616 133.97% ND 

198 170 -28 SOC.NAT.INDUSTRIELLE ET MINIERE MAURITIUS MINES 557 000 13.44% 181 000 

199 211 12 NORTHAM PLATINUM SOUTH AFRICA MINES 553 678 58.15% 196 458 


200 179 -21 CENTRALE LAITIERE MOROCCO FOOD 551 203 19.23% 54 397 

201 193 -8 DISCOVERY HEALTH SOUTH AFRICA INSURANCE 549 266 35.33% 158 858 

202 TOTAL CAMEROUN CAMEROON OIL & SERVICES 543 739 ND 

203 186 -17 GUINNESS NIGERIA NIGERIA BEVERAGE 536 911 23.49% 92 188 

204 173 -31 LEWIS GROUP SOUTH AFRICA RETAIL 532 447 11.47% 95 093 

205 218 13 GROUPE SIFCA COTE D’IVOIRE DIVERSIFIED 520 521 54.84% 69 079 

123


NET PROFIT 


CHANGE 

RANK 

’07 

RANK 

‘08 

206 181 -25 COMPAGNIE IVOIRIENNE D’ELECTRICITE COTE D’IVOIRE ELECTRICITY 515 248 15.02% 10 404 

207 MVELAPHANDA GROUP SOUTH AFRICA DIVERSIFIED 512 488 202 451 

208 196 -12 CASHBUILD SOUTH AFRICA CONST.MATERIAL 510 534 31.06% 19 000 

209 175 -34 HOLDING D’AMENAGEMENT AL OMRANE MOROCCO REAL ESTATE 503 911 6.48% 34 301 

210 185 -25 MUSTEK SOUTH AFRICA IT 496 658 13.06% 10 782 

211 201 -10 INVICTA HOLDINGS SOUTH AFRICA AUTOMOBILE 493 820 29.01% 44 542 

212 182 -30 LAFARGE CIMENTS MOROCCO CONST.MATERIAL 492 452 9.99% 44 091 

213 192 -21 SOC.NAT.BURKIN.D’HYDROCARBURES BURKINA FASO OIL & SERVICES 489 891 20.35% 36 218 

214 188 -26 EGYPTIAN IRON & STEEL CO. EGYPT STEEL 485 921 12.25% 35 949 

215 189 -26 LESIEUR CRISTAL MOROCCO FOOD 483 618 13.04% ND 

216 174 -42 TIGER WHEELS* SOUTH AFRICA AUTOMOBILE 474 175 11 364 

217 176 -41 TOTAL SENEGAL* SENEGAL OIL & SERVICES 472 390 8 771 

218 191 -27 MOBIL OIL NIGERIA NIGERIA HYDROCARBONS 470 316 14.22% 9 753 

219 206 -13 RMA WATANIYA MOROCCO INSURANCE 465 426 28.12% ND 

220 EFG HERMES HOLDING EGYPT FINANCE 462 091 233 544 

221 257 36 WAFA ASSURANCE MOROCCO INSURANCE 456 018 63.44% 79 045 

222 183 -39 REBSERVE HOLDINGS* SOUTH AFRICA RETAIL 445 882 164 550 

223 202 -21 PHARMACIE CENTRALE DE TUNISE TUNISIA PHARMA. 445 060 17.12% 1 470 

224 272 48 DIS.&WAREHOUSING NETWORK SOUTH AFRICA RETAIL 444 527 77.67% 29 493 

225 203 -22 METAIR INVESTMENTS SOUTH AFRICA AUTOMOBILE 441 825 16.36% 28 871 

226 238 12 EAST AFRICAN BREWERIES KENYA BEVERAGE 432 345 43.11% 119 109 

227 237 10 IRELAND BLYTH MAURITIUS CONSTRUCTION 424 726 39.96% 16 402 

228 199 -29 ORANGE COTE D’IVOIRE COTE D’IVOIRE TELECOMS 424 267 10.27% 78 600 

229 316 87 TOTAL PETROLEUM GHANA GHANA OIL & SERVICES 420 266 108.77% 8 488 

230 ALFERIE POSTE ALGERIA POSTAL SERVICES 420 120 7 780 

231 LIBYA OIL MAROC MOROCCO OIL & SERVICES 419 468 ND

NET PROFIT 


CHANGE 

RANK 

’07 

RANK 

‘08 

232 198 -34 OLYMPIC GROUP EGYPT DIVERSIFIED 418 546 8.69% 44 279 

233 190 -43 INT.TRADING OIL&COMM.CORP* SENEGAL OIL & SERVICES 418 108 ND 

234 227 -7 ASTRAPAK SOUTH AFRICA PACKAGING 417 631 30.72% 16 483 

235 220 -15 SOCIETE NATIONALE D’ELECTRICITE SENEGAL ELECTRICITY 417 303 27.54% -14 251 

236 214 -22 SA DES BRASSERIES DU CAMEROUN CAMEROON BEVERAGE 415 749 21.31% 41 773 

237 RAYA HOLDING FOR TELECOMM. EGYPT ELECTRONICS 414 314 17 309 

238 270 32 SONATEL MBILES SENEGAL TELECOMS 408 671 59.73% ND 

239 209 -30 OFFICE NATIONAL DE L’EAU POTBLE MOROCCO WATER 408 209 16.06% 17 936 

240 223 -17 CIMENTS DU MAROC MOROCCO CONST.MATERIAL 405 455 26.29% 92 929 

241 210 -31 GROUPE TTS TUNISIA TOURISM 404 223 14.98% 42 746 

242 194 -48 UNITED PHARMACISTS CO.* EGYPT PHARMA. 396 708 7 261 

243 HOLDING MAROCAINE COM.ET FIN. MOROCCO DIVERSIFIED 392 603 117 946 

244 308 64 SOC.NAT.D’OPERATIONS PETROLIERES COTE D’IVOIRE HYDROCARBONS 391 274 88.62% 68 416 

245 242 -3 ENT.NAT.DE TRAVAUX AUZ PUITS ALGERIA HYDROCARBONS 386 962 29.63% 58 677 

246 166 -80 KENYA POWER AND LIGHTING KENYA ELECTRICITY 386 585 -23.46% 27 186 

247 205 -42 OCEANA GROUP SOUTH AFRICA AGRO-INDUSTRY 386 247 5.62% 26 784 

248 SOC.SECURITY AND NAT.INS.TRUST GHANA INSURANCE 384 420 ND 

249 250 1 SALAM GAZ MOROCCO OIL & SERVICES 384 299 33.25% 10 917 

250 STEFANUTTI & BRESSAN SOUTH AFRICA DIVERSIFIED 383 133 21 381 

251 200 -51 SOCIETE BURK.DES FIBRES TEXTILES* BURKINA FASO COTTON 382 959 -44 415 


252 EGYPTIAN FERTILIZERS CO. EGYPT CHEMICALS 381 771 198 062 

253 336 83 ITALTILE SOUTH AFRICA CONST.MATERIAL 381 673 106.67% 41 010 

254 212 -42 SIDI KERIR PETROCHEMICALS CO. EGYPT HYDROCARBONS 379 872 9.38% 212 732 

255 231 -24 NESTLE NIGERIA NIGERIA FOOD 379 645 21.92% 46 918 

256 324 68 GROUPE CFAO ALGERIE ALGERIA DIVERSIFIED 375 698 93.88% ND 

257 204 -53 SHELL SENEGAL SENEGAL OIL & SERVICES 373 434 ND 

125


NET PROFIT 


CHANGE 

RANK 

’07 

RANK 

‘08 

258 259 1 WATANIYA TELECOM ALGERIE ALGERIA TELECOMS 371 126 35.52% -35 220 

259 245 -14 AFRICAN REINSURANCE CORP. NIGERIA INSURANCE 369 512 25.90% 34 048 

260 241 -19 MTN CAMEROUN CAMEROON TELECOMS 367 756 23.12% 77 874 

261 329 68 SOC.EG.D’ENT MOKHTAR IBRAHIM EGYPT CIV.ENGINEERING 355 161 87.45% 13 660 

262 228 -34 SOC.FRIG.ET BRASS.DE TUNIS TUNISIA BEVERAGE 353 174 10.67% 44 945 

263 235 -28 PHUMELELA GAMING AND LEISURE SOUTH AFRICA CASINOS 353 160 15.98% 16 129 

264 208 -56 CONSOL* SOUTH AFRICA GLASS 353 106 50 992 

265 341 76 AUTO HALL MOROCCO AUTOMOBILE 352 829 93.85% 52 761 

266 262 -4 BAMBURI CEMENT KENYA CONST.MATERIAL 349 796 30.76% 60 274 

267 217 -50 SOC.NAT.DES TAB. ET DES ALLUMETTES ALGERIA TOBACCO 349 006 3.70% 170 708 

268 275 7 VODACOM TANZANIA TANZANIA TELECOMS 348 584 40.25% 46 562 

269 273 4 SOCIETE CENTRALE DE REASSURANCE MOROCCO INSURANCE 348 345 39.41% 35 714 

270 268 -2 AES SONEL CAMEROON ELECTRICITY 346 515 ND 

271 357 86 ORASCOM FOR HOT. AND DEVELOPMENT EGYPT TOURISM 345 549 103.33% 72 987 

272 279 7 CIEL GROUP MAURITIUS DIVERSIFIED 345 476 42.46% ND 

273 PREMEDIA* SOUTH AFRICA MEDIA 343 090 29 748 

274 TALAAT MOUSTAFA GROUP EGYPT REAL ESTATE 341 906 244 434 

275 299 24 MIDDLE EAST OIL REFINERIES EGYPT REFINERY 341 664 56.93% 56 160 

276 215 -61 AMERICANA GROUP FOR FOOD* EGYPT FOOD 340 677 42 304 

277 287 10 PEERMONT GLOBAL SOUTH AFRICA TOURISM 340 530 45.11% -16 019 

278 258 -20 VODACOM CONGO DR CONGO TELECOMS 340 012 23.57% 11 874 

279 263 -16 MTN COTE D’IVOIRE COTE D’IVOIRE TELECOMS 338 886 27.39% 58 776 

280 252 -28 SOC.DE PROM.IND.AUTO.AU MAROC MOROCCO AUTOMOBILE 335 404 17.27% ND 

281 305 24 BP ZAMBIA ZAMBIA HYDROCARBONS 334 425 57.83% 8 033 

282 219 -63 CENT.NAT.D’ET DE RECH.DU BAT* ALGERIA CIV.ENGINEERING 333 683 -36 089 

283 253 -30 AXA ASSURANCE MAROC MOROCCO INSURANCE 332 219 16.75% ND

NET PROFIT 


CHANGE 

RANK 

’07 

RANK 

‘08 

284 265 -19 HUDACO INDUSTRIES SOUTH AFRICA AUTOMOBILE 329 693 24.82% 27 967 

285 225 -60 AFRIQUIA GAZ MOROCCO ENERGY 327 794 2.37% 28 838 

286 254 -32 COMAIR SOUTH AFRICA TRANSPORT 327 449 15.46% 16 162 

287 290 3 DRDGOLD SOUTH AFRICA MINES 327 147 42.27% -172 483 

288 221 -67 OF.NAT.DES CHEM.DE FER DU MAROC* MOROCCO TRANSPORT 323 435 

289 224 -65 NIGERIA INDP PETROLEUM CO* NIGERIA HYDROCARBONS 320 918 13 777 

290 230 -60 SOCIETE DES MINES DE MORILA MALI MINES 319 218 1.38% 92 808 

291 232 -59 CIE.MAROCAINE DE NAVIGATION MOROCCO TRANSPORT 218 921 2.88% 73 053 

292 319 27 GROUTHPOINT PROPERTIES SOUTH AFRICA REAL ESTATE 318 604 60.62% ND 

293 247 -46 GHANA OIL CO. GHANA OIL & SERVICES 318 523 9.71% 7 150 

294 RAUBEX SOUTH AFRICA CIV.ENGINEERING 316 202 43 766 

295 244 -51 WEST AFRICAN PORTLAND CEMENT CO. NIGERIA CONST.MATERIAL 316 161 6.59% 92 082 

296 TOTAL MARKETING GABON GABON OIL & SERVICES 315 988 ND 

297 CEMEX-ASSIUT CEMENT EGYPT CONST.MATERIAL 315 572 78 336 

298 277 -21 SHELL MAURITIUS MAURITIUS OIL & SERVICES 314 528 27.58% 8 219 

299 266 -33 NOUVELAIR TUNISIE TUNISIA TRANSPORT 313 315 19.65% 33 698 

300 260 -40 ABU QIR FERTILIZERS & CHEMICAL IND. EGYPT CHEMICALS 312 920 15.04% 131 186 

301 MAGHREB STEEL MOROCCO STEEL 311 892 17 377 

302 HUILERIES DU SOUSS BELHASSAN MOROCCO AGRO-INDUSTRY 311 659 1 979 

303 426 123 ORANGE MALI MALI TELECOMS 308 153 158 636 


304 METMAR SOUTH AFRICA METALS 306 127 10 116 

305 274 -31 HELWAN PORTLAND CEMENT (EX-ASEC) EGYPT CONST.MATERIAL 301 268 20.94% 75 423 

306 MTN UGANDA UGANDA TELECOMS 300 838 54 038 

307 234 -73 BELTA INDUSTRIAL CO EGYPT ELECTRONICS 300 093 -2.32% 40 237 

308 264 -44 BRITISH AMERICAN INVESTMENTS CO, MAURITIUS DIVERSIFIED 298 889 12.56% 4 396 

309 256 -53 GIJIMA AST GROUP SOUTH AFRICA IT 298 680 6.52% 14 015 

127


NET PROFIT 


CHANGE 

RANK 

’07 

RANK 

‘08 

310 360 50 BASIL READ HOLDINGS SOUTH AFRICA CIV.ENGINEERING 297 663 78.21% 17 

311 ZAIN RDC (EX-CELTEL) DR CONGO TELECOMS 296 700 25 900 

312 226 -86 CAIRO POULTRY EGYPT FOOD 296 638 -7.30% 26 674 

313 KELLY GROUP SOUTH AFRICA HUMAN RESOUR. 295 215 9 515 

314 331 17 GROUPE CFAO NIGERIA NIGERIA DIVERSIFIED 295 095 55.85% ND 

315 GROUPE LOUKIL TUNISIA DIVERSIFIED 294 700 12 417 

316 271 -45 TOTAL COTE D’IVOIRE COTE D’IVOIRE HYDROCARBONS 293 947 14.92% 12 568 

317 309 -8 UNILEVER NIGERIA NIGERIA CHEMICALS 293 096 41.53% 9 459 

318 292 -26 ORANGE CAMEROUN CAMEROON TELECOMS 292 600 29.47% ND 

319 362 43 ENT.NAT.DE SERVICES AUZ PUITS ALGERIA OIL & SERVICES 292 404 75.56% ND 

320 330 10 FOOD AND ALLIED GRP. OF COMPANIES MAURITIUS FOOD 291 759 54.05% 12 349 

321 267 -54 GROUPE MANAGEM MOROCCO MINES 289 176 10.69% 20 698 

322 248 -74 DANGORE FLOUR MILLS* NIGERIA AGRO-INDUSTRY 289 092 5 851 

323 249 -74 NAKUMATT HOLDINGS* KENYA RETAIL 28 900 ND 

324 286 -38 ROGER GROUP MAURITIUS CONSTRUCTION 287 215 22.17% 23 975 

325 HIDROELECTRICA DE CAHORA BASSA MOZAMBIQUE WATER/ELEC. 283 335 42 907 

326 347 21 NEW MAURITIUS HOTELS MAURITIUS TOURISM 280 942 58.76% 71 529 

327 280 -47 ENTERPRISE NATIONALE DE FORAGE ALGERIA HYDROCARBONS 280 080 16.45% ND 

328 291 -37 CECAGADIS GABON RETAIL 277 886 22.76% 17 374 

329 295 -34 SOCIETE MULTINATIONAL DE BITUMES COTE D’IVOIRE CIV.ENGINEERING 277 824 25.91% 1 146 

330 285 -45 NU WORLD HOLDINGS SOUTH AFRICA TRANSPORT 276 229 17.29% 13 195 

331 303 -28 OFFIE NATIONAL DES AEROPORTS MOROCCO TRANSPORT 274 657 28.32% 75 161 

332 288 -44 UAC OF NIGERIA NIGERIA CONSTRUCTION 271 443 17.93% 32 620 

333 239 -94 SOC.D’EXPL.DES MIN.D’OR DE SADIOLA MALI MINES 267 911 -10.91% 66 475 

334 320 -14 DOUJA PROMOTION MOROCCO REAL ESTATE 266 948 34.62% 72 713 

335 COFICAB MAROC MOROCCO AUTOMOBILE 266 403 ND

NET PROFIT 


CHANGE 

RANK 

’07 

RANK 

‘08 

336 297 -39 COTE D’IVOIRE TELECOM COTE D’IVOIRE TELECOMS 265 983 21.66% 18 054 

337 ZAIN TANZANIE (EX-CELTEL) TANZANIA TELECOMS 265 000 52 100 

338 318 -20 UNILEVER COTE D’IVOIRE COTE D’IVOIRE COSMETICS 264 136 32.75% 47 744 

339 MARIDIVE AND OIL SERVICES EGYPT OIL & SERVICES 264 065 80 071 

340 301 -39 GROUPE MON LOISIR MAURITIUS DIVERSIFIED 262 666 22.26% 30 472 

341 315 -26 GROUPE CFAO CAMEROUN CAMEROON DIVERSIFIED 260 124 27.95% ND 

342 371 29 BRASSERIES DU MAROC MOROCCO BEVERAGE 258 541 61.68% 45 010 

343 298 -45 GOLD REEF CASINO RESORTS SOUTH AFRICA CASINOS 257 874 18.27% 28 868 

344 313 -31 SOCIETE D’ENERGIE ET D’EAU DU GABON GABON WATER/ELEC. 255 930 25.57% -13 246 

345 342 -3 GROUPE CFAO MAROC MOROCCO DIVERSIFIED 254 709 41.75% ND 

346 321 -25 GILPLAIT ALGERIA DAIRY 254 344 28.57% -26 265 

347 348 1 NET 1 UEPS TECHNOLOGIES SOUTH AFRICA TELECOMS 254 056 86 695 

348 390 42 PINNACLE TECHNOLOGY HOLDINGS SOUTH AFRICA TELECOMS 254 031 66.62% 11 152 

349 307 -42 METOREX SOUTH AFRICA MINES 252 241 20.70% 95 602 

350 ZAIN ZAMBIE (EX-CELTEL) ZAMBIA TELECOMS 252 100 58 000 

351 222 -129 TRENCOR SOUTH AFRICA TRANSPORT 251 374 -22.13% 122 482 

352 351 -1 SOC.MAROC E.A.U.DE DEVT. MOROCCO DIVERSIFIED 250 581 44.45% 48 309 

353 339 -14 BRITISH AMERICAN TOBACCO KENYA KENYA TOBACCO 249 481 36.28% 21 927 

354 293 -61 COMPAGNIE DU KOMO GABON DIVERSIFIED 248 117 10.89% 20 780 

355 233 -122 AMALGAMATED APPLIANCE HOLDINGS SOUTH AFRICA ELECTRONICS 246 197 -20.35% -2 650 


356 335 -21 ARGENT INDUSTRIAL SOUTH AFRICA CONST.MATERIAL 245 645 31.85% 27 881 

357 289 -68 SNTM HYPROC ALGERIA OIL & SERVICES 245 381 6.63% 35 352 

358 MERAFE RESOURCES SOUTH AFRICA MINES 245 142 35 549 

359 296 -63 OUTSPAN IVOIRE COTE D’IVOIRE AGRO-INDUSTRY 240 995 9.43% 449 

360 284 -76 HOCIM MOROCCO CONST.MATERIAL 240 791 1.49% 56 121 

361 TOURISM INVESTMENT CORP. SOUTH AFRICA TOURISM 240 401 21 916 

129


NET PROFIT 


CHANGE 

RANK 

’07 

RANK 

‘08 

362 377 15 ALUCAM CAMEROON METALS 239 456 20 730 

363 283 -80 CADBURY NIGERIA* NIGERIA FOOD 238 697 21 969 

364 MTN SOUDAN SUDAN TELECOMS 238 509 28 278 

365 381 16 CIEL TEXTILE MAURITIUS TEXTILES 237 720 52.19% 16 288 

366 294 -72 SEVEN-UP BOTTLING CO. NIGERIA AGRO-INDUSTRY 235 486 6.44% 10 511 

367 338 -29 MAURITIUS TELECOM MAURITIUS TELECOMS 234 921 27.93% ND 

368 ZAIN GABON (EX-CELTEL) GABON TELECOMS 233 100 52 800 

369 332 -37 SUNEOR SENEGAL AGRO-INDUSTRY 232 396 22.78% 4 501 

370 350 -20 SEFALANA HOLDING CO. BOTSWANA FOOD 231 200 32.34% 6 220 

371 325 -46 COMP. TUNISIENNE DE NAVIGATION TUNISIA TRANSPORT 230 612 19.31% 16 984 

372 379 7 ENT.NAT.DE GEOPHYSIQUE ALGERIA OIL 230 288 46.65% ND 

373 311 -62 KENYA ELECTRICITY GENERATING CO. KENYA ELECTRICITY 230 209 11.41% 38 690 

374 321 -53 SOCIETE NATIONALE D’ASSURANCES ALGERIA INSURANCE 229 059 17.53% 15 591 

375 CIC HOLDING NAMIBIA RETAIL 229 043 3 513 

376 281 -95 IND.PROM.SERVICES WEST AFRICA COTE D’IVOIRE DIVERSIFIED 229 035 -4.10% 5 994 

377 365 -12 ROYAL SWAZILAND SUGAR CORP. SWAZILAND AGRO-INDUSTRY 227 634 38.36% 20 654 

378 334 -44 GROUPE ACIMA MOROCCO RETAIL 227 565 21.77% ND 

379 327 -52 AVBOB INDUSTRIES SOUTH AFRICA INSURANCE 226 768 18.66% 56 816 

380 343 -37 SOLIBRA COTE D’IVOIRE BEVERAGE 225 860 25.73% 38 569 

381 NEXANS MAROC MOROCCO ELEC.CABLES 225 179 7 056 

382 EGYPT KUWAIT HOLDING CO EGYPT DIVERSIFIED 224 009 104 028 

383 MCEL MOCAMBIQUE MOZAMBIQUE TELECOMS 223 122 13 322 

384 378 -6 GROUPE CFAO COTE D’IVOIRE COTE D’IVOIRE DIVERSIFIED 222 934 41.86% ND 

385 345 -40 TOTAL MAURITIUS MAURITIUS OIL & SERVICES 222 725 24.39% 5 317 

386 317 -69 RECTRON HOLDINGS SOUTH AFRICA IT 216 597 9 179 

387 300 -87 GROUPE ONAB* ALGERIA AGRO-INDUSTRY 215 825 ND

NET PROFIT 


CHANGE 

RANK 

’07 

RANK 

‘08 

388 356 -32 BIOPHARM ALGERIA PHARMA. 212 675 25.04% 25 051 

389 ZAIN CONGO (EX-CELTEL) CONGO TELECOMS 211 300 66 100 

390 337 -53 SECHABA BREWERY HOLDING BOTSWANA BEVERAGE 210 970 14.43% ND 

391 302 -89 SOC.D’EXP.DES MINES D’OR DE YATELA MALI MINES 208 846 -2.64% 57 094 

392 ALEXANDRIA REAL ESTATE INV.CO EGYPT REAL ESTATE 208 526 198 870 

393 SOCIETE TUNISIENNE DE SIDERURGIE TUNISIA STEEL 207 150 3 231 

394 312 -82 ADM COCOA SIFCA* COTE D’IVOIRE AGRO-INDUSTRY 206 363 1 099 

395 372 -23 COMPAGNIE MAURICIENNE DE TEXTILE MAURITIUS TEXTILES 205 865 28.75% 46 965 

396 367 -29 PROSUMA COTE D’IVOIRE RETAIL 205 330 25.15% 966 

397 344 -53 SEFALANA CASH AND CARRY BOTSWANA RETAIL 205 047 14.41% 3 639 

398 384 -14 CERAMIC INDUSTRIES SOUTH AFRICA CONST.MATERIAL 203 635 30.57% 32 121 

399 310 -89 MUMIAS SUGAR CO. KENYA AGRO-INDUSTRY 203 524 -1.62% 22 047 

400 MAGHREBAIL MOROCCO FINANCE 202 990 7 743 

401 255 -146 PRODUCE BUYING CO. GHANA AGRO-INDUSTRY 202 656 -28.01% 742 

402 340 -62 PRESS CORPORATION MALAWI DIVERSIFIED 200 559 9.87% 24 913 

403 353 -50 DATACENTRIX HOLDINGS SOUTH AFRICA TELECOMS 199 419 15.45% 15 081 

404 375 -29 CIMENTERIES DU CAMEROUN CAMEROON CONST.MATERIAL 198 119 2458.00% 18 730 

405 354 -51 OACA TUNISIA TRANSPORT 198 081 15.12% 50 323 

406 369 -37 COOPER MAROC PHARMACEUTICALS MOROCCO PHARMA. 197 000 21.94% 9 500 

407 373 -34 PEREGRINE HOLDINGS SOUTH AFRICA FINANCE 196 874 23.13% 85 974 


408 DELTA HOLDING MOROCCO DIVERSIFIED 196 380 ND 

409 374 -35 SNMVT- MONOPRIX TUNISIA RETAIL 196 227 23.13% 12 118 

410 406 -4 DELTA SUGAR EGYPT AGRO-INDUSTRY 196 045 44.45% 58 474 

411 BENETTON MANUFACTURING TUNISIA TUNISIA TEXTILES 194 677 21 744 

412 ZAIN KENYA (EX-CELTEL) KENYA TELECOMS 194 300 -21 700 

413 COUTNRY BIRD HOLDINGS SOUTH AFRICA AGRO-INDUSTRY 193 821 14 782 

131


NET PROFIT 


CHANGE 

RANK 

’07 

RANK 

‘08 

414 431 17 CURRIMJEE GROUP MAURITIUS DIVERSIFIED 193 804 58.10% ND 

415 323 -92 SOCIETE NATIONAL DE PETROCHIMIE ALGERIA CHEMICALS 192 944 -0.83% ND 

416 GROUPE ONE TECH TUNISIA ELEC.CABLES 190 396 ND 

417 328 -89 GROUPE INDUSTRIEL BATIMETAL* ALGERIA CIV.ENGINEERING 190 270 ND 

418 358 -60 THE HAREL COMPANIES MAURITIUS DIVERSIFIED 186 634 12.82% ND 

419 392 -27 SOCIETE DES BRASSERIES DU GABON GABON BEVERAGE 188 820 26.76% ND 

420 ENTERGIE DU MALI MALI WATER/ELEC. 188 118 -15 217 

421 376 -45 NATIONAL CEMENT CO. EGYPT CONST.MATERIAL 184 882 16.75% 51 202 

422 366 -56 SOC. NIGERIENNE DE PROD.PETROLIERS NIGER OIL & SERVICES 183 266 11.53% 2 793 

423 387 -36 BARID AL MAGHRIB MOROCCO POSTAL SERVICES 180 983 16.81% ND 

424 421 -3 LECICO EGYPT EGYPT CONST.MATERIAL 180 362 42.12% 19 500 

425 449 24 ARAB CABLES CO. EGYPT ELEC.CABLES 180 008 60.55% 7 167 

426 383 -43 AIR SENEGAL INTERNATIONAL SENEGAL TRANSPORT 180 000 ND 

427 398 -29 CIE.NORD AFR.ET INT.D’ASSURANCES MOROCCO INSURANCE 179 962 25.37% 19 747 

428 GROUPE AFFES* TUNISIA FOOD 179 375 ND 

429 363 -66 STAR TUNISIA INSURANCE 179 251 7.64% 10 521 

430 346 -84 NESTLE COTE D’IVOIRE COTE D’IVOIRE FOOD 178 950 11 467 

431 FAMOUS BRANDS SOUTH AFRICA TOURISM 176 224 19 406 

432 385 -47 UMGENI WATER AMANZI SOUTH AFRICA WATER 175 888 12.84% 37 089 

433 CEFELEC MAROC MOROCCO ENERGY 175 644 8 106 

434 349 -85 SOCOCIM INDUSTRIES* SENEGAL CONST.MATERIAL 175 417 15 238 

435 395 -40 OFF.NAT.DES TELECOMMUNICATIONS BURKINA FASO TELECOMS 175 164 20.99% 14 880 

436 402 -34 APEXHI PORPERTIES SOUTH AFRICA REAL ESTATE 173 811 25.54% 107 188 

437 391 -46 NESTLE GHANA GHANA FOOD 173 491 14.43% 18 499 

438 425 -13 SOC.AFR.DE PLANTATIONS D’HEVEAS COTE D’IVOIRE AGRO-INDUSTRY 172 560 38.26% 33 203 

439 364 -75 AMREYAH CEMENT EGYPT CONST.MATERIAL 172 500 4.64% 52 780

NET PROFIT 


CHANGE 

RANK 

’07 

RANK 

‘08 

440 420 -20 VALUE GROUP SOUTH AFRICA TRANSPORT 172 408 35.41% 7 260 

441 396 -45 NAMIBIAN POWER GROUP NAMIBIA ELECTRICITY 172 219 19.63% 17 881 

442 ILLOVO MALAWI MALAWI AGRO-INDUSTRY 172 138 64 254 

443 SHELL COTE D’IVOIRE COTE D’IVOIRE HYDROCARBONS 170 845 12 658 

444 382 -62 AFRICA GLASS INDUSTRIES SOUTH AFRICA GLASS 170 418 9.18% 10 224 

445 465 20 SOC.MACHREBIENNE DE GENIE CIVIL MOROCCO CIV.ENGINEERING 170 196 60.59% 3 273 

446 400 -46 AIR MADAGASCAR MADAGASCAR TRANSPORT 169 317 19.15% 6 329 

447 407 -40 NAMIBIA BREWERIES NAMIBIA BEVERAGE 168 456 24.22% 18 151 

448 423 -25 MIDDLE & WEST DELTA FLOUR MILLS EGYPT FOOD 168 131 33.81% 7 265 

449 422 -27 CHERON MAURITIUS MAURITIUS OIL & SERVICES 167 827 33.47% 1 921 

450 EL GOMHOURIA CO. FOR TRAD. PHARMA. EGYPT PHARMA. 167 698 10 

451 389 -62 SOC.NAT.D’EXP.ET DE DIST.DES EAUX TUNISIA WATER 167 632 8.94% 828 

452 TOURAH CEMENT CO. EGYPT CONST.MATERIAL 167 420 70 130 

453 432 -21 ZAMBIAN BREWERIES ZAMBIA BEVERAGE 167 322 36.95% 15 994 

454 TOGO TELECOM TOGO TELECOMS 163 788 40 775 

455 404 -51 GROUPE CMCP MOROCCO PAPER 162 341 19.05% ND 

456 370 -86 CIPEXPI* COTE D’IVOIRE TRANSPORT 159 997 ND 

457 368 -89 UNITED NIGERIA TEXTILES NIGERIA TEXTILES 159 965 -2.28% -14 935 

458 399 -59 ZAMBIA SUGAR ZAMBIA AGRO-INDUSTRY 159 317 18 521 

459 460 1 PALM-CI COTE D’IVOIRE AGRO-INDUSTRY 159 312 48.04% 28 716 


460 388 -72 TELECOM NAMIBIA NAMIBIA TELECOMS 158 848 2.91% -4 288 

461 446 -15 UCS GROUP SOUTH AFRICA IT 158 493 39.00% 2 459 

462 438 -24 SOC. DES TELECOM DU MALI MALI TELECOMS 157 150 31.94% ND 

463 436 -27 CARTHAGE POWER CO. TUNISIA ELECTRICITY 156 999 30.73% 20 008 

464 412 -52 GROUPE CFAO SENEGAL SENEGAL DIVERSIFIED 155 944 16.63% ND 

465 GROUPE ETRHB HADDAD* ALGERIA CIV.ENGINEERING 155 364 ND 

133


NET PROFIT 


CHANGE 

RANK 

’07 

RANK 

‘08 

466 418 -48 EIPICO EGYPT PHARMA. 154 980 17.89% 42 275 

467 AUTO NEJMA MOROCCO AUTOMOBILE 154 484 21 455 

468 408 -60 REGIE NAT.DES TAB.ET DES ALL. TUNISIA TOBACCO 154 171 13.87% ND 

469 411 -58 ENGTP ALGERIA HYDROCARBONS 152 146 13.55% ND 

470 ENGEN BOTSWANA BOTSWANA OIL & SERVICES 151 867 16 924 

471 455 -16 TUNISIE LEASING TUNISIA FINANCE 150 662 37.50% 6 181 

472 452 -20 COSMIVOIRE COTE D’IVOIRE COSMETICS 149 935 35.42% 6 522 

473 SEMOULERIE INDUS.DE LA MITIDJA ALGERIA FOOD 148 984 121 

474 SANYATI SOUTH AFRICA CIV.ENGINEERING 148 414 8 796 

475 459 -16 LES GRANDS MOULINS DE DAKAR SENEGAL FOOD 146 917 36.51% 14 738 

476 VOX TELECOM SOUTH AFRICA TELECOMS 146 586 8 130 

477 333 -144 SOC.DE DEV. DU COTON DU CAMEROUN CAMEROON AGRO-INDUSTRY 146 056 -21.92% ND 

478 493 15 INDIANOIL MAURITIUS MAURITIUS OIL & SERVICES 145 619 58.32% 3 832 

479 394 -85 ZELLIDJA* MOROCCO MINES 145 362 12 198 

480 410 -70 ENTERPRISE NATIONALE DES PEINTURES ALGERIA CHEMICALS 144 713 7.80% 18 076 

481 409 -72 UNILEVER GHANA GHANA CHEMICALS 144 513 7.55% 12 928 

482 397 -85 MISR AMERICA CARPET* EGYPT TEXTILES 143 945 18 017 

483 442 -41 SUN RESORTS MAURITIUS TOURISM 143 301 23.51% 42 767 

484 483 -1 JOHN HOLT NIGERIA CONSTRUCTION 142 719 47.62% 328 

485 437 -48 ADVTECH SOUTH AFRICA EDUCATION 142 529 19.47% 18 065 

486 474 -12 CORONATION FUN MANAGERS SOUTH AFRICA FINANCE 142 424 40.32% 42 051 

487 405 -82 ASHAKA CEMENT NIGERIA CONST.MATERIAL 142 047 4.51% 13 823 

488 463 -25 CMC HOLDINGS KENYA AUTOMOBILE 142 007 33.47% 9 782 

489 416 -73 SDV-SAGA COTE D’IVOIRE COTE D’IVOIRE TRANSPORT 141 127 6.90% 8 526 

490 401 -89 TOTAL BURKINA* BURKINA FASO OIL & SERVICES 140 908 4 973 

491 415 -76 GROUPE CFAO GABON GABON DIVERSIFIED 140 794 6.08% ND

NET PROFIT 


CHANGE 

RANK 

’07 

RANK 

‘08 

492 444 -48 REF.AUT.DIST.D’EAU ET ELEC.DE FES MOROCCO WATER/ELEC. 140 162 22.07% 46 

493 464 -29 R.T.BRISCOE NIGERIA NIGERIA AUTOMOBILE 140 033 31.90% 5 260 

494 386 -108 DORBYL SOUTH AFRICA AUTOMOBILE 139 846 -10 443 

495 LES GRANDS MOULINS D’ABIDJAN COTE D’IVOIRE FOOD 139 787 14 485 

496 PRICES TUNA MAURITIUS AGRO-INDUSTRY 139 687 7 446 

497 352 -145 OLAM GHANA GHANA IMPORT-EXPORT 139 308 -19.67% 277 

498 NAURITEL MAURITANIA TELECOMS 139 168 ND 

499 COMP.DE TRAN.DE MOCAMBIQUE MOZAMBIQUE ELECTRICITY 138 141 2 054 

500 447 -53 COMPAGNIE D’ASSURANCES SANAD MOROCCO INSURANCE 137 835 21.19% ND 


135

A Decade of NEPAD - Economic Commission for Africa - uneca

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?