The recent severe floods in Nigeria, as well as record high temperatures in various parts of the world have placed the spotlight on the growing threat posed by climate change and the urgent need to ramp up investments in green energy solutions.



The world’s attention has also been fixated on the Ukrainian invasion – a human crisis that has thrown into stark reality Europe’s dependence on Russian hydrocarbons and the pipeline infrastructure that delivers oil and gas to the region’s consumers.&nbsp;



Energy prices have skyrocketed since early 2022, highlighting the strategic and moral dilemma facing Europe’s most industrialised economies. Germany, due to its own limited natural resources, is heavily reliant on Russia for more than half of its gas, almost half of its coal and about a third of its oil, according to Bloomberg.&nbsp; While already one of the world’s most advanced economies in terms of greener energy usage, Germany has found that its renewables are nowhere near enough to sustain its population’s demands for the electricity and fuel while also powering its economy.



Like most of Europe, Germany is balancing its need for energy security and economic growth, even as it embarks on a decades-long transition to greener fuels and greater energy independence.



<h2 class="wp-block-heading">African Opportunity</h2>



The need for Africa to follow a just transition to greener energy and advance the development of its people is imperative. The developed world has a significant head-start. Compare Germany and Uganda. According to the World Bank, GDP per capita in Germany was $46&nbsp;208 in 2020, while for Uganda it was a paltry $822. In the same year, German life expectancy at birth was 81.4, while in Uganda it was 63.7. Likewise, in 2018 Germany emitted 8.22 metric tons (tonne) of CO2 per person, while Uganda’s carbon footprint was just 0.143 tonnes per person. There are many statistics that reference this and Uganda, like most other African countries, still has a long path ahead to catch up with the developed nations of the world.&nbsp;



It is against these disparities that Africa needs a multi-stakeholder and multinational approach to curb the climate crisis. The latest United Nations Intergovernmental Panel on Climate Change (“IPCC”) report warns that limiting global warming to 1.5°C is looking ever more unlikely without urgent global action on drastic reductions in greenhouse gas (GHG) emissions.



Even though Africa is a minor contributor to global GHG emissions (3.8%), the climate risks for our continent are real and ominous. Not only are African countries most vulnerable to the effects of climate change, despite contributing significantly less to global carbon emissions, they face greater dilemmas than their European counterparts in meeting the legitimate needs of their people today while transitioning to a greener, more just society.



Historically, renewables were criticised as being too expensive. However, we have seen a significant decline in their cost due in large part to advancements in technology, making renewables more efficient and affordable. Technological advances have increased the possibility of achieving a transition away from non-renewable energy sources, with Africa being rich in untapped renewables – solar, wind, hydropower and geothermal.



In the medium to long-term, there is an immense opportunity for Africa to produce and export green energy solutions to sunshine-poor northern climates. There are innovative opportunities with vast potential that aim to re-tool economies to run on hydrogen produced from African sunshine and wind.



Earlier this year, Anglo American unveiled the world’s biggest green hydrogen-powered truck at a platinum mine in Limpopo, South Africa. The mining giant intends to replace its existing diesel-fuelled fleet that uses an estimated 40 million litres of carbon-based fuel a year with green-hydrogen powered trucks. This early-stage development shows the innovative work underway on our continent and creates room for us to be world leaders in the green hydrogen economy.&nbsp; President Ramaphosa called the initiative a “a gigantic leap for South Africa’s hydrogen future economy” and represents “the genesis of an entire ecosystem powered by hydrogen.”



<h2 class="wp-block-heading" id="h-funding-a-just-energy-transition">Funding a Just Energy Transition</h2>



The International Labour Organisation and United Nations Framework Convention on Climate Change defines a just transition as, “greening the economy in a way that is as fair and inclusive as possible to everyone concerned, creating decent work opportunities and leaving no one behind.”



While Africa must join the global drive towards limiting GHG emissions, this action must be considered within the context of Africa’s just transition towards a low-carbon economy and in a manner that recognises and addresses the deep energy deficit across African economies. The transition away from non-renewable energy will necessarily be a gradual and measured process, given widespread energy poverty across sub-Saharan Africa, where less than 50% of the population have access to electricity.



As the World Bank has argued, Africa’s recovery from the COVID-19 pandemic, and its medium-term development, both require a degree of openness to further investment in ‘brown’ activities.&nbsp; Many argue that a refusal to accept this would amount to denying Africa’s right to sustainable development. A total or immediate ban on further transitional projects in Africa to help reduce environmental pressure in much richer regions is simply unjust.



Energy, in general, underpins economic growth in emerging markets, specifically in Africa, where affordable and reliable energy access is fundamental to development. Therefore, non-renewable energy will likely remain key to ensuring energy security in many African regions requiring broad access to electricity as well as transportation.



Africa’s growing urban populations will require a reliable and sustainable energy supply to power industrial production, electrify more households and expand the use of transport to drive socio-economic development. Certain countries – Nigeria, Angola, Ghana and Mozambique – produce oil and gas for international markets, thus providing foreign currency and tax revenues to develop their respective economies. It is important to objectively acknowledge the pressing need to balance all these realities as part of ensuring a just energy transition.



Having said that, Standard Bank Group’s long-term goal is clear. We will achieve a portfolio mix that is net zero by 2050. That will entail reducing our financed emissions and simultaneously scaling up our financing of renewables, reforestation, climate-smart agriculture, decarbonisation and transition technologies, and supporting the development of credible carbon offset programmes. We are already a major funder of renewable energy projects in Africa. Since 2012, 86% of our new energy lending has been to renewable energy and we have not financed any new coal-fired power stations since 2009.



Responsible investment means following globally accepted environmental, social and governance (ESG) best practices like those embodied in the Equator Principles&nbsp;(EP) and the International Finance Corporations (IFC&#8217;s)&nbsp;best practice standards, both of which underpin Standard Bank’s investment portfolio. Here, responsible investors can not only support development, but can work with carefully selected clients to ensure that carbon-based energy projects are responsibly developed with the lowest possible carbon footprint. This is how Standard Bank intends to play our role in Africa.



We will finance initiatives that drive economic growth and human development across Africa. Much of this will be investments in renewable energy infrastructure and transitioning to a new sustainable economy, even as we unlock opportunities from Africa’s existing natural endowment. Every major investment must be done according to the highest ethical and governance standards.



Ultimately, just as Europe doesn’t “un-develop” itself by switching off gas, so too Africa cannot keep itself under-developed by forgoing all carbon-based fuel investment opportunities at the same pace as the developed global north. This would be at great social cost for the continent. Both need to transition to something better – and Standard Bank will support Africa’s just energy transition.

Kenny-Fihla_CE_CIB

Investing in Africa energy – the carbon conundrum

Water and Electricity &#8211; The lifeline of any society! Both at the heart of economic growth and social well-being. Inefficiencies to the operations of water and electricity can lead to various issues, such as reduced productivity, employment and business opportunities, and disrupted health and economic growth. Without this infrastructure, economies would be at a standstill.



The efficient and steady supply of water and electricity is an imperative for the development, maintenance, and preservation of well-functioning societies. This is applicable to all areas of a working economy that includes both the production and services sector. They both play a fundamental role in food production, healthy ecosystems and for human survival itself. These resources at the heart of adaptation to climate change, serving as the crucial link between society and the environment.



Recently, the city of Johannesburg has been hit by drastic water and power outages, with blackouts at the heart of the crisis, caused by aging and poorly maintained facilities and underbudgeting for infrastructure updates. This has caused damaging effects to the city’s hospitals and manufacturing facilities. As a city that’s perfectly poised to entice global business; Johannesburg must do some work to get the basics right.



This month, Johannesburg water reported a R2.3 billion backlog to replace aging water infrastructure over the next 10 years. In September, the city recorded its 100th day of power cuts this year alone and has exceeded that figure since. The <a href="https://www.news24.com/news24/southafrica/news/city-of-old-joburg-faces-mammoth-task-of-clearing-r300bn-infrastructure-backlog-with-only-r77bn-20220926">overall infrastructure backlog is R300 billion</a>, with a capital budget of only R7.7 billion to resolve these issues.



Right now, the focus needs to be on innovative solves that are unique to the city’s challenges. &nbsp;A move to more sustainable and decentralized energy systems can support service delivery to all citizens of Johannesburg and is a viable solution for the long-term. If you look anywhere in the world, whatever people do that makes them human is powered by electricity, hence reliable supply is vital. Development relies on humanly connected services. Right now, there’s a dire need for efficient energy supply.



<a href="https://new.siemens.com/global/en/products/energy/topics/distributed-energy-systems.html">Distributed energy systems</a> (DES) solutions are the next step in renewable energy. They comprise small networks of people, businesses and public services, hooked up to an independent power source, that could be part-solar or wind. It is a game changer for SME’s as it will improve availability of electricity for their business ventures. Our pilot involved the installation of a microgrid at our Midrand Headquarters. This has reduced the use of utility supplied energy by 50%, saving 2&nbsp;435&nbsp;000 kWh, which equates to 174&nbsp;000 kWh per month – approximately the equivalent of the energy used by 50 average South African households annually.



Ours is a proven solution that can help save energy, cut costs, lower carbon emissions and ensure uninterrupted power. Everything from installation to operating costs have been tracked to present a realistic case study for the local context, and the results to date are convincing. At Siemens, we are leading by example through our commitment to turn our operations carbon neutral by 2030. We believe companies need to play a pioneering role in driving this change.



Collaborative efforts between all spheres of government and private institutions are needed to ensure a stable water supply. Johannesburg’s water treatment sector has the collective knowledge, technology and capacity to solve the country’s water and wastewater treatment crisis and solutions to these challenges are readily available within the country. To address the situation, a great deal of work must be done on maintenance and storage capacity must be upgraded and increased.



Siemens recognizes the importance of this valuable resource on our planet. With our company’s expertise, we enable the water industry to get the most from digitalization. The intelligent applications like the Siemens Water (SIWA), which are specifically developed for water and waste-water industry operators can optimize energy efficiency, avoid water loss and reduce contamination of water bodies and take predictive maintenance measures.



Going forward, we’re likely to see more renewable and hybrid energy solutions at play. Ultimately, the aim will continue to be achieving carbon neutrality through smart sustainability measures that are intelligently introduced to protect people as well as the planet. A ‘just’ energy approach is imperative to preserve and create jobs, while making the transition.



Achieving efficient water and energy is possible, with the right partnerships, the right knowledge and expertise. By working with the private sector, local and national governments can leverage the knowledge and the proficiency of the private sector and can improve infrastructure delivery and maintenance.



<figure class="wp-block-image size-large"><img loading="lazy" decoding="async" width="820" height="485" src="https://cms.cnbcafrica.com/wp-content/uploads/2022/10/Sabine-DallOmo-profile-1-820x485.jpg" alt="" class="wp-image-420712" srcset="https://cms.cnbcafrica.com/wp-content/uploads/2022/10/Sabine-DallOmo-profile-1-820x485.jpg 820w, https://cms.cnbcafrica.com/wp-content/uploads/2022/10/Sabine-DallOmo-profile-1-300x177.jpg 300w, https://cms.cnbcafrica.com/wp-content/uploads/2022/10/Sabine-DallOmo-profile-1-152x90.jpg 152w, https://cms.cnbcafrica.com/wp-content/uploads/2022/10/Sabine-DallOmo-profile-1-768x454.jpg 768w, https://cms.cnbcafrica.com/wp-content/uploads/2022/10/Sabine-DallOmo-profile-1-1536x908.jpg 1536w, https://cms.cnbcafrica.com/wp-content/uploads/2022/10/Sabine-DallOmo-profile-1-scaled.jpg 2048w" sizes="auto, (max-width: 820px) 100vw, 820px" /><figcaption>Sabine Dall&#8217;Omo</figcaption></figure>

Sabine-DallOmo-profile-1

Solutions to greater Joburg’s infrastructure challenges 

<figure class="wp-block-image size-large"><img loading="lazy" decoding="async" width="820" height="547" src="https://cms.cnbcafrica.com/wp-content/uploads/2022/10/DSC04259_1-820x547.jpg" alt="" class="wp-image-420553" srcset="https://cms.cnbcafrica.com/wp-content/uploads/2022/10/DSC04259_1-820x547.jpg 820w, https://cms.cnbcafrica.com/wp-content/uploads/2022/10/DSC04259_1-300x200.jpg 300w, https://cms.cnbcafrica.com/wp-content/uploads/2022/10/DSC04259_1-135x90.jpg 135w, https://cms.cnbcafrica.com/wp-content/uploads/2022/10/DSC04259_1-768x512.jpg 768w, https://cms.cnbcafrica.com/wp-content/uploads/2022/10/DSC04259_1-1536x1024.jpg 1536w, https://cms.cnbcafrica.com/wp-content/uploads/2022/10/DSC04259_1-scaled.jpg 2048w" sizes="auto, (max-width: 820px) 100vw, 820px" /><figcaption>David Auerbach, co-found of Sanergy; Imtiaz Patel, chairman of the MultiChoice Group; Hannah Jones, CEO of Earthshot and Nancy Matimu, Managing Director Kenya &#8211; MultiChoice Group</figcaption></figure>



Despite accounting for only 4% of the global carbon emissions, the impact of climate change disproportionately affects Africa and poses a considerable threat to human well-being and development on the continent. This is more so because many African countries depend on climate dependent sectors such as energy, tourism, water, and agriculture.



According to the World Meteorological Organisation (WMO)’s State of the Climate in Africa 2021 report, extreme weather and climate change are undermining human health and safety, food and water security, and socio-economic development on the African continent.



The report states that the rate of temperature rise across Africa is faster than the global average and that 2021 ranked between the third and fourth warmest year on record for Africa. The African Development Bank acknowledge the impact of climate change in Africa, and has pointed out that African economies are between <a href="https://mg.co.za/opinion/2022-10-03-africa-is-the-recipient-of-collateral-damage-in-the-politics-of-climate-change-wrangling/">5% and 15% smaller</a> because of climate change.



Curbing the climate crisis requires creating awareness of the severity of climate change in Africa, reducing emissions from key industrial value chains, forest landscape restoration, and investing in low carbon transport amongst other crucial interventions.



While climate activists around the world continue to consistently urge world leaders and other relevant stakeholders to save our planet, combatting climate crisis requires a multi-disciplinary approach &#8211; collaboration between government, the private sector, activists, consumers, educational institutions and the media.



Through its expertise and resources, the private sector can be at the forefront of this major social transformation with real purpose. This should not be done as just a mere corporate box-ticking exercise, but should be seen as an opportunity to create a meaningful contribution and create a sustainable planet.



As a company born and bred in Africa, MultiChoice is invested in Africa and committed to help deliver a sustainable future for the continent. That is why it has decided to collaborate with The Earthshot Prize, an ambitious global environmental prize that aims to find innovative solutions to the world’s biggest environmental problems.



MultiChoice chose to partner with The Earthshot Prize because it has potential to make a massive positive impact in combatting climate challenge. Its approach of unearthing innovative climate change solutions and scale them up is what attracted us to this &nbsp;partnership. This approach recognises and support unique local solutions that speaks to communities at grassroots level and allows us to bring to bear our broadcasting expertise and experience in creating awareness and mobilizing communities to rally behind this cause.



The Earthshot Prize was launched in 2021 with three African organizations selected as finalists – Sanergy from Kenya, Reeddi Capsules from Nigeria, and Pole Pole Foundation from the Democratic Republic of Congo.



Sanergy, based in Nairobi, takes a circular economy approach to manage organic waste in Africa’s fast-growing cities by converting it into regenerative agricultural inputs – insect-based protein for animal feed, organic fertilizer for farming, and ecofuel.



Pole Pole Foundation is a grass roots NGO whose goal is to protect the critically endangered Eastern gorillas which live in the Kahuzi-Biega National Park, in the Democratic Republic of Congo.



Lastly, Reeddi leverages its proprietary technology to innovatively provide clean, reliable, and affordable electricity to individuals, households, and businesses operating in the energy-poor regions of the world. Currently, Reeddi serves more than 1000 combined households and businesses monthly in Nigeria.



These finalists have access to resources across numerous professions and sectors including manufacturing, retail, supply chains, legal advice, digital technology, business strategy and government relations.



As the climate crisis intensifies, it important that a common framework and network to address climate change risks is established and a new generation of climate change initiatives are being formed in Africa.



There are various initiatives and projects on the African continent to fight climate challenges. However, to be successful, most of the projects need capacity, improved decision making, policy mainstreaming and evidence-based decision making.



MultiChoice recognise the importance of collaboration and that is why it is a member of the Global Alliance Membership of the Earthshot Prize. This alliance has an extensive network &nbsp;that includes non-profit and international organizations committed to the environment and sustainable development.



Our partnership with the Earthshot Prize is about making a real impact and make the world a better place.&nbsp;



Collen Dlamini MultiChoice Group Corporate Executive for Corporate Affairs.

The Earthshot Prize @ Bomas of Kenya

Businesses have a key role to play in building a sustainable future

<figure class="wp-block-image size-large"><img loading="lazy" decoding="async" width="820" height="546" src="https://cms.cnbcafrica.com/wp-content/uploads/2022/10/D2-OC-13-min-820x546.jpg" alt="" class="wp-image-420487" srcset="https://cms.cnbcafrica.com/wp-content/uploads/2022/10/D2-OC-13-min-820x546.jpg 820w, https://cms.cnbcafrica.com/wp-content/uploads/2022/10/D2-OC-13-min-300x200.jpg 300w, https://cms.cnbcafrica.com/wp-content/uploads/2022/10/D2-OC-13-min-135x90.jpg 135w, https://cms.cnbcafrica.com/wp-content/uploads/2022/10/D2-OC-13-min-768x511.jpg 768w, https://cms.cnbcafrica.com/wp-content/uploads/2022/10/D2-OC-13-min-1536x1022.jpg 1536w, https://cms.cnbcafrica.com/wp-content/uploads/2022/10/D2-OC-13-min-scaled.jpg 2048w" sizes="auto, (max-width: 820px) 100vw, 820px" /></figure>



A Showcase of Africa&#8217;s Aerospace and Defence:&nbsp; 21 &#8211; 25 September 2022



It should come as no surprise that this 11th edition of Africa’s premier aerospace and defence exhibition (AAD) is more than 20 years old in its current format.



Actually, AAD’s history dates back much further: to a civilian air show first hosted in 1975 at Johannesburg’s Lanseria Airport in which CAASA – the Commercial Aviation Association of South Africa, one of our current AAD partners – played a key role. Besides CAASA, our other partners in AAD are the South African Department of Defence &amp; Military Veterans, the Armaments Corporation of South Africa (Armscor), and the South African Aerospace, Maritime and Defence Industry Association (AMD).



At the prompting of the then Chief of the South African Air Force, the public was given insight in the country’s military aviation and land systems through a military exhibition in Pretoria. Called DEXSA, defence exhibition of South Africa, it eventually merged with the civilian air show to become Aerospace Africa in 2000, subsequently called Africa Aerospace &amp; Defence (AAD).



Since then, AAD has grown in stature. It is the oldest exhibition of its kind in Africa. Hosted every two years at Air Force Base Waterkloof, it temporarily moved to Cape Town from 2006 to 2010, and in line with events worldwide, the AAD2020 edition was cancelled due to worldwide Covid-19 lockdown regulations.&nbsp;&nbsp;&nbsp;



<h2 class="wp-block-heading" id="h-back-in-business">Back in business</h2>



It is no exaggeration to state that AAD remains the largest gathering of aerospace and defence industry enterprises on the African continent. In addition, we invite numerous high-level international delegations, including defence, air force and navy chiefs, as well as top business executives. The three trade days of the show, book-ended by pertinent technology conferences and seminars, on-site hospitality suites, as well as static and mobility displays, all offer a conducive environment for significant B2B engagements.



At the last event (2018), no less than 34 countries – up from 30 at the previous event – were represented as exhibitors, with 15 national pavilions. The event attracted close to 34,000 trade visitors from South Africa and abroad, in addition to 55,000 air show visitors on the public days.



Importantly, some 12,000 school learners attended as part of our Youth Development Programme (YDP), which aims to create awareness of career opportunities in aviation and defence, as well as the broader industrial environment of high technology.



The regular YDP affords many of these youngsters their first close-up encounter with aircraft, helicopters, and defence systems here at AAD. For the most part, they only see aircraft flying in the sky, whereas here they might even go on board.



What they learn is that some of the technology they use daily, such as a smart phone with moving maps and GPS, was developed by the aerospace and defence industries. Having personal interaction with exhibitors and the industry in general, these learners may appreciate the value of Mathematics, Science and Technology as school subjects. The aim of our YDP is for the youth to explore possibilities of vacation work, internships and even bursaries for tertiary studies.



AAD is the only international defence exhibition and conference on the African continent demonstrating the latest technology across land, sea and air sectors of defence.



<h2 class="wp-block-heading">AAD2022</h2>



This 11th edition of AAD is hosted in the aftermath of serious global events such as the Covid-19 pandemic and instability in various regions.



Interestingly, air travel has returned to pre-2019 (Covid) levels, as International Air Transport Association (IATA) analyses show. It stated that the rebound continues despite inflation and high jet fuel prices. Cargo volumes have also increased significantly globally and in Africa.



The air transport sector in South Africa supports close to 500,000 jobs and contributes significantly to the country&#8217;s GDP.



Global military spending is also on an upward trajectory, with SIPRI (Stockholm International Peace Research Institute) saying in April 2022 that military expenditure has now passed $2 trillion for the first time. As global tensions rise, defence spending is rising.



For these reasons, the defence industry, along with the air transport sector, sees Africa Aerospace &amp; Defence (AAD) as key to unlocking potential. AAD is therefore a must for exhibitors and delegations.



Moreover, South Africa’s National Conventional Arms Control Committee (NCACC) has given formal approval to the AAD organisers and partners to host the event this year.



Given the rising global threats on many fronts, including socio-economic, AAD2022 is hosting a strong conference profile under the theme of Exploring New Paths, Sharing Solutions, Showcasing Innovation and Capabilities.



The net is cast wide, to get leading academics, innovators, researchers, and industry role-players to drill into the Mining, Energy, Gas and Oil, Agriculture and Transport sectors, besides the aerospace and defence spheres. Some of the conferences scheduled from 21 to 23 September include UAVs (drones), counter-terrorism, cyber-security, general aviation, and medical solutions.



The conference and networking programme is designed to enable virtual exhibitors and sponsors to engage with all in-person and virtual delegates before and during AAD2022, as well as for two months after the event. It also allows live-streaming from exhibitor booths.



<h2 class="wp-block-heading">Important to note</h2>



As its earlier editions, AAD2022 is the only exhibition in Africa simultaneously featuring defence and aerospace technologies at the same venue.



The combined exhibition and air show takes place at AFB Waterkloof in Pretoria, the administrative capital of South Africa. As a military base operated by the South African Air Force (SAAF), it benefits from military grade security and access control, further secured by the South African Police Service, the city&#8217;s Metropolitan Police and AAD&#8217;s contracted private security.



The site boasts easy road access from several directions to manned entrances around the walled perimeter, with ample parking in and around the air base. In addition, visitors using the fast Gautrain rail service from OR Tambo International Airport arrive at the nearby Centurion station within 20 minutes where taxis and dedicated Gautrain buses are available.



Pretoria is also served by the Lanseria International Airport (40 minutes away) and the Wonderboom airport north of the city. Visiting aircraft can land at AFB Waterkloof, subject to pre-approval and air traffic controls.



As the previous events, AAD 2022 is hosted over five days, of which the first three days are official trade days (closed to the public), followed by two public days with numerous air displays throughout the weekend.



Moreover, for the first time, unmanned aerial vehicles (UAVs), also known as drones, will participate in the air displays.



A new feature of AAD is the display of technologies pertaining to the transport, mining, and energy sectors, notably renewables and gas. In the drive towards eliminating or reducing carbon emissions, these technologies are gaining traction across a broad front. AAD2022 aims to strengthen the hand of our stakeholders in this regard.



<h2 class="wp-block-heading">Health</h2>



South Africa has lifted its national state of disaster in relation to Covid-19 regulations in April 2022, which means masks are no longer mandatory, but are recommended, especially in crowded or closed environments. It is advisable to be fully vaccinated, although visitors are no longer required to show a vaccination certificate for travel to South Africa.



While cases of monkeypox have been detected in South Africa, the health authorities state the actual number is negligible. “The risk of monkeypox to the South African population remains low, given the low transmissibility of the virus,” according to the National Institute of Communicable Diseases (NICD).



A feature of AAD has always been the presence and participation of the South African Military Health Services (SAMHS). It is one of the few military medical services independent of the three traditional services (army, air force and navy), having existed since 1912. It is a combat



support services providing medical, general health and limited nuclear, chemical, and biological defence support to the other services.



<h2 class="wp-block-heading">AAD infrastructure</h2>



The exhibition offers 54,000 square meters of indoor and outdoor space, including seven (7) large aircraft hangars to accommodate exhibitors and national pavilions. In addition, visiting delegations are hosted in hospitality suites facing the runway with a prime view on the daily aerial display and vehicle mobility arena.



Stand building contractors, logistics companies and catering services have been appointed for the benefit of exhibitors. All relevant information on the general rules for stand building, especially the movement of equipment, build-up and breakdown, can be found on the AAD website: <a href="https://www.aadexpo.co.za/exhibitors/stand-builders-information">https://www.aadexpo.co.za/exhibitors/stand-builders-information</a>



The AAD cloud-based Mobile is handy for exhibitors and visitors to obtain much useful information before, during and after the event.



All exhibitors and trade visitors are required to register for the event. This is done online at: <a href="http://www.aadexpo.co.za">www.aadexpo.co.za</a> where a live link is provided. Tickets for the public air show (24 and 25 September) are available through Computicket.



In addition to the daily air display, AAD has an outdoor vehicle mobility track to showcase the capabilities of various kinds of land vehicles and military manoeuvres often involving pyrotecnics.



Provision has been made for networking, VIP entertainment, mini conferences and product launches in the well-appointed engagement theatres and premier lounge. A dedicated media centre and photo vantage sites service the needs of some 400 international and local accredited journalists and photographers.



<h2 class="wp-block-heading">Media opportunities</h2>



Major international and domestic media organisations are official partners of AAD2022, with DefenceWeb producing the official AAD2022 Show Daily in digital format. Each day a fresh issue and back-issues of the Show Daily will be available online and accessible to readers worldwide. This offers exhibitors a wonderful opportunity to showcase their products and technologies to a wider audience, both through editorial publicity, including photographs and video, and advertising.



For photographers and videographers, AAD2022 has dedicated viewing areas to enable optimal capture opportunities. All these media professionals are required to register online to be duly accredited.



Sponsorship opportunities abound for exhibiting companies to feature their brand across the entire venue and through the media outlets.



<h2 class="wp-block-heading">AAD support</h2>



The current edition of the exhibition and air show is hosted by AMD. The event is managed through a partnership between the South African Department of Defence &amp; Military Veterans, Armscor, the South African Aerospace, Maritime and Defence Industry Association (AMD) and the Commercial Aviation Association of South Africa (CAASA). Each entity has an opportunity to host the event on a rotation basis.



AAD2022 is further supported by strategic partners, notably the Gauteng Growth and Development Agency (GGDA) , City of Tshwane SAA and Gautrain.



AAD&#8217;s event partners are counterpart international exhibitions, i.e. EDEX ( Egypt) and FIDAE (Santiago de Chile).



Institutional support is provided by several government departments, including State Security, Trade &amp; Industry (DTI) and International Relations &amp; Cooperation (DIRCO), as well as the South African Police Service and the Tshwane Metro Police.



For more information, contact:



Exhibition Director: Michelle Nxumalo Cell: +27 84 840 3215 &#8211; Email: expodir@aadexpo.co.za



or Nakedi Phasha: Marketing &amp; Communications Manager Cell: +27 82 544 3339 &#8211; Email: marketingcomms@aadexpo.co.za

D2-OC-13-min

AFRICA AEROSPACE & DEFENCE 2022

While South Africa’s airline industry has seen dramatic consolidation over the past few years, the gap left by shuttered local airlines has opened the doors for other carriers to meet the growing demand for seats as the country returns to pre-Covid travel. However, this increasingly competitive landscape is placing significant pressure on airline leaders to optimise their operations and improve customer satisfaction.



<a href="http://www.clickatell.com">Clickatell</a>, a CPaaS innovator and Chat Commerce leader, began work with South Africa&#8217;s favourite low-cost airline, FlySafair, in 2021, rolling out a <a href="https://www.clickatell.com/products/whatsapp/">WhatsApp</a> customer communication channel. The introduction of the chat platform has not only injected new efficiencies, but it has dramatically boosted customer satisfaction.



“As an airline obsessed with efficiency and maintaining our reputation for being the most on-time carrier, we are always looking for new ways to improve the customer journey and internal processes to ensure superior customer experiences. So when Clickatell approached us about their Chat Commerce Platform, we knew we had to jump at the opportunity,” explains Eswee Vorster, FlySafair Executive Manager and CIO.



Clickatell’s Chat Commerce platform has enabled FlySafair to expand their customer service offering to the popular WhatsApp channel which is <a href="https://www.statista.com/statistics/291540/mobile-internet-user-whatsapp/">used by</a> 96% of South Africa’s digital population.



“Today’s consumers want the flexibility and convenience of engaging with the brands they love and trust on the channels that they use every day. WhatsApp is the logical channel for us to reach our South African customers,” Vorster says.



His views are supported by <a href="https://www.clickatell.com/infographic/chat-commerce/trends-report-the-future-of-digital-commerce/">research</a> conducted by Clickatell which shows that 89% of consumers want to conduct business on chat channels.



<h2 class="wp-block-heading" id="h-digital-solutions-that-make-life-easier">Digital solutions that make life easier</h2>



Like every airline, managing a busy call centre had been one of the biggest challenges for FlySafair. But, with more and more customers preferring to use digital channels to answer queries and solve their own problems, Vorster and his team were on the lookout for a solution that could help them deliver.



The airline’s busy call centre receives several thousand calls during a normal day, which can triple or even quadruple during promotions. Reducing the pressure on agents, as well as empowering customers to find answers to their queries and manage their bookings themselves, was an obvious priority for airline management.&nbsp;



Clickatell’s digital contact centre solution, <a href="https://www.clickatell.com/products/chat-desk/">Chat Desk</a>, which allows organisations to run and manage live agent support in chat, enable FlySafair to resolve customer queries faster, eliminate hold times, and taking the frustration and inconvenience out of the customer service experience.&nbsp;



Clickatell’s Chat Commerce workflow builder and automation tool, <a href="https://www.clickatell.com/products/chatflow/">Chat Flow</a> allows FlySafair teams to design intelligent self-service engagements for their customers.



The Clickatell solution makes it possible for FlySafair customers to find helpful information or connect with a customer service agent by simply sending “Hi” on <a href="https://wa.me/27873570030">WhatsApp</a>&nbsp;to&nbsp;+27 87 357 0030.



<h2 class="wp-block-heading">A better experience from start to finish</h2>



FlySafair has invested significant time assessing how it can improve its offering across the digital journey, especially when it comes to busy holiday periods.



The FlySafair WhatsApp channel hosts key information about flight cancellations and changes, luggage restrictions, identity requirements, Covid-19 safety requirements, as well as the option to chat to a live agent. In addition, customers can also choose to receive their boarding pass on WhatsApp, significantly improving and streamlining the passenger experience.



Providing answers to frequently asked questions, self-serve options including boarding passes on WhatsApp reduces queues and improves the overall travel experience.



“Our customers can efficiently manage their travel experience in chat. From accessing helpful information, receiving their boarding passes, check-in via WhatsApp, and can even request a call back from a call centre agent if they need in-person support. As our <a href="https://www.clickatell.com/enterprise-solutions/chat-commerce/">Chat Commerce</a> Partner, Clickatell enables us to offer customer service more effectively and efficiently through WhatsApp,” Vorster says.



<h2 class="wp-block-heading">The Clickatell implementation forms a key part of FlySafair’s digital future.&nbsp;</h2>



“Constant technical innovation has enabled low-cost airlines to make their mark and truly compete with the established carriers. We see chat technology as a game changer for us going forward. Not only does it perform the basics very well, but it allows us to better understand travellers, taking us a step closer to a single view of our customer,” Vorster explains.&nbsp;



Reflecting on the partnership, Vorster says the companies’ comparable cultures have laid the foundations for an exciting future.



“I love the hands-on approach of the Clickatell team and their agile mindset fits perfectly with our culture of moving on opportunities when we see them. Clickatell helped us to completely transform our customer’s digital experience. Our goal is to offer all the functionality currently available on our website on WhatsApp,” Vorster shares.



<h2 class="wp-block-heading">Chat Commerce offers exciting use cases for the airline industry</h2>



Chat Commerce solutions are quickly gaining traction with companies across many sectors, helped in part by its scalability and rapid deployment capabilities.



Enterprises are able to launch a Chat Commerce solution in as little as two months with minimal disruption. This means companies can get started immediately and then refine their offering over time, making it perfect for airlines who cannot afford a single minute of downtime.



What’s more, the competitive nature of the airline industry lends itself perfectly to the many use cases of Chat Commerce and supporting automation, not least of all, the ability to upsell services.



Upselling over a known and trusted chat channel, like WhatsApp, is as simple as a quick text message. Once bookings are confirmed, travel agents and airlines can offer seat upgrades and even suggest places to stay at specific destinations, complete with special offers and promotions that passengers can take advantage of right then and there. In addition, by using payment links consumers can complete a travel related purchase within their favourite messaging channels.



Making payments over chat has already been warmly welcomed by travellers. Clickatell’s latest <a href="https://www.clickatell.com/press-center/travelers-embrace-mobile-messaging-and-payments/">Chat Commerce Trends Report: Travel Edition 2022</a>, found that 71% of consumers indicated that they are more willing to make a purchase with a travel company through a payment link only after chatting with a live agent or automated bot. By implementing a robust Chat Commerce solution, FlySafair has laid the groundwork for any number of future digital offerings. And, by choosing to work with <a href="https://www.clickatell.com/solutions/travel/">Clickatell</a>, they can rest assured that they can stay ahead of the competition without their passengers experiencing any unnecessary delays or cancellations.&nbsp;



<figure class="wp-block-embed is-type-video is-provider-youtube wp-block-embed-youtube wp-embed-aspect-16-9 wp-has-aspect-ratio"><div class="wp-block-embed__wrapper">
<iframe loading="lazy" title="Clickatell | Helping FlySafair Transform its Digital Experience for Travelers" width="500" height="281" src="https://www.youtube.com/embed/qMWufZlplQI?feature=oembed" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" referrerpolicy="strict-origin-when-cross-origin" allowfullscreen></iframe>
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FlySafair Works With Clickatell to Expand Its Customer Service Offering on WhatsApp

<figure class="wp-block-image size-large"><img loading="lazy" decoding="async" width="820" height="547" src="https://cms.cnbcafrica.com/wp-content/uploads/2022/09/Pic-2-820x547.jpg" alt="" class="wp-image-420125" srcset="https://cms.cnbcafrica.com/wp-content/uploads/2022/09/Pic-2-820x547.jpg 820w, https://cms.cnbcafrica.com/wp-content/uploads/2022/09/Pic-2-300x200.jpg 300w, https://cms.cnbcafrica.com/wp-content/uploads/2022/09/Pic-2-135x90.jpg 135w, https://cms.cnbcafrica.com/wp-content/uploads/2022/09/Pic-2-768x512.jpg 768w, https://cms.cnbcafrica.com/wp-content/uploads/2022/09/Pic-2.jpg 1200w" sizes="auto, (max-width: 820px) 100vw, 820px" /></figure>



The 2022 GovTech conference, a pre-eminent South African information communication technology focusing on public and private sector ICT service delivery, discussed how technology can facilitate socio economic transformation, drive Infrastructure development, and digitally transform the African continent.



Themed “Digitisation And Digitalisation Evolving Government Services,” the three-day conference held from September 13th to 15 at the Durban Exhibition Centre, was opened by Minister of Communications and Digital Technologies, Khumbudzo Ntshavheni and hosted by the State Information Technology Agency (SITA).



Experts, executives and government officials dedicated to driving digital transformation, included delegates from Namibia, Zambia and Burkina Faso. &nbsp;Government ministers included Zambia’s Minister of Science &amp; Technology, Felix Mutati and, Namibia’s Minister of Information and Communications Technology, Dr Peya Numushelenga.



Ntshavheni promised that the South African government was committed to delivering on broadband objectives as key enablers for the delivery of an economic step change for South Africa.



“South Africa is implementing a broadband connectivity drive through a programme we call South Africa (SA) Connect. The goal of SA Connect is to ensure that all South Africans have access to the internet,” said Ntshavheni.&nbsp;



<h2 class="wp-block-heading" id="h-panel-discussions-and-tracks">PANEL DISCUSSIONS AND TRACKS</h2>



For three days, experts and representatives of all spheres of government and the private sector shared their experiences on leveraging technology.



Attended by more than 2500 delegates, including information technology experts and government ministers from across, the following panel and roundtable discussions kept delegates busy:



<ul class="wp-block-list"><li>“An Enabling Policy Environment for Sustainable Small, Medium and Micro Enterprises;</li><li>“Future of education: How Technology is shaping this key sector for economic and social development,</li><li>“Digital Inclusion: What will it take to get every citizen and every government service online;</li><li>“The Digital Infrastructure: Collaboration for an African backhaul and data centres infrastructure ecosystem and what are the Key Technologies to Enable African Governments&#8217; Digital Transformation;</li><li>“Leveraging the Potential of Digitalisation &amp; Disruptive Technologies for improving government services;</li><li>“Technologies for improving government services;</li><li>“Sustainable Smart Villages and Cities in Africa;</li><li>“Infrastructure and Digital Inclusion;</li><li>“Youth in Information Communication Technology;</li><li>“Cyber Security and Protection of the Customers and Citizens and</li><li>“How African States Can Improve Their Cybersecurity &#8211; Policy tools for African governments.”</li></ul>



&nbsp;“We cannot solve the technology issues that exist on our own. GovTech 2022 was therefore an important stepping stone in creating an eco-system for the public&nbsp; and &nbsp;private sector to come out with solutions which will work best for our unique challenges and partner together to overcome them,” said Molatlhegi Kgauwe, the Acting Managing Director of SITA.



<h2 class="wp-block-heading">PLEDGE FOR THE FUTURE</h2>



During panel discussions, track sessions, speeches, delegates, government officials and executives representing information technology companies, gave honest accounts of how hard it actually was to make change happen, and offered some valuable insights from their experiences and amongst others, pledged to:



<ul class="wp-block-list"><li>Design affordable services that best meet the needs of citizens across the continent;</li></ul>



<ul class="wp-block-list"><li>Challenge the technology market to offer the flexible tools and services citizens need;</li><li>Protect citizens’ privacy and security;</li><li>Strive towards a paperless government&nbsp;as a matter of urgency and</li><li>Deliver better value for money products to all Africans consumers whether living in rural or urban areas.</li></ul>



“GovTech 2022 provided us with a platform to plan the way forward on how to use ICT to improve the lives of Africans. We look forward to GovTech 2023,” said Kgauwe.

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GOVTECH 2022 PROVIDED A PLATFORM ON HOW TO USE TECHNOLOGY TO IMPROVE THE LIVES OF AFRICANS

<figure class="wp-block-image size-large"><img loading="lazy" decoding="async" width="820" height="547" src="https://cms.cnbcafrica.com/wp-content/uploads/2022/09/IMG_4585-820x547.jpg" alt="" class="wp-image-419871" srcset="https://cms.cnbcafrica.com/wp-content/uploads/2022/09/IMG_4585-820x547.jpg 820w, https://cms.cnbcafrica.com/wp-content/uploads/2022/09/IMG_4585-300x200.jpg 300w, https://cms.cnbcafrica.com/wp-content/uploads/2022/09/IMG_4585-135x90.jpg 135w, https://cms.cnbcafrica.com/wp-content/uploads/2022/09/IMG_4585-768x512.jpg 768w, https://cms.cnbcafrica.com/wp-content/uploads/2022/09/IMG_4585-1536x1024.jpg 1536w, https://cms.cnbcafrica.com/wp-content/uploads/2022/09/IMG_4585-scaled.jpg 2048w" sizes="auto, (max-width: 820px) 100vw, 820px" /></figure>



Transforming Africa / Sustainable Smart Villages in Africa



Introduction: In many ways we already live in smart cities, because we have fibre connectivity, e-billing and some service delivery via mobile phones. However, this is in the cities: villages and communities are on the wrong side of the digital divide. They might be able to access services via mobile technology in a limited fashion, but a real smart community needs substantial investment in support infrastructure and connectivity.



A definition of a smart city is an innovative city or community that uses information and communication technology (ICT) to deliver services and quality of life. In reality, there are unprecedented changes in urbanisation meaning the smart city concept should rather be used to transform urban life and create a digital society. Even though digitalisation is a feature of life in many places, there are still a number of elements preventing people from enjoying its benefits.



Sbu: One problem is we are trying to balance traditional operating systems with technology. Government usually works in silos; not only in its structure, but also its mindset. It will be difficult to change things; not only mindsets, but most cities already have existing infrastructure that will be disrupted if digital technologies are introduced. Also, as cities move to digital systems, it is about collecting data: where people live; how they live; what they spend and where they move. This means the higher the digitisation, the greater the threat to personal safety.



However, it is possible to use technology to enhance security such as encrypted techniques like blockchain. Essentially, one must balance the quality of life offered by digitalisation with privacy. One of the first tasks is educating citizens about the benefits of a smart city, while getting away from the perception a smart city is a “Big Brother”. In most cases implementing the smart city concept is not socially inclusive; it tends not to include the affluent or technologically advanced sectors of society.&nbsp;



Bongani: South Africa is not unique in its urban/rural distribution and, before we look at infrastructure, we must look at urban migration. In cities, one can use 4G and 5G, but in rural areas one should look at a broader range of technologies, such as satellite that can bring connectivity to rural areas.



The technology exists, but we don’t only look at technology; we must also look at co-operative models. We can look at combinations of satellite, towers, fibre and the like, but it is vital to consider costs. Connectivity must be affordable for someone getting a social grant.



Justin: A word of caution – even though smart cities depend on a broad range of support, the fundamentals of smart cities are the same as any city: electricity, roads, sewage, refuse collections and so on. Before looking at smart cities or villages, it is crucial that these foundations are properly laid.&nbsp;



These tasks are the responsibility of the private and public sector. When infrastructure is installed, it must be done to absorb the technology, so when electricity cables are laid, fibre must be installed simultaneously. This is easier when working in expanding cities, but the deepest need is in the rural areas, not the cities. There are various stakeholders to include and all must to primed and informed.&nbsp;



Bongani: In rural areas, people must travel far to access services. Already there are apps that can bring services to people and eradicate the need for travel or standing in queues. However, there is room to expand – like paying social grants directly into mobile wallets. There is an app on which you organise funerals. This gained traction especially after Covid-19. Anyone who has organised a funeral can attest to the cost and work involved. An app that does the work for you is useful.&nbsp;



Hence, if a community can operate on digital services, it cuts down on fuel and travelling costs. With the growth of e-commerce, the same principles can apply to smart services for municipalities. Of course, as mentioned, this increases the risks to privacy.



Justin: We can draw an analogy between our recovery from Covid-19 and the post-war recovery of countries after the two World Wars. A large part of the growth and recovery was massive infrastructure projects to kickstart economies and allow large numbers of people to return to normal life.



South Africa has significant opportunities for large capital investment projects that can combine the best of infrastructure development and the best of technology.&nbsp;



Bongani: There is a significant digital divide in South Africa. The minister has asked mobile tech companies to provide households with a threshold amount of free data and there is a business case to be made for that. South Africa is not known (to have) cheap data and this contributes toward the divide.&nbsp;



Sbu: Cyber security is the big issue. How do we protect our communities? As we implement more digitalisation, we expand the threat levels. As we build smart cities and villages, we acquire more data. This is necessary for services (and) government needs to understand the behaviour of citizens. This raises questions of privacy.



Not only are there threats to personal information, but to the operation of infrastructure linked to the grid also operating through the internet. We have seen pipelines and power grids can be vulnerable to cyber terrorism threats.&nbsp;



Justin: It is clear smart cities and communities are obliged to protect citizens and this is a massive responsibility. If you are introducing anyone to a smart city, you are introducing them to risk.&nbsp;



Bongani: There are two billion internet of things (IoT) devices globally and South Africa has 32 mega-developments in the pipeline. These will require bulk water services and service delivery and will accommodate around 10000 households. That’s a lot of data: there will be addresses, banking information, personal information and sites of critical infrastructure. The numbers stack up.&nbsp;



What happens if that gets hacked? Hackers don’t sleep; they want that data. If it was hacked, water stops flowing; bank accounts are compromised. We need to look at a new social compact between government and service providers and communities. We need to start with a framework that protects that information.&nbsp;

IMG_4585

The State IT Agency’s GovTech Conference 2022

<figure class="wp-block-image size-large"><img loading="lazy" decoding="async" width="820" height="547" src="https://cms.cnbcafrica.com/wp-content/uploads/2022/09/ministers-820x547.jpg" alt="" class="wp-image-419853" srcset="https://cms.cnbcafrica.com/wp-content/uploads/2022/09/ministers-820x547.jpg 820w, https://cms.cnbcafrica.com/wp-content/uploads/2022/09/ministers-300x200.jpg 300w, https://cms.cnbcafrica.com/wp-content/uploads/2022/09/ministers-135x90.jpg 135w, https://cms.cnbcafrica.com/wp-content/uploads/2022/09/ministers-768x512.jpg 768w, https://cms.cnbcafrica.com/wp-content/uploads/2022/09/ministers-1536x1024.jpg 1536w, https://cms.cnbcafrica.com/wp-content/uploads/2022/09/ministers-scaled.jpg 2048w" sizes="auto, (max-width: 820px) 100vw, 820px" /><figcaption>SITA, chairperson, Makano Mosidi, the Minister of Communication and Digital Technologies, Khumbudzo Ntshavheni, Namibia’s Minister of Information and Communication Technology, Peya Mushelenga and  Zambia’s Minister of Science &amp; Technology, Felix Mutati.</figcaption></figure>



Opening GovTech, the continent&#8217;s premier information communication technology conference, Khumbudzo Ntshavheni, the Minister of Communication and Digital Technologies pledged that the government was focusing its efforts on being paperless by the end of the 6th administration.



Supported by the State Information Technology Agency (SITA) chairperson, Makano Mosidi and delegates from across the African continent, including Zambia’s Minister of Science &amp; Technology, Felix Mutati and Namibia’s Minister of Information and Communication Technology, Peya Mushelenga, Minister Ntshavheni told  2500 delegates including sponsors that the digitalisation programme aims to have 80% of citizen-facing services to be online by 2025, with government planning to go paperless by end the 6th administration



<h2 class="wp-block-heading" id="h-digitally-inclusive-information-society">DIGITALLY INCLUSIVE INFORMATION SOCIETY</h2>



As part of the SA Connect strategy driven by SITA, the national broadband programme has been identified by government to meet the technology goals of the National Development Plan of creating a digitally inclusive information society.



“The evolving nature of doing business has set in motion the need to evolve government services for the shifting delivery platforms, service and content packing, and skills and capabilities needed to build, grow and sustain government services and societal development,” said Minister Ntshavheni.



Part of our priorities in evolving government services is supporting the development and consumption of African- developed digital products and services, not only through DigiTech App Store but all technology and solutions developed indigenously in Africa by both big and small industry players,” she said.



The GovTech’s three-day event features plenary sessions and presentations on the theme “Digitisation and digitalisation evolving government services, heard that the broadband connectivity programme will be implemented through emerging and Small and Medium Enterprises (SMMEs) such as internet service providers, wireless access providers and mobile virtual network operators.



The Government and ICT experts are meeting at the Durban Exhibition Centre until Thursday September 15th to collaborate and share experiences, challenges and solutions that can demonstrate the power of technology, improve service delivery and boost economic growth.



Expanding the use of digital technologies in the public service after the pandemic, assessing how digital solutions can stimulate the economy and supporting the development of small and medium-sized businesses will be among the key topics for discussion.



<h2 class="wp-block-heading">DIGITISATION VERSUS DIGITILISATION</h2>



Current issues related to cyber security and digital privacy, digital inclusion and pan-African cooperation will also be discussed during the round tables.



Unpacking the difference between digitisation and digitilisation, the SITA chairperson said digitization referred to changes within organisations for efficiency while digitalization referred to changing business models, creating new rules “starting to design from outside in.”



“Our theme aim to answer questions such as:  What do our citizens want? How do we design and co-design and collaborate with them and for them so that we can come from outside in….I trust and I hope that the conference participants over the next three days will take stock and address specific government issues and challenges with boldness,” she said.



Pull-out quote: “Part of our priorities in evolving government services is supporting the development and consumption of African- developed digital products and services&#8230;” Ntshavheni.



<figure class="wp-block-image size-large"><img loading="lazy" decoding="async" width="820" height="547" src="https://cms.cnbcafrica.com/wp-content/uploads/2022/09/Choir-820x547.jpg" alt="" class="wp-image-419852" srcset="https://cms.cnbcafrica.com/wp-content/uploads/2022/09/Choir-820x547.jpg 820w, https://cms.cnbcafrica.com/wp-content/uploads/2022/09/Choir-300x200.jpg 300w, https://cms.cnbcafrica.com/wp-content/uploads/2022/09/Choir-135x90.jpg 135w, https://cms.cnbcafrica.com/wp-content/uploads/2022/09/Choir-768x512.jpg 768w, https://cms.cnbcafrica.com/wp-content/uploads/2022/09/Choir-1536x1024.jpg 1536w, https://cms.cnbcafrica.com/wp-content/uploads/2022/09/Choir-scaled.jpg 2048w" sizes="auto, (max-width: 820px) 100vw, 820px" /><figcaption>The Ndlovu youth choir entertained GovTeh delegates</figcaption></figure>

ministers

GOVERNMENT FOCUSING ON BEING PAPERLESS BY END OF SIXTH ADMINISTRATION

05 September 2022 &#8211; The 2022 Government Technology (GovTech) conference will see representatives and ministers from various countries in Africa converge in South Africa to share their vision, knowledge, experience and expertise on digitisation, digitalisation, and other topics critical for the acceleration of digital transformation and service delivery in Africa. 



Under this year’s theme: “Digitisation and Digitalisation &#8211; Evolving Government Services,” the State Information Technology Agency (SITA), in partnership with the Department of Communications and Digital Technologies, will host GovTech conference from 13 – 15 September 2022 at the Durban Exhibition Centre.



The conference will be attended by more than 2500 delegates, bringing together Africa’s ICT experts from the public and private sectors, as well as the Small, Medium and Micro Enterprises&nbsp;(SMME) sector to focus among other things, on ICT infrastructure development and how technology can enable efficient dispensing of government services.



Structured in various tracks and topics, the conference program will provide options to delegates to participate in various streams and contribute towards reshaping the ICT agenda in Africa.



The panel and roundtable discussions, promise to be exciting as it includes these areas:



<ul class="wp-block-list"><li>An Enabling Policy Environment for Sustainable Small, Medium and Micro Enterprises;</li><li>Future of Education: How Technology is shaping this key sector for economic and social development;</li><li>Digital Inclusion: What will it take to get every citizen and every government service online;</li><li>The Digital Infrastructure: Collaboration for an African backhaul and data centres infrastructure ecosystem: Key Technologies to Enable African Governments&#8217; Digital Transformation;</li><li>Leveraging the Potential of Digitalisation &amp; Disruptive Technologies for improving government services;</li><li>Technologies for improving government services;</li><li>Sustainable Smart Villages and Cities in Africa;</li><li>Infrastructure and Digital Inclusion;</li><li>Youth in Information Communication Technology;</li><li>“Cyber Security and Protection of the Customers and Citizens and</li><li>“How African States Can Improve Their Cybersecurity &#8211; Policy tools for African governments.”</li></ul>







Several private and public sector experts have been invited. Some of the ministers invited include, Minister of Basic Education Angie Motshekga and Zambia’s Minister of Science &amp; Technology, Felix Mutati.



The event is supported by Microsoft SA as a lead sponsor. Huawei, Sentech, MTN, Vodacom and In2ITfollow as key sponsors.



GovTech, which has been held for 14 years, is the brainchild of SITA. Over the years, the conference, has evolved to become a premiere conference, as a superior networking platform, a hub of strategic ideas and a crucible that pioneers innovative thinking and solutions, to address the developmental and growth challenges in the country.



Molatlhegi Kgauwe,&nbsp;the Acting Managing Director for SITA said through innovation and SMME development,digital technologies open up new avenues for economic prosperity, innovation, job creation, and service access and the more SMMEs are exposed to these infrastructures, the wider the net of opportunities is cast.



“Besides people, infrastructure is the bedrock and the backbone of a country. The synergy between infrastructure development and information technology is critical to enable rapid progress, to leverage opportunities, and to provide solutions to the country and nation’s most pressing challenges.”



As the digital world grows bigger, through cybersecurity, thegovernments have to ensure that citizens can conduct business, communicate, and interact in a safe, agile, flexible and secure environment.



“Ultimately the aim is digital Inclusion and collaboration to enable the continent – wide connectivity and solutions, and to provide skills and service delivery to all so that Africa and indeed South Africa is positioned as a leader of service delivery; in the Fourth Industrial Revolution,” said Kgauwe,&nbsp;



To register for the conference, delegates can visit <a href="http://www.govtech.gov.za">www.govtech.gov.za</a>. Attendees and members of the public across the continent can follow Govtech 2022 by using the hashtags<a href="https://www.facebook.com/hashtag/govtech2022?__eep__=6&amp;__cft__%5b0%5d=AZVDhKhLI4-87zdPH3oU-gSG8Snrj2V93UjKMhd-O6T3rbNBGc4-3X71tzpEhC6V1UAw1h7_7CZrF5QRuLWDXmLhNomJ49BcV4PjbWQXXZCi3udEcT2PRi_Ad35CxvRHsX20tVI5KFDL2Por5YCUW5atn9bUKGqVfCI6KHdR034gGw&amp;__tn__=*NK-R">#GovTech2022</a>, <a href="https://www.facebook.com/hashtag/techevent?__eep__=6&amp;__cft__%5b0%5d=AZVDhKhLI4-87zdPH3oU-gSG8Snrj2V93UjKMhd-O6T3rbNBGc4-3X71tzpEhC6V1UAw1h7_7CZrF5QRuLWDXmLhNomJ49BcV4PjbWQXXZCi3udEcT2PRi_Ad35CxvRHsX20tVI5KFDL2Por5YCUW5atn9bUKGqVfCI6KHdR034gGw&amp;__tn__=*NK-R">#TechEvent</a>, <a href="https://www.facebook.com/hashtag/digitaltransformation?__eep__=6&amp;__cft__%5b0%5d=AZVDhKhLI4-87zdPH3oU-gSG8Snrj2V93UjKMhd-O6T3rbNBGc4-3X71tzpEhC6V1UAw1h7_7CZrF5QRuLWDXmLhNomJ49BcV4PjbWQXXZCi3udEcT2PRi_Ad35CxvRHsX20tVI5KFDL2Por5YCUW5atn9bUKGqVfCI6KHdR034gGw&amp;__tn__=*NK-R">#DigitalTransformation</a>, <a href="https://www.facebook.com/hashtag/techinafrica?__eep__=6&amp;__cft__%5b0%5d=AZVDhKhLI4-87zdPH3oU-gSG8Snrj2V93UjKMhd-O6T3rbNBGc4-3X71tzpEhC6V1UAw1h7_7CZrF5QRuLWDXmLhNomJ49BcV4PjbWQXXZCi3udEcT2PRi_Ad35CxvRHsX20tVI5KFDL2Por5YCUW5atn9bUKGqVfCI6KHdR034gGw&amp;__tn__=*NK-R">#TechInAfrica</a>, <a href="https://www.facebook.com/hashtag/4ir?__eep__=6&amp;__cft__%5b0%5d=AZVDhKhLI4-87zdPH3oU-gSG8Snrj2V93UjKMhd-O6T3rbNBGc4-3X71tzpEhC6V1UAw1h7_7CZrF5QRuLWDXmLhNomJ49BcV4PjbWQXXZCi3udEcT2PRi_Ad35CxvRHsX20tVI5KFDL2Por5YCUW5atn9bUKGqVfCI6KHdR034gGw&amp;__tn__=*NK-R">#4IR</a>, <a href="https://www.facebook.com/hashtag/ai?__eep__=6&amp;__cft__%5b0%5d=AZVDhKhLI4-87zdPH3oU-gSG8Snrj2V93UjKMhd-O6T3rbNBGc4-3X71tzpEhC6V1UAw1h7_7CZrF5QRuLWDXmLhNomJ49BcV4PjbWQXXZCi3udEcT2PRi_Ad35CxvRHsX20tVI5KFDL2Por5YCUW5atn9bUKGqVfCI6KHdR034gGw&amp;__tn__=*NK-R">#AI</a>, <a href="https://www.facebook.com/hashtag/hyperautomation?__eep__=6&amp;__cft__%5b0%5d=AZVDhKhLI4-87zdPH3oU-gSG8Snrj2V93UjKMhd-O6T3rbNBGc4-3X71tzpEhC6V1UAw1h7_7CZrF5QRuLWDXmLhNomJ49BcV4PjbWQXXZCi3udEcT2PRi_Ad35CxvRHsX20tVI5KFDL2Por5YCUW5atn9bUKGqVfCI6KHdR034gGw&amp;__tn__=*NK-R">#Hyperautomation</a> and&nbsp; <a href="https://www.facebook.com/hashtag/quantumcomputing?__eep__=6&amp;__cft__%5b0%5d=AZVDhKhLI4-87zdPH3oU-gSG8Snrj2V93UjKMhd-O6T3rbNBGc4-3X71tzpEhC6V1UAw1h7_7CZrF5QRuLWDXmLhNomJ49BcV4PjbWQXXZCi3udEcT2PRi_Ad35CxvRHsX20tVI5KFDL2Por5YCUW5atn9bUKGqVfCI6KHdR034gGw&amp;__tn__=*NK-R">#QuantumComputing</a>.



For more information contact:



Head of Corporate Affairs: Tlali Tlali (Mr) Tel: (012) 482-2996 Cell: 082 3333 880 Email: <a href="mailto:Tlali.Tlali@sita.co.za">Tlali.Tlali@sita.co.za</a>

Continent

GOVTECH 2022 BRINGS AFRICA’S ICT MINISTERS AND EXPERTS TO TACKLE DIGITAL TRANSFORMATION ON THE CONTINENT

The African cryptocurrency market is growing rapidly and has become a financial solution for many. While most crypto trading is P2P, few companies have the capacity to cater to high-net-worth individuals and corporates who seek to buy, sell or move large amounts of USDC and USDT stablecoin.



Yellow Card Financial, the fastest growing cryptocurrency company on the continent, provides a personalised trading facility through their world-class <a href="https://yellowcard.io/otc/">Crypto Over-The-Counter (OTC) desk</a> for those who seek to trade any volume worth over or&nbsp; from $50,000 to millions of dollars.



The OTC desk, launched in 2021, provides access to a massive global network in the 16 African countries where the company operates, including South Africa, Nigeria, Uganda, Ghana, Kenya, Cameroon, Botswana, Tanzania, Rwanda and Zambia, to name a few.



Yellow Card complies with global AML, Sanctions, FATF Travel Rule requirements, and <a href="https://academy.yellowcard.io/topics/how-kyc-protects-you-in-the-financial-space/">KYC</a> all of our customers across all jurisdictions. We are also registered on GoAML and with local Financial Intelligence Units in most of our jurisdictions to help report on AML, Sanctions, and Financial Crime matters.



One of Africa’s largest crypto markets is undoubtedly <a href="https://yellowcard.io/nigeria/">Nigeria</a>, cited in the 2021 Global Crypto Adoption Index among the top 20 countries with the fastest crypto growth.



Munachi Ogueke, CBO for Yellow Card Financial, says that despite challenges regarding regulation and currency availability, Yellow Card has consistently provided customers personalised service at competitive rates with no limits on trading volumes.



“One of the challenges customers face is the inability to buy USD with NGN. We have the solution in providing USDT as an alternative,” says Munachi.



Yellow Card has a wide range of liquidity providers, helping to serve customers with the most competitive rates for large transactions at a fraction of the cost of trading on an open exchange, paying fees and slippage.



“Our biggest competitive advantage is definitely our extremely deep liquidity pools that fill any order size anytime,” adds Munachi.



With a full range of fiat currencies available, the African blockchain leader can trade in the pair which suits each client’s needs. Currently, we sell or buy USDT and USDC for these currencies: US Dollar, South African Rand, Nigerian Naira, Botswana Pula, Ghanian Cedi, Ugandan Shilling, Kenyan Shilling, Zambian Kwacha, Central African Franc, Rwandan Franc and Tanzanian Shilling.



<a href="https://yellowcard.typeform.com/to/BD1xa3NX">Sign up</a> for a Yellow Card account today and experience a safe, secure, personalised, fast solution from the comfort of your home or workplace.



About Yellow Card Financial:



<a href="https://yellowcard.io/">Yellow Card Financial</a> was founded by Chris Maurice and Justin Poiroux and launched in Nigeria in 2018. Since then, the U.S. and Africa-based teams have sought to make cryptocurrencies like Bitcoin, Ethereum, and USDT Stablecoin accessible to anyone in Africa.



Among the company’s key mandates are to provide financial freedom for all through cryptocurrency and education on the market. Efforts like the <a href="https://academy.yellowcard.io/">Yellow Card Academy</a> that dispense information about cryptocurrency, blockchain technology, economics, and financial literacy do just that.



In 2021, Yellow Card announced a $15M Series A, the largest ever by an African cryptocurrency exchange.

Yellow-card

High Net Worth Individuals, Corporates and Institutions to Benefit from Yellow Card’s OTC Crypto Desk

Despite a string of supply-side shocks to the manufacturing sector, Justin Schmidt, Head of Manufacturing Sector at Absa Retail and Business Bank, found a positive mood and encouraging interactions at the 2022 Manufacturing Indaba.



The mood from delegates and exhibitors at the 2022 Manufacturing Indaba was more positive than what the data is indicating. “Overall, the conference had surprisingly strong attendance, with some great engagements across the manufacturing sub-sectors,” says Schmidt.



According to Absa’s Q2 Manufacturing Survey – published just a day before the Manufacturing Indaba opened at the Sandton Convention Centre – confidence levels in the sector dropped by 14 points from the first quarter of the year to 29 in the second, following a string of bad-news events.



“After surviving the past two years, manufacturers continued their recovery despite the headwinds,” says Schmidt. “However, the additional shocks caused by the floods in KwaZulu-Natal (Africa’s second-biggest manufacturing hub), the increased intensity of load shedding and the knock-on effects of the Russia-Ukraine war have weighed heavily on manufacturers. Unsurprisingly, that resulted in this knock to confidence.”&nbsp;



<h2 class="wp-block-heading" id="h-spillover-effects">Spillover effects</h2>



The quarterly survey covers approximately 700 businesspeople in the manufacturing sector and was conducted by Stellenbosch University’s Bureau for Economic Research in May. The confidence index ranges between zero and 100, with zero reflecting an extreme lack of confidence and 100 extreme confidence, where all participants are satisfied with current business conditions.&nbsp;



The manufacturing sector’s seasonally adjusted output for April 2022, as published by Statistics South Africa, also fell by 5.4% month-on-month. At the same time, Absa’s survey indicated a drop in both domestic and export sales, with manufacturers noting insufficient demand as a more serious constraint to current activities than at the start of the year.&nbsp;



“As consumers feel the pinch of rising food and fuel prices, along with increasing interest rates, the manufacturing sector may experience the spillover effect of reduced disposable income resulting in lower demand,” Schmidt notes.



Load shedding has also taken its toll. For manufacturers, Stage 2 load shedding – while difficult – is manageable because it allows for planning and scheduling, and it tends to happen at night. However, when South Africa moves into Stage 4 (as it did in Q2) or higher, it is a lot more difficult and costly for manufacturers to operate.



“Power is both the biggest enabler of, and the biggest constraint on, South Africa’s manufacturing growth going forward,” says Schmidt. “We must solve the power crisis – and while we are seeing some positive moves there, it needs to happen much quicker.”



<h2 class="wp-block-heading">Reigniting economic growth through manufacturing</h2>



Manufacturers are fully aware of the constraints on and hindrances to production with shortages of raw material ranked as their second largest constraint to activity. “There remain overarching concerns around supply chain uncertainty and rising prices,” says Schmidt.



The Manufacturing Indaba included breakaway sessions focused on precisely those issues: energy, transport and logistics, localisation – and, of course, value chain integration in the age of the African Continental Free Trade Area. It’s a busy sector, and one that – as the event’s theme underlined – has the potential to “reignite economic growth”.



With that big picture in mind, Schmidt says the short-term sentiment for South Africa’s manufacturing sector remains generally positive. “Looking further ahead, we need to see structural reforms taking place to see long-term growth and recovery,” he says. “But overall, it’s a positive sector. Manufacturing has survived the shocks of the past two years, and the sector was showing an unexpectedly strong recovery into Q1 2022. It’s reasonable to expect that it will survive those Q2 shocks and bounce back in time.”







Justin Schmidt Head of Manufacturing Sector at Absa Retail and Business Bank



“Power is both the biggest enabler of, and the biggest constraint on, South Africa’s manufacturing growth.” – Justin Schmidt | Head of Manufacturing Sector at Absa Retail and Business Bank

1017969-RBB-Manu-Indaba-Digi-Banner-Invite-1910x600_28-June

Mixed mood sets the tone at Manufacturing Indaba

The COVID-19 pandemic threw the world into disarray, but in Africa, life continues: Farmers farm, merchants sell, people apply for capital to create jobs and improve livelihoods, and a heightened need for access to healthcare underpins it all. But on a continent with widespread inequality, where over half of the population is still excluded from the formal economy, and one in three lacks formal proof of identity – the task to go from ‘survive’ to ‘thrive’, is an even greater challenge. This is particularly critical at a time when there is a global food crisis in the making.



Still, a silver lining exists. In villages, farms, cities, clinics and communities across Africa, a digital evolution is underfoot, one that started even before the pandemic. While there are significant gaps in infrastructure and internet access, mobile phones proliferate, making the continent fertile soil for the adoption of innovative solutions that create new value chains and wider access to financial tools.



Take farming for instance. In Africa, farmers face significant challenges, including limited access to markets, access to working capital to secure quality seeds and pesticides, and access to relevant financial tools to pay and get paid efficiently. Millions of farmers across Africa work incredibly hard to make a subsistence living. For whole communities to truly thrive, the people working the land need a sustainable farming model which helps farmers move from subsistence production to more commercial production and does so in way that is fair and transparent to all parties.



<figure class="wp-block-image size-large"><img loading="lazy" decoding="async" width="820" height="547" src="https://cms.cnbcafrica.com/wp-content/uploads/2022/07/3-820x547.jpg" alt="" class="wp-image-418189" srcset="https://cms.cnbcafrica.com/wp-content/uploads/2022/07/3-820x547.jpg 820w, https://cms.cnbcafrica.com/wp-content/uploads/2022/07/3-300x200.jpg 300w, https://cms.cnbcafrica.com/wp-content/uploads/2022/07/3-135x90.jpg 135w, https://cms.cnbcafrica.com/wp-content/uploads/2022/07/3-768x512.jpg 768w, https://cms.cnbcafrica.com/wp-content/uploads/2022/07/3-1536x1024.jpg 1536w, https://cms.cnbcafrica.com/wp-content/uploads/2022/07/3-scaled.jpg 2048w" sizes="auto, (max-width: 820px) 100vw, 820px" /><figcaption>Michael Froman (centre), vice chairman and president of strategic growth for Mastercard, tours the Masaka district in Uganda, to learn how Farm Pass is helping smallholder farmers at a local cooperative, the Kibinge Farmer Producer Organization access better prices. </figcaption></figure>



“In Sub-Saharan Africa, agriculture is the perhaps the most vital source of livelihoods, with over 60% of the population are smallholder farmers. Even more profound is that economic growth from agriculture is estimated to be between two to four times more effective at reducing extreme poverty than any other sector,” says Michael Froman, Mastercard vice chairman and president of strategic growth. “With greater investment, digitization and support, many countries have the potential to increase food production, reduce costly imports, promote rural livelihoods and reduce poverty. And Farm Pass can be a critical part of that equation.”



Farm Pass is a digital platform that Mastercard launched in 2015, bringing together various agri-sector stakeholders from the supply and demand sides in one agricultural marketplace. Smallholder farmers can access a stable marketplace with transparent pricing, enabling them to command higher prices, and quality inputs and agricultural advisory services to increase harvest productivity. It is&nbsp;transforming agricultural ecosystems and connecting farmers to the formal financial system, also providing them with a&nbsp;digital record that could support future loan applications. During the pandemic, farmers were able to sell produce at 25%-50% higher prices by connecting directly with buyers in Farm Pass, even though local markets were closed.



On his recent visit to the Masaka district in Uganda, where Robusta is the main coffee variety grown, Froman experienced the positive impact of Farm Pass first-hand in his interaction with farmers at a local cooperative, the Kibinge Farmer Producer Organization, which streamlines production efforts. At Kibinge, over 3,400 farmers have registered for Farm Pass. Across Africa, Farm Pass has already helped roughly 659,000 smallholder farmers access better prices.



Kibonde Christine Nabukeera, one of the Kibinge coffee farmers, says: “Before I used to spend money on transportation, but now I can sell my produce from home and wait for an update on my phone. Also, all the prices of e-Farm inputs are easily accessible, including the change in prices.”



“Before we launched Farm Pass, these farmers struggled with a long sales process, delayed payments and manual navigation of complicated paper trails, in addition to the risk that paper records could be lost,” continues Froman. “But now, these farmers are more optimistic about the potential of their farming operations. It shows the immense impact that digital inclusion can have in driving commerce and creating a path toward greater financial security. And the fact that it can be used offline as well as online is extremely valuable to smallholder farmers&nbsp;who often operate in low connectivity settings.”



Soon, more farmers will discover its benefits as a result of the partnership between Mastercard and Ecobank Group, which will see&nbsp;<a href="https://www.mastercard.com/news/perspectives/2022/mastercard-farm-pass-digital-farming/" target="_blank" rel="noreferrer noopener">Farm Pass rolled out to 33 countries</a>&nbsp;across Sub-Saharan Africa, growing the award-winning digital solution’s footprint beyond Uganda, Kenya and Tanzania where it is currently live. And as more farmers move from&nbsp;subsistence to commercial farming, it will in turn stimulate agricultural growth, increase competitiveness, and improve food security in Africa – which has also experienced the knock-on effects of disrupted supply chains in the wake of the Ukraine crisis.



Farm Pass can also play a part in providing wider access to capital, given that only 3% of the agri-sector currently receive credit from banks. Access to working capital generally requires two things – proof of transactions and proof of ID. By integrating their operations with a payment system, Farm Pass enables smallholder farmers to build a digital transaction record that can facilitate the extension of formal credit or other financial services from banks and other institutions.



Lack of formal ID is a bigger problem, which affects access to services for many marginalized citizens. This is why Mastercard created&nbsp;<a href="https://www.mastercard.com/global/en/business/governments/community-pass.html" target="_blank" rel="noreferrer noopener">Community Pass</a>, a shared interoperable digital platform that connects people in the most remote and underserved communities to service providers including banks, governments and healthcare providers. Community Pass establishes a functional identity&nbsp;by creating a unique digital ID, allowing access to credit and services that would otherwise be unattainable. Farm Pass is the agricultural solution sitting on the Community Pass platform.



This is helpful not just for the farmers who use Farm Pass, but also for the medical professionals who are keeping communities safe in the wake of the biggest pandemic in a century. The potential of Wellness Pass, another component of Community Pass, is why Froman’s next stop was in Addis Ababa, formalizing a new partnership between Mastercard, Gavi, JSI and the Ministry of Health in Ethiopia.



Wellness Pass tackles the problems created by fragmented and manual healthcare systems, including lack of interoperability, a reliance on paper-based medical records, and limited ability to verify care plans, which impairs data access for clinics, governments and patients. The solution facilitates digitizing health and vaccination records and makes them portable and available offline. It also uses biometric verification to preserve patient privacy and enable individuals to participate equitably in society – in this case, to receive much needed healthcare services and accurate record keeping of their medical history.&nbsp;For Ethiopia, it&nbsp;will&nbsp;strengthen the country’s public health response through secure Covid-19 vaccination tracking and offline portability of health records.



“In the wake of the pandemic, we quickly reconfigured the Wellness Pass tool from focusing on childhood vaccinations to tracking Covid-19 vaccinations so that societies could more easily cope with managing the virus,” says Froman.&nbsp;“Our hope is that Wellness Pass will reach one million Ethiopians in the next 15 months, improving the accessibility, affordability and quality of primary healthcare for residents. This is consistent with the 2025 Digital Ethiopia Strategy.”



Wider adoption of technology is driving innovation. But you can’t just pull a product off the shelf at headquarters and assume it’s going to work anywhere. It’s the way in which global expertise and know-how blend with a deep understanding of local communities and needs which has the potential to produce innovations with the greatest impact. It’s how Mastercard can deliver on its commitment to connect one billion people, 50 million small and micro businesses and 25 million women-run businesses to the digital economy by 2025.&nbsp;



“By connecting people and businesses to the digital economy with the help of our partners, Mastercard is working to enhance the financial security and wellbeing of communities. Driving sustainable, inclusive growth is central to who we are as a company and our commitment to “doing well by doing good.”

download

<a>Pass to Greater Prosperity: Advancing financial security and well-being across Africa through digital inclusion</a>

<figure class="wp-block-image size-large"><img loading="lazy" decoding="async" width="820" height="429" src="https://cms.cnbcafrica.com/wp-content/uploads/2022/06/Gerrit-Schmidt-III-MSc-is-Chief-Commercial-Officer-at-SFO-and-Head-of-Affinity-Research-at-Stellenbosch-Institute-for-Family-Governance.-820x429.jpg" alt="" class="wp-image-417587" srcset="https://cms.cnbcafrica.com/wp-content/uploads/2022/06/Gerrit-Schmidt-III-MSc-is-Chief-Commercial-Officer-at-SFO-and-Head-of-Affinity-Research-at-Stellenbosch-Institute-for-Family-Governance.-820x429.jpg 820w, https://cms.cnbcafrica.com/wp-content/uploads/2022/06/Gerrit-Schmidt-III-MSc-is-Chief-Commercial-Officer-at-SFO-and-Head-of-Affinity-Research-at-Stellenbosch-Institute-for-Family-Governance.-300x157.jpg 300w, https://cms.cnbcafrica.com/wp-content/uploads/2022/06/Gerrit-Schmidt-III-MSc-is-Chief-Commercial-Officer-at-SFO-and-Head-of-Affinity-Research-at-Stellenbosch-Institute-for-Family-Governance.-160x84.jpg 160w, https://cms.cnbcafrica.com/wp-content/uploads/2022/06/Gerrit-Schmidt-III-MSc-is-Chief-Commercial-Officer-at-SFO-and-Head-of-Affinity-Research-at-Stellenbosch-Institute-for-Family-Governance.-768x402.jpg 768w, https://cms.cnbcafrica.com/wp-content/uploads/2022/06/Gerrit-Schmidt-III-MSc-is-Chief-Commercial-Officer-at-SFO-and-Head-of-Affinity-Research-at-Stellenbosch-Institute-for-Family-Governance..jpg 1200w" sizes="auto, (max-width: 820px) 100vw, 820px" /></figure>



Family Governance is not a buzzword. It has global economic relevance.&nbsp;&nbsp;



Stellenbosch Institute for Family Governance, by SFO, partners with Stellenbosch Business School to pilot AffinityLab; a family focused research incubator to nurture and stimulate familial cooperation in Ultra-High-Net-Worth (UHNW) families.



Featured in June/July 2022 issue of Forbes Africa 



<figure class="wp-block-image size-large"><img loading="lazy" decoding="async" width="820" height="429" src="https://cms.cnbcafrica.com/wp-content/uploads/2022/06/30-under-30-820x429.jpg" alt="" class="wp-image-417651" srcset="https://cms.cnbcafrica.com/wp-content/uploads/2022/06/30-under-30-820x429.jpg 820w, https://cms.cnbcafrica.com/wp-content/uploads/2022/06/30-under-30-300x157.jpg 300w, https://cms.cnbcafrica.com/wp-content/uploads/2022/06/30-under-30-160x84.jpg 160w, https://cms.cnbcafrica.com/wp-content/uploads/2022/06/30-under-30-768x402.jpg 768w, https://cms.cnbcafrica.com/wp-content/uploads/2022/06/30-under-30-1536x804.jpg 1536w, https://cms.cnbcafrica.com/wp-content/uploads/2022/06/30-under-30-scaled.jpg 2048w" sizes="auto, (max-width: 820px) 100vw, 820px" /></figure>



Data from research providers in financial services and academia support the relevance of thinking in familial terms. Forbes projects the greatest wealth transfer in history from baby-boomers to next generation custodians, estimated at over 30 trillion dollars over the next 20 years, with significant inherent risk of failure.&nbsp; According to the Oxford Ownership Project, an estimated 70% of global businesses are owned by families.&nbsp;



Everyday interactions with family enterprises are closer to home for people buying products from big brands such as Louis Vuitton, Samsung and LEGO. Family governance is relevant, and it is in the interest of the world economy for family enterprises to grow, whereas the families which own them are likely to grow apart.



Family governance, especially familial cooperation, remains a challenging topic due to the complexity of relations in these organisations, compounded by the newly realised knowledge gap. Industry-wide, financial services professionals understand the need for sound governance but run the risk of putting the cart in front of the horse by relying on so-called best practices of what worked elsewhere. Rather, we as financial services professionals, should be working with families to develop the best familial cooperation practices that are relevant for them and their context.



A deeper understanding of cooperation within families is key to gain traction with family governance. But, if a family is unable to work together as a family of affinity foremost, one cannot reasonably expect wealth transfers to be sustainably successful.



AffinityLab intends to address latent familial cooperation needs. UHNW families typically consist of multi-generational branches with members located in various jurisdictions, pushing global families to rethink wealth management strategies beyond investment performance. In times of geopolitical crises questions around goal-based investing are extending to goal-based living, reaffirming the need for a consolidated strategic approach to family governance. Starting with the need to establish Affinity as a primary goal of family and puts familial cooperation squarely in the research focus of AffinityLab.



<blockquote class="wp-block-quote is-layout-flow wp-block-quote-is-layout-flow">“Cooperation needs to be at the heart of family strategy for families to realise goal-based living together. Family Governance starts with Affinity.” – Gerrit Schmidt III (Chief Commercial Officer at SFO). </blockquote>



Entitlement and perceived inequitability frame familiar problems in UHNW families. These problems negatively influence family organisations and do not typically allow for cooperation or a sense of interrelated affinity. Furthermore, these problems intensify alienation and place unique strain on family branches, driving at best, superficial cooperation for short-term gains. Once this occurs, it is a question of time before the family implodes, dividing their assets at the cost of cooperating as a family.



The family is stronger by design if able to meaningfully engage members, at varying levels of involvement, in their enterprise. The purpose of an enterprising family should not be limited to a specific industry or specialism. Family purpose should, however, be specific to the ideals of working together as a purpose-led organisation with established collaboration from members who share the common vision and lived purpose. Stellenbosch Institute for Family Governance by SFO specialises in family-management consulting by helping businesses and business families to realise these ideals. We design family structures conducive to nurturing inclusivity and developing proficient Ultimate Beneficial Owners.&nbsp;&nbsp;



Coming back to the idea of putting the cart in front of the horse, financial services providers should primarily be thinking in terms of succession development and designing purposeful family structures conducive to more than tax efficiency and return maximisation.&nbsp;



The qualitative aspects of wealth management matter and the disruptive work of Africa’s first Institute for Family Governance has the potential to shift family enterprise futures, stimulating the global economy.



Family Governance starts with Affinity. Started by SFO. A family focused financial services group.

Gerrit Schmidt III (MSc) is Chief Commercial Officer at SFO and Head of Affinity Research at Stellenbosch Institute for Family Governance.

Family Governance Starts with Affinity

As Africa’s leading entertainment company, MultiChoice delivers Direct To Home (DTH), Digital Terrestrial Television (DTT) and online video entertainment services through its entertainment platforms – DStv, GOtv, Showmax and DStv Now – to approximately 20 million subscribers across 50 countries in Africa.



<figure class="wp-block-image size-full"><img loading="lazy" decoding="async" width="806" height="600" src="https://cms.cnbcafrica.com/wp-content/uploads/2022/06/Multichoice-logo-1.png" alt="" class="wp-image-417481" srcset="https://cms.cnbcafrica.com/wp-content/uploads/2022/06/Multichoice-logo-1.png 806w, https://cms.cnbcafrica.com/wp-content/uploads/2022/06/Multichoice-logo-1-300x223.png 300w, https://cms.cnbcafrica.com/wp-content/uploads/2022/06/Multichoice-logo-1-121x90.png 121w, https://cms.cnbcafrica.com/wp-content/uploads/2022/06/Multichoice-logo-1-768x572.png 768w" sizes="auto, (max-width: 806px) 100vw, 806px" /><figcaption>MultiChoice</figcaption></figure>



The depth and breadth of this offering is why the company needs its data and analytics to be agile, future-proof and scalable. For MultiChoice, this meant one thing: a benchmark project to deploy Microsoft’s Azure <a href="https://azure.microsoft.com/en-us/services/synapse-analytics/#overview">Synapse</a> technology – bringing together data integration, enterprise data warehousing, and big data analytics – to give the Group deeper insights, faster, to better serve millions of viewers.



Aspiring to extraordinary analytics capabilities &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;



The initiative – codenamed ‘Vibranium’ after the fictional Wakanda metal with extraordinary abilities to absorb, store, manipulate and release large amounts of kinetic energy – sought to achieve the same power from data across the MultiChoice Group. The Group, already mature in its data analytics strategy, was challenged in that it had numerous data and analytics teams working throughout the company’s &nbsp;businesses across Africa.&nbsp;



These teams had been relying on disparate data environments, many of them on-premise. “We needed an agile and scalable, cloud-based single source of truth, with full governance and compliance that would not limit or slow the work of our autonomous analytics teams,” says Jeandre Du Toit, Lead for Modern Data Architecture at MultiChoice Group.&nbsp;



The company partnered with Microsoft to implement aspects of its enterprise data strategy across the Group, including data management, modern data architecture, BI and advanced analytics, and more modern ways of working. 



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MultiChoice introduced DataOps with continuous integration and delivery, as well as a more agile approach in which solutions were delivered in slivers for immediate value, then expanded for incremental value.&nbsp;



“We also wanted to adopt cloud in order to take advantage of new features and new technologies being made available, while also ensuring that we could easily scale, consume and adopt. Because we already had a trusted relationship with Microsoft and in-house Microsoft skills sets that the Group could leverage, we turned to Microsoft,” says du Toit.



Getting deeper insights, faster



The ideal solution for MultiChoice’s needs was Azure Synapse Analytics. Delivering insights up to 14 times faster than other cloud providers, the solution addressed the MultiChoice Group’s top priorities: getting deeper insights, faster.



Adoption was accelerated by using Microsoft Consulting Services, and MultiChoice had direct access to international Microsoft engineers for guidance and collaboration to ensure a well-architected design and framework. The new principles and systems required some upskilling in partnership with Microsoft, but the Group’s data analysts report that they are excited about the new tools at their disposal to deliver on MultiChoice’s requirements.&nbsp;



Vibranium is also among the first projects in the world to be privy to information about new Synapse features still in development, and is therefore able to develop its architecture with a view to utilising those features in future as technologies and demands change.&nbsp;&nbsp;



A single version of the truth



Teams can now also tap into additional information they previously did not have access to, or didn’t know was available, through integrated data stored in a single place and acting as a single version of the truth.



“We are becoming an analytics-driven organisation that understands why treating our data as an asset in a digital world is critical and considers insights an imperative to continuously adapt in a world where change has become a constant,” says Debra Goosen, Analytics Innovation Lead at MultiChoice. “As a large-scale transformation programme, Vibranium is the vehicle that has been set up to achieve these objectives and enables us to continuously evolve.”



The project is also building synergies in the company, with data and analytics teams building on each-other’s work and developing far richer solutions for the organisation. In addition, standardised principles and governance are now applied across the group to ensure data is managed appropriately.&nbsp;



The MultiChoice Group views the large-scale project as transformative in nature, delivering both a modern data platform and a more modern way of work, which will enable it to be more competitive and deliver more personal, relevant engagement and services for its viewers.



“The deeper insights we’re gaining allows us to push our strategy to the next level. We’re a lot more agile and we are starting to see an increase in the cadence of our deliveries,” says du Toit.



To find out what benefits Azure Synapse Analytics can bring to your business, visit <a href="https://azure.microsoft.com/en-us/services/synapse-analytics/">Azure Synapse Analytics | Microsoft Azure</a>

Multichoice logo (1)

Making Africa’s leading entertainment company’s data and analytics agile, scalable and future-proof

Africa’s largest financial institution, Standard Bank, is on a mission: to find ways to set itself apart so that the bank can meet its customer needs in today’s complex, ever-changing world. Operating in more than 20 countries in sub-Saharan Africa and globally, the Bank aims to show customers that It Can Be.



This means that it needs the right tools, resources and platforms to enable the innovation, resilience and efficiencies required to empower its customers. For Standard Bank, that means using <a href="https://powerbi.microsoft.com/en-us/">Microsoft’s Power BI</a> platform to harness data insights and predictive and prescriptive analytics through AI and machine learning. This allows the bank to better serve customers through more accurate targeting and service delivery.



<figure class="wp-block-image size-large"><img loading="lazy" decoding="async" width="820" height="389" src="https://cms.cnbcafrica.com/wp-content/uploads/2022/06/Standard-Bank_30-Baker-Street_Interior_2-1-820x389.jpg" alt="" class="wp-image-417477" srcset="https://cms.cnbcafrica.com/wp-content/uploads/2022/06/Standard-Bank_30-Baker-Street_Interior_2-1-820x389.jpg 820w, https://cms.cnbcafrica.com/wp-content/uploads/2022/06/Standard-Bank_30-Baker-Street_Interior_2-1-300x142.jpg 300w, https://cms.cnbcafrica.com/wp-content/uploads/2022/06/Standard-Bank_30-Baker-Street_Interior_2-1-160x76.jpg 160w, https://cms.cnbcafrica.com/wp-content/uploads/2022/06/Standard-Bank_30-Baker-Street_Interior_2-1-768x364.jpg 768w, https://cms.cnbcafrica.com/wp-content/uploads/2022/06/Standard-Bank_30-Baker-Street_Interior_2-1-1536x728.jpg 1536w, https://cms.cnbcafrica.com/wp-content/uploads/2022/06/Standard-Bank_30-Baker-Street_Interior_2-1.jpg 1920w" sizes="auto, (max-width: 820px) 100vw, 820px" /><figcaption>Standard Bank Baker Street</figcaption></figure>



In 2017, the organisation moved from a traditional centralised business intelligence team to a self-service BI model because its value-added capabilities allowed more accurate and effective targeting and serving of customers. “Power BI helps make citizen data scientists out of anyone who wishes to be one,” says Ziyaad Valli, Lead Analytics Engineer on the BI Data Visualization team at Standard Bank.



By 2020, adoption of the company’s self-service BI was such a success that Standard Bank’s&nbsp;<a href="https://www.microsoft.com/en-us/microsoft-teams/group-chat-software">Microsoft Teams</a>&nbsp;channel for Power BI included more than 3,000 members.



The bank’s data visualization team was using a descriptive analytics model to evaluate what had already happened. But Valli wanted to explore the predictive (what might happen) and prescriptive (what are the possibilities) paths to add to the toolsets for internal teams. As a result, the data visualization team collaborated with the bank’s Insurance Business group to use AI and automated machine learning to predict and accurately target customers.



Using data to tell a more accurate story



In July 2020, Standard Bank Insurance launched a funeral cover product – insurance to cover funeral expenses – that sold well: customers were queuing at branches and phoning the bank’s call centres. Mohammed Tootla, Manager of Data Visualization for the Insurance Business group at Standard Bank, decided they needed more from their data. 



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“We started looking at alternatives to tell a better story with our data,” says Tootla. “We wanted to explore machine learning, but we had no data scientists on our team.”



Tootla then contacted Valli, explaining that his team wanted to move forward with predictive and prescriptive analytics. Valli’s and Tootla’s teams began collaborating in Power BI. They aggregated and analysed sales for the funeral cover across multiple dimensions, discovering a surprising insight that aligned with feedback from business leads: millennial customers were creating higher demand than any other generation.



The other key learning was that sales were happening on a particular day of the week. According to marketing and industry standards, most sales are expected to happen on Wednesdays and Thursdays. However, data showed that funeral cover sales were happening on Fridays.



“We were able to uncover these patterns and key insights solely because of the AI analytics capabilities within Power BI,” says Tootla.



Understanding these trends in the data allowed Standard Bank to make proactive adjustments to target the right audience and prepare for sales accordingly.&nbsp;



Better serving customers and mitigating customer cancellations



Next, Valli and Tootla delved into the forecasting models to compare what sales might look like if factors remained unchanged, with “what-if” parameters – adjusted policies forecast – such as: what happens if South Africa returns to a hard lockdown because of COVID-19 and movement is restricted?



They created hindcast data models for four time periods to compare predictions to actual results and presented them to business leads, who determined the hindcasts accurately stayed within the upper and lower thresholds of the actual numbers.



Because of the forecasting model, the leads now use predictive and prescriptive insights to more properly staff employees in branches and call centres to better serve customers.



Tootla’s team also had another objective: to analyse the high churn rate in his group’s short-term insurance book. The previous report already utilised descriptive analytics models, but these only offered insights as to why a customer had cancelled insurance in the past. They didn’t indicate what might happen in the future.



Valli and Tootla built a binary classification model using the automated machine learning (AutoML) feature in Power BI, which quickly yielded value in affecting the bank’s bottom line.



Using the churn model, 88,000 customers were evaluated—40,000 active and 48,000 previously cancelled. The churn model predicted the risk of losing approximately 8,000 active customers and broke down the 8,000 customers by segment, policy persistency, age, province, and income, so the insurance group could target them when running retention campaigns.



“We were highly impressed with the fast turnaround time with which the Power BI AutoML led to outputs,” says Tootla. “A data scientist would come in and might not produce a report for months. We produced the first binary classification model within three weeks.”



Uniting datasets and adding value



Valli and Tootla agree that the project is still in its infancy. Tootla envisions expanding the forecasting and churn models to the full Standard Bank insurance product line. Beyond that, he foresees uniting the sales, cancellations, and retentions datasets.



“We’d like to bring in customer demographic information and build an all-in-one dataset model we can use as an input into our customer lifetime value model,” he says.



The collaboration and outcomes have altered how Valli contemplates data by assessing any new features broadly and contemplating how they can add value to any business unit his team supports. He says AI analytics is about helping the bank extract value and demonstrating the robust capabilities of the Power BI tools.



“This is only the start. We&#8217;re going to be doing a lot more going forward and we’re all really excited about that,” says Valli.



To find out what value Power BI can add to your business, visit <a href="https://powerbi.microsoft.com/en-us/">https://powerbi.microsoft.com/en-us/</a>.

Standard Bank_30 Baker Street_Interior_2 (1)

Standard Bank shows ‘it can be’ by using AI and analytics to improve customer service

The world’s second-largest brewer is using sports and entertainment to connect with young African consumers as investment and volume growth skyrocket.&nbsp; 



Tiger, the leading international premium brand in Asia, has become the fastest-growing beer brand in Africa’s largest economy, almost doubling sales volume last year. Tiger is one of the brands helping Heineken, the world’s second-largest beer maker, penetrate the most populous country on the African continent, which has about 200 million people, most of whom are under 30 years of age.



‘‘Tiger continued its successful roll-out in Nigeria, making it the third biggest Tiger market globally and the biggest outside the Asia Pacific region,&#8221; Roland Pirmez, President Africa, Middle East, and Europe, said. Driven by the increasing adoption of Tiger, the volume of the company’s premium brands jumped 30% in Nigeria, supported by strong growth in Heineken and the successful launch of the Desperados brand in the country.&nbsp;



An increase in digital penetration in Nigeria due to faster internet speeds and smartphone usage is helping boost the sales of Tiger and other Heineken brands in the West African nation. Heineken’s digital business drive accounted for 75% of net revenues in 2021.&nbsp;



Sales on the company’s digital platform worldwide grew by 130% in 2021 to 2.8 billion euros and are on track to hit 10 billion euros in 2025, it said in a statement. The platform is now operational in 30 markets including Brazil, Italy, France, Cambodia, and Egypt as well as in Nigeria where it helped drive sales.&nbsp;



While Nigeria and other African countries may have lower disposable income relative to others, they represent a sizable population that is growing fast, making them a big opportunity for beer in the long term.



‘’The Nigerian beer market remains attractive given its high growth potential and an improving macroeconomic environment,’’ Pirmez said.&nbsp;



It is not only in Nigeria that the Heineken brand is seeing a surge in sales. Across the continent, sales have rebounded strongly from the pandemic induced slowdown in 2020 “stronger and faster than predicted.” Nigeria recovered strongly from its worst recession in four decades, with the economy growing by 4% driven by a rebound in consumer demand and the non-oil sector in Africa’s largest economy just like many African economies did after the 2020 slowdown.&nbsp;



“Overall 2021 saw total volume exceeding 2019 levels driven by the performance in many markets across the region, especially Nigeria and the Democratic Republic of Congo’’, Pirmez said. International and local premium brands witnessed strong performances in Nigeria, South Africa, Russia, Ivory Coast, and Rwanda, Heineken said.&nbsp;



This is why Heineken is pouring more investment into the continent, an indication of its growing confidence that Africa represents the next growth frontier. The average age on the continent is below 25 years, and the average beer per capita consumption is just around 22 litres, compared with an average of around 78 litres in developing markets. That gives a lot of headroom for expansion capacity, which Heineken is already doing.&nbsp;



Nigeria benefited from the 1.8 billion euros spent on expanding capacity in five countries in 2021, including Brazil, Vietnam, Italy, and Australia. Heineken commissioned the first solar photovoltaic plant to power the Ibadan Brewery plant in Nigeria, which will supply about 800 MWh to the brewery annually, reducing its carbon footprint on the continent by 10,000 tonnes.&nbsp;



The beer maker is also investing in other parts of the continent to take advantage of the growing population, investing over $250 million into the continent in 2021. It unveiled a $100 million brewery in Mozambique, an $11 million brewery in Congo, and a $119.5 million factory near Addis Ababa in Ethiopia. And the Dutch brewer is using pop culture, driven by music, film, social media and sports, to enlist a generation not afraid to be authentic.



Other global players are also seeing potential on the continent as it rebounds from the pandemic. Google, which opened its first artificial intelligence center in Ghana in 2019, has pledged to invest at least $1 billion over the next few years. Microsoft is also investing in Africa with the Microsoft Africa Development Center (ADC) and the Microsoft Africa Research Institute (MARI) in Nairobi, Kenya. The ADC is planning to invest $100 million in new tech within the first five years, while MARI uses AI cloud tech to improve productivity.



Facebook is investing heavily in infrastructure to help more people connect to the internet and is seeking to do this by investing in 2Africa, an undersea cable system set to be the largest in the world.



‘‘There’s never been a better time for brands to align their interests with those of young Africans’, says Tunji Adegbite, whose company, Naspire, provides business research for brands on the continent. ‘‘Yes, they want to drink beer and have fun, but they’re also passionate about sports, music, and fashion as well as film and arts. Only the brands who demonstrate they care about these things will win today and in the future”. And that’s what Heineken has done with Tiger, Radler, and Desperados.



Uniquely, sports has been one of the most successful strategies that Heineken has adopted to drive sales and market penetration in Africa by connecting with lovers of football on the continent. Almost 20 years since it began by sponsoring the popular European soccer tournament, the Champions League, Heineken executed, this year, the most elaborate Champions League trophy tour on the continent, with visits to the Democratic Republic of Congo, Mozambique, Ethiopia, and Nigeria. Fans from Rwanda and Congo Brazzaville also attended the tour in Nigeria and DRC respectively.



The tour was headlined by Clarence Seedorf, the first and only player to have won the UCL with three different clubs — Ajax, Real Madrid and AC Milan; who was joined by African legends Austin ‘Jay Jay’ Okocha, Taribo West, Davido, Daniel Amokachi, and others.



With an estimated 60% of Africa’s population under 25 and the youth population expected to be twice the population of Europe by 2100, sports and entertainment have become a great platform to connect on the continent. Burna Boy, the Grammy winner and multiple nominee is an ambassador for Heineken’s brand Star Lager Beer, while football legends like Okocha and Amokachi are regular advocates. The company sponsors fashion shows and festivals and holds the record for the longest-running music concerts on the continent.&nbsp;



‘‘When you look at the history of brands like Heineken in Africa, the reason they connect so well locally is because they understand and speak the language. They know what the people want and they meet that need; in the process, they build cultural significance and have an impact beyond their actual business. It’s a concept all African entrants need to understand if they want to win here.’’



<figure class="wp-block-image size-large"><img loading="lazy" decoding="async" width="820" height="547" src="https://cms.cnbcafrica.com/wp-content/uploads/2022/05/IMAGE-1-820x547.jpg" alt="" class="wp-image-417457" srcset="https://cms.cnbcafrica.com/wp-content/uploads/2022/05/IMAGE-1-820x547.jpg 820w, https://cms.cnbcafrica.com/wp-content/uploads/2022/05/IMAGE-1-300x200.jpg 300w, https://cms.cnbcafrica.com/wp-content/uploads/2022/05/IMAGE-1-135x90.jpg 135w, https://cms.cnbcafrica.com/wp-content/uploads/2022/05/IMAGE-1-768x512.jpg 768w, https://cms.cnbcafrica.com/wp-content/uploads/2022/05/IMAGE-1-1536x1024.jpg 1536w, https://cms.cnbcafrica.com/wp-content/uploads/2022/05/IMAGE-1-scaled.jpg 2048w" sizes="auto, (max-width: 820px) 100vw, 820px" /></figure>



Meanwhile, the African continent is known for its passion and drive for the game of football. An estimated 400 million Africans tune in to watch European football matches weekly, especially those featuring the most followed teams on the continent – Real Madrid, Chelsea, Manchester United, Arsenal, Liverpool and Barcelona. The growth and success of football professionals from the continent such as Senegal’s Sadio Mane, Egypt’s Mo Salah and Algeria’s Riyad Mahrez have further fuelled this interest and passion for European football. On Champions league football game nights, streets and bars are filled with cheers at every strike of a goal.



It was, therefore, no surprise that UEFA and Heineken embarked on the biggest tour of the UCL trophy in Africa &#8211; The first tour of the trophy since the global COVID-19 pandemic. Getting close to and experiencing the much-coveted UCL trophy is indeed an exciting opportunity for many African football fans.&nbsp;



With the presence of Dutch and AC Milan football legend, the UEFA Champions League trophy toured the cities of Kinshasa in the Democratic Republic of Congo, Maputo in Mozambique, Addis Ababa in Ethiopia and Lagos and Abuja in Nigeria. Fans from Congo Brazaville and Rwanda were also taken on an experience of the tour in DRC and Nigeria respectively. Clarence Seedorf. With the tour coinciding with the quarter-finals stage of the 2021/2022 Champions League season, football matches featuring the likes of Chelsea, Real Madrid, Manchester City, Liverpool, and Bayern Munich further heightened the trophy tour excitement.



<figure class="wp-block-image size-large"><img loading="lazy" decoding="async" width="820" height="547" src="https://cms.cnbcafrica.com/wp-content/uploads/2022/05/IMAGE-2-820x547.jpeg" alt="" class="wp-image-417458" srcset="https://cms.cnbcafrica.com/wp-content/uploads/2022/05/IMAGE-2-820x547.jpeg 820w, https://cms.cnbcafrica.com/wp-content/uploads/2022/05/IMAGE-2-300x200.jpeg 300w, https://cms.cnbcafrica.com/wp-content/uploads/2022/05/IMAGE-2-135x90.jpeg 135w, https://cms.cnbcafrica.com/wp-content/uploads/2022/05/IMAGE-2-768x512.jpeg 768w, https://cms.cnbcafrica.com/wp-content/uploads/2022/05/IMAGE-2-1536x1024.jpeg 1536w, https://cms.cnbcafrica.com/wp-content/uploads/2022/05/IMAGE-2.jpeg 1620w" sizes="auto, (max-width: 820px) 100vw, 820px" /></figure>



Heineken is the world’s most international beer, sold in up to 192 countries. The brand has been a sponsor of the UEFA Champions League since 2005, providing an opportunity for soccer fans to enjoy exceptional football and merry with the best beer brand.



Seating with a bottle of Heineken beer while watching a champion league match is a common sight in various football viewing centres across Africa, so much so that the brand is called the Champions league beer. It is also a warm feeling to see football fans involved in debates after a champions league match has ended over some bottles of Heineken beer.



For UEFA, wooing fans across the world has become even more important given the threat of losing relevance as portrayed in the case of the ‘Super League’. In 2021, 12 top European clubs &#8212; including Manchester United, Liverpool, Arsenal, Barcelona, Real Madrid and Inter Milan &#8212; attempted a breakaway European &#8220;Super League&#8221; to court their loyal fans with the promise of top quality football. The move caused a massive outrage from fans, players, club managers and influential personalities like British Prime Minister Boris Johnson, French President Emmanuel Macron and ex-footballer David Beckham criticizing the idea. Heineken offered its support for UEFA and the UEFA Champions League with a witty social post – “Don’t Drink and Start A League”, which went viral and further sent fans into a frenzy.&nbsp;



The African continent is one of the most populous regions in the world, with over 1.3 billion people as of 2018, which accounts for about 16% of the world’s human population. The African continent is seen as a potential market for the competition to grow and for the beer brand.



Football is the most popular sport in Africa with an estimated 400 million Africans regularly tuning in to watch the UEFA Champions League every season.



Considering the population of the continent, drive, and passion for sport, UEFA and Heineken hence, partnered to take the prestigious UEFA Champions League trophy on a tour of Africa with the objective of inspiring a new generation of African football fans and an appreciation of their love for UEFA Champions League and Heineken.



The tour also sought to build a stronger affinity for Heineken with consumers across Africa, bringing the UEFA experience closer to the African community.



Above all, Heineken has used this tour as a medium to celebrate the passion of African football fans.

TIGER BEER IMAGE

Heineken’s Leading Beer Brand in Asia Now Fastest-Selling in Nigeria

Sub-Saharan Africa has the potential to generate inclusive growth and eradicate poverty, according to the latest World Bank overview of the continent’s economic prospects.1



“Sub-Saharan Africa, home to more than&nbsp;1 billion people, half of whom will be under 25 years old by 2050, is a diverse continent offering human and natural resources that have the potential to yield inclusive growth and eradicate poverty in the region. With the world’s largest free trade area and a market of 1.2 billion consumers, the continent is creating an entirely new development path, harnessing the potential of its resources and people,” the World Bank says.



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However, between the recognition of this potential and its realisation – the day when all Africans are freed from poverty – an enormous amount of work remains to be done. As the continent marks Africa Day today, it is useful to consider what is required.



A 2021 Economic Development in Africa Report by the United Nations Conference on Trade and Development (UNCTAD) states that one condition for achieving inclusive growth in Africa is that workers must acquire better skills to respond to evolving labour market demands.2



It says inclusive development relies on the capacity of social, economic and political systems to provide the circumstances for well-being on a sustainable, long-term basis.



“Therefore, inclusive development should be measured along the interconnected dimensions of human, social and economic development and environmental considerations,” the report says.



In addition, inclusive growth requires higher rates of female participation, yet women remain marginalised in the labour market in Africa.



The private sector has a major role to play in enabling inclusive growth. It is both the engine of economic development and dependent on a flourishing continent for its own success.



At Coca-Cola Beverages Africa (CCBA), our aim is to create greater shared opportunity for the business and the communities we serve across the value-chain, and our social and community ambitions address some of the most immediate needs in Africa.



We believe in creating inclusive growth opportunities for communities, with our focus on women and youth. More relevant in Africa than any other continent, women are integral to our continent’s shared success and are often the decision drivers behind consumer spending trends.



We seek to empower women both in the workplace and through community programmes throughout our markets on the continent.



We support female entrepreneurs to thrive through the provision of financial support, mentoring and training.



An example is the Entoto women empowerment programme in Ethiopia, which was launched in 2020. It has enabled more than 260 women to earn higher incomes by collecting and selling used plastic bottles and distributing The Coca-Cola Company’s products – and in turn also aided our environmental initiatives in relation to recycling.



As we see significant growth potential in Ethiopia, we established nine new intensive training centres to increase the amount of polyethylene terephthalate (PET) collected, resulting in more than 400 women having received intensive training on PET reuse and recycling.



In addition, we also embarked on a market development programme which empowered over 800 women business owners through the provision of coolers to sell more products and expand their businesses.



On the youth front, empowering young people and enabling their inclusion in the economy is critical if we are to achieve our vision of making Africa a better place for all.



We empowered over 15&nbsp;000 youth in 2021 across various of our markets to help make them active participants in the economy.



In South Africa, as an example, we established an enterprise development initiative in 2015, known as Bizniz-in-a-Box, to make a sustainable impact on youth unemployment by creating an ecosystem of viable micro-businesses offering complementary products and services in township communities.



Using the spaza shop as the anchor, each business operates out of a custom-designed container, covering various core needs of the local community. The programme offers young entrepreneurs an opportunity to learn business skills to enable them to grow and run their own business.



We have trained over 720 young entrepreneurs and rolled out over 220 Bizniz-in-a-Box outlets since the inception of the programme, of which 47% are female owned businesses.



Communities where we operate benefit by gaining access to more and/or better resources, which over time enable them to become more self-sufficient and sustainable.



Many members of these communities get employment opportunities they would otherwise not have, and some go on to start their own sustainable businesses through our enterprise development initiatives.



We understand the importance of nurturing from the grass roots level up and in Ethiopia, near one of our factories, we built a fully operational public school that accommodates up to 1,000 students. We built a similar school facility in Bahrdar community in 2019, and we are on track to complete our third school, which is located near our Ambo plant, for the local community.



Creating shared value is mutually beneficial to CCBA, as these individuals ultimately become CCBA consumers, with a real sense of Coca-Cola brand loyalty given the impact CCBA has had on their personal lives.



We continue to work with our supply chain to improve sustainable and ethical local sourcing practices, including a continued commitment to protect human rights.



As at the end of 2020, our local sourcing was at 83%, exceeding the global Coca-Cola target to source locally, 80% of the raw materials usually imported by 2022. This translates into increased opportunity for African suppliers, entrepreneurs and industrialists, helping to develop local economies, diversify goods made in Africa and support inclusive growth.



We continue to support our suppliers to upskill and improve the quality of materials to meet our high standards.



An example is in Ghana, where we sourced 100% of raw materials locally by 2020. Initially local suppliers didn’t have the necessary technical equipment and expertise to produce preforms, closures and labels according to our specifications and high standards.



We proactively supported local suppliers with technical skills and contractual off-take agreements which enabled them to purchase the required machinery to improve their standards.



With increased local sourcing, we saved costs on shipping, customs, clearing and inventory management, driving bottom line profitability – illustrating how economic inclusion can be beneficial to both businesses and local economies.



Another example is in South Africa, where we sourced 98% locally, including sugar.



Increasingly as the African Continental Free Trade Area takes effect, opportunities will open up for local manufacturers to produce higher-value goods and the development of intra-continental value chains that spur inclusive growth.



Companies like CCBA will play a significant part in empowering entrepreneurs, workers and communities to take full advantage of these opportunities.



<ol class="wp-block-list" type="1"><li><a href="https://www.worldbank.org/en/region/afr/overview#1">https://www.worldbank.org/en/region/afr/overview#1</a></li><li><a href="https://unctad.org/system/files/official-document/aldcafrica2021_en.pdf">https://unctad.org/system/files/official-document/aldcafrica2021_en.pdf</a></li></ol>

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