Joni Zurawinski, Advocate for Equal Access to Healthcare, at Roche Diagnostics, speaks to the importance of healthcare partnerships.



Nearly half of the world’s population (47%) does not have access to diagnostic testing. Low-to-middle-income countries (LMICs) are among the worst affected, with large diagnostic access gaps leading to premature deaths. In Africa, there is also a glaring shortage of healthcare workers; for example, pathologists, with a ratio of around one pathologist for every one-million people.



According to the World Health Organization (WHO), however, between 2000 and 2018, new HIV infections in Africa fell by 37% and HIV-related deaths by 45%, with 13.6 million lives saved due to access to testing and anti-retroviral treatment. This significant impact resulted from tremendous efforts made through partnerships – between governments, development and technical agencies, implementing organizations, civil society, and the private sector.



The Global Fund partnership, one of the world&#8217;s largest funders of global health, is one of the shining examples of partnership in practice, having saved more than 50 million lives over the past 20 years and reducing death rates from HIV, tuberculosis, and malaria by more than half.



The past has shown us that progress is possible, and the challenges faced across Africa cannot be solved by any one organization alone. As WHO suggests, and the Global Fund has demonstrated, we need a diversity of partners, thought, and solutions to move ahead. Leveraging the strengths and expertise of a broad range of partners brings solutions to solve complex challenges into better focus.



When established with purpose, transparency, and trust, with an aligned mission from all parties, partnerships have proved to be robust mechanisms in delivering impact. Partnership is the core of much of the success we’ve seen so far in delivering access for patients, and will be one of the key mechanisms to saving many more lives in years to come.



<h3>Why do we need the private sector for sustainable healthcare across Africa?</h3>



The private sector typically comes with technical expertise, speed, efficiency, and the ability to stretch every dollar to create maximum healthcare impact. When resources are scarce, this can offer an immense benefit for global, regional, and local health.



With a focus on growth, private sector companies aim to build technologies and innovations, understanding how and where the technology will work best for the benefit of patients and customers. In many cases, private sector companies have extended global reach to bring diverse best practices and leverage experience from a myriad of markets.



Private sector organizations invest heavily in product research and development and these investments can have greater impact for countries when they are directed with input from a diverse set of stakeholders.



<h3>The impact of public-private partnerships in action</h3>



Public-private partnerships have historically demonstrated an impact in driving access for people who need it and in building sustainable health systems that work.



Project Last Mile brings together the Global Fund to Fight AIDS, Tuberculosis, and Malaria, the President’s Emergency Plan for AIDS Relief (PEPFAR), the United States Agency for International Development (USAID), the Bill &amp; Melinda Gates Foundation, and the Coca-Cola Company.



This cross-sector partnership taps into Coca-Cola’s business network – one of the widest-reaching business systems in Africa – and leverages top skills and experience within the supply chain and service providers to strengthen health systems and improve the availability and reach “to the last



mile” of life-saving medicines. In 2021, the project achieved some key milestones across 12 countries in Africa, having affected more than 35 million lives since its inception in 2010.5



Johnson &amp; Johnson is among several public and private sector partners expanding access to tuberculosis treatment in LMICs and non-governmental organizations. For example, in South Africa, starting in 2015, around 50,000 courses of MDR-TB medicine have been procured for patients in need to date. The initiative also supports efforts to train health workers and raise community awareness to find the “missing millions” of undiagnosed individuals with tuberculosis.



These are just a couple of examples that demonstrate the value and impact of public-private partnerships in addressing the access challenges across Africa. I’ve seen a similar sense of community in action in my own organization.



Roche was the first company to establish a formal diagnostic access program – the Global Access Program – in 2014, together with the Clinton Health Access Initiative (CHAI) and other partner organizations, including USAID, PEPFAR, and the Global Fund, to support much-needed scale up for access to HIV viral load tests to monitor anti-retroviral treatment efficacy across LMICs.



The Global Access Program has since expanded beyond HIV to ensure reliable testing solutions are available to patients in LMICs, focusing on critical infectious diseases, including tuberculosis, hepatitis B and C (HBV and HCV), COVID-19, and HPV (cervical cancer).



The Global Access Program was designed to provide end-to-end, sustainable, local solutions that would go beyond providing reduced pricing of diagnostic and monitoring tests, building capacity, and strengthening healthcare systems – in particular, diagnostics infrastructure. By working together with international agencies, non-governmental organizations, and governments at the global, regional and local levels, it takes a holistic and collaborative approach to improve health system diagnostic capacity.



As part of the Global Access Program, through continued partnership, over 8 million African patients are tested annually to manage their HIV infections. Over the past 7 years, more than 11 million babies have been tested for HIV, and over 8,300 laboratory technicians have been trained. Additionally, 33 African countries have installed Roche molecular diagnostics systems, enabling reliable testing – a critical step to realizing global elimination goals.



Between 2007 and 2017, Roche contributed to several Public-Private Partnerships specifically aimed to address barriers to access and scale up of HIV viral load and early infant diagnosis across Africa. This included partnerships with UNITAID and the Clinton Health Access Initiative (CHAI) to create “Turnkey Laboratories” to improve access for early infant diagnosis, where over 900,000 tests were made available, 300,000 infants were enrolled into care and treatment, leading to more than 100 laboratories across Sub-Saharan Africa offering PCR testing.



In 2012, Roche and PEPFAR announced a public-private partnership to strengthen certification programs, educational resources, and molecular diagnostic laboratory systems to improve HIV and AIDS prevention, treatment, and outcomes.



Some partnerships bring together unlikely matches, but thinking outside of the usual suspects can lead to significant impact. A great example is (RED), the organization founded by Bono and Bobby Shriver in 2006 to fight AIDS and the injustices that enable pandemics to thrive. (RED) leverages big brand presence and influencers to create unique products and experiences. These all raise money for the Global Fund to fight HIV/AIDS.



Roche Diagnostics, was the first diagnostics company to partner with (RED), embarking on a shared mission to create greater awareness of the importance of diagnostics in fighting pandemics and to encourage continued investment in health system strengthening. Over the last 3 years, the Roche and (RED) partnership has broken new ground in shifting awareness forward with new audiences via docu-style stories that helped keep the spotlight on HIV/AIDS and the importance of diagnostics throughout the COVID pandemic.



<h3 id="h-the-continued-role-of-public-private-partnerships">The continued role of public-private partnerships</h3>



The nature of partnerships should continue to evolve, building from past successes, lessons learned, and then adapting to meet new challenges. To reach more patients, we must understand the real-world conditions in public health facilities across the continent and foster cooperation with all the stakeholders to develop new models for access.



We need a diversity of capabilities, expertise, and perspective at the table to work together to tackle complex challenges for healthcare delivery. Partnerships created with purpose and aligned along shared missions and values have demonstrated impact and have shown what can be accomplished – including with the private sector.



&#8220;If everyone helps to hold up the sky, then one person does not become tired,” said Dr. Askkari Johnson Hodari.



I am fortunate to work for Roche, an organization committed to driving access to diagnostics for all – regardless of social, economic, or geographical barriers.



At some point in our lives, every one of us has been a patient and has seen a beloved family member or friend tackle health issues. If we remain mindful of this and work together within trusted, transparent, and purposeful partnerships, we can build strong health systems that provide equal access to the care and treatment people need, no matter where they live.

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Partnerships With Purpose: The private sector’s role in building sustainable healthcare in Africa

The Future of Education in Africa



The COVID-19 pandemic greatly affected the way that education is conceived and delivered worldwide. As institutions in Africa adapt to the new learning environment and consider implications for students, faculty, and staff, technology plays a critical role in enabling successful outcomes both today and in the future.



That’s why OneConnect and Anthology have partnered to support the African education community and help more students and institutions achieve their goals. With a holistic approach to education technology that’s focused on delivering dynamic, data-informed experiences, OneConnect and Anthology are breaking down silos and connecting critical systems to open up a world of new possibilities for learning.



Blending Data with Experiences



A learner doesn’t exist inside one system alone, and neither does an institution. By bringing together data and insights across core solutions, the right technology can help educators develop a deeper understanding of students to deliver more personalized experiences tailored to meet the needs of each learner. This also helps institutions drive operational efficiencies and meet objectives around critical areas like enrollment, retention, and engagement.



Higher education leaders are nearly unanimous in their perspective on the potential impact that blending data and experiences could make. 94% globally agree that a holistic view of learner data pulled across multiple systems would benefit their team and help more students achieve their goals.



“By considering student feedback and investing in technology resources to deliver more personalization across everything from course delivery options to career services, higher education leaders can position their university to provide an experience that meets the needs of today’s learners—and those of tomorrow,” said Jim Milton, Chairman and CEO, Anthology.



“We believe that education technology solutions allow students in rural and remote areas access to the same quality of education as a child attending the best private school in the city. Furthermore, that student can interact with peers across the country and the continent; be exposed to new ideas and new opportunities, benefitting from the diversity and richness of their engagements. Our aim is to also help education institutions see that they can grow their businesses beyond brick and mortar and do so quickly – breaking down “walls” to reach students beyond their physical geography, through sophisticated solutions that make administration and teaching seamless,&#8221; said Rogers Sithole, MD of OneConnect Education.



Partnering for Progress



OneConnect delivers Anthology’s comprehensive suite of education technology solutions to institutions across the African continent. Trusted by more than 150 million learners, educators and administrators in +80 countries, Anthology offers a holistic ecosystem designed to help create an inspiring and infinite world of learning without boundaries. In partnership with the African education community, OneConnect and Anthology are shaping the future of learning through technology.



Get to know us and explore the possibilities. <a href="http://www.anthology.com/" target="_blank" rel="noreferrer noopener">www.Anthology.com</a> OR www.oneconnect.co.za



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Together we will figure it out

Supporting The African Education Community To Achieve Its Goals

Q&amp;A with Emma Knox, CEO: Vitality Health Insurance



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Why is Vitality Health International (VHI) embarking on an Africa strategy?



Before I answer the &#8216;why&#8217; I would like to take the opportunity to share a little more with you on the &#8216;what&#8217;.



Vitality Health International was established last year and is the most recent expansion for the Vitality group, which brings both the Vitality Health International product as well as the unique Vitality wellness program to the rest of Africa. We have launched VHI to enable us to bring this novel private health International solution and wellness program to meet the unique needs of our home continent’s people.



Vitality has more than 20 years’ experience, in 38 countries worldwide with over 27 million members – we believe that the time is right to expand our innovative, globally recognized, shared-value health International offering to key markets across our home continent.



Is your own background and experience conducive to leading an Africa strategy for VHI?



I am very excited to be part of the team bringing Vitality to the rest of Africa. My background is in healthcare, I spent 18 years at GlaxoSmithKline where the focus of my last ten years was focused on bringing much needed medicines and vaccines to sub-Saharan Africa.



In addition to this I have spent some time working with NGO&#8217;s focused on the African continent, with both Project HOPE (Health Opportunities for People Everywhere) as well as sitting on the Board of Save the Children SA. I am passionate about increasing access to healthcare and look forward to bringing this experience to VHI. I am also surrounded by a team of exceptionally talented and experienced individuals in the VHI team, including my actuarial and medical teams who ensure we build the right product for each country and are able to offer real value to our customers.



You say you are working with local in-country partners to deliver your Africa strategy – how have you gone about selecting those partners?



Partnership is crucial to the VHI model. Every country is unique, and we need to work with leading local International businesses to fully understand this and ensure we bring a product of real value. Our partners enable us to do this. In each market we have conducted a detailed in-country review and have a selection process to find a partner who has the right combination of in-market knowledge as well as one which meets our legal and regulatory requirements and has aligned values. I believe that in any partnership the most important ingredient is aligned values, these form the basis of any strong, long-term partnership.



Which countries is VHI currently available in?



We have launched in four countries so far, Nigeria, Kenya, Zambia and the DRC. This is part of a plan to grow our footprint to more than ten countries in the next 12 months.



Ensuring that we provide long-term benefits to our clients in all markets means that we need to get the basics right – it is for this reason that we are taking a considered approach to meet all relevant in-country regulatory requirements. In addition, we have focused on the countries where we believe we can make the most impact, this is dependent on the healthcare model of the country as well as the ability for us to bring our shared-value model. At the heart of our shared value ecosystem is our commitment to create healthier people, and build a stronger healthcare system, across our home continent.



Shared-value is what underpins the Vitality offering and it is what makes our offering so different. The knowledge that looking after your health by doing the correct medical checks for your age, eating healthily and exercising improves our life expectancy and reduces illness is not new. However, we know at Vitality that often this knowledge is not enough to change human behaviour, and that having increased access to clear, relevant information and regular rewards for achieving your goals helps people make long lasting changes that impact their health.



How have you gone about deciding which VHI products are appropriate for Africa?



Vitality Health International is currently only focused on one core product &#8211; this is Health International for corporates where we offer Health International with our Vitality wellness program embedded. We believe this is the product that can make the biggest impact most rapidly.



Through the roll out of Vitality we offer employers the ability for employees to link an approved wearable fitness device to the Vitality platform, to track their physical activity. Employees on Vitality will also be able to complete online health assessments to understand their health risks and receive weekly goals to increase their physical activity levels and earn rewards with Vitality Active Rewards. In three easy steps, Vitality members can:



· Track physical activity through linked wearable fitness devices.



· Achieve weekly, personalised activity goals through the Vitality platform, and



· Earn rewards for achieving their physical activity goals.



In addition to the Health International product we have also launched another product, Travel for Treatment (T4T). Vitality Health International has partnered with Medical Services Organization International (MSOI) to enable us to do this. T4T is an end-to-end clinical concierge service for people living on the African continent who need to access healthcare in top medical destinations, including South Africa, the United Kingdom and France.



Medical tourism is a large and growing opportunity in Africa. The demand for T4T continues to grow rapidly year by year. Unfortunately, the vast majority of patients have to navigate this complex and often intimidating journey alone. An estimated two million patients, mainly from sub-Saharan Africa (SSA) travelled to South Africa between 2003 and 2008, at an average of 400,000 people per annum.



WithT4T, patients get access to a range of healthcare services, at standard medical fees, from contracted healthcare facilities and providers, including dedicated case management support and cover for complications. All non-healthcare arrangements are also catered for according to the needs of the patient, including flights, transfers and accommodation. We take care of all the complex details so that patients can focus on their treatment and healing.



What is your long term vision in terms of your Africa strategy?



The Vitality Health International team are bringing the benefit of our unique wellness programme and International to the rest of Africa along with our unique T4T offering. With these offerings we are committed to bringing our shared value model to the rest of Africa through which we aim to make people, companies, and societies healthier.



Interviewed by Bronwyn Nielson, CEO, The Nielsen Network

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Spotlight on Strategy For Health Insurance In Africa

A visionary leader with a zeal to transform the lives of people in Africa, Senator, Dr. Rasha Kelej, CEO of Merck Foundation, also lovingly known as ‘Mama Africa’, has been at the forefront of the Foundation to address critical social and health issues across Africa through unique and exemplary ways. And one of the exceptional ways she is using to create community awareness about these issues is creating music and video clips together with talented young African musicians.



Merck Foundation CEO: Creating a cultural shift in Africa through Music



Egypt-born Rasha Kelej believes music and art can influence us to make the problem felt, which further stimulates emotions and leads to engagement and action. “Music has the power to touch the hearts and souls of people, bind communities, and bring about a cultural shift in society,” she says.



She used her hidden talents to produce and direct around 30 songs in English, French, Portuguese and local languages, with various local African artists to address issues like breaking infertility stigma, empowering women, supporting girls’ education, ending child marriage, diabetes awareness, promoting a healthy lifestyle, and more.



It is very impressive that besides the talents from the music industry, the President of Liberia, the former First Lady of Burundi, and the daughter of the current President of Burundi have also composed and sung songs for her Merck Foundation “More than a Mother” Campaign to break the stigma around infertility and infertile women in particular.



Kelej recently launched three interesting songs in English, French and Portuguese, to raise awareness about diabetes. The songs communicate an important message that diabetes can be prevented and managed with lifestyle modifications like going sugar-free, eating healthy, exercising regularly, stopping smoking, and limiting alcohol intake.



Creating with African Musicians



Some of the artists Kelej partnered with include Cwezi and Adina from Ghana, Wezi from Zambia, Kenneth from Uganda, Sean K from Namibia, Blaze from Mozambique, Sunita from Gambia, Tom Close from Rwanda, Suzanna Owiyo and Octopizzo from Kenya, Rozzy from Sierra Leone, Dan Lu from Malawi, Irene Logan from Liberia, Laura Beg from Mauritius – to name a few.



Another interesting song that she produced as her personal contribution to show support and appreciation for medical workers around the world during COVID-19 was ‘My White Army Song’.



It is worth appreciating that she coordinated with 11 singers across Africa to come up with this song, which was a tribute to the medical workers during COVID-19. It was for the first time that singers from 11 African countries came together in one song in three languages – English, French, and Arabic.



Merck Foundation Awards for African Talents to Raise Awareness



To encourage young talents who aspire to become singers to raise awareness through songs, Kelej has announced two song awards in partnership with African First Ladies. One is the ‘More Than a Mother’ song award for breaking the infertility stigma, supporting girls’ education, women empowerment, ending child marriage, ending FGM, and/ or stopping Gender Based Violence at all levels. And the second is the diabetes &amp; hypertension song award to promote a healthy lifestyle and raise awareness about the prevention and early detection of diabetes and hypertension.



Not only this, but the awards have also been announced on these themes for filmmakers, fashion designers, media, and young talents in these fields.



“I invite African artists, media and young talents of Africa, to be the voice of the voiceless, break the silence. Send us your entries at submit@merck-foundation.com,” she adds.



Creating “Our Africa” TV program to raise awareness



This multi-talented CEO has also conceptualized, produced, directed, and co-hosted a TV program “Our Africa by Merck Foundation”, a pan African TV program that features fashion designers, singers, and prominent guests from various domains with the aim to raise awareness about a wide range of social and health issues in Africa.



The show has been receiving overwhelming acclaim from its viewers and social media followers of Kelej, for its ability to use a medium like fashion and art to address sensitive social and health issues.



The show initially released on KTV in Kenya, NTV in Uganda, and GH One TV in Ghana and ZNBC in Zambia, AYV in Sierra Leone and LTV, Liberia, immediately captured the attention and hearts of millions of viewers across Africa. “Our Africa” TV program is currently on the social media handles of Kelej and Merck Foundation.



African First Ladies as Ambassadors



Over the last five years Kelej has been working closely with more than 20 African First Ladies, who are the ambassadors of Merck Foundation to build healthcare capacity, break infertility stigma, support girls’ education and more.



She has also launched 8 children’s storybooks on these issues to sensitize children from young ages in three languages, English, French and Portuguese – another unique initiative to create a culture shift.



Making history via Transforming Patient Care in Africa and beyond



Kelej spearheads Merck Foundation’s programs that have been contributing in building healthcare capacity in Africa and beyond. They provided 1470 scholarships to young doctors from 50 countries with scholarships in more than 32 critical and underserved specialties. Merck Foundation became part of Africa’s legacy as they provided training to the first specialized doctors in many fields like Fertility, Embryology, Oncology, Diabetes, Endocrinology, Respiratory and more.



“We invite all doctors from underserved communities to apply to our scholarships on our email info@merck-foundation.com to fill health gaps in their communities,” Kelej emphasized. To follow the Merck Foundation mission, visit: www.merck-foundation.com and www.rasha-kelej.com.

Senator Dr Rasha Kelej during OUR Africa by Merck Foundation TV Show (1)

Merck Foundation CEO: Creating Songs With African Musicians to Raise Awareness

WCEF presents the world’s leading circular economy solutions with business leaders, policymakers and experts participating from around the world. In attendance in Rwanda from 6th to 8th of December was Josephine Wawira, the Communications Lead at Sustainable Inclusive Business, the Knowledge Center under the Kenya Private Sector Alliance (KEPSA).



Kigali, a city that rhythms with African charm, prides itself on biodiversity that is well maintained, sprawling over green valleys and ridges, the capital of the land of a thousand hills, Rwanda. I am here for the annual World Circular Economy Forum (WCEF), and like millions of other people who have visited Kigali, I am in awe of the progressiveness of an African people who have chosen to rise from dust to glory. The streets are clean and flowers blossom along the roads; safe for your morning jog or an evening bicycle ride with provisions for both pedestrian and cycling lanes. On multiple corners sustainable buildings are coming up; some are already in existence. A city on the move towards the right direction. A direction of peaceful co-existence, a spirited art scene, an alluring business environment, delightful gastronomic experiences and an incredibly inviting culture.



Amid my deep analysis and comparison with my country Kenya, my thoughts are interrupted by the arrival of my guest, Kari Herlevi. He is the Head of Unit, Global Collaboration at the Finnish Innovation Fund – Sitra, the lead organization for the WCEF. A delightful gentleman who is driven by a bigger purpose to contribute to a better future. For Herlevi, it’s not just about the economy but also about the environment, making for an interesting side-line chat on the biodiversity topic that has captured the attention of global policymakers as well as the private sector.



As a background, WCEF presents the world’s leading circular economy solutions with business leaders, policymakers and experts participating from around the world. Hosted in the Global South for the first time in Kigali from 6th to 8th December, this year’s forum presented a unique opportunity for African countries and the world at large to transition toward an inclusive low-carbon and climate-resilient economy while tackling key societal challenges.



For this transition to happen, we cannot understate the importance of biodiversity, as it’s not only important for our co-existence with nature, but also supports our economy, civilization, and survival of the human race. At this juncture, Herlevi reflects on the gravity of biodiversity loss globally, the correlation with climate change, the dangers we face unless we take prompt action, and the opportunities we have to turn the tide. Unfortunately, biodiversity loss is more acute in Sub-Saharan Africa under the “business as usual” scenario. This is mostly driven by an increasing agricultural land use to feed a growing population. On the other hand, the primary forest cover continues to decrease, leaving Sub-Saharan Africa even more vulnerable to longer-term impacts.



Are you a threat or an opportunity for biodiversity? Herlevi asks me, and it immediately gets me wondering. How am I, you, individually contributing to this menace? Let’s take our daily consumption patterns for example.


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According to a 2022 Sitra Report on Tackling Root Causes, Agriculture uses 50% of habitable land globally, of which 77% is used to farm livestock for meat and dairy consumption or to grow crops for livestock consumption. Almost half of the forest area lost in the tropics has been converted to



agriculture, chiefly for beef, palm oil and soybean production. So, every time you and I crave a beef burger, we must evaluate our contribution to the biodiversity loss and ask ourselves if it is necessary to consume it as often as we currently do.



How about the tones of clothes lying around our wardrobe unworn for years on end, yet we keep adding to the heap each passing day? And how often do our torn clothes find their way into the dustbin, more often mixed with wet waste and into the landfill? But what if we focused on quality instead of quantity? What if we bought clothes only when we need them and not because we just wanted them? What if designers and manufacturers increased the durability of the materials so we can wear them longer without wear and tear? What if we refurbished more and recycled them at the end of their lifecycle? What if the textile industry used more regenerative methods to cultivate fibres? What if we shifted our consumption behaviour and adopted more regenerative and circular models that will then transform our economies to become more resilient and unlock new growth by giving us more, from what we already have? What if?



As I write this, the UN Biodiversity Conference (COP 15) is underway in Montreal, Canada (7 &#8211; 19 December 2022). More governments and policymakers convene from around the world to agree to a new set of goals for nature over the next decade through the Convention on Biological Diversity post-2020 framework process. But until we redefine how we produce, consume and manage the materials and products we already have; until we transition to a circular economy and implement tangible impact-driven solutions that reduce the impacts on biodiversity by reducing resource use; unless we urgently change course and start acting in conjunction with nature and not against it by starting the process of biodiversity recovery; then year on year, while all these discussions continue, biodiversity loss will keep accelerating. Temperatures will keep rising and the frequency of extreme weather experienced. The habitat will continuously degrade, and nature’s glory will deteriorate thus diminishing returns from its contribution to the people.



An hour of conversation with Herlevi goes by too fast; both of us are engraved in a global challenge that affects both our countries’ futures though from different contexts. And while varying drivers differentiate Finland, Rwanda and Kenya and so many other countries represented in the World Circular Economy Forum, we feel united by one mission, that of saving humanity from the pangs of our own doing. As we bid goodbye we remind each other of the key question, are you a threat or an opportunity for biodiversity?



Words by: Josephine Wawira

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Are you a threat or an opportunity for biodiversity?

<blockquote class="wp-block-quote">&#8220;It is in the character of growth that we should learn from both pleasant and unpleasant experiences.&#8221; &#8211; Nelson Mandela </blockquote>



Formulating Sustainable Healthcare &#8211; A Balancing Act.&nbsp;&nbsp;



&#8220;Healthcare is not just an industry; it&#8217;s an equality booster and an economy contributor,&#8221; shares Dr. Nicholas Crisp from the National Department of Health in South Africa. Formulating a sustainable healthcare model should be everyone&#8217;s priority and is a matter of national interest.&nbsp;&nbsp;



Experiences fueled by the COVID-19 outbreak became lessons of unexpected collaborative efforts, technological adaptations, and greater healthcare awareness amongst patients and healthy populations. Two years later, it is time to distill these lessons to shape a robust and sustainable plan. A plan that requires executives to find the right balance among strategic variables.&nbsp;&nbsp;&nbsp;



Executive Forecast has interviewed top-level executives from the pharmaceutical, healthcare, and medical technology industries and refined what we&#8217;ve learned into essential insights. To gain a deeper understanding of these topics, click below to view our full report, including unabridged interviews with South African executives online. 



<a href="https://cms.forbesafrica.com/wp-content/uploads/2022/12/Online-Version-for-Forbes-Africa-Reviewed-by-GE..pdf" target="_blank" rel="noreferrer noopener">DOWNLOAD FULL REPORT HERE</a>



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Going Back to the Future of Health 

While the African beauty industry is largely dominated by international beauty conglomerates, Belle Nubian seeks to not only challenge these statistics, but also help the continent reclaim and redefine what it considers to be true African beauty.



As beauty ideals begin to shift around the world, the demand for brands that understand the plight of African skin continues to grow.



Tapping into a billion-dollar industry that is dominated by international companies is no easy feat.



Yet, Faria Ichola already possessed a skill that would help her achieve this goal – a work ethic instilled in her by an A list American Singer.



“It was an intense experience, but as my coach and mentor, she instilled an incredible work ethic in me.”



It was during this period that Ichola was introduced to skincare solutions practiced by celebrities, and she noticed how these solutions helped maintain healthy skin.



Coupled with memories of her late mother’s entrepreneurial spirit, and her master&#8217;s in Business and Administration, it wasn&#8217;t long before Ichola set out to provide solutions to women on the African continent.



A solution for African skin concerns



Hailing from the Republic of Benin and Ivory Coast, West Africa, and struggling with her own skincare issues, Ichola sought out remedies for her woes.



In doing so, she discovered a formula that was so effective in addressing her concerns that she believed it would offer the same benefits to others.



Launched in 2016, based in New York, Belle Nubian now has 40 stores around the world, with just over 200 distributors, and an annual turnover of $10 million.



Translating to Beautiful Black, the brand emerged after Ichola was introduced to glutathione, an antioxidant ingredient gaining popularity due to its effectiveness on the skin and overall health.



After discovering that the compound was relatively non-existent in the beauty market, Ichola created a dual glutathione and vitamin C product, and began selling.



It wasn’t long before the product sold out, and as the brand grew and began introducing new products, Ichola recruited distributors that would help her sell across Africa. 60% of revenue is generated from the franchises and distributors in Europe and the USA.



In addition to helping African women embrace healthy skin, Ichola has also created opportunities for them to earn a living by distributing Belle Nubian products.



“We empower so many women who are now financially independent and happier in their marriages and in their lives. They don&#8217;t have to take any burden from men anymore. They&#8217;re free.”



Laying the Beauty Foundation



Launching a successful business is a feat that Ichola is proud of, yet she has realized that no matter how large her consumer numbers grow, it doesn’t make her immune to criticism.



Ichola acknowledges that every struggle comes with a lesson, and if she hadn’t gone through these struggles, then she wouldn’t have learned what she needed to in order to move forward.



A beauty secret revealed



Consumers often struggle with trusting brands, especially those that produce products to be used on the skin. Yet Ichola believes that her audience has no qualms about trusting her because of her candidness,



“My audience likes me because I&#8217;m genuine. I don&#8217;t pretend to be what I&#8217;m not…I share my struggle. I share my battles, and I&#8217;m transparent.”



However, it is not just the effectiveness of her ingredients or candidness that Ichola credits her success to, but also her attention to detail.



“Unfortunately, while some companies will possess all the necessary tools and resources, they may fail to meet success due to poor implementation and organization,” says Ichola.



By ensuring organization in her business, and never letting anybody discourage her, Ichola launched a successful brand that brought luxury skincare to the continent.



With plans for the brand to introduce products aimed at babies, as well as haircare, it’s clear that Belle Nubian is leaving its beauty mark on Africa – and beyond, as the company intends on expanding into real estate and finance.

IMG 2

Bringing African Luxury To Skincare

Read on if you want to work as an Executive Vice President at Global Trade Bank, a division of Afreximbank managing a large and diverse portfolio and boosting Africa’s trade with the world.



African Export Import Bank (the bank) was established in October 1993 by a treaty signed and ratified by African Governments. Its shareholders are African Governments and/or their Central Banks financial institutions and private investors.



Established as a multilateral organisation, its purpose is the financing, promotion, facilitation and expansion of intra-African and extra-African trade. With headquarters in Cairo, Egypt, the Bank has branch offices in Abidjan, Abuja, Harare, Kampala, and Yaoundé.



In recent years, the bank has experienced considerable growth. To build on this success, it is now implementing its 6th Strategic Plan covering the period 2022 – 2026.



The plan is based on four Strategic Pillars namely: Intra-African Trade &amp; AfCFTA Implementation; Industrialisation &amp; Export Development; Leadership in Global Trade Banking in Africa; and Financial Sustainability. One of these Strategic Pillars is being established as a division within the bank, known as the Global Trade Bank (“GTBA”).



And now, the bank has engaged the Willis Partnership to assist them with the recruitment of an Executive Vice President to provide leadership and strategic direction for the Global Trade Bank.



What would a candidate be doing in this role?



Based in Cairo, Egypt and reporting to the President &amp; Chairman of the Board of Directors, the Executive Vice President, GTBA Bank (EVP GTBA Bank) is a member of the bank’s Executive Management Forum (EXMAF) and is responsible for leading and developing a team of high-achieving professionals to manage a large and diverse portfolio of about $10 billion per year across Africa.



They will be expected to develop and implement strategies to boost Africa’s trade with the world including access to trade finance across the full spectrum of products and services. These include short-term products, such as import and export finance and other specialised trade finance facilities, including structured trade finance, forfaiting, factoring &amp; supply chain finance, commodities finance, advisory, derivatives, trade services, letters of credit, and guarantees &amp; correspondent banking. The EVP GTBA will also supervise syndications and overall asset distribution.



The EVP GTBA will spearhead the development of deep industrial knowledge in target sectors and lead the sourcing of new transaction opportunities through a broad professional network. The position is responsible for managing the entire value chain related to global trade banking including origination, due diligence, structuring/negotiating, and the closing of new transactions as well as managing all associated risks.



The EVP GTBA serves as the leader of the Global Trade Bank and as the liaison between the President and the Board of Directors, other Afreximbank business units and group support functions, investors, and other relevant stakeholders. They are expected to contribute to thought leadership and to foster a healthy workplace culture based on Afreximbank’s core values, to support professional development, staff well-being, as well as the transformation of the African continent.



What does someone need to work at Afreximbank as an Executive Vice President?



Eligible candidates for this role must be able to demonstrate they are a national of an African country (including dual citizens), have a relevant undergraduate degree and a postgraduate or professional qualification, as well as a minimum of 15 years’ relevant experience in financial and investment services – with a demonstrable track record in the banking industry at senior management level.



The candidate must also have substantial experience of leading and managing trade-related banking, coupled with strong current knowledge of the African trade environment and key trade sectors, along with strong business acumen, maturity and tact gained within multicultural environments, with experience of building successful relationships at the highest levels in government and the private sector.



Additionally, they must possess excellent communication, business presentation, and analytical skills, as well as proven stakeholder management experience coupled with strong decision-making and problem-solving skills.



Candidates can apply with a full curriculum vitae to a retained consultant Robert Baldwain, at: robertbaldwin@willis-partnership.co.uk, quoting reference DGLTR/22.



Applications sent directly to the Bank will not be considered. The closing date for applications to be received is 31st January 2023.

Afreximbank Landscape Image – Forbes Africa – (1200×628 px)

Making change in a large multilateral organization in Africa

Michelle Akande, Vice President of Global Access Financing at Pfizer outlines why building connections across the global health community and developing new solutions has never been more important, especially for Africa. 



We are living in an era of unacceptable juxtapositions. In 2015, a report about the frontiers of longevity postulated that a child born then could live to 142 years. On the other hand, life expectancy in the lowest ranked 10 countries in the world ranges only between 55 and 60 years. Even where life expectancy is getting longer, people aren’t necessarily getting healthier, which means facing many years lived in poor health.&nbsp;



Scientific breakthroughs, an important part of closing this gap, are accelerating at an unprecedented rate. However, access remains a challenge to some of the most underserved populations globally. Access is being compounded by several immediate and longer-term mega trends including the economic consequences of COVID-19, the food crisis caused by the ongoing war with Russia and Ukraine, and the triple burden of disease–often referred to as the culmination of communicable diseases, the growing epidemic of non-communicable diseases, and emerging globalization related conditions like pandemics and the impact of climate change on health.



The pharmaceutical industry will continue to be a key player in advancing scientific discoveries whilst also helping to equalize access to quality healthcare. At this inflection point in human history, that responsibility has never been more critical. According to the Institute for Health Metrics and Evaluation, there is an estimated gap of $370 billion annually on health spending in frontier countries, which includes African countries, if the Sustainable Development Goal target is to be met by 2030. The Global Impact Investment Network (GIIN) tells us that, of the estimated $500 billion annual global social-impact investment, Africa receives only 1.6% yet it has 23% of the global disease burden and is home to 16% of the world’s population.



Equalizing access and accelerating health equity in our changing global context requires new thinking. It requires seizing this pivotal moment and leveraging the increasing democratization and decentralization of health with those who shape it and those who fund it. It is no longer feasible just to think about interventions from the perspective of big philanthropy or government financing–even though these remain critically important.



During the World Economic Forum’s Annual Meeting at Davos this year, Pfizer announced ‘An Accord for a Healthier World’, a transformative initiative focused on providing our current and future patent-protected medicines and vaccines available in the US and EU to 45 low-income and lower-middle-income countries on a not-for-profit basis. The Accord is also an invitation to collaborative action with other access and health equity focused health actors. It is the first step of a long-term commitment to close the time it takes to access scientific breakthroughs in these countries, and an opportunity to leverage earlier access to innovations to support health system strengthening.&nbsp;



Under the leadership of their governments and the support of global health partners, work is already underway in the first countries to implement the Accord. Taking a patient centric approach and led by governments and with other stakeholders, the Accord is working at select facilities to identify healthcare gaps and optimize the patient journey, leading to improved health outcomes across rare diseases, cancers and rheumatic conditions. Although needs will vary across facilities and health systems, this will likely involve leveraging appropriate innovative service delivery tools, and leapfrogging approaches to close demand and supply side gaps, including the availability of efficient referral and patient navigation networks, strategically positioned diagnostic and laboratory infrastructure, treatment access and patient adherence, as well as counselling and other support services where needed. Making this transition will take resources meaning we also need to challenge ourselves in creating new, commercially viable and sustainable models for identifying and securing financial support. &nbsp;



As interest rates rise globally, currencies are devalued, and liquidity becomes more challenged, new financing will be required to close health system gaps. With over 50% of low-income countries facing the possibility of debt distress, that financing will need to be patient and transformational.&nbsp;



Such transformation is already emerging from collaborative efforts. During the United Nations 77th General Assembly, Pfizer and partners hosted the Accord House, an opportunity for government, the private sector and the global health community to discuss how best to address the health equity gap and enable greater well-being in lower-income countries. During a discussion on Health Systems Financing which was moderated by Prof. Prashant Yadav, Academic Director of the INSEAD Africa Initiative, we heard the Minister of Health for Ghana, Mr. Kwaku Agyemang-Manu, Zeynep&nbsp;Kantur Ozenci, Global Sector Manager for Health and Education at the International Finance Corporation (IFC), Sebastian Ashong-Katai, Group Head of Financial Institutions and International Organisations at the EcoBank Group and Michael Anderson, CEO of MedAccess talk about agreements between Governments, Multilateral Organisations and the Private Sector that are unlocking concessionary financing for health. Likewise, partnerships between development finance institutions and commercial banks are resulting in new products with longer payback periods and lower interest rates. Health-focused funds by influential investors are also playing a critical role in catalyzing and encouraging diverse participation, whilst de-risking health investments. While smart finance solutions like volume and procurement guarantees are part of a proven solution for addressing systemic market failures.&nbsp;



This is the type of transformation that will contribute to sustainable health system improvements and improved patient outcomes–from results-based financing to repurposing sovereign debt; from decentralized finance to blended finance solutions; from risk sharing arrangements to the use of credit enhancements; and, from the organizing of remittances going back to developing markets to donor-assisted funds. The range of actors, trends and financing pathways present a unique and urgent opportunity to close the equity gap in financing healthcare and addressing the social determinants of disease. Emboldened by our purpose to bring breakthroughs that change patients’ lives, we are collaborating across these actors, leveraging these trends and instruments to enable the shared vision for a healthier world. Not only do these approaches provide an opportunity to redefine financial pathways globally, if organized optimally, they can revolutionize how healthcare is financed.



As we build on Pfizer’s presence in Africa, which dates back more than 70 years, building connections across the global health community and developing new solutions has never been more important. Health care financing has been decentralized, which means that private and public money, capital markets, corporations, individuals and more have a role to play in building sustainable equitable healthcare solutions and reorganizing funding. We must all work together to help close the health equity gap, strengthen health systems and enable better patient outcomes.&nbsp;

Female Doctor taking blood pressure on patient in a hospital

BRIDGING THE HEALTH FINANCING GAP IN AFRICA

Developed and operated by the Gauteng IDZ Development Company, the OR Tambo International Airport Special Economic Zone is competitively located at or in proximity to OR Tambo International Airport.&nbsp; In support of its competitive location, the value proposition of this SEZ is centred around the service offering of OR Tambo International. Recent statistics show that OR Tambo International continues to be a leading Airport in Africa, both in terms of passenger and cargo traffic. Specific to cargo, OR Tambo International is responsible for 84% of all air cargo traffic in Airport Company South Africa’s network. With a 95% recovery to pre-Covid air cargo throughput realised so far, it is envisaged that the Airport will continue to play a major role in the movement of air cargo.



<figure class="wp-block-image size-large"><img decoding="async" loading="lazy" width="1024" height="576" src="https://cms.forbesafrica.com/wp-content/uploads/2022/12/GIDZ11-1024x576.png" alt="" class="wp-image-56974" srcset="https://cms.forbesafrica.com/wp-content/uploads/2022/12/GIDZ11-1024x576.png 1024w, https://cms.forbesafrica.com/wp-content/uploads/2022/12/GIDZ11-300x169.png 300w, https://cms.forbesafrica.com/wp-content/uploads/2022/12/GIDZ11-768x432.png 768w, https://cms.forbesafrica.com/wp-content/uploads/2022/12/GIDZ11-1536x864.png 1536w, https://cms.forbesafrica.com/wp-content/uploads/2022/12/GIDZ11-2048x1152.png 2048w" sizes="(max-width: 1024px) 100vw, 1024px" /></figure>



Leveraging OR Tambo International’s Air Cargo Capabilities&nbsp;



With its proximity to South Africa’s main air cargo centre, the OR Tambo SEZ focuses on the production and export of goods that typically move via air freight.&nbsp; These include perishable products that are time or temperature sensitive such as fresh food products and medicines as well as high value commodities such as jewellery and diamonds or even fuel cell products.&nbsp;



Taking the value chain approach&nbsp;



Access to infrastructure that supports the movement of goods manufactured at the SEZ is one thing, ensuring that there is an operating value chain to support the sector identified for location at the SEZ is another.



In support of its vision to create a globally competitive SEZ, the Gauteng IDZ has taken a value chain approach to the OR Tambo SEZ’s development. To this end, the Gauteng IDZ works to understand the proposed industries or sectors – from the input to the end market, thereby ensuring that the necessary technical and business support are located within the SEZ’s environment.&nbsp;



By doing so, nuances specific to a sector or industry are understood, ensuring that linkages central to an industry’s production processes are put in place for competitive manufacturing practices to thrive.



Tailor-made industry solutions&nbsp;



Industry insight is central to the Gauteng IDZ’s sectoral work. By unpacking the requirements of each industry or sector to be located at its SEZ precincts, the Gauteng IDZ incorporates industry-specific requirements in the design and development of all its Precincts.



This is already underway at ORTIA Precinct 1, where industry requirements on the development of a safe, secure and globally competitive metals beneficiation park have been factored into the design and operations of the Jewellery Manufacturing Precinct, also known as the JMP. &nbsp;



Positioned to become a leading diamond and jewellery manufacturing cluster in Africa, the JMP aims to leverage its proximity not just to OR Tambo International but to mineral producing countries located in Africa.&nbsp; Through this, ease of access to raw mineral inputs mined in Africa and thereafter, beneficiated and exported to global markets through OR Tambo International is guaranteed.



The cluster approach to development of the OR Tambo SEZ is also guiding work in progress for ORTIA Precinct 2 as well as the Springs Precinct, both areas that, informed by their competitive locations are positioned for the production and export of perishable products (such as medicines and fresh food products), electronics, fuel cells, capital as well as mining component equipment respectively. &nbsp;



Located in Kempton Park some 3kms away from OR Tambo International’s Air Cargo Precinct, ORTIA Precinct 2 is the perfect location for the manufacturing of perishable products exported through OR Tambo International. The Airport is within a 2-hour flight radius of the broader southern African region, covering a population of 142m inhabitants, ensuring ease of access to the SADC market.



Located some 30kms away from the Airport in Springs, Ekurhuleni, the Springs Precinct is competitively located next to a Platinum Refinery. This location makes it ideal for the production and export of Platinum beneficiated products such as fuel cells, platinum catalysts and platinum jewellery. It is also the ideal location for the production and export of mining and transport equipment components. &nbsp;



Fostering cohesion and circular development practices



Each of the OR Tambo SEZ Precincts have been designed to foster cohesion in support of circular and sustainable development practices. &nbsp;



Specific to ORTIA Precinct 1 where a Jewellery Manufacturing Precinct is under construction, stakeholders that support the value-addition and export of processed metals have been located at the Zone. These include the national regulatory agency responsible for overseeing licencing applications and approvals, a gold refinery with the capacity to refine both raw and second-hand gold, sector focused logistics companies that oversee the movement of goods to the airside as well as jewellery and diamond processing companies. Combined, the presence of all these role players ensures that the beneficiation of metals at the SEZ is undertaken in an efficient and circular manner – with reverse logistics in place to reduce, amongst others, production related costs and the risks associated with the movement of these precious goods to Airside. &nbsp;



This approach will also be applied for both ORTIA Precinct 2 and the Springs Precinct, where the design of these industrial parks will factor in the requirements central to the effective establishment and operation of the sectors at the Zone. &nbsp;



The design of the Precincts will also be underpinned by sustainable and circular development principles.&nbsp; This is key, given the role that Special Economic Zones can play in the continent’s future where more and more, manufacturing practices and the impact they can have on the environment are key to investment decisions made.&nbsp; This is also essential within South Africa’s present development landscape, where sustainable energy and water provisioning solutions are critical for effective and uninterrupted business operations.



Investment Opportunities available&nbsp;



Manufacturing investment opportunities are available at both ORTIA Precinct 2 and the Springs Precinct.



Projected to have a Gross Lettable Area of approximately 250&nbsp;000m², it is envisaged that ORTIA Precinct 2 will be the home of pharmaceutical and medical producing companies. It is also posed to be an expansion of the metals cluster development already underway at ORTIA Precinct 1. Furthermore, electronic component manufacturing as well as e-commerce solutions are being targeted for location at this Precinct.



On the other hand, the Springs Precinct has a projected Gross Lettable Area of approximately 63&nbsp;000m². In support of its competitive location next to a major metal refinery, this Precinct is earmarked to become a major fuel cells and Platinum Group Metals localization hub. The location is also being promoted for capital and mining equipment component manufacturing.



Environmental authorisation for both Precincts has been secured and planning to unlock the bulk and enablement works is already underway, ensuring that both land parcels are available for market uptake.



<figure class="wp-block-image size-large"><img decoding="async" loading="lazy" width="1024" height="576" src="https://cms.forbesafrica.com/wp-content/uploads/2022/12/GIDZ-2-1024x576.png" alt="" class="wp-image-56972" srcset="https://cms.forbesafrica.com/wp-content/uploads/2022/12/GIDZ-2-1024x576.png 1024w, https://cms.forbesafrica.com/wp-content/uploads/2022/12/GIDZ-2-300x169.png 300w, https://cms.forbesafrica.com/wp-content/uploads/2022/12/GIDZ-2-768x432.png 768w, https://cms.forbesafrica.com/wp-content/uploads/2022/12/GIDZ-2-1536x864.png 1536w, https://cms.forbesafrica.com/wp-content/uploads/2022/12/GIDZ-2-2048x1152.png 2048w" sizes="(max-width: 1024px) 100vw, 1024px" /></figure>



Located in Kempton Park some 3kms away from OR Tambo International’s Air Cargo Precinct, ORTIA Precinct 2 is the perfect location for the manufacturing of perishable products exported through OR Tambo International. The Airport is within a 2-hour flight radius of the broader southern African region, covering a population of 142m inhabitants, ensuring ease of access to the SADC market.



<figure class="wp-block-image size-large"><img decoding="async" loading="lazy" width="1024" height="576" src="https://cms.forbesafrica.com/wp-content/uploads/2022/12/GIDZ-3.1-1024x576.png" alt="" class="wp-image-56973" srcset="https://cms.forbesafrica.com/wp-content/uploads/2022/12/GIDZ-3.1-1024x576.png 1024w, https://cms.forbesafrica.com/wp-content/uploads/2022/12/GIDZ-3.1-300x169.png 300w, https://cms.forbesafrica.com/wp-content/uploads/2022/12/GIDZ-3.1-768x432.png 768w, https://cms.forbesafrica.com/wp-content/uploads/2022/12/GIDZ-3.1-1536x864.png 1536w, https://cms.forbesafrica.com/wp-content/uploads/2022/12/GIDZ-3.1-2048x1152.png 2048w" sizes="(max-width: 1024px) 100vw, 1024px" /></figure>



Located some 30kms away from the Airport in Springs, Ekurhuleni, the Springs Precinct is competitively located next to a Platinum Refinery. This location makes it ideal for the production and export of Platinum beneficiated products such as fuel cells, platinum catalysts and platinum jewellery. It is also the ideal location for the production and export of mining and transport equipment components.



&nbsp;

GIDZ 1

Enhancing industrial development one Precinct at a time: the OR Tambo SEZ vision

Leveraging Google’s Artificial Intelligence (AI) functionality, Deep Learning Café is helping Renergen use the data they have to streamline the process of searching for natural gas.



At the start of 2022, a <a href="https://www.bcg.com/publications/2022/role-of-gas-south-africas-path-to-net-zero">report</a> on the role of gas in South Africa’s path to net-zero carbon emissions explained that liquefied natural <a href="https://www.engineeringnews.co.za/topic/gas">gas (LNG) is an important part of South Africa’s transition away from more emissions-heavy traditional fossil fuels. But</a> only if it is affordably supplied. The report argues in favour of the importation of gas, suggesting that the possible <a href="https://www.engineeringnews.co.za/topic/exploration">exploration</a> and development of domestic <a href="https://www.engineeringnews.co.za/topic/gas">gas</a> fields is simply too complex and capital intensive. Well, until now. 



Renergen and Deep Learning Café have partnered to address this issue. A producer of helium and LNG, Renergen knows a thing or two about the costs associated with gas exploration and development. This is why they are working with Deep Learning Café, a Google Partner and solutions company that uses artificial intelligence (AI) -– Google’s Vertex AI solution in the case of Renergen -– to empower brands to better understand their business data and to help them make their operations more efficient by finding unique ways to solve the problems they face.&nbsp;



The devil is in the data



According to Khalid&nbsp;Patel, head of exploration at Renergen&nbsp;Limited, the search for any natural resource deposit almost always follows a conventional method, and this conventional approach entails significant capital expenditure upfront and occurs at risk. While these conventional methods are true and tested to determine where resources are located and estimate their quantities, this strategy is risky due to the large capital investment and risk of finding something not suitable for extraction. “Obviously, we are really interested in positive confirmations, but negative confirmations are equally as important for us,” says Patel, because this information allows them to focus their energy in areas that could bear more fruit.&nbsp;



Luckily the Renergen team inherited a large database of information but, as Simmone Du Plessis, hydrogeologist at Renergen Limited points out, data is only powerful if it is used and applied in the correct way. Rather than physically analysing all of this information themselves, Renergen enlisted the help of Deep Learning Café to create a robust set of machine learning tools that they could utilise to analyse this wealth of data and make predictions. This essentially is taking the guesswork out of their gas exploration efforts.



“It’s not only about knowing where to look, it’s also about understanding what components and bits and pieces of data are most important in determining where we needed to look,” notes Patel. Highlighting that the industry is typically quite set in its ways, especially in South Africa, he adds that there really was very little history of the use of technology in this field. For Renergen, however, this approach made sense. Having such a large and comprehensive dataset at their disposal and having a limited amount of physical resources to go out and do the exploration and analysis, it was logical for them to leverage machine learning to make more data-driven decisions. With this approach, Renergen can improve their exploration drilling – the process of drilling to solve the unknown or gather information in areas where there&#8217;s a lack of information – and their production drilling, which is the drilling they are currently doing in areas where they know there is gas; enabling them to know, with increasing confidence,&nbsp; what to expect in terms of volumes and composition. And they can even combine the two processes to cut costs.&nbsp;



For Dries&nbsp;Cronje, founder of Deep Learning Café, the challenge was to transform this geological and historic data into a clean and easy to access data set that is relevant to what Renergen is trying to achieve. The Deep Learning Café leveraged Google Cloud Platform’s Vertex AI solution to solve Renergen’s business problem in a way that is very similar to how companies like YouTube or Spotify make video and music recommendations. “Based on what they know about you, these kinds of platforms try to predict what videos and music you like or want. They categorise users with similar people with similar interests and similar habits. Like YouTube and Spotify, we are continuously learning and then using these learnings to more accurately predict where the next best areas are for exploration.”&nbsp;



Describing themselves as ‘sceptics’ around what people are selling as ‘artificial intelligence’, Patel and Du Plessis admit that they actually ran a bit of a sneaky test on the Deep Learning Café team to see if they could deliver on their promises. Patel tells the story that they sent over the database of information without telling them about any known sites. “We asked Deep Learning Café to create a preliminary model and then use this model to give us generalised and localised areas of where they think there should be gas. Based on the data they crunched, we also wanted them to show us what were the principal components that led to the determination of an area being a gas hotspot or not. And if I&#8217;m not mistaken, they were around 75% to 80% accurate on the first shot.” Du Plessis continued that given the amount of information that they provided the Deep Learning Café&nbsp; team with, anyone would expect them to be a little intimidated but they weren’t intimidated at all:. “This speaks volumes.”



For the Renergen team, it was all about de-risking their work. Du Plessis outlined that previously their strategy exposed them to human error and increased the likelihood that they might overlook patterns that AI is easily able to pick up. “Because most of our information is historical information, there was a lot of inconsistency in the data. This approach definitely shed some light on the kind of information we need to focus on moving forward and what information is most appropriate for the modelling approach we choose,” she concludes. &#8220;It has been so refreshing to see what knowledge can still be extracted from the data we&#8217;ve always had at our disposal; information that we might have overlooked, because we never really fully understood the relevance. We&#8217;ve only had a glimpse of what artificial intelligence is capable of and it’s definitely going to be a continuous learning process as the project evolves.”

Pipelines,Leading,The,Lng,Terminal,And,The,Lng,Tanker.3d,Illustration.

Artificial Intelligence-enabled Exploration Takes The Guesswork Out Of Searching for Gas

Dr Daniel M. NGAMIJE, Rwanda Minister of Health



We were all caught off guard when Covid-19 struck and all feared the worst, with Africa not being spared. At the crossroads of fragile health systems and inadequate funding for health services, the pandemic was clearly going to take a heavy toll on the African health systems and communities in general. Random observation of our global response efforts &#8211; specifically the distribution of vaccines and other items needed for prevention and case management &#8211; not only revealed the world’s failure to apply the principles of health equity, but also appealed to a self-reliant Africa in terms of health systems strengthening.



In the wake of this 3-year health crisis, Rwanda will co-host, with Africa CDC, the most important public health rendezvous at continental level, the Conference on Public Health in Africa – CPHIA. The 3-day call – from 13 to 15 December 2022 – will bring together policy makers, researchers and investors in the public health area to share experiences and build stronger public health systems in Africa.



Considering this, as much as Rwanda looks forward to learning from other countries, it is also ready to share lessons, and what is working for the country so far.



From the onset, it is worth mentioning that the CPHIA will take place in Rwanda- one of the few African countries that plans to set a vaccine production plant by 2024, an example of the country’s bold moves to make vaccine production and availability a reality across the continent.



Important policy level strategic approaches to improve health care have been at the forefront in Rwanda for quite some time. Rwanda is a pioneering country in Africa to endorse the ‘One Health’ approach in 2011, which led the country to take on a multi-sectoral and multi-disciplinary approach to address public health challenges. Rwanda’s success in curbing incidence of tropical diseases like malaria or Human African Trypanosomiasis – recently eliminated in Rwanda – strongly finds meaning in applying this comprehensive health approach.



One-Health approach builds from a set of other success stories: those of a community whose health is preserved because they can seek – and obtain next door – treatment for malaria. A network of community health workers contributes to malaria efficient management at grassroots level as they are the first layer of Rwanda’s health system, and they considerably decongest health facilities.



The role of community health workers is not only limited to malaria intervention, but they have also been instrumental in addressing maternal and child health care. Supervised by health centers, community health workers have been doing regular follow-up visits during and after pregnancy helping check the health of mothers and children.



In addition, Rwanda has invested in improving its medical infrastructure to improve maternal and child health care. Clinical services for maternal and child health and other clinical services have been strengthened with the equipment of health facilities, the construction of maternity units, provisions of emergency transport, construction of more health facilities and creation of neonatology services, to mention a few. Hand in hand with this, the strengthening of family planning services; fighting malnutrition has also been a top priority



In the country, major programs have also been implemented to strengthen financial and geographical accessibility of health services as well as availability of drugs. These include introduction of health



insurance schemes to which adherence is now at more than 90%, increase of hospitals, availing of qualified personnel, equipment and drugs. In fact, a Human Resource Secretariat has been established in the Rwanda Ministry of Health to increase the number and build capacity of health personnel.



This progressive strengthening of systems and establishment of adequate policies has improved lives of its citizens in a variety of angles; for instance, HIV prevalence is kept at a steady 3% rate for over 15 years. Not only were new infections prevented but also those who have the virus are immediately put on treatment and today, close to 90% of them have achieved viral load suppression.



The successes of Rwanda do not happen by accident. They are a result of a visionary leadership, good governance, home-grown initiatives and result oriented institutional framework. We believe that co-hosting CPHIA 2022, Rwanda will considerably contribute to the discussions aimed at strengthening Africa’s Public Health and shaping its narrative across the world by putting emphasis on home-grown solutions to benefit all Africans.

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Sharing Rwanda’s experiences to help build Africa’s public health systems 

Dr Owusu Kizito, Founder and CEO of INVESTIGROUP is helping entrepreneurs, as well as improving business profits through tax, accounting and business consulting, as well as building affording housing in Ghana to help lower income families.



Private equity (PE) may be the best option for most businesses today as banks become more regulated and scrutinized. PE checks almost every box in the entrepreneurs&#8217; list; low-interest rates, diversification and risk mitigation, and a friendly political climate. In addition, private equity adds working capital to businesses and allows more freedom of growth, a critical aspect every small entrepreneur strives to achieve. Consequently, this is where Kizito comes in. Kizito is offering rising entrepreneurs and companies private equity to help them grow and bring their ideas to fruition.



He is the founder and CEO of INVESTIGROUP, a full-service business development group, general management, and financial consulting firm focused on small and medium-sized privately held companies. INVESTIGROUP seeks to provide on-demand, growth-oriented support to rising entrepreneurs, giving them the tools and resources to reach their full potential.



They help rising entrepreneurs implement their ideas and expand their ventures by providing the capital and expertise required to achieve this goal. The team&#8217;s experience in the business world is helping them stand out. Kizito has a Masters in Business Administration from Hawaii Pacific University, USA, and a Doctor of Business Administration (DBA) from the University of Phoenix. He has over 15 years of working experience in banking, financial analysis, consulting, project management, and process improvement, with a background as an analytic expert regarding the calculus of decision-making and problem-solving. INVESTIGROUP has completed several growth equity investments that saved at least ten companies from bankruptcy. They are available in the USA, Ghana, China, and Oman.



INVESTIGROUP also provides tax, accounting, and business consulting service solutions to businesses in and out of the USA. INVESTIGROUP has helped several businesses in USA and Ghana improve their profits to a range of 17-22% yearly through active engagements. They offer an INVESTIGROUP VIP program where members earn points for services and access other valuable options like trading. For example, INVESTIGROUP offers rice and sugar international trading and importation of raw and white sugar from Brazil, Thailand, and Guyana.



According to Kizito their goal is to help small and medium size businesses maximize growth, providing financial support and consultations. He also looks to create affordable housing in Ghana and other parts of Africa.



Affordable housing continues to be an urgent socio-economic concern worldwide as the average income fails to match house price increases. Ghana has a housing deficit of around 2 million units, the most affected being the low and medium-income brackets. Many people are moving to the cities in search of greener pastures which has seen most urban areas become overpopulated and increased the pressure on urban housing. Therefore, the available units sell at almost double the price making it harder for the common citizen to get suitable housing.



There is also the issue of land cost; land prices have skyrocketed as Ghana&#8217;s economy grows, and with the minimum wage, it will take years of continuous savings for an average person to afford a piece of land. Thus, Kizito and INVESTIGROUP are fast closing the gap by building affordable houses in the country. In this regard, they intend to build about 5,000 units in the next three years to help low-income families in the cities.

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Serving rising entrepreneurs and companies with private equity

Representing its biggest single investment into South Africa to date, SEW-EURODRIVE has demonstrated its long-term confidence in South African industry by opening a R200-million new African headquarters assembly plant and training centre in Aeroton, Johannesburg.



SEW-EURODRIVE’s modern, and efficient 26 000 m2 assembly and manufacturing facility in Johannesburg, South Africa has massively expanded its local assembly capability, to cater for expanding needs and market share across the continent.



The new building will house the company’s African head office, and an assembly plant for industrial gears and electric drives–expanded central warehousing and repair facilities. It encompasses assembly and repair of all VSD’s, AGV’s and Servo motor technology. SEW-EURODRIVE employs multiple Mechanical, Electrical and Mechatronic engineers to support technical customer queries.



The facility will also house the company’s unrivalled Drive Academy that is accessible to all customers for access to product awareness and maintenance training. Online and virtual AR training and support is also now available, in direct support of SEW-EURODRIVE’s social development plans.



On the assembly side, joint volumes between the national infrastructure and our Johannesburg assembly lines for geared motors can accommodate 7 000 units per month, and assembly of industrial gear (IG) units is being ramped up to 100– 140 IG units per month, doubling current capacity. New spray booths and automated oil filling stations have been installed to cater for these volumes.



VSDs and servo motor assembly will be conducted in an isolated, clean area of the facility and SEW-EURODRIVE South Africa, already certified to the ISO 9001 quality management standard, also approved by the company’s global quality department in Germany. Assembly and logistics processes are also now incorporated into SEW-EURODRIVE’s SAP system, giving better traceability and visibility of all orders as they move through assembly processes.



The expanded local capability out of the new Aeroton facility will slash lead times for large IGs and SEW air-cooled condenser (MACC) drives from overseas OEMs by approximately 36 weeks. A single casing with key ratios will be able to accommodate all of the different requirements of South Africa’s Power Stations, for example, and the facility’s new modular approach will enable custom-assembly of large IG gearboxes and MACCs to suit any local power station at a rate of approximately two to three units per week.



Other products to be locally assembled include: the New Generation X.e Series IGs: the P-series planetary IGs for high torque mining applications; short importation and commissioning mill drive solutions with power packs, electric motors, external pinions for coupling with the company’s segmented girth gear drives; and engineered drive-train solutions on customised base-plates for any industrial project.



New assembly line equipment and a test bench has been installed that replicate SEW-EURODRIVE’s assembly and testing capability in Finland. SEW-EURODRIVE has also recently released its DriveRadar® predictive maintenance management solution into the local market, which automatically records and analyses operational data from industrial drives and uses it to track equipment condition and predict performance changes.



“We at SEW-EURODRIVE are on a mission to localise our modular drive concept for a variety of industrial drive applications so as to best meet local needs and conditions and massively reduce lead times. Local assembly is key to achieving this and, going forward, we hope to be closing the local supply and service loop for all users of our drives,” says Jonathan McKey, National Sales and Marketing Manager for Southern Africa.



“With respect to Africa, we are currently delivering on a further multi-million rand stocking investment on our expanded South African capability to enable us to look after another 23 African countries. From now on, we will employ local SEW-EURODRIVE staff in South Africa and in every key country that we look after – and this year we will be expanding into another four or five countries on the African continent,” says Raymond Obermeyer, the company’s MD.



“This is a bold step that demonstrates our commitment to providing a positive impact on the economies of countries across Africa. We expect to also attract business from drive users across the world who may also be experiencing long delays when they find they have to replace a gearbox,” he concludes.

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Specialist in drive and control technologies opens South Africa assembly plant

It&#8217;s time to get business done better with MTN Business ICT Solutions. 



Running a digital business&nbsp;&nbsp;



More and more, clients are looking for ways to keep their staff productive in a dynamically changing business environment. Whether your people are working from home, the office or abroad, there is a growing recognition that digitising your operations can offer unprecedented commercial value in flexibility, productivity and growth. This new, digital reality means that it is more important than ever to stay agile &#8211; if there is anything that can slow a business down, it is being burdened by old technology.&nbsp;&nbsp;



Having made substantial investments in fibre technology, high-speed terrestrial and undersea networks and new frequency spectrum across the markets wherein it operates, MTN is perfectly positioned to respond to this shift in the market.&nbsp;&nbsp;&nbsp;



A few years ago, MTN also made the decision to build an IP capable radio network for their mobile services, giving their core network the ability to seamlessly integrate with enterprise IP networks. Their mobile towers deliver services to enterprise clients absolutely anywhere they have a network, shortening the last mile and removing complexity and cost.&nbsp;&nbsp;&nbsp;



Now there is increasing demand from clients to connect their remote sites in all areas, including rural and semi-rural. MTN has assisted clients with overcoming this connectivity hurdle, enabling their staff to get the job done wherever they are.&nbsp;&nbsp;&nbsp;



MTN’s evolution&nbsp;&nbsp;&nbsp;



For MTN, the focus has shifted from just being a core telecommunications services provider, towards also becoming a technology solutions provider. Their service offering now also includes the Internet of Things (IoT), Unified communication, Cloud solutions, Security as a Service and Managed network. The scope has changed to being client and industry specific, so the requirements and service portfolio vary from one client to the next. The expectation is that a company like MTN must respond to these challenges, helping clients to get business done better as they shift from old to new technologies.&nbsp;&nbsp;&nbsp;



As many businesses continue to grapple with a digitally dynamic world, they face new challenges that have to be solved. This environment will benefit those that are more digitally enabled and agile. It is a brave new world that will favour online over on-site, wireless over wired and fluid over formulaic. Businesses will seek out partners and suppliers that are every bit as flexible and forward-looking as they are.&nbsp;&nbsp;&nbsp;



Ultimately, clients need partners like MTN Business that will invest in infrastructure, deliver the services they require, have market credibility, are financially sound and have a long-term commitment to their market presence.&nbsp;

Working Late. Young woman, architect working late in office

Nothing should get in the way of getting business done

&#8211;Caroline Grant, Senior Education and English Programmes Adviser, Sub-Saharan Africa, British Council 



Incorporating digital e-learning teaching technologies into Africa’s primary school education systems provides an opportunity for technology to play a role as part of larger systemic efforts to transform education on the continent, making it more inclusive, equitable, effective, relevant, and sustainable.&nbsp;



Technology holds the great possibility to expand access to education while also improving its efficiency. Supporting teachers and learners from low-resource settings with relevant, digital home language and English language resources in sub-Saharan Africa, is key to building foundational literacy.&nbsp;&nbsp;



But there are few audio resources for foundational literacy in the region. There is also little support for teachers teaching language and literacy at school, and parents and caregivers supporting children&#8217;s learning at home. During the pandemic, school closures made the problems worse.&nbsp;



In response to this need, the <a href="https://www.britishcouncil.org.za/learn-english-audio-pilot-leap" target="_blank" rel="noreferrer noopener">Learn English Audio Programme (LEAP)</a> was co-created by the South African Department of Basic Education (DBE) and the British Council, with support from UNICEF.&nbsp; In 2014, a LEAP pilot programme was launched in South Africa, where over 60% of public schools are non-fee-paying, in partnership with the DBE.&nbsp;



LEAP was recently selected as a promising digital solution to showcase at the United Nations Educational Solutions Day on 17 September 2022, ahead of the United Nations <a href="https://www.un.org/sites/un2.un.org/files/2022/09/solutions-day-detailed-agenda.pdf" target="_blank" rel="noreferrer noopener">Transforming Education Summit 2022</a>.&nbsp;



The problem LEAP is seeking to solve&nbsp;



LEAP seeks to help teachers from remote and under-resourced schools in nine African countries, including South Africa, to improve learners’ listening and speaking skills, and have access to quality English teaching and learning materials.&nbsp;&nbsp;



Listening and speaking skills are vital for the development of literacy in any language. These skills become even more important in the acquisition of a second language, such as English in the South African context, where English effectively becomes the medium of education from Grade 4 onwards.&nbsp;&nbsp;



However, listening and speaking are skills that are often neglected, and this is where LEAP has helped to address this skills gap for learners – as well as teachers, parents and caregivers – to help embed the building blocks of early literacy and to provide access to quality English learning resources.&nbsp;



LEAP’s impact and successes&nbsp;



The audio lessons produced under LEAP link directly to the South African DBE curriculum and national workbooks. LEAP has also been mapped to the national curricula of Botswana, Lesotho, Namibia and Zimbabwe.&nbsp;



Songs and bilingual storybooks (in English and 17 African languages) written and recorded by teachers and volunteers under the African Storybook Initiative and the British Council Story Making Project accompany these audio lessons.&nbsp;&nbsp;



The programme provides training to teachers so that they can use the materials in class and encourages parents and caregivers to support learning at home.&nbsp;



LEAP is a versatile digital solution, and it has been delivered through a variety of modalities, devices and platforms since 2013, including solar-powered MP3 players, USBs and SD cards on teachers&#8217; laptops and mobile phones. &nbsp;



During Covid-19 the audio content was migrated to a WhatsApp Chatbot platform, with animated versions airing on <a href="https://www.openview.co.za/channels/dbetv" target="_blank" rel="noreferrer noopener">Openview</a>, South Africa&#8217;s first free-to-air satellite TV service platform, and <a href="https://www.youtube.com/watch?v=JBYvlWBwxVw&amp;list=PL2A12YIZoYYfGl2wZoU6nwHyWCuUqbbHo" target="_blank" rel="noreferrer noopener">YouTube</a>.  There is also a <a href="https://wa.me/27600789309?text=Hi" target="_blank" rel="noreferrer noopener">Whatsapp Chatbot</a> platform.&nbsp;&nbsp;



LEAP has reached over 47,000 teachers, parents and caregivers in five countries and the plan is to reach a far greater number, while also offering further wrap-around support for teachers, and more content, so that more teachers and learners in Sub-Saharan Africa can be reached.&nbsp;



The programme has been built in alignment with a theory of change that works as follows: if parents, caregivers, and teachers (particularly those in remote and disadvantaged areas) are equipped with quality language learning and teaching resources, and the resources are provided through an accessible digital mechanism that is also familiar, like WhatsApp and Open TV, and follow-up support is provided, then learners will have increased opportunities to develop language and literacy skills.&nbsp;



Embedding LEAP in national education systems is key&nbsp;



The successes achieved with LEAP can be attributed to several factors. Content is mapped to national curricula and developed with Ministries of Education. Training of teachers is embedded in the national teacher training systems, while monitoring and evaluation is embedded in the national education systems. Learners can self-access the relevant audio resources for foundational literacy, and parents or caregivers have the resources to support the children’s learning at home.&nbsp;&nbsp;



There have been positive changes in classroom practice due to using audio materials, and teachers have reliable means to play audio content in English classes. They are also supported by EdTech to manage large and multi-grade classes.&nbsp;



The key findings from 2015 were enlightening. It was found that learners are eager to imitate pronunciation, they have shown signs of improvement in listening and speaking skills, are responsive, and ask questions about the audio resources. They are also lively and interactive during lessons. It is evident that LEAP creates greater interaction, participation and creativity on the part of both teachers and learners.&nbsp;



Monitoring, evaluation, research and learning constantly inform project design and delivery, and measure the tangible benefits for teachers and learners.&nbsp;&nbsp;



By 2019, the findings indicated that LEAP is regarded as one of the best programmes being implemented, its resources were well-integrated with DBE workbooks in South Africa, and that the programme was making a positive contribution to developing learners’ listening and speaking skills.&nbsp;



Mr Mathanzima Mweli, Director General, Department of Basic Education in South Africa, said: “The Learn English Audio Project is an innovative approach to providing materials to teachers to improve their subject knowledge in English, and other languages, as well as for learners to access materials to improve their language skills.&#8221;&nbsp;&nbsp;



‘Dr Andile Dube, Education Specialist, UNICEF South Africa endorsed LEAP for the following reasons: “The most marginalised learners need to be at the centre of digital solutions – we must REIMAGINE education through access to quality content, affordable data, connectivity and devices.’’  &nbsp;



The goal is now to extend LEAP to other African countries by adapting and developing content for contextual relevance and to also extend it to upper primary and secondary grades.&nbsp;&nbsp;



The success of the programme demonstrates what can be achieved through partnerships focused on strengthening quality, inclusion and innovation. These benefits now need to spread throughout the continent and, to this end, we invite partners interested in scaling LEAP to get in touch with the British Council.&nbsp;



Contacts: <a href="mailto:caroline.grant@britishcouncil.org" target="_blank" rel="noreferrer noopener">caroline.grant@britishcouncil.org</a> and <a href="mailto:joanne.newton@britishcouncil.org.za" target="_blank" rel="noreferrer noopener">joanne.newton@britishcouncil.org.za</a>&nbsp;

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Inclusive, quality language learning and teaching through digital innovation 

Digital businesses are changing the face of the entrepreneurial world globally. It&#8217;s estimated that the rise of online businesses is set to surpass the popularity of mainstream ventures. With the advent of technology, anyone with a working computer and internet can become financially independent. This might seem unreal to anyone not versed in the digital business. This is where <a href="https://www.instagram.com/frank.fourie/">Frank Fourie</a> is bridging the information gap, helping aspiring digital entrepreneurs find their footing and make explosive sales. Fourie is a young influencer and millionaire business coach from South Africa, showing the world how to navigate the online space profitably.



Fourie hails from a humble background. He aspired to be an accountant, so he moved to Hong Kong to gain work experience. During this time, Fourie was introduced to online coaching for the first time, and he was amazed by the concept. He also had his first interaction with business in Hong Kong. Fourie was a fitness enthusiast then, earning him a huge fan following on social media. His followers often seek his guidance regarding fitness, and that is when he decided to become a business coach to guide fitness trainers in growing their businesses.



Initially, it was not easy for Fourie to navigate the industry. He kept grinding for the first 6 months, working more than 20 hours daily. Sleep deprivation took a toll on his physical and mental health, but Fourie persisted. Finally, after 3 years of consistent hard work and dedication, Fourie went from being broke to one of the richest influencers in South Africa. He and his fiancée <a href="https://www.instagram.com/summer.dacruz/">Summer da Cruz</a>, a former South African love island star, co-own an online coaching business that has already made thousands of millionaires worldwide.



Fourie, a 25 years old influencer, currently generates 8 figures every month from sales and has been featured in Forbes. Fourie is also listed among the top 30 earners in South Africa who are aged under 30. Raking millions in sales annually, Fourie stands out among other business coaches in helping young business owners get clients to scale up revenue. With his proven strategies to boost sales, he has created numerous millionaires online, and the numbers continues to climb.



Consistent innovation and evolution have been the biggest pillars of success for Fourie. He believes complacency is the enemy of progress, so he dedicatedly works to enhance his knowledge to scale up his business. Fourie has now founded four businesses, FrankFit, I AM FIT CEO, Highkey Scaling, and Millionaire Education Academy, all based in South Africa. Through his tough schedules, he has realized the value of relaxation and spending quality time with family. This has spurred him to automate most of his businesses to ensure his involvement is not always required. Fourie now only works 5 days a week and never misses the chance to spend quality time with his fiancé and their baby boy Ocean. Fourie&#8217;s devotion to a healthy work-life balance has become the point of reference among aspiring entrepreneurs.



Fourie has achieved financial freedom quite early in life, and now he wants others to follow in his footsteps. He, therefore, looks forward to building a reputable brand in online coaching, one whose worth spirals into billions. But, as a business coach who has lived through most phases of the business, he understands the inherent challenges most budding entrepreneurs face, and as a note of admonishment, he encourages his students to be persistent; He believes it is the fine line that separates a winner from a loser.

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Influencer-Speak: How To Navigate The Online Space Profitably

By: Garth Klintworth, Head of Global Markets, Absa Corporate and Investment Banking  



Are African financial markets in a better place than a year ago? As the leading banking group on the continent, this is a key question we consistently interrogate across our operations.&nbsp;



While it is very difficult to model for outlying events such as the COVID-19 pandemic or events in Russia and the Ukraine, it is important to have a metric in place to truly track the development of African financial markets and to that end, we believe that the African Financial Markets Index (AFMI) has been key in enhancing financial market infrastructure on the continent.&nbsp;&nbsp;


<div class="wp-block-image is-style-default">
<figure class="aligncenter size-large is-resized"><img decoding="async" loading="lazy" src="https://cms.forbesafrica.com/wp-content/uploads/2022/10/dscf9191-6247132c07cfc-683x1024.jpg" alt="" class="wp-image-56596" width="409" height="613" srcset="https://cms.forbesafrica.com/wp-content/uploads/2022/10/dscf9191-6247132c07cfc-683x1024.jpg 683w, https://cms.forbesafrica.com/wp-content/uploads/2022/10/dscf9191-6247132c07cfc-200x300.jpg 200w, https://cms.forbesafrica.com/wp-content/uploads/2022/10/dscf9191-6247132c07cfc-768x1152.jpg 768w, https://cms.forbesafrica.com/wp-content/uploads/2022/10/dscf9191-6247132c07cfc-1024x1536.jpg 1024w, https://cms.forbesafrica.com/wp-content/uploads/2022/10/dscf9191-6247132c07cfc-1365x2048.jpg 1365w, https://cms.forbesafrica.com/wp-content/uploads/2022/10/dscf9191-6247132c07cfc-scaled.jpg 1707w" sizes="(max-width: 409px) 100vw, 409px" /><figcaption>Garth Klintworth, Head of Global Markets, Absa Corporate and Investment Banking</figcaption></figure></div>


Now into its 6th year, this index has stimulated transparency in markets, enhanced policy-making and allowed for the development of Africa-focused alternative investment products that will have an impact for generations to come. With 19 out of 26 countries scoring higher than in 2021, it is clear that we say with certainty that we are heading in the right direction.&nbsp;&nbsp;



If one thinks back to the original founding principles of the index, it was designed to compare where different countries were at in terms of their market infrastructure and foster discussions around how to enhance their financial systems. Importantly, we did not want it to be dominated by a handful of more advanced markets and as a bank we have been particularly pleased to see the index expanding to 26 countries with the inclusion of Democratic Republic of Congo, Madagascar and Zimbabwe.&nbsp;



As we expand the index, we can start to track longer-term trends that are playing out.&nbsp;&nbsp;



Ghana is a very good example of this. The country had a strong focus on their solvency framework and how it could take local policies and master agreements and enable them to align with global best practices. In 2021, they entered the top 5 for the first time and once again performed well in 2022. Off the back of this, Ghana can expand other markets including futures, secured lending and equity components.&nbsp;&nbsp;



The more credibility that your local market infrastructure achieves, you can deepen your local savings pools, develop local investment markets, attract much-needed foreign capital and ultimately access finance at significantly cheaper rates.&nbsp;&nbsp;



Of equal importance is that the index has not stayed static but has also continued to evolve and innovate. With the recent introduction of a pillar focused on the Environmental, Social and Governance (ESG) factors we have seen the number of countries with sustainability-linked policies from 9 to 17. Uganda, Namibia and Kenya all rose in the top 10 due to their focus and this could potentially unlock significant new forms of capital to fund infrastructure projects. With sustainability-linked, “Green” and “Blue” bonds becoming increasingly popular, countries who are able to enhance their ESG ratings in a measurable manner will put new markets on radars of investors who have traditionally only looked at more established emerging markets.&nbsp;&nbsp;



It is unlikely to end there. With digital currencies and assets coupled with a fintech ecosystem which is attracting billions of dollars in foreign investment, we are likely to see further development as these tools move into the mainstream.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;



The AFMI has been a critical tool in developing African markets and despite some of the challenges that we have faced, we believe it will continue to be a key tool for decision-makers.&nbsp;&nbsp;



Without question, we have lived through interesting times but this tool allows us to rise about the short-term noise and get a true sense of the progress that is being made.&nbsp;&nbsp;



We look forward to sharing data which will not only enhance the credibility of African financial markets but also unlock transformative capital which will benefit some of the most exciting emerging markets in the world.   



Click here: <a href="https://cib.absa.africa/home/insights-and-events/absa-africa-financial-markets-index-2022/" target="_blank" rel="noreferrer noopener">https://cib.absa.africa/home/insights-and-events/absa-africa-financial-markets-index-2022/</a>

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Innovation and credibility are key to Africa’s success 

How do you sum up 100 years in one evening? Sounds impossible. But not for Glenfiddich, who have, in partnership with Proud Mary, launched South Africa’s first 100 Club and Whiskey Vault.



In business, it’s always about the ‘Three Ps’ – profit, people and planet. And for this experience, here’s another – Proud Mary. Nestled in the heart of Rosebank&#8217;s foodie district, it’s a modern mid-century-inspired all-day eatery and wine bar that’s both pristine and opulent.



And adding to this experience is yet another P – no, not just the personalities Jezz Tibini and Maps Maponyane who are present, but rather the private collection of Glenfiddich, nestled in an exclusive vault.



The night is young and Proud Mary treats the palate to a range of tastes with a menu curated to pair perfectly with the world&#8217;s most-awarded single malt Scotch whiskey.


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<figure class="alignleft size-large is-resized"><img decoding="async" loading="lazy" src="https://cms.forbesafrica.com/wp-content/uploads/2022/10/BST05005-683x1024.jpg" alt="" class="wp-image-56507" width="294" height="441" srcset="https://cms.forbesafrica.com/wp-content/uploads/2022/10/BST05005-683x1024.jpg 683w, https://cms.forbesafrica.com/wp-content/uploads/2022/10/BST05005-200x300.jpg 200w, https://cms.forbesafrica.com/wp-content/uploads/2022/10/BST05005-768x1152.jpg 768w, https://cms.forbesafrica.com/wp-content/uploads/2022/10/BST05005.jpg 1000w" sizes="(max-width: 294px) 100vw, 294px" /></figure></div>


And Glenfiddich ambassador Jezz Tibini shows you exactly what it means to embrace, crown and celebrate the occasion.



“There is no right or wrong way of drinking whiskey,” Tibini smiles in the warmly-lit Glenfiddich Proud Mary room as the tasting begins with a 21-year-old spirit. “There is a recommended way.”



Throughout the tasting, guests are treated to a medley of vibrant flavors, not only from the 21-, 26-, 23- and 30-year-old whiskeys but also from the delectable menu offering everything from mouthwatering wagyu to lamb chops.



“A lot of people do not know an experience like this where you get to pair food with whiskey,” Tibini explains.



TV personality Maps Maponyane then chats about how he traveled to Iceland to retrieve a sample of “the cleanest water on the planet” and find “water untouched by man”.



This initiative was part of Glenfiddich’s goal to reserve and conserve one of the world’s most precious resources.



“You are probably wondering why Glenfiddich is interested in something like this,” Tibini explains. “But yes, it’s an important conversation but also water opens up the whiskey.”



It’s best explained if you indulge in the moment to understand the full context of both the full-bodied whiskeys as well as the richness of Tibini’s storytelling.



Join The Club?



With your 100 Club membership and unique magnetic key, you will gain access to Johannesburg&#8217;s finest whiskey vault, proudly curated in partnership with Glenfiddich:



<ul><li>One full tasting and dining experience with Glenfiddich ambassador Jezz Tibini.</li><li>A complimentary night for two at voco Johannesburg hotel, an IHG International South Africa-first 25% off on room nights at voco Johannesburg for the duration of your membership</li><li>Access to the hotel&#8217;s facilities including a 24-hour cafe, valet parking, a fully-equipped gym and nearby shopping and entertainment at Rosebank Mall.</li><li>Access to limited Glenfiddich stock, use of Johannesburg&#8217;s first-ever Glenfiddich dining room and whiskey vault, ideal for private dining and tasting experiences.</li><li>Membership fee R60,000 ($35,260)</li></ul>



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Whiskey drinker or not, it’s an experience you don’t want to miss. And if you are someone who flinches and cringes at the first drop of whiskey that touches your lips, this tasting experience will guide you through the journey of whiskey-drinking and take you one step further to becoming a whiskey-lover.



“We create whiskey to tackle neglected palates,” Tibini says. “Like I said, it’s not traditional to pair food with whiskey but I promise you with this experience, all your senses will be activated.”


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<figure class="aligncenter size-large is-resized"><img decoding="async" loading="lazy" src="https://cms.forbesafrica.com/wp-content/uploads/2022/10/1M4A0381-1024x683.jpg" alt="" class="wp-image-56501" width="656" height="437" srcset="https://cms.forbesafrica.com/wp-content/uploads/2022/10/1M4A0381-1024x683.jpg 1024w, https://cms.forbesafrica.com/wp-content/uploads/2022/10/1M4A0381-300x200.jpg 300w, https://cms.forbesafrica.com/wp-content/uploads/2022/10/1M4A0381-768x512.jpg 768w, https://cms.forbesafrica.com/wp-content/uploads/2022/10/1M4A0381.jpg 1500w" sizes="(max-width: 656px) 100vw, 656px" /></figure></div>


To book your private dining experience, email your private consultant at reservations@proudmary.co.za. Right of admission reserved. Room seats 10 pax.

1M4A0300

A 100 Years Encapsulated In Every Sip

Wealth. For the majority of people who aspire to attaining it, the word simply means an abundance of money. But to those who have achieved a measure of financial success, or who are already well on the road to doing so, the concept of wealth usually takes on a much broader meaning than just having money in the bank.



For them, real wealth is about the capacity that financial means provides to be more, and do more. It’s about the freedom that money provides to achieve what they want from life, and to give those they care about the opportunity to do the same.



For most people, this ability to create and grow wealth, harness opportunities for themselves and others, and build a better future for subsequent generations is the true measure of financial success. And those who achieve it almost always attribute a good part of that achievement to the input and guidance of a trusted wealth management partner.



The value of such a wealth management partnership is the same whether you are starting out on your wealth creation journey, or you have already reached your desired financial destination. That’s because a good wealth creation and management partner understands that, while each individual’s financial circumstances and wealth creation and management goals are different, the achievement of those goals relies on finding the right answers to the same four questions:



1. What is really important to you?



2. Where are you now on your life journey and where do you truly want to be?



3. What are the roles you fulfil as an individual, and in your family, your business and community?



4. Are the money decisions you make today connecting you to the future you desire?



At Nedbank Wealth Management, we have built our business on helping our clients answer those questions for themselves. Our roots go back to the first estate management business founded in South Africa in 1834, which focused primarily on looking after the financial needs of widows and orphans. So, when it comes to building a legacy that can be passed on to those you care about, we’ve been doing it successfully for close to two centuries.



Today Nedbank Wealth Management is a leading full-service wealth creation and management business, delivering globally integrated wealth management advisory services designed to help our clients make better financial decisions, now and in the future. We deliver that advice through our two core brands: Nedbank Private Wealth, which services the more complex global needs of high-net-worth clients; and Nedbank Financial Planning, which offers expert advice to anyone who wants to build, manage and preserve wealth for themselves and their future generations. We even facilitate the sharing of that wealth through giving, via our award-winning philanthropy office.



Put simply, we connect people to their wealth aspirations by listening to what is important to them, helping them to visualise their unique wealth &#8216;big picture&#8217;, and guiding them towards optimal ways to bank, borrow, invest, structure, grow, protect and pass on their wealth.



It’s an approach that has earned us numerous accolades, the most recent of which were first, second and third places in the 2022 Intellidex / Investors Monthly Top Private Bank and Wealth Manager Survey across the three categories of Archetype Award for a Wealthy Family; People’s Choice Award for Private Banks; and Top Wealth Manager &#8211; Large Institutions respectively.



If you want to find out more about partnering with Nedbank Wealth Management to connect to your wealth goals, email contact@nedbankprivatewealth.co.za for a no-obligation discussion.

Nedbank Private Wealth-DP-10-2-22-_1297-LR

What The Right Wealth Manager Knows About Real Wealth

Johnnie Walker sees an Africa reshaping itself through music &#8211; and celebrates the artists who march to their own beat.



When Zambian hip hop star, Cleo Ice Queen, signed to Johnnie Walker as a brand ambassador in 2022, she joined a cast of top talent such as Nigerian star Burna Boy, producer Don Jazzy, SA rapper Nasty C and K Pop star, CL, all of whom have collaborated with the iconic brand.



Underlining her credentials as a boundary-pusher and creative powerhouse, Cleo &#8211; who released the country’s first female hip hop album, “Genenice”, back in 2015 &#8211; also became the first Zambian artist to sign to Def Jam Records Africa facilitated by Johnnie Walker through their collaboration. She has also gone on to win Best Female (Southern Africa) in the All Africa Music Awards held in Lagos earlier this year.



As a brand that values forward momentum, Johnnie Walker is specific about its intentions, directly supporting artists who embrace the spirit of two small words that have been inspiring people across the world for more than 200 years – Keep Walking. In doing so, all are artists who take bold steps forward while forging their own paths.



“This idea of what it takes to push creativity and culture forward appeals to us in the way that we want to be both a supporter and a driver of a culture that keeps walking, through sheer determination and fresh creative energy. So, we’re very supportive of artists who are forging a bold new direction – on their own terms,” says Deshnie Govender, Brand Manager Johnnie Walker &amp; IPS Partner Emerging Markets.


<div class="wp-block-image is-style-default">
<figure class="aligncenter size-large is-resized"><img decoding="async" loading="lazy" src="https://cms.forbesafrica.com/wp-content/uploads/2022/09/DESH-1-1-1-1024x697.png" alt="" class="wp-image-56410" width="728" height="494"/><figcaption>Deshnie Govender, Brand Manager Johnnie Walker &amp; IPS Partner Emerging Markets</figcaption></figure></div>


Another of these artists – and Johnnie Walker’s first signing in Mozambique &#8211; Dygo Boy, or JURU$ as he is affectionately called by fans, is one of the most provocative MCs of the hip hop genre in Mozambique and carries the flag of so-called “Floss Rap”.



Growing up in a poor neighbourhood of Maputo, Dygo (real name Hugo Diogo Mendonça) started out with Grupo 360˚, inspired by the likes of Jay-Z, Nas and Notorious BIG. In 2003 he moved to Cape Town where he met more hip-hop groups and participated with local MCs in shows &amp; radio freestyles. Returning to Mozambique, Dygo joined the successful group, Magnesia, before going solo.



The success of his most recent album, “Frescolândia (Vol. 01)”, has once again recognized Dygo’s credentials as an explorer and creative powerhouse in the Mozambiquan and African cultural space.



Other artists who were also brought into the fold include Angolan popular music artist, Gerilson Insrael, as well as Ivorian rapper Didi B, who has also tasted success in France.



A fourth-generation artist and son of arranger Abou Bassa (who worked with Alpha Blondy, among others), one of the most provocative MCs of the hip hop genre and Dirty Décalé in Cote D’Ivoire, Didi recently signed with the label of the famous French rapper Booba, 92i Africa, further underlining his credentials as a boundary-pusher and African creative powerhouse. Recently, 6000 fans showed up in Abidjan for the release of his latest album “Mojo Trone II”.



From a continent that hasn’t always been able or given the opportunity to truly express its own identity, Johnnie Walker sees an Africa reshaping itself and its future from the inside out with music playing a major role in the process.


<div class="wp-block-image is-style-default">
<figure class="aligncenter size-large is-resized"><img decoding="async" loading="lazy" src="https://cms.forbesafrica.com/wp-content/uploads/2022/09/adrian-image-768x1024.jpg" alt="" class="wp-image-56411" width="606" height="808" srcset="https://cms.forbesafrica.com/wp-content/uploads/2022/09/adrian-image-768x1024.jpg 768w, https://cms.forbesafrica.com/wp-content/uploads/2022/09/adrian-image-225x300.jpg 225w, https://cms.forbesafrica.com/wp-content/uploads/2022/09/adrian-image-1152x1536.jpg 1152w, https://cms.forbesafrica.com/wp-content/uploads/2022/09/adrian-image-1536x2048.jpg 1536w, https://cms.forbesafrica.com/wp-content/uploads/2022/09/adrian-image-scaled.jpg 1920w" sizes="(max-width: 606px) 100vw, 606px" /><figcaption>Adrian de Wet, Category Brand Manager: Beer and Reserve – Partner and Emerging Markets.</figcaption></figure></div>


“To defiantly hold on to your dreams, you have to believe in yourself and the process. This journey takes the form of honesty and refusing to stand still. Johnnie Walker believes the African music renaissance has just begun and we plan on being part of this progression well into the future by helping those artists who shape culture and push creativity forward in a bold new direction, not only for their countries and cultures, but for the world,” says Adrian de Wet, Category Brand Manager: Beer and Reserve – Partner and Emerging Markets.



Adds Deshnie Govender: “Through its different cultures, passions and challenges, Johnnie Walker sees an Africa united in striving for collective progress. At the same time, we believe African music is presenting the continent with a glorious opportunity: to tell a story that reimagines just exactly how we, as Africans, see Africa.”

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STRIDING BOLDLY INTO AFRICA’S MUSIC FUTURE

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.&nbsp;



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).&nbsp;



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.&nbsp;



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.&nbsp;&nbsp;



“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;



PANEL DISCUSSIONS AND TRACKS&nbsp;



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



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



<ul><li>“An Enabling Policy Environment for Sustainable Small, Medium and Micro Enterprises;&nbsp;</li><li>“Future of education: How Technology is shaping this key sector for economic and social development,&nbsp;</li><li>“Digital Inclusion: What will it take to get every citizen and every government service online;&nbsp;</li></ul>



<ul><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;&nbsp;&nbsp;</li><li>“Leveraging the Potential of Digitalisation &amp; Disruptive Technologies for improving government services;&nbsp;</li><li>“Technologies for improving government services;&nbsp;</li><li>“Sustainable Smart Villages and Cities in Africa;&nbsp;</li><li>“Infrastructure and Digital Inclusion;&nbsp;</li></ul>



<ul><li>“Youth in Information Communication Technology;&nbsp;</li><li>“Cyber Security and Protection of the Customers and Citizens and&nbsp;&nbsp;</li><li>“How African States Can Improve Their Cybersecurity &#8211; Policy tools for African governments.”&nbsp;</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.&nbsp;



PLEDGE FOR THE FUTURE&nbsp;



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:&nbsp;



<ul><li>Design affordable services that best meet the needs of citizens across the continent;&nbsp;</li></ul>



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

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HOW TO USE TECHNOLOGY TO IMPROVE THE LIVES OF AFRICANS  

<div class="wp-block-image is-style-default"><figure class="alignleft size-full is-resized"><img decoding="async" loading="lazy" src="https://cms.forbesafrica.com/wp-content/uploads/2022/09/Bio-pic-AMNAH.jpg" alt="" class="wp-image-56395" width="373" height="553" srcset="https://cms.forbesafrica.com/wp-content/uploads/2022/09/Bio-pic-AMNAH.jpg 691w, https://cms.forbesafrica.com/wp-content/uploads/2022/09/Bio-pic-AMNAH-202x300.jpg 202w" sizes="(max-width: 373px) 100vw, 373px" /><figcaption>Amnah Ajmal</figcaption></figure></div>



A Q&amp;A with Amnah Ajmal, Executive Vice President, Market Development EEMEA, Mastercard



Q. This year, Mastercard is hosting the second edition of ‘Collaborate to Innovate’, a virtual event that enjoyed huge success last year. What’s new this time and tell us more about why you chose ‘Future Ready’ as this year’s theme.



Every day, things are changing around us. About the only thing we can be certain is continued uncertainty. ‘Future Ready’ is about embracing a constant state of flux, in which we have to evolve at speed, but with the benefit of technology, the power of collaboration, and the potential of innovation at our disposal.



This year we’ve opted once again for a virtual format to enable participation from across our recently expanded EEMEA region, which now covers 81 of the markets where Mastercard operates. Over the two days of this event, we will showcase how we have an opportunity to collectively grow, diversify, differentiate and scale into sectors, fields and resources far beyond our current expectations. By leveraging our own expertise, and tapping into the capabilities of new partners, we can realize our true digital potential.&nbsp;



Over 30 speakers will discuss, deliberate and delve into real-life examples of how we can collaborate and innovate to build tomorrow’s future today. As a trusted technology partner, Mastercard is proud to drive forward these important discussions that inspire and ideate thoughts on how we can drive growth in digital financial services through non-traditional digital partnerships with players in different sectors and industries. &nbsp;



Q. Which topics are you tackling this year, and which speakers will step onto your virtual stage?



We have curated an extensive agenda, which will feature the thoughts of C-suite business leaders, telcos, fintechs, retailers, ecommerce giants, online travel giants, airlines, hotels, logistics and supply chain players, microlenders, and motivational speakers shaping the digital business landscape of our region and beyond.&nbsp;



The travel industry is a key sector which experienced great recovery this year, and we’ll hear from airlines, hotels and travel portals on how they are enhancing travel experiences with the help of technology. Many different organizations want to get closer to their customers, and to personalize human experiences in a world we share with machines, is a very interesting topic which we’ll dive into too.



This is an age of artificial intelligence, machine learning and mega-growth in the metaverse, with AI, 5G, cryptocurrency and data analytics adding new possibilities to businesses – and sessions during this event will bring some practical perspectives to light that I think many people will find enlightening and interesting.&nbsp;



Motivational messages on both days will complement the tech talk. Best-selling author Chris Gardner will share the steps that he had to take to overcome the obstacles he had to face, enabling him to create the life that he wanted to live. Day two will see Grammy-nominated artist and award-winning entrepreneur, Sekou Andrews, with a poetic keynote on how to disrupt through mindset shifts that deliver powerful business results.



Q. Differentiation and diversification are common threads going through ‘Collaborate to Innovate’; how have you differentiated this year’s event?



Indeed, many of the discussions touch on the way we can use disruption and diversification to generate growth and new value. Last year, that’s also what drove some of the follow-up feedback we received – this realization that innovation is all around us, and that an organization doesn’t have to do everything alone. There are experts and partners with specialized capabilities that can almost instantly ‘switch on’ through close collaboration.&nbsp;



As part of this year’s event, we are also welcoming differentiation and we’re thrilled to announce the inaugural ‘Collaborate to Innovate Challenge’, in which entrepreneurs bring exciting and innovative ideas to life through presentations. On the first day of the event, four fintech start-ups will deliver their business pitches to a judging panel, who are market experts and leading names in the industry.&nbsp;



The four-member judging panel are looking for an innovative idea, product or service that has the potential to become a profitable business venture. For a fintech start-up, with a global vision, winning this challenge will give them the support of an international network, and the ability to turn their ideas into reality. The participating start-ups will find out who the winning team is on day two of Mastercard Collaborate to Innovate.



Q. Mastercard has long championed collaboration and innovation. In particular, how important are partnerships to Mastercard and how would you define your approach to collaboration?



We are intentional about collaborating through meaningful partnerships that are meeting the needs of companies by meeting the needs of their customers – not just with Mastercard’s own capabilities, but also with those we co-create with fintech partners.



In an evolving digital financial services ecosystem, we like to think of ourselves as a technology provider of choice. We enable organizations of all kinds – fintechs, telcos, e-tailers, digital service providers, mobility platforms, online marketplaces and travel websites – to get closer to their consumers, offer more diverse services, digitize supply chains and benefit from optimized value chains, unlocking efficiencies of all kinds.&nbsp;To do this, we provide technology solutions, digital platforms and insights that enable a superior digital experience and drive greater inclusion.&nbsp;



Building the digital economy is a huge task and nobody can do it on their own, which makes forging strategic partnerships absolutely crucial. By growing it together, and connecting more people and businesses to it – we collectively ensure that everyone benefits from its prosperity.



Q. Innovation can help organizations to become commercially more successful, but it can also do lots of good on a macro level. How is innovation closing the digital divide and encouraging more people into the financial ecosystem?



The reason for both is that increasingly, the digital economy is now the economy. We must make it work for everyone, everywhere. For businesses who want to grow, there is no better place than the digital economy. For people to gain financial security, it is imperative that they are included in the financial ecosystem – which is now digital. In Africa, that very much means taking advantage of mobile phone technology.&nbsp;



A wonderful example of how mobile money solutions have boosted financial inclusion across the continent is the innovative Pay on Demand digital partnership between Mastercard, Samsung, Airtel and Asante Financial Services. This collaboration puts mobile devices in the hands of people, who have immediate access to financial services and digital mobile money transactions, along with the benefit of paying for the device over time in affordable installments.&nbsp;



Furthermore, innovation is addressing the challenges faced by service providers and individuals within marginalized communities through the creation of Community Pass. At the heart of this innovation is a digital identity, which runs on a set of digital rails that allows for a diversity of service providers – across sectors &#8211; to better serve the individual. Community Pass establishes a functional identity for individuals who lack basic identity documents, by creating a digital ID with the ability to make it unique via biometrics.



We are actively engaged in building the domestic payment ecosystem in key markets across Africa and the wider EEMEA region, extending acceptance infrastructure and aiming to connect 1 billion people globally to the digital economy by 2025, bringing us closer to a world beyond cash.



As the Executive Vice President, Market Development, EEMEA for Mastercard, Amnah Ajmal is responsible for acceptance, acquiring, merchants, digital partnerships, fintech’s, strategy and M&amp;A for the region. Prior to this role she led the North America product organization, based out of the US, responsible for the development and management of consumer and small business payment solutions, including credit, debit, prepaid, small business and acceptance solutions, with a focus on creating sustainable competitive differentiation for Mastercard and its customers.



Mastercard’s Collaborate to Innovate runs on 28-29 September 2022 from 12.00pm CAT. To register, click <a href="https://bit.ly/3KQPwz6" target="_blank" rel="noreferrer noopener">here</a>.

‘Intentional About Collaborating Through Meaningful Partnerships’

Adetomi Soyinka, Director Higher Education, British Council, Sub Saharan Africa.&nbsp;



In a world transformed by technology African universities have a vital role to play in ensuring that young people develop the skills required to remain relevant and employable in an increasingly automated world and to contribute to progress on the continent.&nbsp;



Africa&#8217;s youth population is rapidly growing and expected to double to <a href="https://futureafricaforum.org/africas-youth-bulge-and-data-where-do-we-go-from-here/#:~:text=One%20of%20the%20most%20significant,the%20youngest%20on%20the%20planet." target="_blank" rel="noreferrer noopener">over 830 million by 2050</a>.The continent is the youngest on the planet. Of its nearly 420 million youth aged 15-35, one-third are unemployed, another third is vulnerably employed, and only one in six is in wage employment. Failure to invest in and support the continent’s youth will have a profound impact on the global economy, as half of the new entrants into the global workforce over the next decade will come from sub-Saharan Africa. 



The International Monetary Fund (IMF) has warned that neglecting Africa now will result in critical labour shortages globally. There are opportunities for African countries to benefit from the changes the fourth industrial revolution (4IR) is bringing, but without the skill sets in place, the continent will fall behind.&nbsp;&nbsp;



The new requirement for African universities is to be able to track skills demands and respond quickly to make sure that graduates are ready to add real value to businesses worldwide, and to think entrepreneurially, critically, creatively, and analytically. At present, they are not being adequately prepared to enter employment.&nbsp;&nbsp;&nbsp;



This has triggered a renewed focus on higher education. Graduates with limited skills require further training to meet modern workplace needs. Universities also need to produce job creators as well as job seekers. They need to cultivate innovation and entrepreneurship as exploratory solutions to youth employability.&nbsp;



Beyond providing a platform for learning, research and knowledge creation, universities can be catalysts for change and drivers of economic growth by developing young people who can contribute to the growth of new and existing companies. Universities can also encourage and support the creation of new ideas, innovations, and commercialisation. They have a vital role to play in researching the ecosystems that support innovation and entrepreneurship.&nbsp;



One way to respond to the critical shortage of skills is to encourage the development of collaborative partnerships between universities in Africa and abroad, to adopt global best practices when it comes to content, programmes and processes and strengthening research capacity.&nbsp;



An example of a successful initiative is the British Council’s Innovation for African Universities (IAU) programme, launched in 2021. The IAU supports the development of skilled youth who are equipped for the new world of work. The objective is to develop young Africans who can start innovative businesses, generate jobs, build wealth and take advantage of growth opportunities.&nbsp;



The IAU aims to strengthen the capacity of African universities to participate and provide meaningful contributions as key players within the entrepreneurship ecosystem, and to foster a culture of innovation among students.&nbsp;&nbsp;



Universities can give graduates the knowledge and skills to contribute to the growth of new economic initiatives. They can also encourage and support the creation of new ideas, innovations, and commercialisation.&nbsp;&nbsp;



The IAU programme facilitates the development of practical skills required to build industries, companies, products and services and is being developed through partnerships between African and UK universities. Together, they are building institutional capacity for engagement in entrepreneurship and innovation ecosystems in South Africa, Kenya, Ghana and Nigeria – where 24 projects have been chosen that will grow universities’ capabilities for developing a culture of entrepreneurship and giving graduates the skills they need to build sustainable industries, companies and services.&nbsp;



A learning and collaboration platform, the IAU brings together African and UK universities to engage, interact and learn from one another, and develop mutually beneficial partnerships that strengthen higher education systems in both regions. The programme’s objectives are already being actualised and many positive outcomes are being achieved. 



De Montfort University in the UK is working with the Pan African University Life and Earth Sciences Institute and Africa&#8217;s largest innovation hub Co-Creation Hub to create ecosystems that re-use and recycle plastic into new products, reducing the need for landfill and creating new businesses. Academics at the three institutions take creative ideas and test them in the real world.  



In Ghana the IAU has brought together Accra Technical University, University of Huddersfield, Achievers Ghana Education, and the University of Bolton to drive social enterprise innovation. The aim is to develop a toolkit for higher education institutions in Ghana to help them embed social enterprise within the curriculum, across the whole university.  



Transforming Climate Innovation Ecosystems through Inclusive Transdisciplinarity (TransCIIT), a project comprising five partners: Jaramogi Oginga Odinga University of Science and Technology (JOOUST), Kenya Climate Innovation Center (KCIC), and African Centre for Technology Studies (ACTS), along with the University of Johannesburg and University of Sussex. The partnership is developing an integrated research ecosystem emphasising the greening of the economy, skills, and building back better (post-COVID) agendas. 



The Carbon Literacy for Youth Employability project includes the Durban University of Technology in South Africa, Sheffield Hallam University in the UK, as well as Innovate Durban, Kisii University in Kenya, and Ladoke Akintola University of Technology in Nigeria.&nbsp;&nbsp;



With stronger peer-to-peer connections and sharing best practices and knowledge between higher education institutions, the programme aims to enhance students’ employability and support economic development across Kenya and Sub-Saharan Africa now and into the future.&nbsp;&nbsp;



The university of the Witwatersrand’s Wits Entrepreneurship Clinic (WEC) in Johannesburg was created to address the alarming youth unemployment rate in South Africa. The Clinic is a partnership between the University of the Witwatersrand School of Business, the University of Edinburgh in the UK, the Wits Tshimologong Digital Innovation Precinct, and the African Circular Economy Network (ACEN). The clinic is training graduate and&nbsp; postgraduate students to become consultants, providing them with a skill set that they can add to their CVs and use as a stronger basis to seek employment. The clinic also helps graduates through the acceleration of businesses started by student entrepreneurs.&nbsp;



These types of partnerships are fostering institutional capacity for higher education engagement in entrepreneurship and innovation particularly because the solutions are being developed locally in the selected African countries. The overarching objective is to strengthen the capacity of universities and increase their capability to participate and provide meaningful contributions as key players within the much-needed entrepreneurship ecosystem.&nbsp;&nbsp;



Increased investment in higher education is needed to develop a pipeline of skilled youth on the continent. Private sector companies need to reassess their social investment and sustainability plans and provide greater investments in higher education to help build the talent and skills of young men and women as an engine to power sustainable economic transformation. &nbsp; &nbsp;



As the IAU prepares for the next cycle of programmes to be launched, we are calling on technology players and universities to come on board as partners and help accelerate the development of graduates who are as work ready as possible.&nbsp;

Wits Enterpreneurship Clinic

Developing African solutions for youth employability in Ghana, Nigeria, Kenya and South Africa

South Africa is faced with many socio-economic challenges; principally, sluggish growth and high levels of unemployment.



In response to the government’s objectives to create much-needed growth and employment opportunities, the Gauteng Provincial Government has established the Gauteng IDZ, a Special Purpose Vehicle mandated with the development of the OR Tambo International Airport SEZ (also known as OR Tambo SEZ).



In support of the OR Tambo SEZ’s competitive location, focus of the Gauteng IDZ is to promote the manufacturing and export of high-value, lightweight or low-mass products through OR Tambo International Airport.



Presently conceptualized around three approved SEZ locations, the first Precinct of the OR Tambo SEZ is focused on agro-processing and mineral beneficiation. To-date, a 22,735m² food manufacturing facility has been delivered, creating over 2,500 operational jobs.



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The remaining part of the first Precinct (also referred to ORTIA Precinct 1) is the subject of construction work already underway, with development of a Jewellery Manufacturing Precinct (“JMP”).



The Development Concept of the JMP



Designed in a cluster approach, the 27,239m² jewelry precinct development aims to aggregate the production and export of beneficiated products through OR Tambo International. Specifically, the master plan of the JMP provides for the presence of various role players, all contributing to an effective value chain of production and support services, in proximity to one another. These include a metals refinery, jewellery and diamond manufacturers as well as globally reputable logistics companies key for the movement of beneficiated goods to the Airport apron.



In addition, the national regulatory agency established to consider and approve licences necessary to beneficiate or trade minerals in South Africa is also located at the Park.



An enterprise development hub that aims to ensure that the requisite support is provided to emerging enterprises in this sector also has a presence.



Why Mineral Beneficiation?



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The Gauteng IDZ chose to develop a Jewellery Manufacturing Hub in response to the significant challenges faced by the jewelry and diamond industry in South Africa in the recent past, where it has experienced a steep decline since the early 2000s with a lot of lost job and employment opportunities. This is despite Africa continuing to be home to most of the world’s mineral reserves.



With significant global structural changes that have seen a shift from historical markets, the development of the Jewellery Manufacturing Precinct aims to support African jewelry and diamond manufacturers with the production and export of beneficiated metal products from Africa for global consumption.



Supported by the South African Special Economic Zone regime, the JMP provides export manufacturing investors located at the Park with access to incentives packaged as part of the national SEZ program; these include VAT exemption and relief from import customs and excise duties. This is because an SEZ is a delineated geographic area set aside for economic activities and supported by special means that are aimed at promoting national economic growth. Through special means such as applicable SEZ incentives and government funding support in infrastructure, the objective is to support investors in the establishment of export-focused businesses that can create jobs and promote growth



Economic Impact of the JMP



In support of South Africa’s comparative mineral endowment, the JMP will create a globally competitive mineral beneficiation cluster that supports the creation of much-needed jobs whilst also contributing to South Africa’s beneficiation of minerals mined in Africa.



Development Status



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A globally competitive gold refinery and jewelry manufacturer is already operating from the JMP since April 2021.



In addition, an 8 000m² building housing the South African Diamonds and Precious Metals Regulator (including the Diamond Exchange and Export Centre) and the State Diamond Trader has also been operational since September 2021.



Work on the remaining buildings is at an advanced stage and is earmarked for completion by the end of 2022.



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For more information on the investment opportunities at OR Tambo SEZ, email info@gidz.co.za



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Promoting The Export Of Jewellery Manufactured In Africa On The Global Stage

Fusing cutting-edge technology, design, functionality and connectivity, the all-new EQS electric flagship from Mercedes-EQ is designed to delight both its driver and passengers. With its impressive proportions, this new apex model in the Mercedes-EQ range embodies progressive luxury and combines apparent opposites into a coherent overall concept. Short overhangs and a long wheelbase create the basis for a prestigious and sporty exterior design.     As with the drive concept, the EQS takes a completely new approach to interior design &#8211; along with extensive digitalisation. Equipment highlights such as the MBUX Hyperscreen define the EQS as the pioneer of a new era. 



Deliberately placed accents, such as the dominant turbine-design side air vents, underscore the masterful engineering skill that has been applied here. At the same time, EQS is mindful of its roots and its positioning as a pioneering saloon in the S-Class segment: it meets the highest standards of comfort and luxury. A mix of technologically pioneering as well as traditional materials and colours illustrates these apparent contrasts that come together in the EQS.&nbsp;&nbsp;



“The EQS is an innovative and intelligent car, unmatched in exclusivity. It’s the S-Class of electric cars,” says Mark Raine, Co-CEO of Mercedes-Benz South Africa and Executive Director of Mercedes-Benz Cars South Africa.&nbsp;



“With its state-of-the-art tech and digitalisation, coupled with a progressive and dynamic yet elegant look, the EQS is the ultimate luxury EV,” concludes Raine. 



The ground-breaking EQS in more detail  



As part of its Ambition 2039 initiative, Mercedes-Benz is working on offering a carbon-neutral new car fleet within 20 years from now. By as early as 2030, the company wants more than half the cars it sells to feature electric drive systems &#8211; this includes fully electric vehicles and plug-in hybrids. In many areas, Mercedes is already thinking about tomorrow today: the new EQS is designed to be correspondingly sustainable. The vehicles are produced in a carbon-neutral manner, and resource-saving materials such as carpets made from recycled cotton are used. This is because Mercedes-Benz considers the entire value chain, from development and the supplier network to its own production.&nbsp; &nbsp;



With a great deal of meticulous detail work and on the basis of the Purpose design, the aerodynamicists, in close cooperation with the designers, were able to achieve a new coefficient of drag value of as low as 0.20. This makes the EQS the most aerodynamic production car in the world. The operating range particularly benefits from this. It is also among the best in terms of quiet running. The very low wind noise level contributes significantly to this.&nbsp;



With ranges up to 782 kilometres (WLTP) and an output of up to 484 kW (EQS 53), the powertrain of the EQS also meets every expectation of a progressive saloon in the S-Class segment. The EQS 450+ has an electric powertrain (eATS) at the rear axle, while the Mercedes-AMG EQS 53 4MATIC+ also has an eATS at the front axle to supplement the rear-sited powertrain.&nbsp; &nbsp;



The EQS marks the launch of a new generation of batteries with significantly higher energy density. The innovative battery management software, developed in-house, allows updates over the air (OTA). In this way, the energy management system remains up to date throughout the life cycle. In terms of the cell chemistry, the cobalt content of the cathodes has been reduced to 10 percent.&nbsp; &nbsp;



The EQS can be charged with up to 200 kW at fast charging stations with direct current. At home or at public charging stations, the EQS can be conveniently charged with up to 22 kW with AC using the on-board charger. In addition, there are various intelligent charging programs that can be activated automatically depending on the location, and functions such as particularly battery-saving charging.&nbsp;



Navigation with Electric Intelligence plans the fastest and most convenient route, including charging stops, based on numerous factors and reacts dynamically to traffic jams or a change in driving style, for example. A new feature of the EQS is a visualisation in the infotainment system (MBUX Mercedes-Benz User Experience) showing whether the available battery capacity is sufficient to return to the starting point without charging. Charging stations along the route that have been added manually are given preference in the route calculation. Proposed charging stations can be excluded.&nbsp;&nbsp;



Although the EQS is a close relative of the new S-Class, it is built on an all-electric architecture. This completely new concept made a rigorous Purpose Design possible: with its one-bow lines and cab-forward design with fastback, the EQS is clearly distinguishable from vehicles with combustion engines even at first glance. The design philosophy of Sensual Purity, combined with Progressive Luxury, is reflected in generously sculpted surfaces, reduced joints and seamless transitions (seamless design).&nbsp;



The front is combined into a &#8216;Black Panel&#8217; unit. Innovative headlights connected by a light band and the deep black radiator grille (Black Panel) form the distinctive face. The exclusive look of the Black Panel radiator grille with central Mercedes star can be enhanced still further: as an optional extra, they are also available with a three-dimensional star pattern. This so-called Mercedes-Benz pattern is available in conjunction with AMG Line Exterior or Electric Art Exterior (standard on EQS 450+). &nbsp; &nbsp;



The EQS is the first Mercedes to offer the option of activating completely new vehicle functions via over-the-air updates (OTA) in many functional areas. Available from launch: two special driving programs for young drivers and service staff, some little games and the demo program &#8220;The Best or Nothing&#8221;. This means that, following the purchase and the initial new-car configuration, some of the features of the EQS can be adapted according to personal preferences<s>.</s> In addition to the classic purchase of individual functions, subscriptions, temporary activations and free test phases are also planned.&nbsp; &nbsp;



As an exceptionally intelligent vehicle, the EQS has up to 350 sensors, depending on the equipment. These record distances, speeds and accelerations, lighting conditions, precipitation and temperatures, seat occupancy as well as the driver&#8217;s blink of an eye or the passengers&#8217; speech. This wealth of information is processed by control units that, controlled by algorithms, make decisions at lightning speed. So they are the brain, so to speak. The new EQS can expand its capabilities based on new experiences, because it is highly capable of learning thanks to artificial intelligence (AI).&nbsp;



The all-round sound experience in the EQS also makes the paradigm shift from a conventional to an electric car audible. A variety of soundscapes allows for an individual acoustic set-up. In combination with the optional Burmester® surround sound system, the EQS features the two soundscapes Silver Waves and Vivid Flux. As Sound Experiences they can be selected or switched off on the central display. Another soundscape can be unlocked using over-the-air technology. The interactive driving sound, which is reproduced via the sound system&#8217;s loudspeakers in the interior, also moves within the respective sound world.&nbsp;



New to ENERGIZING COMFORT are the three ENERGIZING NATURE programs Forest Glade, Sound of the Sea and Summer Rain. These provide an immersive and impressively realistic on-board sound experience. These calming sounds were created in consultation with the acoustic ecologist Gordon Hempton. As with the other programs that form part of ENERGIZING Comfort, lighting moods and images are used to address other senses.&nbsp;



The standard rear-axle steering contributes to the handy and dynamic impression of the EQS. With the rear-axle steering setup with a steering angle of up to 10 degrees, the EQS has a turning circle of 10.9 metres. This corresponds to the turning circle of many models in the compact class. The respective rear-axle angles and trajectories are shown in the driving mode menu in the central display. The EQS 450+ is equipped with 4.5-degree rear-axle steering as standard and the EQS 53 AMG is equipped with 10-degree rear-axle steering as standard. &nbsp; &nbsp;



Thanks to powerful sensors that monitor the vehicle&#8217;s surroundings, the parking systems can help the driver with manoeuvring in many areas. The driver can park and unpark the car via smartphone using Remote Parking Assist.&nbsp;&nbsp;



The MBUX Hyperscreen (standard on the EQS 53) is the absolute highlight in the interior. This large, curved screen unit sweeps almost from A-pillar to A-pillar. Three screens sit under a cover glass and appear to merge into one. The 12.3-inch OLED display for the front passenger gives them their own display and control area. The entertainment functions are only available there while the car is being driven in accordance with the country-specific legal regulations. Mercedes-EQ relies on an intelligent, camera-based locking logic: if the camera detects that the driver is looking at the front passenger display, it is automatically dimmed.&nbsp;



&nbsp; With adaptive software, MBUX adapts completely to its user and makes personalised suggestions for numerous infotainment, comfort and vehicle functions. With the zero layer, the most important applications are always offered on the top level within the field of vision, according to situation and context.&nbsp; &nbsp;



The latest generation of driver assistance systems includes numerous driver support functions. New, for example, is the additional microsleep warning from ATTENTION ASSIST. It analyses the driver&#8217;s eyelid movements through a camera on the driver&#8217;s display (only in conjunction with MBUX Hyperscreen). The assistance display within the driver&#8217;s display shows the operation of the driving assistance systems in a comprehensible full-screen view.&nbsp;



&nbsp; The principles of Integral Safety, in particular accident safety, apply regardless of the platform. Like all other Mercedes, the EQS therefore features a rigid passenger cell, special deformation zones and state-of-the-art restraint systems. PRE-SAFE® is standard. The fact that the EQS is based on an all-electric architecture also opened up new design possibilities for its safety concept. It meant, for example, that a favourable location could be chosen for the installation of the battery, in a crash-protected area in the underbody. And because there is no large engine block on board, the behaviour in a frontal crash could be modelled even better. In addition to the standard crash tests, the car&#8217;s performance in various additional load situations was verified and extensive component tests carried out at the <a href="https://media.daimler.com/marsMediaSite/de/instance/ko/Das-neue-Technologiezentrum-Fahrzeugsicherheit-TFS-Ein-Meilenstein-der-Sicherheitsentwicklung.xhtml?oid=14882425" target="_blank" rel="noreferrer noopener">Vehicle Safety Technology Centre</a> (TFS). &nbsp;&nbsp;

Mercedes-AMG EQS 53 4MATIC+, 2021

A Look at the First All-Electric Luxury Saloon From Mercedes-Benz

Johannesburg, South Africa – 31 August 2022 – The month of August casts a special spotlight on women in our country; recognising the strength, achievements and impact South African women play in our society. As a African female born and bred in South Africa, and proudly the first woman of colour to be appointed Chief Marketing Officer and board member for the number 5 global brand, the month of August has always symbolised and signalled an opportunity to bring forward the various issues affecting women in our country, one of the immediate ones being inequality in the workplace.



This year’s Women’s Month was themed ‘Women&#8217;s Socio-Economic Rights and Empowerment: Building Back Better for Women&#8217;s Improved Resilience’ that perfectly tied in with the aforementioned issue by not only continuing to pay tribute to the more than 20 000 women who marched to the Union Buildings on 9 August 1956 in protest against the extension of Pass Laws to women, but also being a concept that highlighted Generation Equality



A campaign (first introduced at the Beijing Declaration and Platform for Action of 1995) that links South Africa to global efforts to achieve gender equality by 2030, Generation Equality is the most visionary agenda for the empowerment of women and girls, everywhere. At its core, it demands equal pay, equal sharing of unpaid care and domestic work, as well as an end to sexual harassment and all forms of violence against women and girls, among other important issues.



“Women in the Workplace found that for numerous reasons, women are simply less likely than men to advance: they experience an uneven playing field, with their odds of advancement lower at every level; there is a persistent leadership gap in the most senior roles; gender diversity is not widely believed to be a priority; and while employee programs designed to help balance work and family are abundant, participation is low among both sexes due to concerns that using them will negatively affect their careers.”



&#8211; Women in the Workplace 2021 Study by McKinsey



Achieving diversity and inclusion (D&amp;I) and as a consequence, equality, remains a big challenge globally with representation and properly recognising women in the workplace being one of the main ones. That’s



exactly why in addition to efforts such as Generation Equality, we, at Samsung, have established Women in Samsung Electronics (WISE), an initiative invested in shaping a better, more inclusive future for all, starting with our workplace.



“The gender gap in organizations has narrowed over the past three decades, giving more effortless labour mobility worldwide. There has also been an increasing global awareness regarding the right to a dignified and respectful workplace irrespective of sexual orientation and ethnicity of the employees, which promotes an open and inclusive workplace. However, labour market disruption due to the COVID-19 has had devastating consequences globally. According to International Labour Organization (ILO), women’s employment declined by 5% globally in 2020 compared with around 4% for men.”



&#8211; Samsung: Workforce Diversity and Inclusion in 2021 Study



WISE’s unwavering commitment to women’s equality is evidenced by the action we take to create positive change both within our organisation and in the communities where we live. That action is reflected across the board from our citizenship programs that foster girls’ interest in STEM in addition to WISE. We’re proud to have achieved a 6.5% increase last year in representation of women at senior management level with more work continually being applied to increase the current efforts.



Apart from the obvious intrinsic benefits equal representation of women in the workplace can have, certain (pragmatic) individuals might still pose the question of why there needs to be additional energy, time and to some extent, monetary investment? The question needn’t be brought up as apart from the intangible benefits; additional visible ones include creating a platform for fresh and unique perspectives to be shared, enhanced collaboration, improved staff retention, creating an attractive work environment for prospective employees as well as greater profitability (McKinsey reporting that the most gender-diverse companies are 21% more like to experience above-average profitability).



Although there’s been significant progress in gender equality and diversity, as evident, it’s important to continue the overall efforts established by continually being aware and recognising various organisational gender gaps while at the same time driving the conversation forward coupled with various action plans to address these gaps. The time is indeed now to drive more diversity and inclusion for women in the workplace.



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About Samsung Electronics Co., Ltd.



Samsung inspires the world and shapes the future with transformative ideas and technologies. The company is redefining the worlds of TVs, smartphones, wearable devices, tablets, digital appliances,



network systems, and memory, system LSI, foundry and LED solutions. For the latest news, please visit the Samsung Newsroom at <a href="https://news.samsung.com/za/" target="_blank" rel="noreferrer noopener">https://news.samsung.com/za/</a>



By Dudu Mokholo, Chief Marketing Officer at Samsung Africa

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Why the time is now to drive more diversity and inclusion for women in the workplace

COVID-19 has accelerated digital transformation and fueled rapid growth in the digital marketing sector, with companies such as SocialAmp reaching new heights. <a href="https://www.socialamp.co.uk/" target="_blank" rel="noreferrer noopener">SocialAmp</a> has broken its profit record for the fifth year. The group has just reported 67% year-on-year growth with £1.5million profit and is on track to achieve £5m profit by the end of the next financial year.&nbsp;



Andrew Scrase, one of SocialAmp’s founders said “It’s been eye opening seeing the impact the pandemic had on numerous fields. SocialAmp was fortunate to be in a position to help certain companies transition to digital and survive the pandemic. Being part of their journey has been an incredibly rewarding experience for us and has felt like a real privilege to have had the responsibility to help so many businesses get through those tough moments and explore new areas of opportunity.”&nbsp;



SocialAmp has worked with some of the top players in the fashion and entertainment industry, including Pretty Little Thing, Nickelodeon, MTV, Billionaire Boys Club, and Boohoo, among many others.&nbsp;



Tom Scrase, another of SocialAmp’s founders, commented: “It’s been so rewarding being able to take the knowledge and experience gained through the years working with some of the largest advertisers in the world and being able to apply that to business of all shapes and sizes at SocialAmp. I’ll never get tired of seeing the positive impact we continue to have on all businesses we work with.”&nbsp;



SocialAmp are one of the fastest growing digital marketing agencies, harnessing the power of social media platforms like Facebook, TikTok, Instagram, and Google. With backing from KM capital they are making their mark in the digital marketing sector.&nbsp;



Scott McKenna, Matt Collino, Andrew Scrase and Tom Scrase, the founders of SocialAmp, aim to grow their impressive client list further and into new markets. The four former Facebook employees left the social giant to start SocialAmp.&nbsp;



“With our experience working at Facebook and in-depth knowledge of how the algorithms work, we feel like we’re in a unique position to drive best in class results for our clients” commented Scott McKenna.&nbsp;



Collino added: “We&#8217;ve been extremely driven to provide a working relationship where we are seen as an extension of the internal team rather than a typical external agency. This has helped us create long-standing relationships and understandings of our clients&#8217; businesses”&nbsp;



As SocialAmp grows, the founders are looking to launch an initial public offering in the next three years and expand their services to Africa, particularly, the Nigerian market.&nbsp;



Nigeria has more than 109 million internet users, the highest in all African countries. SocialAmp believes tapping into these numbers will help take Nigeria’s economy to the next level as businesses can use social media platforms to build social signals and increase sales.&nbsp;&nbsp;



Andrew Scrase and Tom Scrase, two of SocialAmp’s founders, were born in Nigeria. But this is not the only African market that SocialAmp has its eyes on. According to the group, their goal is to have their services available in various African countries.&nbsp;&nbsp;



With a growing team in both London and Glasgow, they plan to double their workforce by mid next year to continue to deliver their best-in-class service for their impressive and expanding client list.&nbsp;

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Digital Marketing Company Announces £1.5 million Profit

Johannesburg &#8211; If you think about it, most large corporations grew their business by adapting to change systematically – tweaking their offering while maintaining their core business – thus optimising what they already had. But now, there is a lot more to consider as companies evolve. They must take on new ways of growing without losing their core focus. The speed of change is significantly faster than ever – an ongoing constant that, I would argue, will only get faster. The lines between industries are also blurring, leading to a new and enhanced kind of competition that includes businesses outside your industry.



So as a large corporate, how can you manage this need to grow the core business – that has made you successful – while also being innovative and creating the new? Assuming this is relevant to your business, here are five things to consider:



1. Not an either/or debate&nbsp;  &nbsp; You must grow the core AND create the new. Most organisations are trying to do either one or the other, which doesn&#8217;t work. Given the speed of change, if you&#8217;re focused on growing the core, you will likely miss the plot, and likewise, if you&#8217;re only thinking about creating the new, you will also lose out. A good balance is necessary where you do both at various stages of the business life cycle. It is a constant process to discover, execute, assess and repeat.



2. Not a once-off&nbsp;  &nbsp; Many organisations think of it as a short exercise that is done when a need arises. They will innovate and create the new, and once they figure it out, they can stop. It is not the case, and it is not a once-off solution to a growth dilemma but rather a constant journey you must encounter frequently.&nbsp; &nbsp; &nbsp;



3. A clear choice &#8211; worst or best of both worlds&nbsp;  &nbsp; Let&#8217;s consider the matrix below. One axis portrays how you think about connected thinking and assets, while the other is your startup mindset.&nbsp;



<div class="wp-block-image"><figure class="aligncenter size-full is-resized"><img decoding="async" loading="lazy" src="https://cms.forbesafrica.com/wp-content/uploads/2022/08/image.png" alt="" class="wp-image-56051" width="479" height="302" srcset="https://cms.forbesafrica.com/wp-content/uploads/2022/08/image.png 607w, https://cms.forbesafrica.com/wp-content/uploads/2022/08/image-300x189.png 300w" sizes="(max-width: 479px) 100vw, 479px" /></figure></div>



Ideally, you want to be in the top right quadrant where you incorporate connected thinking and assets and have a startup&#8217;s agility. Unfortunately, most corporates are stuck in the bottom left – the worst of both worlds. Imagine a retailer recognises an ample opportunity in the market and decides to launch a new business in something they were not doing before. If they disregard their current assets, partners and customer base, they will enter with a lean startup mentality.&nbsp; &nbsp; Copying lean startup methods and tools when you&#8217;re not a startup is hardly advisable, but many corporates still opt to compete with startups at the startup level. They try to create the new by competing with the same tools a startup has, ignoring what they have in the core business. It makes it very hard for them to succeed because they struggle with making quick decisions, innovating, taking risks and failing. They&#8217;re not fully applying the startup mentality or mindset, but they&#8217;re also not leveraging the connected thinking and assets they have in their core business.&nbsp; &nbsp; 4. Ecosystem-centric&nbsp;  &nbsp; A lot of organisations have been through what I call cycles around centricity. At one point, organisations were very product-centric. They then moved to be arguably customer-centric and, more recently, employee-centric. However, you must be ecosystem-centric to grow the core while creating the new. This approach means including ecosystem partners in your business journey to success. It implies including vendors and manufacturers at the centre of your thinking rather than as an afterthought. So, it is not only about the product and customer and employee, but also the partner.&nbsp;  &nbsp; These partnerships are redefined as &#8220;unusual partnerships&#8221;. One clear example of unusual partnerships is when you partner with your competition or a competitor of one part of your business. The advantage is shared learning and experiences. One has to be highly focused on what you should be doing versus what others can do for you.&nbsp; &nbsp; 5. Future-looking mentality&nbsp;  &nbsp; Lastly, you need to take a longer-term view of what is core for you. It means having a future-looking mentality. If you take the example of Tesla, what is its core? Is it manufacturing, software, artificial intelligence or something else? Once you have clarity, you can decide how to leverage partners to do things that may not be your core business and what the partner might be better at delivering. Trying to accomplish this can be almost impossible. So you must become razor-focused on what you do versus what others do for you.&nbsp; &nbsp; Is all of this practical?&nbsp;  &nbsp; Playing in the best of both worlds is challenging but achievable. Are there a lot of companies in South Africa and the world that do this now? No, not many, because it is hard. The five things are straightforward but practically hard to implement alone. You need to prioritise and focus by asking what your core business is. Is it a fantastic product? Is it the distribution power of the company? Can you partner with another organisation to achieve better results than on your own? The point is to start shifting the mindset and doing both as a process. Otherwise, it is easy to fall into the trap of not doing anything at all and risk missing out on exponential growth.&nbsp;



By Luis Rodriguez, Managing Director for Strategy and Consulting at Accenture in Africa



NOTES TO EDITORS&nbsp;



Issued by Stone on behalf of Accenture South Africa. &nbsp;



<ul><li>Please contact Jonathan Mahapa at Accenture South Africa on +27 11 208 3947 or <a href="mailto:jonathan.mahapa@accenture.com" target="_blank" rel="noreferrer noopener">jonathan.mahapa@accenture.com</a>&nbsp;</li><li>Alternatively, please contact Willem S Eksteen or a member of the Accenture team at Stone on +27 11 447 0168 or <a href="mailto:accenture@stone.consulting?subject=Accenture%20media%20enquiry%20-%20&amp;body=Name%20and%20surname%3A%0AContact%20number%3A%0AHow%20may%20we%20assist%3F" target="_blank" rel="noreferrer noopener">requests@accenturemedia.co.za</a> for further media information, enquiries or interview requests.&nbsp;</li></ul>

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Growing the CORE while creating the NEW How businesses can be innovative without losing their core focus

It isn&#8217;t every day that many of us meet a mother of four with an immense passion for science, life, art, music, social justice, and people. Meet Dr. Christina Rahm. She is a scientific influencer, patent inventor, environmental and human researcher, published author, humanitarian, and businesswoman. She has also worked for numerous governments and universities while speaking and lecturing globally for world-class organizations, events, minority causes, and philanthropies.&nbsp;



Dr. Rahm is based in Nashville, TN, and is the formulator of the products for The Root Brands which is a health and wellness company. Root provides simple, yet effective solutions to support and enhance overall health and wellness globally. She is also the founder of multiple provisional patents, proprietary formulas, and trade secrets under the brand Dr. Christina Rahm.&nbsp;



In addition to her focus on various areas of sciences, she is also the creator behind the fashion, art, and music platform Under the Red Chandelier (“UTRC”) and author of the “Cure the Causes” book series. Her books can be found on Amazon.&nbsp;&nbsp; Beginning on August 27, 2022, Dr. Rahm’s books can also be found under The Root Brands. The audio version is available in 27 languages.&nbsp;



Dr. Rahm has had her fair share of being attacked physically, mentally, emotionally, and legally. She has even endured numerous forms of cancer and Lyme disease. Furthermore, her competitors continue to attempt to try to stop the positive solutions she has created for others. But all these attacks have only motivated her to work harder at finding solutions for her family and others.&nbsp;&nbsp;



While developing The Root Brands products, she poured her heart and mind into each product and each patent, knowing the possible impact each could have on a person’s life for the better.&nbsp; She has produced proprietary products which help people live their very best lives by supporting the body naturally. Getting to the “root” of the issue by eradicating toxins allows the optimization of the essential needs inside of the body. She believes that life should be healthy and beautiful.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;



When asked about her missions and goals, Dr. Rahm stated, “Life is hard.&nbsp; I have seen so many sides of both the good and bad of this life from an early age. There are good and bad people in our lives as well as good and bad things inside our bodies. I hope to inspire others to create a healthy environment and meaningful life by eliminating internal and external toxins and putting positivity into the outside and inside of every situation and every being. I want to make life better for others throughout the world. I want to give hope to others no matter what they are experiencing.”&nbsp;&nbsp;&nbsp;&nbsp;



Dr. Rahm’s motivation to help improve humanity came from battling Lyme disease and going through multiple bouts of cancer. She continued consistently to be a scientist and a mother at the same time. Dr. Rahm stated has learned to deal with obstacles in life through academic, professional, spiritual, and emotional discoveries while working in more than 85 countries.&nbsp; She also is unequivocal in her message to others that God as well as her family and friends have been her biggest allies through all the many obstacles.&nbsp;&nbsp;&nbsp;



Some of her philanthropic work includes “The UN Women for Peace,” as one of the State of Tennessee chairs and supporting the work with the ‘Save the Soil,” campaign with Sadhguru. She additionally supports and serves as a foundation pillar of the UN Women for Peace under a cause called, “Counting on Men,” which is aimed at stopping child sexual abuse and domestic violence.&nbsp;&nbsp;&nbsp;



In her many travels in her career, Dr. Rahm has been able to work and volunteer in countries like Botswana, Namibia, Zimbabwe, Sudan, South Africa as well as Uganda, and Ghana where she has worked with many hospitals. Not only has she received Doctorate degrees from the USA and Europe. Dr. Rahm has also received two Honorary Doctorate Degrees in Philosophy (Ph.D.) from Africa and South Africa through Grace International Bible University and Rudolph Kwanue University.&nbsp; She has been honoured at these schools for her crusades in Social Work and Humanities, as well as, for her advancements in Pharmaceutical and Nutraceutical Sciences. She has also travelled to Ethiopia, Africa, where Dr. Christina Rahm was inspired by their delicious coffee enough to create one of her brands, “RAHM ROAST”.&nbsp;



&nbsp;With one of her new brands, “UTRC,” Dr. Rahm is inspired to bring awareness to art, fashion, food, travel, and music through inspiring creativity while learning a little science on the side. She will launch her 5G detox fashion clothing line under this brand. Her husband, Clayton Thomas has shown his support of her new brand by having The Root Brands sponsor “UTRC” which will include podcasts, interviews, collaborations, and sponsorships. The series will air in September and include a partnership with The House of Rahmas, Root, and DRC.&nbsp;&nbsp;



Coming in September, Dr. Rahm will also be launching a skincare and make-up line targeting the reversal of aging called “Ella Pure.”&nbsp; This is a line inspired by her daughter, Merritt Ella.&nbsp;



Social Media:&nbsp;



Dr. Christina Rahm&nbsp;



Instagram: &nbsp;



<a href="https://www.instagram.com/drchristinarahm">https://www.instagram.com/drchristinarahm</a>



Website&nbsp;



<a href="https://drchristinarahm.com">https://drchristinarahm.com</a>



LinkedIn:&nbsp;



<a href="https://www.linkedin.com/in/dr-christina-rahm-cook">https://www.linkedin.com/in/dr-christina-rahm-cook</a>



The Root Brands:&nbsp;



<a href="https://www.facebook.com/therootbrand">https://www.facebook.com/therootbrand</a>



<a href="https://www.instagram.com/therootbrands_/">https://www.instagram.com/therootbrands_/</a>



<a href="https://www.linkedin.com/company/therootbrands/mycompany/">https://www.linkedin.com/company/therootbrands/mycompany/</a>

Category: Brand Voice