<figure class="wp-block-image size-large"><img loading="lazy" decoding="async" width="820" height="546" src="https://cms.cnbcafrica.com/wp-content/uploads/2023/05/Brian-Mpono-Oceans-UMhlanga-Mixed-Use-Development-CEO-820x546.jpg" alt="" class="wp-image-424889" srcset="https://cms.cnbcafrica.com/wp-content/uploads/2023/05/Brian-Mpono-Oceans-UMhlanga-Mixed-Use-Development-CEO-820x546.jpg 820w, https://cms.cnbcafrica.com/wp-content/uploads/2023/05/Brian-Mpono-Oceans-UMhlanga-Mixed-Use-Development-CEO-300x200.jpg 300w, https://cms.cnbcafrica.com/wp-content/uploads/2023/05/Brian-Mpono-Oceans-UMhlanga-Mixed-Use-Development-CEO-135x90.jpg 135w, https://cms.cnbcafrica.com/wp-content/uploads/2023/05/Brian-Mpono-Oceans-UMhlanga-Mixed-Use-Development-CEO-768x512.jpg 768w, https://cms.cnbcafrica.com/wp-content/uploads/2023/05/Brian-Mpono-Oceans-UMhlanga-Mixed-Use-Development-CEO.jpg 1024w" sizes="auto, (max-width: 820px) 100vw, 820px" /></figure>



From humble beginnings, Brian didn’t settle into the welder role that was thrust upon him at the age of 16. Instead, he used this hunger to transform his destiny. After graduating from the University of KwaZulu-Natal with a Bachelor of Human Sciences in Media Communications and Management, he worked his career as a marketing, PR, and communications professional followed, but the entrepreneurial bug bit and in 2009, Brian started his own Biodiesel (500,000liter per month processing &amp; refinery plant) business in 2009. Staking his claim as the first young black South African in the renewable energies market, a title that also saw him develop and lead a series of infrastructure projects in the sector.&nbsp;



His foray into energy landed him an introduction to Vivian Reddy. Brian worked his way up to being Head of Corporate Affairs, Chief of Staff to Executive Director of Edison Power. His high ambitious character from the day he walked through the doors of Vivian Reddy’s offices, he equally grew to be an integral part of Vivian Reddy’s flagship development that is the R4,3bn International Award-Winning Oceans Umhlanga Mixed-Use Development. Starting off by spearheading the IPO (under a billion rand Capital Raising) for the hotel portion (officially called Radisson Blu Hotel Durban Umhlanga). It is the biggest private mixed-use development in South Africa. Being the voice and face of the game changing investment, Brian serves as the Group Corporate Affairs Executive [CEO] for entire Oceans Umhlanga Development, in KZN he’s become known affectionately as “Mr. Oceans” and in very serious senior&nbsp; Corporate &amp; Professional circles he’s referred to as Vivian Reddy’s Right-Hand Man who travels the world advocating for not just the business hes involved in but the business of tourism, foreign &amp; local investment into the city of durban; whos overall focus has been to grow and build the 45year old Edison Corporation empire founded by business titan Vivian Reddy.



Brian Mpono is also the Group Marketing Executive for the Technodyn Group, a group of companies working in the dynamic Information Technology industry. In his role, he brings together the overall marketing strategy and market voice of the different businesses and creates cohesion between its brands to facilitate its business strategy. Technodyn IFS being the biggest in the group of companies.&nbsp; A disruptor with a keen sense for business and a DNA entrenched in innovation, Brian is a serial entrepreneur and consummate marketing professional, melding his expertise to multiple industries with great success. At the Technodyn Group of Companies, he uses his extensive understanding of business, passion for mentorship, and dedication to socio-economic development, to drive the organisation into new markets while helping clients realise the value of leveraging data and technology to unearth the secrets to success their businesses hold. He travels Africa for TDG, the biggest tech infrastructure company in Africa, which bought the rights for Africa of two multi billion dollar European and US tech companies to unearth the vast potential on the African continent. It’s products service the entire US Navy, the majority of the aviation world runs on the tech that TDG deploys in Africa.&nbsp;



An energetic, pioneering, and passionate speaker, Brian has continued his personal growth and attended the Gordon Institute of Business Science. His trophy cabinet boasts accolades such as inclusion in the 60 Most Enterprising South African, Sowetan Top 100 Bosses, finalist in the Under 35 Maverick Award for High-End Innovation, and a Disruptor in The Young Independents: Mzanzi100.&nbsp;&nbsp;

Brian-Mpono-Oceans-UMhlanga-Mixed-Use-Development-CEO

OCEANS UMHLANGA MIXED-USE DEVELOPMENT

<figure class="wp-block-image size-large"><img loading="lazy" decoding="async" width="820" height="605" src="https://cms.cnbcafrica.com/wp-content/uploads/2023/05/Florie-and-Pres.-Masisi-820x605.jpeg" alt="" class="wp-image-424843" srcset="https://cms.cnbcafrica.com/wp-content/uploads/2023/05/Florie-and-Pres.-Masisi-820x605.jpeg 820w, https://cms.cnbcafrica.com/wp-content/uploads/2023/05/Florie-and-Pres.-Masisi-300x221.jpeg 300w, https://cms.cnbcafrica.com/wp-content/uploads/2023/05/Florie-and-Pres.-Masisi-122x90.jpeg 122w, https://cms.cnbcafrica.com/wp-content/uploads/2023/05/Florie-and-Pres.-Masisi-768x566.jpeg 768w, https://cms.cnbcafrica.com/wp-content/uploads/2023/05/Florie-and-Pres.-Masisi.jpeg 960w" sizes="auto, (max-width: 820px) 100vw, 820px" /></figure>



Washington DC – During a visit to Gaborone, Botswana, Corporate Council on Africa (CCA) President and CEO Florizelle “Florie” Liser was honored to meet with H.E. Mokgweetsi Masisi, President of the Republic of Botswana, who reiterated his Government’s commitment to successfully co-hosting &nbsp;the 15th U.S.-Africa Business Summit (USABS) in Botswana later this year.&nbsp; President Masisi noted that key Cabinet officials who were in attendance at the meeting were ready to mobilize their ministries and work collaboratively with CCA and the private sector to organize a highly successful Summit. Following several days of government and private sector meetings as well as site visits, Ms. Liser was pleased to announce with Minister of Investment, Trade and Industry, Hon. Mmusi Kgafela that the Summit will be held July 11-14, 2023 in Gaborone. The announcement was made Friday, February 3, 2023 at the Minister’s office along with the signing of an agreement between CCA and the Government of Botswana.



The U.S.-Africa Business Summit is the Corporate Council on Africa’s premier annual event, bringing together African heads of state, senior U.S. and African government officials, and top CEO’s and senior business executives from the U.S. and Africa spanning major business sectors that are critical to the continent’s development. &nbsp;These include infrastructure, ICT / digital, health, energy, mining, agriculture, consumer goods, finance, tourism and creative industries.



The 15th USABS theme “Enhancing Africa’s Value in Global Value Chains” highlights an issue that was heavily discussed during the U.S. &#8211; Africa Business Forum, hosted by President Joseph R. Biden on the second day of the U.S.-Africa Leaders Summit in Washington, DC in December 2022.&nbsp;During the Forum, President Biden announced more than $55 billion in new U.S. government programs to support trade, investment and development in Africa along with more than $15 billion in new trade and investment deals made by private sector companies that were in attendance.&nbsp; CCA was proud to have co-organized the U.S.-Africa Business Forum which highlighted opportunities for greater collaboration between the U.S. and African private sector.&nbsp; This year’s CCA Summit will build on and advance those discussions, further deepening U.S.-Africa economic engagement and business ties.&nbsp;



With a desire to keep the positive momentum going from the U.S.-Africa Leaders Summit and Business Forum, Ms. Florie Liser stated that &#8221; the U.S.-Africa Business Summit is an important platform and opportunity to again bring together U.S. and African government and private sector leaders to grow U.S.-Africa trade, business, and mutually beneficial gains for the people and businesses of both the United States and Africa.”



Minister of Investment, Trade and Industry the Honorable Mmusi Kgafela said, “We look forward to working with our partners at the Corporate Council on Africa to herald a new era of two-way trade and investment between Africa and the United States. We welcome U.S. private sector businesses to drive investment and technology that can enhance Africa’s role in key global value chains, create jobs, and spur economic growth here in Botswana and across the continent.”

Florie-and-Pres.-Masisi

U.S.-Africa Business Summit to be held July 11-14 in Gaborone, Botswana

<figure class="wp-block-image size-large"><img loading="lazy" decoding="async" width="820" height="547" src="https://cms.cnbcafrica.com/wp-content/uploads/2023/05/hand-with-card-laptop-820x547.jpg" alt="" class="wp-image-424963" srcset="https://cms.cnbcafrica.com/wp-content/uploads/2023/05/hand-with-card-laptop-820x547.jpg 820w, https://cms.cnbcafrica.com/wp-content/uploads/2023/05/hand-with-card-laptop-300x200.jpg 300w, https://cms.cnbcafrica.com/wp-content/uploads/2023/05/hand-with-card-laptop-135x90.jpg 135w, https://cms.cnbcafrica.com/wp-content/uploads/2023/05/hand-with-card-laptop-768x512.jpg 768w, https://cms.cnbcafrica.com/wp-content/uploads/2023/05/hand-with-card-laptop-1536x1024.jpg 1536w, https://cms.cnbcafrica.com/wp-content/uploads/2023/05/hand-with-card-laptop-scaled.jpg 2048w" sizes="auto, (max-width: 820px) 100vw, 820px" /><figcaption class="wp-element-caption">Hands holding credit card and using laptop. Female hands making online payment. Purchase and Buy online. Online shopping. Business infographic</figcaption></figure>



Technological solutions that embrace the needs of the customer; that reshape the payments, financing, and banking structure; and that embed speed, service and real-time visibility into transactions and engagements – these are the innovations that sit at the very edge of the digital transformation frontier. These are the steps financial services organisations take as they seek out new ways of connecting with customers, building market share and building stable foundations that are capable of withstanding the aftershocks of global uncertainty.



Digital innovation has become the de facto step taken by companies that want to thrive. This is reflected by a growing evolution in digital services and investments. A recent KPMG report entitled ‘<a href="https://assets.kpmg.com/content/dam/kpmg/cn/pdf/en/2021/04/accelerating-digital-finance.pdf">Accelerating digital finance’</a> found that the customers of 2023 are likely to be far more demanding when it comes to personalisation, frictionless transactions, and protection of their data. It’s an interesting shift that is already playing out – <a href="https://aws.amazon.com/blogs/industries/customer-experience-transformation-in-banking/">Amazon’s Banking Trends 2022</a> highlights how customers want frictionless and instant access to banking solutions, while <a href="https://www.accenture.com/us-en/insights/banking/consumer-study-making-digital-banking-more-human">Accenture</a> underscores the importance of understanding the ever-changing customer.



So, what does this mean? It means that technologies such as artificial intelligence (AI) and automation will very likely pick up the weight of the admin and enhance the organisation’s ability to develop micro services that are curated to meet specific customer demographics and expectations. In a recent article from <a href="https://www.sciencedirect.com/science/article/abs/pii/S0275531922000046">Science Direct Research in International Business and Finance</a>, the authors state that AI is rapidly evolving to become a key selling point for financial institutions as it allows for improvements across reputation, trust and capability. It also supports one of the key challenges faced by financial institutions today – cybersecurity. AI is invaluable in lifting the digital load and helping financial institutions to create frictionless experiences for their customers while protecting critical assets and embedding trust across customers and stakeholders.



Personalisation is also, of course, a critical factor when it comes to digital innovation within this sector. A recent study released by Genesys on the <a href="https://www.prnewswire.com/news-releases/new-banking-study-reveals-growth-benefits-of-personalization-innovation-and-trust-in-customer-experience-301674711.html">challenge of customer-centric banking</a> found that financial institutions that are capable of delivering high-end customer experiences are also more likely to attract new customers, achieve their strategic objectives and hold on to their talent.



Personalisation is more than a nice idea – it’s critical to ensuring that customers remain engaged and connected to the financial institutions they choose. The Genesys report also found that 61%&nbsp;of banking executives felt that customer expectations are rising and 45% said that they are struggling to keep up with them. But keep up they must, because customers are increasingly rejecting generic products and solutions that don’t reflect their identity or their needs.



Nedbank believes that there are three key steps for ensuring that the financial institutions can leverage digital and accelerate innovation. The first is to focus on digital services that are designed to support everyday activities but that are also supported by people-centric engagements and touchpoints. This means taking personalisation beyond technology-powered connections and capabilities and ensuring that there is always a human element ready to step in and nurture the customer at points of frustration, and at times when there is room to nurture their potential. Here, digital innovation needs to be paired with a personalised, flexible and proactive approach that combines digital services with hands-on expertise.



Secondly, financial institutions need to provide customers with access to relationship bankers, specialists and customer service desks that are agile enough to meet customers where they are today and take them where they need to be tomorrow. It’s the evolution of digital from a functional toolkit that enhances the bank’s innate capabilities towards a sophisticated ecosystem that allows for more complex client-level decision-making. Digital when you want it, human when you need it, and innovative where it should be: at the center of the business.



This sits at the core of Nedbank Private Clients and our commitment to enabling financial aspirations within an ecosystem that is powered by digital and empowered by people. We believe that banking should be a complete experience, providing people with a dedicated relationship banker, preferential rates and support for careers and personal growth, as well as giving them access to relevant wealth solutions. With Nedbank you gain access to a personal success toolkit that’s driven by digital and innovation as well as a desire to ensure that people thrive in their careers and financial lives.



<a>For more information on our specialised</a> services and solutions, as well as tailored prices, contact us at privateclients@nedbank.co.za.

Hands holding credit card and using laptop

Personalisation meets cutting-edge technology: Unlocking the future of digital innovation in financial services

<figure class="wp-block-image size-large"><img loading="lazy" decoding="async" width="714" height="800" src="https://cms.cnbcafrica.com/wp-content/uploads/2023/04/Dave-H-11-714x800.jpg" alt="" class="wp-image-424268" srcset="https://cms.cnbcafrica.com/wp-content/uploads/2023/04/Dave-H-11-714x800.jpg 714w, https://cms.cnbcafrica.com/wp-content/uploads/2023/04/Dave-H-11-268x300.jpg 268w, https://cms.cnbcafrica.com/wp-content/uploads/2023/04/Dave-H-11-80x90.jpg 80w, https://cms.cnbcafrica.com/wp-content/uploads/2023/04/Dave-H-11-768x861.jpg 768w, https://cms.cnbcafrica.com/wp-content/uploads/2023/04/Dave-H-11-1370x1536.jpg 1370w, https://cms.cnbcafrica.com/wp-content/uploads/2023/04/Dave-H-11.jpg 1628w" sizes="auto, (max-width: 714px) 100vw, 714px" /></figure>



In July 2022, a Notice amendment to the Compensation for Occupational Injuries and Diseases Act (COIDA) was introduced into law that impacts every employer in South Africa, including those who engage the services of domestic workers and gardeners.



Under this Notice, the Compensation Fund Commissioner sought to provide a regulated system of “no fault” compensation for injury or illness as a result of an individual’s occupation, and loss-of-income relief to an individual or their family, as well as claims for ‘reasonable medical expenses’.



It is a criminal offence for anyone who has not registered under COIDA, and, confirms Dave Honeyman, Head of Accidents and Health, SHA (a division of Santam) “this means that the 46% of South African companies (some 200 000) that have not registered, and likely millions of domestic worker employers, are now subject to a penalty or jail term.



“Any employer that thinks they can fly under the radar of this Act is mistaken. The Department of Labour has recently engaged additional inspectors who will be visiting businesses and homes, to check their registration status.”



May be wary of COIDA but Honeyman says they have no reason to be. “It’s good legislation because it addresses the historic unequal position that workers found themselves in when an employer denied them any form of compensation if they became critically ill, were injured or disabled, or died, as a result of their occupation.



Honeyman explains that in these circumstances through COIDA, income is protected up to 75% to a maximum claim of R529 264 per year “It is also relatively inexpensive at between two and three percent of the employee’s salary. This is a relief for claimants, but it can take up to a year for the claim to be verified.”



“It got us thinking that even if a person was not at a workplace and suffered an accident or injury that caused disability or death, the extended family would still be financially compromised.”



This is why SHA introduced the Employee Injury Assist policy. “This gap cover will pay within 48 hours on a health or accident event, even if such an event occurs outside of the workplace. It is, however, conditional on being registered with the Compensation Commissioner, which SHA undertakes to do on our client’s behalf,” says Honeyman.



The Employee Injury Assist policy is also far-reaching in its benefits for it bridges the potential one-year COID claim payout time gap, and offers additional benefits, such as facilitating a SHA initiated 24/7 ambulance request, as well as hospital admittance accompanied by COID forms. SHA will also monitor COID claims until the end of the claim process.



SHA has also appointed itself as custodians of COID because undertaking the training of health and safety officers, and brokers. &#8220;With our direct involvement we are seeing a 95% success rate for brokers signing up new policyholders.



Existing clients can simply add it onto their existing SHA policies, and new clients can apply online via SHA or face-to-face.

Dave-H-11

COIDA and Santam SHA work together to protect all employees

Across the globe, much of financial services are done using mobile phones. From point-of-sale purchases to sending money to friends or family, digital wallets and using apps for payable services such as rides, food delivery, and bill pay, our world is intrinsically tied to mobile digital financial services (mDFS). The potential to bring efficient, seamless, and easy access to money for citizens of countries in the midst of change is high- and so is the potential for fraud. Governments need to prepare for and defend against fraudulent actors. This involves investing in stronger infrastructure and deploying more secure production requirements as current ones become obsolete with a transition to 5G in many sectors. For example, many regions rely on unstable networks and have limited access to internet.&nbsp;



Limited resources can impede progress. The ever-expanding array of attacker strategies aimed at stealing or compromising financial and personal data, combined with continuing challenges in creating <a>a foundation</a> that provides access to both broadband internet and banking-related services, results in significant variations in the ability of both individuals and businesses to securely access mDFS.



In our quest to provide tech for public good, we at <a href="https://mitre-engenuity.org/">MITRE Engenuity</a> are rising to the challenge and have developed an analytical risk model that uses information from a nation’s current systems to produce recommendations of resource investments that will most efficiently lower risk associated with attacks.



The model provides a flexible yet consistent approach. First, it identifies the most relevant cybersecurity threats and obstacles to secure access <a>in a given</a> sector. Following this analysis, it then recommends the policy and technical approaches most applicable to expanding and improving secure mDFS access.



<h2 class="wp-block-heading" id="h-technical-policy">Technical + Policy</h2>



This model simultaneously draws upon a “unique blend of deeply technical subject matter experts across multiple disciplines,” says Cynthia Wright, model researcher and MITRE Principal Cybersecurity Engineer. She notes that it is based on a <a href="https://www.mitre.org/news-insights/publication/enhanced-cyber-threat-model-financial-services-sector-institutions">model</a> that pinpoints potential means of attack on financial services enterprises and its insights were mined from industries including “international cyber capacity building, cybersecurity engineering, systems engineering, and cyber threat intelligence.”


<div class="wp-block-image">
<figure class="aligncenter size-full"><img loading="lazy" decoding="async" width="1200" height="628" src="https://cms.cnbcafrica.com/wp-content/uploads/2023/04/ABN-Graphics-mDFS-Graphic-1200x628-3.png" alt="" class="wp-image-424348" srcset="https://cms.cnbcafrica.com/wp-content/uploads/2023/04/ABN-Graphics-mDFS-Graphic-1200x628-3.png 1200w, https://cms.cnbcafrica.com/wp-content/uploads/2023/04/ABN-Graphics-mDFS-Graphic-1200x628-3-300x157.png 300w, https://cms.cnbcafrica.com/wp-content/uploads/2023/04/ABN-Graphics-mDFS-Graphic-1200x628-3-820x429.png 820w, https://cms.cnbcafrica.com/wp-content/uploads/2023/04/ABN-Graphics-mDFS-Graphic-1200x628-3-160x84.png 160w, https://cms.cnbcafrica.com/wp-content/uploads/2023/04/ABN-Graphics-mDFS-Graphic-1200x628-3-768x402.png 768w" sizes="auto, (max-width: 1200px) 100vw, 1200px" /></figure></div>


Drawing upon MITRE’s deep cyber threat modeling expertise and its <a href="https://www.mitre.org/news-insights/impact-story/mitre-strengthens-cyber-capacity-developing-nations">International Cyber Capacity Building Framework</a>, the MITRE Engenuity <a href="https://7754670.fs1.hubspotusercontent-na1.net/hubfs/7754670/Incubations%20Investments%20Papers/For%20Pub%20Engenuity%20mDFS%20Risk%20Model%20Development%20Report_ME0044_Final.pdf">mDFS Risk Management Model (RMM)</a> uses a “dual lens” approach that combines both technical and policy/governance risk factors and mitigants to create a comprehensive and multi-dimensional view of the challenges that threaten the mDFS ecosystems.



Cultivated from this extensive array of expert knowledge and resources, the mDFS RMM is one of the most comprehensive models ever developed for <a>the mobile</a> space. Users identify recommendations tailored to their country’s unique technology and policy environment that will reduce risk, improve access, and increase trust.


<div class="wp-block-image">
<figure class="aligncenter size-full"><img loading="lazy" decoding="async" width="1200" height="628" src="https://cms.cnbcafrica.com/wp-content/uploads/2023/04/mDFS-Incorporates-1200x628-3.png" alt="" class="wp-image-424350" srcset="https://cms.cnbcafrica.com/wp-content/uploads/2023/04/mDFS-Incorporates-1200x628-3.png 1200w, https://cms.cnbcafrica.com/wp-content/uploads/2023/04/mDFS-Incorporates-1200x628-3-300x157.png 300w, https://cms.cnbcafrica.com/wp-content/uploads/2023/04/mDFS-Incorporates-1200x628-3-820x429.png 820w, https://cms.cnbcafrica.com/wp-content/uploads/2023/04/mDFS-Incorporates-1200x628-3-160x84.png 160w, https://cms.cnbcafrica.com/wp-content/uploads/2023/04/mDFS-Incorporates-1200x628-3-768x402.png 768w" sizes="auto, (max-width: 1200px) 100vw, 1200px" /></figure></div>


Validation results have arrived



Cynthia also shared that, as part of our support to the <a href="https://engineering.cmu.edu/news-events/news/2022/09/27-gates-foundation.html">mobile money cybersecurity initiative</a> for the <a href="https://www.gatesfoundation.org/">Bill &amp; Melinda Gates Foundation</a>, MITRE Engenuity conducted a study to test the efficacy of the RMM by applying it to several countries with very different technology and policy/governance ecosystems, for example levels of financial inclusion and access to internet connectivity: Bangladesh, Kenya, Nigeria, Rwanda, and Togo.



Overall, the research validated the RMM, since for each country it could identify a combination of technical and policy approaches that would more widely improve access and security than technical approaches alone can provide. In the next step of validation individuals and organizations deeply familiar with the countries will examine the policy/governance recommendations provided by the model and determine their relevance for assisting the countries in improving their mDFS ecosystems. (The technical security recommendations are straightforward and well-validated in other models.)



<h2 class="wp-block-heading">Accessing model output</h2>



As a companion to the model generating the recommendations, MITRE Engenuity developed a dynamic software platform that automates the methods that the model uses. This enables users who are not cyber experts to select relevant characteristics in the chosen community and use them to assess what risks are most prominent. The platform also generates both technical and policy/governance recommendations that can be used to apply risk mitigation strategies, such as enabling security mechanisms like PINs, passwords, and biometrics.



This platform is ready for pilot testing for a particular objective and application in any of the following use cases:



<ul class="wp-block-list">
<li>Donor Nations or Assistance Organizations:<ul><li>Use the RMM to identify which of the prominent risk factors in a specific country or area best align with assistance goals and resources, as an aid to focusing resourcing efforts.</li></ul>
<ul class="wp-block-list">
<li>Identify technology or governance approaches that are appropriate to a specific country as an aid to developing achievable goals and incentive initiatives.</li>
</ul>
</li>



<li>National Governments:<ul><li>Use the RMM to optimize limited resources by narrowing the risk landscape. Identify where policy/governance approaches can mitigate risks, even in a diverse technical ecosystem.</li></ul>
<ul class="wp-block-list">
<li>Identify incentives or disincentives that may affect mDFS access and security, such as specific policies toward licensing, fees, taxation, etc. Identify less obvious contributing factors to mDFS adoption and security, such as gender policies, education curricula, the presence of a national digital identification program, or the availability and security of agent networks, that could be modified through policy.</li>
</ul>
</li>



<li>Technology (including Fintech) Companies and Regulatory entities:<ul><li>Identify approaches such as specific technology features and standards that can provide widescale improvements in ecosystem security.</li></ul>
<ul class="wp-block-list">
<li>Identify national or regional trade and cooperation approaches that could help or hinder adoption of mDFS technologies, applications, etc.</li>
</ul>
</li>
</ul>


<div class="wp-block-image">
<figure class="aligncenter size-full"><img loading="lazy" decoding="async" width="1200" height="628" src="https://cms.cnbcafrica.com/wp-content/uploads/2023/04/mDFS-Africa.Business-Imagery-1200X628-2.png" alt="" class="wp-image-424351" srcset="https://cms.cnbcafrica.com/wp-content/uploads/2023/04/mDFS-Africa.Business-Imagery-1200X628-2.png 1200w, https://cms.cnbcafrica.com/wp-content/uploads/2023/04/mDFS-Africa.Business-Imagery-1200X628-2-300x157.png 300w, https://cms.cnbcafrica.com/wp-content/uploads/2023/04/mDFS-Africa.Business-Imagery-1200X628-2-820x429.png 820w, https://cms.cnbcafrica.com/wp-content/uploads/2023/04/mDFS-Africa.Business-Imagery-1200X628-2-160x84.png 160w, https://cms.cnbcafrica.com/wp-content/uploads/2023/04/mDFS-Africa.Business-Imagery-1200X628-2-768x402.png 768w" sizes="auto, (max-width: 1200px) 100vw, 1200px" /></figure></div>


<h2 class="wp-block-heading">Give it a go</h2>



We think it is time for widespread use and feedback from the nations driving and benefiting from this work!



MITRE Engenuity wants to define and implement more features, engage with content creators or maintainers, and support ongoing development.&nbsp; But it needs input from real-world users. <a href="https://riskmodel.mitre-engenuity.org/">Access the tool and run a risk assessment</a>. The MITRE team is happy to accept questions about any of the topics discussed in this article or feature requests at mdfs@mitre-engenuity.org and to <a href="https://mitre-engenuity.org/growing-impact/cyber-risk-model-mobile-digital-financial-services/">read about the cyber risk model management tool</a>.

e-wallet-6368676_1280

Mobile money: finding security risks for investment opportunities

NEW Avon Hydramatic Matte Lipstick: bold on the outside, caring to the core



While history has it that the first commercial lipstick was invented in 1884 by French perfumers, lipstick dates back some 5000 years ago were ancient Sumerian and Indus Valley men and women were possibly the first to invent and wear it when they crushed gemstones to decorate their faces, mainly on the lips.



Since then, lipstick has become almost every woman’s darling best friend that she drapes on her lips and takes everywhere in the bag. Many research studies have discovered that lipstick has become much more than mere makeup but it’s become a tool of empowerment that enables them to present themselves and express their beauty. And, while colors and ingredients evolve as the years go by, the objective of applying lipstick doesn’t change: “to express inner beauty with outer self.”



One of the most popular lipstick types amongst women is the matte lipstick. Women love it because of its bold colors, ease of application, it’s customizable, water and smudge-proof, and its long-lasting. But there is a downside to it: the undesirable feeling of dry lips.



“Avon asked thousands of women around the world to share what they would love in their dream lipstick,” Lukasz Kowalczyk, Head of Onmichannel Brand Experience at Avon Justine. “They desire a matte lipstick with amazing color that stays matte but keeps their lips feeling moisturized.”



As a result, Avon, has launched a world-first matte lipstick with the bold colors that women love and a hyaluronic hydrating core which gives lips the moisture they crave. Avon’s new Hydramatic Lipstick is a matte lipstick with a revolutionary hyaluronic core that helps to hydrate lips.



Through the Hydramatic Lipstick, Avon’s team of scientists and experts have created a central core, powered by an exclusive blend of skincare ingredients: hyaluronic acid and glycerin, and surrounded it with intense matte colour.



The game-changing lipstick is available in 12 shades that are suitable for all skin tones, and retails at only ZAR129, true to Avon’s mantra that People #ChooseAvon for high quality products at a fraction of the cost.



Emily Howarth, Global Head of Make Up at Avon, adds: “There is nothing else like Hydramatic Matte Lipstick on the market. We’re proud to be the first to bring this groundbreaking technology to women all over the world at a price point which is accessible for all. Welcome to the new era of matte lipstick: bold on the outside and caring to the core – just like the women we’re proud to have supported for over 136 years.”



Avon sells one Ultra Lipstick every three seconds globally1 and newest to the line is Hydramatic Matte Lipstick which takes innovation one step further by combining the matte look with the moisturising comfort all women are looking for.



Avon Hydramatic Matte Lipstick will be available exclusively via Avon’s Online store (www.avon.co.za), through any Avon representative countrywide from 1 March 2023.



<h2 class="wp-block-heading" id="h-about-avon">About Avon</h2>



Avon has been doing beauty differently for 136 years. Avon is a company that connects people, using the power of beauty to transform lives for the better. Millions of independent sales Representatives across the world sell iconic Avon brands through their social networks, building their own beauty businesses on a full- or part-time basis. Avon stands for gender equality, and we believe in listening to women’s needs, speaking out about issues that matter and creating positive change. Through Avon and the Avon Foundation we’ve donated over $1.1billion, with a focus on tackling gender violence and breast cancer. Avon is part of the Natura &amp;Co Group. Learn more at www.avonworldwide.com.

3996849186_Forbes-Event-Sponsorship_Hydramatic_23

World’s FIRST matte lipstick with a hydrating hyaluronic core now available!

FCMB Group Plc (“FCMB Group” or “the Group”) has successfully completed the issuance of a <s>N</s>20,686,000,000 Perpetual 16% Fixed Rate Resettable NC5.25 Additional Tier I Capital Subordinated Bonds (“the Series I Bond” or “the AT1” or “the Instrument”) under its <s>N</s>300,000,000,000 Debt Issuance Programme.



The Group’s AT1 Issuance is the first non-sharia local currency AT1 instrument issued in Nigeria and the Group’s maiden issuance of its N300 billion funding programme in the Nigerian Capital Markets to support its next phase of growth.



The book build commenced on January 24, 2023, and closed on February 3, 2023. The offer was well received by the market with active participation from a diverse range of high-value investors, including Corporates, other Financial Institutions, Trustees and high net-worth individuals. The AT1 instrument was issued at a clearing coupon rate of 16.0% per annum.



The successful Series I Bond issuance highlights the Group’s track record of innovation across a broad spectrum of the Nigerian financial service industry and is in line with the Central Bank of Nigeria’s desire for financial sector stability and well capitalized banks. The net proceeds from the Series I Bond will be invested in the Group’s Banking Subsidiary – First City Monument Bank Limited (“the Bank”) – enhancing the Bank’s Tier 1 and total capital adequacy ratios and enabling the Group and the Bank to expand its support for the growth and development of the Nigerian economy.



Commenting on the Series I Bond issuance:



<figure class="wp-block-image size-large"><img loading="lazy" decoding="async" width="820" height="549" src="https://cms.cnbcafrica.com/wp-content/uploads/2023/03/LB-01-003-820x549.jpg" alt="" class="wp-image-423745" srcset="https://cms.cnbcafrica.com/wp-content/uploads/2023/03/LB-01-003-820x549.jpg 820w, https://cms.cnbcafrica.com/wp-content/uploads/2023/03/LB-01-003-300x201.jpg 300w, https://cms.cnbcafrica.com/wp-content/uploads/2023/03/LB-01-003-134x90.jpg 134w, https://cms.cnbcafrica.com/wp-content/uploads/2023/03/LB-01-003-768x514.jpg 768w, https://cms.cnbcafrica.com/wp-content/uploads/2023/03/LB-01-003-1536x1028.jpg 1536w, https://cms.cnbcafrica.com/wp-content/uploads/2023/03/LB-01-003-scaled.jpg 2048w" sizes="auto, (max-width: 820px) 100vw, 820px" /><figcaption class="wp-element-caption">Ladi Balogun, Group Chief Executive of FCMB Group Plc</figcaption></figure>



Ladi Balogun, Group Chief Executive of FCMB Group Plc said,



“FCMB Group Plc is grateful to our investors, advisers and regulators (particularly the Securities and Exchange Commission and the Central Bank of Nigeria)for their support on the maiden issuance in our N300 billion bond programme. The innovative structure of a perpetual, income yielding, bond that qualifies as tier 1 capital, &#8211; a first of its kind in the domestic Capital Markets &#8211; achieves 3 objectives for our investors: it is non-dilutive for existing shareholders; creates capacity for potentially improved earnings per share and dividends per share; and provides an attractive income stream for investors in this instrument. We are also pleased to have been able to support our largest banking subsidiary towards the attainment of its growth, risk management and strategic objectives with this investment. .”



Yemisi Edun, Managing Director of First City Monument Bank Limited said,



“FCMB is very proud to be a part of a group that embraces innovation and thanks the investor community for their support which will enable the Bank to achieve its long-term strategy. In addition to strengthening the Bank’s capital base which will comply with the forthcoming application of Basel III capital requirements, the AT-1 bond will enable the Bank to finance incremental term lending in priority sectors.”

LB-01-003

FCMB GROUP PLC ANNOUNCES THE ISSUANCE OF N20,686,000,000 SERIES 1 PERPETUAL 16% FIXED RATE BOND

<figure class="wp-block-image size-large"><img loading="lazy" decoding="async" width="820" height="547" src="https://cms.cnbcafrica.com/wp-content/uploads/2023/03/image001-2-820x547.webp" alt="" class="wp-image-423588" srcset="https://cms.cnbcafrica.com/wp-content/uploads/2023/03/image001-2-820x547.webp 820w, https://cms.cnbcafrica.com/wp-content/uploads/2023/03/image001-2-300x200.webp 300w, https://cms.cnbcafrica.com/wp-content/uploads/2023/03/image001-2-135x90.webp 135w, https://cms.cnbcafrica.com/wp-content/uploads/2023/03/image001-2-768x513.webp 768w, https://cms.cnbcafrica.com/wp-content/uploads/2023/03/image001-2-1536x1025.webp 1536w, https://cms.cnbcafrica.com/wp-content/uploads/2023/03/image001-2-scaled.webp 2048w" sizes="auto, (max-width: 820px) 100vw, 820px" /></figure>



A cursory internet search on immunisation in Africa will likely bring up images of an adult holding a child. In most instances, the adult is a woman.



This is a simple yet sobering insight into the role women play in protecting the health of children —one that cannot be overlooked in our collective effort to get immunisation coverage back on track following disruptions caused by the COVID-19 pandemic.



In Africa, like in many other places, childcare is primarily the responsibility of the woman. As a result, there is a direct correlation between immunisation and women’s empowerment. When women are able to make decisions about their families’ health and household finances, there is a higher likelihood of their children being vaccinated. Empowered women – be it through formal education, poverty reduction, economic opportunity and financial literacy – can improve child health and reduce mortality, especially in children under the age of five.



This is especially critical in Africa, where children are 10 times more likely to die before their fifth birthday than children in high-income countries; and where, despite dramatic improvements in vaccine coverage over the decades, an estimated 2.5 million children still die every year from vaccine-preventable diseases such as polio, measles, yellow fever and rotavirus, among others.



Armed with this knowledge, how can we ensure that women in Africa are empowered enough to fully protect their children from life-threatening diseases? First, we must recognise the social and cultural nuances within communities. This means acknowledging both women’s primary role in childcare and children’s access to essential health services, and the role of men as the enforcers of culture and controllers of family finances in many African communities – then design effective immunisation accordingly.



From there, health policymakers and those delivering care should tap into the extensive body of research on household power dynamics in different settings and consider the factors that inform how decision-making power influences healthcare seeking behaviours. This research should be used to design gender-sensitive immunisation programmes that seek to widen access and empower both men and women to participate as partners in childbearing and rearing. Formalising gender-lens immunisation programming through gender policies is also an important foundation.



To involve both women and men, we must break down the norms that disempower women as decision-makers and keep men from seeing children’s health as a joint responsibility. The endorsement of men’s engagement by community elders, many of whom are male, is one crucial way to address cultural barriers that have traditionally absolved men of the duty to make health decisions for their children.



Studies have shown that involving men in childhood immunisation could improve and sustain coverage. There are also ongoing and practical examples of promoting joint responsibility when it comes to specific health-related practices, which have resulted in attitudes and behaviour shifting. By educating men (alongside efforts to educate women) and nurturing them



as champions of immunisation, we can advance and sustain efforts to ensure that every child, everywhere, is immunised against vaccine-preventable diseases.



In addition, those overseeing and delivering immunisation programmes must centre women in their efforts and take into account local contexts and nuances when relaying information. They need to ensure that both primary (often women) and secondary (often men) caregivers receive contextually relevant and culturally sensitive information through easily accessible channels, be they mainstream media, door-to-door engagements or public gatherings. Such information must be delivered in simple language and formats understood by the community, with the benefits of immunisation clearly outlined alongside information on where to procure these services.



These recommendations are by no means exhaustive, but they draw on central themes that were discussed at the Africa Health Agenda International Conference (AHAIC) in Kigali recently when experts from around the world gathered to explore possible solutions to gender inequality in Africa, and how countries could better safeguard the health of African children, women and families.



They also offer a starting point from which we can begin to address gender-related barriers to childhood immunisation in Africa. In doing so, we can empower women and save the lives of over half a million children – including the millions of zero-dose children who die from lack of access to immunisation each year.



By Chioma Nwachukwu – Head of Public Policy Engagement (Regional and Country) Gavi, the Vaccine Alliance Awa Dieng, Regional Manager – West Africa Hub, Amref Health Africa

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A Gendered Approach to Immunisation: Involving Africa’s Women to Protect Communities

By Nicolas Peltier-Thiberge and Rogier van den Berg



Transportation is a crucial enabler of economic development, providing people access to markets, employment, education, and health services. In addition to these development benefits, improving transport systems by making them cleaner, safer, more inclusive and more resilient accelerates climate action locally and globally. But despite transport’s relevance to major development objectives, significant gaps remain that hinder progress and the positive impact that better transportation can have on poverty reduction, economic growth, and climate goals.



Developing country governments, city governments, multilateral development banks, and the private sector must all work together to advance more sustainable transport solutions in the developing world. This requires addressing the following five key transport challenges facing developing countries.



<h2 class="wp-block-heading" id="h-challenge-1-addressing-the-negative-consequences-that-unsustainable-transportation-can-have-on-climate-air-pollution-and-road-safety">Challenge #1: Addressing the negative consequences that unsustainable transportation can have on climate, air pollution, and road safety.</h2>



Transport contributes about a quarter of the world’s CO2 emissions. Meanwhile, every year, complications from air pollution claim more than 7 million lives and road crashes take another 1.3 million. To make progress on broad-based sustainable development, countries must find ways to lower emissions from transport that also improve access to economic opportunities.



<h2 class="wp-block-heading">Solution: Take action to avoid excessive travel demand, shift to sustainable modes, and improve efficiency.</h2>



There are many ways countries can apply this framework to reduce emissions and promote better mobility. Enhancing public transport is perhaps the single most powerful way to simultaneously improve mobility while limiting carbon emissions and pollution. Improving the quality and reach of public transit networks, and linking them with efforts to safely enable walking and cycling in well-planned cities, can bring additional benefits. New technologies – such as electric mobility – are now within reach for many developing countries. Governments can support the use of electric buses, bikes and rickshaws with investments in charging infrastructure and creative financing options to make electric versions affordable.



<h2 class="wp-block-heading">Challenge #2: Climate-proofing transport infrastructure.</h2>



Complex, interlinked transport systems make our world work, but they are highly vulnerable to natural and man-made disasters. Transport is often a casualty of today’s volatile world marked by unpredictable climate disasters, pandemic, and human-made crises. As the risks from climate change escalate, countries need to prepare for rising transport infrastructure costs. For instance, World Bank research estimates that the cost of road maintenance in Africa will increase by 270% in the coming decades as a result of climate change.



<h2 class="wp-block-heading">Solution: Build with an eye to resilience and adaptation.</h2>



Unfortunately, living through crises appears to be a new normal for many people, especially those in developing countries. As a global community, we need to be more resilient, and transport investments are no exception. Physical infrastructure needs to stand strong when disaster strikes. When governments build with the future in mind, they can save significantly by avoiding a rebuild or retrofit later on. This applies to many areas, including improved emergency preparedness, creating redundancies in logistics networks, and ensuring sound asset management, such as road maintenance.



<h2 class="wp-block-heading">Challenge #3: The world’s logistics systems are struggling to keep up with the times</h2>



COVID-19 made the fragility of the world’s logistics systems shockingly obvious. Volatile energy prices, bottlenecks at key ports, and geopolitical conflict had ripple effects throughout the globe, creating shortages of food and other critical goods.



Solution: Modernize logistics networks, processes and policies to ensure efficient and reliable global distribution of goods and services.



More than four-fifths of global merchandise trade by volume is carried by sea, and container trade has been growing at a faster rate than global GDP itself. Addressing the maritime sector is crucial for any significant transformation of global logistics. Digitizing port processes is paramount to streamlining operations, enabling real-time tracking and facilitating the exchange of data between shipping lines, port services, cargo handling operations, and clearing agencies with other transport networks. Governments also need to pursue policy reforms in several areas. Improving the investment climate would help generate the private investment needed to fund infrastructure projects at ports and beyond. And reforms to state-owned enterprises are necessary to enhance competitiveness in the market and lower costs. Finally, to defend against future fuel price volatility, logistics companies can also start preparing for a transition to more sustainable fuels, such as hydrogen, to power ships and planes.



<h2 class="wp-block-heading">Challenge #4: The world needs new ideas and new ways of integrating transport modes.</h2>



Cities are growing – 2.5 billion people will be added to urban areas by 2050, most of them in low- and middle-income countries. Governments need to ensure their transport systems keep up.



<h2 class="wp-block-heading">Solution: Advance technology and data that support systems change.</h2>



Advances in technology are bringing solutions such as alternative fuels, advanced battery technology, open public transport data, real-time air quality sensors, and the power of connecting multiple modes of transport with data and AI. Such integration can unlock transformative change in people’s travel behaviors. These tools all point to a promising future for transport, but only if they are accessible to everyone. Decision-makers need access to the latest tools to advance a future of data-informed policymaking everywhere. Improving technical capacity and governance will help the thousands of fast-growing small- and middle-sized cities use technology more effectively to create integrated transport systems and enable seamless connectivity between different modes for all users.



<h2 class="wp-block-heading">Challenge #5: Financing sustainable transport.</h2>



Traditionally, governments have funded large infrastructure systems, but public budgets are stretched thin. Government debt is at an all-time high and more than half of developing countries are on the verge of debt distress.



<h2 class="wp-block-heading">Solution: Engage private investors to bridge the gap.</h2>



Achieving the investment levels necessary to create modern, efficient, safe transport systems requires the involvement of many stakeholders beyond governments – especially the private sector. The funds exist: in 2021, the world’s 500 largest asset managers had a record $119 trillion in assets under management. But global uncertainty has created high levels of risk that deters private participation in infrastructure projects. This is where the World Bank and other development banks play an important role in creating innovative financing structures to help projects get off the ground. In tandem, WRI and other stakeholders can provide research, analytics, and convening. By combining concessional finance, public-private partnerships, and other risk-mitigating instruments, such as guarantees, development banks can work with national governments and cities to spur more private investors to support the necessary changes to transport infrastructure and vehicle fleets.



The transport challenges facing developing countries are enormous, but so are the opportunities to do things differently in ways that are better for people and the planet. The program at the 2023 edition of Transforming Transportation, the premier global conference dedicated to emerging transport solutions for developing countries, aims to advance resilient transport and sustainable development worldwide.

Traffic in downtown N’Djamena, Chad. (Photo: Arne Hoel)

5 Key Transport Challenges Facing Developing Countries and What to Do About Them

<figure class="wp-block-image size-large"><img loading="lazy" decoding="async" width="820" height="374" src="https://cms.cnbcafrica.com/wp-content/uploads/2023/02/98683_Absa_Mining-Indaba_Sector-Specific_Homepage-Banner_Gold_1440x656-820x374.png" alt="" class="wp-image-422945" srcset="https://cms.cnbcafrica.com/wp-content/uploads/2023/02/98683_Absa_Mining-Indaba_Sector-Specific_Homepage-Banner_Gold_1440x656-820x374.png 820w, https://cms.cnbcafrica.com/wp-content/uploads/2023/02/98683_Absa_Mining-Indaba_Sector-Specific_Homepage-Banner_Gold_1440x656-300x137.png 300w, https://cms.cnbcafrica.com/wp-content/uploads/2023/02/98683_Absa_Mining-Indaba_Sector-Specific_Homepage-Banner_Gold_1440x656-160x73.png 160w, https://cms.cnbcafrica.com/wp-content/uploads/2023/02/98683_Absa_Mining-Indaba_Sector-Specific_Homepage-Banner_Gold_1440x656-768x350.png 768w, https://cms.cnbcafrica.com/wp-content/uploads/2023/02/98683_Absa_Mining-Indaba_Sector-Specific_Homepage-Banner_Gold_1440x656.png 1440w" sizes="auto, (max-width: 820px) 100vw, 820px" /></figure>



While its contribution to GDP may have declined over time, the South African mining and resources sector is a systemically important part of the domestic economy. As such, continued innovation from operators, explorers and financiers will be key in driving the next phase of our economic recovery.



Much of the economic<a href="https://www.statista.com/statistics/1121214/mining-sectors-value-added-to-gdp-in-south-africa/">1</a> rebound and boost to the South African fiscus in 2021/2022 can be attributed to a windfall from the minerals and resources sector, taking the below into consideration:



<ul class="wp-block-list">
<li>Mining contributes approximately R220bn to GDP each year</li>



<li>In the 2021/22 tax year, mining contributed R127bn out of R318bn in tax collections<a href="https://www.miningweekly.com/article/mining-proves-its-importance-to-the-fiscus-but-transnet-lets-the-side-down-2022-04-22">2</a></li>



<li>24.1% of South Africa’s export revenue is attributed to primary mineral exports<a href="https://www.mineralscouncil.org.za/industry-news/publications/facts-and-figures">3</a></li>
</ul>



The numbers do not lie. When the mining sector works, the broader South African economy kicks into higher gear.



The theme for the 2023 Mining Indaba focuses on three pillars: Stability, Security and Supply. For these to exist, closer relationships between funders and operators are paramount.



Absa has been a major supporter of domestic mining projects and as the industry ushers in a new sustainability-focused era, we expect to see a variety of innovative transactions come to fruition in 2023 and beyond.



With buoyant commodity prices, increased investor confidence, strong balance sheets and many resource businesses wishing to diversify their operations, we expect corporate finance activity to be strong over the next 12 months.



Cost-effective capital solutions will be a major talking point for mining executives, and this is where we see an interesting dynamic starting to unfold.



Historically, mining organisations have been guided by legislation to govern their license to operate. Over the last few years, we have seen the rise of Environmental, Social and Governance (ESG) frameworks begin to take shape and inform how stakeholders including investors, regulators and finance houses analyse and consider transactions.



Industry insiders speak of a curve where an organisation will move from their obligations (what they are expected to do) through to operational efficiencies (what is smart to do) before moving to industry leadership where they focus on enhancing their businesses through innovation and new business models. In South Africa, examples of the last phase are where mining and resource businesses are now being tasked with not only ensuring they have enough power for their operations but being able to supply back into the grid or surrounding communities as part of a broader sustainability mandate.



As sustainability linked financial products come to market, focus on standardised reporting frameworks, monitoring and evaluation of compliance will increase. It is not enough to simply lend for a capital project, or to finance a transaction – funders and clients need to be able measure the impact of their credit activities. This is one of the areas where Absa has invested a significant amount of resources in growing its skills and capabilities, both in South Africa, as well as across the broader continent.&nbsp;&nbsp;



We are entering an exciting new era for the resources sector, an era which will give Absa the opportunity to deliver sustainable innovative solutions for our clients.

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A new era beckons for mining finance

<figure class="wp-block-image size-large"><img loading="lazy" decoding="async" width="820" height="547" src="https://cms.cnbcafrica.com/wp-content/uploads/2023/02/thumbnail_GettyImages-888791812-820x547.jpg" alt="" class="wp-image-422873" srcset="https://cms.cnbcafrica.com/wp-content/uploads/2023/02/thumbnail_GettyImages-888791812-820x547.jpg 820w, https://cms.cnbcafrica.com/wp-content/uploads/2023/02/thumbnail_GettyImages-888791812-300x200.jpg 300w, https://cms.cnbcafrica.com/wp-content/uploads/2023/02/thumbnail_GettyImages-888791812-135x90.jpg 135w, https://cms.cnbcafrica.com/wp-content/uploads/2023/02/thumbnail_GettyImages-888791812-768x512.jpg 768w, https://cms.cnbcafrica.com/wp-content/uploads/2023/02/thumbnail_GettyImages-888791812.jpg 1280w" sizes="auto, (max-width: 820px) 100vw, 820px" /></figure>



The COVID-19 pandemic greatly affected the way that education is conceived and delivered worldwide. As institutions in South 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.&nbsp;&nbsp;



That’s why OneConnect and Anthology have partnered to support the South 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.&nbsp;&nbsp;



<h2 class="wp-block-heading">Blending Data with Experiences&nbsp;&nbsp;</h2>



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 personalised experiences tailored to meet the needs of each learner. This also helps institutions drive operational efficiencies and meet objectives around critical areas like enrolment, retention, and engagement.&nbsp;&nbsp;



And learners are hungry for more personalised experiences. According to a global survey recently fielded by Anthology, 66% of learners agree that their university views them as individuals with unique needs and preferences, but most learners express a desire for even greater personalisation. For example, 70% would like to receive more reminders of deadlines and other key information, such as a notification about an outstanding bill or when to register for classes, as they would be more likely to complete the task on time or if prompted. And 71% would like to receive recommendations about which courses to take and when to do so during their academic career.&nbsp;



More personalised experiences can also provide the support needed to keep students on track toward achieving their goals. Survey results indicate 40% of students strongly agree that they would like to receive more support from their university to be successful. Aligning that support to the areas in which students feel they need it is critical. More tailored financial aid and career-focused support top the list.&nbsp;



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. The same percentage of higher education leaders are also actively looking for new opportunities to aggregate and analyse learner data to drive more insights.&nbsp;



“By considering student feedback and investing in technology resources to deliver more personalisation 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.&nbsp;&nbsp;



“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.&nbsp;



Learners want and expect technology to be more prevalent in their higher education experience and university leaders are keenly aware of opportunities to adjust course delivery and enhance technology. In fact, according to the same global survey, 60% believe their institution lacks some of the appropriate digital learning tools to help learners succeed. Perhaps more importantly, 17% of global leaders believe that the technology resources provided by their university do not match up with learner needs in a way that adequately supports their studies. But those same leaders clearly recognise a shifting landscape, with nearly 60% confident that more classes will be available online in the next five years.&nbsp;



Institutions recognise the urgent need for new education technology as well as aligning their current tools to the changing landscape of digital learning. To that end, 45% of higher education leaders have maintained the same technology but significantly changed the way administrators, faculty, and students rely on digital resources, likely due to shifts associated with the pandemic.&nbsp;&nbsp;



The good news is that universities are on the right track according to learners’ expectations of how technology is incorporated into their experience. For example, 73% of students globally prefer to submit assignments in an online portal, and 70% indicate they often or always submit assignments this way. 70% of students also prefer to receive instructor feedback on assignments through an online platform, and 66% of students indicate they often or always receive feedback this way. As universities continue along the path to fully supporting learners, more investment in technology is necessary. University leaders are cognisant of this need, and more than half are considering additional investments. 



<h2 class="wp-block-heading" id="h-partnering-for-progress">Partnering for Progress&nbsp;&nbsp;</h2>



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.&nbsp;&nbsp;



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

thumbnail_GettyImages-888791812

Supporting The African Education Community To Achieve Its Goals Through EdTech

<figure class="wp-block-image size-large"><img loading="lazy" decoding="async" width="820" height="679" src="https://cms.cnbcafrica.com/wp-content/uploads/2022/12/17ed57e4-96e6-494e-9298-8149fda4923d-1-820x679.jpg" alt="" class="wp-image-421933" srcset="https://cms.cnbcafrica.com/wp-content/uploads/2022/12/17ed57e4-96e6-494e-9298-8149fda4923d-1-820x679.jpg 820w, https://cms.cnbcafrica.com/wp-content/uploads/2022/12/17ed57e4-96e6-494e-9298-8149fda4923d-1-300x249.jpg 300w, https://cms.cnbcafrica.com/wp-content/uploads/2022/12/17ed57e4-96e6-494e-9298-8149fda4923d-1-109x90.jpg 109w, https://cms.cnbcafrica.com/wp-content/uploads/2022/12/17ed57e4-96e6-494e-9298-8149fda4923d-1-768x636.jpg 768w, https://cms.cnbcafrica.com/wp-content/uploads/2022/12/17ed57e4-96e6-494e-9298-8149fda4923d-1.jpg 1084w" sizes="auto, (max-width: 820px) 100vw, 820px" /></figure>



How ITHUBA and its CEO are helping to make a difference in SA&#8217;s housing problems



The safety of a roof over our heads is one of the most fundamental human needs. But for many people in South Africa, achieving and hanging onto this critical milestone is a massive struggle.



Thousands affected by the recent floods in KwaZulu Natal now face this reality. Among them are the Gwala family, whose home was split into two and their bedrooms swept away, leaving them with little. Furious waters damaged the Khwela family home so severely that it had to be demolished. Numerous people also lost friends and relatives. The Lyanda family never saw their grandparents alive again and couldn&#8217;t recover their grandfather&#8217;s body.



But it doesn&#8217;t take terrific natural disasters to show how housing shortages are a major source of stress and despair for the country&#8217;s people. The Nyaku family from Gauteng have lived in a shack for many years alongside their neighbours&#8217; brick homes, waiting for their turn to receive housing. The Madonsela family from Mpumalanga inherited their late mother&#8217;s home, only to discover vandals destroyed it. And the Shange family have no idea what started the fire that consumed their home, but all they have left are ashes.



These examples are just a few from ITHUBA&#8217;s questionnaires. South Africa&#8217;s third lottery operator has embarked on a campaign to provide housing for people in desperate need, interviewing potential new owners to learn of their circumstances and liaising with traditional leaders in specific areas for guidance. It&#8217;s a project that stems from ITHUBA Holdings CEO Charmaine Mabuza&#8217;s efforts and company vision, starting inside ITHUBA and developing a means to deliver homes across the country.



ITHUBA&#8217;s project led to a recent roadshow where its staff handed over new homes to families in three provinces. Though such efforts might hardly register in a country that still needs over 3 million houses, they make a big difference for each recipient. South Africa cannot rely on the State to make up this shortfall—it will require effort from all corners of society, including private companies such as ITHUBA.



Mabuza puts a significant stake in this vision. It&#8217;s the cornerstone of her company, and she believes the way to build a stronger nation.



<h2 class="wp-block-heading" id="h-tackling-sa-s-housing-shortage">Tackling SA&#8217;s Housing Shortage</h2>



When South Africa became a democratic nation in the early 1990s, the new dispensation made housing a development priority. Nelson Mandela, SA&#8217;s first democratically elected president, declared it an &#8220;unbreakable promise.&#8221; Housing has been a big focus, resulting in millions of new homes being built under the Reconstruction and Development Programme (RDP).



Yet it&#8217;s been tough to maintain that momentum. Issues such as corruption and poor planning harmed progress. But even if everything operated smoothly, the rapid urbanisation of South Africa&#8217;s cities is increasing demand significantly. According to the Centre for Affordable Housing Finance in Africa, the current backlog for new homes sits at 3.7 million, threatening to dwarf the 3 million already constructed.



This struggle for housing ranges from those who have lost homes and cannot replace them to those still waiting for homes. Mabuza realised that many people are unable to afford a house.



&#8220;Several years ago, I was again reminded that the average South African—those who make our tea, clean our office and mow our lawns—could never afford a house on their means. Even if you have access to cheap land and no levies, a new home will cost at least R500,000. The people at the bottom who work hard to give us better lifestyles have no hope of affording or financing their own place. So we started to build homes for our staff at ITHUBA, focusing on those who need it the most,&#8221; says Mabuza.



This internal project would take on additional significance due to the KZN floods. In April 2022, severe rains caused unprecedented flooding in the coastal province, killing hundreds of people and destroying thousands of homes.



Mabuza visited the region, and while she attended these engagements, she saw that ITHUBA could do more if it emulated the journey that provided her staff with their homes.



&#8220;This was our first push to define what we can do from a company perspective. We&#8217;ve learned a lot. There are many technical difficulties and hurdles. Others have criticised us. But we&#8217;re not going to stand back and do nothing about it. At least we are trying.&#8221;



That effort paid off for at least fifteen families in early December, when ITHUBA launched a roadshow to Mpumalanga, Gauteng and KwaZulu Natal, delivering fifteen homes to their new owners. It&#8217;s not enough to move the needle, says Mabuza, but it still makes an enormous difference on a personal level.



&#8220;Even helping a few at a time is a step forward. Doing nothing is a big step backwards.&#8221;



<h2 class="wp-block-heading">A Vision to Uplift Others</h2>



ITHUBA is working on expanding its housing project even though this philanthropy is not its core business. The company delivers National Lottery services throughout the country, using new technologies to make the National Lottery more accessible to prospective players. ITHUBA is regulated by the National Lotteries Commission (NLC).&nbsp; The NLC’s mandate is to regulate Lotteries and funding to develop arts, culture, and sports and address the basic everyday needs of people.



&#8220;People lose sight of why National Lotteries are formed. National Lotteries are created because governments cannot make the necessary funds available for certain sectors,&#8221; says Mabuza. &#8220;Lotteries can fill that gap if they are run responsibly and with the right vision. And vision is critical to me. I wanted to ensure that I built an organisation that is a catalyst, not only from a bottom-line perspective, but also in making a difference. It must also support my vision that corporate social investment matters, making this organisation a catalyst of change and support to people making a difference.&#8221;



The National Lottery operator, ITHUBA, has been practising this since its inception in June 2015. It provides bursaries, entrepreneur development programmes, food schemes and numerous other activities outside its work with the National Lottery and National Lotteries Commission. ITHUBA pursues development and nation-building that goes beyond its mandate from the National Lottery, an expression of Mabuza&#8217;s vision.



But few needs are as primary and life-changing as providing homes. As the late musician Sol Hurok said, &#8220;The sky&#8217;s the limit if you have a roof over your head.&#8221; Inadequate housing is one of South Africa&#8217;s most significant barriers. South African Government data from 2019 estimated that nearly thirteen percent of the country&#8217;s 59 million people still live in shacks. The KZN floods put a new spotlight on this plight and the struggles of many people longing for the basics of a safe house where families can gather.



Giving a speech during a handover event, Charmaine Mabuza said, &#8220;Thina abase ITHUBA, sinizwile, ngaloko, sizzle kulo suku, sini lethele izindlu, lapha nizo hlala khona. As ITHUBA, we have heard your cries, and we are here today on this day to give you houses where you will be staying.&#8221;



Her words emphasise the next phase of ITHUBA&#8217;s housing project, guided by a vision that by helping each other, we help ourselves and help the nation. South Africa&#8217;s housing challenge may be enormous. But it&#8217;s not unconquerable when driven by the spirit that motivates Mabuza and her colleagues.

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Changing Lives One Family At A Time

<figure class="wp-block-image size-large"><img loading="lazy" decoding="async" width="820" height="638" src="https://cms.cnbcafrica.com/wp-content/uploads/2022/12/W-Dobson-Bio-Photo-2022-1-820x638.jpg" alt="" class="wp-image-421878" srcset="https://cms.cnbcafrica.com/wp-content/uploads/2022/12/W-Dobson-Bio-Photo-2022-1-820x638.jpg 820w, https://cms.cnbcafrica.com/wp-content/uploads/2022/12/W-Dobson-Bio-Photo-2022-1-300x234.jpg 300w, https://cms.cnbcafrica.com/wp-content/uploads/2022/12/W-Dobson-Bio-Photo-2022-1-116x90.jpg 116w, https://cms.cnbcafrica.com/wp-content/uploads/2022/12/W-Dobson-Bio-Photo-2022-1-768x598.jpg 768w, https://cms.cnbcafrica.com/wp-content/uploads/2022/12/W-Dobson-Bio-Photo-2022-1-1536x1196.jpg 1536w, https://cms.cnbcafrica.com/wp-content/uploads/2022/12/W-Dobson-Bio-Photo-2022-1-scaled.jpg 2048w" sizes="auto, (max-width: 820px) 100vw, 820px" /><figcaption>Wendy Dobson, Head: Group Corporate Citizenship at Standard Bank Group</figcaption></figure>



JOHANNESBURG, 7 December 2022: Energy is a key enabler of sustainable and inclusive growth. However, <a href="https://www.un.org/africarenewal/magazine/july-2021/africa-may-not-meet-target-energy-study">according to the United Nations Economic Commission for Africa</a>, 600 million people on our continent do not have access to electricity, which corresponds to an electricity access rate for African countries of just over 40% &#8211; the lowest in the world.



Another challenge to overcome is that Africa’s energy is mainly generated by burning carbon-based fuels, making this sector the highest contributor to the continent’s carbon emissions. The development of renewable energy infrastructure is critical to overcome both challenges – to decarbonise the sector and generate much needed energy for millions of Africa’s people.



It must be recognised, however, that a sudden switch away from carbon-based forms of energy poses huge transition risks for Africa’s people. Countries such as Nigeria, Angola, Ghana and Mozambique depend on the foreign currency and tax revenues generated from the production of oil and gas for global markets to develop their respective economies and support social development. In South Africa, the coal value chain accounts for 5% of GDP, and provides employment for about 200 000 workers.



To ensure a just transition away from carbon-based forms of energy, we must find ways to counterbalance the negative impacts on livelihoods and income. We must ensure that no-one is left behind. This requires a holistic and inclusive approach, which considers both environmental and socio-economic issues specific to each country or region.&nbsp;



<h2 class="wp-block-heading" id="h-financing-a-just-transition">Financing a just transition</h2>



According to the <a href="https://www.afdb.org/sites/default/files/2022/05/25/aeo22_chapter3_eng.pdf">African Development Bank</a>, the estimated cumulative financing needs for Africa to respond adequately to climate change range from about US$1.3 trillion to US$1.6 trillion, or about US$127.8 billion per year. If developing countries are to move away from carbon-based fuels, they will require massive foreign investment flows to support the development of renewable energy infrastructure. To date, this investment has been woefully small. In 2021, for example, only 0.6% of global investment in renewable energy was invested in Africa.



Policy approaches and financing solutions need to include provision for not just the development of renewable energy infrastructure capacity, but also support for the communities and workers negatively impacted by the transition, including skills development and support to transition into new economic activities.



Adaptation finance will also be critical, to enable communities and countries to adapt to changes and challenges that are already taking place. In November, governments, leading corporates, academics, and other industry leaders gathered in Egypt for the 27th Conference of the Parties of the UNFCCC, or COP27. For emerging markets in particular, the priority this year was for a commitment from developed nations to loss and damage funding agreement, to assist developing countries that are already suffering from the impacts of climate change. Such funding is crucial to enable these countries to access the significant amounts of capital needed to manage climate adaptation and strengthen their resilience to the physical risks of climate change. While an agreement has been reached, a huge step in the right direction, the details are still to be developed.



Two important initiatives were launched at COP27. One is the Africa Adaptation Acceleration Programme, which aims to mobilise US$25 billion over the next five years for climate adaption. Another is the Africa Carbon Markets Initiative, which seeks to dramatically expand Africa’s participation in voluntary carbon markets, raising hundreds of millions of US dollars for credible carbon offsets across the continent.



While both programmes are potentially game-changing, effective implementation remains a challenge. In a global context characterised by high levels of geopolitical tension, macroeconomic uncertainty and the looming threat of recession, the risk of weak and inadequate follow-through on COP commitments is high.



<h2 class="wp-block-heading">Banks strategically positioned to drive sustainable finance</h2>



Financial services providers, particularly those on the ground in Africa and with a strong understanding of African markets, have a crucial role to play. These institutions understand the risks and opportunities at national and regional level, they have strong relationships with diverse stakeholders across the public and private sectors, and they understand the energy needs, economic dependencies and climate commitments of different countries. They are well positioned to work with governments and multilateral agencies to model appropriate solutions for infrastructure development finance, adaptation finance, and solutions to support the just transition.



Africa’s financial services providers are also working closely with their clients, from corporates to farmers to small businesses, to help them manage the transition to a low carbon economy in ways that support sustainability, increase climate resilience, and enhance socio-economic development. Many of us have made our own net zero commitments and are partnering with our clients to achieve these commitments, in a manner that supports a just transition and sustainable economic growth.&nbsp;



<h2 class="wp-block-heading">Investor confidence </h2>



Africa’s just energy transition must maximise the social and economic opportunities associated with the transition, including the development of new sectors, skills and local manufacturing and technological capacity, while supporting every effort to reduce emissions and develop new, cleaner sources of energy.



Solutions need to be contextualised and tailored to the environmental, socio-economic, and political priorities of each country. National governments need to provide clear leadership and policy certainty, to secure investor confidence, attract foreign funding, and ensure projects are designed and implemented with a strong focus on good governance and the realisation of both social and environmental benefits. Africa has the natural resources, in the form of sun, wind, waves and biodiversity, to lead the world in renewable energy and carbon offset mechanisms. But it will need all of us, the public and private sectors and civil society, working together to achieve this potential.

W-Dobson-Bio-Photo-2022-1

Financing the Just Energy Transition for Africa’s Emerging Markets

<figure class="wp-block-image size-large"><img loading="lazy" decoding="async" width="820" height="547" src="https://cms.cnbcafrica.com/wp-content/uploads/2022/11/TIEKIE-2-AT-SUMMIT--820x547.jpg" alt="" class="wp-image-421123" srcset="https://cms.cnbcafrica.com/wp-content/uploads/2022/11/TIEKIE-2-AT-SUMMIT--820x547.jpg 820w, https://cms.cnbcafrica.com/wp-content/uploads/2022/11/TIEKIE-2-AT-SUMMIT--300x200.jpg 300w, https://cms.cnbcafrica.com/wp-content/uploads/2022/11/TIEKIE-2-AT-SUMMIT--135x90.jpg 135w, https://cms.cnbcafrica.com/wp-content/uploads/2022/11/TIEKIE-2-AT-SUMMIT--768x512.jpg 768w, https://cms.cnbcafrica.com/wp-content/uploads/2022/11/TIEKIE-2-AT-SUMMIT--1536x1024.jpg 1536w, https://cms.cnbcafrica.com/wp-content/uploads/2022/11/TIEKIE-2-AT-SUMMIT-.jpg 2048w" sizes="auto, (max-width: 820px) 100vw, 820px" /><figcaption>Tiekie Barnard, CEO and Founder of the Africa Shared Value Initiative, organisers of the 6th Africa Shared Value Leadership Summit recently held in Kigali, Rwanda.</figcaption></figure>



What does a connected future look like? It is about reinventing manufacturing, logistics, retail, healthcare, and other industries as our consumers are empowered, connected, and enabled with a new form of lifestyle management that we&#8217;ve never witnessed before.



The future belongs to those that can act fast, that are agile and that are not bogged down and held back by age-old business rules. The system change we need.



The 2022 Africa Shared Value Leadership Summit (ASVLS) recently delivered alongside Mobile World Congress Africa (MWC Africa) in Kigali, Rwanda was a true reflection of what is needed to create a connected future and a true demonstration that the future belongs to those that can act and move fast.



This year’s collaboration was a first for the global Shared Value community. The purpose of delivering the two flagship events alongside each other was to create a platform where we could convene industry experts, government, and business leaders, as well as other interested parties from across all sectors to form collaborative ecosystems and partnerships, committing consciously and intentionally to create value and collective impact to build a more prosperous Africa for all.



The conversations and discussion of the ASVLS focused on how we, as a collective, can influence, motivate, and take conscious action to bring about change. The intention was also to create an understanding that without connectivity and the conscious and intentional creation of profit with purpose, real tangible progress that will change lives and bolster economies will remain unobtainable.



As the Shared Value Africa Initiative, we believe there is no greater barrier to Africa’s economic growth and a connected future than the lack of connectivity and affordable broadband for all. We cannot expect economic growth if we do not empower and equip all Africans, especially our women and young leaders, through providing information and education that will help them make more informed decision. Technology, connectivity, and affordable access for all is the game changer for Africa.



As a Pan-African organisation, the SVAI continues to advocate for the adoption of the Shared Value Business Management concept across Africa. Staying true to our purpose to build Africa’s most impactful business network, the ASVLS was once again aligned to the Sustainable Development Goals (SDGs) and the belief that conversations on technology, digital inclusion and value creation need to lead to action – now more than ever.



What we experienced in Kigali, and reflecting on the programmes and content that MWC Africa delivered, was a sound confirmation of technical innovation, progress, programmes, and approaches needed to create this connected future for all Africans. &nbsp;The Summit sessions unpacked, discussed, and reconfirmed the connectivity requirements from a human centered, collaborative and ecosystem approach to deliver a connected future.



One aspect that stood out at the 2022 ASVLS was the passionate participation of our young leaders. As the future of this continent, I have no doubt that our youth dividend will not let us down.



The Kigali gathering once again confirmed that we need to create platforms for our young leaders to participate on the same stages as our global and continental leadership. To find solutions as a collective, we need to welcome the participation of our youth, as they are the ones who will ultimately create the Africa we want.



You are invited to view the 2022 flagship gathering of purpose-driven organisations and thought leaders, all committed to driving change across the continent and the rest of the world. &nbsp;



To access Africa Shared Value Leadership Summit Day 1, click <a href="https://www.youtube.com/watch?v=9eoWBMAwrJ8&amp;t=584s">here</a>



To access Africa Shared Value Leadership Summit Day 2, click <a href="https://www.youtube.com/watch?v=tPSdQeHDzA0">here</a>



For more information on the Africa Shared Value Leadership Summit and its organisers, click <a href="https://nam12.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.africasharedvaluesummit.com%2F&amp;data=05%7C01%7C%7C41312c44cd764cb48f6a08dab18fc172%7C84df9e7fe9f640afb435aaaaaaaaaaaa%7C1%7C0%7C638017528243012969%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C3000%7C%7C%7C&amp;sdata=iB7rw0%2B5aZvQ%2BeMeK1yhHxpulI7tLkMIkClSnO6rbNk%3D&amp;reserved=0" target="_blank" rel="noreferrer noopener">here.</a>

TIEKIE-2-AT-SUMMIT-

Our connected future

<figure class="wp-block-image size-large"><img loading="lazy" decoding="async" width="820" height="547" src="https://cms.cnbcafrica.com/wp-content/uploads/2022/11/CARL-MANLAN-2--820x547.jpg" alt="" class="wp-image-421127" srcset="https://cms.cnbcafrica.com/wp-content/uploads/2022/11/CARL-MANLAN-2--820x547.jpg 820w, https://cms.cnbcafrica.com/wp-content/uploads/2022/11/CARL-MANLAN-2--300x200.jpg 300w, https://cms.cnbcafrica.com/wp-content/uploads/2022/11/CARL-MANLAN-2--135x90.jpg 135w, https://cms.cnbcafrica.com/wp-content/uploads/2022/11/CARL-MANLAN-2--768x512.jpg 768w, https://cms.cnbcafrica.com/wp-content/uploads/2022/11/CARL-MANLAN-2--1536x1024.jpg 1536w, https://cms.cnbcafrica.com/wp-content/uploads/2022/11/CARL-MANLAN-2-.jpg 2048w" sizes="auto, (max-width: 820px) 100vw, 820px" /><figcaption>Carl Manlan, VP Inclusive Impact and Sustainability, VISA CEMEA was a keynote speaker at the Africa Shared Value Leadership Summit in Kigali, Rwanda, where he discussed digital inclusion and the digital divide and how we use technology to create shared value on the African continent.  </figcaption></figure>



Over the next decade, <a href="https://www.weforum.org/platforms/shaping-the-future-of-digital-economy-and-new-value-creation">70 per cent </a>of the new value creation in the economy will come from digitally enabled business models. Digitally and financially literate individuals will be a community’s passport to the digital economy, and we must meet people where they are through innovative ideas.



<a href="https://en.unesco.org/news/digital-skills-critical-jobs-and-social-inclusion">Digital skills</a> are the range of abilities enabling people to create, to share content, to communicate, to collaborate and to solve problems effectively by leveraging technology. For an individual, financial skills are the <a href="https://www.practicalmoneyskills.com/assets/presskit/Visa_FactSheet_FinancialLiteracy.pdf">essentials of personal financial management </a>&nbsp;whereas for an <a href="https://www.igi-global.com/dictionary/financial-literacy-and-innovation-performance-in-smes/47375">entrepreneur</a> they are more focused the management of financial resources needed to build a sustainable business. It is the combination of skills and the collective ability to withstand and to adapt to local and global shocks that are at stake.



Access to digital financial technologies opens <a href="https://pages.devex.com/rs/685-KBL-765/images/REPORT_Bridging-the-Divide_Skills-for-digital-financial-equity-and-inclusion.pdf">pathways</a> to earn, to save, to invest, and to borrow. And in some instances, these technologies can be instrumental for health or humanitarian emergency support like <a href="https://www.brookings.edu/blog/future-development/2022/02/17/accelerating-digital-cash-transfers-to-the-worlds-poorest/">Novissi</a>, in Togo, which accelerated digital cash transfers to communities. The program provided communities with social grants leveraging mobile phones and mobile money technology thus reaching communities where they were to cope with the impact of the COVID-19 pandemic. While we cannot always solve for health and climate-related emergencies, we can partner to uplift communities with the right skills and tools to thrive in the digital economy.



We know that between 2010 and 2019, <a href="https://www.mckinsey.com/industries/financial-services/our-insights/fintech-in-africa-the-end-of-the-beginning">300 million Africans</a> were brought online for the first time. Improving access is a necessary step but not sufficient to transform ideas into opportunities. While this bodes well for providers of digital financial products and services, there is a skills and training gap that must be addressed in new ways.



<h2 class="wp-block-heading" id="h-developing-skills-through-gaming">Developing skills through gaming</h2>



In <a href="https://www.mckinsey.com/industries/financial-services/our-insights/fintech-in-africa-the-end-of-the-beginning">bridging the divide</a>, a study released in September 2022, <a href="https://www.linkedin.com/feed/update/urn:li:activity:6980989564702093312/">62 per cent</a> of respondents cited a lack of digital skills as the primary barrier to creating and enhancing livelihoods through the digital economy. <a href="https://www.practicalbusinessskills.org/">Practical Business Skills</a> (PBS) is, an online learning platform, designed to accelerate the development of youth and merchant skills. For instance, <a href="https://www.itweb.co.za/content/Pero3MZ3AVlqQb6m">Trace Academia</a>, reimagined Visa’s PBS into an interactive course covering different skills, thus meeting young people online to provide a learning experience on their mobile devices. Moreover, eCommerce platforms such as <a href="https://www.takealot.com/">takealot</a> and <a href="https://www.anka.africa/">Anka</a> which support merchants, are important pathways to increase opportunities for skills development. For example, <a href="https://tradechronicle.com/daraz-and-visa-collaborate-to-impart-business-skills-for-online-sellers/">Daraz</a>, in Pakistan leveraged PBS’ to enhance Daraz University offering to merchants in Urdu. By making the content accessible in local language, we ensured that language would not be a barrier to access content.



As we think about skills development at scale, video game players present an interesting opportunity. The gaming community in sub-Saharan Africa grew from 77 million to <a href="https://www.africanews.com/2022/03/01/africa-records-high-number-of-gamers-with-some-turning-professionals/">186 million</a> between 2015 and 2021. Visa, where I work, is collaborating with Paradise Game to deliver online financial education to a growing African community. <a href="https://gamesmea.com/paradise-game-opens-the-largest-gaming-center-in-west-africa/">Paradise Game</a> will give their online gaming community access to digital financial skills to help them rethink short and long-term financial goals as well as practical money skills. Connecting their passion for gaming with financial education is one of the <a href="https://www.linkedin.com/feed/update/urn:li:activity:6980474928336658432?updateEntityUrn=urn:li:fs_feedUpdate:(V2,urn:li:activity:6980474928336658432)">objectives</a> of this nascent collaboration. Paradise Game will disseminate <a href="https://world.financialfootball.com/en">Financial Football</a> to gamers making skills development a critical engagement tool at the intersection of sports and education. By gamifying learning and entering their world we have an opportunity to reinforce engagement and motivation as well as <a href="https://www.sciencedirect.com/science/article/abs/pii/S1747938X19301058">social connectivity</a>.&nbsp;



Moreover, Newzoo, the world&#8217;s leading provider of games and esports data and insight, estimates that 33 per cent of the 186 million (<a href="https://www.thecitizen.co.tz/tanzania/news/business/how-africa-enriches-video-game-makers-3729654">63 million</a>) pay for games as the continent embraces digital currencies. Across South Africa, Nigeria, Ghana, Kenya and Ethiopia, gamers spent more than <a href="https://www.gamesindustry.biz/sub-saharan-african-gamers-have-grown-from-77m-to-186m-in-six-years">USD 500 million</a> in 2021. As the required skills and tools are brought to individuals and communities, it is important for the right partners to deliver tailor made programs where communities are.



<h2 class="wp-block-heading">By bringing core competencies, meaningful partnerships are created</h2>



Visa’s collaboration with Shared Value Africa and United States Development Assistant Fund aims at improving communities’ ability to better utilize the grants they receive through skills development. The solution developed uses platforms such as WhatsApp to make learning accessible with limited internet connectivity and designing for offline capabilities too.



Accelerate program is another initiative that will help <a href="https://www.linkedin.com/posts/patsianlow_livenow-acceleratemybusiness-activity-6981445018221780992-3ocW?utm_source=share&amp;utm_medium=member_desktop">6,000</a> women-led micro, small and medium-sized enterprises (MSMEs) &nbsp;in rural and remote communities gain practical skills to sustain and grow their business.



We are also collaborating with the Mauritanian Investment Promotion Agency <a href="https://km.visamiddleeast.com/en_KM/visa-everywhere/blog/bdp/2021/12/07/powering-mauritanian-smes-1638869733162.html">(Agence de Promotion des Investissements en Mauritanie</a> or APIM) to upskill self-employed youth and micro-businesses that make up the vast majority of jobs among the entrepreneurial households in Mauritania. The objective of this partnership is to break unfavorable intergenerational cycles of being underserved by the financial system and chart a path towards prosperity for more youth and more women where they are. In Africa and in Asia, these partnerships demonstrate a pathway to scaling digital financial literacy programs. But there is no one-size-fits-all solution and at different levels, community networks are critical for us to adapt solutions to local contexts. Trust is the glue that brings us together for the impact we seek to achieve through individuals and households. Peers or neighbours often serve as the most trusted sources of information on digital financial technologies, thus underscoring the importance of grassroot social networks in designing interventions. The latter will bring individuals, communities, and businesses the digital and financial skills they need to withstand and adapt to local and global challenges.

CARL-MANLAN-2-

Digital and financial skills – part of the journey to greater equity and inclusion

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



<h2 class="wp-block-heading" id="h-running-a-digital-business">Running a digital business</h2>



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.



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;



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;



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;



<h2 class="wp-block-heading">MTN’s evolution&nbsp;</h2>



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;



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;



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.

Working Late. Young woman, architect working late in office

Nothing should get in the way of getting business done

By Hanisa Weru, Strategic Alliances Leader in Africa for Sun King



As commodity prices soar and leaders around the world worry about energy shortages and prices of gasoline at the pump, millions of people in Africa still lack access to reliable electricity.&nbsp; One-half of the people on the continent cannot turn on a fan when temperatures go up, keep food cool, or simply turn the lights on. Off-grid, decentralized renewable energy solutions serve as a viable alternative for millions of people, especially in countries with an underserved population and difficult terrain. Off-grid solar companies utilize innovative technology systems from pay-as-you-go (PAYG) technology to unconventional and revolutionary mobile applications to enable clean energy access to consumers. One advantage of these financing and payment models has been the increase in affordability of off-grid systems.



For example, according to the World Bank, West Africa has one of the lowest rates of electricity access in the world; about 42% of the total population, and 8% of rural residents, have access to electricity. There is a disparity between grid access and access to electricity. This means there has been some involvement of decentralized renewable energy systems to close that gap. The idea of a renewable decentralized system is now commonly and more consciously embraced in Africa.



<h2 class="wp-block-heading" id="h-the-pay-as-you-go-method-for-energy-access">The pay-as-you-go method for energy access</h2>



Decentralized renewable energy systems include mini-grids, microgrids, solar home systems, and many more. The growing adoption has allowed product manufacturers to develop affordable, sustainable clean energy products that meet rural consumers’ needs. Sun King has a range of products that are embedded with the pay-as-you-go (PAYG) technology allowing customers to make daily micropayments for their solar home energy system over a period of time, making them affordable. A huge upfront sum is not needed for continued energy, you can flexibly pay for it over time.



<h2 class="wp-block-heading">The confluence of mobile usage and energy access</h2>



There have been multiple touchpoints between the two industries, telecommunications and pay-as-you-go solar, that prove their relationship to be immensely symbiotic in nature.



Firstly, pay-as-you-go systems allow customers to charge their mobile phone, keeping them connected and allow them to maintain constant communication to the world, to their families that leads to increased use of mobile services, data and airtime. This also allows for users to do business from far off distances, sometimes, even across borders.



Secondly, pay-as-you-go (PAYG) solar has been enabled by mobile money and mobile connectivity that allows customers to pay by installments, and companies to remotely control and monitor the solar home systems (SHS). The PAYG solar industry has helped to drive the adoption and use of mobile money, by giving customers a regular and essential use case, ensuring they have a convenient and safe power source to charge their phones, fostering financial inclusion. In much of the world, people don’t live near banks or have bank accounts. Research suggests that the fast spread of these systems that give access to mobile money leads to significant economic growth in the areas affected. In parts of Africa, mobile money systems are ubiquitous. In Uganda, 43 percent of people have a mobile money account. 84% of internet users in Kenya and 60% in Nigeria regularly made payments with mobile phones in 2021. Transaction frequency with mobile money increases for transactions for products and services beyond energy.



Sun King collaborates with telecommunication operators through varied partnership models. The type of transactions: cash-in, cash-out, merchant payment, person-to-person payment, airtime purchase, all grew for the PAYG group. Increase in person-to-person transactions reinforces the point that PAYG adoption drives mobile money usage across transaction types, and that more value is circulating in the digital ecosystem.



Thirdly, there is an&nbsp; increasing trend of telecoms starting to look beyond their revenue earning models and find innovative partnerships that can lead to sustainable increases in ARPU and customer retention. For example, increasing mobile internet usage is a high priority for mobile operators seeking to stimulate phone activities among their clients. Energy providers can, and want to, leverage their customer relationship to continue to offer services after a customer has completed the payment on their first solar home system.



Expanding into rural consumer segments with value-added services such as pay-as-you-go solar products for daily energy and infotainment is a really interesting spot where telecoms can deliver long-term value to their users. PAYG smartphones, associated with increased mobile usage, are a good example of this trend and are developing fast in related markets.



<h2 class="wp-block-heading">Creating an ecosystem through collaboration for energy access</h2>



The key to unlocking energy access requires a collaborative effort of industry and sector stakeholders working to serve the underserved population. For example, financing is very important for PAYG solar deployment. The industry needs financiers to get more involved and partner with manufacturers, distributors to provide energy to rural communities. They (manufacturers and distributors) need access to financing for onward lending to customers, allowing them to pay for their energy in installments in a flexible, affordable way.&nbsp; With the pay-as-you-go option, manufacturers and/or distributors provide energy to the consumer with an option to pay overtime. So, who bears the huge capital cost or funds the working capital required for financing and distribution of the solar home systems, mini-grids, or macro grids?



Reiterated at the Mobile World Congress at Kigali, Rwanda, this year, the PAYG opportunity is enormous given the extent of pent up demand for affordable pathways to access essential goods and services. PAYG provider and mobile operator partnerships are central to meeting this need as each side brings unique value. While PAYG models have mobile services at their core, PAYG providers and mobile operators can develop a symbiotic relationship to reach the underserved communities with the services they need. Deepening these partnerships will ultimately reach end users with products and services they have traditionally been excluded from accessing.

Brandcom Partner

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Brandcom Partner

OCEANS UMHLANGA MIXED-USE DEVELOPMENT

U.S.-Africa Business Summit to be held July 11-14 in Gaborone, Botswana

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