Author: MIL-OSI Publisher

Posted on

Namibia to Host Historic Energy Summit as Africa Seeks to Collapse $130b Revenue Gap and Secure $5b African Energy Bank Funding

Source: APO

The Organizing Committee of the International African Energy, Oil and Gas Summit (IAEOGS 2026), in collaboration with strategic partners and co-host Namibia University of Science and Technology (NUST), has officially issued a global call for delegates, sponsors, and exhibitors to converge in Windhoek.

Africa currently stands at a historic energy crossroads. While the continent holds massive oil, gas, solar, hydro, and wind reserves, it faces a deepening infrastructure and access crisis. According to data from the International Energy Agency (IEA), more than 600 million Africans lack access to electricity, and over 900 million people rely on biomass fuels like charcoal and wood for cooking.

Compounding this crisis, Africa loses an estimated $130 billion in GDP annually due to unreliable power grids and fragmented logistics. Despite representing the world’s most lucrative frontier for emerging energy fields, less than 3% of global energy investments are directed toward Africa.

IAEOGS 2026 serves as the definitive roadmap to bridge this gap. By aligning multi-billion dollar capital investments with regulatory certainty, the summit provides direct access to decision-makers driving the continent’s next ten years of growth.

Why Namibia? The Center of Africa’s Energy Frontier

Originally slated for Doha, Qatar, the decision to host the summit in Windhoek underlines Namibia’s breakout status as a global resource superpower. With offshore reserves in the Orange Basin estimated at an 11-billion-barrel oil revolution, Namibia represents a stable, business-friendly, and highly secure environment for cross-border dealmaking.

Summit Highlights & Pillars

  • De-Risking Capital: Sessions dedicated to navigating the regulatory calculus and strengthening land governance to protect foreign and local infrastructure investments.
  • Financing the Future: High-level policy roundtables on mobilizing cross-border capital, utilizing carbon markets, and tapping into the newly formed $5 billion African Energy Bank.
  • Regional Free Trade: Leveraging the African Continental Free Trade Area (AfCFTA) to enhance energy, oil, gas, and Liquefied Natural Gas (LNG) supply stability between heavyweights like Nigeria and emerging frontiers like Namibia.
  • Elite Networking: B2B and B2G matchmaking platforms connecting government ministers, independent refineries, technology operators, and institutional financiers.
  • African Energy World, African Energy Vault Ltd, African Peace Magazine UK, Transcontinental University USA and African Energy Academy ltd.
  • This edition is convened in partnership, the Namibia University of Science and Technology (NUST; ILLH), as Co-host, the Network of Excellence on Land Governance in Africa (NELGA), and CRG Research & Consulting Ltd (CRG).

Core Event Details

  • Dates: October 20 – 24, 2026
  • Venue: Hilton Hotel, Windhoek, Namibia
  • Theme: Igniting Africa’s Energy and Land Governance Future
  • Co-Hosts & Strategic Partners: Namibia University of Science and Technology (NUST), Network of Excellence on Land Governance in Africa (NELGA), the Crude Oil Refinery-Owners Association of Nigeria (CORAN), African Energy World, African Energy Vault Limited, Transcontinental University USA and African Energy Academy limited.

With Africa’s population projected to double to 2.5 billion by 2050, the time for bold, decisive infrastructure action is now. Secure your organization’s competitive edge in the African market. Registrations, exhibition booths, and premium sponsorship slots are available on the official IAEOGS Event Portal.

Let’s drive Africa’s energy transformation—together.

#enegrysecurity #endenergypoverty #unity #summit #iaeogs2026 #africanow #getinvolved #endafricandebts #techsolution #intraafricatrade #afcfta  #IAEOGS2026 #InvestinAfricanEnergies

For inquiries regarding sponsorship, speaking engagements, media partnerships, or participation, kindly contact:

Issued by:

The IAEGOS 2026 Organizing Committee

26th, August, 2026

Distributed by APO Group on behalf of African Peace Magazine.

For inquiries regarding sponsorship, speaking engagements, media partnerships, or participation, kindly contact:
Prudence Ramotso
Group Head Events & International Affairs
+2348033975746
+447407399766
+27651766722
+2648123522

info@iaegos.com
prudence@iaegos.com
registration@iaegos.com

Website:
https:/AfricanPeace.org/
https://AfricanOilAndGasSummit.com/
https://www.IAEOGS.com/

Media files

.

Posted on

Eco Atlantic et Navitas mettent en avant le potentiel offshore de l’Afrique du Sud alors que les ressources connues s’étendent

Source: Africa Press Organisation – French


Eco (Atlantic) Oil & Gas et son partenaire stratégique Navitas Petroleum soulignent l’ampleur du potentiel pétrolier et gazier offshore de l’Afrique du Sud à la suite d’une évaluation actualisée des ressources du bloc 1 CBK. La Chambre africaine de l’énergie (AEC) (https://EnergyChamber.org) soutient la poursuite des investissements internationaux dans le pays tout en appelant à la mise en place d’un cadre réglementaire propice à l’avancement de l’exploration et du développement.

Navitas et Eco estiment que le bloc 1 CBK, situé au large de l’Afrique du Sud dans le bassin d’Orange, recèle plus de 3,6 milliards de barils de ressources pétrolières prospectives non pondérées par le risque, ainsi qu’environ 4,5 billions de pieds cubes de ressources gazières prospectives. Ces estimations s’appuient sur les données sismiques existantes, et des interprétations supplémentaires sont attendues à mesure que les partenaires poursuivent l’évaluation de la zone et de ses options de développement potentielles. Cette évaluation actualisée des ressources fait suite à la décision prise par Navitas en mai 2026 de s’associer au bloc 1 CBK.

La Chambre se félicite de l’intérêt international croissant pour les ressources offshore de l’Afrique du Sud, considérant des projets tels que le bloc 1 CBK comme la preuve du potentiel d’investissement qui émerge dans les bassins pionniers du pays.

« L’Afrique du Sud a l’opportunité de transformer le potentiel de ses ressources offshore en investissements, en sécurité énergétique, en emplois et en croissance économique, et nous soutenons les entreprises prêtes à engager des capitaux et leur expertise technique pour saisir cette opportunité », a déclaré NJ Ayuk, président exécutif de l’AEC. « Parallèlement, les investisseurs ont besoin d’être assurés que le cadre réglementaire sera clair, prévisible et efficace. L’Afrique du Sud peut attirer nettement plus de capitaux destinés à l’exploration si elle offre la certitude nécessaire pour faire avancer les projets tout en maintenant des normes environnementales rigoureuses. »

La dernière mise à jour concernant le bloc 1 CBK s’inscrit dans le cadre d’une relation stratégique plus large entre Eco et Navitas, couvrant plusieurs opportunités sur la marge atlantique. Aux îles Malouines, Navitas a identifié une ressource prospective de catégorie 2U d’environ 640 millions de barils de pétrole sur sa première cible de forage sélectionnée, la PL001, dans le bassin nord des Malouines. Sous réserve de la finalisation de l’acquisition de JHI Associates par Eco, la part d’Eco dans cette ressource s’élèverait à environ 225 millions de barils en cas de succès du forage.

Gil Holzman, PDG d’Eco, a déclaré que l’évaluation actualisée de Navitas démontrait la qualité du bloc 1 CBK et son potentiel à contribuer à la sécurité énergétique de l’Afrique du Sud, à attirer des capitaux internationaux et à soutenir la croissance économique. Il a également souligné l’expérience d’Eco en Afrique du Sud et en Namibie voisine, où la société a mené des activités d’exploration offshore.

Navitas a l’intention de forer un puits d’exploration à cibles multiples sur la concession PL001 dans le cadre de sa campagne de forage de développement dans le bassin nord des Falkland ; le forage lié au projet Sea Lion devrait débuter début 2027.

Pour l’Afrique du Sud, les estimations actualisées des ressources du bloc 1 CBK renforcent le potentiel du secteur offshore du pays à un moment où les investisseurs internationaux évaluent de plus en plus les opportunités dans le bassin de l’Orange et, plus largement, sur la marge atlantique.

L’AEC estime que cette dynamique devrait être soutenue par un environnement d’investissement offrant la clarté et la certitude nécessaires pour attirer des capitaux à long terme. La mise en valeur du potentiel offshore de l’Afrique du Sud nécessitera une exploration continue, des investissements internationaux et des partenariats techniques, ainsi qu’un cadre réglementaire stable et efficace permettant aux projets responsables d’avancer et de générer une valeur économique durable.

Distribué par APO Group pour African Energy Chamber.

Posted on

A Eco Atlantic e a Navitas destacam o potencial offshore da África do Sul à medida que a base de recursos se expande

Source: Africa Press Organisation – Portuguese –

Baixar .tipo

A Eco (Atlantic) Oil & Gas e o seu parceiro estratégico, a Navitas Petroleum, estão a destacar a dimensão do potencial offshore de petróleo e gás da África do Sul, na sequência de uma avaliação atualizada dos recursos do Bloco 1 CBK, com a Câmara Africana de Energia (AEC) (https://EnergyChamber.org) a apoiar a continuação do investimento internacional no país, ao mesmo tempo que apela a um ambiente regulatório que permita o avanço da exploração e do desenvolvimento.

A Navitas e a Eco estimam que o Bloco 1 CBK, localizado na zona offshore da África do Sul, na Bacia de Orange, contenha mais de 3,6 mil milhões de barris de recursos petrolíferos prospetivos sem risco, a par de aproximadamente 4,5 biliões de pés cúbicos de recursos gasosos prospetivos. As estimativas baseiam-se em dados sísmicos existentes, prevendo-se uma interpretação adicional à medida que os parceiros continuam a avaliar a área e as suas potenciais opções de desenvolvimento. A avaliação atualizada dos recursos surge na sequência da decisão da Navitas de entrar como sócia no Bloco 1 CBK, em maio de 2026.

A Câmara congratula-se com o crescente interesse internacional nos recursos offshore da África do Sul, considerando projetos como o Bloco 1 CBK como prova do potencial de investimento que está a emergir nas bacias fronteiriças do país.

«A África do Sul tem a oportunidade de transformar o seu potencial de recursos offshore em investimento, segurança energética, emprego e crescimento económico, e apoiamos as empresas que estão preparadas para comprometer capital e conhecimentos técnicos com essa oportunidade», afirmou NJ Ayuk, Presidente Executivo da AEC. «Ao mesmo tempo, os investidores precisam de ter confiança de que o quadro regulatório será claro, previsível e eficiente. A África do Sul pode atrair significativamente mais capital de exploração se proporcionar a certeza necessária para fazer avançar os projetos, mantendo simultaneamente normas ambientais rigorosas.»

A mais recente atualização sobre o Bloco 1 da CBK faz parte de uma relação estratégica mais ampla entre a Eco e a Navitas, que abrange várias oportunidades na Margem Atlântica. Nas Ilhas Malvinas, a Navitas identificou um recurso prospectivo de categoria 2U de aproximadamente 640 milhões de barris de petróleo no seu primeiro alvo de perfuração selecionado na PL001, na Bacia das Malvinas do Norte. Sujeito à conclusão da aquisição da JHI Associates pela Eco, a quota da Eco nesse recurso seria de aproximadamente 225 milhões de barris, caso a perfuração fosse bem-sucedida.

O CEO da Eco, Gil Holzman, afirmou que a avaliação atualizada da Navitas demonstra a qualidade do Bloco 1 CBK e o seu potencial para contribuir para a segurança energética da África do Sul, atrair capital internacional e apoiar o crescimento económico. Salientou ainda a experiência da Eco na África do Sul e na vizinha Namíbia, onde a empresa tem vindo a explorar oportunidades de exploração offshore.

A Navitas tenciona perfurar um poço de exploração com múltiplos alvos na PL001, no âmbito da sua campanha de perfuração de desenvolvimento na Bacia das Malvinas do Norte, estando previsto que a perfuração associada ao projeto Sea Lion tenha início no início de 2027.

Para a África do Sul, as estimativas atualizadas dos recursos do Bloco 1 CBK reforçam o potencial do setor offshore do país, numa altura em que os investidores internacionais estão cada vez mais a avaliar oportunidades na Bacia do Orange e na Margem Atlântica em geral.

A AEC considera que este impulso deve ser apoiado por um ambiente de investimento que proporcione a clareza e a certeza necessárias para atrair capital a longo prazo. Desbloquear o potencial offshore da África do Sul exigirá exploração contínua, investimento internacional e parcerias técnicas, a par de um quadro regulamentar estável e eficiente que permita que projetos responsáveis avancem e gerem valor económico duradouro.

Distribuído pelo Grupo APO para African Energy Chamber.

Posted on

The 2nd East African Community (EAC) Regional Conference on Education opened today at Safari Park Hotel, Nairobi, convened by the East African Community Secretariat and hosted by the Government of Kenya through the Ministry of Education

Source: APO

The 2nd EAC Regional Conference on Education opened today at Safari Park Hotel, Nairobi, convened by the East African Community Secretariat and hosted by the Government of Kenya through the Ministry of Education. The Conference runs from 25th to 28th August 2026 under the theme “Transforming Education in East Africa,” with the sub-theme “From Commitments to Impact: Fostering Resilience and Future-Ready Systems for Sustainable Development.”

Day one was devoted to pre-conference workshops, bringing together education stakeholders from across the region. Discussions focused on strengthening foundational learning, harnessing AI and digital technologies, enhancing teacher professional development, and designing TVET systems that respond to Africa’s changing economies and youth aspirations.

The sessions offered an important platform for EAC Partner States to share evidence, experiences and practical solutions to advance quality, inclusive and equitable education across the region. The Conference will close on Friday with a Ministerial High-Level Session reviewing progress since the 2024 Conference.

Full conference programme https://reliafrica.org/2nd-EAC-Education-Conference/

Distributed by APO Group on behalf of Ministry of Education, Kenya.

Media files

.

Posted on

Eco Atlantic, Navitas Highlight South Africa’s Offshore Potential as Resource Base Expands

Source: APO


.

Eco (Atlantic) Oil & Gas and its strategic partner Navitas Petroleum are highlighting the scale of South Africa’s offshore oil and gas potential following an updated assessment of resources at Block 1 CBK, with the African Energy Chamber (AEC) (https://EnergyChamber.org) supporting continued international investment in the country while calling for a regulatory environment that enables exploration and development to advance.

Navitas and Eco estimate that Block 1 CBK, located offshore South Africa in the Orange Basin, contains more than 3.6 billion barrels of unrisked prospective oil resources alongside approximately 4.5 trillion cubic feet of prospective gas resources. The estimates are based on existing seismic data, with additional interpretation expected as the partners continue assessing the acreage and its potential development options. The updated resource assessment follows Navitas’ decision to farm into Block 1 CBK in May 2026.

The Chamber welcomes the growing international interest in South Africa’s offshore resources, viewing projects such as Block 1 CBK as evidence of the investment potential emerging across the country’s frontier basins.

“South Africa has an opportunity to turn its offshore resource potential into investment, energy security, jobs and economic growth, and we support companies that are prepared to commit capital and technical expertise to that opportunity,” said NJ Ayuk, Executive Chairman of the AEC. “At the same time, investors need confidence that the regulatory environment will be clear, predictable and efficient. South Africa can attract significantly more exploration capital if it provides the certainty required to move projects forward while maintaining strong environmental standards.”

The latest Block 1 CBK update is part of a broader strategic relationship between Eco and Navitas spanning several Atlantic Margin opportunities. In the Falkland Islands, Navitas has identified a 2U prospective resource of approximately 640 million barrels of oil at its first selected drilling target on PL001 in the North Falkland Basin. Subject to completion of Eco’s acquisition of JHI Associates, Eco’s share of that resource would be approximately 225 million barrels in a drilling-success case.

Eco CEO Gil Holzman said Navitas’ updated assessment demonstrates the quality of Block 1 CBK and its potential to contribute to South Africa’s energy security, attract international capital and support economic growth. He also pointed to Eco’s experience in South Africa and neighboring Namibia, where the company has pursued offshore exploration opportunities.

Navitas intends to drill a multi-target exploration well on PL001 as part of its North Falkland Basin development drilling campaign, with drilling associated with the Sea Lion project expected to commence in early 2027.

For South Africa, the updated Block 1 CBK resource estimates reinforce the potential of the country’s offshore sector at a time when international investors are increasingly assessing opportunities across the Orange Basin and wider Atlantic Margin.

The AEC believes this momentum should be supported by an investment environment that provides the clarity and certainty needed to attract long-term capital. Unlocking South Africa’s offshore potential will require continued exploration, international investment and technical partnerships, alongside a stable and efficient regulatory framework that enables responsible projects to advance and deliver lasting economic value.

Distributed by APO Group on behalf of African Energy Chamber.

Posted on

bp’s Calypso Deal Signals Renewed IOC Push Across Caribbean Gas Ahead of Caribbean Energy Week (CEW) 2027

Source: APO


.

The recent acquisition of Woodside Energy’s 70% interest in the Calypso gas project by bp marks the latest major move by an IOC to strengthen its position in the Caribbean’s expanding gas market. Subject to government approval, the transaction will give bp 100% ownership of Block TTDAA 14 by the end of 2026, reinforcing its long-term commitment to Trinidad and Tobago’s upstream sector.

The deal comes as Trinidad and Tobago advances a wider pipeline of offshore gas developments. bp is progressing the Ginger gas project, comprising four subsea wells tied back to the existing Mahogany B platform, with start-up expected in 2027. The company is also developing Coconut, a gas field offshore southeast Trinidad that will be tied back to the Cassia hub. Together with Calypso, the projects highlight continued investment in Trinidad and Tobago’s offshore gas resources and the use of existing infrastructure to bring new fields into production.

Shell is pursuing a similar strategy. The company has increased the planned capacity of the Manatee gas pipeline from 700 million cubic feet per day to 1 billion cubic feet per day, with the project targeting first production in 2027. Shell is also progressing the Aphrodite gas development, which will connect to existing infrastructure in the East Coast Marine Area.

The concentration of new projects around established infrastructure is significant. Rather than relying solely on frontier exploration, operators are increasingly looking at how new offshore resources can be developed and connected to existing pipelines, processing facilities, LNG infrastructure and domestic markets. This is creating opportunities across the wider value chain, from subsea and engineering services to gas processing, logistics and power generation.

The trend extends across the Caribbean’s emerging offshore markets. In Suriname, Petronas announced another gas discovery at Block 52 in June, bringing the number of successful wells in the block to eight. TotalEnergies is also preparing a four-well exploration campaign in Block 58 for 2027 alongside the $10.5 billion GranMorgu development, creating a pipeline of both near-term production and further exploration.

Downstream investment is also gathering pace. In The Bahamas, Shell reached a final investment decision in July on an LNG regasification terminal at Clifton Pier, designed to supply natural gas for power generation on New Providence. The project adds another dimension to the regional gas story, as Caribbean countries look to LNG and gas infrastructure to support more reliable and diversified energy systems.

These developments point to an increasingly connected Caribbean energy market. Trinidad and Tobago is leveraging its established gas and LNG infrastructure; Guyana and Suriname are bringing new offshore resources into development; and markets such as The Bahamas are building infrastructure to support greater gas utilization.

The resulting opportunity extends beyond upstream investment. As new resources come online, the region will require capital and expertise across pipelines, LNG, power generation, ports, marine services, engineering, technology and local supply chains.

These trends will be central to Caribbean Energy Week (CEW), taking place in July 2027, where governments, IOCs, NOCs, investors and service providers will examine the projects, infrastructure and partnerships shaping the region’s emerging energy corridor.

The lead-up begins on September 1, when CEW 2027 hosts its official in-country launch in Georgetown. The event will bring together Guyana’s government, energy industry and investment community to examine the country’s expanding project pipeline and its role in a more integrated Caribbean energy market.

With major gas developments advancing in Trinidad and Tobago, new offshore discoveries emerging in Suriname, and Guyana’s production and infrastructure build-out continuing at scale, the Caribbean is increasingly attracting investment not only for its resources, but for the infrastructure and partnerships needed to connect them to regional and global markets.

To register for the Caribbean Energy Week 2027 In-Country Launch in Georgetown on September 1, 2026, visit: https://apo-opa.co/4ivk1NK

Distributed by APO Group on behalf of Energy Capital & Power.

Posted on

National Intervention Without Capacity at Municipal Level Creates Unending and Unsustainable Cycle

Source: APO


.

The Portfolio Committee on Water and Sanitation is of the view that the Department of Water and Sanitation’s (DWS) intervention in terms of Section 63 of the Water Services Act will not yield sustainable results if the underlying challenges within municipalities persist.

The Committee received an update on the progress of DWS interventions. While notable progress has been made, the committee expressed concern that interventions must ultimately reach their natural conclusion, after which municipalities will be required to operate and maintain the completed projects without the necessary skills and capacity.

“The objective reality is that although these interventions are necessary to ensure completion of projects and the resumption of quality water and sanitation services, municipalities continue to struggle with capacity constraints that will impact the running of the infrastructure in the long term. Without such capacity, the interventions will not yield positive and sustainable long-term solutions,” said Mr Leon Basson, Chairperson of the committee.

The committee reiterated its view that the water value chain can only function effectively if all its components are effective. Currently, municipalities represent a weakness in the value chain, which unfortunately exposes the entire system to significant and potentially unmitigable risks.

The committee has emphasised the need to strengthen municipal systems and human resource capacity to ensure that the people of South Africa benefit fully from the socio-economic impact of reliable water and sanitation services.

Meanwhile, the committee was informed that, through the Section 63 intervention, the DWS was able to complete, amongst other things, the refurbishment and/or upgrading of four major sewage pump stations that were in critical condition. Collapsed sewer pipelines were also replaced, resulting in a reduction in sewer spillages and flooding affecting households in Emfuleni Local Municipality.

Similarly, in Hammanskraal, the department implemented and constructed a 50 ML clean-water package plant to augment water provision. The project has been completed and was officially handed over by the President on 18 July 2026.

While welcoming the progress made in implementing these projects, the committee highlighted that, without a long-term and sustainable programme to ensure functional local government, the infrastructure could eventually be mismanaged due to a lack of skills and governance challenges.

The committee has called on government to develop a detailed plan to ensure that these projects are not eventually mismanaged by an incapable local sphere of government, and that communities continue to receive quality water and sanitation services over the long term.

In line with this, the committee highlighted that the current legislative process aimed at strengthening water services legislation may assist. However, without the required capacity, legislation alone not will resolve the persistent lack of skills and capacity at local government level.

Distributed by APO Group on behalf of Republic of South Africa: The Parliament.

Posted on

Kenya’s president rushed through universal health reforms. How he did it and why this matters

Source: The Conversation – Africa – By Zil Audi-Poquillon, PhD Candidate – Health Policy and Health Economics, London School of Economics and Political Science

For decades, Kenyans without health insurance have had one option when they fall sick, or a hospital bill arrives. Reach out to friends and family to gather what they can for their healthcare.

By 2023, official figures showed only about a quarter of Kenyans had any health cover. And most of these were people working in formal sector jobs. For the remaining 75%, who had no cover, falling sick meant paying out of their own pockets at health facilities. The few exceptions include maternity care and basic services in local clinics.

The World Health Organization estimates that half of all people worldwide impoverished by out-of-pocket health expenditures live in Africa.

In 2023, shortly after taking office, President William Ruto’s government pushed through a major health financing law, the Social Health Insurance Act. This new law scrapped the National Hospital Insurance Fund, the state insurer since 1966. The insurer had collected members’ contributions and paid their hospital bills, yet only managed to cover about a quarter of Kenyans. The new law replaced it with a new body, the Social Health Authority.

Every Kenyan, formally employed or not, is now expected to register with the authority and contribute 2.75% of their income. The law was immediately challenged in court. Petitioners argued that it had been rushed through without adequate public participation; that the executive bypassed parliament; the burden of 2.75% contribution was too heavy; and that tying healthcare access to registration and contributions violated constitutional rights.

In July 2024, the High Court agreed that public participation had been inadequate and struck down parts of the law. But an appeal court put the ruling on hold, allowing implementation to begin in October 2024.

That a reform was needed is not in doubt. The failures of the old system had been widely documented. But what almost no one remembers is that Kenya tried to pass health financing reform similar to the 2023 law nearly 20 years earlier. Championed by then health minister Charity Ngilu, this was vetoed by then president Mwai Kibaki.

In each case, the goal was the same: to increase health insurance coverage, to pool contributions, and move Kenya towards universal health coverage. So why did a reform built on the same basic model fail in 2004, yet pass in 2023, in just six weeks?

I set out to answer this in my PhD research. It struck me that most of the problems facing healthcare provision in Kenya hadn’t changed. We still had low health insurance coverage. Out-of-pocket expenditures remained high, as did the disease burden. And the national insurer was still dogged by corruption and inefficiency. So what had changed?

My paper concludes that three factors made the 2023 reform possible, where 2004 had failed: concentrating power in the presidency (which enabled the bypassing of institutions that might have opposed or slowed the reforms); co-opting opponents who had blocked the previous attempt; and framing the reform as a fight for the ordinary Kenyan.

This matters, because it changes how we think about reform. We often assume that big changes happen when the moment is finally right. But Kenya’s case suggests conditions for reform can be strategically built.

What I found

For my research I interviewed 48 people intimately involved in the formulation or review of one or both reforms. These executive-level respondents included presidential advisers, insurers, ministry of health officials, external aid agencies, a former health minister, and members of civil society. I also drew on parliamentary records, media reports and policy documents.

I wanted to know why a reform was needed, how each reform was designed, who drove it, who supported or opposed it and why, and how any resistance was overcome. I corroborated their accounts with archival records – especially relevant for the 2004 attempt. I compared a “successful” and a “failed” reform, to reach a conclusion.

One important caveat. The study focuses on the design and how the law passed, not whether it’s working.

I found that while the challenges affecting the health system were nearly identical in both periods, what had changed substantially was the politics, in three distinct ways.

First is executive dominance and institutional bypass. In 2023, the reform process was run from the president’s own office, rather than the health ministry. This top level leadership shielded it from opponents, but also enabled what I call institutional bypass – going around the bodies that would normally shape and check such processes, like the health ministry, the national insurer, and the parliamentary processes of scrutiny and public participation.

Parliamentary scrutiny was shortened (from 14 to three days), and the reform driven through before opposition could organise. Rather than reforming the old insurer, the government scrapped it altogether. By stripping away every point at which the law could be slowed, amended or blocked, the president was able to speedily pass the reform in weeks, with minimal changes.

In 2004, by contrast, the reform was led by the health minister, without strong presidential backing. Without this support, she couldn’t push the bill past the treasury, private sector, employers, and insurers who opposed it. The bill was eventually vetoed by the president.

Second is elite realignment. The powerful players who had blocked the 2004 reform shifted to supporting or not actively opposing the 2023 reform. These included the formal employers’ lobby, private insurers, unions, treasury, and even some external donors. This appeared to be part of a deliberate strategy. Employers, for instance, didn’t have to match their employees’ contributions. This is the very cost they fought against in 2004. And private insurers were left as second payers, topping up the public cover rather than being displaced by it, as they had feared in 2004.

Third is the populist framing applied. In 2023, the reform was sold not as a technical fix, but as a moral cause. The president framed the old system as one where the “poor subsidised the rich” and dismissed opponents as “cartels” profiting from a broken system. The reform itself was presented in a populist way as a fight for the ordinary Kenyans – the so-called “hustlers”.

Framed that way, opposing the reform – even for sound reasons – became difficult. And there were credible grounds to oppose it. The 2.75% contribution was too heavy; the legislative process was rushed; and public participation had been inadequate. But in that moral frame, raising any of these looked like defending the rich or status quo. The framing helped justify speed and sidelining of institutions.

Why this matters

The most striking implication is that a reform doesn’t just pass because the timing is right, or because there are real problems. At any moment, there are countless problems competing for policymakers’ attention. But reform can be strategically designed to pass, by concentrating power, bypassing institutions, co-opting opponents, and framing it as the people’s cause.

This isn’t just a Kenyan story. Many countries are trying to build universal health coverage, and they keep hitting the same walls: tight budgets, competing priorities, powerful opponents, hesitant leaders. Kenya shows how to get around those “walls”.

But this also raises important questions for democracies. The same tactics that pushed a much needed reform over the line also reduce scrutiny and public debate that give a law legitimacy. So whether this reform truly helps the ordinary Kenyan depends on whether the government keeps its financial promises once the political moment has passed.

And because it was rushed through, the reform is left vulnerable. Opposition leaders are already talking about undoing it, making it a contested issue heading into the 2027 elections.

– Kenya’s president rushed through universal health reforms. How he did it and why this matters
– https://theconversation.com/kenyas-president-rushed-through-universal-health-reforms-how-he-did-it-and-why-this-matters-289903

Posted on

Ghana’s businesses don’t always need costly tech. How to build on what’s already been done

Source: The Conversation – Africa – By Yaw Agyabeng-Mensah, Lecturer in Project Management, Macquarie University

Across Africa, governments are promoting industrialisation while encouraging businesses to reduce waste and keep materials in use for longer. Many manufacturers, however, especially the smaller ones, can’t afford the advanced technologies often associated with greener production.

This has created the impression that sustainability is a luxury only large, well-funded businesses can pay for.

We are researchers who help businesses build and manage supply chains. Our recent study of manufacturing firms in Ghana suggests there’s another path to sustainability. We collected data from 250 locally owned small and medium-sized manufacturing enterprises. We then built a model to examine how manufacturers can use what they already have and learn from others to become more sustainable without relying entirely on expensive new technologies.

Our findings are important for the circular economy. This is about reducing waste and keeping products and materials in use for as long as possible through reuse, repair, recycling and re-manufacturing.

We found that manufacturers can reduce waste and be more competitive by:

  • Learning from existing technologies. This includes studying and taking apart competing foreign products to understand how they work. Also, visiting competitors’ production facilities and learning from their reports.

  • Adapting what they learn to local needs.

  • Working more closely with suppliers, customers and other partners to access resources, share knowledge and solve problems together.

This pathway is not unique to Africa. Chinese companies such as Huawei and Geely are examples. They learned during their development from relatively small emerging-market firms into major global innovators. Huawei acquired and absorbed technological knowledge from others. Carmaker Geely learned from established automotive technologies and partnerships before developing its own.

Our research suggests this approach can also support the circular economy. This is important because moving towards a circular economy often requires manufacturers to change how products are designed, produced, reused and recovered. Learning from existing technologies means businesses need not develop expensive new ones from scratch.

Building on what already exists

We surveyed 250 locally owned small and medium-sized manufacturing enterprises in Ghana. They were across industries – food processing, electronics, textiles, machinery, healthcare and automotive manufacturing.

The purpose of our research was to challenge the assumption that innovation requires breakthrough technologies, scientific discoveries or companies pouring millions into research and development.

Our key findings were threefold.

Firstly, not all businesses need to start from scratch. One way is through reverse engineering. When firms understand the components and design features of existing technologies, they can use what they know to adapt and innovate. For example, manufacturers in our study reported buying products made by foreign competitors and taking them apart to understand how they work.

Secondly, learning from existing technologies is not enough. Manufacturers also need resources and expertise to put that knowledge into practice. We found that firms built relationships with suppliers, customers, government institutions and NGOs to draw on resources and expertise they might not have themselves.

Thirdly, businesses need to make creative use of these resources. Their advantage comes from combining what they learn with the resources and expertise available to them. For example, firms in our study reported using resources from outside to improve existing products. They developed new product designs and improved production processes.

Bringing together knowledge, resources and creativity can help manufacturers come up with circular practices.

Winning formulas

Businesses do not have to do this on their own. A circular economy depends on businesses learning from one another, sharing resources and solving problems together.

We found that manufacturers achieved the greatest benefits when technological learning was combined with strong collaboration across supply chains and other stakeholders. Working with suppliers, customers, universities, industry associations and government agencies gives businesses access to technical knowledge, finance and complementary capabilities.

These relationships can help firms produce things more sustainably.

For smaller manufacturers, collaboration can provide expertise and resources they would struggle to develop on their own.

Our findings also challenge the notion that manufacturers must choose between competitiveness and sustainability. African manufacturers can pursue both. For example, firms in our study reported improving production processes to reduce waste and increase energy efficiency. They reported the same in redesigning products for repair, recycling and remanufacturing.

What governments can do

Discussions about African manufacturing often focus on what businesses lack: capital, advanced technologies and research infrastructure.

Our findings tell a different story.

Supporting sustainable manufacturing should involve more than helping businesses purchase new technologies.

Firstly, they should strengthen innovation ecosystems. This means creating an environment where manufacturers can easily connect with universities, research institutions, financiers, suppliers and government agencies. Governments can help build these systems by supporting innovation hubs, shared research and testing facilities. They should encourage technical training and funding for businesses and researchers to work together.

Secondly, governments should encourage collaboration between manufacturers, universities, suppliers and industry associations. The UK’s Catapult Network, for example, brings businesses and researchers together. It gives firms access to specialist expertise, research facilities and opportunities to develop and test technologies. Manufacturing USA is similar, bringing government-supported institutes, manufacturers, universities and other organisations together to solve shared problems.

Thirdly, governments should make it easier for companies to exchange technical knowledge and practical solutions. They could support industry workshops, demonstration centres, shared technology facilities and training programmes where manufacturers can learn from researchers and one another. Germany’s Fraunhofer institutes provide one model. The organisation transfers technological knowledge to industry through public-private partnerships, training and other mechanisms.

These approaches could be adapted to African contexts to help smaller manufacturers access knowledge and resources that would be difficult or expensive to develop on their own.

– Ghana’s businesses don’t always need costly tech. How to build on what’s already been done
– https://theconversation.com/ghanas-businesses-dont-always-need-costly-tech-how-to-build-on-whats-already-been-done-289874

Posted on

The West African Health Organisation (WAHO) Hands Over Laboratory Equipment Worth More Than 1.5 Million Euros to Guinea-Bissau

Source: APO – Report:

.

The laboratory equipment handed over represents a total investment of €1,511,499.77 and will strengthen the capacity of the National Public Health Laboratory (LNSP), contributing to improved laboratory diagnostics, epidemiological surveillance and Guinea-Bissau’s capacity to respond to public health threats.

The official handover ceremony took place at the National Public Health Laboratory, where the Director General of WAHO, Dr Melchior Athanase Joël C. Aïssi, formally handed over the laboratory equipment to the Minister of Public Health of Guinea-Bissau, Commodore Dr Quinhin Nantote. The handover was witnessed by the ECOWAS Resident Representative in Guinea-Bissau, Ambassador Ngozi Ukaeje. Also present were the WAHO Focal Point in Guinea-Bissau, Dr Plácido Cardoso, and the Director General of the National Public Health Laboratory, Dr Baltazar Cá.

The handover forms part of the implementation of Phase 2 of the PROALAB project, whose first component focuses on strengthening surveillance systems and laboratories at regional level through a series of procurements for the benefit of reference laboratories in five ECOWAS countries: Ghana, Guinea, Guinea-Bissau, Senegal and The Gambia.

The equipment will enhance the operational and technical capacity of the National Public Health Laboratory and includes PCR and immunological testing equipment, general laboratory equipment, laboratory products and materials, as well as reagents and consumables.

This support aims to contribute to the sustainable strengthening of national diagnostic and laboratory surveillance capacities, providing the National Public Health Laboratory with improved resources to fulfil its role in the detection and laboratory confirmation of diseases and in responding to public health threats and emergencies.

– on behalf of Economic Community of West African States (ECOWAS).