Nigeria’s school kidnapping threat is changing: 4 lessons from the 56-day Oyo attack

Source: The Conversation – Africa – By Saheed Babajide Owonikoko, Researcher, Centre for Peace and Security Studies, Modibbo Adama University of Technology

Following the mass abduction of 46 pupils and teachers in Oyo State, south-west Nigeria in 2026, the authorities attributed the attack to the Ansaru terrorist group. Key suspects were prosecuted and handed prison terms. But this was not the first time terrorist groups had engaged in mass abduction of school pupils in Nigeria. Peace and security researcher Saheed Babajide Owonikoko explains what factors could have motivated the Ansaru terror group to stage that attack and what lessons Nigeria should take away from the incident, which lasted 56 days.

What can Nigeria learn from the mass kidnap of school children in Oyo State?

The lessons can be deduced from the differences between the incident and others that have taken place in Nigeria.

The first striking difference is that northern Nigeria was previously the centre of kidnapping incidents in Nigeria. As of 1 June 2026, there had been 31 mass school kidnapping incidents involving over 2,530 people in Nigeria since the 2014 Chibok incidents.

Terrorists had struck before in south-western Nigeria. Also, criminal kidnappings on the highway had taken place, but not a mass school kidnapping. The Oyo State school kidnapping is the first in the southern parts of Nigeria. The lesson is that terrorism is expanding beyond the traditional areas known for activities of terrorist groups.

Another difference is that the victims included children as young as two years. Most previous Nigerian mass school abductions targeted older students.

The third is that it involved multiple schools. My contact in Ogbomosho said three schools were attacked.

This suggests the vulnerability of civilian populations and institutions in areas previously regarded as less exposed to terrorist kidnapping. The targeting of particular groups, especially schoolchildren and other populations whose abduction is likely to generate public pressure, also provides terrorists with a strategic advantage. Such attacks will be easy to execute by the group and can trigger public outrage, protests and demands for government action. They could put pressure on authorities to negotiate or make concessions.

Victims have now been “released” or “rescued”, most probably without concession to any of their demands, and some people linked to the incidents have been put on trial. But the ease with which the group carried out the attack exposes the vulnerability of the south-west and other non-traditional theatres of terrorist kidnapping to sudden attacks, particularly where security presence and response capacity remain limited.

Concentrating security in volatile areas may not be the solution, as terrorist groups will always take advantage of vulnerable areas.

What factors motivated this kidnap?

Criminal bandits and terrorists are responsible for most of the high-profile kidnapping incidents in Nigeria. However, while bandits kidnap mostly for money, terrorists mostly kidnap for more strategic reasons.

The 15 May 2026 armed attack against schools in Oriire Local Government of Oyo State, leading to the abduction of over 40 people, most of whom were pupils and teachers, was carried out by The Vanguard for the Protection of Muslims in Black Africa, popularly known as Ansaru. Since its breakaway from Boko Haram in 2013, Ansaru has acquired the trademark of being involved in high-profile kidnapping and hostage-taking, sometimes with the support of bandits.

Ansaru’s involvement in the Oyo State kidnapping was confirmed by the group’s demands. The group listed its demands as follows:

  • 1 billion naira to be paid to one account in the Benin Republic

  • the Oyo state government should release their members from prison

  • Toyota Hiluxes

  • concession of some Oyo state laws in favour of the bandits (land and sharia law).

The second item is particularly informative. In August 2025, Nuhu Ribadu, Nigeria’s national security adviser, announced the arrest of two key Ansaru leaders – Mahmud Muhammad Usman, the amir (leader) and Mahmud al-Nigeri, the deputy and chief of staff.

They are currently standing trial on terrorism charges. For a long time, Ansaru remained silent due to the leadership vacuum left as a result. Their strategic importance made the group stage the Oyo kidnapping incidents.

In one of my previous articles, I warned that, given the importance of these two leaders, they might attempt to secure their release through a prison break or resort to a high-profile kidnapping or hostage-taking operation, either in retaliation for their detention or as leverage to demand their release.

What makes the south-west vulnerable to these kinds of attacks?

The choice of Oyo State and the kidnapping of pupils are also strategic. Oyo State is vulnerable because of its proximity to the North Central and North East through savannah woodlands, wildlife reserves and riparian vegetation.

Movement from North Central and North West to the south may also be caused by low security expectations and reduced military pressure there.

A reduction in expertise due to the arrest of Mahmud Muhammad Usman and Mahmud al-Nigeri also affected Ansaru’s operational effectiveness in high-intensity security terrain, making the south more attractive.

Ansaru usually targets high-value civilians, including expatriates, well-to-do individuals and humanitarian workers. They kidnapped schoolchildren because of their vulnerability and also because it can spark public outrage that may force the government to give concessions.

Does this incident have any implications for the ongoing debate on state policing in Nigeria?

According to the government account, the rescue of the schoolchildren and their teachers was achieved through a prolonged, intelligence-led, multi-agency operation. Although the outcome shows state security institutions can mount a coordinated response, it raises questions about whether such resource-intensive operations can be sustained and replicated in similar incidents.

More fundamentally, the operation illustrates the reactive character of the response. Security agencies mobilised resources after the abduction rather than preventing the attack or detecting the threat earlier. This is where the debate over the state police is very important. One of the major problems with Nigeria’s security landscape is the centralisation of the security apparatus, leaving the federating units at the mercy of the federal government to deploy security forces.

To reduce the vulnerability of civilians everywhere in Nigeria, the police institution should be federalised. This will ensure that a minimum level of protection exists for everyone, wherever they live in Nigeria.

– Nigeria’s school kidnapping threat is changing: 4 lessons from the 56-day Oyo attack
– https://theconversation.com/nigerias-school-kidnapping-threat-is-changing-4-lessons-from-the-56-day-oyo-attack-289363

Afreximbank accorde une facilité de fonds de roulement renouve-lable de 40 millions d’euros en soutien à la société camerounaise Prometal SA

Source: Africa Press Organisation – French

La Banque Africaine d’Import-Export (Afreximbank) (www.Afreximbank.com) a accordé, au géant camerounais de la métallurgie et de l’industrie Prometal SA, une facilité de fonds de roulement renouvelable de 40 millions d’euros, afin de soutenir l’expansion continue de ses activités industrielles.

Afreximbank et Prometal SA ont signé l’accord de facilité le 28 septembre au siège d’Afreximbank, au Caire, en Égypte. Aux termes de cet accord, Afreximbank fournira les financements et les garanties nécessaires pour répondre aux besoins en fonds de roulement de Prometal SA. M. Denys Denya, premier vice-président exécutif d’Afreximbank, et M. Hayssam El Jammal, Président et directeur général de Prometal SA, ont signé l’accord.

Cette facilité permettra de traiter et de transformer de l’acier semi-fini en une large gamme de produits finis en acier, y compris du matériel agricole et des matériaux de construction. Elle renforcera également la capacité de Prometal SA à répondre à la demande croissante en produits sidérurgiques et métalliques dans les secteurs de la construction, des infrastructures, de l’industrie et de l’agriculture au Cameroun.

Soulignant l’importance de cette facilité, Dr George Elombi, Président et Président du Conseil d’administration d’Afreximbank, a déclaré :

« Cette facilité s’inscrit en droite ligne de l’engagement pris par Afreximbank d’accélérer l’industrialisation, afin de garantir que le continent tire le meilleur parti de ses ressources naturelles. En identifiant et en développant les capacités des champions industriels africains, tels que Prometal SA, la Banque renforce les capacités de production locales de l’Afrique et crée des chaînes de valeur nationales et régionales ».

M. Hayssam El Jammal, Président et Directeur Général de Prometal SA, a déclaré : « Aujourd’hui, nous franchissons une nouvelle étape de notre croissance grâce à ce partenariat stratégique avec Afreximbank, qui témoigne de l’engagement constant de la Banque à concrétiser les ambitions industrielles de l’Afrique.

« Notre stratégie hybride allie, d’une part, une intégration verticale de la chaîne de valeur — de la transformation des matières premières à la production de biens finis — et, d’autre part, une expansion horizontale vers de nouveaux marchés, avec l’ambition claire de produire en Afrique des biens encore largement importés à ce jour. Ce faisant, nous visons à renforcer les capacités de production africaines, à réduire la dépendance aux importations et à conserver une plus grande part de la valeur au sein de nos économies.

« Je tiens donc à réaffirmer notre engagement à mériter la confiance témoignée par Afreximbank et je me réjouis à la perspective de bâtir un partenariat solide et durable qui soutiendra notre développement industriel et notre expansion à travers l’Afrique, contribuant ainsi davantage à l’industrialisation globale et à la transformation économique de notre continent ».

Prometal SA est un Groupe industriel et métallurgique de premier plan, disposant d’une présence industrielle importante et en pleine expansion. Au fil des ans, le Groupe a réalisé avec succès des investissements majeurs visant à développer les capacités de production locales et à substituer des produits auparavant importés des marchés internationaux. Le Groupe contribue ainsi de manière significative à la politique de substitution aux importations au Cameroun et soutient les objectifs d’industrialisation du gouvernement.

Le Groupe est constitué de deux pôles d’activité principaux : Prometal Acier et NOVIA Industries. Prometal Acier constitue son cœur de métier dans le secteur de l’acier et de la métallurgie. Acteur incontournable de la sidérurgie régionale, Prometal Acier exploite sept sites industriels et dispose d’une capacité de production annuelle totale d’environ 360 000 tonnes de produits sidérurgiques finis.

NOVIA Industries, créée en 2018, marque l’expansion du Groupe dans le secteur agro-industriel et s’est rapidement imposée comme un acteur majeur de son segment de marché. Avec une capacité de production estimée à 500 tonnes d’huile alimentaire par jour et 160 tonnes de savon par jour, l’entreprise se positionne comme un producteur important d’huile de palme raffinée et de sous-produits dérivés.

Distribué par APO Group pour Afreximbank.

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À propos d’Afreximbank : 
La Banque Africaine d’Import-Export (Afreximbank) est une institution financière multilatérale panafricaine dédiée au financement et à la promotion du commerce intra et extra-africain. Depuis 30 ans, Afreximbank déploie des structures innovantes pour fournir des solutions de financement qui facilitent la transformation de la structure du commerce africain et accélèrent l’industrialisation et le commerce intrarégional, soutenant ainsi l’expansion économique en Afrique. Fervente défenseur de l’Accord sur la Zone de Libre-Échange Continentale Africaine (ZLECAf), Afreximbank a lancé les le Système panafricain de paiement et de règlement (PAPSS) qui a été adopté par l’Union africaine (UA) comme la plateforme de paiement et de règlement devant appuyer la mise en œuvre de la ZLECAf. En collaboration avec le Secrétariat de la ZLECAf et l’UA, la Banque a mis en place un Fonds d’ajustement de 10 milliards de dollars US pour aider les pays à participer de manière effective à la ZLECAf. À la fin de décembre 2025, le total des actifs et des garanties de la Banque s’élevait à environ 48,5 milliards de dollars US et les fonds de ses actionnaires s’établissaient à 8,4 milliards de dollars US. Afreximbank est notée AAA par China Chengxin International Credit Rating Co., Ltd (CCXI), A par GCR, A- par Japan Credit Rating Agency (JCR) et Baa2 par Moody’s. Moody’s (Baa2) et S&P Global Ratings (BBB+). La Banque a son siège social au Caire, en Égypte. 

Pour de plus amples informations, veuillez visiter www.Afreximbank.com

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Dr. Rasha Kelej, CEO de la Fondation Merck, partage des réflexions sur le leadership au-delà de l’évident : pourquoi la stratégie peut être copiée, mais pas la passion, l’inspiration et le jugement

Source: Africa Press Organisation – French

Dans le cadre de sa plateforme virtuelle de mentorat et de leadership, « Beyond Power; Leadership, Global Influence and Impact » [Au-delà du pouvoir ; Leadership, influence globale et impact], la Sénatrice Dr. Rasha Kelej, CEO de la Fondation Merck (https://Merck-Foundation.com/), a partagé ses réflexions dans un article intitulé « Leadership au-delà de l’évident : Vous pouvez copier la recette, mais vous ne pouvez pas copier l’âme ». À travers cet article, le Dr. Kelej examine si le leadership inspirant est sous-estimé et explique pourquoi la passion, l’inspiration et le jugement d’un dirigeant ne peuvent être pleinement intégrés dans aucune stratégie ni aucun processus.

Pour lire l’article complet et accéder à la plateforme, visitez :  https://apo-opa.co/4AGNgDW

La Sénatrice Dr. Rasha Kelej (Ret.) partage : « Je crois fermement que la recette peut être copiée, mais pas l’âme. Les initiatives réussies semblent souvent simples lorsqu’elles sont vues de l’extérieur. Une stratégie peut être documentée. Des processus peuvent être cartographiés. Des objectifs peuvent être listés. Des équipes peuvent être structurées. Des résultats peuvent être mesurés. Pourtant, même lorsqu’une autre personne ou organisation suit les mêmes étapes visibles, le résultat peut ne pas être le même. »

Le Dr. Kelej associe cette philosophie de leadership à son travail au sein de la Fondation Merck, en particulier leur approche à long terme du renforcement des capacités en soins de santé. Elle explique que bien que la stratégie visant à offrir des formations spécialisées et des bourses d’études aux professionnels de la santé puisse être décrite et reproduite, c’est la conviction d’investir dans les personnes et de développer l’expertise locale qui alimente l’engagement durable derrière ce travail.

La Fondation Merck a accordé plus de 2 750 bourses d’études à des professionnels de la santé issus de 52 pays dans 44 spécialités critiques et mal desservies, contribuant ainsi au développement de capacités humaines spécialisées capables de continuer à servir les communautés pendant de nombreuses années.

Elle souligne également : « La passion ne remplace pas la stratégie, l’expertise, la structure ou la responsabilité, mais elle leur donne un sens. Pour moi, le leadership consiste à savoir quand insister, quand s’adapter, quand encourager et comment maintenir les personnes connectées à la mission lorsque les résultats prennent du temps. »

Elle souligne également l’importance de bâtir des équipes autour d’un objectif commun, en expliquant que même les personnes talentueuses ont besoin d’une raison de donner le meilleur d’elles-mêmes pour une mission et un moment donnés.

L’article est disponible sur la plateforme de mentorat et de leadership du Dr. Rasha Kelej, « Beyond Power; Leadership, Global Influence and Impact », via Substack, qui a été lancée pour créer une ressource accessible conçue pour inspirer, guider et soutenir les futurs dirigeants, en particulier les femmes et les jeunes futurs dirigeants en Afrique, en Asie et dans les pays du Sud global. La plateforme est accessible à tous, garantissant que les aspirants dirigeants issus d’horizons divers puissent accéder à un mentorat précieux, à des réflexions sur le leadership et à des conseils pratiques.

Lien vers la plateforme de mentorat et de leadership du Dr. Rasha Kelej:
https://apo-opa.co/4yk4Tb5

Les articles sont accessibles sur le site web du Dr. Rasha Kelej:
https://apo-opa.co/4ho2VR2

Les liens vers les articles sont également accessibles sur le site web de la Fondation Merck:
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Les liens sont aussi accessibles sur les réseaux sociaux du Dr. Rasha Kelej et de la Fondation Merck.

À travers la plateforme de mentorat et de leadership, le Dr. Rasha Kelej s’engage à partager ses 32 ans de connaissances et d’expérience pour soutenir et guider les aspirants à libérer leur potentiel caché, atteindre leurs objectifs professionnels et personnels, et devenir les dirigeants de demain.

Pour en savoir plus sur le parcours du Dr. Rasha Kelej, visitez ses réseaux sociaux:  Instagram (https://apo-opa.co/4z5eHFS), Facebook (https://apo-opa.co/3TsROx9), X (https://apo-opa.co/4hTyHFM), et YouTube (https://apo-opa.co/4yt90BO).

Et les réseaux sociaux de la Fondation Merck :  Facebook (https://apo-opa.co/4AVyV6W), Instagram (https://apo-opa.co/3TxIoQL), X (https://apo-opa.co/3V9UQXH) et YouTube (https://apo-opa.co/4d9GDjx).

Distribué par APO Group pour Merck Foundation.

Contact :
Mehak Handa
Responsable du programme de sensibilisation communautaire
Téléphone : +91 9310087613/ +91 9319606669
E-mail : mehak.handa@external.merckgroup.com

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Afreximbank concede uma linha de crédito renovável de fundo de maneio no valor de 40 milhões de euros para apoiar à Prometal SA, dos Camarões

Source: Africa Press Organisation – Portuguese –

O Banco Africano de Exportação e Importação (Afreximbank) (www.Afreximbank.com) concedeu uma linha de crédito renovável de fundo de maneio no valor de 40 milhões de euros à Prometal SA, gigante metalúrgica e industrial dos Camarões, para apoiar a expansão contínua das suas operações industriais.

O Afreximbank e a Prometal SA assinaram o acordo da linha de crédito a 28 de Setembro, na sede do Afreximbank, em Cairo, Egipto. Nos termos do acordo, o Afreximbank irá disponibilizar o financiamento e as garantias necessárias para satisfazer as necessidades de fundo de maneio da Prometal SA. O Sr. Denys Denya, Vice-Presidente Executivo Sénior do Afreximbank, e o Sr. Hayssam El Jammal, Director Executivo da Prometal SA, assinaram o acordo.

A linha de crédito irá apoiar o processamento e a transformação de aço semiacabado numa vasta gama de produtos de aço acabados, incluindo equipamento agrícola e materiais de construção. Irá igualmente reforçar a capacidade da Prometal SA de satisfazer a crescente procura de produtos de aço e metal nos sectores da construção, infra-estruturas, indústria e agricultura nos Camarões.

Destacando a importância desta linha de crédito, o Dr. George Elombi, Presidente do Conselho de Administração do Afreximbank, afirmou:

“A presente linha de crédito está em conformidade com o compromisso do Afreximbank de acelerar a industrialização, garantindo que o continente tire o máximo proveito dos seus recursos naturais. Ao identificar e capacitar os líderes do sector industrial africano, como a Prometal SA, o Banco está a reforçar a capacidade de produção interna de África e a criar cadeias de valor nacionais e regionais.”

O Sr. Hayssam EL Jammal, Director Executivo da Prometal SA, afirmou: “Hoje, estamos a atingir um novo marco e a entrar numa nova fase do nosso crescimento através desta parceria estratégica com o Afreximbank, que demonstra o compromisso contínuo do Banco em concretizar as ambições industriais africanas.

“A nossa estratégia de matriz mista combina, por um lado, a integração vertical ao longo da cadeia de valor, desde o processamento de matérias-primas até à produção de produtos acabados e, por outro lado, a expansão horizontal para novos mercados, com a clara ambição de produzir em África bens que, actualmente, ainda são em grande parte importados. Ao fazê-lo, pretendemos reforçar a capacidade de produção africana, reduzir a dependência das importações e reter mais valor nas nossas economias.

“Gostaria, portanto, de reafirmar o nosso compromisso em honrar a confiança que o Afreximbank depositou em nós e aguardo com expectativa poder estabelecer uma parceria forte e duradoura que apoie o nosso desenvolvimento e expansão industriais em toda África, contribuindo ainda mais para a industrialização e a transformação económica mais amplas do nosso continente.”

A Prometal SA é um grupo metalúrgico e industrial líder, com uma presença industrial significativa e em crescimento. Ao longo dos anos, o grupo implementou com sucesso investimentos substanciais destinados a desenvolver a capacidade de fabrico local e a substituir a importação de produtos anteriormente adquiridos nos mercados internacionais, contribuindo de forma significativa para a substituição de importações nos Camarões e apoiando os objectivos de industrialização do governo.

O grupo está organizado em torno de duas principais linhas de actividade, a Prometal Acier e a NOVIA Industries. A Prometal Acier é a principal actividade siderúrgica e metalúrgica do grupo e um dos principais intervenientes na indústria siderúrgica regional, com operações em sete unidades industriais e uma capacidade de produção anual agregada de aproximadamente de 360.000 toneladas métricas de produtos siderúrgicos acabados.

A NOVIA Industries, fundada em 2018, representa a expansão do grupo para o sector do agro-negócio e tornou-se rapidamente um dos principais intervenientes no seu segmento de mercado. Possui uma capacidade de produção estimada de 500 toneladas por dia de óleo alimentar e 160 toneladas por dia de sabão, o que a posiciona como um importante produtor de produtos refinados de óleo de palma e subprodutos relacionados.

Distribuído pelo Grupo APO para Afreximbank.

Contacto para a Imprensa:
Vincent Musumba
Gestor de Comunicações e Eventos (Relações com a Imprensa)
Correio Electrónico: press@afreximbank.com

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Sobre o Afreximbank:
O Banco Africano de Exportação e Importação (Afreximbank) é uma instituição financeira multilateral pan-africana com mandato para financiar e promover o comércio intra e extra-africano. Há mais de 30 anos que o Banco utiliza estruturas inovadoras para oferecer soluções de financiamento que apoiam a transformação da estrutura do comércio africano, acelerando a industrialização e o comércio intra-regional, impulsionando assim a expansão económica em África. Apoiante firme do Acordo de Comércio Livre Continental Africano (ACLCA), o Afreximbank lançou um Sistema Pan-Africano de Pagamento e Liquidação (PAPSS) que foi adoptado pela União Africana (UA) como plataforma de pagamento e liquidação para sustentar a implementação da ZCLCA. Em colaboração com o Secretariado da ZCLCA e a UA, o Banco criou um Fundo de Ajustamento de 10 mil milhões de dólares para apoiar os países que participam de forma efectiva na ZCLCA. No final de Dezembro de 2025, o total de activos e passivos contingentes do Afreximbank atingiu mais de 48,5 mil milhões de USD, e os seus fundos próprios totalizaram 8,4 mil milhões de USD. O Afreximbank tem notações de grau de investimento atribuídas pela China Chengxin International Credit Rating Co., Ltd (CCXI) (AAA), pela GCR (A), pela Japan Credit Rating Agency (JCR) (A-) e pela Moody’s (Baa2)  e pela S&P Global Ratings (BBB+). O Afreximbank evoluiu para uma entidade de grupo que inclui o Banco, a sua subsidiária de fundo de impacto de acções, denominada Fundo para o Desenvolvimento das Exportações em África (FEDA), e a sua subsidiária de gestão de seguros, AfrexInsure (em conjunto, “o Grupo”). O Banco tem a sua sede em Cairo, Egipto.

Para mais informações, visite: www.Afreximbank.com.

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Dra. Rasha Kelej, CEO da Fundação Merck, Compartilha Visões sobre Liderança Além do Óbvio: Por Que a Estratégia Pode Ser Copiada, mas a Paixão, a Inspiração e o Julgamento Não

Source: Africa Press Organisation – Portuguese –

Como parte de sua Plataforma virtual de Mentoria e Liderança, “Beyond Power; Leadership, Global Influence and Impact” [Além do Poder; Liderança, Influência Global e Impacto], a Senadora Dra. Rasha Kelej, CEO da Fundação Merck (https://Merck-Foundation.com/), compartilhou suas visões em um artigo intitulado “Liderança Além do Óbvio: Você Pode Copiar a Receita, mas Não Pode Copiar a Alma.”

Por meio do artigo, a Dra. Kelej explora se a liderança inspiradora é subestimada e explica por que a paixão, a inspiração e o julgamento de um líder não podem ser totalmente capturados em nenhuma estratégia ou processo.

Para ler o artigo completo e acessar a plataforma, visite: https://apo-opa.co/4AGNgDW

A Senadora Dra. Rasha Kelej (Aposentada) compartilha: “Acredito firmemente que a receita pode ser copiada, mas a alma não. Iniciativas de sucesso muitas vezes parecem simples quando vistas de fora. Uma estratégia pode ser documentada. Processos podem ser mapeados. Objetivos podem ser listados. Equipes podem ser estruturadas. Resultados podem ser medidos. No entanto, mesmo quando outra pessoa ou organização segue os mesmos passos visíveis, o resultado pode não ser o mesmo.”

A Dra. Kelej conecta essa filosofia de liderança com seu trabalho na Fundação Merck, particularmente em sua abordagem de longo prazo para desenvolver a capacidade na área da saúde. Ela explica que, embora a estratégia de fornecer educação especializada e bolsas de estudo para profissionais de saúde possa ser descrita e replicada, a crença em investir em pessoas e desenvolver a expertise local é o que impulsiona o compromisso sustentado por trás do trabalho.

A Fundação Merck já concedeu mais de 2.750 bolsas de estudo para profissionais de saúde de 52 países em 44 especialidades críticas e carentes, contribuindo para o desenvolvimento de capacidade humana especializada que poderá continuar servindo às comunidades por muitos anos.

Ela enfatiza ainda: “A paixão não substitui a estratégia, a expertise, a estrutura ou a responsabilidade, mas dá a elas um propósito. Para mim, a liderança envolve saber quando insistir, quando se adaptar, quando encorajar e como manter as pessoas conectadas à missão quando os resultados levam tempo.”

Ela também destaca a importância de construir equipes em torno de um propósito compartilhado, explicando que mesmo pessoas talentosas precisam de um motivo para dar o seu melhor para uma missão e momento específicos.

O artigo está disponível na Plataforma de Mentoria e Liderança da Dra. Rasha Kelej, “Beyond Power; Leadership, Global Influence and Impact”, via Substack, que foi lançada para criar um recurso acessível voltado para inspirar, guiar e apoiar futuros líderes, particularmente mulheres e jovens futuros líderes na África, Ásia e países do Sul Global. A plataforma é acessível a todos, garantindo que aspirantes a líderes de origens diversas possam acessar mentorias valiosas, visões de liderança e orientações práticas.

Link para a Plataforma de Mentoria e Liderança da Dra. Rasha Kelej:
https://apo-opa.co/4yk4Tb5

Os artigos podem ser acessados no site da Dra. Rasha Kelej:
https://apo-opa.co/4ho2VR2

Os links para os artigos também podem ser acessados no site da Fundação Merck:
https://apo-opa.co/3Vip2zP

Os links também podem ser acessados nos canais de mídia social da Dra. Rasha Kelej e da Fundação Merck.

Por meio da Plataforma de Mentoria e Liderança, a Dra. Rasha Kelej está comprometida em compartilhar seus 32 anos de conhecimento e experiência para apoiar e guiar pessoas aspirantes a desbloquear seu potencial oculto, alcançar seus objetivos profissionais e pessoais e se tornarem os líderes do amanhã.

Para saber mais sobre a jornada da Dra. Rasha Kelej, visite suas redes sociais: Instagram (https://apo-opa.co/4z5eHFS), Facebook (https://apo-opa.co/3TsROx9), X (https://apo-opa.co/4hTyHFM), e YouTube (https://apo-opa.co/4yt90BO).

E as redes sociais da Fundação Merck: Facebook (https://apo-opa.co/4AVyV6W), Instagram (https://apo-opa.co/3TxIoQL), X (https://apo-opa.co/3V9UQXH) and YouTube (https://apo-opa.co/4d9GDjx).

Distribuído pelo Grupo APO para Merck Foundation.

Contato:
Mehak Handa
Gerente do Programa de Conscientização Comunitária
Telefone: +91 9310087613 / +91 9319606669
Email: mehak.handa@external.merckgroup.com

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Indigenous languages vital to preserving culture and heritage

Source: Government of South Africa

Indigenous languages vital to preserving culture and heritage

National Heritage Council Programmes Manager Amos Mulaudzi has urged South Africans to use indigenous languages in their daily lives to help preserve culture and heritage, highlighting storytelling as a powerful tool in this effort.

While acknowledging technological advances, Mulaudzi said people must return to basics and respect the sacred nature of traditions.

He highlighted the need to transform South Africa’s heritage landscape by reconnecting communities with oral traditions, storytelling and indigenous knowledge, while critically contextualising historical narratives for today’s society.

“It’s a simple thing that people have forgotten: using our languages. We still have to go back to sitting around the fires and listening to stories that educate us about life in general. 

“As much as we have digital technology, it doesn’t mean we can forget who we are as people. We therefore have to adapt our indigenous knowledge systems so that we draw on indigenous knowledge in our innovation and creativity,” Mulaudzi said on Wednesday in Pretoria.

He made the remarks during a dialogue titled: “South Africa’s Heritage as a Key Milestone: Institutions and Society”.

The dialogue formed part of Heritage Month commemorations. Heritage Day is observed annually on 24 September. This year, Heritage Month was commemorated under the theme: “Celebrating Our Living Heritage: Strengthening the Ties That Bind Us”.

Mulaudzi said South Africa’s heritage should be taught in the school curriculum because it is central to the country’s identity. 

“It’s about who we are. It’s good that technology makes it easier for us to reach communities we would not normally reach. But we also have to use technology responsibly. There are things within living traditions that are sacred.

“There are things within our living traditions that are restricted. So, as and when we share this knowledge and information, it is always important to engage elders and seek their consent.

“The beauty of our living heritage lies in its sacredness. Elders should therefore be involved in decisions about heritage management. They are there to be honoured and acknowledged,” he said.  –SAnews.gov.za

 

 

 

 

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Rehabilitation works on damaged Bloemhof Dam upstream slope underway

Source: Government of South Africa

Rehabilitation works on damaged Bloemhof Dam upstream slope underway

The Department of Water and Sanitation (DWS) has assured all communities, water users, and stakeholders affected by upstream slope damage at Bloemhof Dam that the matter is being actively managed and remains under continuous oversight by the engineering and technical specialists.

“A contractor is already on site and is undertaking the necessary maintenance preparations under the direct guidance of departmental experts. Whilst monitoring dam safety issues at Bloemhof Dam, dams in the integrated Vaal River System are being operated at elevated dam levels to ensure water security in the system.

“This was done being mindful of a need to manage floods when they present themselves in the system. Bloemhof Dam is currently at 109%,” the department said in a statement on Wednesday.

According to the department’s rehabilitation assessment, repair work at the dam can only begin when a dry working area is created.

The department said it will steadily start releasing water to lower the dam to full supply level (100%).

Communities are assured that the amount of water to be released will not cause flooding downstream.

“To achieve this, a release of 400 m3/s (cubic meters per second) will be commenced until the target level is achieved. This is expected to be within a week or two,” the department said.

Further analyses are currently underway to establish the dam level at which the objectives of dam safety, water security and flood management can be balanced.

However, the department noted that dam safety takes precedence and should a directive be received from the Dam Safety Office to maintain the dam at a specific level, it will be legally binding for the department to operate Bloemhof Dam accordingly.

The department reaffirmed its commitment to transparent communication and engaging stakeholders and provide regular updates as the maintenance programme progresses.

“The public can be assured that every effort is being made to complete the repairs as quickly and safely as possible, while safeguarding the long-term resilience of this strategic water resource,” the department said. – SAnews.gov.za

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Burkina Faso – Coopération bilatérale: des perspectives de consolidation des liens avec Téhéran, et de relance avec Alger

Source: Africa Press Organisation – French


Le ministre des Affaires étrangères du Burkina Faso a échangé avec ses homologues de la République Islamique d’Iran et de l’Algérie, en marge de l’Assemblée générale de l’ONU à New-York.

A la rencontre avec le ministre iranien des Affaires étrangères, celui-ci a traduit sa reconnaissance aux autorités burkinabè, pour la participation du Camarade ministre Karamoko Jean Marie TRAORE aux obsèques du Guide suprême iranien l’Ayatollah Seyyed Ali Khamenei et pour la solidarité à Téhéran face aux agressions extérieures.

S.E.M Abbas Araghchi a par ailleurs affirmé la volonté de son pays, de bâtir des liens plus forts avec l’AES, avec le souhait de l’organisation prochaine d’une réunion dans un format République Islamique d’Iran-Confédération des Etats du Sahel.

Côté burkinabè, le ministre des Affaires étrangères a salué la dynamique de coopération grandissante entre les deux nations.

Pour lui, la qualité des relations bilatérales entre les deux pays commande d’aller de l’avant dans des secteurs mutuellement bénéfiques aux peuples burkinabè et iranien.

Sur la concertation souhaitée par la République Islamique d’Iran avec la Confédération AES, le Chef diplomatie burkinabè dit épouser l’idée et a promis de prendre attache avec ses homologues du Mali et du Niger, pour échanger sur les modalités de l’organisation de ladite concertation.

En plus de la République Islamique d’Iran, la coopération devra connaitre une nouvelle dynamique entre le Burkina Faso et l’Algérie.

A l’audience tenue à la demande du ministre des Affaires étrangères de l’Algérie, S.E.M Ahmed ATTAF, celui-ci a indiqué que son pays est disposé à renforcer le dialogue pour donner plus de substance à la coopération avec le Burkina Faso.

Selon le Camarade ministre Karamoko Jean Marie TRAORE, le Burkina Faso est aligné dans la même lancée, au regard de la profondeur des relations que les deux pays ont l’opportunité de relancer et ainsi éviter de causer du tort à leurs peuples qui partagent des valeurs communes.

Il a également salué la participation de l’Algérie à l’événement parallèle organisé par la Confédération AES en marge de l’AG de l’ONU, ainsi que la décrispation des tensions entre ce pays et les deux autres de l’AES que sont le Mali et le Niger, permettant de préserver les liens sociaux et historiques qui unissent les peuples de la région sans considération des divergences politiques qui peuvent subvenir.

Distribué par APO Group pour Ministère des Affaires étrangères, Burkina Faso.

Institutions, communities urged to safeguard South Africa’s living heritage

Source: Government of South Africa

Institutions, communities urged to safeguard South Africa’s living heritage

As Heritage Month draws to a close, government has called on South African institutions and communities to work together to safeguard the country’s heritage and ensure that its diverse histories, languages and traditions are recognised.

Government Communication and Information System (GCIS) Deputy Director-General Michael Currin described South Africa’s shared heritage as a living resource that promotes social cohesion, strengthens identity, supports nation-building and drives innovation and inclusive development.

“With the advent of democracy, South Africa set out to build a national identity rooted in dignity, equality and mutual respect. Heritage Day became part of this nation-building project – a public holiday that recognises different cultural identities while affirming that all should exist in harmony and unity as one South Africa,” Currin said in Pretoria on Wednesday.

Speaking at a dialogue titled: “South Africa’s Heritage as a Key Milestone: Institutions and Society”, Currin said the country’s shared heritage and cultural diversity could foster unity, belonging and mutual respect.

“Heritage Day is a reminder that South Africa’s diversity is not a source of division, but a foundation for unity, social cohesion and nation-building. It is a day to honour the histories, languages, traditions and living heritage of all communities while renewing our commitment to an inclusive democratic future,” Currin said.

He added that respectful partnerships between institutions and communities could deepen trust, strengthen social cohesion and foster a shared sense of national belonging.

“Universities, museums, heritage sites, archives and cultural bodies help society preserve knowledge, memory and living heritage for future generations.

“Community media preserves heritage by documenting local histories, amplifying indigenous languages and cultural traditions, and giving communities a platform to pass their knowledge and stories to future generations,” Currin said.

The dialogue provided a platform for critical reflection on heritage, freedom, democratic memory and society’s role in shaping a shared national future.

“South Africa is a nation of diverse cultures, languages, histories and traditions, each contributing to the richness of our national identity. Our heritage is preserved by our people and finds expression in the languages we speak, the stories we tell, our music and dance, the food we prepare, and the clothes and crafts we create.

“Of course, much of what we are becoming as a nation is being shaped by young South Africans as they build and develop new identities, new connections, and new ways of being and creating … all of which, if I may say, I find very exciting and refreshing for our national identity,” Currin said.

Heritage Day is observed annually on 24 September. This year, Heritage Month was commemorated under the theme: “Celebrating Our Living Heritage: Strengthening the Ties That Bind Us”.

Media Development and Diversity Agency (MDDA) Chief Executive Officer Shoeshoe Qhu raised concerns about gaps in media coverage of South Africa’s diverse cultures, particularly on technology-enabled platforms that could help communities share their stories and deepen understanding of their origins.

“I think we make an occasion of our heritage. Once the month comes to an end, we put the blankets and beads away until there is either a wedding or September next year,” she said.

Qhu urged mainstream media to help preserve South Africa’s cultural heritage by telling more stories about its traditions and communities.

“For those working in media and communication, we must intentionally use technology to ensure that knowledge acquired outside academic institutions is given the legitimacy and authority it deserves, rather than being undermined.

“There is a great deal of work to be done. Preserving this knowledge cannot be left solely to community media. Some South African languages have rich traditions, yet little written presence and almost no representation in mainstream media. People have to seek them out. I therefore believe we have a greater responsibility,” she said.

Currin said Heritage Month gave South Africans an opportunity to explore their heritage, deepen their collective identity and build stronger, more cohesive communities.

“Heritage Month provides a unifying platform for individuals and communities to reaffirm their commitment to social cohesion, cultural diversity and the enduring values of Ubuntu.

“Living heritage is a dynamic and community-centred resource that not only reflects our past, but actively contributes to nation-building, intergenerational dialogue and inclusive development.

“By encouraging broad community participation, Heritage Month empowers local voices, strengthens cultural expression and celebrates the rich tapestry of traditions that define South Africa’s diverse identity,” he said. –SAnews.gov.za

 

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Youth urged to rise above setbacks and pursue opportunities

Source: Government of South Africa

Youth urged to rise above setbacks and pursue opportunities

Deputy Minister in the Presidency for Women, Youth and Persons with Disabilities Steve Letsike has encouraged young people to view setbacks as interruptions rather than defining moments in their lives.

Addressing young people at the launch of 2026 Take 2 initiative, held in Orange Farm on Tuesday, Letsike said young people should not be defined by difficult circumstances, but should have opportunities to change direction, pursue their ambitions, and build better futures.

Letsike encouraged young people to feel empowered to seek healthcare without fear of judgement, ask questions, pursue new opportunities, and change direction.

However, Letsike warned against placing the responsibility for overcoming adversity entirely on young people’s shoulders, while failing to address the structural challenges that limit their opportunities.

“It is too easy for society to tell young people to be resilient while leaving unchanged the conditions that require extraordinary resilience simply to survive,” the Deputy Minister said.

She called for health services that respect young people, education systems that provide continued support, safer communities where girls can move without fear, economic opportunities that are accessible to all, and public institutions capable of meeting young people where they are.

The Deputy Minister said the broader objective of Take 2 should help build a society in which no young person is permanently disadvantaged by one interruption, difficult season, mistake, act of violence committed against them, and lost opportunity, or circumstances into which they were born.

“Let us fight option poverty by expanding the number of futures that young people can realistically choose.”

Letsike emphasised that the success of an equal society should be measured not only by whether young people received an initial opportunity, but also by whether they had a way back when life interrupted their progress.

“The measure of an equal society is not only whether everyone is offered a first opportunity. It is also whether, when life knocks someone off course, everyone still has a road back,” the Deputy Minister said. – SAnews.gov.za
 

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