Category: Africa

Source: APO

Africa’s negative international reputation costs the continent billions of dollars each year in higher borrowing rates, lost investment, and reduced economic opportunities ,  but distinguishing unfair media stereotypes from genuine governance failures is the first step to fixing it, according to Fadi El Abdallah, Chief Strategic Advisor, Reputation and Crisis Communications at APO Group (https://APO-opa.com).

El Abdallah, who served for 15 years as the official Spokesperson and Head of Public Affairs of the International Criminal Court (ICC), appeared live on SABC Channel Africa on 26 October 2026 to discuss how African governments, businesses, and institutions should respond when their credibility comes under attack and how to rebuild public trust once damaged.

Listen to the full interview: https://apo-opa.co/4e3JfzX

Key Facts

• Africa loses billions of dollars annually through higher sovereign borrowing costs driven in part by negative international media narratives about the continent.
• Disinformation campaigns are now cheap and fast to launch: the speed of producing false information is extremely high, the cost extremely low, and the spread can be devastating.
• Most African institutions and companies lack the professional infrastructure to counter disinformation campaigns.
• APO Group’s Strategic Reputation and Crisis Communications division, led by Fadi El Abdallah, was established to fill this gap
• The full announcement of Fadi El Abdallah’s appointment is available here: https://apo-opa.co/4zdmx0

On Disinformation

“The cost of disinformation for African countries is real: less investment, higher borrowing rates, economic damage, and in the worst cases, threats to state stability. What makes it so dangerous now is that it has never been cheaper or faster to produce and distribute false information — and most institutions are not prepared to counter it.”

Fadi El Abdallah, Chief Strategic Advisor, Reputation and Crisis Communications, APO Group

What the Interview Covered

Speaking on SABC Channel Africa’s morning programme, El Abdallah addressed five core issues facing African institutions:

• The difference between genuine governance failures that require transparency and accountability, and coordinated disinformation campaigns that require counter-narrative infrastructure
• Why silence is never neutral: every hour disinformation goes uncontested, it acquires apparent legitimacy.
• The three principles for responding to institutional misrepresentation, drawn from his ICC experience: speed, specificity, and consistency.
• Why most organisations make the same mistake when a crisis hits; they try to avoid it rather than face it honestly.
• The practical steps organisations should take before a crisis arrives: vulnerability audits, crisis playbooks, leadership training, and media relationship-building

“The biggest mistake – and it is not specifically African, it is a human mistake- is that people do not think of the worst that is coming. They do not build the infrastructure before the crisis happens. And then when there is a crisis, they try to use communication to cover the situation. But communications amplifies reality. It does not hide it.”

Fadi El Abdallah, SABC Channel Africa, 26 October 2026

Lessons From the International Criminal Court

El Abdallah drew directly on his 15 years at the ICC – an institution that faced sustained political pressure, including from several African governments- to illustrate what effective crisis communications looks like under genuine institutional attack.

He described managing the ICC’s reputation through contested proceedings, coordinated disinformation from state actors, and periods of significant regional political hostility, while maintaining credibility with the Court’s global stakeholder base across different regional offices and headquarters in The Hague.

“At the ICC we had to build a network and infrastructure to explain the institution’s work to governments, to embassies, to the media, and to the general public across Africa. The lesson I bring to APO Group is that counter-narrative is not an emergency response ; it is a standing operational function. You have to build it before you need it.”

Fadi El Abdallah, Chief Strategic Advisor, Reputation and Crisis Communications, APO Group

About APO Group’s Strategic Reputation and Crisis Communications Division

APO Group’s Strategic Reputation and Crisis Communications division is the only advisory capability in Africa that combines world-class crisis expertise with the reach and execution infrastructure of Africa’s leading pan-African communications consultancy and press release distribution service. The division offers crisis rapid response, executive counsel, crisis preparedness, narrative intelligence and monitoring, and reputation recovery.

APO Group reaches 450,000+ journalists across all 54 African markets through its owned Africa Newsroom newswire, with direct access to the international financial community through partnerships with Bloomberg Terminal, Thomson Reuters Eikon, LexisNexis, and Dow Jones Factiva.

Full details of the division and Fadi El Abdallah’s appointment: https://apo-opa.co/4zdmx0A

Questions and Answers

Question: How can African governments and businesses counter disinformation campaigns?

Answer: Counter-narrative capability requires professional infrastructure built before a crisis arrives. These include monitoring systems that detect false narratives in real time, rapid-response protocols, and consistent messaging across all channels simultaneously. According to Fadi El Abdallah, Chief Strategic Advisor at APO Group, speed, specificity and consistency are the three non-negotiable elements of an effective counter-disinformation response.

Question: Can crisis communications restore institutional trust after a reputation crisis?

Answer: Only if the underlying problem is being addressed. According to Fadi El Abdallah, who managed crisis communications at the International Criminal Court for 15 years, communications amplifies reality, it does not replace it. An institution that uses communications to avoid accountability will deepen public cynicism, not restore trust. Genuine accountability must come first; professional communications then makes that accountability visible and credible.

Question: What is the biggest mistake organisations make when a crisis breaks?

Answer: Failing to prepare before the crisis arrives, and then trying to use communications to conceal rather than address the problem. Fadi El Abdallah of APO Group’s Strategic Reputation and Crisis Communications division advises organisations to assess their vulnerabilities, build crisis playbooks, train leadership to speak difficult truths early, and always get ahead of the story.

Question: Why does Africa’s media reputation affect borrowing costs and investment?

Answer: Negative international media narratives about Africa inflate the perceived risk of investing in or lending to African countries, leading to higher sovereign borrowing rates and reduced foreign direct investment. Research cited by Fadi El Abdallah of APO Group estimates this costs the continent billions of dollars annually ,  a problem that requires both better governance and professional counter-narrative infrastructure to address.

Question: What did the ICC experience teach about managing institutional reputation under attack?

Answer: Speed, specificity and consistency are essential. Fadi El Abdallah spent 15 years as ICC Spokesperson managing institutional credibility through war crimes trials, state-sponsored disinformation, and periods of African political hostility toward the Court. His central lesson: organisations that survive sustained reputational attacks treat counter-narrative as a standing operational function, not a one-time emergency response.

Distributed by APO Group on behalf of APO Group.

For media enquiries and interview requests with Fadi El Abdallah, contact:
marie@apo-opa.com

About APO Group:
Founded in 2007 by Nicolas Pompigne-Mognard, APO Group is the communications consultancy built for performance, combining strategic advisory, on-the-ground execution, and guaranteed visibility across all 54 African markets. Its owned newswire, Africa Newsroom, secures placement on 250+ Africa-focused news sites, connecting organisations directly with 450,000+ journalists, analysts, investors, and policymakers worldwide.

Recognised internationally for communications excellence, including SABRE, Davos Communications, and World Business Outlook distinctions, APO Group partners with global and African organisations for whom the continent is a strategic priority. Clients include the African Development Bank Group, Africa CDC, Afreximbank, NFL, Nestlé, Emirates, Canon, Western Union and GITEX Global.

Source: APO

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The Environmental Protection Agency of Liberia (EPA) has begun a two-day capacity-building workshop in Kakata City, Margibi County, aimed at strengthening staff capacity in project implementation, performance monitoring, and results-based reporting.

The workshop brings together selected EPA staff to improve their practical skills in project planning, coordination, implementation, monitoring, documentation, and reporting to ensure effective delivery of environmental and climate-related projects.

Organized by the EPA’s Department of Projects, the training seeks to promote a common approach to project management across the Agency as it continues to manage national, bilateral, and multilateral environmental and climate-related initiatives.

Key areas of focus include project management, project system entry and administration, results-based management, performance measurement, data collection and validation, risk management, documentation, and reporting. The workshop also emphasizes teamwork, accountability, communication, and coordination among departments and units.

The training comes as the EPA continues to strengthen its role in environmental governance, climate change response, project development, resource mobilization, and the implementation of environmental programmes. These responsibilities require staff to have the knowledge and skills needed to manage projects effectively and ensure that planned activities achieve their intended results.

Through the workshop, participants are expected to improve their understanding of the project management cycle, strengthen implementation tracking, and enhance their ability to identify and address challenges that may affect project delivery. The training will also help improve the accuracy and timely updating of project information in the Agency’s project management system.

In addition, the workshop provides an opportunity for participants to share experiences, discuss common implementation challenges, and identify practical solutions to improve project performance across the Agency.

The overall objective is to strengthen the institutional capacity of selected EPA staff to plan, develop, implement, monitor, and report on environmental, climate, and sustainable development projects through improved project management practices and effective coordination.

At the end of the training, participants are expected to have a better understanding of their roles and responsibilities in project delivery and identify practical actions to improve implementation, monitoring, reporting, and accountability within the Agency.

Distributed by APO Group on behalf of Liberia Environmental Protection.

Source: APO

How can young people be encouraged to become peacebuilders in a territory facing security challenges and community tensions? This was the central question addressed by 50 young people, 23 girls and 27 boys, who gathered on October 21 in Mambasa, Ituri, for a peace awareness workshop organized by MONUSCO’s Gender Section in partnership with the Ituri Youth, Peace and Security Coalition (YPS 2250).

Held at the Women’s Centre in collaboration with the Mambasa Territorial Youth Council, the meeting aimed to promote responsible citizenship, positive masculinity, and a culture of peace. Discussions focused in particular on preventing gender-based violence, rejecting manipulation and hate speech, and highlighting the role of young people in the peaceful resolution of conflicts.

In a territory facing threats from armed groups, the objective was to encourage young people to participate more actively and constructively in peacebuilding. The workshop also emphasized the consequences of resorting to violence as a means of expressing grievances and the importance of dialogue in preventing conflicts.

Empowering young people to become agents of change

During the workshop, the Deputy Administrator of Mambasa Territory, Colonel Maxime Cishimbi, emphasized young people’s responsibility in preventing conflicts and promoting peaceful coexistence. He urged them to reject hate speech, manipulation, and behaviors that fuel divisions within communities.

“Being a responsible young leader means refusing manipulation and rejecting hate speech and disinformation that divide our communities. It means actively working for the common good, respecting the law, protecting public property, and promoting community solidarity,” he stressed.

Addressing the issue of positive masculinity, Colonel Maxime Cishimbi also recalled that promoting peace requires respect for the rights and dignity of women and girls.

“A strong man is not one who uses force or violence, but one who promotes respect, justice, and dignity for everyone,” he stated.

Promoting dialogue and social cohesion

According to Omba Hemedi Oxoson, President of the Mambasa Territorial Youth Council, young people must now position themselves as agents of unity and positive transformation within their communities.

“The youth of Mambasa must refuse to be used as instruments of division. Instead, they must become a force for unity, mediation, and positive transformation in our society,” he affirmed.

He also called on participants to translate the lessons learned during the workshop into concrete actions in their communities, prioritizing mutual respect, tolerance, and solidarity.

Beyond raising awareness, this initiative aims to encourage young leaders to become peace advocates within their families, associations, and communities, while contributing to the prevention of violence and discrimination against women and girls.

The initiative falls within the framework of United Nations Security Council Resolution 2250 on Youth, Peace and Security, which recognizes the essential role of young people in preventing and resolving conflicts and building lasting peace.​

Distributed by APO Group on behalf of Mission de l’Organisation des Nations unies en République démocratique du Congo (MONUSCO).

Source: APO

Framed by Table Mountain and the Atlantic Ocean, Cape Town is defined by the interplay of nature and urban life, heritage and artistic spirit, and local identity and global influence. EDITION marks its African debut with The Cape Town EDITION (https://apo-opa.co/4zfxIWO) – a gathering place poised to become a social nexus and a gateway to discover the city.

Cape Town joins EDITION’s global portfolio of hotels in some of the world’s most sought-after destinations ranging from Lake Como and Tokyo to London, New York, Riviera Maya and beyond, where thoughtful design, carefully curated culinary experiences and a strong sense of cultural relevance come together in a way that is distinctly EDITION.

“Cape Town has a distinctive energy shaped by extraordinary landscapes, diverse influences and an exceptional culinary scene,” said George Fleck, Senior Vice President and Global Brand Leader, EDITION. “As one of the world’s most compelling cultural capitals, it is a natural home for EDITION. This opening marks an important milestone for the brand as we continue to grow in destinations that sit at the intersection of culture, creativity and global influence.”

Opening at Quay 7 on the V&A Waterfront, The Cape Town EDITION occupies a coveted position within Cape Town’s historic working harbour, a gateway that has connected cultures for centuries. Overlooking the V&A Waterfront’s new superyacht marina and facing Table Mountain, the hotel sits at the intersection of the city’s maritime heritage and vibrant cultural scene, surrounded by leading museums, art galleries, acclaimed restaurants, elevated retail and the dynamic atmosphere of the Waterfront neighbourhood.

“The opening of The Cape Town EDITION is an important milestone in the V&A Waterfront’s continued evolution and a strong expression of confidence in Cape Town as a globally competitive tourism and investment destination,” said Graham Wood, Chief Executive Officer of the V&A Waterfront. “At Quay 7, the EDITION brings an exceptional international hospitality brand into a working harbour and connects it to the wider Waterfront neighbourhood through new dining, cultural and public-facing experiences. It also signals the next chapter for Granger Bay: a well-connected waterfront district that creates long-term value for Cape Town, our visitors and the communities we serve.”

Where Minimalistic Design Meets Maritime Heritage

Designed by Neri&Hu in collaboration with Cape Town-based architects and professional firms, The Cape Town EDITION draws on the industrial maritime character of Quay 7. The architecture references the warehouse structures that previously occupied the site through a long, low-slung form, pitched rooflines and a material language inspired by the working harbour. More than six million bricks were laid by hand in shifting patterns that bring texture to the façade, transforming a humble material through meticulous craftsmanship and creating a distinctive architectural identity rooted in place.

At the centre of the hotel is The Drum, a soaring cylindrical space open to the elements above. Here, Cape Town’s shifting light and sea air are welcomed in. A spiralling staircase ascends to an outdoor viewing platform, gradually revealing the city: the harbour, Table Mountain, the Atlantic and the rhythm of the Waterfront below. Part arrival experience, part public lookout, The Drum invites guests, visitors and locals alike to discover Cape Town from a new vantage point.

The hotel’s 142 guestrooms and suites balance refined comfort with a distinctly residential sensibility. Bespoke furniture, natural finishes and cleverly integrated joinery inspired by 19th-century travel trunks create warm, layered interiors designed to feel both intuitive and deeply comfortable, while large windows frame sweeping views. Custom furnishings and rugs woven by KwaZulu-Natal-based Shuttleworth Weaving layer local craft into the experience. The 240-square-metre Penthouse and 112-square-metre Harbour Suite crown the hotel, with generous living spaces and panoramic outlooks.

Throughout the hotel, art and design serve as a reflection of Africa’s creative landscape, connecting guests to the people, stories and traditions that shape the destination. Design Network Africa sourced progressive pieces from makers across the continent, including Zulu ukhamba vessels and mouth-blown recycled glass from Eswatini, a landlocked country in Southern Africa. Cape Town’s Southern Guild curated an art collection of established and emerging African voices including Zanele Muholi’s black-and-white photographic portraits in Punch Room, EDITION’s contemporary take on the traditional punch house; Usha Seejarim’s Fading Dish Cloth, assembled from hundreds of wooden clothes pegs, appears in the spa; and Chuma Maweni’s smoke-fired ceramics lend a sculptural presence to the lobby and dining spaces.

The Cape Gathered Around the Table

With experience spanning Berners Tavern at The London EDITION and some of the Cape’s leading restaurants, Executive Chef Phil Carmichael and award-winning South African beverage partner George Hunter lead the hotel’s food and beverage programme across a collection of distinct restaurants and bars, shaping experiences that move seamlessly from morning through late night.

The hotel’s signature restaurant, Shale, brings the Cape to the table through a seasonal menu, drawing on farmers, coastal fisheries, winemakers and independent producers. Meat is dry-aged in-house, while a predominantly South African wine list carries the regional story into the glass. Dishes are recognisable yet quietly unexpected, such as Saldanha Bay mussels in a curry velouté with seaweed salad and braised black rice. On the rooftop, EAVE offers a relaxed, yet refined, setting with broad views. Set beside the heated pool, the indoor-outdoor restaurant and bar moves from leisurely afternoons to sundowners, dinner and curated music programming after dark. The menu pairs refreshing cocktails and a thoughtful wine list with small plates that showcase the flavours of the Winelands and the surrounding coastline. The adjoining Pool Terrace follows the sun, from breakfast and easy midday bites to sunset cocktails and light dinners.

On the ground floor, EDITION’s signature Lobby Bar takes on the warmth and ease of a Cape Town living room, where hotel life and local rhythm meet. Anchored by a striking bar and pool table, the space seamlessly transitions from morning coffee meetings to light bites and evening drinks. Punch Room revives a centuries-old drinking ritual once carried along the trade routes that passed through the Cape. Wood panelling, velvet banquettes and low lighting create an intimate, opulent retreat, where punches are served in generous bowls for sharing. Local character finds expression in Brandewijn, a punch combining brandy, Pinotage, rooibos, pineapple, lemon and winter spice, offering a modern interpretation of the region’s rich cultural and culinary heritage.

Moments of Renewal

The spa sits below sea level, cocooned from the energy of the waterfront above. Alongside five treatment rooms and a couples’ suite, the spa features a sauna and steam room, while infrared beds and Therabody recovery boots offer targeted support for rest and recovery. The treatment menu combines skincare, massage, fascia work and aromatherapy with Omorovicza’s mineral-rich formulations. The focus on wellbeing continues with a 24-hour gym and a daily programme of yoga, breathwork, sound baths and movement sessions beside the heated rooftop pool and sun deck.

The hotel offers a collection of light-filled areas for meetings, gatherings and celebrations. At its heart is the flexible ballroom with a capacity of up to 200 people, complemented by a boardroom, two meeting studios and a private event terrace. Wellness programming, destination dining and social venues offer a more flexible approach to events, from harbourside receptions and rooftop cocktails at EAVE to exclusive gatherings at Vantage, the hotel’s rooftop event space, and dinners at Shale. 

“We want The Cape Town EDITION to feel as relevant to a Capetonian as it does to someone visiting the city for the first time,” said Leonie Andereya, General Manager at The Cape Town EDITION. “Inspired by the warmth and authenticity of South African hospitality, we have created a place where locals and travellers come together through food, culture, creativity and conversation. Sophisticated but never formal, it offers a distinct lens on Cape Town and the feeling that you have discovered a side of the city, and a community within it, that you genuinely want to be part of.”

For more information, please visit: https://apo-opa.co/4zbWkj9

Distributed by APO Group on behalf of Marriott International, Inc..

Download high-resolution photographs here (https://apo-opa.co/4zbGeG3)

Media Contact:
Birgit Deibele
Senior Director of Communications
Sub-Saharan Africa – Marriott International
​birgit.deibele@marriott.com

About EDITION Hotels:
EDITION Hotels is an unexpected and refreshing collection of individualized, customized, one-of-a-kind hotels that redefines the codes of traditional luxury. Displaying the best of dining and entertainment, services, and amenities “all under one roof,” each EDITION property is unique, reflecting the best cultural and social milieu of its location and time. Each hotel, with its individuality, authenticity, originality, and unique ethos, reflects the current spirit and zeitgeist of its location. Although all the hotels look completely different, the brand’s unifying aesthetic is in its approach and attitude to the modern lifestyle rather than its appearance. EDITION is about a mindset and how it makes you feel rather than the way it looks. Sophisticated public spaces, finishes, design, and details serve the experience rather than drive it. For an underserved market of affluent, culturally savvy, and service-savvy guests, the EDITION experience and lifestyle explores the unprecedented intersection and the perfect balance between taste-making design and innovation and consistent, excellent service globally. EDITION currently operates 23 hotels in New York and Times Square, Miami Beach, West Hollywood, Tampa, Barcelona, Bodrum, London, Reykjavik, Madrid, Rome, Abu Dhabi, Dubai, Sanya, Shanghai, Tokyo Toranomon, Singapore, Riviera Maya at Kanai, Red Sea, Tokyo Ginza, Jeddah, Lake Como and Dali.

Source: APO

• US$1 billion of committed risk-sharing support  from Munich Re for African financial institutions
• 38 financial institutions across 11 African countries in the first phase
• Trade finance transactions of up to 12 months, allowing capacity to be reused to finance new trade as transactions are repaid

Africa Finance Corporation (AFC) (www.AfricaFC.org), the continent’s leading infrastructure solutions provider, today announced a US$1 billion Unfunded Managed Debt Mobilisation Program (UMDMP) with Munich Re, one of the world’s leading reinsurers. The programme provides US$1 billion of committed risk-sharing support for AFC’s trade finance lending to African financial institutions, at a time when African banks need significant liquidity to finance intra-African and international trade flows that boost their domestic economies.

For African banks, the programme means more trade finance, delivered faster. Munich Re and AFC have agreed risk parameters and limits up front, so that Munich Re takes a share of eligible AFC transactions automatically. AFC retains a part of the risk on every transaction, keeping both institutions’ interests aligned. As the transactions under the programme mature, the programme’s capacity is freed up and reused to finance new investments.

The first phase covers commercial letters of credit, trade loans and trade guarantees; the instruments African banks rely on to finance their clients’ imports and exports. It starts with 38 financial institutions across 11 African countries, and both parties have agreed to review the programme’s scope, including additional instruments and sectors over time.

Commenting on the programme, Banji Fehintola, Executive Board Member and Head of Financial Services at Africa Finance Corporation, said: “Across the development finance landscape, there is a growing recognition that the scale of Africa’s financing needs cannot be met through traditional balance sheet lending alone. Multilateral development banks like AFC are increasingly embracing an originate-to-distribute model, with private capital mobilisation becoming central to how we deliver greater development impact. Managed debt mobilisation sits at the heart of this transition, enabling institutions like AFC to leverage our origination capabilities, structuring expertise and risk management frameworks to attract institutional capital at scale. This programme with Munich Re demonstrates how we can translate that ambition into practical, scalable solutions that expand financing capacity while optimising the deployment of our own capital. As the African Continental Free Trade Area deepens trade between African economies, the programme helps to solve committed capacity constraints for banks that finance that trade and strengthens AFC’s ability to be more instrumental in financing Africa’s development.”

Wola Asase, Deputy Director & Head of Syndications and AFC Captive Insurance Company Ltd,  commented: “Munich Re has shared risk on AFC loans since 2018, one transaction at a time. This programme replaces that with pre-agreed risk parameters, so eligible trade finance transactions are covered automatically and banks get faster decisions. Because the transactions are short-dated, the capacity is recycled as they mature, and the wider Managed Debt Mobilisation Program it anchors gives us a framework to bring in further institutional investors, whether as funders or risk partners.”

Herbert Müller, Head of Global Credit Solutions  at Munich Re, said: “Munich Re benefits from the strong pan-African footprint of AFC while AFC benefits from the strong capacity of Munich Re.  The trust built between our two organizations through our cooperation since 2018 has allowed us to move from a transactional to a programmatic approach which allows us to support African financial institutions efficiently at scale. We see African trade as a long-term opportunity, and this programme gives us an efficient way to grow our business and improve our diversification at the same time alongside a trusted partner.”

Insurance and reinsurance are among the financial tools that play a vital role in turning available capital into financing for African businesses and projects. By sharing the risk of losses, they enable lenders to support transactions that would otherwise exceed their risk limits, unlocking more funding for trade, industrialisation and job creation.

The programme builds on a partnership that began in 2018, through which Munich Re has shared risk on AFC loans one transaction at a time. The two institutions have completed a series of transactions since then, including two in 2026. The UMDMP turns that deal-by-deal relationship into a standing programme.

It also anchors AFC’s broader Managed Debt Mobilisation Program (MDMP), a platform through which other investors can participate alongside AFC, either by providing funding or by sharing risk. AFC is in discussions with other African and global institutional investors about providing funding through the platform.

The programme follows AFC’s establishment in August 2026 of AFC Captive Insurance Company, a wholly owned Bermuda-based subsidiary backed by up to US$30 million in equity capital. Together, the two initiatives reflect AFC’s growing use of insurance and risk-sharing to utilise its capital more efficiently and extend its financing capacity.  AFC Captive allows the Corporation to retain and manage more risk in-house, while the UMDMP shares risk with one of the world’s leading reinsurers.

Distributed by APO Group on behalf of Africa Finance Corporation (AFC).

Media Enquiries: 
Yewande Thorpe
Communications
Africa Finance Corporation
Mobile: +234 1 279 9654
Email: yewande.thorpe@africafc.org

About AFC: 
Africa Finance Corporation was established in 2007 to be the catalyst for private sector led infrastructure investment across Africa. AFC’s approach combines specialist industry expertise with a focus on financial and technical advisory, project structuring, project development, and risk capital to address Africa’s infrastructure needs and drive sustainable economic growth.

Eighteen years on, AFC has developed a track record as the partner of choice in Africa for investing and delivering on instrumental, high-quality infrastructure assets that provide essential services in the core infrastructure sectors of energy, natural resources, heavy industry, transport, and telecommunications. AFC has 48 member countries and has invested over US$19 billion in 36 African countries since its inception.

www.AfricaFC.org 

About Munich Re:
Munich Re is one of the world’s leading providers of reinsurance, primary insurance and insurance-related risk solutions. The Group consists of the reinsurance and ERGO business segments, as well as the asset manager MEAG. Munich Re is globally active and operates in all lines of the insurance business. Since it was founded in 1880, Munich Re has been known for its unrivalled risk-related expertise and its sound financial position. Munich Re leverages its strengths to promote its clients’ business interests and technological progress. Moreover, Munich Re develops covers for new risks such as rocket launches, renewable energies, cyber risks and artificial intelligence. In the 2025 financial year, Munich Re generated insurance revenue of €60.4bn and a net result of €6.1bn. The Munich Re Group employed about 44,000 people worldwide as at 31 December 2025.