Category: English

Source: APO

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The year 2025 has been one of profound transformation at World Health Organization (WHO), and the global United Nations (UN) due to the changing funding environment—testing the resilience and adaptability of the entire UN workforce. Amid global uncertainties and organizational changes, WHO has placed the mental health and well-being of its personnel at the heart of this transition.

The ongoing changes have brought extreme stress, affecting both personal and professional spheres. Recognizing this, WHO Uganda emphasizes collective support, compassion, and solidarity, ensuring no one faces these challenges alone. WHO leadership, at country, regional, and global levels, has continued to champion a culture of humanity and wellbeing throughout this process. This commitment is evident in the integration of mental health support into daily operations and strategic planning.

“At WHO Uganda, we recognize the individual impact of every decision made during the ongoing changes, and we remain committed to supporting mental well-being, now more than ever. During these challenging times, people remain at the center, and supporting their mental health is our priority,” said Dr Kasonde Mwinga, the WHO Representative to Uganda.

Mental health literacy and stress management sessions have been embedded in all staff engagements. These sessions cover a range of topics such as coping strategies during transition; recognizing signs of stress and burnout; building resilience, emotional intelligence and a workplace culture that is supportive of mental wellbeing. All personnel have been informed and empowered to seek help when needed.

Personnel and their dependents, across all contract types, have access to a wide range of support services, including in-house staff counsellors, outsourced professional counsellors, an Employee Assistance Program (EAP), and insurance coverage for therapy sessions. These services are designed to be accessible, confidential, and tailored to individual needs. 

“I didn’t realize how much I was affected by the transition until I attended a mental health literacy session. I was empowered to seek support, and it’s been life- changing. The emotional intelligence and stress management discussions helped me understand my emotions and how to manage them,” said Immaculate Atuhaire, the emergency readiness officer, WHO, Uganda.

The WHO Uganda Staff Association has played a pivotal role in supporting colleagues through this period of uncertainty and transition. Through ongoing engagement with management, the executive committee has effectively voiced staff suggestions and recommendations, ensuring that their concerns are heard and addressed. They have also introduced thoughtful initiatives, such as fruit baskets at staff meetings, weekly group tea sessions, and money clinics, that have significantly boosted morale and fostered a sense of belonging among staff.

“In times of transition, it’s easy to feel stressed—but the Staff Association has been a source of reassurance. From advocating for our concerns to introducing meaningful initiatives like the weekly tea gatherings, they have reminded us that we are in this together. These gestures have made a real difference in keeping our spirits high,” said Patrick Nemeye, the procurement officer, WHO Uganda.

Creating a mentally healthy workplace is a commitment at WHO Uganda that fosters a resilient, engaged, productive workforce. This aligns with WHO’s broader mental health strategy, emphasizing psychosocial risk management and improving mental health literacy, and building a workplace culture that promotes and supports mental health and wellbeing.

Distributed by APO Group on behalf of World Health Organization – Uganda.

Source: APO

Across Africa, water is too often seen only through the lens of crisis – droughts, shortages, contamination, and municipal failures. Yet water is the bedrock of dignity, resilience, and economic growth.

The newly launched Water Security Industry Insights Volume, published by ESI Africa, brings a fresh perspective, highlighting the urgent need for a collective rethinking of how water is financed, governed, and managed.

“Water resources and management cannot be treated as a standalone project, nor as an afterthought in business and public sector departments,” says Nicolette Pombo-van Zyl, Editor-in-Chief of ESI Africa.

“Water underpins energy, agriculture, infrastructure, and climate resilience. When taps run dry, citizens don’t phone ministers; they knock on mayors’ doors. This reality makes cooperation between local, national, and international actors essential,” she adds.

The Volume examines pressing challenges – from governance failures and non-revenue water losses to degraded ecosystems – while also showcasing practical solutions.

Nairobi Water’s dedicated work in informal settlements, for example, proves that dignity, affordability, and community partnership can be placed at the centre of service delivery.

Published with a strong focus on the factors affecting water supply and demand in the commercial and industrial (C&I) sector, this 30-page magazine goes beyond the headlines. It highlights bold leadership, technologies, and financial models that can unlock lasting impact.

Inside the Volume, readers will discover:
• Eight ways smart water meters are changing the game
• How a beverage company is stepping up to the water security plate
• Understanding the hidden lifeline of groundwater recharge
• How solid waste can power a clean water future
• Integrated urban water planning and data tracking for resilient cities
• And much more…

Readers can access the Water Security Industry Insights Volume online as an interactive flipbook or download it as a PDF.

Access the digital magazine here:https://apo-opa.co/3HQcM3a

A special thanks goes to our partners: Absa, Conlog, Coca-Cola Beverages South Africa, South African Airways, and the STS Association for supporting this timely and vital publication.

Distributed by APO Group on behalf of VUKA Group.

About ESI Africa:
ESI Africa is a multimedia platform covering breaking news from across Africa’s power, energy, water, and coupling markets such as transportation—along with the latest tenders, technical white papers, and reporting from conferences and site tours.

We send out three weekly newsletters, so you never miss a story affecting your business.
https://www.ESI-Africa.com/

Source: APO

Canon Central & North Africa (CCNA) (https://en.Canon-CNA.com/) has been honored with two prestigious Gold Awards at 2025 Brandon Hall Group™ HCM Excellence Awards®.

Known as the “Academy Awards of Human Capital Management”, HCM Excellence Awards® Program recognizes Global Leaders in Human Capital Management Innovation, underscoring its commitment to talent development, employee experience, and inclusivity in the workplace.

The company won two Golds across both the applied categories in its first-ever entry into the awards. This stands as a testimony to the meaningful impact created by the transformative initiatives in driving people ambition and broader organizational goals.

Talent Management: Best High Potential Development
For our CCNA Future Leader Program – a structured and personalized development journey prepares high-potential employees to grow into critical leadership roles, strengthening both talent and organizational growth. Inspired by our San-ji philosophy, which emphasizes self-management, self-motivation, and self-awareness this program is co-led by the employee and manager, enabled by HR.

Diversity, Equity and Inclusion – Best Learning Program Supporting Diversity, Equity, Inclusion & Belonging (DEIB)
For our CCNA Clubs – Express, Elevate, Empower – an initiative launched as part of CCNA’s DEI strategy with an aim to foster open dialogue, inclusivity, and equitable skill development, creating a workplace where every employee feels valued, respected, and empowered to contribute.

Somesh Adukia, Managing Director, Canon Central & North Africa, said:
“I am incredibly proud of this achievement, with CCNA winning two Gold Brandon Hall Group Awards. These recognitions reflect not only the strength of our programs and the passion of our people, but also the outstanding efforts of our HR team, whose vision and dedication made this achievement possible. At CCNA, we believe our success begins with our employees, and these awards reaffirm our commitment to developing talent and building an inclusive workplace where everyone can thrive.”

Deepali Arora, HR Director, Canon Central & North Africa, added:
“Absolutely honored to receive this accolade. At Canon, our People strategy is anchored in elevating employee experience, building differentiated capability, and fostering innovative culture. Initiatives like the Future Leader Program and CCNA Clubs stand as the key proponents of our strategy and have delivered purpose led impact. A big shout to our leaders and our people for continuing to inspire and embrace meaningful change.’’

This recognition reaffirms Canon Central & North Africa’s vision of nurturing future ready workforce while shaping a workplace rooted in inclusivity, equity, and belonging.

Distributed by APO Group on behalf of Canon Central and North Africa (CCNA).

Media enquiries, please contact:
Canon Central and North Africa
Mai Youssef
e. Mai.youssef@canon-me.com

APO Group – PR Agency
Rania ElRafie
e. Rania.ElRafie@apo-opa.com

About Canon Central and North Africa:
Canon Central and North Africa (CCNA) (https://en.Canon-CNA.com/) is a division within Canon Middle East FZ LLC (CME), a subsidiary of Canon Europe. The formation of CCNA in 2016 was a strategic step that aimed to enhance Canon’s business within the Africa region – by strengthening Canon’s in-country presence and focus. CCNA also demonstrates Canon’s commitment to operating closer to its customers and meeting their demands in the rapidly evolving African market.

Canon has been represented in the African continent for more than 15 years through distributors and partners that have successfully built a solid customer base in the region. CCNA ensures the provision of high quality, technologically advanced products that meet the requirements of Africa’s rapidly evolving marketplace. With over 100 employees, CCNA manages sales and marketing activities across 44 countries in Africa.

Canon’s corporate philosophy is Kyosei (https://apo-opa.co/45XVoRT) – ‘living and working together for the common good’. CCNA pursues sustainable business growth, focusing on reducing its own environmental impact and supporting customers to reduce theirs using Canon’s products, solutions and services. At Canon, we are pioneers, constantly redefining the world of imaging for the greater good. Through our technology and our spirit of innovation, we push the bounds of what is possible – helping us to see our world in ways we never have before. We help bring creativity to life, one image at a time. Because when we can see our world, we can transform it for the better.

For more information: https://en.Canon-CNA.com/

Source: APO

The Africa’s Business Heroes (ABH) (https://AfricaBusinessHeroes.org/) Prize Competition, a philanthropic initiative of Alibaba Philanthropy, today revealed the Top 20 entrepreneurs selected to advance to the 2025 Semi-Finals, taking place in Dakar, Senegal on 10 – 11 September 2025.

The selection of the Top 20 reflects a rigorous and highly competitive process. Starting from nearly 32,000 applications spanning the African continent, candidates advanced through multiple rounds, including the Top 50 Round 2 interviews and a thorough due diligence process.

From this pool, 20 exceptional entrepreneurs were chosen, representing diverse sectors and embodying the spirit of African innovation and resilience.

They now stand just one step away from the Grand Finale, where they will compete for a place among the Top 10 Heroes. Those who advance will not only share in grant funding ranging from $100,000 to $300,000 USD but also gain access to mentorship opportunities, international networks, and unparalleled global visibility.

“Year after year, we are inspired by the caliber of entrepreneurs we see at ABH. The 2025 Top 20 span 9 countries and 10 sectors from healthtech and fintech to agritech and sustainability, reflecting Africa’s dynamic innovation landscape. We continue to see strong momentum in digital transformation, scalable B2B and subscription models, and impact-driven businesses tackling challenges from financial inclusion to food security and environmental sustainability. These trends not only highlight the resilience of African founders but also underscore the continent’s potential to deliver both profitability and social impact,” said Zahra Baitie-Boateng, Africa MD of ABH.

This year’s Semi-Final marks the first time ABH is hosting in a francophone country and a first in Senegal, underscoring the country’s growing influence as a hub for entrepreneurship and innovation in Africa. Senegal’s strong 8.6% GDP growth and its upcoming role as host of th*2026 Youth Olympic Games—the first ever on African soil—further cement its position as a dynamic center for talent, business, and global events. The event will feature high-stakes pitch sessions, networking opportunities, and mentorship programs for the finalists.

The Top 20 finalists will present their businesses before a distinguished panel of judges, each bringing deep expertise and perspective from across the entrepreneurial and investment ecosystem. The panel includes:

• Hasan Haidar, Managing Director of PlusVC and a long-standing ABH judge, recognized for his extensive experience in venture capital and commitment to supporting early-stage startups across the Middle East and Africa.
• Moulaye Taboure, CEO and Founder of ANKA, a pioneering e-commerce and fintech platform empowering African artisans and merchants to access global markets. A former ABH Top 10 Hero, Moulaye’s participation marks a milestone for the program as the first time an alumnus has returned to serve as a judge.
• Jason Pau, Vice President of Alibaba Group and Executive Director (International) of the Jack Ma Foundation, who has spearheaded global philanthropic initiatives including Africa’s Business Heroes.

Together, this panel will evaluate the finalists based on innovation, impact, scalability, and leadership, ultimately determining which entrepreneurs will advance to the Top 10 stage of the competition.

This landmark event is made possible through the support of Alibaba Philanthropy, together with leading Senegalese sponsors Wave, Sonatel and InTouch Group. Their partnership underscores a shared commitment to fostering innovation, empowering entrepreneurs, and positioning Senegal as a driving force in Africa’s economic transformation.

“Wave is honored to partner with Africa’s Business Heroes in bringing this landmark event to Dakar. For us, this is more than sponsorship, it is a commitment to empowering entrepreneurs, accelerating innovation, and positioning Senegal as a hub of Africa’s economic transformation. Hosting the Semi-Finals here reflects our belief in the power of young African talent to shape a more inclusive and prosperous future for the continent” emphasized Coura Tine Sene, Regional Director and Head of Public Affairs at Wave, said.”

Now in its 7th edition, the ABH Prize Competition continues to spotlight and support African entrepreneurs who are making a positive impact in their communities. This year’s Semi-Final is further strengthened by the collaboration of key ecosystem partners, including Ignite.E, Impact Hub Dakar, SenStartup, and African Leadership University (ALU), who are helping to expand outreach and foster deeper engagement within Senegal’s vibrant entrepreneurial landscape.

Meet the 2025 Top 20 Heroes:

1. Adriaan Kruger – nuvoteQ (South Africa) – HealthTech / Digital Solutions
2. Baraka Chijenga – Kilimo Fresh Foods Africa Limited (Tanzania) – AgriTech / Food Security
3. Blandine Umuziranenge – Kosmotive (Rwanda) – HealthTech / Women Empowerment
4. Bundi Mbuthia – Uzapoint Technologies Limited (Kenya) – SME Tech / Digital Tools
5. Diana Gerald – NovFeed (Tanzania) – AgriTech / Biotech
6. Gohar Said– Suplyd (Egypt) – FoodTech / Supply Chain
7. Janet Kuteli – Fortune Credit Limited (Kenya) – FinTech / Microfinance
8. Jean Lobe Lobe – Waspito (Cameroon) – HealthTech / Telemedicine
9. Jessica Roussos – BluLever Education Pty Ltd (South Africa) – EdTech / Skills Training
10. Khadija Churchill – Kwanza Tukule Foods Limited (Kenya) – FoodTech / Distribution
11. Louisa Olafuyi – Kunda Kids Ltd (Uganda) – EdTech / Children’s Media
12. Mofehintolu Funso – CredPal (Nigeria) – FinTech / Credit Access
13. Moka Lantum – CheckUps Medical Center (Kenya) – Healthcare / FinTech
14. Mukashahaha Diane – DIKAM Ltd (Rwanda) – Textiles / Women & Youth Empowerment
15. Neamat Eltazi – Poultry Sync (Egypt) – AgriTech / Sustainability
16. Racine Sarr – SAWA by Shop Me Away (Senegal) – Logistics / Digital Platforms
17. Samwel Ezikiel – Mwamba Mining Limited (Tanzania) – Mining / Sustainability
18. Siny Samba – Le Lionceau (Senegal) – FoodTech / Infant Nutrition
19. Thomas Patrick – Franc Group (South Africa) – FinTech / Wealth Management
20. Wycliffe Onyango – BuuPass (Kenya) – Transport / Digital Ticketing

For more information on the Top 20 Heroes, visit: https://AfricaBusinessHeroes.org/

Distributed by APO Group on behalf of Africa’s Business Heroes (ABH).

For media resources and press kit, visit:
ABH Top 20 Press Kit (https://apo-opa.co/4mJQ5gh)

For media inquiries, please contact:
pr@africabusinessheroes.org

About Alibaba Philanthropy:
Alibaba Philanthropy is the social impact arm of Alibaba Group, committed to harnessing technology and partnerships for good. Its work spans rural revitalization, environmental protection, disaster relief, and empowering vulnerable communities. In Africa, Alibaba Philanthropy drives flagship initiatives such as Africa’s Business Heroes (ABH), supporting entrepreneurs who are building inclusive and sustainable growth across the continent.    

About Wave:
Wave is on a mission to make Africa the first cashless continent. Wave Mobile Money offers radically inclusive and extremely affordable mobile financial solutions to millions of users across Africa. We build solutions that allow our customers an affordable way to save and transfer the money they need to achieve their dreams. We take pride in putting our customers first. You can learn more at:
https://www.Wave.com/en

About Orange StartUp Studio:
Orange Startup Studio is the innovation and entrepreneurship hub of Sonatel. Through its two flagship programs 1) the Startup Lab, which incubates companies in the start-up phase and 2) Orange Fab, which accelerates growth-ready startups. The Studio supports entrepreneurs by giving them access to Orange’s technical and sectoral expertise, collaboration opportunities, a network of strategic partners and enhanced visibility. Its mission is to promote innovative solutions with high economic and social impact in Senegal and throughout Africa.

About InTouch Group:
Created in 2014, InTouch has had the ambition to be the pan-African player of reference for omnichannel payment. With presence in 27 countries, nearly 4,000 corporate clients, and a network of 60,000 TouchPoints across Africa, it has to date processed close to 15 billion dollars for its customers. It offers tailor-made payment solutions that allow its customers to manage their entire transactional value chain. Its customers and partners benefit from its multi-country distribution network for the collection of payments and the distribution of their services. It has also built and regularly updates a catalogue of more than 400 digital services that it makes available to its customers. The company is able to collect and make settlements across the continent.  To earn more about InTouch: https://www.InTouchGroup.net/en

Source: APO

Despite their popularity among employees, informal messaging platforms pose significant risks to organisations’ cybersecurity. The 2025 KnowBe4 (www.KnowBe4.com) Africa Annual Cybersecurity survey (https://apo-opa.co/47oRLHi) found that 93% of African respondents use WhatsApp for work communications, surpassing email and Microsoft Teams. What can organisations do to protect themselves from data leakage and other threats? 

For many organisations, platforms like WhatsApp and Telegram have become integral to workplace communication. Ease of use is what makes them so popular, explains Anna Collard, SVP Content Strategy and Evangelist at KnowBe4 Africa. “Particularly on the continent, many people  prefer WhatsApp because it’s fast, familiar and frictionless,” she asserts. “These apps are already on our phones and embedded in our daily routines.” 

In terms of collaboration, these platforms also help employees to work together, especially in remote or hybrid work environments. “It feels natural to ping a colleague on WhatsApp, especially if you’re trying to get a quick answer,” she says. “But convenience often comes at the cost of control and compliance (https://apo-opa.co/41vySyw).” 

Informal messaging, formal risks 

Recent cases have underscored the risks of using informal platforms for professional communication. Increasingly, WhatsApp messages are being used as evidence (https://apo-opa.co/4oZcMOS) in employee tribunals and other legal cases. The British bank NatWest has gone so far as to ban WhatsApp messages (https://apo-opa.co/3UQCnMl) among its staff. In the US, a top-secret military attack on Yemen was leaked on the messaging platform Signal (https://apo-opa.co/3I2wskn) earlier this year, with the plan inadvertently shared with a newspaper editor and other civilians, including the Defence Secretary’s wife and brother.  

Official communications ending up on personal devices and informal platforms is a problem very clearly not exclusive to the corporate sector. 

“There are multiple layers of risk,” states Collard. “It’s important to remember that WhatsApp wasn’t built for internal corporate use, but as a consumer tool. Because of that, it doesn’t have the same business-level and privacy controls embedded in it that an enterprise communication tool, such as Microsoft Teams or Slack, would have.” 

The biggest risk for organisations is data leakage. “Accidental or intentional sharing of confidential information, such as client details, financial figures, internal strategies or login credentials, on informal groups can have disastrous consequences,” she says. “It’s also completely beyond the organisation’s control, creating a shadow IT problem.” This is a growing concern, as the 2025 KnowBe4 Africa Annual Cybersecurity survey (https://apo-opa.co/47oRLHi) noted that up to 80% of respondents  use personal devices for work, many of which are unmanaged, creating significant blind spots for organisations. 

Another major risk is the lack of auditability. “Informal platforms lack the audit trails necessary for compliance with regulations, particularly in industries like finance with strict data-handling requirements,” explains Collard. 

Phishing and identity theft (https://apo-opa.co/4g2Kyi5) are also threats. “Attackers love platforms where identity verification is weak,” she says, adding that at least 10 people in her personal network have reported being victims of WhatsApp impersonation and take-over scams. “Once the scammer gains access to the account, in many cases via SIM swaps,, the real user is locked out and they have access to all their previous communications, contacts and files,” she comments. “They then impersonate the victim to deceive their contacts, often asking for money or even more personal information.” 

Beyond security, using these channels can also lead to inappropriate communication among employees or the blurring of work-life boundaries, resulting in burnout. “Having a constant stream of messages can also be distracting and lower productivity,” says Collard. 

Having the right guardrails in place 

For organisations wanting to mitigate these risks, it’s important to set up a clear communications strategy, Collard maintains. “First, provide secure alternatives,” she says. “Don’t just tell people what not to use. Make sure that tools like Teams or Slack are easy to access and clearly endorsed.” 

The next step is to educate employees on why secure communication matters (https://apo-opa.co/42a27qN). “This training should include digital mindfulness principles, such as to pause before sending, think about what you’re sharing and with whom, and be alert to emotional triggers like urgency or fear, as these are common tactics in social engineering attacks (https://apo-opa.co/4g4kSlh),” shares Collard. “By promoting psychological safety, employees feel comfortable questioning odd requests, even if they appear to come from a boss or client.”  

This is particularly vital given the “confidence gap” highlighted in the new KnowBe4 Africa Human Risk Management Report 2025 (https://apo-opa.co/4n5wjeL), where high perceived awareness of cybersecurity policies often doesn’t translate into employees feeling fully confident or supported in reporting incidents or questioning suspicious communications. 

By introducing approved communication tools, organisations can benefit from additional security features, such as audit logs, data protection, access control and integration with other business tools. “These platforms also support more mindful communication norms, like scheduling messages or setting availability statuses,” says Collard. “Using approved platforms helps maintain healthy boundaries, so work doesn’t creep into every corner of your personal life. It’s about digital wellbeing as much as it is about cybersecurity.” 

In conclusion, Collard maintains that while informal messaging offers convenience, its unchecked use introduces significant cyber risks. “Organisations must move beyond simply acknowledging the problem and proactively implement clear policies, provide secure alternatives, and empower employees with the digital mindfulness needed to navigate these cyber-risk zones safely,” she emphasises. 

Distributed by APO Group on behalf of KnowBe4.

Contact details: 
KnowBe4
Anne Dolinschek
anned@knowbe4.com 

Red Ribbon:
TJ Coenraad
tayla@redribboncommunications.co.za