Celebrating Ivorian coffee and supporting communities in Côte d’Ivoire: a commitment by Nestlé

Source: APO

On a quiet morning in Gnamagnoa, in western Côte d’Ivoire, farmer François Dadi Serikpa harvests his coffee. The former bus driver switched to coffee farming after his retirement. The father of twelve children and grandfather of twenty-one grandchildren, has found new meaning in life and newfound prosperity thanks to the Nescafé Plan, a global initiative launched by Nestlé (www.Nestle.com) to make coffee farming more sustainable, fair and environmentally friendly. 

He says: 

“With the Nescafé Plan, Nestlé agronomists taught us how to care for our soil, plant new varieties and better manage our plantations. Now my trees are more resistant, and my production has improved. Coffee is our life: it feeds us, clothes us and gives us hope for the future.” 

Serikpa’s experience reflects the reality of thousands of people involved in the coffee industry in Côte d’Ivoire. 

At every stage of this sector, namely agricultural production, processing and marketing, Nestlé is committed to participating in their development, aware that they represent an entire economy in Côte d’Ivoire. With its Nescafé brand, the company has been present in Côte d’Ivoire for more than 65 years, contributing to job and business creation. This commitment begins at the soil level. 

An industry rooted in the soil 

The tropical climate and fertile soil of Côte d’Ivoire make it an ideal place for growing Robusta coffee, which dominates local production. However, the industry has faced considerable challenges. In 2000, the country produced nearly 380,000 tonnes of coffee, ranking it among the top African producers. By 2023, production had fallen to just under 47,000 tonnes, a decline attributable to ageing plantations, climate change, limited access to finance and competition from other crops. 

Despite this slowdown, coffee remains an important commodity in the country. It supports tens of thousands of rural households and contributes to regional trade in Central and West Africa. Domestic consumption has grown steadily. In 2025, coffee consumption in Ivory Coast is projected to reach approximately 1.38 million kilograms, generating $32.13 million in total revenue across both at-home and out-of-home markets (https://apo-opa.co/43N8npf). 

 Building resilience through training 

To address decline in the industry, public and private stakeholders have implemented programmes focused on sustainable development and productivity. The Nescafé factory in Abidjan has been producing instant coffee from locally grown coffee beans for over 65 years. It employs hundreds of people and trains talent in Côte d’Ivoire. These employees are mainly Ivorian, but also include other nationalities, some of whom have become certified coffee experts. In 2022, the factory received the Ivorian Government’s national award for excellence for its efforts in waste reduction, economy, energy and responsible operation. 

Every second, around 5,500 cups of Nescafé are enjoyed around the world. In Central and West Africa, many of these cups began their journey in Ivory Coast, cultivated by local farmers, processed by Ivorian experts and sold by Ivorian entrepreneurs. 

Through the Nescafé Plan, Nestlé supports more than 21,000 coffee-producing families in Côte d’Ivoire. Farmers receive practical training from agronomists on practices that comply with the Common Code for the Coffee Community (4C standards), which aim to make coffee production more sustainable, fair and traceable. 

To improve productivity, farmers receive high-yield Robusta seedlings developed at Nestlé’s Research and Development Centre in Zambakro. These efforts are carried out in partnership with the Coffee-Cocoa Council (CCC) and the National Centre for Agricultural Research of Côte d’Ivoire (CNRA). 

Nestlé also sources green coffee directly from farmer cooperatives through its Farmer Connect programme. 

For farmers like Serikpa, these Nestlé interventions have led to a significant improvement in yields, which can range from 600 to even 1200 kg per hectare depending on climate conditions. Through its entrepreneurship support initiative, called My Own Business, Nestlé supports more than 600 urban hot coffee vendors by providing them with equipment and training, as well as a cart or coffee stand, enabling them to run their own businesses and generate stable incomes. This programme has proven beneficial for young people wishing to integrate into the social and economic fabric. Kamenan Assanvo, one of these entrepreneurs, received ten new coffee carts to develop his network in Greater Abidjan. He owns a total of 45 businesses. This year, there are 80 coffee stands run by young vendors, thereby contributing to the development of street businesses and local employment. 

Mame Pane Sakho, Head of Communications and Public Affairs at Nestlé Côte d’Ivoire, said: 

“We believe that investing in local farmers and entrepreneurs is essential to building a strong and sustainable coffee industry. It’s not just about coffee; it’s about creating a lasting impact in the communities we serve.” 

The history of Nescafé in Côte d’Ivoire is an example of shared value. From the Serikpa plantation in Gnamagnoa to the Assanvo coffee stands in Abidjan, each cup reflects a shared commitment to quality and collaboration. 

Distributed by APO Group on behalf of Nestlé.

Media files

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Célébrer le café ivoirien, soutenir les communautés en Côte d’Ivoire : un engagement de Nestlé

Source: Africa Press Organisation – French

Par une matinée tranquille à Gnamagnoa, dans l’ouest de la Côte d’Ivoire, François Dadi Serikpa, agriculteur, récolte son café. Cet ancien contrôleur de bus s’est reconverti dans la caféiculture après sa retraite. Père de douze enfants et grand-père de vingt et un petits-enfants, il a trouvé un nouveau sens à sa vie et une nouvelle prospérité grâce au Plan Nescafé, une initiative mondiale lancée par Nestlé (www.Nestle.com) pour rendre la culture du café plus durable, équitable et respectueuse de l’environnement. 

Il raconte : 

« Avec le Plan Nescafé, les agronomes de Nestlé nous ont appris à prendre soin de nos sols, à planter de nouvelles variétés et à mieux gérer nos plantations. Maintenant, mes arbres sont plus résistants et ma production améliorée. Le café est notre vie : il nous nourrit, nous habille et nous donne espoir en l’avenir ». 

L’expérience de Serikpa reflète la réalité de milliers d’acteurs dans la filière du café en Côte d’Ivoire.  

A chaque étape de cette filière à savoir la production agricole, la transformation et la commercialisation, Nestlé s’engage à participer à leur développement, conscient qu’ils représentent toute une économie en Côte d’Ivoire. Avec sa marque Nescafé, l’entreprise est présente dans le pays depuis plus de 65 ans, contribuant à la création d’emplois et d’affaires. Cet engagement commence au niveau de la terre. 

Une filière ancrée dans la terre 

Le climat tropical et la fertilité des sols de la Côte d’Ivoire en font un lieu idéal pour la culture du robusta, qui domine la production locale. Pourtant, la filière a dû faire face à des défis considérables. En 2000, le pays produisait près de 380 000 tonnes de café, ce qui le classait parmi les premiers producteurs africains. En 2023, la production était tombée à un peu moins de 47 000 tonnes, une baisse imputable au vieillissement des plantations, au changement climatique, à un accès limité au financement et à la concurrence d’autres cultures. 

Malgré ce ralentissement, le café demeure une matière première importante du pays. Il fait vivre des dizaines de milliers de ménages ruraux et contribue au commerce régional en Afrique centrale et occidentale. La consommation intérieure a connu une croissance constante. La projection de la consommation du café par les ivoiriens en 2025, est de l’ordre de 1,38 million de kilogrammes, générant 32,13 millions de dollars de revenus (https://apo-opa.co/43N8npf).  

Développer la résilience grâce à la formation  

Pour faire face au déclin de la filière, les acteurs publics et privés ont mis en place des programmes axés sur le développement durable et la productivité. L’usine Nescafé à Abidjan produit du café instantané à partir de grains de café cultivés localement depuis plus de 65 ans. Elle emploie des centaines de personnes et forme des talents en Côte d’Ivoire. Ces employés sont principalement ivoiriens, mais aussi d’autres nationalités, dont certains, devenus des experts certifiés en café. En 2022, l’usine a reçu le prix national d’excellence du Gouvernement ivoirien pour ses efforts en matière de réduction des déchets, d’économie, d’énergie et de fonctionnement responsable. 

Chaque seconde, environ 5 500 tasses de Nescafé sont dégustées dans le monde. En Afrique Centrale et de l’Ouest, nombre d’entre ces tasses ont débuté leur parcours en Côte d’Ivoire, cultivé par des agriculteurs locaux, transformé par des experts ivoiriens et vendu par des entrepreneurs ivoiriens.  

Avec le Plan Nescafé, Nestlé accompagne plus de 21 000 familles de producteurs de café en Côte d’Ivoire. Les agriculteurs bénéficient d’une formation pratique dispensée par des agronomes sur les pratiques conformes aux normes du Code commun pour la communauté du café (normes 4C) qui visent à rendre la production de café plus durable, équitable et traçable. 

Pour améliorer la productivité, les agriculteurs reçoivent des plants de Robusta à haut rendement développés au Centre de recherche et développement de Nestlé à Zambakro. Ces efforts sont menés en partenariat avec le Conseil du Café-Cacao (CCC) et le Centre National de Recherche Agronomique de la Côte d’Ivoire (CNRA). 

Nestlé s’approvisionne également en café vert directement auprès des coopératives d’agriculteurs grâce à son programme Farmer Connect.  

Pour les agriculteurs comme Serikpa, ces interventions de Nestlé ont permis une nette amélioration des rendements qui peuvent aller jusqu’à 600 voire 1200 kg par hectare selon les paramètres climatiques. Grâce à son initiative de soutien à l’entrepreneuriat, appelée My Own Business, Nestlé soutient plus de 600 vendeurs urbains de café chaud, en leur fournissant du matériel et des formations, de même qu’un charriot ou un stand à café, leur permettant ainsi de gérer leur propre entreprise et de générer des revenus stables. Ce programme s’est avéré bénéfique pour les jeunes souhaitant s’insérer dans le tissu social et écomique. Kamenan Assanvo, l’un de ces entrepreneurs, a reçu dix nouveaux charriots à café pour développer son réseau dans le Grand Abidjan. Il possède au total 45 commerces. Cette année, on compte 80 stands à café tenus par des jeunes vendeurs, contribuant ainsi au développement des commerces de rue et à l’emploi local. 

Mame Pane Sakho, Chargée de Communication et Affaires Publiques de Nestlé Côte d’Ivoire a déclaré : 

« Nous sommes convaincus qu’investir dans les agriculteurs et les entrepreneurs locaux est essentiel pour bâtir une filière café forte et durable. Il ne s’agit pas seulement de café ; il s’agit de créer un impact durable au sein des communautés que nous servons ». 

L’histoire de Nescafé en Côte d’Ivoire est un exemple de valeur partagée. De la plantation de Serikpa à Gnamagnoa aux stands à café d’Assanvo à Abidjan, chaque tasse reflète le travail en commun, attaché à la qualité. 

Distribué par APO Group pour Nestlé.

Media files

Peace in Sudan? 3 reasons why mediation hasn’t worked so far

Source: The Conversation – Africa – By Samir Ramzy, Researcher, Helwan University

Sudan has been embroiled in a civil war between the army and the paramilitary Rapid Support Forces since April 2023, sparked by a power struggle between the two parties. The war has displaced more than 14 million people. Over half the population of about 50 million is facing acute levels of hunger.

Several mediation initiatives have been launched since the start of the war, with limited success. The African Union has also been unable to get the main warring parties to agree to a permanent ceasefire.

The four countries leading the main peace mediation effort (known as the Quad) are the US, Egypt, Saudi Arabia and the United Arab Emirates. They issued a joint statement in September 2025, calling for a ceasefire in Sudan and offering a roadmap to end the internal conflict.

I’ve been researching Sudan for over a decade, and in my view, these countries’ capacity to deliver a final political settlement for Sudan is severely constrained.

The prospects for peace rest on the resolution of three factors:

  • the sharp differences between the Sudanese army and the Quad over who should participate in post-war politics

  • a widening rift between the main protagonists in the war on the terms of ending it

  • internal divisions within the Quad – particularly between Egypt, the UAE and Saudi Arabia – over how to balance support for the army, curb Islamist influence and manage competing regional interests.

The Quad’s plan called for an immediate ceasefire, a three-month humanitarian truce and an inclusive political process to resolve disputes within nine months.

The statement was initially welcomed by the Rapid Support Forces and Sudan’s army leaders.

However, follow-up meetings between the Quad and representatives of the warring parties have failed to translate any of these proposals into action.


Read more: Sudan’s rebel force has declared a parallel government: what this means for the war


Meanwhile, the paramilitary troops and their allies captured the city of El-Fasher in North Darfur after a bloody 500-day siege. This was the army’s last major stronghold in Darfur.

Darfur encompasses nearly 20% of Sudan’s territory. It borders Libya, Chad and the Central African Republic. The capture has fuelled concerns of a de facto partition of the country in the western region.

Against this backdrop, the Quad’s latest initiative seems unlikely to achieve more than a fragile ceasefire.

The obstacles

Efforts to broker peace in Sudan are hindered by three key challenges.

1. Diverging agendas between the Quad and the Sudanese army

Despite broad similarities between the Quad’s roadmap and a proposal the army submitted in March 2025 to the United Nations, key differences remain.

The core disagreement lies in the design of the political process to follow the ceasefire. The Quad insists that Islamist factions should be excluded from consultations over fears that these factions have close ties to terrorist groups and Iran. The army’s proposal, by contrast, opposes the exclusion of any party.

The military leadership has alliances with elements of the former Islamic Movement. Its fighters still help stabilise the army’s frontlines.

2. A widening gap between the army and Rapid Support Forces on the terms of ending the war

The army’s roadmap implicitly allows the paramilitary troops to remain in parts of Darfur for up to nine months, provided that local authorities consent. However, it also requires the withdrawal of the group from El-Fasher and North Kordofan.

The Rapid Support Forces’ behaviour on the ground reveals a very different mindset. Rather than preparing to withdraw, the group has expanded militarily in North Kordofan and intensified its drone attacks on Khartoum and other regions.

At its core, the dispute reflects conflicting end goals. The paramilitary group seeks to enter negotiations as an equal to the army. It wants a comprehensive restructuring of the armed forces. The army insists that it should be the only unit that supervises any reform of Sudan’s military institutions – the very issue that triggered the outbreak of war in 2023.

3. Internal divisions within the Quad

The Quad’s own cohesion has been undermined by internal rifts that have derailed several meetings. The most visible divide lies between Egypt and the UAE.

Cairo leans towards the army, seeing it as the guarantor of Sudan’s state institutions against collapse. Abu Dhabi prioritises dismantling the influence of Islamist leaders as the main precondition for peace.

Saudi Arabia is wary of Emirati involvement, especially since the Sudanese army has repeatedly rejected UAE mediation and the Rapid Support Forces has attacked Egyptian policy towards Sudan.

Washington has tried to manage these tensions by limiting direct mediation roles for Egypt, Saudi Arabia and the UAE while keeping them within the broader negotiation framework. These nations have significant leverage over the warring factions.

How Sudan got here

Sudan’s fragile transition began after the ousting of long-time ruler Omar al-Bashir in 2019.

An uneasy power-sharing arrangement between the army and civilian leaders collapsed in 2021 when army chief Abdel Fattah al-Burhan and Rapid Support Forces leader Mohamed Hamdan Dagalo, known as Hemedti, jointly seized control in a coup. Their alliance fractured two years later and sparked the 2023 civil war.

Despite international pressure, neither side has given in or gained a decisive advantage since.

The conflict has been devastating for Sudan’s population of 50 million. Death toll reports since the start of the war have varied between 20,000 and 150,000 people. The country is facing the world’s worst displacement crisis, and health and education systems have collapsed. Further, more than 12 million girls and women, and an increasing number of men, are at risk of sexual violence.

Is breakthrough still possible?

Despite existing divisions, shifting dynamics on the ground could still produce a limited breakthrough.

The worst scenario for the military would be the paramilitary group’s renewed advance into territories it had been pushed out of.

That prospect might push army leaders to accept a preliminary ceasefire. This would allow the army to regroup and consolidate existing positions without conceding ground politically.

For the Rapid Support Forces, the calculation is different. After spending more than 18 months battling to capture El-Fasher, the group recognises that advancing further towards the capital would come at a high human and political cost. A temporary truce, therefore, could allow it to entrench its governance structures in Darfur and strengthen its military presence there.

In this sense, a short-term ceasefire remains the most practical outcome for both sides. Washington’s eagerness to secure conflict-ending deals is likely to push the Quad towards this scenario.

But a final political settlement in Sudan remains distant.

For now, the most any diplomatic initiative can achieve is to pause the fighting, not to end the war, as it remains difficult to bridge the political gaps between Sudanese powers.

– Peace in Sudan? 3 reasons why mediation hasn’t worked so far
– https://theconversation.com/peace-in-sudan-3-reasons-why-mediation-hasnt-worked-so-far-268541

Jihadists have blockaded Mali’s capital. What’s at stake

Source: The Conversation – Africa – By Olivier Walther, Associate Professor in Geography, University of Florida

A coalition of jihadist groups affiliated with al-Qaida have laid siege to landlocked Mali’s capital. For over a month, they have attacked convoys supplying Bamako with fuel, putting considerable pressure on the military junta that has been ruling the country for five years.

The security situation has deteriorated to such an extent that the United States has asked all its citizens to leave the country immediately. After more than 10 years of civil war, will the jihadist blockade lead to the fall of the capital? The Conversation Africa spoke to researchers from the Sahel Research Group at the University of Florida.

What is the current situation in Bamako?

Attacks on transport infrastructure and convoys travelling between urban centres in the Sahel region have increased dramatically since the late 2010s. Our research shows that certain transport routes in Mali are particularly targeted by jihadist groups. One is the route connecting Bamako to Gao, a strategic economic centre with a large military base. These attacks are combined with the blockade of other urban centres like Farabougou, Timbuktu, Kayes and, more recently, Bamako.

Bamako, which is in the south-western part of the country, has experienced jihadist attacks before, notably in 2015 and in 2024. But those were limited terrorist strikes. The current blockade reflects much greater ambition and capacity by the jihadists. In July, coordinated attacks in south-western Mali marked a new stage of Jama’at Nusrat al-Islam wal-Muslimin’s southward expansion.

For weeks now, Bamako has been isolated from its external sources of supply, particularly fuel, which must be imported from its coastal neighbours. The government was recently forced to declare the closure of schools and universities due to lack of transport.

Why Bamako?

Bamako is by far Mali’s most important city in terms of population, economy and politics. Its fall would have catastrophic consequences and determine the country’s future trajectory.

With a population of 4.24 million in 2025, according to Africapolis, the Bamako urban agglomeration is more than 10 times greater than the second-largest city, Sikasso. Bamako’s importance is not only demographic. All executive functions are concentrated there, including ministries, the national television broadcaster and the international airport.

Bamako also accounts for a large share of the national economy. Our studies suggest that more than 90% of formal businesses are located in the Bamako metropolitan area.

Capturing Bamako would obviate the need to capture larger territories and could decide the fate of the Malian conflict. Control of a capital often serves as the de facto criterion for political recognition. For instance, despite commanding little beyond Kinshasa in his final years, Mobutu Sese Seko remained recognised as Zaire’s leader until Laurent-Désiré Kabila took the capital in May 1997.

Capturing the capital city has also been the central step in the resolution of many African civil wars. In 2011, the capture of Abidjan by the forces of Alassane Ouattara, France and the United Nations brought an end to the second Ivorian civil war.

Would the capture of an African capital by jihadists, rather than by conventional rebels, trigger an external intervention by western or African powers? This is unlikely. With the exception of its partners in the Alliance of Sahel States, Mali’s government is very isolated diplomatically.

France was forced to depart just a few years ago, and was stung by its deep unpopularity in the region. A new French intervention seems unimaginable. The US is currently more interested in transactions than in new interventions, especially in Africa.

Mali’s break with the Economic Community of West African States (Ecowas) would also seem to prevent a coordinated regional response. Even Burkina Faso and Niger, Mali’s neighbours and its partners in the Sahel alliance, are bogged down with their own jihadist insurgency.

A map of Mali. Authors

What then for Bamako and Mali?

Three broad scenarios seem imaginable:

  • a military surge in which the Malian junta manages to break the blockade

  • a negotiated settlement that would presumably lead to a new form of government

  • political chaos following the fall of Bamako.

The first scenario would require a successful mass mobilisation by the military regime in power. With the help of the Alliance of Sahel States and most likely Russian mercenaries, Malian forces would need to concentrate in the Bamako metropolitan area and also regain control of key routes.

This strategy seems to us the least likely. Not just because of the limitations of the Malian military, but considering that very little fighting has taken place in urban areas in the Malian conflict. Timbuktu, Gao and Kidal have been variously conquered or “liberated” without fighting. Government forces, rebels and jihadists preferred to withdraw when their opponents advanced.

A second, perhaps more likely, scenario is some sort of a negotiated political settlement between Mali’s military authorities and jihadist actors. We have suggested for many years that a political agreement is the only way to end a conflict that cannot be won militarily by any of the parties.

Calls for dialogue have recently resurfaced and gained traction among religious, political and business leaders in Mali. However, the issue remains divisive. Prominent advocates for this option include Alioune Nouhoum Diallo, former president of the National Assembly, and Mossadeck Bally, president of the National Employers’ Council.

Proponents often cite experiences of settlements reached via dialogue between Islamists and state actors elsewhere in the region, particularly in parts of the Maghreb. Those cases, however, were shaped by very different traditions of state-Islam relations.

A negotiated political settlement in Mali would require substantial revisions to, or even abandonment of, the country’s constitutional principle of laïcité (secularism). Successive elites, including the current military, have refused to consider this. And given the jihadists’ upper hand, government would have to make concessions that would undercut its legitimacy.

That said, a mediated dialogue might be more likely should Bamako fall into the hands of the jihadists. Governing a city of that scale, and securing cross-border flows of fuel and trade, would almost certainly need negotiated arrangements with neighbouring states which are hostile to the jihadists. In such a scenario, jihadist groups might accept a less hostile governing authority as part of a pragmatic settlement. Potential figures to lead or broker such a process include the exiled Imam Mahmoud Dicko. Even in exile, he wields influence over Malian politics.

A final scenario is one in which the jihadist coalition conquers Bamako and displaces the current regime. While an entry into the city is now imaginable, it would be much less likely that the jihadists could form a cohesive government. The groups that form the coalition have a long and convoluted history of splits, mergers and rivalries. They also have a conflictual relationship with the Islamic State – Sahel Province, the Sahelian branch of the Islamic State, which is active in eastern Mali.

If the jihadist coalition were to gain control of the capital, it is more than likely that the Islamic State would demand to be involved in the exercise of national power. This could fuel rivalries between the two groups. Somalia and Afghanistan have both experienced versions of this scenario.

The highly fluid and confused situation makes predictions about the likelihood of any of these scenarios highly speculative. What does seem clearer is that the crisis at the heart of the Sahel is not likely to be resolved in the near future.

– Jihadists have blockaded Mali’s capital. What’s at stake
– https://theconversation.com/jihadists-have-blockaded-malis-capital-whats-at-stake-268692

Bamako under siege: why Mali’s army is struggling to break the jihadist blockade of the capital

Source: The Conversation – Africa – By Oluwole Ojewale, Research Fellow, Obafemi Awolowo University, Regional Coordinator, Institute for Security Studies

When the military overthrew the democratically elected government in Mali in 2020, coup leader General Assimi Goita promised to root out jihadists in the north of the country. Mali had been struggling to defeat them for nearly a decade.

Multiple terrorist groups operate in Mali. An al Qaida-linked group known locally as Jama’at Nusrat al-Islam wal-Muslimin (JNIM) is the most lethal, considering the audacity and scale of its attacks. The group rejects the state’s authority, and seeks to impose its interpretation of Islam and sharia.

Despite the military government’s pledge to enhance security, there has been a 38% rise in violence directed at civilians in Mali in 2023, as reported by the Armed Conflict Location and Event Data.

Human Rights Watch reports that Islamist armed groups carried out 326 attacks against civilians between 1 January and 31 October 2024, and 478 people were killed.

In September 2024, JNIM attacked Bamako’s international airport and a military barracks in the capital city.

After years of mounting attacks, Mali’s insurgency has entered a new phase. Violence has now diffused from northern and central Mali to southern Mali. JNIM’s blockade of southern Mali since September 2025 has cut off trade routes, starved towns, and tested the limits of the Malian state’s control over the landlocked country.

As a security scholar with a focus on west and central Africa, I have researched security in Mali on broader issues like terrorism and arms trafficking. I believe JNIM’s latest strategy is particularly dangerous because the objective is strategic, economic, psychological and political.

Such blockades are deliberate instruments of coercive governance and asymmetric warfare (a conflict between irregular combatants and the army), designed to weaken the military government, incite the public and possibly consolidate control.

My view is that the Malian military has been unable to dislodge the terrorists because the blockade zones are vast, semi-arid, and crisscrossed by ungoverned routes that defy easy surveillance. Many of these areas lie beyond the reach of effective state presence. There, the army’s movements are predictable and slow, while insurgents blend into local communities and forests with relative ease.

The terrain favours guerrilla tactics: narrow roads, bush paths and seasonal rivers create natural obstacles to mechanised military movement. Terrorist groups with motorbikes can easily get around.

The blockade

The blockade of southern Mali, which began in September 2025, has cut off the region from essential supplies. It’s creating severe humanitarian and economic consequences.

Mali recently suspended schools and universities due to a severe fuel scarcity caused by the blockade. The siege underscores the fact that the Malian army is ill-equipped, overstretched and strategically disadvantaged in countering evolving terrorist tactics.

The blockade is not a conventional military siege involving trenches or fortified positions. Instead, it operates as a networked disruption, blocking roads that link Mali to its coastal neighbours, particularly Senegal and Côte d’Ivoire.

These roads are vital arteries in Mali’s economy, serving as corridors for trade, fuel and humanitarian supplies. Cutting them off not only isolates communities but also undermines public confidence in the state’s ability to govern and secure its peripheries.

The army’s constraints

The inability of the Malian army to lift the blockades is rooted in the fact that it is fighting an irregular, asymmetric conflict against a mobile and deeply entrenched insurgent group. The Malian Armed Forces are structured for conventional warfare but are being drawn into a battle that requires flexibility, intelligence dominance, and rapid response capabilities.

JNIM, on the other hand, thrives on mobility and decentralisation. Its fighters move lightly, using motorcycles and small arms. They can strike swiftly and retreat into difficult terrain before state forces can respond.

The army also has logistical and operational shortcomings. As I’ve written elsewhere, Mali lacks military capabilities and cannot easily acquire them under current sanctions and international isolation.

Although the junta has sought help from military partnerships with Russia’s Wagner Group (now the Africa Corps), such collaborations have yielded little.

When JNIM imposes multiple blockades simultaneously in southern Mali, the army faces an impossible task. Its forces are too dispersed to mount a coordinated and sustained counteroffensive. Reinforcements face ambushes on poorly maintained roads or find themselves in unfamiliar terrain.

Geography, governance and strategic decentralisation

Geography helps explain Mali’s military paralysis. The blockade zones are vast and out of reach. The terrain is full of natural obstacles.

The Malian state has long struggled to extend state presence beyond urban centres like Bamako and Segou. In rural areas, the army’s arrival is often seen not as a return of governance but as an intrusion, with the risk of human rights abuses.

Decades of neglect, corruption and abusive counterinsurgency practices have alienated local populations and eroded intelligence networks.

The blockade operations aim to paralyse Bamako. Once confined to the country’s northern deserts and central plains, JNIM has, over the past few years, steadily advanced southward, carrying out sporadic attacks near the capital.

What explains this growing audacity of a group armed with little more than motorcycles and Kalashnikovs?

The answer lies in organisational logic. Unlike movements that depend on a single command structure, JNIM operates as a highly decentralised network of semi-autonomous cells. This allows it to adapt quickly to local conditions, exploit state weaknesses, and expand its influence without overstretching its resources. Each cell draws upon local grievances to recruit and sustain operations. Adaptability is JNIM’s greatest strength and the Malian state’s most enduring vulnerability.

The paradox of militarisation

Despite increased military spending, new alliances and aggressive rhetoric, JNIM’s territorial reach and tactical sophistication have only deepened.

The more the state militarises, the less secure its citizens appear to become.

This paradox reflects a broader trend in the Sahel. Counterinsurgency efforts are mostly military, without addressing the socioeconomic and governance conditions that sustain insurgencies.

Corruption, inequality and local marginalisation are some of these conditions. Thus, military campaigns become mere exercises in containment rather than resolution. In this context, JNIM’s blockades and incursions are not only military manoeuvres but political statements about who truly controls Mali’s hinterlands.

A war beyond firepower

The blockade in southern Mali reveals the limits of state-centered military power in an asymmetric war. To lift blockades for good requires more than tactical victories; it demands rethinking security.

The military government must cooperate with neighbours such as Senegal and Côte d’Ivoire.

More importantly, reclaiming territory must go hand-in-hand with rebuilding trust, restoring governance and addressing grievances. Until then, the motorcycles and AK-47s of JNIM will outpace the tanks and rhetoric of Mali’s military junta.

– Bamako under siege: why Mali’s army is struggling to break the jihadist blockade of the capital
– https://theconversation.com/bamako-under-siege-why-malis-army-is-struggling-to-break-the-jihadist-blockade-of-the-capital-268521

Economic Community of West African States (ECOWAS) holds second meeting of subcommittee on women in trade to strengthen their participation in cross-border trade in west Africa

Source: APO


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The Economic Community of West African States (ECOWAS) Commission, through the Regional Trade Facilitation Committee (RTFC), held the second meeting of the Sub-Committee on Women in Trade virtually on the 21st and 22nd of October 2025. The meeting aimed to review the implementation of the Subcommittee’s three-year work plan and strengthen women’s participation in cross-border trade in the West African region.

In her opening remarks, the Honourable Dr Isata Mahoi, Minister of Gender and Children’s Affairs of the Republic of Sierra Leone, highlighted the essential role of women, whether formal or informal traders, in West African economies. She nevertheless pointed out that they continue to face systemic barriers such as limited access to finance, markets and decision-making. The Minister commended ECOWAS for its Gender and Trade Action Plan, stressing the need to go beyond infrastructure to include capacity building, digital inclusion and targeted support for women-led businesses.

Highlighting Sierra Leone’s leadership, she presented the national reforms implemented under the National Policy on Gender Equality and Women’s Empowerment (2020) and the National Medium-Term Development Plan (2024–2030). These policies give particular priority to women’s economic participation, their integration into value chains and the promotion of gender-responsive investments. She reaffirmed Sierra Leone’s commitment to regional and international frameworks, including the ECOWAS Gender and Trade Action Plan, the AfCFTA Protocol on Women and Youth in Trade, and international conventions such as CEDAW and Sustainable Development Goal (SDG) 5. Dr Mahoi finally urged ECOWAS Member States and partners to translate dialogue into concrete actions so that women traders, particularly those in rural areas and the informal sector, are fully integrated into the regional trade ecosystem.

Speaking on behalf of the Honourable Dr Kalilou Sylla, ECOWAS Commissioner for Economic Affairs and Agriculture, and Professor Fatou Sow Sarr, Commissioner for Human Development and Social Affairs, Mr Kolawole Sofola, Director of Trade, reaffirmed ECOWAS’ commitment to promoting inclusive and gender-responsive trade facilitation across the region. He recalled that the Regional Trade Facilitation Committee (RTFC) is an essential platform for ensuring that the free movement of goods benefits men and women equally. He also highlighted that the Sub-Committee on Women in Trade was established to encourage women’s participation in cross-border trade through structural reforms, targeted interventions and gender-sensitive policies, in line with Pillar V of ECOWAS Vision 2050, which promotes inclusion and equitable development.

Mr Sofola welcomed the achievements of the Subcommittee’s first meeting, in particular the development of a three-year work plan aimed at addressing the major challenges faced by women traders, such as the lack of adequate border infrastructure, the complexity of customs procedures and a lack of knowledge of regional trade rules. He urged delegates to work towards integrating this plan into national reform programmes and to ensure sufficient budgetary support.

Over two days, experts from member states representing ministries of trade and women’s affairs reviewed activities carried out under the three-year work plan, including the third edition of the awareness campaign for small cross-border traders along the Abidjan-Lagos corridor, the ECOWAS-ECOBANK empowerment programme, and digital skills training for rural women.

The meeting also provided an opportunity to review the activities of other regional partners in order to avoid duplication, capitalise on good practices and strengthen synergies.

At the end of the meeting, several recommendations were made, including strengthening advocacy among policy makers for better allocation of resources to programmes dedicated to the economic empowerment of women traders, including those in rural areas. Participants also recommended promoting women’s participation in border governance in order to combat harassment and gender-based violence at borders. Finally, Member States called on the ECOWAS Commission to extend existing programmes to all countries in the region in order to ensure greater participation by women in economic development and regional integration.

Distributed by APO Group on behalf of Economic Community of West African States (ECOWAS).

Beyond the screen: MultiChoice’s 30 years growing Zambian culture, technology and economy

Source: APO

Three decades is a long time. In the Zambian film and television industry, it’s literally transformational period of time. That is how long MultiChoice (www.MultiChoice.com) has been operating in Zambia, and our sector is now almost unrecognisable from 1995, when we set up business in Lusaka.

The media landscape has been revolutionised over those three decades, and I’m proud to say that MultiChoice has been at the forefront of leading that revolution.

Technology evolution

The arrival of the MultiChoice brand heralded the introduction of satellite broadcasting in the country. Subsequently, MultiChoice would also help to introduce a range of other innovations.

We expanded beyond satellite-only television by introducing GOtv for affordable access, launching DStv/GOtv Stream and Showmax for streaming content, and mobile apps for flexible viewing anytime, anywhere.

We are proud to have been part of this technology evolution, helping to redefine how entertainment is shared and experienced in Zambia. However, I am equally proud when I consider the broader social contribution that a video-entertainment business can make.

Social impact

Fundamentally, it’s about knowledge empowerment. Digital connectivity gives users access to global content – real-time access to international news, sport, documentaries, and educational content. Local audiences become part of global conversations, cultures, and innovations.

This broadens horizons and sparks an interest in lifelong learning, which in turn inspires Zambians to become part of the global knowledge economy.

On the other side of the coin, Zambians have brought their own insights to the global conversation, as local culture is showcased across our region, and we begin to consolidate our own cultural identity through homegrown Zambian talent and productions.

Industry development

These productions have been part of a steadily growing creative economy, which not only strengthens national pride, but creates thousands of jobs within TV and film production, as well as advertising, events, hospitality and technology.

Driving this economic multiplier effect has been the MultiChoice Talent Factory (MTF), which has one of its three pan-African training academies in Lusaka. 

MTF Academy graduate courses, masterclasses and mentorship programmes equip young creatives with practical production skills. Graduates emerge industry-ready, well prepared to help drive Zambia’s creative ecosystem.

From a situation where Zambia produced only a handful of local productions, channels like Zambezi Magic now host hit local drama, comedy and reality shows, including Mpali, Zuba, Makofi, Mungoma, Ubuntu, Ten Tamanga Street and Date My Family Zambia.

These 30 years of industry growth have seen a surge in not just quantity, but quality too. Notably, MTF alumnus Cosmas Nga’ndwe won an AMVCA (Africa Magic Viewers’ Choice Award) (https://apo-opa.co/48W3Rs1) this year for best indigenous language film.

Becoming part of industry development at this level has underlined a fundamental truth in our partnership with the Zambian people. We are here to add value. It’s about far more than providing a service. It’s about long-term investment and national growth.

We see ourselves as a trusted development partner, creating jobs, driving tech innovation, and empowering youth to create inspirational content that will shape Zambian culture for years to come.

We have come to understand that we do this most effectively when we place our customers at the heart of everything we do, understanding their needs, anticipating challenges, and delivering solutions that enhance their experiences.

Growing our people

This partnership approach extends to our people; helping them to develop their careers and to grow as individuals. We have been proud to see employees start out in customer service or technical support and rise into leadership through continuous training and development.

We also run wellness programmes that help staff feel valued and supported. Passionate staff become ambassadors, helping us deliver impact well beyond the screen – in the form of reliable service, problem-solving and customer satisfaction.

Other key Zambian stakeholders we have been fortunate to build relationships with have been ZNBC and the free-to-Air channels. Our close relationships have helped all of us expand our reach and bring Zambian culture to a wider audience.

We look forward to the next 30 years of working together – MultiChoice Zambia and our partners – developing Zambian talent, launching new productions, and giving local creators greater opportunities.

Personally, it has been incredibly rewarding to see Zambian stories gain recognition across Africa, and to see MTF graduates emerge and start developing the country’s film industry.

Like everyone on the MultiChoice Zambia family, I am proud to contribute beyond the screen; to not just deliver television entertainment, but to help shape Zambia’s national identity.

Distributed by APO Group on behalf of MultiChoice Group.

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Grand Prix Littéraire du Bénin 2025 : Claude BALOGOUN et Jean-Claude GUIDIMÈ récompensés

Source: Africa Press Organisation – French


Le Grand Prix Littéraire du Bénin a livré son verdict le jeudi 30 octobre 2025 à Cotonou. À la faveur d’une cérémonie empreinte de solennité, les lauréats de l’édition 2025 de ce concours de littérature ont été dévoilés et récompensés. Au Palais des Congrès de Cotonou, autorités politiques et administratives, acteurs culturels et artistiques, notamment ceux de la chaîne du livre ainsi que des professionnels des médias, ont assisté au sacre du meilleur journaliste et du meilleur écrivain de l’année. 

Présidée par Madame Gwladys GANDAHO, Directrice Adjointe de Cabinet du Ministre du Tourisme, de la Culture et des Arts, la cérémonie a été ponctuée de deux temps forts : la remise des prix aux lauréats de l’édition 2024 et le dévoilement de ceux de 2025. 

À l’issue de la délibération du Jury de sa catégorie, Monsieur Kokou Claude BA.UN a été couronné Grand Prix Littéraire du Bénin 2025, recevant un trophée et un chèque d’une valeur de 5 millions de francs CFA. 

Le Prix Jérôme CARLOS du meilleur journaliste chroniqueur littéraire est revenu à Jean-Claude Enock GUIDIMÈ, du groupe de presse Educ’Action, honoré d’un trophée et d’une enveloppe d’un million de francs CFA. 

Quant au Prix de l’Éditeur et au Prix Paul Hazoumé, ils n’ont pas été attribués, faute d’un nombre suffisant de candidatures. Les jurys ont pris cette décision afin de préserver la valeur et le prestige des distinctions. 

Dans son mot de bienvenue, le Directeur général de l’Agence de Développement des Arts et de la Culture (ADAC), Monsieur William CODJO, a salué l’engagement des jurys avant d’inviter les acteurs du livre à plus de créations pour encourager une participation plus large aux prochaines éditions. 

Au nom du Ministre Jean-Michel ABIMBOLA, Madame Gwladys GANDAHO a réaffirmé la volonté du Gouvernement de consolider une véritable économie du livre et de renforcer son rayonnement au-delà des grandes villes. Ce prix, a-t-elle ajouté, constitue « un hommage à la force des idées portées par l’écriture et à ceux qui les incarnent ». 

Autrefois dénommé Prix du Président de la République, le Grand Prix Littéraire du Bénin s’impose au fil des années comme un symbole fort de la vitalité intellectuelle du pays et de la reconnaissance du travail des auteurs, éditeurs et chroniqueurs littéraires. « La littérature nous aide à comprendre notre histoire, à interroger notre présent et à imaginer notre avenir », a conclu la représentante du ministre, avant d’inviter tous les acteurs à poursuivre le chantier de structuration du secteur du livre au Bénin.

Distribué par APO Group pour Gouvernement de la République du Bénin.

Para lá dos ecrãs: 30 anos da MultiChoice a impulsionar a cultura, a tecnologia e a economia da Zâmbia

Source: Africa Press Organisation – Portuguese –

Três décadas é muito tempo. Na indústria cinematográfica e televisiva da Zâmbia, é literalmente um período de transformação. Este é o tempo que a MultiChoice (www.MultiChoice.com) opera na Zâmbia, e o nosso sector é hoje quase irreconhecível em comparação com 1995, quando iniciámos as nossas actividades em Lusaka.

O panorama mediático foi revolucionado ao longo destas três décadas, e tenho orgulho em dizer que a MultiChoice esteve na vanguarda desta revolução.

Evolução tecnológica

A chegada da marca MultiChoice anunciou a introdução da transmissão via satélite no país. Posteriormente, a MultiChoice ajudou também a introduzir uma série de outras inovações.

Expandimos a nossa actividade para além da televisão exclusivamente por satélite, introduzindo a GOtv para acesso acessível, lançando o DStv/GOtv Stream e o Showmax para streaming de conteúdos e aplicações móveis para visualização flexível a qualquer hora e em qualquer lugar.

Orgulhamo-nos de ter participado nesta evolução tecnológica, ajudando a redefinir a forma como o entretenimento é partilhado e vivido na Zâmbia. No entanto, sinto o mesmo orgulho ao considerar a contribuição social mais ampla que uma empresa de entretenimento audiovisual pode oferecer.

Impacto social

Fundamentalmente, trata-se de empoderamento pelo conhecimento. A conectividade digital oferece aos utilizadores acesso a conteúdos mundiais, acesso em tempo real a notícias internacionais, desporto, documentários e conteúdos educativos. O público local passa a fazer parte de conversas, culturas e inovações mundiais.

Tal alarga horizontes e desperta o interesse pela aprendizagem ao longo da vida, o que, por sua vez, inspira os zambianos a fazerem parte da economia mundial do conhecimento.

Por outro lado, os zambianos têm contribuído com as suas próprias perspectivas para o debate mundial, uma vez que a cultura local é exibida em toda a nossa região, e começamos a consolidar a nossa própria identidade cultural através de talentos e produções zambianas.

Desenvolvimento da indústria

Estas produções fazem parte de uma economia criativa em constante crescimento, que não só fortalece o orgulho nacional, como também cria milhares de empregos na produção de TV e cinema, bem como na publicidade, eventos, hotelaria e tecnologia.

A impulsionar este efeito multiplicador económico está a MultiChoice Talent Factory (MTF), que detém uma das suas três academias de formação pan-africanas em Lusaka.

Os cursos de pós-graduação, masterclasses e programas de mentoria da MTF Academy capacitam os jovens criativos com competências práticas de produção. Os graduados saem prontos para o mercado de trabalho, bem preparados para ajudar a impulsionar o ecossistema criativo da Zâmbia.

De uma situação em que a Zâmbia produzia apenas algumas produções locais, canais como o Zambezi Magic exibem agora séries de sucesso locais, como dramas, comédias e reality shows, incluindo Mpali, Zuba, Makofi, Mungoma, Ubuntu, Ten Tamanga Street e Date My Family Zambia.

Estes 30 anos de crescimento da indústria testemunharam um aumento não só na quantidade, mas também na qualidade. Notavelmente, o ex-aluno do MTF, Cosmas Nga’ndwe, ganhou um AMVCA (Africa Magic Viewers’ Choice Award) (https://apo-opa.co/48W3Rs1) este ano para melhor filme em língua nativa.

Participar no desenvolvimento da indústria a este nível reforçou uma verdade fundamental na nossa parceria com o povo zambiano. Estamos aqui para acrescentar valor. É muito mais do que prestar um serviço. Trata-se de investimento a longo prazo e de crescimento nacional.

Vemo-nos como um parceiro de desenvolvimento de confiança, criando empregos, impulsionando a inovação tecnológica e capacitando os jovens para criarem conteúdos inspiradores que irão moldar a cultura zambiana nos próximos anos.

Chegámos à conclusão que o fazemos de forma mais eficaz quando colocamos os nossos clientes no centro de tudo o que fazemos, compreendendo as suas necessidades, antecipando desafios e oferecendo soluções que melhoram as suas experiências.

Crescimento dos nossos trabalhadores

Esta abordagem de parceria estende-se aos nossos trabalhadores, ajudando-os a desenvolver as suas carreiras e a crescer enquanto indivíduos. Orgulhamo-nos de ver os trabalhadores começarem no atendimento ao cliente ou no suporte técnico e ascenderem a cargos de liderança através de formação e desenvolvimento contínuos.

Também oferecemos programas de bem-estar que ajudam os trabalhadores a sentirem-se valorizados e apoiados. Os trabalhadores apaixonados tornam-se embaixadores, ajudando-nos a gerar impacto muito para além dos ecrãs – sob a forma de serviço fiável, resolução de problemas e satisfação do cliente.

Outros importantes parceiros zambianos com os quais tivemos a sorte de construir relações foram a ZNBC e os canais abertos. As nossas relações próximas ajudaram-nos a expandir o nosso alcance e a levar a cultura zambiana a um público mais vasto.

Aguardamos com expectativa os próximos 30 anos de trabalho conjunto – MultiChoice Zâmbia e os nossos parceiros – desenvolvendo talentos zambianos, lançando novas produções e oferecendo maiores oportunidades aos criadores locais.

Pessoalmente, tem sido incrivelmente gratificante ver histórias zambianas a ganhar reconhecimento em toda a África e ver os graduados do MTF a emergir e a começar a desenvolver a indústria cinematográfica do país.

Como todos na família MultiChoice Zâmbia, tenho orgulho em contribuir para além dos ecrãs; não apenas para oferecer entretenimento televisivo, mas para ajudar a moldar a identidade nacional da Zâmbia.

Distribuído pelo Grupo APO para MultiChoice Group.

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