Africa Finance Corporation Closes Record US$1.5 Billion Syndicated Loan, Its Largest-Ever Facility

Source: APO


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Africa Finance Corporation (AFC) (www.AfricaFC.org), the leading infrastructure solutions provider in Africa, has successfully closed its largest-ever debt facility, a landmark US$1.5 billion syndicated loan. This transaction, a milestone in the Corporation’s history, attracted a diverse consortium of new and returning lenders spanning the Middle East, Africa, Asia and Europe.

Originally launched at US$1.3 billion, the three-year facility, proceeds of which will be used for general corporate purposes, attracted strong demand, bringing in new lenders including Bank of Communications, Burgan Bank, Export Development Bank of Egypt, and Hua Nan Bank. This underscores robust investor appetite for Africa’s infrastructure growth opportunities through strategic partnerships with highly reputable institutions like AFC.

This facility enhances AFC’s financial capacity and further broadens its network of strategic partners, reinforcing the Corporation’s mission to catalyse infrastructure-driven economic growth and industrial development across Africa. By leveraging its solid credit profile, AFC secured more favourable pricing compared to its US$1.16 billion Syndicated Term Loan Facility which closed last year.

Demonstrating AFC’s deep connections with the international capital markets, the syndication was led by an exceptional group of global arrangers including Abu Dhabi Commercial Bank PJSC, Commerzbank AG and Standard Chartered Bank as Global Coordinators and Initial Mandated Lead Arrangers and Bookrunners. Bank of China Limited (London Branch), First Abu Dhabi Bank PJSC, Mashreqbank PSC, MUFG Bank, Ltd., FirstRand Bank Limited, acting through its Rand Merchant Bank division (London Branch), State Bank of India (DIFC Branch), The Standard Bank of South Africa Limited, Société Générale, and Sumitomo Mitsui Banking Corporation (London Branch) all served as Initial Mandated Lead Arrangers and Bookrunners. Additionally, Standard Chartered Bank acted as documentation agent whilst First Abu Dhabi Bank PJSC acted as facility agent.

“This landmark transaction reinforces AFC’s standing as a trusted institution in the global capital markets and demonstrates our ability to mobilise capital at scale for Africa,” said Banji Fehintola, Executive Board Member and Head of Financial Services of AFC. “It strengthens our role in bridging Africa’s infrastructure needs with global capital and accelerates our mission to drive rapid industrialisation and unlock the continent’s full economic potential.”

This year, AFC has further diversified its funding base, securing long-term financing from development finance institutions, bilateral lenders, and commercial banks. The Corporation recently secured an AED 937.50 million Sustainability-Linked Term Loan Facility, deepening its financial ties with the UAE.

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:
AFC was established in 2007 to be the catalyst for pragmatic infrastructure and industrial investments 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 development 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 power, natural resources, heavy industry, transport, and telecommunications. AFC has 46 member countries and has invested over US$15 billion in 36 African countries since its inception.

www.AfricaFC.org

Balancing Today and Tomorrow: Africa in The Global Energy Trends and Transitions (By Ajong Mbapndah L)

Source: APO

By Ajong Mbapndah L, Managing Editor Pan African Visions (www.PanAfricanVisions.com)  

The global energy landscape is undergoing a significant transformation, driven by environmental demands, technological advances, geopolitical dynamics, and changing consumer patterns. In light of supply chain vulnerabilities, climate change, and growing energy inequality, the conventional model, which is centered on fossil fuels and centralised infrastructure, is no longer viable. These pressures have seen a global shift in priorities, reflected in the scale and direction of energy investment.

Overall investment will reach an all-time high of $3.3 trillion in 2025, with clean energy technologies drawing in $2.2 trillion (http://apo-opa.co/42DZCO3) – double that invested in oil, gas, and coal. This reflects a positive shift toward climate goals, investment in renewables, and a growing focus on energy security. At the same time, fossil fuels continue to supply around 80% of global primary energy, highlighting their ongoing role in meeting current demand and supporting economic stability during the transition. The simultaneous growth of renewables and continued reliance on hydrocarbons presents a unique opportunity: to shape a balanced energy future that accelerates decarbonisation while ensuring access, reliability, and affordability. For Africa, this is a significant imperative that can unlock progress across sectors. Despite being home to 20% of the world’s population, Africa receives only 3% of global energy investment. Over 600 million people remain without access to electricity, and over 1 billion cook with unsafe fuels (http://apo-opa.co/4o0iu1T). These figures reflect barriers to education, healthcare, and economic growth and development. At the same time, the region boasts some of the world’s most abundant renewable energy resources, ranging from the Sahel’s solar corridors to wind-abundant shores and emerging green hydrogen centres in Namibia, South Africa, Egypt, and Morocco. Natural gas is also proving to be a reliable and scalable transition fuel in Africa, helping bridge the gap between current energy needs and a cleaner future.

The global energy transition is progressing at different paces across the world. Europe is moving quickly, driven by geopolitical tensions and ambitious climate goals that have accelerated the transition to renewables. Asia, China, and India in particular, are investing significantly in solar power, hydrogen technologies, and electric transport and positioning themselves to become a dominant force in clean energy technology. This global momentum offers valuable lessons and partnerships for Africa as it charts its own path toward a more inclusive and sustainable energy future.

Developing nations, on the other hand, face a more complex scenario. Fossil fuels continue to dominate most energy needs. Through 2025, it is estimated that 52% of African investments in energy will be directed towards hydrocarbons (http://apo-opa.co/3KqkjGO), which are crucial for funding essential services such as infrastructure development, education systems, and healthcare delivery.

Africa’s future energy path must be pragmatic. Exiting too rapidly from fossil fuels would undermine progress and deepen poverty. Instead, the continent should transition toward a phased and balanced approach that derives value from existing resources while stepping up investment in renewables and clean technologies.  Instead, the continent needs a phased transition; one that leverages existing resources like natural gas, a powerful and preferred transition fuel, while scaling up investment in renewables and clean technologies. This aligns with the “just transition” principle, considering different starting points and capacities in regions.

The continent has a chance not only to improve access to energy but also to play a bigger role in the global energy market. The timing is right. Solar power is now one of the most affordable ways to produce electricity in many countries, thanks to a 90% drop in costs over the past decade. Battery technology is improving, making renewable energy more reliable. These developments show that Africa can be a key supplier, not just a user, of clean energy in the years ahead.

But funding remains a major challenge. Servicing debt will absorb 85% of the entire energy investment in Africa in 2025 (http://apo-opa.co/3Ksq4DR), limiting the ability to start new projects.

To overcome these obstacles, Africa needs concerted support through concessionary financing, risk-sharing mechanisms, and regulatory reform. Institutions of public and development finance must play a key role, especially to serve impoverished areas and new technologies.

Ultimately, energy transitions are not a matter of choosing between fossil fuels and renewables. It is about managing change in a responsible manner. Africa cannot be expected to forgo the resources driving its growth. Instead, it needs to be empowered to adopt a balanced path; one that brings secure energy now and sustainable prosperity tomorrow.

Furthermore, the global energy transition of the world will be successful only if it involves all. Africa’s energy future is central to the world realising its ability to develop a resilient, low-carbon energy system. The choices made today will not only shape the continent’s trajectory but also the collective global future.

Distributed by APO Group on behalf of Pan African Visions.

Media files

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La marque Radisson Individuals célèbre le cap des 100 établissements et offre désormais encore plus d’opportunités aux voyageurs et aux propriétaires

Source: Africa Press Organisation – French


Radisson Hotel Group (https://RadissonHotels.com/) annonce l’expansion de sa marque Radisson Individuals, forte d’une croissance remarquable qui lui a permis de franchir le cap des 100 hôtels en exploitation ou en développement depuis son lancement en 2020. Aujourd’hui, le portefeuille réunit une large diversité d’établissements et d’expériences, capables de séduire un public de voyageurs varié. Avec l’intégration de nouveaux segments – Premier, Boutique et Retreats – Radisson Individuals offre désormais encore plus d’opportunités de différenciation et de visibilité, permettant à chaque hôtel d’affirmer pleinement son caractère unique. 

Radisson Individuals est une marque flexible qui permet aux hôtels indépendants et aux chaînes régionales de rejoindre le réseau mondial et la plateforme de distribution de Radisson Hotel Group, tout en préservant pleinement leur personnalité et leur identité. À ce jour, plus de 100 établissements à travers le monde ont déjà intégré ce réseau en pleine expansion, profitant ainsi de la notoriété internationale de Radisson Hotel Group et de la force d’attraction de ses marques. Des standards de qualité exigeants et des programmes de formation dédiés assurent aux voyageurs une expérience unique dans chaque hôtel, tout en leur offrant le service emblématique Yes I Can!, véritable signature et valeur fondatrice du groupe. 

Parmi les récentes ouvertures figurent Le Relais de La Malmaison (https://apo-opa.co/472aBmM), membre de Radisson Individuals, un havre de paix près de Paris ; HARBR Hotel Ludwigsburg (https://apo-opa.co/4mHCAN8), membre de Radisson Individuals, un hôtel urbain contemporain dans la grande région de Stuttgart ; Crystals Beach Resort Belle Mare (https://apo-opa.co/4nsX9hN), membre de Radisson Individuals, une nouvelle adresse du portefeuille de l’océan Indien du Groupe, nichée sur la côte est de l’île Maurice ; et Namah Nainital (https://apo-opa.co/4nR9Br9), membre de Radisson Individuals Retreats, le quatrième hôtel du Groupe dans l’État d’Uttarakhand, en Inde. 

Radisson Individuals étend désormais son offre flexible à trois segments, allant du haut milieu de gamme au haut de gamme supérieur, garantissant des standards élevés et une pertinence constante pour les convives comme pour les propriétaires à travers l’ensemble du portefeuille. 

Elie Younes, vice-président exécutif et directeur mondial du développement de Radisson Hotel Group, a commenté cette expansion : « Le succès exceptionnel de Radisson Individuals témoigne de la capacité de Radisson Hotel Group à aider le secteur à définir des tendances pertinentes et à offrir une véritable valeur ajoutée à nos propriétaires comme à nos voyageurs. L’évolution de Radisson Individuals avec trois nouveaux segments offre encore davantage d’opportunités de distinction et de visibilité au sein d’un cadre souple. » 

La marque Radisson Individuals comprend désormais : 

Radisson Individuals : regroupe des hôtels qui respectent les standards élevés de service et de qualité de Radisson Hotel Group tout en présentant des caractéristiques uniques en dehors des marques principales du Groupe. Cette affiliation permet aux établissements de conserver leur identité tout en bénéficiant de l’expertise et de l’infrastructure de Radisson Hotel Group. 

Radisson Individuals Premier : une sélection d’hôtels haut de gamme supérieur, adaptés aussi bien aux séjours d’affaires qu’aux voyages d’agrément. Situés dans des destinations clés, ces établissements se distinguent par un design raffiné, des équipements de pointe et un service irréprochable. 

Radisson Individuals Boutique : une collection d’hôtels intimistes choisis pour leur élégance naturelle et leur caractère intemporel. Ces adresses triées sur le volet invitent à découvrir le charme d’établissements à taille humaine, alliant atmosphère raffinée et service impeccable. Les lieux et les propriétés sont soigneusement sélectionnés pour offrir des séjours empreints d’authenticité et fortement marqués par l’esprit local. 

Radisson Individuals Retreats : une gamme de retraites immersives et d’escapades d’exception, enrichies d’expériences choisies pour ressourcer le corps et l’esprit. Ces établissements constituent de véritables refuges dans des destinations renommées, révélant tout leur potentiel grâce à la puissante plateforme de distribution de Radisson Hotel Group. Les voyageurs y sont connectés à l’esprit authentique de chaque lieu, avec une attention particulière à la nature, tout en profitant des plus hauts standards de qualité et de service. 

En rejoignant la marque Radisson Individuals, les propriétaires d’hôtels peuvent proposer aux voyageurs de découvrir de nouvelles destinations et des établissements au caractère unique, tout en leur garantissant l’excellence de service propre à Radisson Hotel Group.

Distribué par APO Group pour Radisson Hotel Group.

Ou contactez Radisson Hotels sur :
LinkedIn: https://apo-opa.co/4pLalQz
TikTok: https://apo-opa.co/3KnZlZf
Instagram: https://apo-opa.co/3IAIQbG
Facebook: https://apo-opa.co/46HpXf5
YouTube: https://apo-opa.co/4mI5k8K
WhatsApp: https://apo-opa.co/4pMW0Ty
X: https://apo-opa.co/48FFv5D 

À propos de Radisson Hotel Group  :
Radisson Hotel Group, référence mondiale dans l’industrie hôtelière avec plus de 1 580 hôtels en opération et en développement en EMEA et en APAC, se distingue par sa promesse de marque ‘”Every Moment Matters” et son engagement envers un service exceptionnel avec la devise “Yes I Can !”. Sous la bannière commerciale de Radisson Hotels, il offre une gamme variée de marques telles que Radisson Collection, Radisson Blu Hotel et Park Inn by Radisson, avec des avantages immédiats pour les membres du programme de fidélité Radisson Rewards (https://apo-opa.co/4mLxhfR). Radisson Meetings (https://apo-opa.co/42dNAur) propose des solutions sur-mesure pour les événements, mettant l’accent sur la personnalisation et la durabilité. Le groupe s’engage à atteindre la neutralité nette d’ici 2050, en mettant en oeuvre des initiatives telles que les réunions 100% neutres en carbone, tout en maintenant des normes strictes de santé et de sécurité dans toutes ses propriétés pour garantir une expérience sûre et agréable pour tous. Plus d’informations sur www.RadissonHotels.com.

À propos de Radisson Individuals :
Radisson Individuals est une marque qui permet aux établissements hôteliers de conserver et de promouvoir leurs caractéristiques et personnalités uniques, tout en répondant aux normes élevées de qualité et de service que les clients attendent de Radisson Hotel Group.  
Les établissements Radisson Individuals sont situés dans les principales destinations d’affaires et de loisirs. 

Les hôtes et les partenaires commerciaux professionnels peuvent améliorer leur expérience avec Radisson Individuals en participant à Radisson Rewards, un programme de fidélité international qui propose des avantages et des primes exceptionnels. 

Radisson Individuals fait partie de la famille des marques Radisson, qui comprend également Radisson Collection, art’otel, Radisson Blu, Radisson RED, Radisson, Park Plaza, Park Inn by Radisson, Country Inn & Suites by Radisson et prizeotel, réunies sous la marque commerciale ombrelle Radisson Hotels. 

Pour en savoir plus et réserver, rendez-vous sur le site Web (https://apo-opa.co/42WjYBY).

Qatar’s Ambassador to UK Affirms Qatari Mediation Bolsters Opportunities for Peace, Stability

Source: Government of Qatar

London, September 29, 2025

Qatar’s mediation, along with its diplomatic and humanitarian efforts, forms integrated pathways that contribute to bolstering opportunities for peace and stability, HE Ambassador of the State of Qatar to the United Kingdom, Sheikh Abdullah bin Mohammed bin Saud Al-Thani, affirmed.

His Excellency was speaking during a discussion dinner that revolved around Qatar’s role in the Middle East and North Africa, as well as on development and the situation in Gaza.

The event was organized by the Labour Foreign Policy Group (LFPG), on the margins of the UK Labour Party Conference in Liverpool, in collaboration with the Embassy of the State of Qatar to the UK.

Achieving enduring peace in the region requires meeting the fundamental humanitarian needs, His Excellency underlined, warning of the aggravation of the situation in Gaza due to the imposed restrictions on the flow of humanitarian aid.

He stressed that depriving civilians of humanitarian aid constitutes an egregious breach of international humanitarian law, emphasizing the importance of sustained support for the UN, particularly the United Nations Relief and Works Agency for Palestine Refugees in the Near East (UNRWA).

Radisson Individuals brand celebrates 100th property milestone and now offers even more opportunities for guests and owners

Source: APO


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Radisson Hotel Group (https://RadissonHotels.com/) announces the expansion of its Radisson Individuals brand, driven by the brand’s exceptional growth to over 100 hotels in operation and under development since its launch in 2020. Today, the portfolio encompasses a variety of property types and experiences appealing to a broad traveler demographic. With an extended brand portfolio that now encompasses the new premier, boutique, and retreats segments, Radisson Individuals provides even more opportunities for distinction and visibility for each hotel.

Radisson Individuals is a soft brand offering independent hotels and regional chains the opportunity to join Radisson Hotel Group’s global network and distribution platform, while giving them the freedom to maintain their own uniqueness and identity. As of today, over 100 hotels across the globe have joined the growing Radisson Individuals network to leverage Radisson Hotel Group’s global recognition and to benefit from the strong halo effect of the Radisson brands. The highest industry standards and training ensure guests can indulge in the flavor and uniqueness of every hotel while enjoying the signature Yes I Can! service that is part of Radisson Hotel Group’s core beliefs.

Recent openings include Le Relais de La Malmaison, a member of Radisson Individuals, a tranquil retreat near Paris; HARBR Hotel Ludwigsburg, a member of Radisson Individuals, a contemporary urban hotel in the greater Stuttgart area; Crystals Beach Resort Belle Mare, a member of Radisson Individuals, a new addition to the Group’s Indian Ocean portfolio nestled along the east coast of Mauritius; and Namah Nainital, a member of Radisson Individuals Retreats, the Group’s fourth hotel in Uttarakhand, India.

Radisson Individuals is now expanding its flexible offering across three segments, from upper midscale to upper upscale, ensuring consistently high standards and relevance to guests and owners across the portfolio.

Elie Younes, Executive Vice President & Global Chief Development Officer at Radisson Hotel Group commented on the expansion: “The exceptional success of Radisson Individuals is testament to Radisson Hotel Group’s ability to help the industry set relevant trends and provide true added value for our owners and guests. The evolution of Radisson Individuals with three new segments further offers opportunities for distinction and visibility within an elastic framework.”

The Radisson Individuals brand now encompasses:

  • Radisson Individuals: Radisson Individuals brings together hotels that meet Radisson Hotel Group’s high standards of service and quality yet have unique characteristics that are outside the Group’s core brands. This affiliation empowers hotels to maintain their uniqueness while benefiting from the experience and infrastructure of Radisson Hotel Group.
  • Radisson Individuals Premier: A selection of upper-upscale hotels for both business and leisure travelers. Located in key leisure and business destinations with sophisticated designs, state-of-the-art facilities, and impeccable service.
  • Radisson Individuals Boutique: A collection of intimate hotels selected for their sense of effortless style and timeless character. These handpicked properties invite guests to discover the charm of smaller hotels that blend intimate, stylish settings with impeccable service. Properties and locations are thoughtfully curated to provide delightful stays with strong local influences.
  • Radisson Individuals Retreats: An array of immersive escapes and gorgeous getaways, enriched by hand-picked experiences to rejuvenate the mind and body. These properties act as a platform for unique hideaways in renowned destinations, unlocking their full potential with Radisson Hotel Group’s strong distribution capabilities. Guests are connected with the authentic spirit of each location, focusing on nature while enjoying the highest standards of quality and service.

By affiliating with the Radisson Individuals brand, hotel owners can offer guests opportunities to discover hotels in new locations with unique personalities, assured they will receive the exceptional service they expect from a Radisson Hotel Group hotel.

Distributed by APO Group on behalf of Radisson Hotel Group.

Media: 
Saadiyah Hendricks
Director Global Corporate & Area PR and Social Media (MEA, MED, SEAP)
saadiyah.hendricks@radissonhotels.com

Connect with Radisson Hotels on: 
LinkedIn: https://apo-opa.co/4pLalQz
TikTok: https://apo-opa.co/3KnZlZf
Instagram: https://apo-opa.co/3IAIQbG
Facebook: https://apo-opa.co/46HpXf5
YouTube: https://apo-opa.co/4mI5k8K
WhatsApp: https://apo-opa.co/4pMW0Ty
X: https://apo-opa.co/48FFv5D

About Radisson Hotel Group: 
Radisson Hotel Group is a rapidly expanding international hotel group, operating in EMEA and APAC with more than 1,580 hotels in operation and under development in +100 countries. The Group’s overarching brand promise is Every Moment Matters with a signature Yes I Can! service ethos. 

The Radisson brand portfolio includes Radisson Collection, art’otel, Radisson Blu, Radisson, Radisson RED, Radisson Individuals, Park Plaza, Park Inn by Radisson, Country Inn & Suites by Radisson, and Prize by Radisson — brought together under one commercial umbrella brand, Radisson Hotels.  

Radisson Rewards (https://apo-opa.co/46D8hCN) is Radisson Hotel Group’s loyalty program, which delivers an elevated experience that makes Every Moment Matter, counting more than 24 million members. As the most streamlined program in the sector, members enjoy exceptional advantages and can access their benefits from day one across a wide range of hotels in Europe, Middle East, Africa, and Asia Pacific. 

Radisson Meetings (https://apo-opa.co/4nSRd10) provides tailored solutions for any event or meeting, including hybrid solutions placing guests and their needs at the heart of its offer. Radisson Meetings is built around three strong service commitments: Personal, Professional, and Memorable, while delivering on the brilliant basics and being uniquely Carbon Compensated.  

At Radisson Hotel Group, we care for people, communities, and planet (https://apo-opa.co/3KoPp1v) and aim to be Net Zero by 2050 based on the approved Science Based Targets. With unique solutions such as carbon-compensated Radisson Meetings, we make sustainable hotel stays easy. To facilitate sustainable travel choices, all our hotels are becoming verified on Hotel Sustainability Basics. 

The health and safety of guests and team members remain a top priority for Radisson Hotel Group. All properties across the Group’s portfolio are subject to health and safety requirements, ensuring we always care for our guests and team members. 

For more information, visit our corporate website (https://RadissonHotels.com). 

About Radisson Individuals: 
Radisson Individuals is an affiliation brand comprised of independent hotels, each boasting its own unique identity and united by Radisson Hotel Group’s service philosophy and attention to detail. The brand consists of: Radisson Individuals, Radisson Individuals Premier, Radisson Individuals Boutique, and Radisson Individuals Retreats.

Radisson Individuals is created to offer a solution for independent and unbranded hotels to become part of the Group’s family. Radisson Individuals brings together hotels that have unique characteristics and personalities, offering guests an opportunity to discover new locations whilst safe in the knowledge that they will always receive the high standards of quality and service they rely on from Radisson Hotel Group. Radisson Individuals properties are located in key business and leisure destinations.

Radisson Individuals Premier offers a curated selection of upper-upscale hotels in key business and leisure destinations, with state-of-the-art facilities for both business and leisure. Radisson Individuals Premier hotels consist of elegantly appointed rooms, unparalleled attention to detail, offering a seamless blend of style and service.

Radisson Individuals Boutique provides a portfolio of intimate boutique hotels, blending exclusive, stylish settings with impeccable service. These hotels are situated in leisure and business destinations around the world, for those who want to experience local charm. Radisson Individuals Boutique properties are thoughtfully curated to provide a bespoke and uniquely local stay.

Radisson Individuals Retreats provides unique opportunities to become immersed in out-of-the ordinary

experiences and to recharge and reconnect in natural surroundings. Situated in scenic leisure destinations, these lifestyle hideaways connect guests with the authentic spirit of the location, focusing on nature while ensuring the highest standards of quality and service.

Guests and professional business partners can enhance their experience with Radisson Individuals by participating in Radisson Rewards, an international loyalty program offering exceptional benefits and rewards.

Radisson Individuals is a part of the Radisson family of brands, which also includes Radisson Collection, art’otel, Radisson Blu, Radisson, Radisson RED, Park Plaza, Park Inn by Radisson, Country Inn & Suites by Radisson, and Prize by Radisson, brought together under one commercial umbrella brand – Radisson Hotels.

For reservations and more information, visit our website (https://apo-opa.co/42WjYBY

Le Comité International Olympique (CIO) lance une version remaniée du programme des jeunes reporters pour Dakar 2026

Source: Africa Press Organisation – French

Les candidatures sont désormais ouvertes (https://apo-opa.co/4pMyNB0) pour la prochaine édition du programme des jeunes reporters qui se déroulera pendant les Jeux Olympiques de la Jeunesse (JOJ) de Dakar 2026. Seize aspirants journalistes sportifs venus du monde entier seront sélectionnés pour participer à cette formation immersive qui leur permettra de développer leurs compétences en période de Jeux.  

Un nouveau format inspiré des tendances observées dans les médias internationaux 

Lancé lors de la première édition des JOJ à Singapour en 2010, le programme des jeunes reporters du CIO a formé jusqu’ici 125 journalistes de 68 pays, les aidant à acquérir les outils et l’expérience nécessaires pour faire carrière dans les médias sportifs. De nombreux participants ont ensuite travaillé pour les Jeux Olympiques ou pour de grands diffuseurs, des plateformes numériques et des agences de presse.

Une étude indépendante réalisée en 2025 par la Dre Jessie Wilkie de l’Université de Canberra a confirmé le succès de ce programme, le qualifiant de “formation en journalisme très efficace et très enrichissante”. Il ressort de cette étude, qui repose sur des consultations et des entretiens menés avec d’anciens participants, que 63 % d’entre eux ont ensuite couvert les Jeux Olympiques et qu’un tiers a collaboré avec le CIO à un titre ou à un autre. La Dre Wilkie a également relevé que le programme avait permis de créer une communauté d’anciens élèves talentueux qui, pour beaucoup, ont dit de cette expérience qu’elle avait “transformé leur vie” et les avait aidés à faire carrière dans les médias sportifs. L’étude comprend également toute une série de recommandations pour que le programme continue d’évoluer au rythme des changements observés dans le paysage médiatique.

L’édition pour Dakar 2026 a donc subi une profonde transformation, dans le droit fil des recommandations formulées. S’appuyant sur 15 années de témoignages recueillis auprès des participants et d’observations livrées par les professionnels du secteur, le nouveau format conserve les composantes essentielles que sont la formation intensive et le mentorat, tout en introduisant de nouveaux éléments destinés à mieux répondre aux exigences actuelles du journalisme sportif, avec notamment un accent mis plus particulièrement sur les médias sociaux. 

Une expérience d’apprentissage immersive

Sous la houlette de professionnels des médias olympiques, les jeunes reporters sélectionnés pour Dakar 2026 recevront une formation complète couvrant la presse écrite, la photographie, la diffusion et les médias sociaux. 

Les participants se familiariseront avec les opérations dans les zones mixtes et les conférences de presse, tout en réalisant des reportages sur les épreuves sportives et les activités culturelles proposées. Les cours expliqueront comment rédiger des récits captivants axés sur l’humain, produire du contenu en respectant les délais impartis, modifier des ressources multimédias et veiller à l’exactitude et à l’impartialité des informations communiquées. Ils porteront également sur l’intégration des médias sociaux et l’analyse des données dans la couverture sportive.

Tous les articles, photographies et enregistrements vidéo produits seront diffusés sur les plateformes médias du programme des jeunes reporters, offrant ainsi aux participants une visibilité sur le plan international. Des intervenants représentant les médias internationaux et le Mouvement olympique viendront enrichir la formation, et toutes les personnes qui auront suivi les cours recevront un certificat de participation officiel du CIO. Le(la) jeune reporter le(la) plus méritant(e) se verra décerner le prix Steve Parry.

Les jeunes professionnels âgés de 21 à 25 ans ayant suivi une formation en journalisme, en photographie ou en diffusion sont invités à postuler via le portail prévu à cet effet sur www.Olympics.com. La période de candidature s’ouvre aujourd’hui ; elle prendra fin le 30 novembre 2025. Les jeunes reporters seront informés de leur sélection à la fin du mois de février 2026 au plus tard. Tous les candidats doivent maîtriser l’anglais et joindre un portfolio ainsi que des lettres de recommandation à leur dossier.

Outre le processus susmentionné, des candidatures seront également présentées par les comités d’organisation des prochaines éditions des Jeux Olympiques et des Jeux Olympiques de la Jeunesse – Dakar 2026, Dolomiti Valtellina 2028, Los Angeles 2028, Alpes françaises 2030 et Brisbane 2032 – assurant ainsi une large représentation du Mouvement olympique. 

Pour rappel, les JOJ de Dakar 2026 se tiendront sur deux semaines à partir du 31 octobre et réuniront les meilleurs jeunes athlètes du monde âgés de 17 ans au maximum. Les Jeux se dérouleront sur trois sites hôtes au Sénégal : Dakar, Diamniadio et Saly. 

Distribué par APO Group pour International Olympic Committee (IOC).

Media files

International Olympic Committee (IOC) launches revamped Young Reporters Programme for Dakar 2026

Source: APO

Applications are now open (https://apo-opa.co/4pMyNB0) for the next edition of the Young Reporters Programme, which will run during the Dakar 2026 Youth Olympic Games (YOG). Sixteen aspiring sports journalists from around the world will be selected to take part in this immersive training experience, and develop their skills in a real Games-time environment.  

New format inspired by global media trends

Launched at the inaugural YOG in Singapore in 2010, the IOC Young Reporters Programme has so far trained 125 participants from 68 countries, equipping them with the tools and experience needed to pursue careers in sports media. Many alumni have gone on to work at the Olympic Games or for major broadcasters, digital platforms and news agencies.

An independent review of the programme conducted in 2025 by Dr Jessie Wilkie of the University of Canberra highlighted its success, describing it as “a highly effective and supportive journalism training programme”. The study, which was based on surveys and interviews with former participants, found that 63 per cent of them had gone on to work at the Olympic Games, while one-third had worked with the IOC in some capacity. Dr Wilkie also noted that the programme has built a talented alumni community, many of whom described the experience as a “life-changing” opportunity that had helped launch their careers in sports media. The review also made a series of recommendations to ensure that the programme continues to evolve in line with the changing media landscape.

The Dakar 2026 edition therefore marks a significant evolution in the programme, following the review’s recommendations. Drawing on 15 years of participant feedback and industry insight, the revised format retains the core principles of intensive training and mentorship, while introducing new elements to better align with the modern demands of sports reporting, including a greater focus on social media.

An immersive learning experience  

Under the guidance of senior Olympic media professionals, the selected Young Reporters for Dakar 2026 will experience a comprehensive training programme covering print journalism, photography, broadcasting and social media.

Participants will gain practical experience in mixed zones and press conferences, while reporting on sports events and cultural activities. Coursework will include how to tell compelling human-interest stories, produce content to deadlines, edit multimedia assets, and maintain accuracy and fairness in reporting. They will also explore social media integration and data analysis in sports coverage. 

All stories, photos and video packages produced will be published on the programme’s media platforms, offering participants international exposure. Guest speakers from global media organisations and the Olympic Movement will enrich the learning experience, and all participants will receive an official IOC Certificate of Participation. The most outstanding participant will be honoured with the Steve Parry Award. 

Young professionals aged 21 to 25 with a background in journalism, photography or broadcasting are invited to apply via the dedicated portal on www.Olympics.com. The application window is open from now until 30 November 2025, and successful candidates will be notified by the end of February 2026. All applicants must be fluent in English and provide a portfolio and references to support their candidacy. 

In addition to the open application process, candidates will also be nominated by the Organising Committees of upcoming Olympic and Youth Olympic Games – including Dakar 2026, Dolomiti Valtellina 2028, Los Angeles 2028, French Alps 2030 and Brisbane 2032 – ensuring broad representation from across the Olympic Movement.

The Dakar 2026 YOG will take place over two weeks from 31 October, bringing together the world’s best young athletes aged up to 17. The Games will be held across three host sites in Senegal: Dakar, Diamniadio and Saly. 

Distributed by APO Group on behalf of International Olympic Committee (IOC).

Media files

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Helen Zille: will competence, courage and a dose of arrogance be enough to get her elected as Johannesburg’s mayor?

Source: The Conversation – Africa – By Roger Southall, Professor of Sociology, University of the Witwatersrand

Love her or loathe her, it is hard to deny that Helen Zille is one of the most remarkable politicians South Africa’s democracy has yet seen. Remarkable because she has served in so many high-profile public roles – as mayor of Cape Town, premier of the Western Cape province, leader of the opposition, and leader of the Democratic Alliance before later becoming the party’s federal chair, and wielding power behind the scenes.

She has never steered clear of controversy, and indeed, revels in it in a way which discomforts her opponents.

She is both feared and respected for her intelligence, diligence, hard work, determination, competence, courage, integrity – and let’s face it, not a little dose of arrogance, which at times has led her unnecessarily into trouble, as with her infamous “colonialism” tweet, which caused widespread offence.


Read more: Zille, tweeting and inanity: more reasons for white South Africans to shut up


But this points to another quality she has as a politician: she has a thickness of skin which would make a bull elephant blush. Additional to all this, there has never been any taint of financial scandal about her throughout her long years in public life.

So you can see why her political opponents, and particularly the African National Congress (ANC), are running scared following the announcement by the Democratic Alliance that she will be their candidate for mayor of Johannesburg in the local elections in 2026. At age 74, she ain’t no spring chicken, but she can still do a respectable dance, and intends to waltz her way into the mayoral chair.

However, she may well become the best mayor Johannesburg has never had.

Why she might win

Zille has pitched her running for mayor as a “local gal returning to her roots”, where she grew up, where she worked as a journalist and where, she tells us, she fell in love in a city she has always loved and knows back to front.

And why?

Because she is coming to save it, descending from the clouds of Democratic Alliance heaven in Cape Town – a city it has run since 2009 – to rescue the good citizens of Johannesburg from ANC hell. An ANC, she tells us – and who can deny it? – which has manufactured political instability and municipal collapse. An ANC which has collapsed the most basic of services so that taps in many areas run dry, sewage swamps the pot-holed roads, household waste mounts up, and electricity supply has become erratic. An ANC which has allowed corruption to thrive.


Read more: Johannesburg’s problems can be solved – but it’s a long journey to fix South Africa’s economic powerhouse


Zille does not lack confidence and she talks a good talk. Local government is not rocket science, she says. It’s common sense, it’s getting down to basics, it’s about political will, it’s about proper management of resources. It’s about having the competence and determination to ensure that water flows through the pipes again, that electricity is restored, roads are repaired, and collection of waste is secured.

And how is this to be done? By streamlining the city’s administration, by rationalising its bureaucracy, cutting back the fat, and increasing the investment in maintenance and infrastructure which the ANC has so lamentably allowed to lapse. No community, no suburb will be ignored.

Nirvana is in prospect – but only if she is given the chance to restore the city to its former glory.

We should not doubt that Zille is propagating a gospel that appeals beyond the boundaries of traditional Democratic Alliance support. She has already received the vocal support of one-time prominent ANC praise-singers, such as former University of the Witwatersrand vice-chancellor Adam Habib and Ebrahim Harvey, biographer of former president Kgalema Motlanthe.

Both have pronounced a verdict that will justify defection from the ANC: Johannesburg is in a crisis brought on by ANC misrule and a vote for Zille will not be a vote for the Democratic Alliance, but a vote for the one person with the character, competence and drive to turn the city around.

Although their heresy may not be enough to convince traditional ANC supporters to break with the past, it may appeal to their children, who are not so bound by their grandparents’ and parents’ loyalties.


Read more: Africa’s city planners must look to the global south for solutions: Johannesburg and São Paulo offer useful insights


Zille had to climb over other Democratic Alliance bodies to win her nomination and has doubtless left some bruised egos in her wake. But this will not stop the DA uniting behind her.

The party smells blood, and it’s coloured the black, green and gold of the ANC. Win control of Joburg, hang on to Cape Town, and the Democratic Alliance will be running South Africa’s two major economic hubs. Turn Joburg around, provide a better life for all its citizens regardless of where they live, and the Democratic Alliance will hope to shed its reputation as the party for whites and the well-off, positioning itself nicely for the next general election. It’s a great scenario for the Democratic Alliance.

But there are obstacles in the way.

Why she might lose

To become mayor, Zille will need the backing of a majority of Johannesburg’s 270 seat council. At the last local election in 2021, the ANC emerged as the largest party with 33% of the vote and 91 seats. The Democratic Alliance came in second with 26% and 71. What followed initially was a Democratic Alliance minority government, before this was collapsed in September 2022 by the Economic Freedom Fighters (29 seats) throwing its lot in with the ANC, which took office as the major party in a coalition.

It all became a messy and disheartening story for Johannesburg’s voters, who saw the politicians scrabbling for power and perks while the city went into decline. But it demonstrates what the Democratic Alliance is up against.

And, as Zille has acknowledged, the mixed-member proportional electoral system used in local elections makes it enormously difficult for any single party to win an absolute majority. Even if the Democratic Alliance emerged as the largest party, it would have to fish for support among other parties to form a viable coalition.


Read more: South African local government elections: why a great deal hangs on the outcome


Meanwhile, Zille has ruled out striking any deal with the Economic Freedom Fighters and is equally unlikely to strike any agreement with Jacob Zuma’s uMkhonto weSizwe Party. Perhaps she might be able to do a deal with the ANC in an echo of the government of national unity? Or will the ANC be so averse to joining a council led by Zille that it opts for what the DA terms a “doomsday coalition” with the EFF and/or MK?

Much will depend on the nature of the campaign, and whether Zille can avoid making the gaffes to which she is prone. In her speeches to black audiences she must avoid sounding like Madam condescending to Eve – the two characters in a popular South African cartoon strip.

Furthermore, however irrelevant they may be to local government, she may struggle to sidestep broader political issues, such as whether she is prepared to declare Israel is committing genocide in Gaza.

Yet Zille will count on voters wanting to have water in their taps.

The Iron Lady’s last stand?

The DA is risking much in putting Zille forward for mayor in Johannesburg. It knows she antagonises as many voters as she attracts and that she never fails to provoke controversy. But the party clearly sees her as well worth the gamble. She has name recognition far and wide. She will draw attention. She is guaranteed to provoke debate. She will ensure that the party’s existing voters turn out in droves while large swathes of the ANC’s supporters may stay at home.

The Democratic Alliance also knows that Zille’s nomination will ensure that the race in Johannesburg will attract national attention and is banking on it reverberating in its favour nationally. And it also knows that this is very possibly the Iron Lady’s last stand.

If she does become mayor, Zille will be 75 when she gets the job, and if she serves a full term, she will be 80 come the following local election. Many within the DA may be reckoning that, at that point, Zille will conclude that it is time to call it quits and exit the political arena gracefully to join the knitting circle in the retirement home in Cape Town where she lives. Even she will conclude by then that she will be too old to continue.

Surely she would, wouldn’t she? Don’t count on it.

– Helen Zille: will competence, courage and a dose of arrogance be enough to get her elected as Johannesburg’s mayor?
– https://theconversation.com/helen-zille-will-competence-courage-and-a-dose-of-arrogance-be-enough-to-get-her-elected-as-johannesburgs-mayor-266220

Africa’s borrowing costs are too high: the G20’s missed opportunity to reform rating agencies

Source: The Conversation – Africa – By Misheck Mutize, Post Doctoral Researcher, Graduate School of Business (GSB), University of Cape Town

One of the commitments the South African presidency of the G20 made in its policy priorities document at the beginning of 2025 was to push for fairer, more transparent sovereign credit ratings. And to address the high cost of capital caused by an illusive perception of high risk in developing economies.

South Africa proposed to establish a commission to look into the cost of capital. In particular, to investigate the issues that impair the ability of low- and middle-income countries to access sufficient, affordable and predictable flows of capital to finance their development.


Read more: Rating agencies don’t treat the Global South fairly: changes South Africa should champion in G20 hot seat


For many in Africa, this was more than a bureaucratic statement. It represented the first real chance for countries in the global south to challenge the entrenched power of international credit rating agencies through the G20. Through the influence of their opinions, Moody’s, S&P Global Ratings and Fitch Ratings are at the centre of driving the high cost of borrowing in Africa.

But the window of opportunity for advances to be made on this are narrowing. The South African government and the country’s business community have not used the opportunity provided by the G20 presidency to press for reforms that could reduce Africa’s borrowing costs and strengthen its financial sovereignty.

Why credit ratings matter so much

Credit rating agencies are not neutral observers of financial markets. Their judgements directly shape investor sentiment, access to finance and the interest rates countries pay when issuing bonds.

For developing countries, especially in Africa, ratings determine whether a government spends its scarce resources on debt servicing or on development needs such as schools and hospitals.

The problem is not just the ratings themselves but the inaccuracy and subjectivity of how they are determined.

Developing economies have frequently complained about several rating challenges.

First, African countries are more likely to be given rating downgrades that aren’t supported by economic fundamentals than countries in other regions.

Second, subjective risk factors are applied by pessimistic rating analysts who are based outside the continent.


Read more: Rating agencies and Africa: the absence of people on the ground contributes to bias against the continent – analyst


Third, developing economies are penalised on the basis of the speculative impact of external shocks such as global pandemics or climate-related disasters.

Lastly, there are significant variations in the weights allocated to risk factors in Africa compared to peer countries with relatively similar risk profiles in Asia and Latin America.

A missed leadership opportunity

The G20 remains the key global forum where both the major advanced economies and the most influential developing economies sit together. As chair, South Africa has the power to shape the agenda, shape working groups and drive communiqués that influence global discourse.

But so far, the proposed cost of capital commission has not been established. It is fair to assert that South Africa’s G20 presidency has not used this platform to redress the cost of capital issue. Its engagements on credit rating reform have been limited to reiterating talking points. There’s no evidence of structured proposals dedicated to the issue.

This inaction is surprising given that South Africa itself is no stranger to the sharp end of credit rating decisions. In the past eight years, a series of downgrades by the international rating agencies pushed the country’s debt deep into “junk” status. These decisions have raised borrowing costs and dented investor confidence. Pretoria therefore has both experience and legitimacy to lead a reform conversation on sovereign ratings.

In addition, South Africa’s corporate and financial sector – its banks, insurers and institutional investors – have remained largely on the sidelines.

Platforms such as the Cost of Capital Summit, convened by the Business (B20) working group, Standard Bank, Africa Practice and the African Peer Review Mechanism, were useful. But South Africa’s business community has failed to seize its country’s G20 presidency as a lever to press for reforms that would benefit not only domestic firms but also African partners.

Lower sovereign borrowing costs in host countries, for example, would directly reduce macroeconomic risks for South African corporates operating across the continent and expand their investment opportunities.

What could have been done

Three concrete steps could bring the issue of credit rating reform back onto the agenda.

  • Mainstream credit ratings in the G20 technical task force agenda. Its Communique should clearly reflect that ratings are the gatekeepers of capital by determining borrowing costs, shaping investor sentiments and ultimately determining how much fiscal room governments will have to finance development.

  • Recognise and champion the Africa Credit Rating Agency (AfCRA) as one of the mechanisms to address cost of capital in Africa. The African Union has already endorsed the establishment of a continental agency to complement global credit rating agencies. South Africa should use the G20 platform to raise the initiative’s profile, attract technical support and encourage global investors to consider its assessments.


Read more: Africa’s new credit rating agency could change the rules of the game. Here’s how


The cost of inaction

According to UNCTAD, developing countries pay interest rates up to three percentage points higher than peers with similar fundamentals, amounting to billions of dollars annually in excess costs.

This “hidden tax” on development has direct human consequences. Fewer resources for infrastructure, climate adaptation, health systems and education. For Africa, where financing needs are immense, more accurate credit ratings could unlock vital fiscal space.

South Africa cannot afford to let its G20 presidency drift into symbolism. The promise of “fairer, more transparent” sovereign credit ratings must be translated into action, through task forces, communiqués and alliances that advance reform.

Pretoria also needs its business sector to step up. This is not only a moral imperative. It’s also an economic one.

Lower risk premium and fairer access to capital will expand opportunities across the continent, including for South African investors. The world is watching. If South Africa fails to lead, it will confirm suspicions that rhetoric about reforming the global financial architecture is little more than lip service. If it seizes the moment, however, it could leave a legacy far greater than its own domestic struggles. The beginning of a fairer, more accountable system of sovereign credit ratings for the global south.

– Africa’s borrowing costs are too high: the G20’s missed opportunity to reform rating agencies
– https://theconversation.com/africas-borrowing-costs-are-too-high-the-g20s-missed-opportunity-to-reform-rating-agencies-265766

SIU uncovers syndicates which allegedly looted R2 billion at Tembisa hospital

Source: Government of South Africa

The Special Investigating Unit (SIU) says its investigation into corruption at Tembisa Hospital, in Ekurhuleni, has uncovered three coordinated syndicates, responsible for the looting of over R2 billion meant for healthcare.

“This staggering sum, intended for the provision of healthcare to the most vulnerable, was instead ruthlessly siphoned off through a complex web of fraud and corruption, representing an egregious betrayal of the nation’s trust,” Head of the SIU, Advocate Andy Mothibi said on Monday.

Addressing the media at the hospital where an interim report on the investigation on corruption at the facility was released, Mothibi said as complex as the probe had been, they had been able to uncover irregularities, fraudulent activities and corrupt activities by officials and service providers.

In September 2022, the Office of the Premier referred matters to the SIU to be investigated. The unit has since then analysed at least 2 207 procurement bundles. 

“Key officials from the Gauteng Department of Health (GDOH) and Tembisa Hospital are accused of benefiting from corrupt payments that facilitated the irregular appointment of service providers, involving money laundering and fraud through fronting and the use of false Supply Chain Management documentation,” Mothibi said.

The investigation currently involves 207 service providers which traded with the Tembisa Hospital under 4 501 purchase orders (PO). Each PO is linked to a purported three-quote procurement process purportedly involving three competing bidders.

“These numbers are constantly updated as new companies are identified through ongoing investigations and the flow of funds involving irregularly appointed service providers at the Tembisa Hospital,” Mothibi said.

The syndicates are the Maumela syndicate, Mazibuko syndicate and the X syndicate.

The Maumela syndicate is linked to Hangwani Morgan Maumela; the Mazibuko syndicate is linked to Rudolph Mazibuko while investigations are continuing into the X syndicate.

The SIU is reviewing 1728 bundles worth R816 560 710 related to the Maumela syndicate and has completed 924 analyses, uncovering significant irregularities. 

The SIU has also traced 41 suppliers or service providers linked to Maumela; three of the companies that were awarded contracts to the value of R13 538 292 in this syndicate are linked to Vusimuzi Matlala.

With regard to the Mazibuko syndicate, the SIU reviewed 651 bundles valued at R283 504 291, with 392 completed analyses revealing assets worth R42 646 502, including multiple properties in the Western Cape and Gauteng.

With regard to X syndicate, the SIU is currently assessing 1237 procurement bundles, valued at R596 424 356.

Apart from these syndicates, the SIU also uncovered other syndicates which have looted millions at the hospital.

Mothibi said the SIU’s evidence has revealed that the total value of corrupt payments linked to officials and employees of GDOH and Tembisa Hospital is R122 228 000.

“The SIU has identified at least 15 current and former officials involved in activities such as corruption, money laundering, collusion and bid rigging with improperly appointed service providers at Tembisa Hospital.

“These individuals abused their positions throughout the procurement process to benefit these providers and enrich themselves. The number of identified officials is expected to rise as the investigation continues. The officials range from entry-level clerks to management-level officials,” he said.

The SIU has prepared 116 disciplinary referrals against 13 officials, of which 108 were delivered to the GDOH relating to maladministration, as well as the irregular appointment of service providers at the hospital.

Health Minister, Dr Aaron Motsoaledi, said the corruption could not have taken place if it was not for the assistance of corrupt officials both at the hospital and Gauteng Health Department.

He said while investigations are continuing, there was a need to look at the officials at the department. “Whistle blowers must be protected and those involved in corruption must be removed from society,” he said. – SAnews.gov.za