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Kholo Capital and Tensai provide R275 million to support Management Buy-Out (“MBO”) of Isambane Mining

Source: APO

Kholo Capital Mezzanine Debt Fund I (“Kholo Capital”) and Tensai Private Equity (“Tensai”) today announced the provision of R275 million in mezzanine debt funding to support the management buy-out (“MBO”) of Isambane Mining (“Isambane”), a leading mid-tier mining contractor in South Africa.

Isambane delivers comprehensive opencast mining services, including drilling, blasting, loading, hauling, rehabilitation and day-work services to blue-chip mining clients.

Founded in 2005, Isambane has developed into an established and reputable South African contract mining operator. The transaction enables the company’s management team to acquire 100% ownership of the business, strengthening operational control and positioning Isambane for its next phase of growth.

The R275 million mezzanine funding package comprises R200 million provided by Kholo Capital and R75 million provided by Tensai Private Equity. 

The management consortium is led by Chairman Banzi Giyose, Chief Executive Officer Johan Venter and Chief Financial Officer Jorrie Jordaan and were advised by Bravura Capital.

Zaheer Cassim, Managing Partner and Founder of Kholo Capital, commented: “We are delighted to support Isambane’s accomplished and highly motivated management team in acquiring full ownership of this exceptional business. This transaction is a strong example of how structured mezzanine debt capital can enable management-led ownership transitions without unnecessary equity dilution, while providing the flexibility required to sustain growth and operational momentum. Isambane has built a high-quality, resilient platform underpinned by long-standing relationships with Tier-1 mining clients, strong cash flow generation, and a scalable operating model. The leadership team’s depth of experience—spanning more than 170 years across operations, engineering, safety and financial management—provides a solid foundation for continued execution and growth. This transaction also aligns ownership with those closest to the business, enhances black ownership and control, and positions Isambane to capitalise on opportunities in the mining services sector. We look forward to partnering with management as a long-term capital provider, supporting their strategic objectives and helping unlock further value in the business.”

Mokgome Mogoba, Managing Partner and Founder of Kholo Capital, added: “Isambane’s portfolio includes multi-year contracts with Tier-1 mining clients, providing strong revenue visibility. Its flexible operating model enables rapid redeployment of fleet and personnel, significantly mitigating contract and asset utilisation risk. Importantly, this transaction enhances black ownership and control in a sector that has historically lacked transformation. Isambane is now a majority black-owned and black-controlled mining services company. This transaction reflects continued investor confidence in South Africa’s mining services sector and highlights the role of structured mezzanine debt in enabling management-led ownership transitions.”

Tensai added, “Tensai is pleased to partner with Kholo Capital on this transaction. Isambane’s established position and resilient operating model make it an attractive investment, and we are proud to support an experienced leadership team while contributing to meaningful transformation within South Africa’s mining sector.”

Soria Hay of Bravura Capital observed: “Bravura is delighted to have assisted the exceptional Isambane management to achieve the 100% Management Buy-Out from the existing shareholders within less than 9 months from our initial engagement. With Isambane being a capital-intensive business, we had to navigate the legal relationships with the various senior lenders carefully to achieve this outcome. All our thanks to the Kholo Capital and Tensai teams for the spirit of cooperation and partnership that was shown along the process. They were meticulous, but helpful to address the invariable niggles that always arise during these types of transactions. We wish Isambane only the best for this new chapter in its life.”

Banzi Giyose, Chairman of Isambane, said: ““This has been a complex and rigorous process, led by highly experienced investment and legal teams, and it has been a pleasure working with parties who consistently demonstrated integrity, transparency and good faith. This collaborative approach was key to achieving a successful outcome. We are sincerely grateful to Kholo Capital and Tensai, for their diligence, as well as to all advisors for their continued support and expertise.

For Isambane, this milestone marks the beginning of an exciting new chapter—one grounded in purpose, operational excellence and sustainable value creation. We remain committed to delivering strong performance while fostering safer work environments and creating meaningful opportunities for local communities.”

Johan Venter, CEO of Isambane, concluded: “This transaction represents a transformational step for Isambane, aligning ownership with a management team deeply committed to the business and its long-term success. It strengthens our foundation for disciplined growth, anchored in our core values of faith, integrity, accountability, resilience, partnership and operational excellence. Kholo Capital brought strong credibility, commercial rigour and execution capability to the process. Their principled, solutions-driven approach and ability to navigate complexity while maintaining momentum were instrumental in achieving this outcome. We enter this next phase with confidence, guided by our values and a shared commitment to building a sustainable, high-performing business.”

Norton Rose Fullbright acted as legal counsel to Kholo Capital and ENS acted as legal counsel for Tensai.

Distributed by APO Group on behalf of Kholo Capital.

For more information contact:
Zaheer Cassim
Managing Partner
Kholo Capital Mezzanine Debt Fund I
zaheer@kholocapital.com
Tel: +27-83-786-0845

Mokgome Mogoba
Managing Partner
Kholo Capital Mezzanine Debt Fund I
mokgome@kholocapital.com
Tel: +27-79-631-5860

Kholo Capital Mezzanine Debt Fund I
34 Melrose Boulevard
Melrose Arch
2076 
South Africa

Tensai contact details:
info@tensai.co.za
Tel: +27 21 276 2040

About Kholo Capital Mezzanine Debt Fund I: 
Kholo Capital Mezzanine Debt Fund I is a R1.4 billion specialist fund providing flexible mezzanine debt solutions to mid-market businesses across Southern Africa. The fund is designed to bridge the gap between senior debt and equity, enabling companies to access growth and acquisition capital while minimising equity dilution for shareholders.

The fund typically provides investments ranging from R70 million to R205 million to businesses generating a minimum of R25 million in EBITDA per annum. Kholo Capital invests in sectors with high social impact including infrastructure, financial services, healthcare, education, telecommunications, renewable energy, food and services. The investment mandate excludes primary mining, primary agriculture, micro-lending, gambling, ammunition, tobacco, hard liquor and government-related businesses. Larger transactions can be supported through co-investment from limited partners or through syndicated structures.

Kholo Capital provides tailored funding solutions for a variety of transaction types, including growth capital, acquisitions, management buy-outs, leveraged buy-outs, private equity transactions, share buybacks, refinancing of shareholder loans and dividend recapitalisations. The fund also partners with businesses to optimise their capital structures, including refinancing portions of senior bank debt to improve cash flow and create additional headroom for reinvestment and expansion.

Mezzanine debt funding is typically structured as a 4- to 7-year instrument with flexible, bullet repayment profiles, allowing companies to service interest during the term while deferring capital repayment to maturity. This structure supports stronger cash flow management and enables businesses to reinvest in growth initiatives. The fund targets returns more than 17%, combining yield with potential equity upside.

Kholo Capital adopts a disciplined investment approach, with leverage typically capped at 3.5x to 4.0x total debt to EBITDA and up to 80% loan-to-value, ensuring a minimum 20% equity buffer. Investments are made in established, cash-generative businesses, and the fund does not invest in distressed situations or standalone greenfield projects without appropriate guarantees from qualifying operating entities.

Founded in 2020 by Mokgome Mogoba and Zaheer Cassim, Kholo Capital is a specialist alternative investment manager with deep expertise across senior debt, mezzanine debt and private equity. The investment team has more than 100 years of combined experience and has collectively deployed over R50 billion across more than 90 transactions in over 10 African countries. The firm is led by a cohesive and experienced team with a long-standing track record of working together over two decades.

About Tensai:
Tensai Private Equity seeks to invest in businesses that demonstrate a proactive approach to innovation, recognizing the potential for technology to optimize operations, enhance customer experiences, and unlock new avenues for growth.

Website: www.Tensai.co.za

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Prime Minister and Minister of Foreign Affairs Receives Phone Call from Norwegian Prime Minister

Source: Government of Qatar

Doha, April 06, 2026

HE Prime Minister and Minister of Foreign Affairs Sheikh Mohammed bin Abdulrahman bin Jassim Al-Thani received on Monday a phone call from HE Prime Minister of the Kingdom of Norway, Jonas Gahr Store. 

During the call, they discussed the developments of the military escalation in the region and its serious repercussions on regional and international security and stability, as well as ways to resolve all disputes in a peaceful manner. 

HE Prime Minister and Minister of Foreign Affairs stressed the need to stop the unjustified Iranian attacks on Qatar and the countries in the region, warning – in this context, of the consequences of irresponsible targeting of vital infrastructure, especially those related to water, food and energy facilities. 

His Excellency further emphasized the need to strengthen coordination and intensify joint efforts, return to the negotiating table, and prioritize reason and wisdom, in a way that ensures global energy security, freedom of navigation and environmental safety, and preserves the stability of the region.

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Prime Minister and Minister of Foreign Affairs Receives Phone Call from Minister of Foreign Affairs, European Union and Cooperation of Spain

Source: Government of Qatar

Doha | April 06, 2026

HE Prime Minister and Minister of Foreign Affairs Sheikh Mohammed bin Abdulrahman bin Jassim Al-Thani received a phone call from HE Minister of Foreign Affairs, European Union and Cooperation of the Kingdom of Spain, Jose Manuel Albares.

During the call, they reviewed the developments of the military escalation in the region and its serious repercussions on regional and international security and stability, as well as ways to resolve all disputes in a peaceful manner.

HE Prime Minister and Minister of Foreign Affairs stressed the need to stop the unjustified Iranian attacks on Qatar and other countries in the region, warning against the irresponsible targeting of vital infrastructure, particularly related to water, food, and energy facilities.

HE also emphasized the necessity of strengthening coordination, intensifying joint efforts, returning to the negotiating table, and prioritizing reason and wisdom to contain the crisis, to ensure global energy security, freedom of navigation, environmental safety, and to preserve regional stability.

For his part, HE Minister of Foreign Affairs, European Union and Cooperation of the Kingdom of Spain expressed his country’s solidarity with the State of Qatar, stressing the importance of de-escalation, preserving infrastructure and civilian facilities, and ensuring the safety of the energy sector.

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United States (U.S.) and Mozambique Advance Cooperation on Emergency Response and Safety

Source: APO – Report:

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On Thursday, April 2, 2026, the United States Government, through the Regional Security Office (RSO), conducted specialized training and donated Weapons of Mass Destruction (WMD) response equipment to the Mozambican Fire Brigade under the leadership of Mozambique’s Ministry of Interior. This initiative strengthens Mozambique’s capacity to prevent, respond to, and recover from chemical, biological and radiological incidents. 

The training of ten fire brigade personnel and the transfer of specialized equipment underscore the enduring U.S.-Mozambique security cooperation. By investing in professional development, interagency coordination, and modern response capabilities, both nations are advancing practical cooperation that enhances emergency preparedness and operational resilience. 

Addressing the participants, Chargé d’Affaires Abigail L. Dressel underscored that “First responders stand on the front lines of protecting our communities—running toward danger so others can remain safe. Today’s training and equipment donation reflect our shared commitment to strengthening Mozambique’s capacity to respond to complex threats. By training, planning, and responding together, we are not only improving preparedness—we are protecting lives and advancing our common security.”  

The United States remains committed to working alongside Mozambique to build resilient institutions, enhance preparedness, and support a safer and more secure future for both nations.

– on behalf of U.S. Embassy in Mozambique.

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L’impact du conflit au Moyen-Orient sur l’Afrique

Source: Africa Press Organisation – French

L’environnement économique mondial est devenu de plus en plus volatil, avec une fréquence accrue de chocs majeurs à l’échelle mondiale. Dans un contexte de flambée des prix de l’énergie, des denrées alimentaires et des engrais provoquée par le conflit en cours au Moyen-Orient, la Banque africaine de développement (BAD) (www.AfDB.org), la Commission de l’Union africaine (CUA), le Programme des Nations Unies pour le développement (PNUD) et la Commission économique des Nations Unies pour l’Afrique (CEA) ont présenté des recommandations pratiques pour répondre à la crise et renforcer la résilience des pays africains.

Télécharger le document : https://apo-opa.co/4mjcyl0

En marge de la 58e session de la Commission économique pour l’Afrique à Tanger, au Maroc, les responsables des quatre institutions ont examiné les implications du conflit sur les économies africaines et mis en lumière les principales conclusions et recommandations de leur nouveau rapport.

« La poursuite et l’escalade du conflit aggravent l’instabilité mondiale, avec de sérieuses répercussions sur les marchés de l’énergie, la sécurité alimentaire et la résilience économique, en particulier en Afrique, où les pressions économiques restent aiguës », a déclaré S.E. Mahmoud Ali Youssouf, Président de la Commission de l’Union africaine.

Le rapport souligne que les chocs actuels se propagent plus rapidement que lors des perturbations mondiales passées, laissant aux économies africaines peu de temps pour s’ajuster. Leurs effets se font déjà sentir sur les économies et les ménages africains, nécessitant des mesures politiques rapides et efficaces.

Les prix mondiaux du pétrole ont déjà augmenté de plus de 50 % à la fin du mois de mars. Vingt-neuf monnaies africaines se sont dépréciées, augmentant le coût du service de la dette extérieure ainsi que des importations de denrées alimentaires, de carburants et d’engrais. Les perturbations liées aux approvisionnements énergétiques dans le Golfe limitent l’accès à l’ammoniac et à l’urée pendant la saison cruciale des semis de mars à mai, mettent en péril la production agricole et aggravant les risques d’insécurité alimentaire, en particulier pour les ménages à faible revenu et les économies dépendantes des importations.

Un test et un tournant

« L’Afrique a subi trop de chocs externes dont elle n’est pas responsable », a déclaré Claver Gatete, Secrétaire général adjoint des Nations Unies et Secrétaire exécutif de la Commission économique des Nations Unies pour l’Afrique. « Ce moment appelle à une action décisive, pour protéger les populations dès maintenant, mais aussi pour accélérer la transition à long terme de l’Afrique vers la sécurité énergétique, la souveraineté alimentaire et l’autonomie financière. Des crises comme celle-ci rappellent pourquoi l’Afrique doit financer davantage son propre avenir et renforcer des solutions régionales capables de bâtir la résilience avant le prochain choc. »

« La période actuelle en appelle à un engagement fort, en Afrique comme chez nos partenaires », a souligné Ahunna Eziakonwa, Sous-Secrétaire générale des Nations Unies et Directrice du Bureau régional pour l’Afrique du PNUD. « En combinant des choix politiques éclairés, des instruments de financement efficaces et une volonté politique soutenue, l’Afrique peut non seulement faire face à ce choc, mais aussi en sortir renforcée, plus autonome et mieux armée pour orienter son avenir économique. »

La note appelle à une action coordonnée autour de trois horizons :

  • Des mesures immédiates de réponse à la crise pour protéger les ménages et stabiliser l’approvisionnement en carburant, en denrées alimentaires et en engrais, qui seraient mises en œuvre par les gouvernements africains avec l’appui des partenaires de développement et du secteur privé.
  • Des réformes à moyen terme pour renforcer la sécurité énergétique, la protection sociale ciblée et le commerce régional dans le cadre de la ZLECAf.
  • Des réformes structurelles à long terme visant à renforcer la mobilisation des ressources intérieures et les mécanismes africains de sécurité financière, notamment à travers la mise en œuvre accélérée du Mécanisme africain de stabilité financière.

« À mesure que les crises mondiales se multiplient, la réponse de l’Afrique doit évoluer, passant de la gestion des chocs à la construction de la résilience », a insisté Sidi Ould Tah, Président du Groupe de la Banque africaine de développement. « Les institutions africaines et les partenaires de développement doivent agir rapidement et de manière concertée, en tirant parti de leurs avantages comparatifs pour atténuer les chocs à court terme, tout en jetant les bases d’une résilience durable. »

En renforçant l’intégration régionale, en accélérant les solutions financières portées par l’Afrique et en investissant de manière décisive dans la résilience des secteurs de l’énergie, de l’alimentation et du commerce, le continent pourra passer de la vulnérabilité à la préparation.

Distribué par APO Group pour African Development Bank Group (AfDB).

Pour plus d’informations et demandes d’interview, veuillez contacter :
Solomon Mugera
BAD
s.mugera@afdb.org

Nuur Mohamud Sheekh
CUA 
sheekhN@africanunion.org

Sophia Denekew
CEA
denekews.uneca@un.org

Eve Sabbagh
PNUD
eve.sabbagh@undp.org

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The Impacts of the Middle East Conflict on Africa

Source: APO

The global economic environment has become increasingly volatile with rising frequency of major shocks worldwide. Amid spikes in energy, food and fertilizer prices caused by the ongoing conflict in the Middle East, the African Development Bank (AfDB) (www.AfDB.org), the African Union Commission (AUC) the United Nations Development Programme (UNDP), and the UN Economic Commission for Africa (UNECA) outline practical recommendations for crisis responses and resilience building in African countries.

Download Document: https://apo-opa.co/4mjcyl0

On the margins of the 58th Session of the Economic Commission for Africa in Tangier, the principals of the four institutions discussed the implications of the conflict on African economies and highlighted the key findings and recommendations of the forthcoming report.

“Continued escalation of the conflict worsens global instability, with serious implications for energy markets, food security, and economic resilience, particularly in Africa where economic pressures remain acute” H.E. Mahmoud Ali Youssouf, Chairperson of the African Union Commission.

The report highlights that the current shocks are transmitting faster and through more concentrated channels than past global disruptions, leaving African economies with little time to adjust. Its effects are already affecting African economies and households, requiring rapid effective policy action.

Global oil prices have already surged by more than 50 percent as of late March. Twenty-nine currencies in Africa have weakened, raising the cost of servicing external debt and importing food, fuel, and fertilizer. Disruptions linked to Gulf energy supplies limit access to ammonia and urea during the critical March–May planting season. This will affect agricultural production, compounding risks of crisis and emergency levels of food insecurity, especially for low‑income households and import‑dependent economies.

A Test and a Turning Point

“Africa has been hit by too many external shocks not of its making,” said Claver Gatete, UN Under-Secretary-General and Executive Secretary of the United Nations Economic Commission for Africa “This moment calls for decisive action, to protect people now, but also to accelerate Africa’s long‑term push towards energy security, food sovereignty, and financial self‑reliance. Crises like this reinforce why Africa must finance more of its own future and strengthen regional solutions that build resilience before the next shock hits.”

“This moment demands leadership, within Africa and from its partners,” stressed Ahunna Eziakonwa, UN Assistant Secretary‑General and Director of UNDP’s Regional Bureau for Africa. “With the right mix of policy choices, financing tools, and political resolve, Africa can weather this shock and emerge more resilient, more self-reliant, and better positioned to shape its own economic future.”

The Brief calls for coordinated action across three horizons:

  • Immediate crisis response measures to cushion households and stabilize fuel, food, and fertilizer supply by African governments and supported by development partners and the private sector.
  • Medium‑term reforms to strengthen energy security, targeted social protection, and regional trade under the AfCFTA
  • Long‑term structural reforms towards stronger domestic resource mobilization and African financial safety nets, including accelerated implementation of the African Financing Stability Mechanism

“As global crises multiply, Africa’s response must evolve from managing shocks to fostering resilience,” emphasized Sidi Ould Tah, President of the African Development Bank Group. “African institutions and development partners need to act swiftly and in concert, leveraging their comparative advantages to cushion short-term shocks while laying the foundations for long-term resilience.”

By strengthening regional integration, accelerating African-led financial solutions, and investing decisively in energy, food, and trade resilience, the continent can move from vulnerability to preparedness.

Distributed by APO Group on behalf of African Development Bank Group (AfDB).

For more information and interviews, please contact:
Solomon Mugera 
AfDB 
s.mugera@afdb.org       

Nuur Mohamud Sheekh 
AUC 
sheekhN@africanunion.org

Sophia Denekew 
UNECA 
denekews.uneca@un.org

Eve Sabbagh
UNDP
eve.sabbagh@undp.org

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Cabo Verde reforça ambição de hub logístico com o início de transporte aéreo de carga do Brasil para Cabo Verde pela LATAM Cargo

Source: Africa Press Organisation – Portuguese –

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Cabo Verde dá mais um passo na criação das condições para se tornar num centro logístico internacional, ancorado ao hub do aeroporto do Sal. A nova operação representa um marco importante no posicionamento estratégico do país no Atlântico Médio, abrindo caminho para o desenvolvimento de uma plataforma de redistribuição de mercadorias a partir da Ilha do Sal, com potencial para servir mercados da África Ocidental, Europa e Américas.

Esta iniciativa está alinhada com a visão do Governo de transformar a ilha do Sal num Centro Internacional de Logística, ancorado ao hub aéreo e integrado no projeto da Zona Económica Especial do Sal. A aposta visa potenciar a localização estratégica privilegiada de Cabo Verde entre África, Europa e América, reforçar a competitividade do país e atrair investimento internacional no setor dos transportes e logística.

No quadro desta estratégia, já foi lançado o concurso público para a elaboração do estudo técnico que irá definir o modelo de desenvolvimento da Zona Económica Especial do Sal. O estudo é financiado pelo Banco Mundial e encontra-se atualmente na fase de seleção do melhor candidato, constituindo uma etapa determinante para a concretização deste projeto estruturante.

A ligação assegurada pela LATAM Cargo surge, assim, como um sinal concreto do crescente interesse de operadores internacionais no potencial logístico de Cabo Verde, podendo funcionar como catalisador para novas rotas, investimentos e parcerias estratégicas.

Com este passo, Cabo Verde reforça o seu compromisso com a diversificação da economia, a melhoria das infraestruturas e a afirmação do país como plataforma de conectividade e negócios à escala global.

Distribuído pelo Grupo APO para Governo de Cabo Verde.

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How to eat an elephant: fossil find in Tanzania shows oldest signs of butchering these giant mammals

Source: The Conversation – Africa – By Manuel Domínguez-Rodrigo, Professor of Anthropology, Rice University

Imagine a creature nearly twice the size of a modern African elephant (which can weigh up to 6,000kg. This was Elephas (Paleoxodon) recki, a prehistoric titan that roamed the landscape of what is now Tanzania nearly two million years ago. Now, imagine a group of our ancestors standing over its carcass, then butchering it and eating it.

For decades, archaeologists have debated when the hominin ancestors of humans first started eating megafauna – animals weighing more than 1,000kg.

In a new study, our team of archaeologists studying the evolution of the earliest humans in Africa has identified one of the earliest cases of elephant butchery.

This was at Olduvai Gorge in Tanzania, a site famous for containing some of the oldest and best preserved remains of our human ancestors. Dating back to 1.80 million years ago, this discovery at the site known as EAK reveals that our ancestors were engaging with megafauna substantially earlier than previously thought (about 1.5 million years ago was the previous estimate at Olduvai), and in a more sophisticated way.

This finding suggests that hominins (most likely, Homo erectus) may have been living in large social groups at this period, probably because their brains were developing and demanding higher-calorie diets rich in fatty acids.

‘Smoking guns’

Part of the reason our ancient diet has been debated is that it is not easy to find evidence of how much animal food early humans were eating and how they were acquiring it.

In traditional archaeology, the “smoking gun” for butchery (cutting up carcasses) is a cut mark left on a bone by a stone tool. However, when dealing with big animals like elephants, these marks are difficult to find. An elephant’s skin is several centimetres thick, and its muscle mass is so vast that a butcher’s tool might never touch the bone. Furthermore, millions of years of burial can weather the bone surface, erasing any subtle traces. And if a bone is deposited in an abrasive sediment, trampling by other animals may generate marks on bones that look like cut marks.

At the EAK site, we found the partial skeleton of a single Elephas recki individual in the same place as Oldowan stone tools. But to prove that this wasn’t just a natural death or the work of scavengers, we couldn’t rely on bone marks. Instead, we turned to a new kind of detective work: spatial taphonomy. This is the study of how stone artefacts and bones occur spatially on the same site. We also turned to more direct evidence: bones from those fossilised elephants that had been splintered while they were fresh (“green breaks”).

Ribs from the elephant fossil at EAK. Author provided (no reuse)

The geometry of a carcass

To solve this 1.8-million-year-old mystery, we analysed the way the bones were scattered across the site. Every agent that interacts with a carcass – whether it’s a pride of lions, a group of hyenas, or a band of humans – leaves a unique “spatial fingerprint”. Lions and hyenas tend to drag bones away, scattering them in predictable patterns based on their weight and the amount of attached meat. Natural deaths, like an elephant dying in a swamp, result in a different, more localised skeletal “collapse”.

Giraffe bones, disturbed by hyena, Botswana. Author provided (no reuse)

By using advanced spatial statistics, and later comparing the EAK site to several modern elephant carcasses that we studied in Botswana (not yet published), we found that the spatial configuration at EAK was unique. The clustering of the bones and the density of the stone tools among them did not match the “random” or “scavenger-driven” models. Instead, it reflected a focused, high-intensity processing event. The spatial signature was a match for hominin butchery, which has also been documented at Olduvai sites that are half a million years younger.

This was confirmed by the presence of green-broken long bones not just at EAK, but in several locations in the landscape where other elephant and hippopotamus carcasses were butchered. Today, only humans can break elephant long bone shafts; not even spotted hyenas, which have very powerful jaws, can do it.

Glimpses of this behaviour can be detected at other sites too. For example, a cut-marked bone fragment of a large animal (probably a hippopotamus) was documented at El-Kherba (Algeria) dated to 1.78 million years ago.

This intensive and repeated discovery of multiple elephant and hippopotamus carcasses butchered at different landscape locations indicates that humans were butchering the remains of large animals, whether hunted or scavenged.

Fractures on the elephant fossil. Author provided (no reuse)

Why does an elephant meal matter?

This discovery isn’t just about a prehistoric menu; it’s about the evolution of the human brain and social structure. There is a long-standing theory in paleoanthropology called the “expensive tissue hypothesis”. It suggests that as our ancestors’ brains grew larger, they required a massive increase in high-quality calories, specifically fat and protein. Large mammals like elephants are essentially giant “packages” of these calories. Processing even a single elephant provides a caloric windfall that could sustain a group for weeks.

Rear foot of the elephant. Author provided (no reuse)

Butchering an elephant is a monumental task, however. It requires sharp stone tools and, most importantly, social cooperation. Our ancestors had to work together to defend the carcass from predators like sabre-toothed cats and giant hyenas, while others worked to extract the meat and marrow.

Green fractures. Author provided (no reuse)

This suggests that even 1.8 million years ago, our ancestors already possessed a level of social organisation and environmental awareness that was truly “human”.

The discovery also has another dimension. Humans at that time, like modern carnivores, consumed animals whose size was related to their own group size. Small prides of lions eat wildebeests; larger prides eat buffalo and in some places even juvenile elephants. The evidence that those early humans were exploiting large animals comes in parallel with evidence that they were living in much larger sites than before, probably reflecting bigger group sizes.

Why early humans started living in large groups at that time remains to be explained, but this indicates that they certainly needed more food.

A shift in the ecosystem

The EAK site also tells us about the environment. By analysing the tiny fossils of plants and microscopic animals found in the same soil layers, we reconstructed a landscape that was transitioning from a lush, wooded lake margin to a more open, grassy savanna. Our ancestors were already eating smaller game. There is evidence that two million years ago, they were hunting small and medium-sized animals (like gazelles and waterbucks). A little earlier, they began using technology (stone tools) to bypass their biological limitations.

Read more: Large mammals shaped the evolution of humans: here’s why it happened in Africa

The evidence from Olduvai Gorge shows that our ancestors were remarkably adaptable, capable of thriving in changing climates by developing new behaviours.

As we look at the spatial layout of these ancient remains, we aren’t just looking at the bones of an extinct elephant. We are looking at the traces of a pivotal moment in our own history – when a small group of hominins looked at a giant and saw not just a threat, but a key to their survival.

– How to eat an elephant: fossil find in Tanzania shows oldest signs of butchering these giant mammals
– https://theconversation.com/how-to-eat-an-elephant-fossil-find-in-tanzania-shows-oldest-signs-of-butchering-these-giant-mammals-276907

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Kenya’s counties get budgets to undo inequality – how it’s helped households

Source: The Conversation – Africa – By Frederick Kibon Changwony, Lecturer in Accounting & Finance, University of Stirling

Kenya devolved power and public spending to 47 counties in 2013. This was in line with a global trend in which governments were pushing power and resources down to local levels in the hope that decisions made closer to people would lead to better outcomes.

The logic was straightforward: local governments should be better placed to understand and respond to local needs.

Kenya’s version of this – set out in its 2010 constitution and implemented three years later – was particularly ambitious. It guaranteed counties a share of national revenue and directed extra funds to 14 historically marginalised counties through an equity-based formula and an “equalisation fund”.

Before devolution, the differences between marginalised counties and the 33 others were large. For example, households in marginalised counties spent about half as much as those in the rest of the country – Sh3,250 (US$25) vs Sh6,149 (US$47) before the reform – on total consumption. This made addressing regional inequality a priority.

The constitution’s aim was to bring basic services, such as water, roads, electricity and healthcare, closer to national standards in areas that had long lagged behind.

Kenya counties classified by marginalisation

So did the extra county shillings change everyday life? Did households actually become better off?

I study public finance, regional inequality and behavioural finance, with a focus on how fiscal reforms and behaviour shape household financial decisions and everyday welfare. To answer these questions, I analysed four waves of Kenya’s nationally representative FinAccess Household Survey. This covered the period before the constitutional changes (2009, 2013) and after devolution (2015, 2018).

I compared trends in the 14 marginalised counties with those in the other 33 counties. I used a “before‑after, here‑there” method that evaluates how outcomes change over time between two groups. This approach helped isolate the effects of devolution from other changes happening in the economy.

The overall picture suggests that households in marginalised regions are now better off. Total household consumption more than doubled after devolution, rising from Sh3,250 (US$25) before 2013 to Sh7,549 (US$58) afterwards. By contrast, other counties saw a much smaller increase – from Sh6,149 (US$47) to Sh8,526 (US$66).

Spending on education increased by roughly 37%, and medical spending by about 43%. Rent went up by around 39%, while spending on utilities – such as electricity, water and cooking fuel – rose by about 29%. Even everyday expenses like mobile airtime increased by around 16%.

In effect, households in marginalised regions went from spending just over half of what better-off counties spent before 2013 to almost catching up afterwards. This before-and-after shift shows how much ground marginalised counties gained once devolution took effect.

However, the gains were not evenly distributed. Poorer households saw the biggest proportional increases in overall consumption. Better-off households, meanwhile, increased spending largely on education and healthcare.

Nevertheless, the changes shown in my research point to a meaningful improvement in households’ living standards over a relatively short period.

This shows Kenya’s devolution did not just move money between levels of government. It changed what households can afford, ranging from school fees to healthcare, housing, utilities and everyday connectivity.

The devolution debate and spending power

Public debate about devolution in Kenya often focuses on who gets what: whether funds are shared fairly, whether counties misuse money, or whether bigger budgets lead to better services.

These are important questions. But they tend to focus on inputs (how much money is allocated) or visible outputs (such as new roads or clinics).

For households, progress shows up in something more immediate: spending power. Can families put food on the table? Pay school fees? Afford medicine? Stay connected?

By looking at what households actually spent, my research showed that Kenya’s equity-focused devolution did more than shift budget lines. It translated into tangible improvements in everyday life in places that had long been left behind.

The results were clear. Households in marginalised counties saw large and broad-based increases in spending compared with households in the 33 other counties.

Total household consumption rose by about 43% in marginalised counties. Education spending in marginalised counties rose sharply, too, from Sh1,140 (US$9) before the reform to Sh4,017 (US$31) afterwards. Medical spending increased from Sh459 (US$4)to Sh1,094 (US$8).

Two main factors explain most of the increases in spending.

First, marginalised counties spent much more on services after 2013. On average, they spent roughly twice as much per person on county operations and development projects. This reflects both the higher transfers they received and the speed with which they converted funds into actual services.

Second, household incomes rose partly because devolution created local jobs and business opportunities through public contracts.

There were, however, important nuances.

Rising spending on utilities, for example, can reflect both progress and pressure. New connections to electricity and water improve quality of life, but they also bring monthly bills.

Kenya’s institutional design likely helped too.

Rules-based transfers (meaning money allocated according to a fixed, transparent formula rather than political negotiations) and the Equalisation Fund (a dedicated pot of money for areas with the greatest service gaps) reduced political discretion in how money was allocated. This resulted in more predictable funding for counties, less room for interference, and a clearer link between need and resources.

In addition, Kenya’s strong mobile money system made it easier for households to respond to new opportunities. People could move money quickly and safely, even in remote areas – allowing them to handle shocks, invest and take advantage of local economic activity generated by county spending. Evidence shows that mobile money transfer service M-Pesa, launched in 2007, has helped lift people out of poverty over time.

What should happen next?

The challenge now is to make those gains last.

First, the equity-based approach to sharing revenue should be protected and regularly updated. Allocation rules need to reflect current data so that funds continue to target real gaps.

The Equalisation Fund is due to expire in 2033. Unless it’s renewed, policymakers face a critical decision about whether, and how, to sustain support for historically marginalised areas.

Second, a small share of transfers could be linked to performance. Counties should be rewarded if they improve revenue collection without overburdening residents, publish timely financial reports, and strengthen transparency in procurement.

This would encourage better financial management while keeping equity at the centre.

Third, policymakers should pay attention to the cost of new services. As more households connect to electricity and water, temporary support, such as lifeline tariffs or targeted subsidies, can help ensure that poorer families are not priced out.

Finally, investment in county capacity and better data is essential. Strong local institutions are needed to plan, deliver and maintain services. Add to this a survey that follows the same households over time, like South Africa’s National Income Dynamics Study or the Indonesia Family Life Survey, so Kenya can track mobility and long‑run reform effects directly.

For other African countries considering decentralisation, Kenya’s experience suggests that design matters.

Predictable transfers, equity-focused allocation and local capacity can turn fiscal reforms into real gains in household welfare.

– Kenya’s counties get budgets to undo inequality – how it’s helped households
– https://theconversation.com/kenyas-counties-get-budgets-to-undo-inequality-how-its-helped-households-279369

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Ghana: President Mahama announces a high-level panel of the Accra Reset

Source: APO – Report:

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President John Dramani Mahama has announced a high-level panel of the Accra Reset Initiative tasked with reforming the global health architecture and governance system.

The eighteen-member panel will be co-chaired by four distinguished global health leaders: Peter Piot, former Director-General of UNAIDS and Professor at the London School of Hygiene & Tropical Medicine; El Hadj As Sy, Chair of the Kofi Annan Foundation and former Under-Secretary General of the United Nations; Nisia Trindade, Minister for Health of Brazil and President Emerita of Fiocruz; and Budi Gunadi Sadikin, Minister for Health of the Republic of Indonesia.

The panel has been mandated to produce concrete, actionable proposals to restructure the global health order, which has historically treated governments of the Global South as passive recipients rather than sovereign actors with the right to shape the rules under which their people live.

“This initiative represents a fundamental reimagining of how global health governance should function in the 21st century,” said Felix Kwakye Ofosu, Spokesperson to the President and Minister for Government Communications.

The panel’s work will be guided by a High-Level Consultative Group, which includes leaders from the World Health Organisation (WHO), World Trade Organisation (WTO), the Global Fund, Africa CDC, AUDA-NEPAD, and the International Finance Corporation, among others. This structure creates a pathway for structured engagement with the principal organs of the existing global health system.

Notable panel members include Mohammed Pate, Nigeria’s Minister for Health; John Nkengasong, Executive Director of the MasterCard Foundation and former Director of Africa CDC; and Soumya Swaminathan, former Chief Scientist of WHO.

Michel Sidibé, former Executive Director of UNAIDS and former Minister for Health of Mali, has been appointed as Special Advisor to the High-Level Panel and Envoy of the Co-Chairs. Mr Sidibé brings decades of operational experience with the architecture the panel is charged with reforming.

The High-Level Consultative Group includes WHO Director General Tedros Adhanom Ghebreyesus, WTO Director General Ngozi Okonjo-Iweala, and other prominent leaders from global health institutions.

– on behalf of The Presidency, Republic of Ghana.