MIL Africa Engine

Source: APO

.

The 2026 summer season confirms the shift in the scale of air traffic for Airports of Morocco (formerly the National Airports Office – ONDA), with historic traffic levels recorded at several of the Kingdom’s airports.

These summer peaks are part of a growth trajectory that is now structural, Airports of Morocco stated in a press release, noting that at Casablanca Mohammed V, one of the highlights of this season was recorded during the first weekend of August with a historic peak of 46,439 passengers welcomed in 24 hours.

This intensification of activity is evident across the network. Marrakech-Menara crossed the threshold of 30,000 passengers in a single day, while Rabat-Salé recorded 9,226 passengers welcomed in one day, Agadir-Al Massira also welcomed 11,973 passengers on a peak day, and Tangier-Ibn Battouta saw 13,309 passengers.

The most significant increases were observed in Dakhla and Tetouan, with respective rises of 45.2% and 36.14% during their peak days.

These summer peaks are part of a now-structural growth trajectory. After crossing the record threshold of 36.3 million passengers in 2025, national air traffic continues to accelerate, confirming the growing role of airports in the Kingdom’s dynamic of openness and appeal.

This capacity to absorb growing volumes while maintaining operational quality constitutes one of the major pillars of the transformation undertaken as part of the “Airports 2030” strategy.

Capacity expansion, infrastructure modernization, the digitalization of services, and the optimization of passenger journeys are thus accompanying changing travel habits and preparing the network for the next stages of its growth.

This performance also relies on the collective mobilization of the entire airport ecosystem. Alongside Airports of Morocco, the Mohammed V Foundation for Solidarity, the General Directorate of National Security (DGSN), the Customs and Excise Administration (ADII), the Royal Gendarmerie, as well as the airline Royal Air Maroc (RAM) are combining their expertise and resources to support these traffic peaks.

“Airports of Morocco is thus committing to a transformation matching this new scale of traffic, with the ambition of sustainably strengthening the network’s capacities, accelerating air connectivity, and making airport performance a determining factor in Morocco’s international attractiveness,” the press release concludes.

Distributed by APO Group on behalf of Kingdom of Morocco.

Source: APO

Dr Allan Mugarura had just completed a grueling night shift in the maternity unit at Mubende Regional Referral Hospital when his phone rang late in the evening of 15 May 2026. Uganda had declared an outbreak of Ebola disease caused by Bundibugyo virus.

As a trained member of Uganda’s national Emergency Medical Team (EMT), Dr Mugarura was asked one question: Was he ready to deploy?

He agreed without hesitation, packed his bags and set off through the night for Mulago National Referral Hospital in Kampala.

“Once it was clear that I was ready to deploy, I was asked to travel right away,” Dr Mugarura recalls. “This required travelling in the night, using improvised means, including a motorbike and a car, so that I could deploy in less than 24 hours.”

The call that tested preparedness

At Mulago, Dr Mugarura joined other EMT members who had responded to the same urgent call but the Ebola Treatment Unit was not yet ready to receive patients. The team immediately began mobilizing supplies, setting up wards, positioning beds and organizing the logistics needed to receive the first confirmed patients transferred from Nakasero Hospital.

Within 24 hours of the outbreak declaration, the treatment unit was fully operational and ready to admit patients.

“The work required being selfless and being able to mobilize and participate in the response in under 24 hours to provide care and save lives,” Dr Mugarura says. “This quick action enabled the Mulago Ebola Treatment Unit to admit the patients within 24 hours of the national declaration.”

The deployment presented immediate challenges. Most of the patients had crossed into Uganda from the neighbouring Democratic Republic of the Congo and spoke mainly French, creating a major language barrier, with most responders resorting to the use of mobile phones to translate interactions.

Clinicians in the treatment unit also took responsibility for collecting samples from suspected patients, a critical role previously restricted to dedicated laboratory teams.

From weeks of delay to rapid action

Before Uganda established a standing Emergency Medical Team, setting up isolation and treatment capacity during an outbreak could take two to four weeks. The Ministry of Health had to identify volunteers from scratch, secure equipment and withdraw health workers from facilities that were already overstretched.

The national EMT model transformed this approach. Today, a roster of trained professionals can be mobilized at short notice.

“There is a lot of value that can be attributed to the EMTs,” explains Dr Rony Bahatungire, Acting Commissioner for Clinical Services in Uganda’s Ministry of Health. “Now, only a few members are drawn from any one health facility, so there is minimal disruption to routine service provision.”

From seven trainers to a national network

Uganda’s EMT journey began in December 2021, when the Ministry of Health, supported by the World Health Organization (WHO) and Malteser International, conducted the country’s first regional EMT training in Entebbe.

WHO trained an initial group of seven Ugandan trainers, who then shared their expertise with health workers across the country. The training covered clinical case management, infection prevention, leadership, logistics, mass-casualty events and emergency operations.

Practical simulations in Kamuli, Lugazi, Buwenge and Jinja strengthened operational readiness by testing disease detection, treatment-unit establishment and safe patient transport. Lessons from these exercises informed improvements in treatment-site layouts, tent specifications and emergency logistics.

In June 2024, the Ministry of Health formalized a costed roadmap for establishing six regional teams across Central, Mid-Western, South-Western, West Nile, Eastern and Northern Uganda.

By 19 May 2026, Uganda had 148 rostered EMT members available for immediate deployment. Additional training increased the pool to approximately 354 professionals, bringing the country closer to its national target of 480 members.

Rapid deployment saves lives

The system demonstrated its lifesaving potential during the January 2025 Sudan virus disease response. A 44-member national EMT arrived at Mulago Hospital within two hours of deployment. Within 12 hours, the full team was operational.

The outbreak recorded a case fatality rate of 11.1%, a significant reduction from historical rates of 41% to 70%. Every patient admitted after the index case survived.

During the 2026 Bundibugyo virus disease outbreak, Uganda recorded 20 confirmed cases and two deaths. Eighteen of the confirmed cases were admitted to the Ebola Treatment Unit at Mulago National Referral Hospital, where one died, resulting in a 5.6% case fatality rate among patients admitted to the unit.

“These results show that rapid deployment can save lives, but that speed must be built before an outbreak begins,” says Dr Kasonde Mwinga, WHO Representative in Uganda. “When we invest in trained people, tested systems and essential supplies, emergency teams can move within hours and patients can receive timely care. Uganda’s progress is encouraging, and we must continue strengthening this readiness to protect communities at home and across the region.

When readiness goes beyond borders

Uganda’s growing emergency response capacity has also become an asset for regional health security. Following a bilateral agreement with the Democratic Republic of the Congo, treatment centers were expanded in Aru and Kasenyi following the signing of the memorandum of understanding on 23 June 2026.

Uganda deployed 55 EMT members to support the two centers, with 27 responders sent to Aru and 28 to Kasenyi. This marked the country’s first cross-border deployment of its national Emergency Medical Team in support of a neighbouring country.

Sustaining the momentum

Despite the progress, important gaps remain. Uganda is working towards formal international classification of its EMT and greater self-sufficiency. The teams need additional tents, generators, water and power systems, and improved warehousing, alongside sustainable financing for continued training and roster maintenance.

“We have built a strong national foundation, but the next step is to make the team fully self-sufficient and internationally classified,” says Lydia Namwanje, National EMT Coordinator at Uganda’s Ministry of Health. “Uganda still needs to close the training gap, strengthen its national training capacity and secure sustainable financing.”

Dr Mugarura’s overnight journey from Mubende to Mulago captures the transformation taking place. Uganda is moving away from assembling emergency responses after a crisis begins and towards maintaining a trained, agile national force that is ready when the call comes.

Distributed by APO Group on behalf of WHO Regional Office for Africa.

Source: APO

In the stifling heat of Mongbwalu General Reference Hospital in Ituri Province, the epicentre of the ongoing Ebola outbreak in eastern Democratic Republic of the Congo, the clatter of disinfection buckets echoes through the corridors. The scent of chlorine lingers in the air as health workers dash from ward to ward.

Amid the bustle, Nadège Esangowale Yangala walks with quiet determination. An Infection Prevention and Control (IPC) and Water, Sanitation and Hygiene (WASH) specialist, she is on the frontlines of the Ebola response, working as a consultant with the World Health Organization (WHO).

“When I leave a health facility knowing the staff are better protected and able to work safely, I know our collective efforts are saving lives,” says Yangala, who has worked in public health for 13 years.

Since the outbreak was declared in mid-May 2026, Yangala has been part of the frontline response, helping health facilities strengthen infection prevention and control. Her mission is vital: protect health workers and patients while reinforcing community trust.

“IPC and WASH are the first line of defence against Ebola,” she says. “Without strict measures, hospitals can become places where the virus spreads.”

When Ebola strikes, health facilities become high-risk environments. Every consultation, every patient and every procedure carries potential exposure. Proper use of personal protective equipment (PPE), strict hand hygiene and rigorous patient triage are essential. Yangala works to ensure these practices become routine because they are key to preventing transmission and stopping the virus from spreading.

Every day, she assesses infection prevention measures and works with health teams to strengthen them. She helps ensure clear separation between clean and contaminated areas, improve hand hygiene and triage stations at facility entrances, and ensure patients move safely through designated care pathways.

She recalls a visit to Mongbwalu General Reference Hospital where she found the triage desk located inside a crowded waiting room. Within 48 hours, working with the local team and partners including WHO, Médecins Sans Frontières, Action Against Hunger and UNICEF, the space was completely reorganized. Mandatory triage was moved to the entrance, foot-operated handwashing stations were installed and a temporary isolation area was created.

Days later, a person suspected of having Ebola was identified and safely isolated on arrival, preventing exposure to other patients and unprotected staff.

But Yangala’s work extends far beyond infrastructure. Much of her time is devoted to training and mentoring health workers in early detection, immediate isolation, the safe donning and removal of protective equipment, medical waste management and decontamination.

She does more than teach. She observes, corrects and encourages. “Every training session and every protocol properly applied is one less chain of transmission,” she says.

With WHO’s support, Yangala leads practical field training, distributes IPC supplies, helps improve access to safe water and strengthens the safe management of medical waste.

In just two months, 13 health facilities in Mongbwalu Health Zone were brought up to IPC standards, while around 430 personnel—including healthcare workers, traditional healers, IPC-WASH supervisors, decontamination teams and safe burial teams—received training and on-site mentorship.

Challenges remain significant. Interruptions in the supply of water, soap, chlorine and protective equipment, staff fatigue and resistance to change continue to test the response. Yet Yangala remains convinced that every action matters.

Over the months, she has witnessed a remarkable shift. Hand hygiene and equipment disinfection have become routine. Patient flows are now clearly organized in almost all supported facilities. Health workers increasingly see IPC not as an added burden, but as essential protection for themselves and their families.

She remembers one nurse who initially dismissed the new practices as too demanding. A few weeks later, she watched him train his colleagues with discipline and conviction. “These simple actions save lives,” he would tell them.

For Yangala, that transformation is as much a human victory as it is a professional one. The impact of her work—and that of her colleagues—is reflected in the renewed confidence of health workers, the solidarity among teams and the reassurance of people seeking care.

Behind every handwashing station installed, every training delivered and every supervisory visit lies a single purpose: making health facilities safer and saving lives.

Yangala’s work demonstrates the vital role of infection prevention and control in the Ebola response. She helps ensure that health workers can provide care safely, patients can seek treatment with confidence, and communities continue to trust their health facilities.

Distributed by APO Group on behalf of WHO Regional Office for Africa.

Source: APO

.

• A catalytic financing facility designed to support the growth of high-potential women- and youth-owned or led Micro, Small and Medium Enterprises (MSMEs) across Mainland Tanzania and Zanzibar.
• The Fund will support eligible MSMEs that demonstrate strong growth potential, innovation, and the ability to generate inclusive economic impact. 

Financial Sector Deepening Tanzania (FSDT), with funding from the European Union (EU) under the Inclusive Finance for Growth of Women and Youth MSMEs (F4G) Programme, has launched the MSME Impact Grant Fund (IGF), a catalytic financing facility designed to support the growth of high-potential women- and youth-owned or led Micro, Small and Medium Enterprises (MSMEs) across Mainland Tanzania and Zanzibar. The Fund will support eligible MSMEs that demonstrate strong growth potential, innovation, and the ability to generate inclusive economic impact. It will initially target enterprises operating in Morogoro, Manyara, Shinyanga, Rukwa, Kagera, Simiyu, Kigoma, Lindi, Mtwara and Singida, as well as Zanzibar Urban/West, Zanzibar North, Zanzibar Central/South, North Pemba and South Pemba.

Managed by KPMG Advisory Limited, the IGF will provide non-repayable grants of up to TZS 30 million, complemented by business development support to help participating enterprises strengthen operations, scale businesses, build resilience, and improve readiness to access future financing. The Fund will prioritize enterprises operating in sectors with strong potential to contribute to inclusive and sustainable economic growth, including climate-smart agriculture and agroforestry; sustainable fisheries and aquaculture; marine resource protection; sustainable food cold chains; renewable energy and clean technologies; circular economy and waste management; biodiversity and ecosystem restoration; and digital and innovative solutions supporting climate mitigation and adaptation.

“The Impact Grant Fund combines catalytic grant financing with targeted business development support to help enterprises grow, create jobs and strengthen their economic impact in their respective regions. By improving the investment readiness of women- and youth-led businesses, we aim to support sustainable livelihoods and expand their participation in Tanzania’s economy,” said Eric Massinda, Chief Executive Officer of FSDT. 

Speaking on behalf of the European Union, Marc Stalmans, Head of Cooperation at the Delegation of the European Union to Tanzania and the East African Community, said: “The European Union is committed to promoting inclusive economic growth and expanding opportunities for women and young entrepreneurs. Through the Impact Grant Fund, we are investing in enterprises with the potential to grow, create jobs, strengthen local economies and contribute to a more inclusive and sustainable private sector.”

Alexander Njombe, Managing Partner of KPMG, said: “KPMG is pleased to support the implementation of the Impact Grant Fund and ensure that participating enterprises receive both the financial resources and business support needed to achieve sustainable growth.” 

Applications for the first funding cycle are now open and eligible MSMEs operating in the Fund’s priority sectors and geographical areas are encouraged to apply. The application process is available online in both English and Swahili to make the Fund accessible to entrepreneurs across the targeted regions of Mainland Tanzania and Zanzibar.

Interested MSMEs can access further information, eligibility requirements and the online application platform through the FSDT website: fsdt.or.tz/igf.

Distributed by APO Group on behalf of Delegation of the European Union to the United Republic of Tanzania and the East African Community.

Source: APO

.

The Minister of Justice and Constitutional Development, Ms. Mmamoloko Kubayi, congratulates Mr. Leonard Gaoretelelwe Lekgetho, following his appointment by President Cyril Ramaphosa as Head of the Special Investigating Unit (SIU) with effect from 01 September 2026.

Mr. Lekgetho’s appointment follows his service as Acting Head of the SIU since February 2026, following the departure of Advocate Andy Mothibi to take up his role at the National Prosecuting Authority (NPA).

His career reflects extensive experience in investigations, forensic work and organisational leadership, developed over nearly two decades within the SIU. He has progressed through various levels of the institution, gaining experience in both operational and senior management responsibilities. His service as an investigator in the former Directorate of Special Operations further adds to his experience in complex investigations and the broader fight against corruption.

Mr. Lekgetho’s appointment comes at a crucial time as the government continues to strengthen its efforts to combat corruption and promote good governance.

“The SIU remains a key institution in our collective efforts to safeguard public resources and strengthen accountability. We are confident that under Mr. Lekgetho’s leadership, the SIU will continue to execute its mandate with integrity and ensure that those who abuse public resources are held accountable,” Minister Kubayi said.

Minister Kubayi wishes Mr. Lekgetho well as he assumes this significant responsibility and expresses confidence that his experience and institutional knowledge will serve him well in leading the SIU and carrying forward its important mandate.

Distributed by APO Group on behalf of South African Government.

Source: APO

The United Nations Industrial Development Organization (UNIDO) and Kenya Climate Ventures (KCV) have taken an important step to deepen their collaboration by signing a Joint Declaration aimed at scaling up climate resilience and adaptation finance in Sub-Saharan Africa.

Announced at the Adaptation Investment Summit for Africa 2026 in Nairobi, the signing underlines the strategic importance of the partnership and marks a new phase of cooperation between the two institutions.

“Advancing climate resilience and adaptation financing through existing initiatives such as the Kenya Uganda Adaptation Accelerator (KUAA) project and the ACT programme  (Advancing Climate-Resilience and Transformation in African Coffee), as well as new initiatives like the Africa Climate Adaptation Investment Catalyst Initiative, and cooperating across the Kenyan coffee value chain underlines our shared commitment and ambition to scale up adaptation finance,” said Marko van Waveren Hogervorst, Programme Officer and Climate Finance Expert at UNIDO.

Leveraging complementary expertise to scale investments for greater impact

The cooperation brings together UNIDO’s market development and acceleration expertise from its climate adaptation project portfolio and work on the climate-resilient transformation of the coffee sector across Sub-Saharan Africa with KCV’s experience in enterprise support and managing early-stage financing vehicles. As a climate-focused fund manager and climate impact investor, KCV helps to de-risk early- and growth-stage, gender-inclusive, climate-smart enterprises.

By leveraging their complementary expertise, instruments, networks and access to climate finance providers, the partners intend to strengthen the mobilization of domestic and international capital to scale sustainable, inclusive, climate-resilient and impact-driven investments in Sub-Saharan Africa.

Connecting the dots

The Joint Declaration provides a framework for collaboration in areas such as strengthening investment frameworks and impact methodologies, market intelligence, joint events and the co-development of dedicated climate finance initiatives. This includes the co-creation and harmonization of impact assessments and the application of UNIDO’s Climate Risk and Vulnerability Assessment (CRVA) tool to guide financing decisions and align with international best practice. It also formalizes the partners’ intention to engage in each other’s platforms and forums, fostering continued exchange and alignment.

The cooperation also illustrates the catalytic role of UNIDO’s Division of Innovative Finance and International Financial Institutions (IET/IFI), which acts as a strategic bridge between technical cooperation teams and public and private financial institutions. By connecting UNIDO’s technical expertise with KCV’s early-stage finance, the partnership supports efforts to catalyze and mobilize public and private capital at scale and increase impact.

Peer learning and knowledge exchange

As climate finance in Sub-Saharan Africa needs to grow, partnerships such as this demonstrate how well-aligned institutions can translate shared expertise into practical solutions that support enterprises and SMEs, develop markets and mobilize public and private capital to advance inclusive and sustainable industrial development.

The partners also intend to continue bringing together investors, fund managers, development partners, policymakers, enterprises and ecosystem actors committed to advancing climate adaptation finance and enterprise resilience across the region through peer learning and knowledge exchange activities.

“This Joint Declaration marks an important step in advancing climate adaptation finance across Africa. By combining UNIDO’s global expertise with Kenya Climate Ventures’ experience in enterprise development and climate investing, we are strengthening pathways to unlock investment, scale climate-smart enterprises and build resilient economies. We look forward to translating this collaboration into tangible impact for communities and businesses across Sub-Saharan Africa.” said Victor Ndiege, Chief Executive Officer, Kenya Climate Ventures.

Distributed by APO Group on behalf of United Nations Industrial Development Organization (UNIDO).

Source: APO

Parliament has approved a tax waiver for Fresh Cuts Uganda Limited relieving the meat exporter of Shs8.7 billion in tax arrears despite objections that the company had not sufficiently justified its eligibility.

The decision was taken during a plenary sitting chaired by Speaker Jacob Marksons Oboth on Tuesday, 01 September 2026.

Members of Parliament presented conflicting views on whether the company satisfied the conditions for a waiver under the Tax Procedures Code Act.

The Committee on Finance, Planning and Economic Development had recommended a waiver of Shs8.73 billion after finding that Fresh Cuts met the financial hardship, impossibility of recovery and undue difficulty tests prescribed under Section 43(1) of the Act.

According to the committee, with a staffing level of 110 people, Fresh Cuts provides market for thousands of farmers however it has accumulated salary, Pay As You Earn and National Social Security Fund arrears.

The committee report presented by Hon. Max Ochai found that in 2022, the company’s liabilities stood at Shs28.66 billion against assets of Shs8.49 billion and as a result, a shareholder had written off a Shs20.82 billion loan in an attempt to revive the company.

Ochai said that the Uganda Revenue Authority’s recovery measures however, worsened the company’s financial difficulties adding that the tax body reportedly froze the company’s  bank accounts and confiscated computers and staff records in 2015, forcing operations to stop.

“The company subsequently lost three containers auctioned at Mombasa Port after failing to access funds from its frozen accounts,” Ochai said adding that, ‘the aggressive tax recovery efforts by URA negatively affected the company’s operations, plunging it further into financial distress’.

Despite the committee’s justifications for a waiver, Nyendo-Mukungwe Division MP, Hon. Gyaviira Ssebina objected arguing that a waiver would not address the governance and decision-making shortcomings behind the company’s problems.

“The tax waiver under consideration is not the appropriate remedy to enabling Fresh Cuts Uganda Limited to satisfy its tax obligations. It does not address the underlying issues affecting the company,”  Sebina said.

Sebina noted that the owners acquired Fresh Cuts without adequate due diligence and therefore, suffered its historical tax liabilities. 

He cited Shs2 billion in bank loans, unpaid salaries exceeding Shs1.5 billion and mortgage obligations to DFCU Bank of Shs4.016 billion and US$520,767, saying, ‘this confirms that the company has liquidity challenges which the waiver cannot cure’.

Jinja South Division West, Hon. Timothy Batuwa proposed a policy reversal where government through Uganda Development Bank (UDB) takes over such companies.

“Whereas this company is useful to Uganda, helping in exportation of animal products, what we need is to swap debt with equity so that UDB helps us to run this company and maintain its strategic benefit,” said Batuwa.

Kabula County MP, Hon. Enos Asiimwe tasked government to urgently table a tax expenditure report for Parliament to understand the burden of tax waivers and determine whether the policy should continue to exists.

In a related development, the House also approved a waiver of Shs2.518 billion waiver for Innovations for Poverty Action (IPA) which cleared its principal liability under a 2017 agreement with URA.

IPA voluntarily disclosed a principal liability of Shs2.063 billion in March 2017 and completed instalments by November 2018. 

The committee report on IPA faulted URA for waiting until 2024 to recommend the waiver, six years after the organisation had fulfilled its obligations under the agreement.

According to the committee, the delayed action by URA reduced donor funding and the loss of two United States-funded projects had left the non-profit organisation unable to pay the accumulated interest and penalties.

Distributed by APO Group on behalf of Parliament of the Republic of Uganda.

Source: APO – Report:

.

The Department of International Relations and Cooperation (DIRCO) has completed its internal consultations with South Africa’s High Commissioner to India, Amb. Anil Sooklal, relating to the situation involving former President Jacob Zuma’s private visit to India from 25 to 27 June 2026.

Scope of logistical and protocol support

On 19 June 2026, the Presidency informed DIRCO of the forthcoming private visit by former President Jacob Zuma to the Republic of India and requested assistance with the necessary protocol and logistical arrangements. In accordance with the established practice applicable to all former Presidents, DIRCO subsequently notified the South African High Commission in New Delhi and requested that the customary protocol support be provided.

Information provided by the South African High Commission in New Delhi indicates that the Mission did not facilitate any substantive engagement between former President Jacob Zuma and Mr Ajay Gupta during the visit. The assistance rendered formed part of the established protocol, administrative and logistical support ordinarily extended to former Presidents through official channels, including ceremonial lounge arrangements, airport courtesies, liaison with host government authorities, and related travel facilitation.

Upon arrival, the former President was received by the South African High Commissioner and a designated Mission official in accordance with established protocol, with similar assistance provided upon departure.

High Commissioner’s attendance at the Haridwar event

Regarding the religious event attended in Haridwar, the High Commissioner attended in his capacity as Head of Mission following a separate invitation from host organisers. He did not accompany former President Zuma or Mr Gupta, and although Mr Gupta was present among approximately 1 000 invited guests, the High Commissioner reported no direct interaction with him.

Departmental assessment and official position

The Department’s assessment is that the Mission’s role was confined to ceremonial reception and departure arrangements, as well as attendance at a public religious event for which the High Commissioner had been independently invited in his official capacity. The information available indicates that the Mission did not arrange, facilitate or participate in any private meetings involving former President Zuma and Mr Gupta. The government position remains that routine assistance to former Heads of State does not constitute authorisation to former Heads of State to represent the Government of the Republic or advance official interests.

Government remains firmly committed to the Constitution, the rule of law and accountability. Whilst Mr Gupta is not subject to an extradition request by South Africa, DIRCO continues to facilitate cooperation between South African law enforcement authorities and the Indian authorities in respect of mutual legal assistance requests and other ongoing legal processes involving members of the Gupta family.

DIRCO has recommended a mechanism that will enable the State to ensure that engagements of this nature are assessed for potential reputational, political, diplomatic or security risks.

– on behalf of South African Government.