Ghana’s mining law aims to stop speculation but leaves communities in limbo – insights from a lithium case study

Source: The Conversation – Africa – By Clement Sefa-Nyarko, Lecturer in Security, Development and Leadership in Africa, King’s College London

Ghana’s parliament ratified the country’s first lithium mining agreement in March 2026. This came three years after lithium mining was confirmed as commercially viable in September 2023.

The Ewoyaa Lithium Project, in the Central Region of Ghana, covers an area where farming communities have lived for generations. It spans several communities.

The agreement is between the government and Barari DV Ghana Limited, the local subsidiary of Australia-based Atlantic Lithium. Lithium is a mineral used in batteries that power electric vehicles, renewable energy storage systems and everyday electronics. It’s at the heart of global minerals supply chains to decarbonise energy and transport.

With the deal in place, formal discussions will begin with mining communities about relocation, compensation and restoring livelihoods. Compensation could include payment for land, crops, construction work and other assets that will be affected by mining operations, as required under Ghana’s Minerals and Mining Act.

The ratification of the deal also marks the end of a legal moratorium set out in Ghanaian law. This comes into force once minerals of commercial value are discovered.

The moratorium, which lasted three years in the case of the Ewoyaa Lithium Project, was designed to protect both the state and mining firms from complications such as speculative construction, sudden land claims, and inflated compensation demands that may arise from new developments.

Under Ghana’s mining law, once minerals of commercial value are confirmed, temporary restrictions are placed on new permanent structures, farm expansion and other major land use changes in the affected area. It lasts until there is a mineral agreement and compensation arrangements are clear. The intention is to stabilise land use and ensure fair valuation.

It has profound social consequences.

For people already living in these areas, the moratorium can mean extended periods of uncertainty. During this time, everyday decisions about livelihoods, housing and the future are placed on hold.

Its practical impact is that residents living on or near the mining area can’t build, expand their farms, or make other major decisions about land use.

The affected communities live in a state of suspended time during the moratorium. Farmers are unable to plan their next season confidently. Families delay home improvements. Young people postpone major life decisions because their future access to land remains unclear.

The mining agreement doesn’t end the waiting. Instead, it opens a new phase of negotiations, compensation assessments and administrative back and forth. It could stretch on for months or even years.

This prolonged uncertainty causes real social and economic harm. Yet its effects are often overlooked.

My academic work examines governance, natural resources, politics, and energy transitions. In a recent paper, based on extensive fieldwork in the lithium-rich communities of Ewoyaa, Krampa Krom and Krofu, I investigated how these delays and uncertainty shaped everyday life. I gathered firsthand accounts of how people navigated this period of waiting. All are affected by the project.

The effects were unmistakable. People described the moratorium as a form of “frozen time”, when life could not move forward.

The economic setbacks and emotional strain from long periods of uncertainty often go unrecognised in public policy discussions.

Time on hold

My research identified a number of negative effects of the delays in getting mining operations off the ground.

Firstly, households described how it eroded local opportunities and contributed to young people leaving the area. Young people expressed frustration as their job prospects remained frozen, and they lacked clarity on whether future employment at the mine would be accessible or meaningful.

Many young adults, already frustrated by years of stalled prospects, had left in search of work elsewhere.

The few lower-paid jobs associated with early stage mining activities were not yet available.

Secondly, farmers reported clear losses: they could not expand or invest.

Thirdly, women traders, many of whom sell farm produce and foodstuffs, reported disruptions in household income patterns because farming activities were stalled.

Fourth, community elders, reflecting on years of limited communication, described a growing distrust towards government institutions and the processes governing the mineral agreement.

Across these accounts, what united residents was the feeling that their lives had been interrupted by forces far beyond their control. The moratorium did more than pause development, it suspended decision making, aspirations and the ability to plan even the simplest aspects of the future.

“Time on hold” shaped economic choices, social relationships and the very rhythm of community life.

In my study, I argue that these prolonged delays are a form of “temporal injustice”. This concept emerged directly from listening to residents describe how their aspirations, livelihoods and sense of security were reshaped by bureaucratic time.

Temporal injustice occurs when certain groups bear unfair burdens of waiting, uncertainty and delayed decision-making. These disruptions may seem minor when viewed from the outside. But they have broader implications. They affect project timelines, investor confidence, and the long-term reliability of the supply chains that power the global clean energy transition.

Looking forward

As Ghana and the mining company move into the compensation and community engagement phase, they have an opportunity to address not only material losses but the temporal burdens that communities have endured.

First, compensation frameworks should recognise that the moratorium itself caused harm. Beyond land, crops and structures, policymakers must account for the economic and social costs of years spent waiting.

Second, community engagement must be timely, transparent and genuinely participatory.

Information should flow consistently, especially when people’s livelihoods depend on it.

Third, Ghana should incorporate temporal justice principles into mining governance, including clearer timelines, regular updates and support for communities facing prolonged delays.

Finally, as Ghana deepens its role in the global critical minerals supply chains, local communities should share the benefits rather than being left to carry hidden costs. A just energy transition demands fair distribution not only of mineral wealth, but of time, certainty and opportunity.

– Ghana’s mining law aims to stop speculation but leaves communities in limbo – insights from a lithium case study
– https://theconversation.com/ghanas-mining-law-aims-to-stop-speculation-but-leaves-communities-in-limbo-insights-from-a-lithium-case-study-279594

East African Community’s expansion has triggered financial troubles: why solutions come with risks

Source: The Conversation – Africa – By Nicodemus Minde, Researcher, United States International University

The East African Community is one of Africa’s oldest regional economic organisations. Its birth in 1967 was the culmination of decades of economic ties forged in the colonial era between Kenya, Uganda and Tanzania. It’s no surprise that the EAC is also the most deeply integrated regional entity.

In its heyday between 1967 and 1977, the bloc shared a common currency, jointly operated a development bank and administered its transport infrastructure as one. There was a common education policy with a single syllabus and examining body as well as the University of East Africa with specialised colleges in the three countries.

Political friction and conflicting priorities, among other factors, led to its collapse in 1977 but it was revived in 1999. Citizens within the bloc currently benefit from free movement of goods, services, labour and capital, along with the rights of establishment and residence. Unmet objectives include the return of a common currency and a political federation.

Meanwhile, the bloc has grown from three to eight – Rwanda and Burundi joined in 2007; South Sudan in 2016, the DR Congo in 2022 and Somalia in 2023. The territory covers stretches from the Indian Ocean to the Atlantic and brings together over 331 million people and a combined GDP of US$313 billion as of 2025.

However, this rapid expansion has triggered financial difficulties, putting the economic integration agenda at risk. While partner states are expected to contribute to fund the bloc’s operations, only Kenya, Tanzania and Uganda regularly meet their quota. The budget shortfall has led to massive staff layoffs and a freeze on new recruitment.

So serious is the crisis that it was top of the agenda at the annual summit of the heads of state in March 2026. The leaders stepped up to reform the funding model and signalled that the bloc was ready to sanction or sideline countries that compromise funding.

I have studied regionalism and integration in eastern Africa, conducted research on the EAC and published on Tanzanian citizens’ sovereignty, popular participation, and the EAC integration and democratisation.

It is my view that the radical proposals will compel non-paying partner states to either shape up or ship out. These reforms will salvage the East African Community but could potentially trigger mistrust and perception of unequal benefits in the long run.

The cost of rapid expansion

Each of the eight partner states is expected to contribute approximately US$7 million to fund the bloc’s operations. In addition, the bloc relies on development partners to fund some activities.

In recent years, six of the eight member states have missed their budget contributions. This resulted in a US$90 million budget shortfall. Regional institutions affected by these include:

  • the East African Legislative Assembly, the regional parliament

  • the East African Court of Justice, responsible for the interpretation and application of the EAC Treaty.

The two have failed to perform their core functions due to resource constraints. The regional assembly, on occasion, has been forced to skip sittings. This has an effect on critical debates and enactment of new laws to foster economic integration. The regional court grapples with case backlogs.

In November 2023, the EAC Summit adopted a new financing model. It shared 65% of the budget equally among partner states and the rest based on each country’s financial capacity. This capacity is assessed using the World Bank’s average nominal GDP per capita metric for the previous five years.

But only Kenya, Tanzania, and Uganda – and occasionally Rwanda – have remitted their contributions on time. Domestic conflicts in South Sudan, the DRC and Somalia may have played a role in the slow contributions of these newer EAC members. In the 2024-2025 financial year, Burundi paid only 19% of its expected contribution, the DRC paid 14%, Somalia paid around half, and South Sudan paid a mere 7%.

Overall compliance stood at roughly 58%, leaving the bloc with arrears exceeding US$55 million. In the 2025-2026 cycle, the picture was even bleaker: compliance slipped to just 36.6%, while outstanding obligations climbed to about US$90 million.

The pattern also hints at something deeper: political ambivalence among non-paying members, and uneasiness among some partner states about the benefits of belonging to the bloc. Despite the funding challenges, inter-regional trade in the EAC has been on the rise due to increased trade facilitation under the customs union and common markets protocols. The EAC has also made advances in peace and security. In 2022 for example, through the Nairobi Process, the EAC facilitated peace talks and deployed the East African Community Regional Force in DRC.

Beyond funding, personal and political differences between the DRC’s President Felix Tshisekedi and Rwanda’s Paul Kagame have contributed to tensions within the bloc.

What did the leaders decide at the March summit?

Kenya, Uganda and Tanzania, in a rather surprising but decisive move, pushed for a new financing formula, replacing the model adopted in 2023.

The highlights of the new financing formula include:

  • 50% of the budget will be shared equally among all partner states, while the remaining 50% will be based on each country’s economic strength. The formula will take effect from 1 July 2026. By factoring in differences in economic capacity, the reform aims to reduce the burden on smaller economies and make the bloc’s funding more sustainable.

  • members of the legislative assembly should be paid by their respective national assemblies with effect from December 2027

  • the council of ministers should finalise the schedule of sanctions considering the new financing formula. The EAC aims to deal with mounting arrears and non-payment through a sanction regime.

A quorum for the meeting of all organs and institutions of the community will be two-thirds of all partner states. Previously, all states had to participate in passing crucial resolutions, and this was frustrated by absenteeism, especially by non-paying countries.

Nominations for the key institutional positions will depend on the sponsor state’s ratification of all community legal instruments, domestication of the treaty, and full implementation of the roadmap for the partner state’s integration.

What’s next

These are radical proposals, with consequences. Take the example of the decision to appoint Stephen Mbundi of Tanzania as the new secretary general. Based on the rotational principles of the EAC, South Sudan was poised to take over the position from Kenya’s Veronica Nduva. But South Sudan is a defaulter.

This decision signalled the bloc’s commitment to financial compliance and commitment to the spirit of regional integration. Uganda’s president, Yoweri Museveni, also took over the chairman’s position, bypassing Somalia and the DRC, which were poised to lead the community for a year. Somalia and the DRC have been behind in their annual payments.

The proposals, which appear to have been orchestrated by the founding members, suggest a pragmatic move to salvage the EAC.

– East African Community’s expansion has triggered financial troubles: why solutions come with risks
– https://theconversation.com/east-african-communitys-expansion-has-triggered-financial-troubles-why-solutions-come-with-risks-280632

APO Group nomme Loanette Boshoff au poste de Directrice des ressources humaines

Source: Africa Press Organisation – French

APO Group (https://APO-opa.com), le cabinet panafricain de conseil en communication intégrant expertise stratégique, exécution et diffusion propriétaire de l’information, annonce la promotion de Loanette Boshoff au poste de Directrice des ressource humaines (Chief People Officer).

En tant que conseiller stratégique auprès de clients de premier plan, APO Group s’appuie sur un vivier de talents exceptionnels caractérisé par une maîtrise locale et une compréhension culturelle acquises au fil de près de vingt ans d’activité sur les marchés africains. Cela reflète la volonté de l’entreprise de placer les personnes et la culture au cœur de ses priorités. Boshoff veillera à ce qu’APO Group continue d’attirer des talents remarquables, de développer les capacités de leadership et de maintenir une culture de haute performance au service de ses clients.

Le Fondateur et Président d’APO Group, Nicolas Pompigne-Mognard, commentant cette nomination, a déclaré : « La croissance durable requiert un développement structuré des talents. Loanette a apporté des conseils avisés au sein de la direction d’APO Group et a joué un rôle décisif dans la structuration de nos équipes et de notre culture. Sa promotion illustre l’importance que nous accordons à la clarification des standards, la mesurabilité de la performance et la cohérence sur tous les marchés ».

Boshoff a intégré APO Group en 2019 et a dirigé la mise en place d’une équipe multinationale répartie et opérant à travers l’Afrique et à l’international. Elle a conçu les cadres de leadership, les standards de performance et les systèmes de gestion des talents qui ont permis à APO Group de croître rapidement tout en maintenant l’excellence. Sous son approche de direction centrée sur la personne, l’organisation s’est développée en une équipe diverse et performante représentant des dizaines de nationalités et active dans 54 marchés africains.

Sa carrière antérieure couvre plus de 20 ans dans la gestion mondiale des talents en Afrique, au Moyen-Orient, en Europe, en Amérique du Nord et en Asie. Elle a accompagné des multinationales, des start-ups et des entreprises en forte croissance, et a cofondé des cabinets de conseil spécialisés en ressources humaines et services stratégiques.

Boshoff a déclaré : « La haute performance doit être construite de manière délibérée. Dans une organisation à distance opérant en Afrique et au-delà, la clarté est essentielle. Les standards comptent. L’alignement du leadership compte. Mon objectif est simple : garantir que nos systèmes produisent des résultats mesurables pour nos collaborateurs et nos clients, et intégrer davantage la stratégie des ressources humaines à l’exécution et à la durabilité à long terme ».

En intégrant des mécanismes internes solides de croissance, APO Group s’assure que son équipe de travail panafricaine est dotée de moyens pour remplir son rôle de partenaire de confiance en communication pour les organisations à travers le continent et au-delà.

Distribué par APO Group pour APO Group.

Contact presse :
marie@apo-opa.com 

À propos d’APO Group :
Fondé en 2007 par Nicolas Pompigne-Mognard, APO Group est un cabinet de conseil en communication conçu pour la performance – combinant expertise stratégique, exécution opérationnelle et visibilité garantie sur tous les marchés africains.

Récompensé par de nombreux prix internationaux, dont SABRE, Davos Communications et World Business Outlook, APO Group accompagne des organisations mondiales et africaines pour délivrer des communications performantes – grâce à la stratégie, l’exécution et une visibilité mesurable.

Les rôles de conseil de son fondateur auprès d’institutions internationales renforcent l’accès d’APO Group aux décideurs et consolident son statut de cabinet de communication le plus connecté du continent. Parmi ses clients figurent Canon, Emirates, Nestlé, NFL, Liquid Intelligent Technologies, Afreximbank, le Groupe de la Banque africaine de développement, GITEX Global, la Royal African Society et le Programme des Nations Unies pour le développement (PNUD).

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SIU obtains R76.5 million freeze order related to Eskom alleged corruption

Source: Government of South Africa

SIU obtains R76.5 million freeze order related to Eskom alleged corruption

The Special Investigating Unit (SIU) has scored a major victory in clawing back the money stolen at Eskom, securing a preservation order to freeze R76.5 million worth of real estate and a fleet of luxury cars linked to businessman Siyabonga Moses Goodwill Nkosi.

The order prevents the assets from being “sold, transferred, or hidden while the SIU seeks to set aside irregular contracts and recover public funds”.

An SIU investigation into Eskom – as authorised by President Cyril Ramaphosa – revealed how officials at the power utility’s Kusile and Matla Power Stations allegedly “turned procurement into a jackpot”.

“Between 2021 and 2023, officials approved inflated and irregular purchase orders for relays, which are equipment meant to keep power stations running.

“Instead of delivering reliable service, Nkosi’s companies delivered invoices. Eskom officials signed off on contracts that priced relays at R50 000 each, when the market price was between R180 and R450. This manipulation resulted in a direct financial loss of R73 650 994.87 to Eskom,” the SIU explained.

Furthermore, officials at Eskom allegedly split the purchase orders in order to keep the transactions below the R1 million threshold and effectively “abusing the informal tendering system and bypassing formal procurement processes”.

“False part numbers were uploaded to Eskom’s systems to ensure only colluding vendors could bid, inflating costs for equipment that was never needed and remains unused in stock years later,” the SIU added.

The web of trusts

According to the SIU, Nkosi used the Nkosi Royal Trust, Sibongukukhanya Trust and Siyabonga Kankosi Trust – which he was trustee of – allegedly as conduits for laundering the stolen money and pouring it into prime properties in Gauteng, KwaZuluNatal and Mpumalanga.

The money was also alleged to have been used to purchase luxury vehicles, including Lamborghinis, Porsche Cayennes and a Porsche Panamera.

“This preservation order motivates the SIU to move towards approaching the Special Tribunal to review and set aside these contracts. The order allows for the SIU to launch proceedings within 60 days from the date of the order.

“In line with the Special Investigating Units and Special Tribunals Act 74 of 1996, the SIU will refer any evidence of criminal conduct uncovered during its investigation to the National Prosecuting Authority for further action.

“The SIU is also authorised to initiate civil proceedings in the High Court or a Special Tribunal in its name to correct any wrongdoing uncovered during its investigation and to recover financial losses suffered by the State, including funds paid for services not rendered,” the SIU said. – SAnews.gov.za

NeoB

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SA to host 5th Ordinary Session of the AU transport, energy committee

Source: Government of South Africa

SA to host 5th Ordinary Session of the AU transport, energy committee

The African Union Commission (AUC) is organising the 5th Ordinary Session of the African Union Specialised Technical Committee on Transport and Energy (STC-T&E), which will be held from 27 – 30 April 2026 in Johannesburg.

Chief Director at the Department of Electricity and Energy, Elizabeth Marabwa, said South Africa hosting the session demonstrates the country’s leadership role in driving continental development.

“It also provides an opportunity for us to showcase our progress in energy and transport, while facilitating collaboration among African countries. Importantly, it positions South Africa at the centre of discussions that will shape infrastructure investment and policy across the continent,” Marabwa said on Tuesday.

Speaking during an interview with the Government Communication and Information System (GCIS), Marabwa said that the meeting will focus on several critical areas.

“Firstly, there will be a review of progress on the Programme for Infrastructure Development in Africa (PIDA), which is central to continental integration.

“Secondly, discussions will cover transport systems including aviation, rail, maritime and road transport aimed at improving connectivity, safety and sustainability,” Marabwa said.

On the energy front, Marabwa said there will be strong emphasis on renewable energy, energy market integration and initiatives such the African Single Electricity Market.

“There will also be discussions on emerging areas such as green hydrogen and clean energy transitions.” 

Marabwa said the meeting will begin with a two-day Experts’ Session from the 27 – 28 April, where technical experts will deliberate on detailed issues.

This will be followed by the Ministerial Session on 30 April, where Ministers will consider recommendations, provide strategic guidance, and adopt key decisions and declarations.

Marabwa explained that the meeting is about improving people’s lives.

“Better transport systems mean safer roads, more efficient travel and improved trade. Stronger energy systems mean more reliable electricity, increased access to clean energy and economic opportunities.

“While the discussions happen at a high level, the outcomes directly impact service delivery, job creation, and economic growth,” she said.

The STC-T&E is the Ministerial decision-making organ of the AU responsible for providing policy and strategic oversight for continental integration in the infrastructure sectors of transport and energy. 

It was established along with other similar sectoral organs initially as the Committee on Transport, Energy and Communications under Article 25 of the African Economic Community Treaty (the Abuja Treaty) in 1994 and subsequently, under Articles 14, 15, and 16 of the Constitutive Act of the African Union in 2000. 

It was reconfigured into the STC on Transport, Transcontinental and Interregional Infrastructure, Energy and Tourism (STC-TTIIET) in 2009. 

Following the AU institutional reform process and the transfer of the Tourism function from the Department of Infrastructure and Energy (IED) to the Department of Economic Development, Tourism, Trade, Industry, Mining (ETTIM), the STC was renamed as the STC on Transport and Energy through a decision of the AU Executive Council in February 2024.

In accordance with its Rules of Procedure, the STC meets in ordinary sessions biennially, while extraordinary sessions are convened on a need-basis to consider items requiring the urgent attention of the STC.  The STC has held four ordinary and three extraordinary sessions since 2017. – SAnews.gov.za

Edwin

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O APO Group promove Loanette Boshoff a Diretora de Recursos Humanos

Source: Africa Press Organisation – Portuguese –

O APO Group (https://APO-opa.com), a consultora de comunicação pan-africana que integra consultoria, execução e distribuição de notícias proprietárias, anunciou a promoção de Loanette Boshoff a Diretora de Recursos Humanos.

Como consultores de comunicações estratégicas para clientes de topo, a base de talentos excecionais do APO Group caracteriza-se pela fluência local e pela visão cultural construída ao longo de quase duas décadas de operação nos mercados africanos. Isto reflete a atenção deliberada da empresa às pessoas e à cultura como uma prioridade empresarial. Boshoff assegurará que o APO Group continue a atrair talentos excecionais, a desenvolver a capacidade de liderança e a manter a cultura de elevado desempenho que está na base do seu serviço ao cliente.

Comentando a nomeação, Nicolas Pompigne-Mognard, fundador e presidente do APO Group, afirmou: “O crescimento sustentado exige um desenvolvimento estruturado dos talentos. Loanette prestou um aconselhamento sénior perspicaz ao APO Group e desempenhou um papel decisivo na formação das nossas equipas e da nossa cultura. A sua promoção mostra a importância que atribuímos à garantia de normas claras, desempenho mensurável e consistência em todos os mercados.”

Boshoff juntou-se ao APO Group em 2019 e liderou a criação de uma equipa multinacional distribuída que trabalha em África e internacionalmente. Criou as estruturas de liderança, as normas de desempenho e os sistemas de talento que permitiram ao APO Group crescer rapidamente, mantendo a excelência. Sob a sua liderança centrada nas pessoas, a organização transformou-se numa equipa diversificada e de elevado desempenho, representando dezenas de nacionalidades e operando em 54 mercados africanos.

A sua carreira anterior abrange mais de 20 anos na gestão global de talentos em África, no Médio Oriente, na Europa, na América do Norte e na Ásia. Apoiou organizações multinacionais, empresas em fase de arranque e empresas de elevado crescimento e foi co-fundadora de empresas de consultoria que prestam serviços estratégicos de RH e de aconselhamento.

“O elevado desempenho tem de ser construído deliberadamente”, afirmou Boshoff. “Numa organização remota que opera em África e não só, a clareza é importante. As normas são importantes. O alinhamento da liderança é importante. O meu objetivo é simples: garantir que os nossos sistemas permitem resultados mensuráveis tanto para os nossos colaboradores como para os nossos clientes e integrar ainda mais a estratégia dos colaboradores na execução da empresa e na sustentabilidade a longo prazo.”

Ao incorporar mecanismos robustos de crescimento interno, o APO Group está a garantir que a sua força de trabalho pan-africana está equipada para cumprir o seu objetivo de ser um parceiro de comunicação de confiança para organizações em todo o continente e não só.

Distribuído pelo Grupo APO para APO Group.

Contacto para a comunicação social:
marie@apo-opa.com 

Sobre o APO Group:
Fundado em 2007 por Nicolas Pompigne-Mognard, o APO Group é uma consultora de comunicação que tem em mente o desempenho – combinando aconselhamento estratégico, execução no terreno e visibilidade garantida em todos os mercados africanos.

Reconhecido com múltiplos prémios internacionais, incluindo as distinções SABRE, Davos Communications e World Business Outlook, o APO Group estabelece parcerias com organizações globais e africanas para fornecer comunicações que funcionam – através da estratégia, execução e visibilidade mensurável.

As funções consultivas do nosso fundador junto de instituições internacionais reforçam o acesso do APO Group aos decisores e reforçam o nosso papel como a consultora de comunicação mais conectada do continente. Entre os seus clientes contam-se a Canon, a Emirates, a Nestlé, a NFL, a Liquid Intelligent Technologies, o Afreximbank, o Grupo Banco Africano de Desenvolvimento, a GITEX Global, a Royal African Society e o Programa das Nações Unidas para o Desenvolvimento (PNUD).

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APO Group Promotes Loanette Boshoff to Chief People Officer

Source: APO

APO Group (https://APO-opa.com), the pan-African communications consultancy integrating advisory, execution, and proprietary news distribution, has announced the promotion of Loanette Boshoff to Chief People Officer.

As strategic communications advisors to top-tier clients, APO Group’s exceptional talent base is characterised by local fluency and cultural insight built from almost two decades of operating in African markets. This reflects the company’s deliberate focus on people and culture as a business priority. Boshoff will ensure that APO Group continues to attract exceptional talent, develop leadership capability, and maintain the high-performance culture that underpins its client service.

Commenting on the appointment, Nicolas Pompigne-Mognard, Founder and Chairman of APO Group, said: “Sustained growth requires structured talent development. Loanette has provided insightful senior counsel to APO Group and has played a decisive role in shaping our teams and our culture. Her promotion shows the importance we place on ensuring clear standards, measurable performance, and consistency across every market.”

Boshoff joined APO Group in 2019 and led the establishment of a distributed, multinational team working across Africa and internationally. She built the leadership frameworks, performance standards, and talent systems that have enabled APO Group to scale rapidly while maintaining excellence. Under her people-centred leadership, the organisation has grown into a diverse and high-performing team representing dozens of nationalities and operating across 54 African markets.

Her earlier career spans over 20 years in global talent management across Africa, the Middle East, Europe, North America, and Asia. She has supported multinational organisations, start-ups, and high-growth enterprises, and co-founded consultancy ventures providing strategic HR and advisory services.

“High performance must be built deliberately,” said Boshoff. “In a remote organisation operating across Africa and beyond, clarity matters. Standards matter. Leadership alignment matters. My focus is simple: ensure our systems enable measurable results for both our people and our clients, and further integrate people strategy with business execution and long-term sustainability.”

By embedding robust internal growth mechanisms, APO Group is ensuring that its pan-African workforce is equipped to deliver on its objective of being a trusted communications partner for organisations across the continent and beyond.

Distributed by APO Group on behalf of APO Group.

Media Contact:
marie@apo-opa.com 

About APO Group:
Founded in 2007 by Nicolas Pompigne-Mognard, APO Group is the communications consultancy built for performance – combining strategic advisory, on-the-ground execution, and guaranteed visibility across every African market.

Recognised with multiple international awards, including SABRE, Davos Communications, and World Business Outlook distinctions, APO Group partners with global and African organisations to deliver communications that perform – through strategy, execution, and measurable visibility.

Our founder’s advisory roles with international institutions strengthen APO Group’s access to decision-makers and reinforce our role as the continent’s most connected communications consultancy. Clients include Canon, Emirates, Nestlé, NFL, Liquid Intelligent Technologies, Afreximbank, the African Development Bank Group, GITEX Global, Royal African Society, and the United Nations Development Programme (UNDP).

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Regional cooperation in action: Why the Lesotho Highlands Water Project matters

Source: Government of South Africa

Regional cooperation in action: Why the Lesotho Highlands Water Project matters

By David Jacobs

As South Africa confronts long-term water security challenges, few projects illustrate the power of regional cooperation as clearly as the Lesotho Highlands Water Project (LHWP). Rooted in a treaty signed between South Africa and the Kingdom of Lesotho in 1986, the LHWP stands as a flagship example of how shared natural resources can be harnessed for mutual benefit.

The project was conceived to secure reliable, high-quality water for South Africa—particularly Gauteng, the country’s economic heartland—while enabling Lesotho to generate hydropower, develop infrastructure, and unlock socio-economic opportunities. Importantly, the LHWP is not a unilateral intervention. It is a binational partnership, governed through shared institutions and implemented in phases to respond to growing demand and long-term sustainability.

Phase I of the project is already delivering 780 million cubic metres of water annually to South Africa through gravity-fed transfers that reduce energy costs and strengthen national water resilience. At the same time, Lesotho benefits from hydropower generation at the ’Muela Hydropower Station, infrastructure development, skills transfer, job creation and long-term royalties linked to water transfers.

Phase II deepens this cooperation. It includes the construction of the Polihali Dam and the Polihali–Katse Transfer Tunnel, which will increase water transfer volumes to 1 270 million cubic metres per annum. Enabling infrastructure such as the newly completed Senqu Bridge ensures uninterrupted access and connectivity for communities once the Polihali Reservoir is impounded, while also supporting economic participation and skills development.

Beyond water and energy, the LHWP demonstrates how regional partnerships—grounded in strong governance, fairness and shared responsibility—can deliver lasting development outcomes. As the project marks four decades of cooperation, it reminds us that sustainable solutions to complex challenges are achieved not in isolation, but through collaboration, trust and a shared vision for the future.

*David Jacobs is Chief Director: Cluster Communication and Stakeholder Management at the Government Communication and Information System (GCIS)

Matona

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Minister Aucamp engages in climate crisis talks in Germany

Source: Government of South Africa

Minister Aucamp engages in climate crisis talks in Germany

The Minister of Forestry, Fisheries and the Environment, Willie Aucamp, has called for an action-driven and adequately funded adaptation and mitigation agenda to help developing economies tackle the climate crisis.

The Minister made these remarks while participating in the 17th Petersberg Climate Dialogue in Berlin, Germany, which is taking place on Tuesday and Wednesday.

“The Dialogue will offer South Africa a key platform to strengthen its commitment to climate action, promote fair solutions tailored to the distinct challenges of developing countries, and enhance global cooperation,” he said in a statement.

The event brings together high-level representatives from about 40 countries to discuss concrete steps to address the climate crisis and rebuild confidence in multilateral climate negotiations.

Discussions are focused on three key areas: mitigation — including efforts to close the gap to 1.5°C; climate finance and investment, particularly the implementation of the New Collective Quantified Goal (NCQG) for adaptation finance; and strengthening the multilateral climate regime to accelerate implementation.

These engagements are expected to help countries demonstrate balance and credibility by integrating adaptation action and finance into preparations for COP31 and the anticipated African COP32 next year.

The annual high-level conference serves as a bridge between successive United Nations climate conferences and focuses on advancing international cooperation and accelerating the transition to climate-neutral economies.

“For South Africa, the extent to which Parties successfully implement the outcomes of the first Global Stocktake will be judged by both the full execution of their Nationally Determined Contributions and the availability of financing to support mitigation and adaptation efforts in developing countries,” Aucamp said.

The Dialogue was established in 2010 by former German Chancellor Angela Merkel to help pave the way for negotiations under the United Nations Framework Convention on Climate Change.

COP31 will be held in Antalya from 9 to 20 November 2026, with a focus on advancing green industrialisation, accelerating the transition away from fossil fuels, and finalising 2035 emission reduction targets.

The Petersberg Climate Dialogue Ministerial meeting provides an informal yet strategic platform for countries to deliberate on key issues under the UNFCCC and the Paris Agreement, including the Global Goal on Adaptation, mitigation ambition, loss and damage, and the provision of international climate finance. – SAnews.gov.za

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Polihali project secures future supply as 2028 target remains on track – Majodina

Source: Government of South Africa

Polihali project secures future supply as 2028 target remains on track – Majodina

Mokhotlong, Lesotho – Water and Sanitation Minister Pemmy Majodina has reaffirmed government’s commitment to long-term water security and infrastructure delivery, following an oversight visit to the Polihali Dam construction site and the Polihali Transfer Tunnel, where she toured the tunnel works following the launch of the Tunnel Boring Machine (TBM). 

The visit formed part of activities linked to Phase II of the Lesotho Highlands Water Project, a strategic bi-national initiative between South Africa and Lesotho aimed at augmenting water supply to the Gauteng region, while supporting hydropower generation in Lesotho.

Following the official TBM launch on Monday, Majodina conducted a site inspection at the Polihali Dam construction site, where she assessed construction progress and later descended into the tunnel, offering a rare, close-up view of the large-scale engineering work underway deep beneath the Maluti mountains.

Speaking to SAnews during the oversight visit, Majodina detailed the extent of work already completed and the progress made since her last visit in December 2025. 

She explained that her visit began with an inspection of supporting infrastructure, including the visitor centre and water systems that channel flow toward the reservoir and tunnel.

The Minister said these components are key to ensuring that water can be efficiently directed into the transfer system.

“I started at the visitors’ centre, where we developed some chalets for people who come to explore the mountains. Those chalets are done and dusted. When you are in those chalets, you are able to see where water comes from as it goes down to the wall of the Katse River… We’ve also launched the Polihali Tunnel Boring Machine (TBM)… with a very big milestone, which is 38.5 kilometers,” the Minister told SAnews

She highlighted that the TBM is central to linking the Polihali and Katse Dam reservoirs, enabling the transfer of water through a gravity-fed system.

“When we were here in December, the machine on the side of Polihali was still going to be assembled, but the other side was done already. So you can’t transfer water through the tunnel if the two have not been joined together. 

“That is why I was saying this is an umbilical cord, which joins two countries, two nations. What is more important is we are increasing the capacity and the volume of water that goes to South Africa,” she told SAnews.

The Minister also addressed concerns about water supply challenges in South Africa, particularly in Gauteng. She emphasised that the water that government is trying to secure is in acknowledgement of the rapid expansion taking place in the province.

“…There’s economic growth, there’s population growth. You need more water. But the fundamental question in South Africa, across 257 municipalities and eight metros is the lack of maintenance and operation of water infrastructure. 

“That is why, every day, you’ll find water running down the street, instead of going to the tap. We don’t have a water crisis in terms of water resources. The water that we’re getting at the moment from Katse Dam is enough for us as South Africans, but we felt that we must make sure that we have water for the coming generations,” Majodina said. 

The Minister said the project goes beyond water delivery, pointing to wider development, including bridges, roads, schools, clinics and housing relocation programmes aimed at improving livelihoods in surrounding communities.

“That is why we’ll be here with the President and His Majesty the Prime Minister on Wednesday to hand over the Senqu Bridge – the most state-of-the-art bridge in the entire continent. There are human settlement relocation projects, some of which are [complete]… There’s lot of development that is happening here,” the Minister said.

Majodina further clarified the financial arrangements underpinning the project and community benefits.

She explained that South Africa pays royalties to the Lesotho government under a formal agreement, with funds distributed through the National Fiscus, which get distributed accordingly. She noted that only a small number of compensation cases remain outstanding and are being verified.

On progress, the Minister indicated that construction has advanced steadily, despite earlier delays.

“When I was here on 15 December 2025, they were standing at 53%. They are now standing at 58%. It therefore means there’s lot of work that has been done. Excavation takes long. Inclement weather also plays to the fore, but there’s lot of commitment. They work in shifts, and we are happy with what we are seeing,” the Minister said. 

She reaffirmed that both governments remain committed to completing the project on time and within budget. 

“There’s catch-up time to ensure that we complete the project on time and on budget. We go out to financial markets to get these funds through the TCTA [Trans-Caledon Tunnel Authority]… We have to complete this Phase II,” the Minister said. 

Beyond water supply, the project is also expected to support agriculture and regional resilience. 

“There is water that we will reserve through Mohokare River. When there is a drought in the Free State [or] the Eastern Cape, we [will] release that water for irrigation and for farmers. So, it’s not all water that is going to Gauteng, but that water will also assist with irrigation,” the Minister explained. 

She emphasised that the project continues to benefit communities in Lesotho through employment, skills transfer and infrastructure development.

“The lives of Basotho people have changed. They might not have changed completely, but we have done our best in ensuring that as we implement this project, there is skills transfer and there are those who are mentored by the contractor, so that when we are no longer here on this project, they can maintain this project, because anything that is not maintained is going to collapse,” Majodina said. 

The Polihali Transfer Tunnel, a key component of Phase II, will ultimately increase water transfer to South Africa, while strengthening hydropower capacity in Lesotho, reinforcing one of the continent’s most significant examples of cross-border infrastructure cooperation. – SAnews.gov.za 

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