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Achieving a Frictionless Customer Experience in Fintech (By Lelen Udayan)

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fintech

Modern customers expect fintechs to focus as much on the experience they provide as the products and services being offered

CAPE TOWN, South Africa, February 14, 2023/APO Group/ — 

By Lelen Udayan, head of customer experience at Mukuru (www.Mukuru.com)

By definition, a truly frictionless customer experience (CX) is unobtainable even though it is the end state every fintech company strives for. Along the way, the focus falls on providing enhanced experiences that stem from the points of friction identified across the customer journey. In doing so, businesses can improve on the products, processes, and services they deliver.

According to Gartner (https://apo-opa.info/3lyxYiG), this requires fintechs to remove the elements that create unnecessary friction or make it unnecessarily difficult for customers to access products and services. To this end, Gartner repositions (https://apo-opa.info/3E4pZ3f) frictionless as rather about creating an effortless experience. This is important as it shifts the spotlight from what it calls ‘feel good’ moments that have low impact on loyalty or repeat business. Instead, more attention is put on using CX as the means to secure repeat business while reducing operating costs.

Removing friction

Modern customers expect fintechs to focus as much on the experience they provide as the products and services being offered. An enhanced experience is important because it shows customers that the fintech acknowledges its failures and is working on improving those areas while also removing the elements that can lead to dissatisfaction.

For an organisation like Mukuru, increasing customer satisfaction, retention, and referrals are largely due to making sure pain points are seen, heard, and addressed. This is done by tracking the customer journey, measuring satisfaction, and customer effort. Additionally, Mukuru (https://apo-opa.info/3lB0396) ensures that customer sentiment and the voice of the customer are prioritised across the business.

Fundamentally, the only way a fintech can remove friction is to ensure its service teams are equipped to assist customers when they do have a problem, query, or complaint.

Channels of engagement

Fundamentally, the only way a fintech can remove friction is to ensure its service teams are equipped to assist customers when they do have a problem, query, or complaint

For this to happen, the company must embrace all of the channels within its capabilities to invest in an omnichannel CX. A PWC report (https://apo-opa.info/3RVAiw4) found that the number of companies doing this has increased by more than 60% in recent years.

Closer to home, the State of CX in South Africa 2022 report (https://apo-opa.info/3YvNAlF) writes that 45% of financial sector respondents identified seamless omnichannel experience on their channel of choice as the main factor influencing customer satisfaction. As many as 64% of local fintech’s have fully implemented virtual assistants and chatbots or are in the process of doing so as critical enablers of this omnichannel experience. Similarly, 27% of companies in financial services have installed bots on messaging apps like WhatsApp and Facebook Messenger, compared to only 7% average in other sectors.

At Mukuru, our purpose is to enable greater degrees of financial inclusion for customers on the African continent – still predominantly cash-based – and globally, which is why we take a tailored approach to customer channels. Channels such as USSD and WhatsApp perform well across Africa, whereas our App is a more relevant channel for UK customers. We have seen the impact of this strategy with WhatsApp, our biggest transacting customer channel in South Africa, where the proportion of transacting customers have almost doubled in the last 3 years.

The golden thread running through a successful omnichannel strategy is how best to meet customer expectations. This requires providing the right fintech employees with the tools, systems and processes to effectively support customers. With these in place, the most common points of friction can be addressed. These include things like resolution time and understanding who the customer really is. In the case of the former, the challenges encompass response times and why the first point of contact might not have the answer. When it comes to the latter, it is about knowing who the individual customer is without having them provide different pieces of information at every engagement point.

FinTech’s must therefore be more consistent and remove the frustration of customers repeating the query to every person in the engagement chain or, even worse, having to phone back at a later stage. Furthermore, the value of self-services cannot be ignored as digital-savvy customers might prefer to resolve the common queries they have themselves.

Through all of this, the fintech must have access to fit-for-purpose tools, competent staff, and efficient processes across product lines and platforms.

Continuous journey

One of the biggest mistakes any fintech can make is to assume that creating a frictionless experience is a once-off exercise. As mentioned, becoming frictionless is an end goal that will never be fully realised. Driving this is setting the business up to learn from its past CX mistakes.

To do so requires the process of CX improvements to be formalised and rolled out to all applicable areas of the business. Service staff must be empowered to resolve customer pain points. Additionally, there is a growing need to establish effective self-service solutions where customers become less reliant on human touch points. Perhaps most crucially, customer success can only be realised by continually monitoring the journey, touchpoints, and the voice of the customer.

All of this can be distilled into initiating a CX project, implementing it, and then iterating as needed. Mukuru (https://apo-opa.info/3lB0396) has made CX a part of its ethos. This enables the business to continually drive improvements in this space. FinTech’s should strive to make every customer interaction with the business a positive one.

Distributed by APO Group on behalf of Mukuru.

Business

Sierra Leone Set to Showcase Offshore Ambitions with Petroleum Directorate of Sierra Leone (PDSL) Joining African Energy Week (AEW) 2026 as Strategic Partner

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African Energy Chamber

Sierra Leone is advancing offshore exploration, preparing a new licensing round and finalizing the formation of a new national oil company ahead of its Strategic Partnership with AEW 2026

CAPE TOWN, South Africa, March 26, 2026/APO Group/ –The Petroleum Directorate of Sierra Leone (PDSL) has joined African Energy Week (AEW) 2026 – scheduled to take place in Cape Town from October 12–16 – as a Strategic Partner. The Directorate will be positioned to leverage the event to highlight its open acreage, competitive fiscal framework and upstream integration plans to international investors, signaling Sierra Leone’s emergence as a frontier exploration hotspot in the MSGBC basin and across the wider Gulf of Guinea.

 

Italian energy major Eni and other international players have engaged in detailed geological studies across Sierra Leone’s offshore basin, underscoring rising confidence in the country’s hydrocarbon potential. Backed by enhanced 3D seismic reprocessing and basin-wide prospectivity studies, the PDSL is accelerating data-led de-risking efforts to unlock prospects such as Vega and attract fresh upstream capital.

 

A central focus for investors is the anticipated resumption of offshore drilling in 2026 – the country’s first campaign in nearly a decade. Following the conclusion of its fifth licensing round, which offered 56 offshore blocks, Sierra Leone is preparing to drill new wells targeting an estimated multi-billion-barrel resource base, supported by improved subsurface imaging and strengthened regulatory oversight.

 

PDSL’s participation at AEW 2026 reflects Sierra Leone’s serious commitment to unlocking its offshore potential through transparency, strong fiscal terms and data-driven de-risking

Sierra Leone is also in the final stages of establishing its first state-owned national oil company, which will hold a mandatory 10% carried interest in all exploration licenses. The government is targeting an overall 25–30% participation in projects, balancing national value capture with competitive terms for international operators.

 

Downstream integration is also gathering pace, with the 105–126 MW Nant gas-to-power plant in Freetown, developed by Anergi Group and TCQ Power, expected to nearly double national generation capacity when it comes online in 2027. In parallel, PDSL is spearheading plans for Sierra Leone’s first refinery to reduce reliance on roughly 15,000 barrels per day of imported refined products.

 

“PDSL’s participation at AEW 2026 reflects Sierra Leone’s serious commitment to unlocking its offshore potential through transparency, strong fiscal terms and data-driven de-risking,” said NJ Ayuk, Executive Chairman, African Energy Chamber, adding, “Their strategic vision aligns with Africa’s broader push for energy security, industrialization and investor partnership.”

 

With drilling set to resume, a national oil company nearing launch and integrated gas-to-power and refining projects advancing, Sierra Leone is entering a defining phase. At AEW 2026, PDSL is expected to present a clear message: the basin is open, the data is ready, and the opportunity is real.

Distributed by APO Group on behalf of African Energy Chamber.

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Critical Mineral Projects to Watch Ahead of Invest in African Energy (IAE) 2026

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Energy Capital

The Uganda Chamber of Energy and Minerals, with both its CEO and governing council chairperson confirmed for Paris, will serve as the primary interface for investors seeking access to Uganda’s licensing framework and project pipeline

CAPE TOWN, South Africa, March 26, 2026/APO Group/ –Governments from West, Central and Southern Africa, with delegations confirmed for the Invest in African Energy (IAE) Forum in Paris next month, are each advancing critical mineral projects that span processing deals, development-stage assets and frontier exploration plays, giving investors a range of entry points across the minerals value chain.

Nigeria – Alumina Refinery & Lithium Processing

Nigeria struck a $1.3 billion deal with the Africa Finance Corporation in early March covering three components: construction of a one-million-ton-per-year alumina refinery, a national geoscience mapping program, and a joint investment vehicle to accelerate exploration and production across priority leases. Projected at 95% utilization over 20 years, the refinery is expected to add $1.2 billion to GDP annually and generate approximately $8 billion in foreign exchange earnings over its lifespan.

Separately, a $600 million lithium processing plant in Nasarawa State is at the commissioning stage, backed by ongoing mapping of lithium-bearing pegmatite belts across Kwara, Ekiti and Kaduna states. New mining licenses now require a local processing commitment covering at least 30% of output before export, a condition that directly shapes the investment structures available to foreign partners. Nigeria’s energy minister is among the confirmed delegations at IAE in Paris.

Zambia – Copperbelt Expansion & Cobalt Refinery

 

Copper output in Zambia is on course to clear one million tons in 2026, supported by First Quantum Minerals’ completed $1.25 billion S3 plant expansion at Kansanshi and Barrick Gold’s $2 billion program to double output at Lumwana by 2028. Several additional projects, including Sinomine’s Kitumba Mine and KoBold Metals’ Mingomba deposit, are also coming online this year, making Zambia one of the few places globally adding significant incremental copper supply in the near term.

Africa’s first cobalt sulfate refinery is targeting commissioning in Zambia in 2026, adding downstream processing capacity alongside the copper ramp-up. The Lobito Corridor, backed by a $553 million US Development Finance Corporation loan for Angola’s Benguela rail link, reduces export costs across the Copperbelt and improves project bankability for both mines and processing facilities seeking long-term offtake commitments.

Senegal – Falémé Integrated Iron Project

Senegal’s Falémé iron district in the Kédougou region holds over 600 million tons of probable reserves, including oxide ore at around 59% iron content and primary magnetite at roughly 45% Fe. The government launched the Falémé Integrated Iron Project as a phased program targeting 15 to 25 million tons per year at peak output, with national iron ore company MIFERSO conducting ongoing reserve verification.

The mineral export port at Bargny is operational and rail rehabilitation linking Kédougou to the coast is progressing under the Emerging Senegal Plan. The project is actively seeking a technical development partner. With port and rail infrastructure advancing independent of any single mining operator, Falémé carries lower logistics risk than comparable iron ore projects requiring greenfield corridor construction, which affects how financiers assess project bankability and timelines to first revenue.

Equatorial Guinea – Rio Muni Mineral Exploration

Equatorial Guinea’s Rio Muni mainland offers early-stage exposure to gold, bauxite, base metals, coltan and iron ore across largely underexplored onshore territory. The Ministry of Mines and Hydrocarbons has been opening the sector since its first public tender in 2019, with exploration contracts now in place and state geological mapping advancing in partnership with Rosgeo. Minister Antonio Oburu Ondo will address investors at IAE, with the minerals program expected to feature in bilateral meetings.

Uganda – Rare Earths & Minerals Sector Opening

Uganda holds rare earth deposits in ionic adsorption clay formations — a deposit type the IEA has flagged for low capital intensity relative to hard rock alternatives — alongside gold mineralization across greenstone belts in the West Nile, Karamoja and Mubende regions. The Uganda Chamber of Energy and Minerals, with both its CEO and governing council chairperson confirmed for Paris, will serve as the primary interface for investors seeking access to Uganda’s licensing framework and project pipeline, at the same time as the country’s Tilenga and Kingfisher oil developments move toward first oil.

Distributed by APO Group on behalf of Energy Capital & Power.

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APO Group Takes Gold at 2026 SABRE Awards – Second Consecutive Win Across Different Clients and Sectors

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Recognition spans technology, global sport, and culture, reflecting APO Group’s cross-sector communications performance across Africa

JOHANNESBURG, South Africa, March 26, 2026/APO Group/ –APO Group (www.APO-opa.com), the pan-African communications consultancy integrating advisory, execution, and proprietary news distribution, has won gold in the Northern Africa category at the 2026 Africa SABRE Awards for its campaign, GITEX Africa Morocco 2025: A Media-Fuelled Journey for Tech Excellence.

 

Delivered for GITEX Africa, the campaign generated more than 3,600 media clippings across African and global outlets, positioning the event as the continent’s leading technology and startup platform, while reinforcing Morocco’s emerging status as a regional technology hub.

Being honoured at the SABRE Awards is particularly meaningful because it reflects the impact of communication designed specifically for how African markets work

APO Group was a finalist in two additional categories for campaigns delivered for international organisations operating across Africa:

  • The Africa Flag 2025 Tournament: Raising the Game in Cairo – National Football League (Media Relations category)
  • Broadcasting Greatness: Elevating African Hoops and Culture at BAL 2025 – Basketball Africa League (BAL) (Media, Arts & Entertainment category)

The SABRE Awards recognise excellence in branding, reputation management, and engagement across the global communications industry. This latest accolade adds to APO Group’s growing record at these prestigious awards, following its win in 2025 for a campaign delivered for Canon Central and North Africa, as well as multiple finalist placements for campaigns supporting leading institutions such as GITEX Africa, Africa’s Business Heroes, and the Global Africa Business Initiative.

 

“Being honoured at the SABRE Awards is particularly meaningful because it reflects the impact of communication designed specifically for how African markets work,” said Bas Wijne, Chief Executive Officer at APO Group. “Successful pan-African campaigns combine strategic planning and strong local execution, together with a clear understanding of how different markets, media environments, and audiences connect with a story. It’s about designing communications that deliver measurable outcomes and help organisations engage effectively and confidently across Africa’s diverse media landscape.”

In addition to its SABRE Awards success, APO Group has received multiple major industry honours over the past year, including Gold and Bronze at the Davos Communications Awards for excellence in strategic communications and campaign execution. The company was also named Africa’s Leading PR Agency – 2025 by Brands Review Magazine and Best Public Relations & Media Consultancy Agency of the Year – 2025 by World Business Outlook.Operating across 54 African countries, APO Group provides communications advisory services, public relations, and media distribution through its proprietary newswire, Africa Newsroom, which places content on more than 250 Africa-focused news platforms worldwide.

Distributed by APO Group on behalf of APO Group.

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