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African Energy: Making it work for everybody (By Luca Vignati)

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African Energy

When new energy opportunities open up on the continent, the key to developing them successfully lies in a proven set of principles: sustainability, local partnerships and mutual benefit

CAPE TOWN, South Africa, August 19, 2024/APO Group/ — 

By Luca Vignati (https://apo-opa.co/3yL5V6E) Upstream Director at Eni. 

Africa is a continent with a growing economy demanding sustainable development for its millions of inhabitants. This is particularly true as it is such a “young continent” in terms of population age. At the same time, the continent is blessed with multiple energy opportunities to fuel this transition phase – from oil to gas to renewables, such as solar and wind, to agri-feedstock for biofuel. 

Africa is now in an exciting position to address all the elements of the energy trilemma (security, affordability, and sustainability) in the framework of a just transition.

For us at Eni, being an integrated energy company that has been committed to Africa since the late 1950s, we continue to see the continent as a fascinating energy-investment frontier because of the variety of energy vectors from traditional to renewables and so we continue to invest here. 

The year 2023 was very fruitful for us delivering two key projects in Sub-Saharan Africa, namely Baleine in Cote d’Ivoire and Congo LNG in the Republic of Congo, while also reaching the final investment decision (FID) on the Structures A&E project in Libya, the first major project in the country for decades. All these were possible as we continue to solidify our fast-track development project model, capitalising on our technical expertise, such as our “development while appraisal” strategy.

The continent is fertile ground for business expansion, from established producers in North Africa to emerging territories such as Mozambique and Cote d’Ivoire where we again confirmed our exploration success with Calao in early 2024. By adopting a neutral stance on energy vectors and technologies, we aim to foster socioeconomic development that prioritises both affordability and sustainability, leaving no one behind.

Collaborative process

African energy development requires collaboration, with exciting opportunities for stakeholders – businesses, governments, and communities – to work together for the best possible outcomes.

Effective dialogue and shared values remain pivotal for successful collaboration. This entails ensuring access to energy at the domestic level as well as to international markets, all while maintaining its affordability and minimising carbon emissions. For such reason, we retain that gas is emerging as the optimal vector to address these three crucial elements.

In pursuing the development of the energy industry, and its challenge in this energy transition scenario, we believe in an approach of inclusivity and mutual benefit that grows local economies –by integrating local content into development projects as well as collaborating on sustainability initiatives.

As  discoveries continue to be made in new African frontiers, from Cote d’ Ivoire to the Orange basin, it’s important to bear in mind that new frontiers and mature countries both require an approach rooted in sustainability and local content, intertwined within the trajectory of growth.

We believe in an approach of inclusivity and mutual benefit that grows local economies –by integrating local content into development projects

From the very inception of projects, it is vital to maximise benefits and deliver tangible results for host countries.  In line with our values of dual flag model, Eni looks to integrate local-content strategies throughout the project life cycle, from exploration to production, which includes not only developing local business capabilities and workforces, but also running training initiatives in-house, or with non-profit organisations and international agencies.

Recently in Mozambique and Cote d’Ivoire, we have seen the benefits of maximising the involvement of nationals in providing goods and services, promoting the transfer of skills and technologies, bolstering employment opportunities and fostering a dynamic business environment in both countries. We continue to be committed that our future projects such as Coral North and further Baleine phases will continue expanding local content and further strengthen these economies.

We continue uncovering business opportunities, leveraging phased and fast-tracked projects. For example, Baleine will further increase its production with its Phase 2 start up by Q4 2024 targeting a total field production of up to 60kbopd and 70MMscf/d of gas – confirming immense potential!

This success owes much to open engagement with local authorities and contractors that stems from a shared vision from the projects’ beginning, underpinned by common goals and a win-win approach of mutual trust.

The same principles opened the way for the Calao discovery in Block CI-205 in Cote d’Ivoire – a commercial success in a petroleum play where others had previously been unable to succeed.

Eni has been present on the continent for decades, creating a strong bond based on equal partnership and dialogue, embracing the cultural diversity and uniqueness of each country.

This similar approach is promoted in our first business combination in the continent, Azule Energy – a bp and Eni company – operating in Angola who could well become a regional player in the Orange basin. As the frontier develops, Azule could leverage on approaches that have been so successful in other geographies to continue to create real local value in Angola and regionally. 

New partnership approaches

In recent years, our business model has undergone a transformative evolution, from technical and managerial competencies to deliver projects and operational results, to a deeper understanding of our industry. We have embraced the complexities, all while remaining committed to our hallmark: delivering the best time-to-market results (two-three years from exploration success).

Recognising the need for further innovation, we’ve unlocked new capabilities, fostering shared values between headquarters and our geographic units. Integrated, entrepreneurial local teams are better able to articulate and boost local approaches while relying on central technical competences. This allows us to efficiently develop solutions to fast-track projects, improve plant operations, and apply lessons learned.

This efficient shared use of resources is what attracts partners in the African energy sector, ultimately ensuring operational and business effectiveness, quick time to market, real value creation and true progress towards Net Zero.

Distributed by APO Group on behalf of AOW: Investing in African Energy.

Business

Africa Launches the First Pan-African Pact for Insurance Inclusion

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Africa

400 decision-makers gathered in Cotonou to accelerate access to insurance and contribute to doubling insurance penetration by 2040

DAKAR, Senegal, June 23, 2026/APO Group/ –Faced with a major paradox representing nearly 19% of the world’s population while accounting for less than 1% of global insurance premiums African insurance stakeholders are mobilizing.

 

From July 6 to 8, 2026, the Federation of African National Insurance Companies (FANAF) will organize the General Assembly on Insurance for All at the Sofitel Hotel in Cotonou, Benin, a major pan-African gathering dedicated to inclusive insurance.

The event will bring together nearly 400 African decision-makers from governments, regulatory and supervisory authorities, insurance and reinsurance companies, financial institutions, development banks, technical and financial partners, as well as professional organizations from across the continent.

The ambition is clear: to foster a shared vision and concrete commitments aimed at accelerating access to insurance for African populations while strengthening the sector’s contribution to the continent’s economic and social development priorities.

The discussions will culminate in the adoption of the Pan-African Pact for Insurance Inclusion and a 2026–2030 Strategic Action Plan, designed to structure collective action around an ambitious objective: contributing to the doubling of insurance penetration across the FANAF region by 2040.

An Economic, Social and Development Imperative

Within the CIMA zone, insurance penetration remains below 1% of GDP, compared to more than 6% globally.

As a result, millions of households, farmers, entrepreneurs, SMEs and informal sector actors remain deprived of essential protection mechanisms against health, climate, economic and social risks.

For FANAF, this reality now constitutes a major development challenge.

Africa cannot build sustainable growth without strengthening protection mechanisms for its populations, businesses and investments

“Africa cannot build sustainable growth without strengthening protection mechanisms for its populations, businesses and investments. The Cotonou General Assembly must mark the starting point of a new continental ambition for African insurance and its role in the continent’s economic transformation,” said Mamadou Koné, President of FANAF.

Beyond Insurance: A Driver of Continental Transformation

For FANAF, insurance is no longer merely a risk coverage mechanism. It is also a strategic lever for economic resilience, savings mobilization, investment security, SME financing, support for climate transitions and the strengthening of financial inclusion.

Through this General Assembly, FANAF seeks to reposition insurance as a key stakeholder in Africa’s economic, social and financial transformation.

A Pact to Accelerate Action

The conclusions of the General Assembly will lead to the adoption of the Pan-African Pact for Insurance Inclusion, a reference framework intended to mobilize governments, regulators, market players, financial institutions and development partners around shared objectives.

The Pact will be accompanied by a 2026–2030 Strategic Action Plan defining priority intervention areas, coordination mechanisms and monitoring arrangements for the commitments undertaken.

A broad mobilization of public, private and financial partners will support its implementation in order to translate commitments into tangible results for African populations and economies.

Cotonou 2026: Building a Shared Vision

Beyond the insurance sector, the General Assembly aims to create an unprecedented platform for dialogue between governments, regulators, investors, financial institutions, technical partners and market actors in order to identify the levers needed to accelerate insurance inclusion across the continent.

Holding this event in Benin reflects the country’s broader economic and financial transformation momentum and illustrates the collective determination of African stakeholders to develop solutions tailored to the continent’s realities.

Through this initiative, FANAF intends to make Cotonou 2026 a defining moment for the future of African insurance and the starting point of a lasting continental mobilization in favor of insurance inclusion.

Distributed by APO Group on behalf of Fédération des Sociétés d’Assurances de Droit National Africaines (FANAF).

 

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Flat6Labs and International Finance Corporation (IFC) Launch StartAlgeria, a Capacity-Building Program Designed to Empower the Organizations Progressing Algeria’s Startup Ecosystem

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Flat6Labs

StartAlgeria comes at a key moment for Algeria’s entrepreneurship landscape, shifting the focus toward improving how the ESOs operate by providing them with international best practices

ALGIERS, Algeria, June 23, 2026/APO Group/ –Flat6Labs (www.Flat6Labs.com) and IFC in collaboration with the Ministry of Knowledge Economy, Startups and Micro-Enterprises are launching StartAlgeria, a capacity-building program that puts Entrepreneur Support Organizations (ESOs) at the forefront of Algeria’s ecosystem future. The program is designed to equip Algerian ESOs reinforcing pre-seed and seed-stage startups with the expertise, frameworks, and networks needed to contribute to a stronger, more competitive entrepreneurship ecosystem in Algeria and expand into global markets.

 

StartAlgeria comes at a key moment for Algeria’s entrepreneurship landscape, shifting the focus toward improving how the ESOs operate by providing them with international best practices adapted to each organization’s needs, a community-driven approach that focuses on peer learning, and facilitating connections with investors, policymakers, and key stakeholders.

Algeria’s entrepreneurial community is among the most dynamic and vibrant in the region, and the potential is not just real, it is ready to scale

StartAlgeria will pilot a first cohort focusing on incubators in the capital, Algiers. Following a call for application, the selected ESOs will go through a structured program comprising workshops and masterclasses covering key areas such as startup selection, program design and delivery, and investment readiness. In addition to the core program, participating ESOs will benefit from 6months of post-program mentorship, focusing on areas such as fundraising strategy, partnership development, financial sustainability, and program improvement. This sustained engagement’s goal is to provide a lasting impact in how Algerian ESOs operate and what they’re able to offer the startups they champion.

Yehia Houry, CEO of Flat6Labs, shares “Algeria’s startup ecosystem is demonstrating remarkable potential and a rapidly growing level of maturity, driven by an ambitious new generation of founders, increasing institutional support, and a strong national commitment to innovation and entrepreneurship. The opportunity today lies in further empowering entrepreneurship support organizations to match this momentum by strengthening their ability to identify and nurture high-potential startups, deliver impactful and results-driven programs, and create stronger connections between entrepreneurs and sources of capital. With the right support structures in place, Algeria is well positioned to become one of the leading innovation hubs in the region.”

“Algeria’s entrepreneurial community is among the most dynamic and vibrant in the region, and the potential is not just real, it is ready to scale. Through StartAlgeria, we are committed to ensuring that the organizations standing behind founders are equipped with the tools, frameworks, and expertise to take them from early ideas to investment-ready ventures. This program is a direct expression of IFC’s long-term confidence in Algeria’s private sector and in the ecosystem’s capacity to produce the next generation of high-impact companies.” underscored Cemile Hacibeyoglu Ceren, WBG Resident Representative in Algeria.

“The launch of StartAlgeria marks an important step in reinforcing Algeria’s startup support ecosystem. By strengthening the capabilities of Entrepreneur Support Organizations, we are investing in the long-term growth, resilience, and international competitiveness of Algerian startups. This initiative reflects our shared ambition to build a dynamic innovation-driven economy and create new opportunities for entrepreneurs across the country,” said H.E Mr. Noureddine Ouadah, Minister of Knowledge Economy, Startups and Micro-Enterprises.

This IFC program is implemented in partnership with the Government of the Netherlands.

Distributed by APO Group on behalf of Flat6Labs.

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Hong Kong unlocks new opportunities with Central Asia

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Hong Kong

HONG KONG SAR – Media OutReach Newswire – 23 June 2026 – Led by Chief Executive of the Hong Kong Special Administrative Region (HKSAR), John Lee, a high-level delegation visit to Kazakhstan and Uzbekistan (May 31 – June 5) is already paying dividends, forging fresh opportunities to deepen ties between Central Asia, Hong Kong and the Chinese Mainland.

The business delegation comprised over 70 representatives from Hong Kong and Mainland enterprises of various sectors.

During the visit, 96 bilateral memoranda of understanding and agreements were reached, including a total of 15 co-operation documents at the government level between Kazakhstan and Uzbekistan respectively.

“The examples of agreements and co-operation are just so abundant that they range from the service sector to heavy industries such as mining and infrastructure development,” Mr Lee said. “I think the sky is the limit.”

The multiple outcomes achieved during the trip demonstrate Hong Kong’s role as a functional platform for the Belt and Road (B&R) Initiative, as the city actively plays its roles as a “super connector” and “super value-adder” to promote broader and deeper co-operation between the two places and establish a hub-to-hub co-operation model.

“Kazakhstan is an important commercial and logistics hub connecting China and Europe. It is also the place where the Belt and Road Initiative was first proposed, and is Hong Kong’s largest trading partner in Central Asia. There are broad prospects for further co-operation,” Mr Lee said, adding that a lot of B&R projects are also being pursued in Uzbekistan.

“For example, Uzbekistan sits in the heart of the corridor of Asia and Europe, so logistical development, railway development, and also how we can complement and supplement each other in cargo handling will be an area for a very wide range of co-operation.”

The Chief Executive also encouraged companies in Central Asia to leverage Hong Kong’s advantages under the “one country, two systems” principle.

“Under this unique principle, Hong Kong has its own economic, social, legal, legislative and judicial systems. We are the only common law jurisdiction in China. We have our own currency, with no capital or foreign exchange controls. We are, as well, a separate customs territory,” Mr Lee said.

Building on the positive outcomes from the delegation’s mission to Central Asia, Mr Lee welcomed the Deputy Prime Minister of Kazakhstan, Kanat Bozumbayev, to Hong Kong (June 10) and they both attended the Alatau City Investment Round Table (June 11).

Speaking at the event, Mr Lee said Hong Kong could contribute to the future success of Kazakhstan’s innovative, high-tech Alatau City in three concrete ways: as a gateway to global capital; a gateway to the Chinese Mainland and the Greater Bay Area; and as a partner in talent and technology.

“We share a development vision with Alatau City and Kazakhstan,” Mr Lee said, “Today, right here, right now, is a golden opportunity to bring our two economies closer together.”

He looked forward to Hong Kong and Kazakhstan achieving complementary advantages and co-ordinated development across different sectors and welcomed enterprises in Kazakhstan to make good use of Hong Kong’s premier financial and innovation and technology platforms, as well as its world-leading professional services, to explore more business opportunities.

 

 

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