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Glorious Program kindles rural prosperity after 30 years since its establishment with close to 1500 projects

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Glorious Program

BEIJING, CHINA – Media OutReach Newswire – 11 November 2024 – On April 23, 1994, ten private entrepreneurs issued a call to action: “Let’s dedicate ourselves to the noble mission of poverty alleviation.” This marked the official starting point of China’s Guangcai (Glorious) Program initiative.

The Glorious Program called on Chinese private entrepreneurs to play a part in the development-driven poverty alleviation projects that focus on helping impoverished areas to develop resources, set up enterprises, organize training and develop trade, to help revitalize local economy and ensure that the basic needs of impoverished rural residents are met.

Liu Yonghao, chairman of New Hope Group, was one of the first private entrepreneurs after the reform and opening up (a crucial move which began in 1978 to make China what it is today) and is also one of the initiators of the Glorious Program. “Why is it called a ‘Glorious Program?’ The term carries a dual significance: first, private enterprises are glorious; second, engaging in poverty alleviation is a glorious endeavor. As some of the first to become better-off, we bear the responsibility and obligation to assist in the development of relatively impoverished regions and individuals, leading them towards a path of shared prosperity.”

Xichang Hope (Feed) Company, invested by New Hope Group in Liangshan, southwest China’s Sichuan Province, was the first factory established under the Glorious Program.

“Around October 1994, we launched our first initiative for the Glorious Program, known as the ‘Glorious Program Liangshan.’ Liangshan in Sichuan Province was quite impoverished back then, so we decided to establish a factory there.” said Liu Yonghao, Chairman of New Hope Group

One employee of Xichang Hope (Feed) Company noted the dramatic change “Back in 1994, the surrounding area of our factory was nothing but a barren land. Thirty years later, skyscrapers have emerged from the ground.”

Over the past three decades, the Glorious Program has attracted participation from private entrepreneurs totaling 12,800 times and facilitated the launch of nearly 1,500 projects. The enterprises carried out investment based on their specific conditions, and following the Glorious Program, their business soon spread to all over China.

Transfer Group, another of the first private enterprises taking part in the Glorious Program in 1994, has been devoted to public welfare and charitable undertakings such as poverty alleviation and disaster relief.

Xu Guanju, Chairman of Zhejiang Transfar Group and Vice Chairman of China Society for Promotion of the Glorious Program stated “Without the development of agriculture, prosperity in rural areas, and wealth for farmers, how can China’s modernization be realized? Our survey revealed that illness is a major cause of poverty, or a cause that villagers slipped back into poverty. We focused on this issue and built health facilities. We have established medical clinics in 1,037 villages, providing healthcare access to 1.8 million villagers.”

Throughout Chinese history, there is no other public welfare cause that has had such a robust centripetal force, uniting thousands of private enterprises. Over the past 30 years since the launching of the program, it has facilitated the rapid economic development of impoverished areas and boosted the self-development ability of the poverty-stricken population. It has changed from mainly relying on external support- like a blood transfusion -to a more sustained effort from self-motivation.

Fu Guangming, Chairman of Sunner Group and Vice Chairman of China Society for Promotion of the Glorious Program went on to say “This platform enables us to help more individuals, and in doing so, these individuals can contribute to the success of the enterprise. With the support of the community, our business is poised to reach new levels of success.”

Liu Yonghao, Chairman of New Hope Group added “Our company is engaged in rural development. We helped local farmers modernize pig farming practices, and it has proved to be very successful. We aim to empower farmers through modern agricultural methods, equipping them with advanced skills. This is a crucial part of our Glorious Program.”

“Private enterprises should actively engage in the Glorious Program, public welfare, and charitable causes, always remember their roots as they prosper, strike a balance between moral integrity and financial returns to conscientiously fulfill their social responsibilities,” said Chinese President Xi Jinping when he participated in the joint group discussion with the members of the China Democratic National Construction Association and the All-China Federation of Industry and Commerce in March, 2016.

Over the past three decades, the Glorious Program has actively embraced the ancient Chinese philosophy of “balancing righteousness and profit, with an emphasis on righteousness,” maintaining a dual focus on “industry + charity.” The program has made significant contributions in relocation of people in the Three Gorges Reservoir area, afforestation and ecological restoration, revitalizing old industrial bases in Northeast China, building a new socialist rural area, and combating poverty.
 



 

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Telecoming Strengthens Its Presence in Africa with the Launch of DCB Software South Africa

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The company advances its regional strategy with a model built on AI, monetisation and direct connectivity with local operators

JOHANNESBURG, South Africa, May 11, 2026/APO Group/ –Telecoming (www.Telecoming.com), a global technology company specialising in the monetisation of digital services, announces the launch of DCB Software South Africa (www.DCBSoftwareZA.com), its new local subsidiary. The move reinforces the company’s growth strategy in Africa, one of the most promising markets in the mobile economy.

The new entity will be led by Javier de Corral, who will lead business development, establish partnerships with telecom operators and build a local team based in Johannesburg.

The South African launch builds on Telecoming’s existing footprint in the continent, where it already operates through its Algerian subsidiary, DCB Software Dzayer, further strengthening its regional position.

We are very excited about the opportunities in South Africa and committed to investing in its digital future

DCB Software South Africa will operate as a local hub focused on AI-driven digital services, supported by a team entirely based in the country. Its scope includes the development of digital products, mobile and web services, as well as solutions in digital entertainment and marketplaces, all built on scalable, multi-device platforms designed to ensure a seamless user experience.

The subsidiary combines in-depth knowledge of the South African and Sub-Saharan markets with direct access to telecom operators, digital platforms and local payment solutions. It will deploy multiple monetisation models, including Direct Carrier Billing (DCB), to optimise conversion rates and overall performance.

The launch of DCB Software South Africa marks a key milestone in our global expansion strategy”, said Cyrille Thivat, CEO of Telecoming. “We are very excited about the opportunities in South Africa and committed to investing in its digital future. With Javier de Corral at the helm, we are confident that this new subsidiary will not only drive our local growth but also contribute to the broader digital and AI ecosystem.”

Telecoming develops technology designed to enhance user acquisition, streamline payment processes and improve the performance of digital services. Its platforms integrate monetisation, advertising and user experience, leveraging artificial intelligence to deliver secure, scalable and efficient solutions.

This expansion reinforces Telecoming’s commitment to delivering innovative digital and AI services and strengthens its position as a key player in the African market. With this launch, the company takes another step in its international expansion, enhancing its ability to support the development of Africa’s digital ecosystem through advanced technology, local expertise and strategic partnerships.

Distributed by APO Group on behalf of Telecoming.

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Enlit Africa 2026 makes 20 May the Commercial and Industrial (C&I) delivery day across power, water and clean energy hubs

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Taking place 19–21 May 2026 at the Cape Town International Convention Centre (CTICC), Enlit Africa, created by VUKA Group, convenes utilities, municipalities, large energy users, financiers, developers and technology providers to focus on what shifts outcomes in African infrastructure

CAPE TOWN, South Africa, May 11, 2026/APO Group/ –Enlit Africa 2026 will put commercial and industrial delivery front and center on Wednesday 20 May with a dedicated line-up across the Power HubWater Hub and Renewable Energy & Storage Hub. The day is built for decision-makers who must keep operations running, secure reliable supply, manage risk and move projects from concept to implementation.

 

Taking place 19–21 May 2026 at the Cape Town International Convention Centre (CTICC), Enlit Africa, created by VUKA Group, convenes utilities, municipalities, large energy users, financiers, developers and technology providers to focus on what shifts outcomes in African infrastructure.

On 20 May, the programme is anchored by the keynote, “How a coordinated energy/water plan could change African resilience” (09:30–11:45), positioning water and energy as interlinked operational risks that can no longer be managed in silos. From there, the day breaks into practical tracks tailored for large users and the solution partners that support them.

In the Renewable Energy & Storage Hub, sessions focus on the realities of C&I adoption and delivery at scale, including “Project implementation for multi-megawatt C&I projects” (11:45–13:00) and “Clean energy adoption in the C&I market” (14:30–15:45), before turning to fleet electrification and operations with “Mobility: Management of electric vehicle fleets for C&I” (16:00–17:30).

In the Water Hub, the agenda targets the technologies and operating models that matter most to industrial continuity and compliance. Sessions include “Next-generation water treatment technologies” (11:45–13:00), “Advanced water treatment & smart water systems” (14:30–15:45) and “Accelerating water technology deployment for C&I operations” (16:30–17:30).

Together, the three stages create a single day of high-signal, implementation-led content for C&I leaders, utilities, municipalities and suppliers focused on operational performance, investment readiness and delivery discipline.

Distributed by APO Group on behalf of VUKA Group.

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Nigeria’s Upstream Reform Program Captures 40% of Africa’s Final Investment Decision (FID) Activity After a Decade on the Margins

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A government three-year review documents how executive action under President Tinubu reversed a decade of upstream decline

JOHANNESBURG, South Africa, May 8, 2026/APO Group/ –Nigeria has gone from capturing 4% of Africa’s upstream final investment decisions (FIDs) to commanding 40% in two years, according to Nigeria’s Energy Sector Reforms 2023-2026: A Three-Year Review, published by the Office of the Special Adviser to the President on Energy and spearheaded by Special Adviser Olu Verheijen. The $50 billion project pipeline now in development beyond 2026 points to sustained capital commitment at a scale not seen in the Nigerian upstream for at least a decade.

 

Between 2014 and 2023, Nigeria was among the continent’s weakest performers for upstream FIDs despite holding 37.5 billion barrels of proven oil reserves, the second-largest endowment in Africa. Algeria captured 44% of African upstream FIDs during that period, Angola held 26%, while Nigeria trailed Mozambique, Ghana, Senegal and Namibia. In the third quarter of 2022, crude production briefly dropped below one million barrels per day, as years of underinvestment, pipeline vandalism and regulatory ambiguity compounded each other. However, reforms instituted by Nigeria’s President Bola Tinubu have dramatically turned this trend around. Through deliberate and coordinated steps, the government has reset the trajectory.

Addressing Fiscal Terms, Regulatory Scope and Contracting Speed

President Bola Tinubu’s administration moved simultaneously on fiscal terms and regulatory architecture. Policy directives in 2023 clarified the boundary of jurisdiction between the Nigerian Upstream Petroleum Regulatory Commission (NUPRC) and the Nigerian Midstream and Downstream Petroleum Regulatory Authority (NMDPRA), resolving an ambiguity that had complicated project sanctioning. Presidential Directive 40 introduced targeted tax incentives, and a separate Notice of Tax Incentives for Deep Offshore Production in 2024 was designed to draw international oil companies (IOCs) back into capital-intensive, long-cycle deepwater projects. The VAT Modification Order 2024 and Upstream Cost Efficiency Order 2025 addressed the cost structures that had rendered marginal projects uneconomic. NNPCL contracting timelines were compressed from 36 months to a maximum of six months.

Four Divestments Transferred Onshore Control to Indigenous Operators

In parallel, the administration deployed targeted security directives and accelerated ministerial consents for four IOC asset transfers. Renaissance acquired Shell’s onshore portfolio. Seplat Energy completed its acquisition of ExxonMobil’s Nigerian upstream interests. Oando took over from Agip, and Chappal acquired Equinor’s local assets. The four transactions totaled approximately $4 billion. The transfer of onshore and shallow-water blocks to indigenous operators contributed directly to production recovery. Output rose by approximately 400,000 barrels per day between 2023 and 2025 to reach 1.6 million barrels per day, the highest onshore production level in 20 years.

When a government rebuilds fiscal competitiveness and regulatory predictability at the same time, capital responds

Signed Projects Total $10 Billion, With a $50 Billion Pipeline Beyond

The reforms produced a concrete FID response from Shell and TotalEnergies. Shell Nigeria Exploration and Production Company (SNEPCo) sanctioned the $5 billion Bonga North deepwater development in December 2024 and committed a further $2 billion to the HI Non-Associated Gas (NAG) project. TotalEnergies and NNPCL took a joint FID on the $550 million Ubeta gas field development in June 2024.

Together those three commitments account for more than $10 billion in signed investment after a decade of near-zero sanctioning activity. The pipeline beyond 2026 spans a further $50 billion across 11 projects including Bonga South West, Owowo, Usan and Erha. Nigeria approved 28 field development plans valued at $18.2 billion in 2025 alone, targeting an estimated 1.4 billion barrels of reserves.

“When a government rebuilds fiscal competitiveness and regulatory predictability at the same time, capital responds,” said NJ Ayuk, Executive Chairman of the African Energy Chamber. “Nigeria has done both, and the FID numbers are concrete proof.”

The Counterfactual Illustrates How Much Was at Stake

The presentation includes a no-reform projection that puts the gains in context. Without intervention, total crude and condensate production was on track to fall from 1.371 million barrels of oil equivalent per day in 2022 to 579,000 by 2030. Under the reform trajectory, output reached 1.77 million barrels of oil equivalent per day in 2026, with a stated government target of 3 million barrels per day. Export gas utilization rose 39% over the same period, while domestic utilization grew by 7%.

The durability of these gains will be tested by two factors: whether the institutional architecture put in place under the Tinubu administration holds over the long term, and whether the deepwater commitments signed in 2024 and 2025 advance to execution on schedule. The project pipeline is large enough that partial delivery would still represent a generational shift in Nigeria’s upstream output profile.

 

Distributed by APO Group on behalf of African Energy Chamber.

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