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SOUTH AFRICA – R61 road upgrade completed

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The R61 mega road infrastructure project in the Eastern Cape has been completed the South African National Roads Agency SOC Ltd (SANRAL) announced recently.

The project, which is valued at R550-million and forms part of a master plan for tourism and other long-term mega projects in the Eastern Cape, started on 16 September 2013 and was completed on 8 September 2017.

Several projects in the pipeline

Upgrade work included the construction of a new 7.3 km dual carriageway between Mthatha and the turn off to Ngqeleni.  The east bound carriageway was newly constructed, while the west bound carriageway entailed an upgrade of existing road infrastructure.

As a result of the new carriageway there are now six new bridges and two large agricultural underpass culverts were also constructed.

“The R61 Mthatha Sprigg Street to Ngqeleni Turn-off project is one of several projects, each with different starting and completion dates in a mega road infrastructure development and safety programme for the R61 which commenced in 2011, and which will be completed by 2020,” says Mbulelo Peterson, SANRAL Southern Region manager.

Improving road safety

Peterson adds that the plan is to improve the safety of the road users and pedestrians through the closing of unsafe intersections, a new interchange at Ngqeleni turn-off and the construction of formalised and channelised intersections.

This is also an integrated road safety programme which aims to decrease the road hazards which may lead to accidents and motor vehicle accident (MVA) related deaths.

Community benefits

The road agency says that the community has already begun to reap the benefits of this project.

One of the successes is that the project has already injected a salvo of benefits to members living in villages from Mthatha to Ngqeleni,” Peterson explains.

SANRAL delivered 31 new replacement houses to residents whose dwellings fell under the construction footprint, and in the process eradicated poorly constructed structure homes.

“The project has also brought meaningful initiatives of social development to residents and communities.”

US tech giants eyeing Africa’s education sector: On the road with Microsoft

With rising minimum wages in countries such as China, Thailand and Vietnam, there has been hope that parts of Asia’s low-skilled manufacturing industry would shift to African countries, and in the process create much-needed jobs. However, before the continent’s manufacturing sector could even get started, it is now apparently facing an imminent threat from robots, which could replace millions of workers. For instance, a US company has already developed a sewing robot that can make as many t-shirts per hour as 17 humans.

As low-skilled employment positions become fewer, the demand for quality education is likely to continue growing. This situation is creating plenty of potential for the private sector to provide education solutions. For instance, Johannesburg Stock Exchange-listed ADvTECH has built a diversified company with numerous basic and tertiary education brands, while Mount Kenya University, which, in addition to establishing a number of campuses in Kenya, has also expanded to Rwanda and Somaliland. And on the other side of the continent, Ghana’s International Community School, with three main campuses, recently attracted investment from private equity firm AfricInvest.

But the opportunities in the continent’s education sector are not restricted to the operation of schools. As classrooms become digital, the provision of technology solutions is big business. This is the reason why some of the world’s top technology companies – such as Microsoft, IBM, HP and Intel – made the trek to Mozambique’s capital Maputo for the recent Innovation Africa summit, a gathering of African education and technology stakeholders. Each showcased their digital classroom solutions at the seafront Gloria hotel – a palatial, Chinese-inspired facility that is definitely an acquired taste.

A window into Microsoft’s business

I was invited to the conference as a guest of Microsoft, which gave me particular insight into the Redmond-headquartered company’s activities in Africa’s education sector. To be honest, I wasn’t aware that education is such a prominent part of its business.

The Maputo AFECC Gloria Hotel, where the Innovation Africa summit was held

Microsoft currently works with education ministries in numerous African countries – including Cape Verde, Côte d’Ivoire, Rwanda and Kenya, to name a few – by providing technology to assist in teaching and learning processes. During the conference, it added to its list of territories by announcing a new partnership with Mozambique to “modernise the way learning is done in the country”.

The company also used the summit for the official African launch of its Microsoft 365 Education solution, which is designed to “unlock creativity”, “promote teamwork”, and “provide a simple and safe” user experience. Among various features, the package includes an educational version of the popular game Minecraft (which teaches students how to code); collaboration platform Microsoft Teams; and the software giant’s Intune service which helps schools set up and manage classroom devices.

Cracking the education sector

One of the challenges Microsoft faces is perceptions around the pricing of its educational products, with many people unaware that school kids don’t have to pay the same price to use Word as a corporate customer.

“I am always constantly surprised how many institutions in Africa are unaware that we have education licencing. Many institutions tell me when I visit them that, ‘Your software is too expensive,’ but the fact is they are buying commercially-priced software,” commented Mark East, Microsoft regional leader for education in Europe, the Middle East and Africa.

Another barrier for education companies targeting African countries is that they often must work with governments, which can be a slow and overly-bureaucratic exercise. The appeal of the Innovation Africa summit is likely its ability to attract a large number of government officials to one place.

Commenting on what education service providers need for success on the continent, East highlighted “beachhead wins” – proven success stories which can be used to land further business. He added those looking to enter a particular country should partner with bigger technology companies already active in a market. They should also align themselves with the respective governments’ digital transformation plans.

It is estimated that 40% of Africa’s population is under the age of 15. It truly worries me thinking about which industries will provide jobs to these hundreds of millions of young people over the coming decades. Hopefully having some of them educated in these high-tech classrooms will make us slightly better prepared for this scary new world.

 

Is it a good time for investors to put their money in Nigeria?

Nigeria has enjoyed strong economic growth rates in the last two decades, benefiting from rising oil prices and expansion of non-oil sectors. The plunge in oil prices in 2014 induced fiscal pressures and foreign currency shortages, and spilled over to non-oil sectors, tipping the economy into recession in 2016.

Medium- to long-term prospects look optimistic, with solid fundamentals underpinning growth expectations. The economy has grown by an average of 5.4% between 2008 and 2016, during which time its size more than doubled to US$400bn by 2016, thereby becoming the biggest economy in Africa. The economy is projected to grow to over $650bn by 2022.

Nigeria is ranked 19 out of 54 African countries in the Quantum Global Africa Investment Index, largely reflecting the large size of the economy and population. It received $4.4bn in foreign direct investment (FDI) in 2016, becoming one of the largest beneficiaries of FDI in Africa. Foreign exchange shortages have eased, especially with the introduction of the Exporters and Investors FX window in April 2017 to boost liquidity in Nigeria’s foreign exchange market.

The government is intensifying its efforts to diversify the economy from oil to other sectors such as agriculture, manufacturing and services sectors (financial services, information and telecommunications, entertainment, hotels and tourism). Today, the oil sector accounts for about 10% of GDP, compared with over 30% in the 1980s.

Agriculture

Agriculture is key to economic diversification, yet its full potential remains far from being fully realised. The sector contributes over 22% of GDP, and is by far the largest contributor to employment, absorbing about 60% of the working population. Food imports accounts for 15% of total imports, reflecting considerable opportunities for import substitution and the establishment of export-oriented agricultural production.

Investment opportunities lie in crops such as maize, rice, cocoa, cassava, cocoyam, cashews, potatoes, sugar, yams and vegetables, and in agricultural inputs (seeds and fertilisers) and production of equipment for irrigation and mechanised technologies.

Manufacturing

The contribution of the manufacturing sector remains below its potential, accounting for 10% of GDP in 2015, well below other African peers such as South Africa (13%) and Mauritius (16%). Nevertheless, manufacturing is the ideal sector to drive Nigeria’s industrialisation and structural transformation. More investment is needed to create industrial clusters to increase value addition in resource sectors (oil refinery), agro-processing value chains, chemicals, pharmaceuticals, and textile and footwear. The high fuel import bill (16% of total imports) highlights the need for investment in oil refineries.

Services

The services sector, including telecommunications, hotels and tourism, and entertainment, have posted solid growth rates in recent years and continue to hold potential. On average, these sectors have grown by 9.4%, 22% and 37% over the period of 2010-2015, respectively. In the financial services sector, technological advancements are creating significant value in new financial products such as mobile banking, helping to boost efficiency and productivity and permitting greater financial inclusion.

Tourism

The tourism sector – currently contributing 1.7% to GDP – has the potential to contribute more to the economy and to generate foreign exchange, create employment and promote tourism-based enterprises, especially in hotels, coastal resort development, amusement parks and other tourism infrastructure. These sectoral dynamics portend attractive opportunities in these sectors, and now is the time to unleash.

Challenges

Nigeria’s huge infrastructure deficit, especially in power and transport, is a big constraint on economic activity. The low rate of household access to electricity (56%) and frequent power outages (averaging 33 per month) are raising the cost of doing business and reducing competitiveness. With a population growth rate of 2.7% per annum, demand for power and other infrastructure is expected to continue expanding. Substantial investment is needed to address the infrastructure deficit. Investment is needed in generation, distribution and maintenance of existing energy infrastructure, gas pipelines, construction of solar farms and other off-grid power solutions and manufacturing of power equipment. A number of incentives have been put in place to encourage investment in infrastructure, presenting the best opportunity for strategic investors with long-term interest in the country.

Outlook

Nigeria boasts an abundance of natural resources and a strategic location, which continue to engender a vast investment potential. It is the largest producer of oil in sub-Saharan Africa, with over 37 billion barrels in proven oil reserves. The country holds the largest natural gas reserves on the continent, and has ample deposits of other solid minerals such as coal, limestone, iron ore, gold, and lead. Its coastal ports allow easy access to the developed markets of Europe and America, while the extensive network of transport routes link the country to African markets.

The country’s democracy is maturing and becoming firmly entrenched, with peaceful political transitions and stability in the last two decades. These democratic gains combined with reforms on governance especially on stemming corruption, is helping to create a fertile ground for doing business. The security situation is holding up, helping restore economic activity in the oil sector.

On the governance front, issues related to corruption and security in the oil producing regions has often affected perceptions about investing in Nigeria. The World Bank’s Ease of Doing Business 2017 index ranks Nigeria 145 out of 190 countries, moving up 24 places as reforms yield results, but still reflecting some bottlenecks in doing business. Despite recent challenges, Nigeria continues to present tremendous long-term investment prospects, and therefore now is the best time to invest in Nigeria.

Dr Seedwell Hove is a senior economist at Quantum Global Research Lab.

Digitalisation – a potential revolution for the logistics industry?

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More than in many other sectors, digitalisation is set to revolutionise the logistics industry. Digital innovations have been introduced at a slower pace in the oldest and most global commercial sector than in other industries. But the now rapidly progressing digital transformation demands new digital business models to retain market positions.

Significant progress in 3D printing may soon threaten the market. An increasing number of complex, highly individualised or small-batch products can be printed, including foodstuffs, entire houses and automobile bodies. The production of a commodity can take place where it is required – eliminating the need for transportation and warehouse storage.     

Even greater potential for revolution can be attributed to the internet of things (IoT). Each device is connected to the internet and can send and receive information. The result is a global system of total networking. The IoT enables the exchange of information between all parties involved in the supply chain process. The result is improved planning, monitoring and control to the benefit of logistic providers and customers alike.

This is a great example of how information enables innovation and better decision-making accelerates processes and reduces costs while simultaneously increasing customer satisfaction. The role of information is, therefore, continuously increasing as a decisive factor of production and must be an essential element of any corporate strategy.

New logistics concepts are arising in reaction to these developments: DHL has developed a parcel copter that enables fast and flexible sending and receipt of parcels in geographically demanding locations. Rolls-Royce is developing connected drone container ships and several players are developing self-driving and connected cars. Connected wearable devices are revolutionising the way people such as logistics employees interact with their environment. Goods on shelves are indicated by a Google glass, scanned and booked automatically.

Challenges to traditional logistics companies

The pressures of cost and competition will continue to drive digitalisation. The value chain will change dramatically, and the importance of data-based services will continue to rise. Mobility and transportation are easy targets for the digital economy and will place established companies in direct competition with their digital counterparts. The tech giants have only just begun to transform the market.

Other industries have had to learn that monopoly-type constellations can form in a very short time, for example, eBay and Amazon for B2C marketplaces, Alibaba for B2B marketplaces and PayPal for online payments. Many established companies are helpless in the face of this technological change.

In the “old” world they knew their competitors and their strengths and weaknesses – but in the digital world, the “new” top dogs come from another place – the world of high tech.

For logistics companies, this means it’s high time to react.

Digital choice

In order to thrive, logistic companies must choose between the development of a new digital organisation and the digitalisation of a traditional organisation.

The creation of a digital start-up offers some advantages – they are usually faster, more agile, innovative and more profitable than traditional organisations. This is partly because they do not have legacy systems and structures. Furthermore, you can recruit highly qualified and specialised staff, establish flat organisational structures, and be agile and capable of making information-based, fast decisions. The competitive edge of digital companies over analog ones lies in the development of and excellence in data and artificial intelligence capabilities to deliver real value added to their customers. End-to-end digitalisation is crucial, including full digitalisation of the backend processes to ensure efficient cost structures.

On the other hand, digital start-ups often lack the necessary industry expertise, partner organisations and a solid customer base at the outset. It follows then that start-ups have access to limited revenue sources initially and a lot of money must be invested in raising the company’s profile and building the crucial mass of customers.

New competitors

New entrants offering innovative digital platforms on the IoT, such as Convoy, Flexport, Freigthos and UShip, are reshaping the freight business. What they all have in common is the desire to match the supply and demand for transport services by means of a marketplace, via an online portal. Even though these newcomers are not yet known to many logistics companies, they are already changing the sector and, backed by considerable financial resources, are radically disrupting the existing landscape.

These new digital competitors are breaking into the highly competitive logistics market from an entirely different direction. The goal is to network all parties involved in a supply chain – from the consignor, forwarding agent, shipper, dispatcher and driver through to the consignee – using an integrated information system. By combining, for example, information about the truck, trailer, superstructure, driver, order and product, the transportation and handling process is being significantly improved.

In the medium term, the entire logistics supply chain – from suppliers, purchasing, producers, warehousing, commissioning, distribution, logistics and trading to the end-customer – is to be monitored and optimised in real time.

Looking ahead

The logistics industry is being significantly transformed by digitalidsation. This is due to its many inefficiencies resulting from a large number of key players along the value chain and the intermittent exchange of information. Start-ups, digitalised logistics companies and automotive manufacturers are trying to address these inefficiencies and make life easier for established logistics companies through digital solutions and business models.

However, everything comes at a price: will these solutions be worthwhile and if so, who for? Not all of the players can be at the top of the value chain and pocket the lion’s share. This privilege will be reserved for a few players only. In most cases, monopoly-like structures have become established because customers do not want to run around in different marketplaces.

With a “Google” culture into the logistics market

With Saloodo!, DHL has created a digital marketplace for its logistics services that combines the best of both worlds: the speed and flexibility of a digital start-up and the logistics expertise and capabilities of a market leader. The aim of this start-up is to secure market leadership in the freight business through an innovative digital platform. Saloodo! has developed its own culture, which is much more interested in the “Googles” or “Facebooks” than in a logistics company.

Amadou Diallo is CEO of the Middle East and Africa at DHL Global Forwarding and was the founding CEO of Saloodo! He is also Chairman of Amref Health Africa in Germany, a member of the Supervisory Board at Welthungerhilfe, Director at Africa Risk Capacity, as well as a limited member of the Universal Business School in Mumbai and GBSN in Washington. 

‘Pay-as-you-cook’ energy solution hopes to appeal to rural Africa

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In sub-Saharan Africa, millions cook by burning wood and charcoal, which can lead to serious health issues. Data shows that between 490,000 to 760,000 people in the continent died due to inhaling cooking smoke in 2015.

But there is a healthier, more effective alternative: liquefied petroleum gas, or LPG. It creates substantially less household air pollution, and in most cases is cheaper than traditional energy sources. But according to Envirofit, a business which develops energy products for people living in remote parts of the world, only 5% of sub-Saharan Africa cooks with LPG.

One reason for this low uptake, according to Zulfiqar Wali, general manager for East Africa at Envirofit, is the high upfront cost for a full cylinder of LPG. It must be purchased in bulk, which doesn’t match the consumption patterns of low-income, rural customers who prefer buying in small quantities.

Envirofit has come up with an innovative pay-as-you-go solution that allows families to purchase LPG in small quantities as they need it, one meal or one day at a time.

The company calls it ‘SmartGas’, and it works as follows: Households sign up and are provided with a full tank of LPG. Gas flow from the cylinder is controlled by the company’s SIM/GPS SmartGas valve and to activate the supply of gas, customers need to purchase credits with mobile money through an app. Before their credit runs out, the system notifies the customer so that they can top up again, and are not left without gas in the middle of cooking a meal. Those that want to stop using the system can simply notify Envirofit to have it removed. The only upfront fee is a refundable US$20 deposit when the tank is initially delivered.

Envirofit is, however, not the only player in this industry, with KopaGas (Tanzania) and PayGo Energy (Kenya) having comparable offerings. The business model is similar to the off-grid solar energy solutions offered by companies such as M-Kopa and Lumos Global, which also allow their customers to pay for their solar systems in instalments through mobile money.

But while operators like Envirofit can make LPG technologies cheaper, the low uptake in cleaner cooking fuels isn’t solely because of affordability.

According to Wali, LPG supply centres are limited and people often have to walk long distances to refill their cylinders. Other challenges include not knowing when the gas will run out and the common practive of under-filling cylinders.

“It’s much easier for someone to go cut down a tree outside their house,” he said.

However, according to Wali, the biggest hindrance to LPG uptake is the lack of government incentives. “African countries need to encourage the use of it.”

In Kenya the government has taken steps to address some of the issues, such as scrapping value-added tax (VAT) on LPG.

In January 2018, Envirofit aims to start piloting its SmartGas solution in Kenya and Ghana, countries, which according to Wali, “have populations with good disposal incomes, flexible government legislations with respect to LPG, good telecommunications set-ups [and] successful mobile money platforms”.

What needs to be done to give Africa’s smallholder farmers access to machinery

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Mechanisation of agriculture has become a priority across many African countries as the continent gears up to exploit its well-recognised potential to become the world’s food basket.

This comes on the back of the fact that African farming systems remain the least mechanised of all continents. Some 70% of farmers cultivate parcels of less than two hectares by hoe.

According to the Food and Agriculture Organisation (FAO), Africa has less than two tractors per 1,000 ha of cropland. This number has sharply increased in all other continents, reaching 10 tractors per 1,000 ha in South Asia and Latin America.

Mechanisation can help unlock underutilised agricultural potential. The challenge is to develop arrangements that enable smallholder farmers – who can’t afford to buy their own equipment – to access equipment like tractors.

We looked at mechanisation efforts in Ghana. We wanted to get a better understanding of the challenges involved in government and private sector efforts to promote mechanisation among smallholder farmers.

Our study shows that alongside well-known problems like access to spare parts and credit, mechanisation is constrained by the fact that there aren’t enough skills being developed. This includes people who can operate tractors as well as technicians.

Other constraints include the fact that the private sector’s involvement is severely hampered because of government resistance, and corruption that affects imports of tractors and machinery.

The findings suggest that instead of focusing on supplying subsidised machinery – for example, by simply giving farmers tractors – it would be better if governments invested in building institutions that can deliver skills, as well as innovation, in the sector, and that they opened the door to private sector initiatives.

But we found that governments tend to provide private goods, such as tractors, rather than public goods such as training. This is because private goods can be targeted to large and influential farmers who are often political supporters, and can generate media attention.

Lessons learnt

What’s the best way of promoting mechanisation for small-scale farmers? According to the FAO, past state-led and donor-backed mechanisation efforts have “failed miserably”. For example, most of the 30 mechanisation schemes set up before 1980 in sub-Saharan Africa collapsed. The programmes failed because of governance challenges such as rent seeking and lack of access to spare parts, qualified operators and technicians.

Are today’s state-led mechanisation efforts more successful? We looked at one of them in Ghana.

The government provides tractors at subsidised rates to entrepreneurs who run 89 centres that rent out and service tractors. The approach could be a promising model of a public-private partnership. But we found several challenges.

The distribution of machinery by state agencies opened opportunities for political misuse. For example, 82% of the centres were established in districts aligned with the same party as the ruling government. In some districts, centres never actually opened up – even though they were officially registered – and tractors disappeared.

Another challenge was the fact that due to donor requirements, the government had to select from whom they sourced stock from lists of pre-selected machinery producers. This precluded the selection of the most appropriate brands and also led to frequent shifts of brands, making private investment in spare parts difficult. Combined with a lack of maintenance and the absence of qualified operators and technicians, this resulted in frequent and long breakdowns and, consequently, a decline in the acreage served by the centres.

One of the centres studied ploughed 200 ha with nine tractors in its first year, 2008 – but dropped to 40 ha with only two remaining tractors in 2014.

Community organisations such as cooperatives can also provide machinery, but they also face challenges. In Ghana, farmers raised the concern that group members will dispute who can use machinery first. Also, experiences from countries such as India have shown that wealthy farmers often dominate farmer-based organisation while smallholders have less of a voice.

Private sector is the key

Given these challenges, could private actors do better? The rise of medium-scale farmers in Africa suggests that there maybe many opportunities for the private ownership of tractors.

But we found that private tractor owners were reluctant to provide services in areas where farms are small and scattered because of the high servicing costs involved.

Policymakers thus need to find ways to nudge tractor owners to serve smallholders and to reduce servicing costs. Organising smallholders in groups or promoting mobile tools, which allow smallholders to hire nearby tractors, may help improve access to mechanisation.

But all models of mechanisation, from state- to market-led, need a supportive environment to thrive in. This is particularly true when it comes to knowledge and skills development.

Another challenge was the fact that due to donor requirements, the government had to select from whom they sourced stock from lists of pre-selected machinery producers. This precluded the selection of the most appropriate brands and also led to frequent shifts of brands, making private investment in spare parts difficult. Combined with a lack of maintenance and the absence of qualified operators and technicians, this resulted in frequent and long breakdowns and, consequently, a decline in the acreage served by the centres.

One of the centres studied ploughed 200 ha with nine tractors in its first year, 2008 – but dropped to 40 ha with only two remaining tractors in 2014.

Community organisations such as cooperatives can also provide machinery, but they also face challenges. In Ghana, farmers raised the concern that group members will dispute who can use machinery first. Also, experiences from countries such as India have shown that wealthy farmers often dominate farmer-based organisation while smallholders have less of a voice.

Private sector is the key

Given these challenges, could private actors do better? The rise of medium-scale farmers in Africa suggests that there maybe many opportunities for the private ownership of tractors.

But we found that private tractor owners were reluctant to provide services in areas where farms are small and scattered because of the high servicing costs involved.

Policymakers thus need to find ways to nudge tractor owners to serve smallholders and to reduce servicing costs. Organising smallholders in groups or promoting mobile tools, which allow smallholders to hire nearby tractors, may help improve access to mechanisation.

But all models of mechanisation, from state- to market-led, need a supportive environment to thrive in. This is particularly true when it comes to knowledge and skills development.

Sub-Saharan Africa: The path to recovery

The broad-based slowdown in sub-Saharan Africa is easing, and growth is expected to pick up to 2.6% in 2017 from last year’s 1.4%, the IMF said in its latest Regional Economic Outlook for sub-Saharan Africa.

A recovery in oil production and a good harvest in Nigeria, as well as the easing of tensions in the Niger Delta account for more than half of the additional growth.

The policy environment has started to improve. Fiscal deficits are stabilising and current account deficits are narrowing, partly reflecting a slight rebound in commodity prices. The global environment has also been supportive, with strengthening growth momentum in the largest economies, commodity prices off their troughs, and improved access for sub-Saharan African economies to international capital markets.

But while a third of sub-Saharan African countries continue to grow at about 5%, income per capita will barely increase in the region. Moreover, in 12 of the 45 sub-Saharan African countries, home to about 40% of the region’s population, or 400 million people, per capita incomes are expected to decline.

Beyond 2017, growth is expected at about 3.5%, below the 5% mark achieved in the first half of the decade.

Mounting vulnerabilities

Vulnerabilities have increased in the region, notably, due to rising public debt, financial sector strains and low external buffers. Public debt is high, not only in oil-exporting countries, but in many fast-growing economies as well. At the end of 2016, public debt exceeded 50% of GDP in nearly half of the sub-Saharan African countries. Debt servicing costs are also becoming a burden, especially in oil-producing countries. In Angola, Gabon, and Nigeria they absorb more than 60% of government revenues.

Driving this increase in debt is a combination of large fiscal deficits, a slowdown in growth, and in some countries, exchange rate depreciations. Increasingly, deficits are being financed by domestic banks and ultimately constraining the availability of credit to the private sector. In many countries, banks’ liquidity and solvency indicators have deteriorated, and non-performing loans have increased. Despite some narrowing in current account deficits, international reserves are now below adequacy levels in many countries, especially those with fixed exchange rate regimes.

These vulnerabilities are being compounded by political uncertainty resulting in a lack of clarity about future direction of economic policy, notably, in some of the region’s largest economies such as Nigeria or South Africa. This is weighing on consumer and investor confidence.

In this context, addressing fiscal vulnerabilities and unlocking constraints to growth emerge as the key economic policy priorities for the region.

Addressing fiscal vulnerabilities

Most sub-Saharan African countries are planning fiscal adjustments to contain the recent increase in debt. But with the growth momentum weak, it is important that wherever possible fiscal adjustment is undertaken in a manner that limits the adverse effect on growth, while preserving fiscal space for priority spending.

While fiscal consolidation is most pressing in oil-exporting countries, other countries can use this opportunity to focus on raising revenues and making room for outlays on health and education, and other spending that have positive social impact and long-term growth effects.

However, the report says any further postponement of fiscal adjustments will likely increase public debt above sustainable levels given the recent pace of debt accumulation.

Boosting growth and diversification

The need to address infrastructure deficits – even in an environment of limited fiscal space – through well planned efficient investments is clear, but it is also critical to make progress on complementary reforms such as improving governance, including the areas of rule of law and government effectiveness, in which the region lags behind other developing countries.

Economic diversification has been an important driver of growth for many low-income countries. And while aggregate sub-Saharan Africa has made little progress in this regard, with increased concentration in the oil-based economies in the last few decades, several non-resource based economies, such as Burkina Faso, Rwanda, and Uganda have made significant progress in diversification. Country strategies to promote economic diversification should build on a country’s existing strengths and work best if they are tailored to tackle specific challenges. The report suggests sectoral policies will also likely be more successful if supported by efforts to enhance macroeconomic stability, improve education outcomes, bolster governance and transparency in regulation, and deepen financial markets.

SA’s Droppa plans Cape Town, Durban rollouts next year

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South African on-demand logistics startup, Droppa, is planning to expand to Cape Town and Durban in 2018 having established a decent foothold in Johannesburg, Tshwane and Ekurhuleni.

Launched in April of last year, Droppa makes it easier and safer to transport household goods and furniture, with customers accessing its screened drivers through its website and mobile apps.

Founder Khathu Mufamadi previously ran a bakkie for hire business in Gauteng, and realised people were having trouble connecting with drivers when it came to moving home or buying and transporting large household items.

“They had no idea who is going to do the transport. They no longer have to panic. Droppa reduces the time and hassle of getting quotes and references,” he said.

Droppa was launched with Mufamadi’s own funds, and has since received some funding from the Innovation Hub and been incubated at Softstart BTI.

The platform has more than 250 registered users, and 50 registered and vetted driver who undertake an average of five deliveries per week. Slow but solid progress, but Mufamadi plans to speed up uptake with rollouts in Cape Town and Durban in 2018.

“Droppa does not own any truck or bakkie, but for each transaction that takes place we will get 15 per cent commission,” he said.

Is there a FinTech boom in Africa?

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Financial Technology, or ‘FinTech’, is increasingly becoming a buzzword in parts of Africa’s technology and venture capital circles. Investment is growing at a fast rate and, in 2016, it was measured that there was an 84% increase in the number of FinTech start-ups securing investment on the continent compared with the previous year. In total, since the beginning of 2015, FinTech start-ups have raised $93m in investment (up until June 2017). This article will look at the some key areas of growth in FinTech, its future opportunities and challenges.

FinTech is often labelled as a ‘disruptive technology’. While this applies to developed countries where formal banking systems are institutionalised, this label does not apply as well to Africa because, to a large extent, much of its finance industry is being built from scratch. For most economies, a lack of financial infrastructure is a challenge for developers. Yet it is precisely this absence of a financial system that has allowed the new infrastructure of FinTech to develop at a convincing speed.

In particular, mobile payment platforms are gaining the most traction in some parts of Africa. Taking Africa as a whole, there are now 220 million registered mobile money accounts of which, over 80 million are active every three months. For instance, Paystack, a payments company based in Lagos, processed $3m over 2016, but it managed that in one month alone in 2017. The most prominent example of mobile wallets is Kenya’s M-Pesa. It is estimated that over 50% of adults in Kenya own an M-Pesa account and the transaction volume on the system is equivalent to about 50% of Kenya’s GDP. M-Pesa is linked with Paypal and allows anyone with a credit card to deposit funds.

Mobile payment platforms can facilitate the development of new banking products and services. For instance, M-Kopa, a Kenyan start-up, provides household appliances on credit to customers and for very low daily repayment terms ($0.5 to $1.5 daily). Another payment platform is Mergims, a Rwandan app, and allows users abroad to buy goods and services for their family at home instead of transferring goods.

The growth of FinTech business across Africa is uneven. Much of the daily investment capital has been deployed into Nigeria, Kenya and South Africa, and left other parts of the continent much less funded. South Africa stands in stark contrast to the rest of the continent: the 2016 FinScope survey on financial inclusion found that in a representative sample of the nation of nearly 5,000 adults, 89% of respondents had some type of financial account. South Africa is also home to 31.2% of the continent’s 301 active FinTech start-ups. Nigeria and Kenya are second and third respectively. The rate of growth may currently be uneven, this is likely to level out in the longer-term.

The FinTech space in Africa as a whole presents an exciting opportunity for investors and entrepreneurs. The lack of conventional financial infrastructure in some parts of the continent is no impediment to FinTech’s development as it operates outside of traditional financial services structures. FinTech start-ups are offering possibilities for new financial services and products, and provides access to financial services to those who would not ordinarily have access. The opportunities for FinTech globally is clear, but across Africa and, in particular outside of the developing financial countries, its scope is extraordinary.

DTI, IDC fund Kenako Concrete

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(L-R) Jerome Perils, Kenako Concrete MD alongside Sadick Davids, CDC business development manager - Metal and Manufacturing.

The R71m Kenako Concrete manufacturing facility, located in the Coega Special Economic Zone (SEZ), is the first black industrialist in Port Elizabeth to be funded by the Department of Trade and Industry (dti) and the Industrial Development Corporation (IDC).

The facility has the capacity of six cubic metres of concrete in four minutes and 150m3 in an hour. The plant also produces retarded mortar, plaster and topping.

“The project as a whole is a year and a half in the making. There was a lot of hard work, but I managed to get onto the dti’s Black Industrialist Programme, and the IDC along with the Treasury, are now the funders of this project. It is very satisfying to see the plant up and running,” says Jerome Perils, Kenako Concrete managing director.

“During our first month of operation, we have hit the ground running as we are currently serving 30 accounts with the capacity to double that,” adds Perils.

Furthermore, following the challenges pertaining to the water situation in the Nelson Mandela Bay, the facility is one of the few “green” operations, with the water used to clean its trucks being recycled back into the plant for concrete manufacturing.

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