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Safaricom Unveils “Twaweza Live”

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Africa’s development challenge is increasingly shifting from capital raising to productive capital deployment in infrastructure and industry, according to AFC's State of Africa’s Infrastructure Report 2026 Non-bank domestic capital pools now exceed US$2 trillion, surpassing ~US$1.7 trillion in cumulative external flows to Africa (2014–2024) Official development assistance fell from US$83.8 billion in 2020 to US$73.5 billion in 2023, with further declines expected for 2025–2026 Sovereign issuance dropped from over US$29 billion in 2018 to US$4–6 billion annually in 2022–2023, with only limited recovery through 2024–2025 Domestic pension and insurance assets crossed US$1 trillion for first time Central bank reserves at US$530 billion in 2025, from US$480 billion in 2024 Gold now represents ~17% of reserves, up from less than 10% in 2022–2023 Africa’s biggest infrastructure opportunity lies in integrated systems—connecting energy, transport, industry and digital layers into demand‑anchored ecosystems that improve bankability and enable scale Africa’s domestic capital base has reached a scale that now exceeds external financing flows over the past decade, marking a turning point in how the continent funds its growth and industrialisation, according to the Africa Finance Corporation’s (www.AfricaFC.org) State of Africa’s Infrastructure Report 2026. SAIR 2026 finds that cumulative external flows to Africa totalled approximately US$1.7 trillion between 2014 and 2024, while Africa’s non-bank domestic capital pools exceed US$2 trillion. The implication is clear: African capital now has a stronger foundation to play a significantly larger role in financing the continent’s development. Launched at The Africa We Build Summit in Nairobi, co-hosted by AFC and H.E. Dr William Samoei Ruto, President of the Republic of Kenya, the SAIR 2026 report argues that the overarching development priority has shifted from capital mobilisation to intermediation—converting savings into infrastructure, industry, and productive investment at scale. “The constraint is no longer capital—it is intermediation," Samaila Zubairu, President & CEO of AFC, said at the The Africa We Build Summit today. "We have the savings, but not yet the systems to channel them into infrastructure and industry at scale. Closing that gap is now Africa’s most important economic task. The next phase of Africa’s infrastructure story must move beyond standalone assets towards integrated systems." Local Capital on the Rise Driving the increase in domestic institutional capital, pension and insurance assets have surpassed US$1 trillion for the first time. Public development bank assets stand at US$276 billion, and sovereign wealth funds at US$164 billion, while central bank reserves increased from US$480 billion in 2024 to US$530 billion in 2025. This increase has been supported in part by stronger commodity dynamics and rising gold accumulation. Gold now represents approximately 17% of Africa’s total reserves, up from less than 10% in 2022–2023, while physical holdings rose from 663 tonnes in 2022 to an estimated 738 tonnes in 2025. Despite its increased scale, domestic capital remains largely concentrated in short-term, low-risk assets—particularly government securities—reflecting limited investable pipelines, regulatory incentives favouring liquidity, and insufficient risk-sharing mechanisms. The result is a persistent gap between available savings and long-term productive investment. External Financing Recedes At the same time, external financing is becoming less reliable, reinforcing the case for a domestic capital-led development model. Official development assistance to Africa fell from US$83.8 billion in 2020 to US$73.5 billion in 2023 and is projected to decline further. The OECD estimates global official development assistance fell 23.1% in 2025, the largest annual contraction on record. Sovereign issuance remains well below pre-2019 levels, falling from over US$29 billion in 2018 to US$4–6 billion annually in 2022–2023, while foreign direct investment has remained concentrated at roughly US$45–55 billion annually, insufficient to meet the continent’s broad investment needs. As a result, external capital is increasingly complementary, rather than foundational , to Africa’s development model. From Assets to Integrated Systems The biggest potential for capital deployment lies in demand-driven integrated infrastructure, according to SAIR 2026. In transport and logistics, corridors deliver the greatest value when designed as production ecosystems rather than transit routes—linking ports, rail, roads, logistics, storage, and trade facilitation to industrial demand. A continental backbone is already taking shape; the opportunity now is to improve performance, execution, and coordination. This is particularly evident in East Africa. Mombasa—one of Africa’s busiest ports—handles more than 45 million tonnes of cargo annually, while rail investments are extending connectivity inland, including along the Naivasha–Kisumu corridor. In aviation, SAIR 2026 identifies air transport as the most immediate and scalable lever for integration. Across Kenya, Rwanda, and Ethiopia, aviation contributes a combined US$5.5 billion to GDP and supports around one million jobs, demonstrating how connectivity can rapidly translate into trade and growth. Similarly, in energy, the priority is no longer incremental capacity additions alone, but integrated systems combining generation, transmission, storage, fuels, and industrial demand. Cross-border infrastructure such as the Ethiopia–Kenya interconnector shows how regional systems can move power to where it is needed most and improve system-wide efficiency. Resilience Gap Recent shocks—from Russia–Ukraine to the 2026 Gulf crisis—underscore the cost of fragmented systems and the urgency of building domestic processing, storage, and supply-chain resilience. The continent continues to import over 70% of its refined fuel and faces an estimated US$230 billion annual import bill across essential goods—including fuel, food, plastics, steel, and fertiliser, according to SAIR 2026. In digital infrastructure, while connectivity has expanded rapidly, the next opportunity lies in building the “missing middle”—terrestrial backbone networks, metro fibre, data centres, Internet Exchange Points, and enterprise platforms that convert connectivity into productivity, services exports, and job creation. Across all sectors and African countries, the report’s conclusion is consistent: the development challenge is increasingly institutional and systemic. Capital exists, and infrastructure assets are expanding. The next breakthrough will come from linking finance, energy, transport, industry, and digital systems into coherent ecosystems capable of supporting growth at scale. “Africa is not capital-poor—it is capital-rich but system-poor,” said Zubairu. “The priority must be to build the institutions, instruments, and project pipelines required to deploy that capital into infrastructure and industry at scale.”

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Africa’s Financial Future Is Domestically Funded

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Africa’s leading electric vehicle (EV) and clean energy infrastructure platform, today announced the successful closing of its latest funding round at $270 million. This milestone follows a newly finalized $55 million investment from NewTrails Capital, a prominent Chinese growth-stage investment fund focusing on emerging markets with strategic locations in Shanghai, Shenzhen and Nigeria. Scaling Africa’s next-generation mobility and energy ecosystem This capital injection positions Spiro among the continent's most heavily backed Africa’s e-mobility and energy ecosystem. Building on the support of long-standing institutional partners such as FEDA, Spiro’s latest equity round also draws global capital from Europe and Africa, Impact Fund Denmark, Equitane and FEDA, on top of the recent backing from Nithio and the Africa Go Green Fund. "I would like to thank NewTrails Capital for believing in Spiro’s model and supporting our unique tech, energy and innovation journey. Having deployed 100,000 electric vehicles and 2,500 smart-swap stations across seven active markets, Spiro has firmly moved past the proof-of-concept phase. Partnering with NewTrail Capital’s deeply experienced team marks a powerful new chapter for Spiro as we prepare for the next steps of our pan-African and international expansion”, stated Gagan Gupta, Founder of Spiro and Chairman of Equitane. Yufan Zhang, Founding Partner of NewTrails Capital, added: “We believe Spiro is driving a profound “energy revolution” across mobility use cases in Africa. This represents not only a vast and highly imaginative market opportunity, but also the potential to grow into an infrastructure-like business that creates meaningful commercial, social, and environmental value. In our view, Spiro’s core strengths lie in its deeply localized operating capabilities, vertically integrated supply chain, digitally enabled ecosystem, sound unit economics, and strong ability to scale rapidly. More importantly, Spiro has systematically integrated vehicles, batteries, energy replenishment, payments, and service networks into a solution that is truly tailored to the needs of African users, effectively addressing long-standing structural pain points in the local market. As a Chinese fund committed to investing in Africa’s energy transition and green technology, we are also very encouraged to see Chinese supply chains and financing playing an increasingly important role in this process. Spiro is still a young company, and everything today is only the beginning. We look forward to continuing to fulfill our role as a long-term investor, contributing our resources and experience, growing together with Spiro, and helping accelerate Africa’s new energy transition.”, This partnership will be instrumental to support Spiro’s current manufacturing and supply chain localisation effort on the continent in particular with Chinese suppliers.

Spiro secures $55M additional backing from Chinese investor NewTrails Capital

July 10, 2026

Radisson Hotel Group (RHG) (www.RadissonHotels.com) is helping drive a new era in healthcare meeting planning, contributing to the industry’s evolution from operational event delivery to a structured, strategic discipline focused on improving scientific exchange, decision-making, and healthcare outcomes. The findings emerge from the Radisson Hotel Group Knowledge Exchange: Healthcare Planning, Design and Strategy Summit held in Florence, Italy, where 75 experts from across the pharmaceutical, healthcare agency, and venue production sectors came together to explore the future of healthcare meeting design. Built to drive tangible outcomes, the two-day summit centered on collaborative working sessions and practical workshops that translated industry insights into actionable frameworks, rather than a traditional conference format. The resulting report identifies a clear industry shift: healthcare meetings are increasingly being recognized not as standalone events, but as strategic communication systems that require structured design, measurable methodologies, and continuous improvement. “Healthcare meetings are no longer simply logistical exercises—they are strategic communication platforms that can drive measurable educational, scientific, and organizational outcomes,” said Muriel Poulenc, Senior Director, Sales Strategy at Radisson Hotel Group. “Across the industry, we are seeing growing recognition that better outcomes require more than flawless execution. They require structured design, integrated workflows, and a more deliberate approach to how meetings are planned, delivered, and measured. The organizations embracing this shift will be best positioned to create meaningful impact.” Healthcare meeting design is becoming a discipline A central theme emerging from the Florence summit is the growing professionalization of healthcare meeting planning. As regulatory requirements, stakeholder expectations, and organizational complexity continue to increase, the industry is moving toward shared methodologies, frameworks, and measurement systems that support more consistent and effective outcomes. Building on discussions first initiated at the 2025 Knowledge Exchange, participants worked to translate industry insight into practical, repeatable tools designed to improve meeting effectiveness, compliance, and stakeholder engagement. The report argues that healthcare meetings should no longer be viewed as isolated events, but as intentionally designed systems that support learning, collaboration, and decision-making across the healthcare ecosystem. The healthcare meeting planner is becoming a decision architect As healthcare meetings become more complex, the role of the planner is evolving beyond coordination and logistics. The report highlights the emergence of meeting planners as strategic decision architects, responsible for aligning stakeholders, structuring workflows, and helping organizations make better decisions throughout the planning lifecycle. Workshop discussions revealed that many organizational challenges, including delays, inefficiencies, and rework, are often the result of fragmented decision-making rather than execution shortcomings. Participants concluded that better meetings depend on better decision structures, greater alignment, and earlier strategic involvement from planners. AI won't fix healthcare meetings. Better systems will While artificial intelligence (AI) continues to dominate industry conversations, the Florence summit challenged the assumption that technology alone will solve healthcare meeting challenges. According to discussions and data presented during the summit, while AI adoption across the industry is high, relatively few organizations are achieving its full value. Participants agreed that the real challenge is not technology adoption, but the integration of AI into coherent workflows, governance models, and decision-making systems. The report identifies fragmented processes, disconnected workflows, and inconsistent planning structures as some of the industry's most significant barriers to progress. In many organizations, as much as 40–60% of planning activity remains focused on non-value-creating work. To address these challenges, RHG advocates for the adoption of structured methodologies, including Lean Six Sigma, Agile, and Sprint thinking, to redesign healthcare meeting planning around flow, efficiency, and measurable outcomes. Build. Measure. Learn. One of the report's key contributions is the introduction and exploration of the Meeting Flow Efficiency Ratio (MFER), a framework designed to measure the balance between value-creating activity and reactive planning effort. The model demonstrates how organizations can increase productive planning time by improving workflow design, reducing friction, and creating greater alignment across teams and stakeholders. The report also reinforces the need to move beyond one-off event thinking toward a continuous engagement model. This evolution is particularly important given the report's finding that 66% of healthcare professionals change their clinical practice or prescribing behavior following participation in industry-sponsored symposia, highlighting the significant influence healthcare meetings can have on professional decision-making and patient outcomes. An industry ready to evolve A panel featuring senior leaders from Inizio Engage XD, MCI, Emota, and Open Audience reinforced the report's conclusions. Drawing on longitudinal industry data spanning 2018 to 2026, the panel identified a common challenge: not structural failure, but structural inertia. While participation remains strong and investment continues, many traditional meeting formats have failed to evolve alongside changing expectations and technological capabilities. The report concludes that the future of healthcare meetings will belong to organizations that combine methodology, intelligent orchestration, and strategic design to create more impactful, measurable, and scalable engagement. By combining sector expertise, collaborative industry engagement and methodology-driven approaches, Radisson Hotel Group continues to support the advancement of healthcare meeting design and contribute to the ongoing development of the discipline globally.

Radisson Hotel Group shapes the future of healthcare meeting design

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Special Correspondent

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