Barclays to rebrand to ABSA

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Barclays to rebrand to ABSA

Special Correspondent - May 17, 2018

Barclays Africa Group shareholders have approved the lender’s planned change of name to Absa Group starting July. This, in effect, sets in motion the start...

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Adam Ibrahim was working with the UN humanitarian agency, OCHA, in his home country, Sudan, when conflict between rival armed forces erupted in early 2023 and he became a refugee alongside thousands of others who continue to flee the ongoing violence. Sudan is one of the world’s largest and most complex humanitarian crises, with more than 30.4 million people – over half the population – urgently needing humanitarian assistance, yet the 2025 Sudan humanitarian needs and response plan is severely underfunded, with only 13.3 per cent of the required resources received so far. Forced to flee the country with his family after the war intensified, Mr. Ibrahim returned to help people affected by the war in Darfur. Ahead of World Humanitarian Day, marked annually on 19 August, he described his journey, from aid worker to refugee and back again to Sudan. “I was at home helping my daughter revise for her grade six exams, scheduled for the next day. Then, out of nowhere, the sound of heavy gunfire shattered the silence in my hometown, Zalingei, the capital of Central Darfur state, which remains gripped by insecurity and critical shortages of basic services. At first, I thought the gunfire would pass quickly. I rushed to stock up on food supplies and water, enough for six days. But, the streets became battlegrounds. All I could do was try to keep my family safe. Despite the chaos, I continued to work. Electricity and Internet access were sporadic, but I kept my phone charged to send daily updates to the OCHA Head of Office. It gave me purpose amid the uncertainty. Eventually, it became too dangerous to stay. The journey of displacement On the 39th day, we fled. Our family of 10 began a harrowing journey with no clear destination, only the desperate need to escape. We left behind more than just walls and belongings; we left behind a life built with love and hope. Our journey took us first to Nyala in South Darfur, then to Kosti in White Nile State. From there, we crossed the border into neighbouring South Sudan and eventually reached Uganda, a country I had heard offered stability and a good education system for children. The journey by car took 23 days. My children had no passports, and there were no refugee camps for Sudanese nationals at the time. To my relief, migration authorities in both countries were kind and supportive. In Kampala, we rented a house and received asylum status within three days. The moment I held our refugee cards, I exhaled deeply and thought ‘we’ve made it.’ I enrolled my children in school and began working online, finally finding a sense of stability. Here I was, an aid worker now a refugee, needing the same support I once provided to others. Returning to Zalingei Months later, I faced a difficult decision. Do I stay with my family or return to Darfur and continue the work I had done for years? I chose to return. Leaving my family behind was incredibly hard, but their safety was paramount. I returned to Zalingei with a renewed sense of duty to serve those still trapped in the hardship I had endured. I was also the sole breadwinner for my family and needed to ensure they could survive in Uganda. My hometown changed When I arrived in Zalingei, I barely recognised it. Buildings were scarred with bullet holes. I found another family sheltering inside our house, a doctor and his family whose own home had been destroyed. I let them stay, setting aside a small section for myself and a colleague. The house had been looted. Windows were gone and our belongings had vanished. I had hoped to find my children’s school certificates, photos, any documents left behind. But, they were gone. Everyone was armed, even children as young as 15. People were tense, traumatised and always bracing for the next wave of violence. Machine guns and wreckage in West Darfur I didn’t stay long in Zalingei. Soon I was called to El Geneina in West Darfur, a town devastated by violence, and whose people desperately needed humanitarian support. El Geneina’s streets were strewn with the wreckage of burned-out military vehicles. Armed men patrolled in pickup trucks mounted with machine guns. The humanitarian needs were immense. People lacked food, shelter, household essentials, healthcare, clean water and protection, but we never had enough resources for them. Family, sacrifice and hope for Sudan It’s heartbreaking to witness the suffering caused by the recent donor funding cuts. Many organizations have been forced to scale back their operations, leaving countless people without help. Still, we did all we could. Between 2023 and 2025, we reached more than 800,000 displaced people with critical assistance, in West and Central Darfur. I also went on to work with OCHA colleagues in Chad to coordinate cross-border humanitarian convoys into Darfur. These convoys were lifelines, delivering food, medicine and supplies to communities cut off by conflict. Today, I remain in Sudan. My family is still in Uganda. I visit them once a year, but the separation is painful.”

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Coca-Cola Beverages Africa (CCBA) (www.CCBAGroup.com) has welcomed more than 60 emerging leaders from across its African markets into the Ascend Leaders in Training Programme, an 18‑month accelerated leadership journey designed to unleash talent and develop the continent’s next generation of business leaders. Running from March 2026 to August 2027, the programme offers young talent from Botswana, Ethiopia, Kenya, Malawi, Mozambique, South Africa, Tanzania, Uganda and Zambia a structured pathway into leadership roles within one of Africa’s most admired consumer goods companies. The initiative reflects CCBA’s commitment to unparalleled professional growth, providing an exciting journey of learning and development within a passionate, caring team. Drawn from diverse academic backgrounds - including business, engineering, supply chain, marketing and finance - participants will gain on‑the‑ground experience across key business functions such as Supply Chain, Commercial, Finance, Public Affairs, Communications and Sustainability (PACS), and People and Culture. While working in their home markets, they will also be part of a broader pan‑African learning community. “Whenever I enjoyed a Coke, I often wondered ‘Where does this come from? How is it made?’. Now I have the incredible opportunity to learn everything that goes into that small bottle of Coke,” said Lathitha Madyibi, a member of the Ascend cohort in South Africa. “My first week of the programme has been both exciting and eye-opening. Experiencing the environment firsthand has made me appreciate the scale and coordination behind CCBA’s operations. Seeing how different teams and functions work together to keep everything running smoothly has been particularly insightful.” added Dawit Yared, from the Ethiopia cohort. The Ascend programme provides rotational assignments, mentorship from experienced leaders, and exposure to real business challenges. Leaders in training will work on projects that drive business growth, build professional credibility, and strengthen their readiness for leadership roles. Those who successfully complete the programme may be considered for permanent positions with greater responsibility and long‑term career prospects within the CCBA group. “CCBA’s Ascend programme is designed to give emerging leaders the opportunity to learn fast, lead early, and make a meaningful impact,” said Natasa Prodanovic, CCBA Chief People and Culture Officer. She added, “At CCBA, we don’t simply offer them a job - we offer them a platform to grow, take ownership, and shape the future of the largest bottler of Coca-Cola products in Africa. This cohort reflects the talent, diversity and ambition that will define the next chapter of our organisation.”

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Long range, premium comfort, and five-star safety—the CHANGAN DEEPAL S05 delivers a high-tech electric driving experience. Cutting-edge EV technology that brings together global design, engineering, and manufacturing. Changan UK (www.GlobalChangan.com) has launched the all-electric CHANGAN DEEPAL S05, a compact C-SUV blending premium design, intelligent technology, and everyday practicality. “The CHANGAN DEEPAL S05 is designed for people who want an electric SUV that fits effortlessly into everyday life,” Nic Thomas, Managing Director of Changan UK, said, “It delivers reassuring performance, thoughtful comfort, and technology that simply works—all without the premium price tag. “ The CHANGAN DEEPAL S05: Range, Comfort, Safety Powered by a 68.8kWh LFP battery, the CHANGAN DEEPAL S05 delivers WLTP ranges of up to 303 miles (RWD) and 278 miles (AWD). Inside, the aircraft-inspired cockpit features vegan leather heated and ventilated front seats, including a full-recline zero gravity passenger seat. A 15.4-inch rotating touchscreen, AR-HUD, 14-speaker audio system, and wireless smartphone connectivity complete the high-tech cabin. Safety is central to the CHANGAN DEEPAL S05, earning it a five-star Euro NCAP rating. It comes standard with 17 intelligent driver assistance systems, enabling L2 autonomous driving through a network of cameras, radars, and ultrasonic sensors—including a 540-degree surround-view camera system. More Than a Model: How the CHANGAN DEEPAL S05 Embodies a Global Vision Changan is now present in 16 European markets, with launches in Italy, Spain, and Poland coming soon. The UK anchors this footprint as a strategic hub for local development. Leading this momentum is the CHANGAN DEEPAL S05, a model built on a truly global foundation. Designed at Changan Design Center Europe in Turin and calibrated at the Changan UK R&D Centre in Birmingham, it has been meticulously tuned for local roads. For the UK market, the CHANGAN DEEPAL S05 is produced at Changan Rayong Factory in Thailand—established in 2023 as a dedicated hub for global right-hand drive markets. With approximately 60% local sourcing, the facility ensures consistent quality, testing, and supply, while its strategic location enables worldwide logistics. More than a new model, the S05 stands as a testament to Changan's global ambitions—integrating design, engineering, and production across continents to deliver a truly international electric vehicle.

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Smartphone For All (www.SmartphoneForAll.ai), a business committed to digital inclusion, has won the 2025 Pinnacle Awards (Telecoms and Wireless Category) Digital Inclusion & Accessibility Champion and the 2026 Merit Award (Telecoms and Wireless) Digital Divide. The Pinnacle Awards is a reputable global program honoring innovation and excellence across industries. According to Katie Lang, Executive Director of the Pinnacle Awards, “The Telecom and Wireless Sector continue to set the pace for innovation, connecting people and businesses worldwide. We are proud to recognize the organizations that exemplify ingenuity, reliability and impact in one of the most dynamic industries on the planet”. In the same vein, Marie Zander, Executive Director of Merit Awards states that “this year’s winners reflect excellence across the ecosystem—demonstrating the technologies and strategies that are shaping the future of communications”. Smartphone For All had earlier in the year 2025 unveiled an ambitious campaign to bridge Africa’s digital divide by providing affordable, high-quality smartphones and connectivity and AI at the edge to consumers who are excluded from the digital world across the continent. Established on the belief that exclusion from the digital ecosystem locks people out of opportunities and lifestyle enhancements. Smartphone For All aims that every individual—regardless of income, geography, or background- can fully participate in the digital economy and the evolving AI transformation. According to Mr. Babatunde Osho, Founder/CEO of Smartphone For All, “The digital divide is not just a technology gap—it’s an opportunity gap. When someone does not have access to a smartphone, they are cut off from education, jobs, healthcare, financial services, and even their own voice. Our mission is to close that gap, one device at a time and build Africa’s largest digital inclusion platform. We are glad that the Pinnacle and Telecom & Wireless Awards have recognized what we are doing to improve digital inclusion and accessibility in Africa” Smartphone For All partners with MNOs to provide smartphones to 2G/3G subscribers who cannot afford 4G smartphone across Africa. The initiative was launched with MTN in South Africa in May 2025 for an initial period of one year with a smartphone device at ZAR 99 or $5. The plan is targeting about 1.2m devices. The vision of Smartphone for All is to take the offering to other African countries like Cote D’Ivoire, Nigeria, Ghana, Kenya, Tanzania and other markets. Apart from the benefits for the subscribers, there are obvious MNO benefits of better spectrum utilization with 4G+ networks over legacy 2G/3G networks. For regulators and government, the benefits include productivity enhancements and digital inclusion among citizens. According to a report from the Economist Intelligence Unit, 10% growth in broadband connectivity results in 1.4% growth in GDP in low- and middle-income countries and 1.2% growth in high income countries. African countries like South Africa are actively incentivizing this growth through policies like a ban on new 2G/3G device activations starting from December 31, 2024, and a complete shutdown by December 31, 2027. The government has also reduced taxes on certain classes of smartphones to drive adoption. According to Jeff Miller, Director at Smartphone for all, ‘Smartphone For All is not just a business, it is a movement powering Africa into the next phase of development. Digital access is the foundation of inclusion in commerce, wellbeing and civic engagement. The pathway to growth for Africa is to bring more Africans into the digital ecosystem spanning financial, educational, public health, trade and other streams of innovation.’

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Barclays to rebrand to ABSA

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