Page 7 – AfricaMidEastNgin

February 4, 2025

Cabo Verde: Centro de Reabilitação Físico-Motora ATLAS inaugurado na Ilha do Sal pelo Ministro Fernando Freire

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O Ministro da Família, Inclusão e Desenvolvimento Social, Fernando Elísio Freire, presidiu esta manhã a inauguração do Centro de Reabilitação Físico-Motora ATLAS, na ilha do Sal. Uma iniciativa privada, que segundo o Ministro representa um passo essencial para o fortalecimento do sistema de saúde na Ilha do Sal, sublinhando que a reabilitação físico-motora deve ser tratada com a mesma prioridade que outras áreas fundamentais na vida das pessoas.

Fernando Elísio Freire destacou a importância de um alinhamento entre investimentos públicos, privados e o sistema de previdência social para garantir um serviço de saúde mais robusto, reafirmando o compromisso do Governo em reforçar os cuidados de saúde preventivos e reabilitação físico-motora em Cabo Verde.

“Para darmos o próximo passo na prevenção e reabilitação, é essencial estarmos todos alinhados. Este empreendimento privado é um excelente exemplo da qualidade de serviço que podemos oferecer, mas também é necessário que o sistema de previdência social acompanhe essa evolução, cobrindo todo o processo, desde a prevenção até à reabilitação”, afirmou o Ministro.

Neste contexto, o Governante avançou que o Estado está a trabalhar no reforço da comparticipação para exames de despiste e tratamentos de reabilitação, no sentido de ter um alinhamento entre os investimentos públicos, privados e previdência social para que o sistema funcione melhor e com mais eficiência.

“O processo já está em curso, estando na fase da legislação. O principal objetivo é garantir que determinados exames preventivos e tratamentos de reabilitação sejam cobertos pelo sistema de previdência social, com novas comparticipações para diferentes tipos de tratamento”, salientou o Ministro.

Distribuído pelo Grupo APO para Governo de Cabo Verde.

February 4, 2025

Cabo Verde: “A grande vantagem do Programa Conjunto de Promoção do Desenvolvimento Local é que os municípios vão poder apresentar projetos que vão impactar as suas populações” – Janine Lélis

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Esta afirmação foi feita pela Ministra de Estado e da Coesão Territorial, Janine Lélis durante a segunda reunião do Comité de Pilotagem do Programa Conjunto de ‘Promoção do Desenvolvimento Local em Cabo Verde’, que decorreu nesta sexta-feira, 31 de janeiro de 2025 na Cidade da Praia.

Janine Lélis lembrou que o programa visa reforçar o desenvolvimento local em alinhamento com aquilo que é a estratégia nacional de descentralização e do desenvolvimento regional, contando com o apoio financeiro de Luxemburgo e com a execução das Nações Unidas.

Para cada projeto vai haver um limite mínimo de 5 mil contos e o máximo de 15 mil contos, conforme os critérios estabelecidos para apreciação e valoração dos mesmos, sendo certo, segundo a Ministra que o que se quer é diminuir a pobreza, aumentar a participação democrática e contribuir para o processo de desenvolvimento dos municípios.

De salientar que no ano passado o foco do programa foi na realização de formações. Para este ano estás capacitações vão continuar a nível dos restantes municípios, tendo um forte apoio do Tribunal de Contas, no domínio da prestação de contas.

Ainda a Ministra da Coesão territorial adiantou que brevemente vai ser lançado a “chamada das propostas”, em que se vai fazer o anúncio de como está aberto o processo de candidatura dos municípios para os projetos que querem submeterem ao financiamento, pelo que conhecendo os critérios as autarquias já podem preparar as propostas.

Para além da intervenção da Ministra do Estado e da Coesão Territorial, a abertura da reunião contou com as declarações do Embaixador do Grão-Ducado de Luxemburgo, Jean-Marie Frentz e da Coordenadora Residente das Nações Unidas em Cabo Verde, Patrícia Portela de Souza.

Distribuído pelo Grupo APO para Governo de Cabo Verde.

February 4, 2025

Former Africa Finance Corporation (AFC) Executive Board Member Sanjeev ‘SG’ Gupta, Joins APO Group as Senior Advisor to the Founder and Chairman

Source: Africa Press Organisation – English (2) – Report:

JOHANNESBURG, South Africa, February 3, 2025/APO Group/ —

APO Group (www.APO-opa.com), the award-winning pan-African communications consultancy and press release distribution service, is pleased to announce the appointment of Sanjeev ‘SG’ Gupta as Senior Advisor to its Founder and Chairman, Nicolas Pompigne-Mognard (www.Pompigne-Mognard.com). In this role, Mr Gupta will assist APO Group in guiding African governments and corporations to harness the power of public relations and strategic communication to attract vital investments, amplify their competitive advantages, and unlock their growth potential. His experience will be invaluable in developing compelling and globally resonant narratives that not only highlight the unique opportunities but also inspire investor confidence and foster an environment primed for sustainable growth.

This strategic relationship highlights APO Group’s commitment to furthering its impact on the African continent by empowering African governments and the private sector to create coherent branding and communication strategies that is recognised internationally as a balanced and constructive argument on African realities and opportunities.

Gupta brings over three decades of distinguished experience in finance and investment, particularly within African markets. As the former Executive Director of Financial Services at the Africa Finance Corporation (AFC), a leading pan-African multilateral development finance institution, Gupta played a pivotal role in shaping Africa’s infrastructure and economic development landscape. During his tenure, AFC raised well over USD 10 billion from diverse funding sources and maintained an A3 investment-grade credit rating during what has been another decade of extreme turbulence and an enhanced risk environment for the continent. The Treasury team under his guidance was named “Best Supranational Treasury & Funding Team of the Year”.

Mr Gupta has been a vocal advocate for integrating climate considerations into investment decisions, promoting sustainable development, and through his academic interests has nurtured young professionals globally to understand and appreciate the African relevance to global challenges better.

A powerful orator and a passionate campaigner for a fair role for Africa on the global stage, he has been particularly successful in structuring significant investment flows into Africa along with African domestic capital to provide equitable returns to both private and public investors on transformational projects on the continent.

Gupta has consistently highlighted that unlocking Africa’s demographic dividend is a vital priority, alongside the need for the continent to firmly establish itself as a leading source of solutions to critical global challenges.

Nicolas Pompigne-Mognard, Founder and Chairman of APO Group, said: “Sanjeev’s extensive experience and visionary leadership in African finance are truly unique as we seek to work together to amplify the continent’s stories on the global stage. His expertise and extensive network will be instrumental in advancing APO Group’s mission to promote positive and impactful narratives about Africa.”

Speaking on his new role, Gupta stated: “I am delighted to join APO Group and collaborate with Nicolas and his exceptional team. APO Group’s dedication to showcasing Africa’s potential resonates deeply with my own commitment to fostering sustainable development and investment across the continent. I look forward to contributing to APO Group’s efforts to ensure Africa is heard and accurately understood by all relevant stakeholders, so that both the African voice and the critical role it must play in building a better world are fully embraced and acted upon”.

February 2, 2025

Sudan war: ethnic divisions are being used to cover up army failures – peace scholar

Source: The Conversation – Africa – By Jan Pospisil, Associate Professor at the Centre for Peace and Security, Coventry University

Sudan’s civil war has devastated the country and strained relations with neighbouring South Sudan. Events in January 2025 have stirred up xenophobic feelings in Sudan and outrage in its southern neighbour, heightening the risk of regional instability.

Early in the year, the Sudanese Armed Forces captured Wad Madani, a town in Sudan’s central Al Gazira state. The paramilitary Rapid Support Forces had seized control of the town at the start of Sudan’s civil war in April 2023.

In the days following the army’s takeover of Wad Madani, various images and videos surfaced online. They showed brutal reprisals from the soldiers, including systemic killings and torture. Some of these acts were ethnically targeted against South Sudanese workers employed in the region’s agricultural schemes.

These images sparked outrage in South Sudan. This led to anti-Sudanese riots in the capital Juba and other cities on 16 January 2025, resulting in fatalities, injuries and widespread looting.

The Sudanese army formed a committee to investigate the attacks in Wad Madani. The credibility of these investigation is questionable, however, given that the committee is composed of army loyalists.

Further hurting the investigation’s credibility was a statement a few days later from the army’s second-in-command, Mohamed al-Atta, alleging that South Sudanese fighters constitute 65% of the Rapid Support Forces.

These events have strained relations between Sudan and South Sudan, compounding an already volatile association.

They also highlight a war strategy the Sudanese army is pursuing to gain domestic support: that the Rapid Support Forces is primarily composed of foreigners, in this case, South Sudanese fighters.

This rhetoric has been fuelled by historical tensions between Sudan and South Sudan arising from the liberation war and the latter’s subsequent independence. South Sudan’s independence resulted in the loss of valuable oil resources for Sudan.

Further, the narrative that the Rapid Support Forces largely comprises foreign fighters – helpfully for the army – feeds and taps into nationalistic and xenophobic sentiments in Sudan. These sentiments date back to the post-independence efforts of the ruling elite to establish an Islamic and Arab state. This marginalised smaller ethnic groups.

The army’s rhetoric is further supported by the overlap of tribal and ethnic affiliations across Sudan’s borders, including South Sudan and Chad. There are also the numerous reports of the paramilitary group receiving support from foreign players like the United Arab Emirates.

I have studied transition processes and conflict dynamics in Sudan and South Sudan for more than 15 years. In my view, the army has used the narrative that the Rapid Support Forces is a foreign one to rally domestic support – and distract attention from its own actions and failures.

The strategy

The leadership of the Sudanese Armed Forces has frequently emphasised the Rizeigat origins of the paramilitary forces’ leader, Mohamed Hamdan Dagalo, or Hemedti.

The Rizeigat tribe spans both the Darfur and Chad border. This has supported claims that the Rapid Support Forces includes Chadians. Reports of the paramilitary group recruiting in Chad and the presence of Chadian militants in Khartoum have further reinforced this portrayal.

When it comes to South Sudanese involvement, there is documented evidence of South Sudanese fighters participating in the Sudan conflict. However, the scale of their involvement is grossly overstated. Even the highest estimates from my research contacts suggest fewer than 5,000 South Sudanese fighters have been involved. This is a mere fraction of the Rapid Support Forces’ estimated 100,000-strong militia.

Another contributing factor to the narrative around South Sudanese involvement is the South Sudan People’s Movement/Army. This is an opposition group that operates along the Sudan-South Sudan border. It targets South Sudanese government forces, sometimes using Sudan as a base of operations.

Since the onset of the war, I have learned in the course of my work that some South Sudan People’s Movement/Army troops have aligned with the Rapid Support Forces and participated in battles across Khartoum. Others have used their time in Sudan to acquire weapons and supplies for operations in South Sudan.

However, these opposition fighters are primarily motivated by pragmatic considerations. These include access to resources and political leverage, rather than any ideological alignment with the paramilitary group’s broader goals. These goals include reshaping the power dynamics in Sudan.

The South Sudanese group’s leader Stephen Buay has formally denied any links with the Rapid Support Forces. However, he has occasionally praised the paramilitary troops’ push against the Sudanese army.

Buay is participating in peace talks in Nairobi, where he has collaborated with other South Sudanese opposition figures to form a new joint force. This underscores his focus on South Sudan rather than Sudan.

The implications

Against this background, al-Atta’s claim that South Sudanese fighters make up most of the Rapid Support Forces is best understood as part of a broader strategy to justify the army’s actions and rally nationalist sentiment.

This strategy, however, worsens ethnic and regional tensions. It scapegoats South Sudanese fighters and further entrenches divisions between the two nations.

This rhetoric aligns with the Sudanese army regime’s broader propaganda efforts, which frequently vilify perceived outsiders or adversaries to consolidate power and justify its actions on the battlefield.

This approach risks perpetuating the cycle of violence, mistrust and regional instability.

– Sudan war: ethnic divisions are being used to cover up army failures – peace scholar
– https://theconversation.com/sudan-war-ethnic-divisions-are-being-used-to-cover-up-army-failures-peace-scholar-248325

February 2, 2025

Education in Zimbabwe has lost its value: study asks young people how they feel about that

Source: The Conversation – Africa – By Kristina Pikovskaia, Leverhulme Early Career Research Fellow, University of Edinburgh

Education, especially higher education, is a step towards adulthood and a foundation for the future.

But what happens when education loses its value as a way to climb the social ladder? What if a degree is no guarantee of getting stable work, being able to provide for one’s family, or owning a house or car?

This devaluing of higher education as a path to social mobility is a grim reality for young Zimbabweans. Over the past two decades the southern African country has been beset by economic, financial, political and social challenges.

These crises have severely undermined the premises and promises of education, especially at a tertiary level. A recent survey by independent research organisation Afrobarometer found that 90% of young Zimbabweans had secondary and post-secondary education compared to 83% of those aged between 36 and 55. But 41% of the youth were unemployed and looking for a job as opposed to 26% of the older generation.

The situation is so dire that it’s become a recurring theme in Zimdancehall, a popular music genre produced and consumed by young Zimbabweans. “Hustling” (attempts to create income-generating opportunities), informal livelihoods and young people’s collapsed dreams are recurrent topics in songs like Winky D’s Twenty Five, Junior Tatenda’s Kusvikira Rinhi and She Calaz’s Kurarama.

I study the way people experience the informal economy in Zimbabwe and Zambia. In a recent study I explored the loss of education’s value as a social mobility tool in the Zimbabwean context.

My research revealed how recent school and university graduates think about the role of education in their lives. My respondents felt let down by the fact that education no longer provided social mobility. They were disappointed that there was no longer a direct association between education and employment.

However, the graduates I interviewed were not giving up. Some were working towards new qualifications, hoping and preparing for economic improvements. They also thought deeply about how the educational system could be improved. Many young people got involved in protests. These included actions by the Coalition of Unemployed Graduates and the #ThisGown protests, which addressed graduate unemployment issues. Some also took part in #ThisFlag and #Tajamuka protests, which had wider socio-economic and political agendas.

Understanding history

To understand the current status and state of education in Zimbabwe it’s important to look to the country’s history.

Zimbabwe was colonised by the British from the late 19th century. The colonial education system was racialised. Education for white students was academic. For Black students, it was mostly practice-oriented, to create a pool of semi-skilled workers.

In the 1930s education was instrumental in the formation of Zimbabwe’s Black middle class. A small number of Black graduates entered white collar jobs, using education as a social mobility tool. The educational system also opened up somewhat for women.

Despite some university reforms during the 1950s, the system remained deeply racialised until the 1980s. That’s when the post-colonial government democratised the education system. Primary school enrolment went up by 242%, and 915% more students entered secondary school. In the 1990s nine more state universities were opened.

However, worsening economic conditions throughout the 1990s put pressure on the system. A presidential commission in 1999 noted that secondary schools were producing graduates with non-marketable skills – they were too academic and focused on examinations. Students’ experiences, including at the university level, have worsened since then.

The decline has been driven by systemic and institutional problems in primary and secondary education, like reduced government spending, teachers’ poor working conditions, political interference and brain drain. This, coupled with the collapse of the formal economic sector and a sharp drop in formal employment opportunities, severely undermined education’s social mobility function.

‘A key, but no door to open’

My recent article was based on my wider doctoral research. For this, I studied economic informalisation in Zimbabwe’s capital city, Harare. It involved more than 120 interviews during eight months of in-country research.

This particular paper builds on seven core interviews with recent school and university graduates in the informal sector, as well as former student leaders.

Winky D’s “Twenty Five” is about young Zimbabweans’ grievances.

Some noted that education had lost part of its value as it related to one’s progression in society. As one of my respondents, Ashlegh Pfunye (former secretary-general of the Zimbabwe National Students Union), described it, young people were told that education was a key to success – but there was no door to open.

Some of my respondents were working in the informal sector, as vendors and small-scale producers. Some could not use their degrees to secure jobs, while others gave up their dreams of obtaining a university degree. Lisa, for example, was very upset about giving up on her dream to pursue post-secondary education and tried to re-adjust to her current circumstances:

I used to dream that I will have my own office, now I dream that one day I’ll have my own shop.

Those who had university qualifications stressed that, despite being unable to apply their degrees in the current circumstances, they kept going to school and getting more certification. This prepared them for future opportunities in the event of what everyone hoped for: economic improvement.

Historical tensions

Some of my interviewees, especially recent university graduates and activists, were looking for possible solutions – like changing the curriculum and approach to education that trains workers rather than producers and entrepreneurs. As Makomborero Haruzivishe, former secretary-general of the Zimbabwe National Students’ Union, said: “Our educational system was created to train human robots who would follow the instructions.”

Entrepreneurship education is a popular approach in many countries to changing the structure of classic education. In the absence of employment opportunities for skilled graduates, it is supposed to provide them with the tools to create such opportunities for themselves and others.

In 2018, the government introduced what it calls the education 5.0 framework. It has a strong entrepreneurship component. It’s too soon to say whether it will bear fruit. And it may be held back by history.

For example, the introduction of the Education-with-Production model in the 1980s, which included practical subjects and vocational training, was met with resistance because it was seen as a return to the dual system.

Because of Zimbabwe’s historically racialised education system, many students and parents favour the UK-designed Cambridge curriculum and traditional academic educational programmes. Zimbabwe has the highest number of entrants into the Cambridge International exam in Africa.

Feeling let down

The link between education and employment in Zimbabwe has many tensions: modernity and survival, academic pursuits and practicality, promises and reality. It’s clear from my study that graduates feel let down because the modernist promises of education have failed them.

– Education in Zimbabwe has lost its value: study asks young people how they feel about that
– https://theconversation.com/education-in-zimbabwe-has-lost-its-value-study-asks-young-people-how-they-feel-about-that-244661

February 2, 2025

Missão 300: Líderes africanos comprometem-se a promover soluções de cozinha limpa para África na Cimeira da Energia

Os países africanos assumiram compromissos ousados para implementar soluções energéticas de cozinha limpa para compensar os efeitos devastadores da cozedura em fogo aberto, que mata anualmente cerca de 600 mil mulheres e crianças em todo o continente.

Nos Compactos Nacionais da Energia (apo-opa.co/40Fdx4z) assinados durante a Cimeira Africana da Energia – Missão 300, realizada na Tanzânia a 27 e 28 de janeiro, 12 países africanos manifestaram a sua intenção de acelerar o ritmo de acesso à eletricidade e a soluções de cozinha limpa no continente de crescimento mais rápido do mundo, em conformidade com o Objetivo de Desenvolvimento Sustentável 7 das Nações Unidas e a Agenda 2063 (apo-opa.co/40X7qK8) da União Africana.

Ao elogiar estes países, a Presidente da Tanzânia, Suluhu Hassan, afirmou no discurso de encerramento: “Compreendo que os 12 governos foram apenas pioneiros e que muitos outros se juntarão a nós no futuro”. Antes, na abertura, falando sobre o objetivo da cimeira, afirmou: “Este encontro é uma plataforma para consolidar compromissos, anunciar novas parcerias e impulsionar o objetivo de 2030”.

A cimeira de dois dias (apo-opa.co/40zApSS) foi organizada pelo Governo da Tanzânia e pela Missão 300, uma colaboração inédita entre o Grupo Banco Africano de Desenvolvimento, o Grupo Banco Mundial e parceiros globais, para abordar a lacuna de acesso à eletricidade em África através da utilização de novas tecnologias e financiamento inovador.

Moderando um painel especial sobre cozinha limpa na segunda-feira, Rashid Abdallah, Diretor Executivo da Comissão Africana da Energia (AFREC) (apo-opa.co/40Es3JJ), referiu que, embora 600 milhões de africanos vivam sem acesso à eletricidade, mil milhões – quase o dobro – não têm acesso a cozinha limpa, dependendo de combustíveis de biomassa como a madeira e o carvão, com graves impactos económicos, sociais e ambientais. Segundo estimativas conservadoras, o custo desta situação em todo o continente ascende a 790 mil milhões de dólares por ano.

A Abdallah juntaram-se o Dr. Richard Muyungi, Enviado Especial da Presidente da Tanzânia, Peter Scott, Diretor Executivo da Burn Manufacturing (apo-opa.co/40Vxy8b), e Martin Kimani, Diretor Executivo da M-Gas (apo-opa.co/3CtCZBZ), que destacaram os impactos significativos na saúde, no ambiente e na economia decorrentes da dependência de combustíveis poluentes para cozinhar, bem como as abordagens inovadoras que estão a ser desenvolvidas para enfrentar esta crise.

Muyungi partilhou a experiência da Tanzânia no lançamento de uma Estratégia Nacional de Cozinha Limpa abrangente, enfatizando a importância do compromisso político de alto nível, do envolvimento coordenado das partes interessadas e da integração da participação do setor privado.

Elogiou o papel da Presidente Hassan como defensora global, levando a questão ao mais alto nível dos governos africanos.

“É importante elevar a questão ao mais alto nível… Ela é a grande defensora da cozinha limpa”, disse, acrescentando: “É importante que exista uma embaixadora que possa elevar a cozinha limpa em termos de parcerias com outros para resolver esta questão. Acrescentou que a Tanzânia está no bom caminho para fazer a transição de 80% da sua população para tecnologias de cozinha limpa até 2034, graças aos esforços da Presidente Hassan.

Scott, cuja empresa Burn Manufacturing é o maior fabricante de fogões limpos em África, discutiu a gama diversificada de soluções que estão a ser implementadas em todo o continente, desde fogões de biomassa eficientes em termos de combustível até aparelhos elétricos de cozinha de ponta com modelos de financiamento pay-as-you-go. Salientou a disponibilidade de financiamento para projetos de cozinha limpa, enquanto se aguarda a aprovação dos regulamentos sobre créditos de carbono pelos governos.

“Este é o momento mais emocionante da história da cozinha limpa”, declarou Scott. “Agora, há muito dinheiro à espera da aprovação de regulamentos sobre créditos de carbono para permitir o crescimento do comércio e do financiamento do carbono”.

O modelo pioneiro de GPL “pague conforme cozinha” da Kimani proporcionou uma solução inovadora e económica para permitir que as famílias façam a transição para a cozinha limpa. Partilhou o sucesso da M-Gas ao integrar meio milhão de agregados familiares no Quénia e na Tanzânia em apenas três anos, demonstrando a escalabilidade desta abordagem. “Uma das considerações mais importantes é a acessibilidade, como é que vamos colmatar essa lacuna?”, perguntou.

A M-Gas encontrou uma resposta instalando contadores inteligentes com tecnologia IOT que são fixados nas botijas de gás sem pagamento antecipado.

“Espelhamos o ambiente (pay as you go) e agora podem cozinhar a GPL. Com 35 cêntimos, podem cozinhar três refeições por dia”, acrescentou.

Tanzânia é pioneira na cozinha limpa e na sensibilização global

A Tanzânia publicou a sua estratégia de cozinha limpa para 2024-2034 no ano passado, em resposta aos seus próprios desafios – 3 mil pessoas morrem anualmente e os efeitos de uma desflorestação devastadora de 400 hectares por ano devido à utilização de carvão vegetal e lenha.

Defendida pela Presidente Hassan, a agenda da Cozinha Limpa envolveu toda a gente e faz parte da agenda nacional, afirmou Muyungi. “Este debate pôs em evidência as abordagens inovadoras e a vontade política necessárias para transformar a vida de milhões de africanos e garantir um futuro sustentável para o continente”, explicou.

Em reconhecimento dos esforços nacionais, foram entregues prémios aos vencedores de um desafio nacional de inovação em matéria de cozinha limpa no primeiro dia da cimeira. Os vencedores incluíram os criadores de uma unidade de produção de biogás e de um sistema de distribuição de GPL a gás de clique.

O Grupo Banco Africano de Desenvolvimento prometeu 2 mil milhões de dólares ao longo de 10 anos para soluções de cozinha limpa em África. O compromisso representa uma contribuição importante para os 4 mil milhões de dólares por ano necessários para permitir que as famílias africanas tenham acesso a cozinha limpa até 2030.

“Porque é que alguém tem de morrer só por tentar cozinhar uma refeição decente, que é um dado adquirido noutras partes do mundo?”, perguntou o Presidente do Banco Africano de Desenvolvimento, Akinwumi Adesina, durante um debate no âmbito da cimeira. “África tem de se desenvolver com dignidade, com orgulho. As suas mulheres e a sua população têm de ter acesso a soluções de energia limpa”, concluiu

Distribuído pelo Grupo APO para African Development Bank Group (AfDB).

Mais imagens: https://apo-opa.co/40ITGkK

Contacto para os media:
Amba Mpoke-Bigg
Departamento de Comunicação e Relações Externas
media@afdb.org

Sobre o Grupo Banco Africano de Desenvolvimento:
O Grupo Banco Africano de Desenvolvimento é a principal instituição financeira de desenvolvimento em África. Inclui três entidades distintas: o Banco Africano de Desenvolvimento (AfDB), o Fundo Africano de Desenvolvimento (ADF) e o Fundo Fiduciário da Nigéria (NTF). Presente no terreno em 41 países africanos, com uma representação externa no Japão, o Banco contribui para o desenvolvimento económico e o progresso social dos seus 54 Estados-membros. Mais informações em www.AfDB.org

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February 2, 2025

Mission 300: African leaders pledge to advance clean cooking solutions for Africa at milestone Energy Summit

Source: Africa Press Organisation – English (2) – Report:

DAR ES SALAAM, Tanzania, February 1, 2025/APO Group/ —

African countries have taken bold commitments to implement clean cooking energy solutions to offset the devastating effects of open fire cooking which kills roughly 600,000 women and children annually across the continent.

In energy compacts (apo-opa.co/40Fdx4z) signed during the Mission 300 Africa Energy Summit, held in Tanzania 27-28 January, 12 African countries signalled their intent to accelerate the pace of access to electricity and clean cooking solutions on the world’s fastest-growing continent, in line with the United Nations’ Sustainable Development Goal 7 and the African Union’s Agenda 2063 (apo-opa.co/40X7qK8).

Commending these countries, Tanzanian President Suluhu Hassan stated in closing remarks: “I understand that the 12 governments have only pioneered, and many others will join us in the future.” Earlier, at the opening speaking about the purpose of the summit she said, “This gathering is a platform to consolidate commitments, announce new partnerships and drive momentum towards the 2030 goal.”

The two-day meeting (apo-opa.co/40GUtCH) was organized by the Government of Tanzania and Mission 300, an unprecedented collaboration between the African Development Bank Group, the World Bank Group and global partners, to address Africa’s electricity access gap through the use of new technology and innovative financing.

Moderating a special panel on clean cooking on Monday, Rashid Abdallah, Executive Director of the African Energy Commission (AFREC) (apo-opa.co/40Es3JJ), noted that whilst 600 million Africans live without access to electricity, one billion -nearly double the number – were without access to clean cooking, relying on biomass fuels such as wood and charcoal, with severe economic, social and environmental impact. Conservative estimates put the cost of this across the continent to $790 billion a year, he noted.

Abdallah was joined by Dr. Richard Muyungi, Special Envoy to the President of Tanzania, Peter Scott, CEO of Burn Manufacturing (apo-opa.co/40Vxy8b), and Martin Kimani, CEO of M-Gas (apo-opa.co/3CtCZBZ), who each highlighted the significant health, environmental, and economic impacts of relying on polluting fuels for cooking, as well as the innovative approaches being developed to address this crisis.

Muyungi shared Tanzania’s experience in launching a comprehensive National Clean Cooking Strategy, emphasizing the importance of high-level political commitment, coordinated stakeholder engagement, and the integration of private sector participation.

He praised President Hassan’s role as a global champion bringing the issue to the highest level of African governments.

“It is important to elevate it to the highest level… She is the champion of clean cooking,” he said. He stressed: “It’s important that there is a champion who can elevate clean cooking in terms of partnerships and partner with others to address this issue. He added that Tanzania is on track to transition 80 percent of its population to clean cooking technologies by 2034, thanks to the efforts of President Hassan.

Scott, whose company Burn Manufacturing is the largest clean cooking manufacturer in Africa, discussed the diverse range of solutions being deployed across the continent, from fuel-efficient biomass stoves to cutting-edge electric cooking appliances with pay-as-you-go financing models. He stressed the availability of funding for clean cooking projects, pending the approval of carbon credit regulations by governments.

“This is the most exciting time in the history of clean cooking,” Scott declared. “Now, there’s a lot of money standing by to approve carbon credit regulations to allow carbon trading, carbon finance, to grow. “

Kimani’s pioneering pay-as-you-cook LPG model has provided an innovative and affordable solution to enable households to transition to clean cooking. He shared the success of M-Gas in onboarding half a million households in Kenya and Tanzania within just three years, demonstrating the scalability of this approach. “One of the most important considerations is affordability, how do we close that gap?” he asked.

M-Gas has found an answer by installing IOT enabled smart meters which are fixed into gas cylinders without upfront payment.

“We mirror the (pay as you go) environment they can now cook using LPG. With 35 cents they can cook three meals in a day,” he added.

Tanzania pioneers clean cooking and global awareness

Tanzania published its clean cooking strategy in 2024-2034 last year in response to its own challenges – 3,000 people dying annually and the effects of a devastating 400 hectares of deforestation annually from the use of charcoal and firewood.

Championed by President Hassan, the Clean Cooking agenda has embraced everyone and is part of the national agenda, Muyungi said. “This discussion has highlighted the innovative approaches, and the political will required to transform the lives of millions of Africans and secure a sustainable future for the continent.”

In a recognition of national efforts, awards were handed out to winners of a national clean cooking innovation challenge on the first day of the summit. The winners included creators of a biogas production plant and a click gas LPG delivery system.

The African Development Bank Group has pledged $2 billion over 10 years towards clean cooking solutions in Africa. The pledge represents an important contribution to the $4 billion per year needed to allow African families to have access to clean cooking by 2030.

“Why should anybody have to die just for trying to cook a decent meal that is taken for granted in other parts of the world,” African Development Bank President Akinwumi Adesina asked during a discussion as part of the summit. “Africa must develop with dignity, with pride. Its women, its population must have access to clean energy solutions.”

February 1, 2025

AD Ports Group inicia oficialmente as operações portuárias e logísticas em Luanda, Angola

O AD Ports Group (www.ADPortsGroup.com), um dos principais facilitadores do comércio global, da logística e da indústria (ADX: ADPORTS), deu início hoje à gestão e ao desenvolvimento de longo prazo de um terminal polivalente de grande escala e de uma operação logística associada, em parceria com operadores locais, em Luanda, Angola, promovendo a sua expansão na África Subsaariana.

Em colaboração estratégica com os seus parceiros angolanos, Unicargas e Multiparques, o AD Ports Group iniciou as suas operações no Terminal Noatum Ports Luanda, situado no maior porto de Angola. O Porto de Luanda é responsável por aproximadamente 76% do volume total de carga geral e de contentores do país, além de fornecer acesso marítimo essencial aos países vizinhos sem litoral, nomeadamente a República Democrática do Congo e a Zâmbia.”

O AD Ports Group detém uma participação de 81% no projecto do terminal polivalente, em parceria com a Unicargas e a Multiparques, e uma participação de 90% no projecto logístico com a Unicargas.

Em virtude de um contrato de concessão de 20 anos celebrado com a Autoridade Portuária de Luanda em abril de 2024, o AD Ports Group comprometeu-se a realizar um investimento da ordem de USD 250 milhões até 2026, com o objectivo de modernizar o terminal e promover o desenvolvimento da Noatum Unicargas Logistics, a joint venture responsável pela oferta de serviços logísticos integrados, incluindo transporte e agenciamento de cargas, para clientes locais, regionais e internacionais.

Com o arranque das operações nesta data, iniciou-se oficialmente a operação da Noatum Unicargas Logistics. A empresa está a efectuar investimentos significativos em uma nova frota de camiões e sistemas, e será completamente integrada à rede global da Noatum Logistics, com o propósito de reforçar o acesso de Angola aos mercados internacionais e impulsionar o crescimento económico do país por meio de investimentos focados.

Em consonância com a demanda do mercado, o investimento do AD Ports Group poderá ser incrementado para até USD 380 milhões ao longo do período de vigência da concessão, o qual poderá ser prorrogado por mais 10 anos.

No final de 2024, o AD Ports Group também formalizou dois acordos com o governo angolano, os quais conferem benefícios fiscais e financeiros substanciais às subsidiárias operacionais do Grupo.

Esses investimentos significativos deverão resultar na criação de milhares de empregos directos e indirectos, além de promover programas de capacitação e desenvolvimento de competências. As soluções planeadas incluem a implementação de equipamentos e tecnologias que garantirão operações sustentáveis, com redução das emissões de carbono.

Mohamed Eidha Al Menhali, CEO Regional do AD Ports Group, afirmou: “Com a actualização planeada do terminal multipurpose do Porto de Luanda e a criação de um negócio integrado de logística e agenciamento de frete, sustentado pela rede global e pelo alcance do nosso Grupo, o AD Ports Group está estrategicamente posicionado para aproveitar o crescimento dos volumes de contentores de Angola, cuja previsão é de um aumento médio anual de 3,3% na próxima década. Em alinhamento com a orientação da nossa sábia liderança, este investimento substancial do nosso Grupo e dos seus parceiros fortalecerá as relações do país com os Emirados Árabes Unidos, ao mesmo tempo que impulsionará a criação de empregos e a prosperidade económica para os cidadãos angolanos.”

Sua Excelência Ricardo Daniel Sandão Queirós Viegas D¢Abreu, Ministro dos Transportes de Angola, declarou: “O Porto de Luanda é a principal porta de entrada marítima de Angola, um centro crítico para o comércio regional e para a vitalidade económica do país e dos seus vizinhos. Através da parceria estratégica com o AD Ports Group, parte integrante de um esforço mais amplo que envolve diversas partes interessadas, vamos transformar o Porto de Luanda numa instalação moderna e multifacetada, que vai melhorar significativamente as nossas capacidades logísticas e estimular o crescimento económico de toda a região central e ocidental do continente africano. Esta colaboração representa um marco significativo na nossa missão de modernizar as infra-estruturas e expandir o acesso ao comércio global, prometendo um futuro próspero para Angola e para os seus parceiros”, sublinha o Ministro dos Transportes de Angola, Ricardo Viegas d’Abreu.

O mesmo responsável acrescenta que o investimento “o ADP Group pode contar com o empenho do Governo de Angola em tudo o que seja necessário para que o investimento previsto (superior a 250 milhões de dólares) produza os resultados desejados por todas as partes envolvidas”.

Sob a liderança do AD Ports Group, o terminal portuário de Luanda será profundamente modernizado, transformando-se num terminal especializado em carga geral, contentores e Roll-on/Roll-off (Ro-Ro). Este será o único terminal no Porto de Luanda com 16 metros de profundidade junto à costa, permitindo-lhe, assim, operar navios Super Post Panamax de até 14.000 TEUs (Unidades Equivalentes a Vinte Pés). A área do terminal, com 192.000 m², será reconfigurada para suportar alta densidade e eficiência na movimentação de contentores, sendo equipada com tecnologia de última geração e sistemas modernos de TI.

Nos últimos três anos, o AD Ports Group expandiu a sua presença em África, anunciando investimentos superiores a 800 milhões de dólares em sectores como o marítimo e navegação, portos e logística, em países como o Egipto, República do Congo, Tanzânia e Angola.

A decisão de entrar em Angola foi precedida pela assinatura, em 2023, de um acordo-quadro entre o AD Ports Group e o Governo de Angola, com o objectivo de explorar oportunidades de cooperação nas áreas de infraestrutura de transporte e marítima.

Equipamentos inovadores para a movimentação de contentores serão instalados até o terceiro trimestre de 2026, o que resultará num aumento significativo da capacidade de contentores, passando de 25.000 TEUs para 350.000 TEUs, e no volume de Ro-Ro, que ultrapassará os 40.000 veículos. Em 11 de setembro de 2024, o AD Ports Group formalizou contratos com a Shanghai Zhenhua Heavy Industries Co. Ltd (“ZPMC”), um dos maiores fabricantes de equipamentos portuários do mundo, para o fornecimento de três guindastes Super Post-Panamax STS e oito guindastes híbridos Rubber Tyred Gantry (RTG) para o terminal de Luanda.

Os guindastes Super Post-Panamax STS são os maiores guindastes portuários disponíveis no mercado, com capacidade para operar até 21 fileiras de contentores e alcançar uma extensão de 60 metros. Por outro lado, os guindastes híbridos RTG possibilitam uma redução de até 60% no consumo de gasóleo, quando comparados com os guindastes RTG tradicionais, o que resulta numa economia de um milhão de litros de combustível anualmente e numa redução de 5.000 toneladas métricas de emissões de CO2.

No âmbito do projecto logístico em Angola, a Noatum Unicargas Logistics efectuará investimentos em novos equipamentos, incluindo camiões refrigerados e plataformas, além de proceder à actualização dos seus sistemas de tecnologia da informação (TI), com o intuito de garantir uma integração eficaz no ecossistema digital da Noatum Logistics. Este conjunto de acções visa proporcionar visibilidade total da cadeia de fornecimento, de ponta a ponta, e promover a optimização da eficiência operacional, consolidando-se como um factor estratégico para o sucesso do empreendimento.

Distribuído pelo Grupo APO para AD Ports Group.

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Sobre o AD Ports Group:
Fundado em 2006, o AD Ports Group é actualmente, um dos principais facilitadores globais de logística, indústria e comércio, além de desempenhar um papel estratégico como ponte, ligando Abu Dhabi ao resto do mundo. Cotado na Bolsa de Valores de Abu Dhabi (ADX: ADPORTS), a abordagem de negócios verticalmente integrada do AD Ports Group tem-se revelado essencial para impulsionar o desenvolvimento económico do Emirado ao longo da última década.

Com cinco áreas de negócios, que abrangem Portos, Cidades Económicas e Zonas Francas, Marítimo e Navegação, Logística e Digital, o portfólio do AD Ports Group inclui 33 terminais, presença em mais de 50 países e mais de 550 quilómetros quadrados de cidades económicas e zonas francas, dentro do KEZAD Group, o maior ecossistema integrado de comércio, logística e indústria do Médio Oriente.

O AD Ports Group possui a classificação “AA-” com perspectiva estável pela Fitch e “A1” com perspectiva estável pela Moody’s.

Para mais informações, visite: www.ADPortsGroup.com

Media files

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February 1, 2025

Emphasis on leadership, sustainability, youth engagement and digitalisation as International Olympic Committee (IOC) presidential candidates present plans for global sports

Source: Africa Press Organisation – English (2) – Report:

LAUSANNE, Switzerland, January 31, 2025/APO Group/ —

The seven candidates running to become the next President of the International Olympic Committee (IOC) are hoping that with their 15-minute presentations at the Olympic House on Thursday, 30 January, they have been able to convince the IOC membership of their capabilities to lead the biggest sports organisation in the world.

Although they were unable to read the room during the in-camera meeting, especially as their audience was barred from asking questions, the candidates appeared satisfied with their campaign pitches.

BEHIND CLOSED DOORS There will be no other opportunities for presentations before the election scheduled for 20 March in Greece. Speaking to the media after giving their presentations behind closed doors, some of the candidates believe the current election process requires a review.

Prince Feisal Al Hussein of Jordan, who was the first to appear before the press, said: “If I’m President, I think I would have more flexibility in the rules… We are part of a global sports community and the world has the right to know who is running and what they stand for.”

Below are excerpts from the candidates’ interaction with the media at the Château de Vidy, the historical building next to Olympic House, where the presentations took place.

HRH PRINCE FEISAL AL HUSSEIN

PRESENTATION: It was an honor to deliver my speech to my fellow IOC members, where I laid out my vision for the future blueprint of the Olympic Movement centered on consensus leadership. My speech was structured around three strategic imperatives that are in my manifesto; inspiring imagination, ensuring integrity and developing inclusion.

EXPERIENCE DEALING WITH HEADS OF STATE, AN ADVANTAGE?: Absolutely, yes. I think I’ve learned from the experience of not just learning how to deal with people, but by consensus. At the end of the day, all leaders are human beings, and the ability to find a common ground upon which you can build an understanding is a key benefit from the experience that I’ve had just being who I am.

DEALING WITH THE IOC’S BIGGEST CHALLENGE: One of the things we have to face and we have to deal with literally focuses on the issue of integrity. When you see the global community, the youth in particular have lost their trust in global institutions, and the IOC is a global institution, so we need to regain both the trust and the sense of relevance with the youth of this world. They are our future movement. And I think this is one of the key areas I would focus on as IOC president.

CONFIDENCE IN WADA DESPITE WITHDRAWAL OF US FUNDING: It’s not for me to comment on the policies of the United States. We (the IOC) are an institution that helped establish WADA and I think it has been doing a terrific job in dealing with the issue of doping. We’ve seen such a large reduction of doping incidents in the Olympic Games, and I think this means that they have been effective, and we will continue to support that.

DEALING WITH BOXING AHEAD OF LA28: I would love to see boxing back on the programme. It is one of the oldest Olympic sports, and I just hope that we can find a global Federation that can take on that responsibility of organising boxing in LA.

RUSSIA’S RETURN TO THE OLYMPIC MOVEMENT: There’s nothing I’d like more than to be able to have the whole world at the Olympic Games, I think that’s what our objective is. But I also recognise that there are certain limitations and concerns. Right now, to my understanding, the exclusion of Russian athletes is based on a violation of the Olympic Charter. As President of the IOC, my role and responsibility is to uphold the Olympic Charter. And as long as nobody is in violation, then there is no reason for sanctions. And I would very much like to find a mechanism where we can reintroduce Russia. The world is stronger when we are all together. And I think that is what the Olympic Games does.

MR DAVID LAPPARTIENT

PRESENTATION: I hope that I have convinced my colleagues that I can be a real leader for the IOC.

RUSSIA’S RETURN TO THE OLYMPIC MOVEMENT: Russia shouldn’t be indefinitely suspended by the IOC. This is a country of sport, so our objective would be to have them come back into the fold. However, there are reasons why the IOC suspended the NOC of Russia… So it is obvious then that these subjects should be dealt with before decisions can be taken.

THE OLYMPIC GAMES IN AFRICA: The IOC is on the five continents. Sport is universal, and African athletes are exceptional, but Africa has until today, never hosted the Olympic Games, they of course, are going to have the Youth Olympic Games. I suggest that the Olympics should take place in Africa, not fixing a specific date. But the idea is, nonetheless, that during this coming mandate or two mandates, we would like Africa to host the Olympic Games, because Africa deserves the Olympic Games.

BIGGEST CHALLENGE: One of the challenges will be the instability of the world. It’s becoming more and more difficult, and sure we’ll have some crises to face in the future. This is why we need to source strong leadership. Climate change is also an issue. We also saw what happened in the winter time in Los Angeles, and it’s also the result of climate change. Another key challenge will be digitalization. The world is completely changing, disrupting. But what I also tried to explain this morning is how we can turn all these challenges into opportunities. We have opportunities to bring the world together. This is what we want. This is our vision. This is the ideal of the Olympic movement. We can also properly address the issue of climate change. This is what Paris has done. We also have the potential Olympic Esports Games, that’s also a way to interact with the younger generation. We can also reach a wider audience with digitalization.

MR JOHAN ELIASCH

TRACK RECORD: In a world of division and disruption, we need hope more than ever before. I’m standing because I believe that I have a proven track record and experience to deliver. I have successfully run large international corporations, led important commercial and political negotiations across business, sport, media and entertainment, foreign affairs, technology, and a lot of areas. I’ve been very active in climate action, preserving millions of acres of rainforest. In the last four years, I’ve led the transformation of the International Ski and Snowboard Federation. We oversee more than half of the medal events in the Olympic Winter Games. So I think that’s a perfect and perfect trip for the presidency. I know what it takes to lead and drive change. This is not a popularity contest.

RUSSIA’S RETURN TO THE OLYMPIC MOVEMENT: The individual, neutral athletes programme works very well. And I think it’s very important, because no athlete can choose where they were born. And the athletes must never be weaponized for political purposes. So I believe in this programme, and that we should make sure that also for Milano-Cortina, this is something that all the winter federations will adopt.

WHAT NEEDS TO CHANGE: Of course, we have to put the athletes front and centre. And we need to make sure that they have the best experience before, during, and after the Games. We have a very fast-changing landscape when it comes to digital, and we have to stay ahead of the curve here. We have a responsibility and a very strong voice when it comes to sustainability and this is an area which is very close to my heart, so this will certainly be at the forefront of my agenda. We also need to make sure that we uphold the magic of the Olympic Games. There is a lot of competition from other events and other sports and we need to make sure that we’re the best.

ENGAGING SPONSORS: Well, sponsorship is much more than just sticking your name to something. It’s about partnership. And this area is also changing very fast. Activations, people expect more here. We need to make sure that we deliver, that these partnerships are value-added for our sponsors. We have an incredible brand. But in today’s day and age, we also have to make sure that these partnerships are as attractive as possible.

BALANCING FUTURE OLYMPICS IN AFRICA, INDIA OR THE MIDDLE EAST WITH SUSTAINABILITY COMMITMENTS: Here, for instance, the proposed rotation scheme of the Winter Olympics is very important. We have infrastructure in place to deliver the events. We need to make sure that we find solutions with the IFs to make sure that the capacity of investment is kept up. So we don’t have to retrace what already exists in places where it’s not going to go. Now, with the Middle East, with Africa, with India, it is essential that we are very strong and committed to no carbon impact on anything that we do.

MR JUAN ANTONIO SAMARANCH

THE IOC: I understand our organization as two different parts. On one hand, we are an extraordinarily big, large and efficient NGO – we distribute most of the money we generate in our business through the International Federation, National Olympic Committees and the organizing committees to the base of the world’s sports pyramid. So this is an NGO. Second, we need a powerful business machine to generate the necessary revenues to feed the NGO. So I have thrown my hat in the ring because I have significant experience on both sides. I’ve more than 25 years of experience in critical roles throughout the Olympic movement, and I’ve more than 25 years of experience in critical roles with my own company in the finance industry.

EMPOWERING IOC MEMBERS We must empower the members and ensure governance led by members and not by a selected few.

CHANGES In the 12 years of President Bach, we had to deal with so many complications and so many threats and managed to get the organization to move and evolve at a rapid pace. But that rapid pace of change that we implemented is no way near what is coming. I think we have a very important base, a very solid base, from the past, but the recipes of yesterday will not make it in the future.

LEGACY OF HIS FATHER, HELP OR HINDRANCE: My father left office 25 years ago and, as his son, I appreciate his legacy very much. His example is always with me, but the recipes of today have nothing to do with a presidency that ended years ago. Bear in mind, he joined the Olympic Movement more than 60 years ago.

PRESENTATION: I felt very good in the room, because I have something interesting to say, something I am passionate about. And I was so happy to have the opportunity to share that with my fellow members. So, it’s for them to decide. But my presentation is clear. I have a very clear programme. My manifesto is very much action-based and it leaves very little room for future surprises.

BIDDING PROCESS FOR OLYMPIC GAMES HOSTS: I think that we need to produce not a more traditional, but a better, new model that is more aligned to the current times, that would include a final decision in a significant participation of all IOC members.

MEDIA: I told my fellow IOC members this, ‘let’s refocus our relationship with the media. They are not our enemies. They are our allies.’ You (the media) shape the opinion of the world on the Olympic Games. This I intend, if I become IOC President, to maintain and you can hold me accountable for that if I am there.

MRS KIRSTY COVENTRY

THE OLYMPIC DREAM: My journey started as a nine-year-old girl watching the 92 Barcelona Olympic Games and just setting myself a dream and then finally realizing that dream in Athens getting to stand on the podium and win my first Olympic medal. In Athens, I won three medals and finally in my last event got to win the gold even though Zimbabwe was in a difficult situation. But when I got home to Zimbabwe, it was a time of three or four days of peace, so I really got to see the power of sport.

TODAY’S NINE-YEAR-OLD: The nine-year-olds in today’s world are not watching a television screen, they’re holding a phone and that phone is going to be their starting point to connect with us through online streaming platforms, and it’s going to be our chance to engage with them and ensure that we’re inspiring them, and to take it even further, we’re going to be developing and promoting applications that are going to allow them to train anywhere and everywhere in the world. And this is the world that we live in today, and let’s embrace it and walk that road together.

SUPPORTING AFRICAN ATHLETES: We need to find more ways of directly impacting and getting revenue to athletes before they become Olympians. That is generally the toughest thing most athletes find. From my own journey it was easy to get sponsorship once I’d won a medal. But getting to that medal was tough.

BACKING FROM BACH?: I have known President Bach since I came into the IOC, and I think being a fellow athlete, we share a lot of commonalities, a lot of common ideas and philosophies. But in this race, he’s the President. He has a vote, but he doesn’t vote, he chooses not to vote, and I do very firmly believe that he is being very fair to all candidates.

BEING A MOTHER OF A SIX-MONTH OLD AND A CAREER WOMAN: First and foremost, I want to be the best candidate to win, not just because of my gender or from where I come from. And I believe I’ve got a lot of expertise to bring to this role, to leading the organisation.

IT TAKES A VILLAGE TO RAISE A CHILD: When I was stepping into my ministerial role seven years ago, I was pregnant with my first baby girl and had to quickly learn how to navigate and be a woman with a career as well as a mom and a wife and everything else. And it can be done. I’m very lucky to come from Africa because culturally we know and we firmly believe that it takes a village to raise a child.

PROTECTING WOMEN ATHLETES: As a female athlete, you want to be able to walk onto a level playing field always. It’s our job as the IOC to ensure that we are going to create that environment, and that we are going to not just create a level playing field, but we’re going to create an environment that allows for every athlete to feel safe. Along the road. We’re going to learn lessons, and we’re going to get stronger and we’re going to make better rules and regulations.

LORD SEBASTIAN COE

PRESENTATION: I enjoyed this morning’s process. I hope I was able to communicate my love for the movement. It’s something that I genuinely feel I’ve been training for for the best part of my life, or at least since the age of 11, when my father bought me my first pair of running shoes. I hope I was able to convey that, but I’m also hoping that I was able to convey the core pillars of my manifesto, my commitments and my pledges.

SUSTAINING IOC REVENUE: The world has changed and we do have to change with it – I’ve been in the sports marketing world for 30 years. Primarily we do need to adopt an audience first approach, which is in essence, to give them what they want, when they want it, and where they want it. Above all, for National Olympic Committees of all shapes and sizes, of some of the smaller International Federations, to enjoy that with a barrier-free physical and digital experience.

BIGGEST CHALLENGE FOR THE IOC: The biggest challenge faced by the International Olympic Committee is no different, and it is not unique from any National Olympic Committee, any sporting organization, any club, private or public. It is how do you continue to excite and engage with young people, and how do you utilize, optimize fully the use of cutting edge technology? And we talk a lot about technology, we actually run the risk of sounding a little bit analog, because I don’t think there’s anyone in this room that hasn’t recognized that the organizations they work in, they deliver services in, have gone through that digital transformation. But I do think that engaging, exciting and challenging tomorrow’s generation is going to be critical, because it’s that cohort that is ultimately going to be your future sponsors, your future thought leaders, your future governments, your future politicians. And we need to create amongst that group of people a lifelong bond for sport. So even if they don’t remain in sport as coaches, administrators, communicators, we at least have the opportunity for them to assume leadership roles wherever they are, and really fundamentally understand the nature of sport, and it is only that way that we will raise sport to the top of government agendas. Engaging with young people is the key to unlocking so many of the other interdependencies.

ELECTION RULES: I’ve been in politics for a long time. I’ve found it a fairly unproductive process to pick a fight with the returning officer in the process. The rules are the same for everybody. I do think we need to review them, and I’m sure that whoever succeeds in March will want to look at that amongst other things too.

MR MORINARI WATANABE

OLYMPIC GAMES IN FIVE CONTINENTS: I propose to stage the Olympic Games in five cities on five continents at the same time. It would allow the IOC to offer the best possible conditions for each sport, to reduce the financial burden on host cities, to offer greater potential for broadcast and commercial opportunities, sustainability with reduction of travel, and alleviate other hosting problems like governmental restrictions and war.

POTENTIAL OF SPORT: Paris 2024 was a historic success, thanks to all the athletes, thanks to the leadership of President Thomas Bach and thanks to the excellent work of the Paris Organizing Committee. However, I believe that we should not be satisfied and that we must build on the success of these Games. Because, in contrast to the spectacular Olympic Games, the situation of the NOCs is far from strong. As FIG President, I have visited 162 countries. I have seen with my own eyes the situation of our sport in each country. As a result I saw the reality. Economically, these countries are not wealthy. In many countries, their relations with the government are not good. The presence of sport in each country is not high enough. I used to be a gymnast myself. That’s why I believe sport has even greater potential. To unleash that potential I propose that the Games be held on all five continents at the same time.

WORLD SPORTS ORGANISATION: I also envision upgrading the IOC into a World Sports Organization, like the World Health Organization. If the IOC continues and expands its activities, it would remain independent of politics and uphold the barriers of democracy, transparency, and gender equality. As a World Sports Organization we must contribute to society. We must make a new business for sports. My vision is not focused on only the Olympic Games. We must see a wider view for sports. Sports can contribute to society. I believe the 21st century industrial revolution will be driven by sports and healthcare. So, which organization is best placed to lead this transformation globally? It is the IOC.

BICAMERALISM: I am proposing a two-chamber system; a House and a Senate because many IOC members have very good ideas, even non-IOC members. We must take these ideas and listen to these opinions to develop sports. We have to be open. There are many professionals, athletes, royalty, politicians, lawyers, bankers, and many others. If we work together, we can do anything. Let’s open the door to a new era.

February 1, 2025

Uganda declara surto do vírus Sudão, similar ao Ebola

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A Organização Mundial da Saúde, OMS, reconheceu um surto do vírus Sudão, da mesma família do Ebola, conforme declarado por Uganda nesta quinta-feira.

A agência informou que está mobilizando esforços para ajudar as autoridades nacionais a conter a ameaça e disponibilizou US$ 1 milhão de seu Fundo de Contingência para Emergências para o país africano.

Caso identificado

Embora não existam vacinas aprovadas para a doença do vírus do Sudão, a OMS está coordenando com os fabricantes para aplicar imunizantes em desenvolvimento como um complemento às outras medidas de saúde pública.

As vacinas serão implementadas assim que todas as aprovações administrativas e regulatórias forem obtidas.

Até agora, apenas um caso confirmado foi relatado, de uma enfermeira do Hospital Nacional de Referência de Mulago, na capital de Uganda, Kampala, que faleceu.

Um total de 45 contatos, incluindo outros profissionais de saúde e familiares dela foram identificados e estão atualmente sob monitoramento próximo. Para a OMS, a identificação do caso numa zona urbana densamente povoada exige uma resposta rápida e intensa.

Experiência com surtos anteriores

Foram registrados oito surtos anteriores da doença do vírus do Sudão, com cinco ocorrendo em Uganda e três no Sudão. As taxas de letalidade variaram de 41% a 100%.

A diretora regional da OMS para África, Matshidiso Moeti, parabenizou a pronta declaração do surto atual, que permitiu o estabelecimento de medidas para identificar rapidamente os casos, conter a propagação do vírus e proteger a população.

Para ela, “a sólida experiência de Uganda na resposta a emergências de saúde pública será crucial para acabar com este surto de forma eficaz”.

A doença do vírus Sudão é grave, muitas vezes fatal, que afeta os seres humanos e outros primatas. Ela é causada pelo Orthoebolavirus sudanense, uma espécie viral do mesmo gênero do vírus que causa Ebola.

O último surto da doença registrado em Uganda foi em 2022.

Distribuído pelo Grupo APO para UN News.