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The Detail Behind a Decade: Mala Lingappa Marks Ten Years at APO Group



Mala Lingappa has marked ten years at APO Group (www.APO-opa.com), the pan-African communications consultancy integrating advisory, execution, and proprietary news distribution. She joined in 2016 as its first media monitoring specialist. Today, APO Group guarantees visibility in all 54 African markets, and Mala has helped make that visibility measurable.

"When I started, I wasn't expecting to stay for a decade," says Mala. "The chance to work in an international environment and learn from people with diverse backgrounds drew me in. The experience has been incredibly rewarding."

Performance only counts when it can be proven. From the start, Mala built the expertise in search criteria and reporting that tracks client coverage and evidence results across the continent. She has adapted to every new system and service as the business evolved into an integrated model of strategic advisory, local execution and owned distribution.

"There have been challenging periods, but those moments pushed me to become more flexible, to keep learning and to step outside my comfort zone," she says. "They gave me the confidence to handle new challenges."

APO Group builds performance through its people, giving them opportunities to learn, take on new responsibilities and grow their careers. For Mala, this has included training and professional development initiatives that helped her build new skills, broaden her perspective and expand her role.

As the longest-serving member of the media monitoring team, Mala brings precision to every search and every report. In a model where results are measured, accuracy is essential. Her experience helps the team resolve questions quickly, keep work moving and deliver reliable reporting for APO Group's clients.

 Mala has also helped shape the team around her, sharing the search and reporting expertise she has built over the past decade. Pooja Sanga, Team Leader of the Media Monitoring Team, says: “Mala is meticulous about process and highly skilled at search criteria. She is down to earth and approachable. She answers our questions quickly because of her depth of knowledge. That reliability makes a huge difference every day.”

Loanette Boshoff, Chief People Officer at APO Group, says: "Ten years is a choice Mala has made every single year. She could have taken her talent anywhere, and she kept bringing it to APO Group. People stay where they feel trusted, respected and able to grow. Our job is to be that place, for Mala and for everyone who joins us."

Looking ahead, Mala is excited about the role that technology, training and people will play in the team's next chapter. "Ten years went quickly," she says. "I value the journey and the people who supported me. I'm looking forward to what comes next."

Bas Wijne, Chief Executive Officer of APO Group, says Mala's decade with the company shows the strategic value of experience and institutional knowledge. "Mala understands how the business works, why our processes matter and where detail makes a difference. That knowledge helps us work efficiently, support our teams and maintain the standards we expect as we grow."

Distributed by APO Group on behalf of APO Group.

Media Contact:
[email protected]

About APO Group:
Founded in 2007 by Nicolas Pompigne-Mognard, APO Group is the communications consultancy built for performance, combining strategic advisory, on-the-ground execution, and guaranteed visibility across all 54 African markets. Its owned newswire, Africa Newsroom, secures placement on 250+ Africa-focused news sites, connecting organisations directly with 450,000+ journalists, analysts, investors, and policymakers worldwide.

Recognised internationally for communications excellence, including SABRE, Davos Communications, and World Business Outlook distinctions, APO Group partners with global and African organisations for whom the continent is a strategic priority. Clients include the African Development Bank Group, Africa CDC, Afreximbank, NFL, Nestlé, Emirates, Canon, Western Union and GITEX Global.

  1. FinanceAfrican Mining Week (AMW) 2026 Technical Track Looks Beyond the MinePresentations on the final day of African Mining Week 2026 covered financing, regulation, skills, power and tailings safety across Africa’s mineral value chains. The final day of African Mining Week (AMW) 2026 in Cape Town on Friday featured a series of technical presentations examining what Africa’s mineral value chains require beyond the mine, from financing and regulation to skills, power and tailings safety. Financing Value Beyond the Mine Danie Dörfling-Kruger, Head of Business Development and Marketing at Moore Infinity, opened the day with a presentation arguing that the value of Africa’s minerals is realized in transport corridors and priced in the cost of capital. His analysis estimated that cutting DRC copper transit times from 30 days to 10 could release about $2.7 billion in working capital and save roughly $270 million a year in financing costs. He called on governments to match processing mandates to installed capacity, noting that projects anchored to contracted offtake and transport volumes are the ones securing finance. New Investment Rules in Southern Africa Tatenda Mafuriranwa, Partner for Audit, Risk and ESG Advisory at HLB Zambia, outlined regulatory changes in Zambia, Zimbabwe, Malawi and Botswana aimed at increasing domestic processing, including Zimbabwe’s planned ban on lithium concentrate exports from January 2027 and Zambia’s plan to raise procurement reserved for local suppliers from 20% to 40% over five years. “ESG is no longer a byword. It is no longer a brochure,” he said. Developing Africa’s Human Mineral Wealth Noleen Pauls, Board Chair of Women in Mining South Africa, a non-profit network supporting women in the country’s mining industry, called for human capital to be measured with the same rigor as mineral resources. Citing the Minerals Council South Africa, she noted that women now make up 21% of South Africa’s mining workforce, up from about 12% in the late 2010s. “Human resource loss is still resource loss, even when it doesn’t appear in a production chart,” Pauls explained. Investment Opportunities in the DRC Thierry Naweji, Executive Chairman of the SA-DRC Chamber of Commerce, which facilitates trade and investment between the two countries, highlighted power generation as a key opportunity, noting that his company has identified nine projects capable of producing about 800 MW in the southern DRC. He also pointed to a planned battery factory in Zambia’s Copperbelt using lithium from the DRC’s Manono deposit. “There is a lot of money to be made in the DRC, because everything is needed,” he told delegates. Trusted Data for Safer Tailings Pieter-Paul Mooijman, VP Market Growth at Insight Terra, a provider of monitoring software for mining assets, addressed tailings safety and compliance with global and South African standards. “Today, data sits in separate systems and spreadsheets, and broken sensors can go unnoticed for weeks. Meanwhile, dams are getting bigger and storms heavier,” he observed. Insight Terra’s platform combines sensor readings, manual inspections and satellite data in a virtual twin of mine assets, giving operators earlier warning of ground movement and weather risk. Distributed by APO Group on behalf of Energy Capital & Power.
  2. FinanceAfrican Energy Chamber (AEC) Executive Chairman NJ Ayuk Joins African Collaborations Group (ACG) Advisory Board to Advance Sport and Entertainment Districts Across AfricaAfrican Collaborations Group (ACG) (www.ACGafrica.com), the leading strategic project origination and collaboration platform focused on the industrialisation of sport in Africa through the origination of bankable sport and entertainment district ecosystems, today announced the appointment of NJ Ayuk to its Advisory Board. Mr Ayuk is the Executive Chairman of the African Energy Chamber (AEC), the leading voice of the African energy sector, representing the interests of energy companies, service providers, ministries and public authorities across the continent. Under his leadership, the AEC has become the principal convening platform for the African energy industry, connecting international majors, national oil companies, independent power producers (IPPs), regulators, ministries and investors around the industrialisation and financing of Africa's energy sector. A prolific author and one of the most recognised voices on African energy policy, Mr Ayuk has published widely on the industrialisation of the African energy sector, the case for financing African oil and gas development as an economic engine for the continent, and the pursuit of a just energy transition on Africa's terms. His books include Big Barrels: African Oil and Gas and the Quest for Prosperity and A Just Transition: Making Energy Poverty History with an Energy Mix, both of which have shaped the continental debate on energy, industry and development. His appointment to the ACG Advisory Board reflects a shared strategic vision between the African Energy Chamber and ACG: the conviction that Africa's long-term development depends on the industrialisation of its core sectors — energy, infrastructure, and increasingly sport and entertainment — through pan-African, financially sustainable and continentally owned models. Where the African Energy Chamber has led the case for the industrialisation of Africa's energy sector on Africa's terms, ACG is applying the same doctrine to the sport and entertainment sector, moving it from a fragmented, project-by-project logic to an ecosystem approach centred on bankable, mixed-use district models. His appointment brings to the ACG Advisory Board a rare combination of energy and infrastructure sector leadership, cross-continental government and regulatory relationships, deep transactional and legal expertise in the origination and structuring of complex African projects, and a public voice consistently aligned with the industrialisation agenda that underpins ACG's own strategic framework. "NJ Ayuk brings to our Advisory Board a genuine strategic alignment. For years, he has led the case for the industrialisation of Africa's energy sector on Africa's terms — a doctrine that maps directly onto what ACG is now applying to the sport and entertainment sector. Both agendas share the same conviction: that Africa's long-term prosperity depends on building continental industries through pan-African, financially sustainable, and continentally owned models. His presence on our Advisory Board strengthens ACG's capacity to originate and deliver projects that fit within a coherent, continent-wide industrialisation logic," said Nicolas Pompigne-Mognard (www.Pompigne-Mognard.com), Founder and Executive Chairman of ACG. The ACG Advisory Board provides strategic guidance as ACG originates and structures large-scale sport and entertainment district projects across the continent, aligning governments, development finance institutions (DFIs), investors, sport bodies and infrastructure partners to support the development of financially sustainable, mixed-use district ecosystems. Africa's sport economy is projected to reach $20 billion by 2035, yet the continent continues to lack the integrated district ecosystems required to support large-scale development. ACG addresses this gap by originating bankable sport and entertainment district projects, moving beyond single-venue development models towards mixed-use, revenue-generating and financially sustainable district ecosystems. Through its collaborative model, ACG convenes governments, PPP authorities and regulators, development finance institutions, private investors, developers, designers and engineers, legal and transaction advisors, operators, sport federations and leagues, event promoters, media and broadcast partners, academic institutions and host communities, creating structured pathways from concept to feasibility, bankability and delivery. Distributed by APO Group on behalf of African Collaborations Group (ACG). Media contact: [email protected] About African Collaborations Group (ACG): www.ACGafrica.com) is the leading strategic project origination and collaboration platform focused on the industrialisation of sport in Africa through the origination of bankable sport and entertainment district ecosystems. By convening governments, private-sector partners, development finance institutions, sport and entertainment stakeholders, and academic institutions, ACG creates structured pathways that transform concepts into investable and deliverable district projects across the continent.
  3. EnergyLe Président Exécutif de la Chambre Africaine de l'Énergie (AEC) NJ Ayuk rejoint le conseil consultatif d'African Collaborations Group (ACG) pour faire progresser les pôles intégrés de sport et de divertissement à travers l'AfriqueAfrican Collaborations Group (ACG) (www.ACGafrica.com), la plateforme stratégique de création de projets et de collaboration axée sur l'industrialisation du sport en Afrique au moyen d'écosystèmes de pôles intégrés de sport et de divertissement bancables, annonce aujourd'hui la nomination de NJ Ayuk à son conseil consultatif. M. Ayuk est le Président Exécutif de la Chambre Africaine de l'Énergie (AEC), la principale voix du secteur énergétique africain, représentant les intérêts des entreprises énergétiques, des prestataires de services, des ministères et des autorités publiques à travers le continent. Sous sa direction, l'AEC est devenue la principale plateforme de rassemblement de l'industrie énergétique africaine, connectant les majors internationales, les compagnies pétrolières nationales, les producteurs d'électricité indépendants (IPP), les régulateurs, les ministères et les investisseurs autour de l'industrialisation et du financement du secteur énergétique de l'Afrique. M. Ayuk est également fondateur et Directeur Général du Centurion Law Group, un cabinet d'avocats d'affaires panafricain qui conseille les gouvernements, les entreprises énergétiques et les institutions financières sur certaines des transactions énergétiques et d'infrastructure les plus complexes du continent. Son leadership combiné à travers l'AEC et Centurion le place au cœur de l'activité transactionnelle, politique et commerciale qui façonne le paysage énergétique africain. Auteur prolifique et l'une des voix les plus reconnues sur la politique énergétique africaine, M. Ayuk a publié abondamment sur l'industrialisation du secteur énergétique africain, l'argument en faveur du financement du développement pétrolier et gazier africain comme moteur économique pour le continent, et la poursuite d'une transition énergétique juste aux conditions de l'Afrique. Ses livres incluent Big Barrels : African Oil and Gas and the Quest for Prosperity et A Just Transition : Making Energy Poverty History with an Energy Mix, qui ont tous deux façonné le débat continental sur l'énergie, l'industrie et le développement. Sa nomination au conseil consultatif d'ACG reflète une vision stratégique partagée entre la Chambre Africaine de l'Énergie et ACG : la conviction que le développement à long terme de l'Afrique dépend de l'industrialisation de ses secteurs fondamentaux — énergie, infrastructure et, de plus en plus, sport et divertissement — à travers des modèles panafricains, financièrement durables et détenus continentalement. Là où la Chambre Africaine de l'Énergie a mené le plaidoyer pour l'industrialisation du secteur énergétique de l'Afrique aux conditions de l'Afrique, ACG applique la même doctrine au secteur du sport et du divertissement, le faisant passer d'une logique fragmentée et projet par projet à une approche écosystémique centrée sur des modèles bancables de pôles intégrés à usage mixte. Sa nomination apporte au conseil consultatif d'ACG une rare combinaison de leadership dans les secteurs de l'énergie et de l'infrastructure, de relations transcontinentales gouvernementales et réglementaires, d'expertise transactionnelle et juridique approfondie dans l'initiation et la structuration de projets africains complexes, et d'une voix publique constamment alignée sur le programme d'industrialisation qui sous-tend le cadre stratégique d'ACG. « NJ Ayuk apporte à notre conseil consultatif un véritable alignement stratégique. Depuis des années, il mène le plaidoyer pour l'industrialisation du secteur énergétique de l'Afrique aux conditions de l'Afrique — une doctrine qui correspond directement à ce qu'ACG applique désormais au secteur du sport et du divertissement. Les deux agendas partagent la même conviction : la prospérité à long terme de l'Afrique dépend de la construction d'industries continentales à travers des modèles panafricains, financièrement durables et détenus continentalement. Sa présence à notre conseil consultatif renforce la capacité d'ACG à initier et livrer des projets qui s'inscrivent dans une logique cohérente d'industrialisation à l'échelle du continent », déclare Nicolas Pompigne-Mognard (www.Pompigne-Mognard.com), Fondateur et Président Exécutif d'ACG. Le conseil consultatif de l'ACG fournit des orientations stratégiques alors qu'ACG initie et structure des projets de pôles intégrés de sport et de divertissement à grande échelle à travers le continent, alignant les gouvernements, les institutions de financement du développement (IFD), les investisseurs, les instances sportives et les partenaires d'infrastructure pour soutenir le développement d'écosystèmes de pôles intégrés à usage mixte et financièrement durables. L'économie du sport en Afrique devrait atteindre 20 milliards USD d'ici 2035, mais le continent continue de manquer des écosystèmes de pôles intégrés nécessaires pour soutenir un développement à grande échelle. ACG comble cette lacune en initiant des projets bancables de pôles intégrés de sport et de divertissement, dépassant les modèles de développement mono-sites pour favoriser des écosystèmes de pôles intégrés à usage mixte, générateurs de revenus et financièrement durables. Grâce à son modèle collaboratif, ACG rassemble des gouvernements, des autorités et régulateurs de PPP, des institutions de financement du développement, des investisseurs privés, des promoteurs, des concepteurs et ingénieurs, des conseillers juridiques et de transaction, des opérateurs, des fédérations et ligues sportives, des promoteurs d'événements, des partenaires média et de diffusion, des établissements universitaires et des communautés hôtes, créant ainsi des axes structurés du concept à la faisabilité, à la bancabilité et à la livraison. Distribué par APO Group pour African Collaborations Group (ACG). Contact avec les médias : [email protected] À propos d'African Collaborations Group (ACG) : www.ACGafrica.com) est la plateforme stratégique de création de projets et de collaboration axée sur l'industrialisation du sport en Afrique à travers la création d'écosystèmes de sport et de divertissement bancables. En réunissant les pouvoirs publics, les partenaires du secteur privé, les établissements de financement du développement, les acteurs du sport et du divertissement et les universités, ACG crée des axes structurés qui transforment les concepts en projets de quartier investissables et livrables à travers le continent.
  4. FinanceMore Than a Trophy: Africa’s Moment to Champion Women’s Football (By Isha Johansen)By Isha Johansen, former CAF (www.CAFonline.com) Executive Committee Member and the first West African woman to serve on the FIFA Council. For years, Africa has been known for its growth story. Investment has flowed, new tech has been growing fast, and a young, active population has inspired hope for the future. Women’s football now offers another lens through which to consider that progress. Following the conclusion of the TotalEnergies CAF Women’s Africa Cup of Nations in Rabat, Casablanca and Fez, the question is what happens next: whether the momentum generated by the tournament can translate into sustained investment in women’s football, stronger structures and more opportunities for the next generation of players. This tournament was much more than sport. It was a moment to spotlight gender equality, inclusion, and the changing role of women in African sports. For too long, women’s sports have been seen as charity projects or CSR boxes to tick; not real investments. That’s changing. Stadiums are filling, fans are showing up, and real money is finally coming in. The message is clear: women’s football is no longer a side issue; it’s a huge opportunity Africa can’t afford to ignore. Global revenues from women’s sports are expected to reach at least $3 billion in 2026, an increase of 340% in four years (https://apo-opa.co/3U7pm41). In Africa, the true value is still unknown. Most of the investment comes from sports associations, governments, and a handful of sponsors. Ticket sales and big broadcast deals are exceptions, not the rule. So women’s sports here are half-in, half-out: there’s new investment, but plenty of hurdles remain. Some progress has been made, however. This year, the Confederation of African Football doubled Women’s Africa Cup of Nations prize money to $5.8 million, with $2 million for the winners. Last year, Nigeria’s NWFL Premiership landed its biggest private investment, a ten-year, ₦20 billion partnership, while South Africa’s Women’s League secured a R17 million naming rights deal. The Women’s Africa Cup of Nations featured 16 teams, and money from TV and sponsors went up by 40%. Matches were shown on more than one hundred channels. Real interest grew across the continent. Africa’s fans, young and energetic, followed their teams on platforms like TikTok and Instagram. Despite the progress and growing support from fans, challenges remain. Top female players are leaving for Europe or the US, where their skills are valued and rewarded. Without money from TV deals or steady support from local fans, women’s sports here will keep relying on outside help and quick fixes. In South Africa, a few years ago, women’s national team players earned just a tenth of what the men did. The gap is closing, but it’s not gone. Women are still few in sports leadership roles, and coaching jobs mostly go to men. But pioneers like South Africa’s Desiree Ellis and Kenya’s Beldine Odemba show what’s possible when women get a real shot: excellence follows. Mentorship is central to that possibility. Behind every player and coach who broke through, there was almost always someone who opened a door, offered guidance, or made room at the table. Formal mentorship programmes, pairing rising talent with experienced players, coaches, and administrators, gave young women a clearer path into leadership roles that had long been closed to them. To turn potential into progress, more is needed than just a few stars. Governments, sports bodies, and private investors must team up by building partnerships, investing in training grounds, leadership, mentorship, and the kind of infrastructure that lasts. The private sector can’t afford to sit this out. New models like sportswomen-driven content, streaming platforms, and direct fan engagement can break old barriers. Organisations like Tibu Africa, a leading NGO empowering young people through sport, show how football can drive wider social change by building opportunities and breaking down barriers. Their work reminds us that every girl deserves a shot at the game and demonstrates the impact that partnerships between the private sector, government, and civil society can have. Governments must make investing in women’s sports worthwhile, guarantee fairness, and keep things transparent. Regional bodies should align standards, share resources, and channel funds into grassroots development. And media matters too: having more women on camera or working behind the scenes changes opinions and gives new role models the chance to shine. TotalEnergies’ partnership with the Confederation of African Football (CAF) is more than a sponsorship. It’s a commitment to building African football from the grassroots up, creating lasting opportunities for players, fans, and communities. Supporting CAF helps raise the visibility of women’s football and strengthens the sport as a force for unity and inclusion across the continent. This investment reflects an alignment of values: sustainable development, community empowerment, and celebrating Africa’s potential. If Africa misses this window, old gaps will widen, and the chance to lead in women’s sports could be lost. But if we step up now, the rewards are huge: jobs, tourism, and growth everywhere you look. This tournament is more than a trophy. It’s a test of whether Africa will build up its talent or watch it leave. The final whistle will pick a winner, but what happens next will show whether Africa is ready to make women’s football central to its future. Distributed by APO Group on behalf of Confederation of African Football (CAF).
  5. SportsPlus qu’un trophée : l’occasion pour l’Afrique de soutenir le football féminin (Par Isha Johansen)Par Isha Johansen, ancienne membre du Comité exécutif de la CAF (https://www.CAFonline.com) et première femme ouest-africaine to serve on the FIFA Council. Pendant des années, l'Afrique a été connue pour son récit de croissance. Les investissements ont afflué, les nouvelles technologies se sont développées rapidement et une population jeune et active a nourri l'espoir d'un avenir meilleur. Le football féminin offre aujourd'hui un nouveau prisme pour examiner ce progrès. À l'issue de la Coupe d'Afrique des nations féminine TotalEnergies, qui s'est tenue à Rabat, Casablanca et Fès, la question est de savoir ce qui vient ensuite : si l'élan généré par le tournoi peut se traduire par un investissement durable dans le football féminin, par des structures plus solides et par davantage d'opportunités pour la prochaine génération de joueuses. Ce tournoi a été bien plus qu'une compétition sportive : il a été l'occasion de braquer les projecteurs sur l'égalité entre les femmes et les hommes, sur l'inclusion et sur l’évolution du rôle des femmes dans le sport africain. Pendant trop longtemps, le sport féminin a été considéré comme un projet caritatif ou une case RSE à cocher, et non comme un véritable investissement. Cela change. Les stades se remplissent, les supporters répondent présents et de l'argent réel arrive enfin. Le message est clair : le football féminin n'est plus un sujet secondaire ; c'est une formidable opportunité que l'Afrique ne peut pas se permettre d'ignorer. Les recettes mondiales du sport féminin devraient atteindre au moins trois milliards de dollars en 2026, soit une hausse de 340 % en quatre ans (https://apo-opa.co/3U7pm41). En Afrique, la valeur réelle reste inconnue. L'essentiel de l'investissement provient des associations sportives, des gouvernements et d'une poignée de sponsors. Les ventes de billets et les grands accords de diffusion sont l'exception, non la règle. Le sport féminin sur le continent est donc à moitié engagé, à moitié en retrait : de nouveaux investissements arrivent, mais de nombreux obstacles subsistent. Des progrès ont toutefois été accomplis. Cette année, la Confédération africaine de football a doublé la dotation de la Coupe d'Afrique des nations féminine, la portant à 5,8 millions de dollars, dont deux millions pour les vainqueuses. L'an dernier, la NWFL Premiership du Nigeria a obtenu son plus important investissement privé, un partenariat de dix ans d'une valeur de 20 milliards NGN, tandis que la Ligue féminine d'Afrique du Sud a décroché un accord de droits de nommage de 17 millions ZAR. La Coupe d'Afrique des nations féminine a réuni 16 équipes, et les recettes de la télévision et des sponsors ont augmenté de 40 %. Les matchs ont été diffusés sur plus d'une centaine de chaînes. L'intérêt réel s'est accru sur tout le continent. Les supporters africains, jeunes et énergiques, ont suivi leurs équipes sur des plateformes comme TikTok et Instagram. Malgré ces progrès et le soutien croissant des supporters, des défis demeurent. Les meilleures joueuses partent en Europe ou aux États-Unis, où leurs compétences sont valorisées et récompensées. Sans argent issu des accords de télévision ou soutien constant des supporters locaux, le sport féminin sur le continent continuera de dépendre de l'aide extérieure et de solutions de fortune. En Afrique du Sud, il y a quelques années, les joueuses de l'équipe nationale ne gagnaient qu'un dixième de ce que touchaient les hommes. L'écart se réduit, mais il n'a pas disparu. Les femmes restent peu nombreuses aux postes de direction dans le sport, et les postes d'entraîneurs reviennent majoritairement à des hommes. Mais des pionnières comme Desiree Ellis en Afrique du Sud et Beldine Odemba au Kenya montrent ce qui est possible quand les femmes ont une véritable chance : l'excellence suit. Le mentorat est au cœur de cette possibilité. Derrière chaque joueuse et chaque entraîneuse qui a percé, il y avait presque toujours quelqu'un qui a ouvert une porte, offert des conseils ou fait de la place à la table. Des programmes de mentorat structurés, associant des talents montants à des joueuses, des entraîneurs et des administratrices chevronnées, ont donné aux jeunes femmes un chemin plus clair vers des postes de direction longtemps fermés. Pour transformer le potentiel en progrès, il faut plus que quelques étoiles. Les gouvernements, les instances sportives et les investisseurs privés doivent s'associer en bâtissant des partenariats, en investissant dans les terrains d'entraînement, le leadership, le mentorat et le type d'infrastructures qui durent. Le secteur privé ne peut pas se permettre de rester à l'écart. De nouveaux modèles, comme les contenus portés par les sportives, les plateformes de diffusion et l'engagement direct des supporters, peuvent faire tomber d'anciennes barrières. Des organisations comme Tibu Africa, ONG de premier plan qui autonomise les jeunes par le sport, montrent comment le football peut être moteur d'un changement social plus large en créant des opportunités et en faisant tomber les barrières. Leur travail nous rappelle que chaque fille mérite sa chance dans ce sport et illustre l'impact que peuvent avoir les partenariats entre le secteur privé, l'État et la société civile. Les gouvernements doivent rendre l'investissement dans le sport féminin rentable, garantir l'équité et veiller à la transparence. Les instances régionales devraient harmoniser les normes, partager les ressources et orienter les fonds vers le développement à la base. Et les médias comptent aussi : davantage de femmes à l'écran ou en coulisses change les opinions et donne à de nouveaux modèles la chance de briller. Le partenariat de TotalEnergies avec la Confédération africaine de football (CAF) est plus qu'un sponsoring. C'est un engagement à bâtir le football africain depuis la base, en créant des opportunités durables pour les joueuses, les supporters et les communautés. Soutenir la CAF contribue à accroître la visibilité du football féminin et à renforcer ce sport comme force d'unité et d'inclusion sur l'ensemble du continent. Cet investissement traduit un alignement de valeurs : développement durable, autonomisation des communautés et célébration du potentiel africain. Si l'Afrique laisse passer cette fenêtre, les anciens écarts se creuseront et la chance de prendre la tête du sport féminin pourrait être perdue. Mais si nous agissons maintenant, les retombées sont considérables : emplois, tourisme et croissance partout où l'on regarde. Ce tournoi est plus qu'un trophée. C'est un test : l'Afrique va-t-elle faire grandir ses talents ou les regarder partir ? Le coup de sifflet final désignera un vainqueur, mais ce qui suivra montrera si l'Afrique est prête à placer le football féminin au cœur de son avenir. Distribué par APO Group pour Confederation of African Football (CAF).
  6. FinanceSahel solar and Kenya mini-grids show the regional template Nigeria is funding, Kowatek Solar observesKowatek Solar LTD (www.Kowatek.com) observes that two neighbouring markets have moved distributed and grid-support solar from announcement to money, offering a practical template for the segment Nigeria’s new Distributed Renewable Energy Fund is designed to finance. On 2 October 2026 the African Development Bank said Qair’s Gassi and Lamadji hybrid plants in Chad had reached financial close and first disbursement. The projects total 30 MWp of solar with 8 MWh of battery storage, under a 20-year power purchase agreement with Tchadelec. A €37.9 million package was structured by the Bank with Proparco, the Sustainable Energy Fund for Africa and the Green Climate Fund. The plants sit inside Desert to Power and Mission 300. In Kenya, the Off-Grid Solar Access Project is the parallel story for places the grid will not reach soon. Contracts worth about $64 million have been signed as part of the $150 million World Bank-backed KOSAP programme, covering 113 mini-grids in arid and semi-arid counties and stand-alone solar for hundreds of clinics, schools and offices. The wider programme targets more than two million people in 14 counties, including stand-alone systems and about 146 solar mini-grids. The common design is hybrid: solar, storage, and a clear customer, whether that customer is a utility, a clinic or a trading community. Nigeria’s $300 million DRE Fund is built for the same design, at larger scale and with more emphasis on local developers. For Nigerian estates, hotels and clinics specifying a similar hybrid plant, Kowatek Solar publishes system types and a consultation path at https://www.Kowatek.com. Distributed by APO Group on behalf of Kowatek Solar LTD. Reference links: Primary public sources used in this release (checked October 2026): https://apo-opa.co/4sizvI4 https://apo-opa.co/4i4MNDg https://apo-opa.co/4hUDVRP https://apo-opa.co/4i6RDQe https://apo-opa.co/4hX2YSM https://www.Kowatek.com https://www.Kowatek.com | https://apo-opa.co/4i3hv0R Media contact: [email protected] https://www.Kowatek.com ​About Kowatek Solar: www.Kowatek.com) designs and delivers premium solar, lithium storage and hybrid power systems for homes, estates, businesses, hotels, churches, schools and industrial sites. Founded in 2021 and headquartered in Asaba, Delta State, with an international track in Canada, the company focuses on engineered systems that reduce diesel dependence and keep essential loads online. Learn more at https://www.Kowatek.com and https://apo-opa.co/4i3hv0R.