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Afreximbank and MobiHealth Sign Project Preparation Facility to Drive Digital Healthcare Solutions Across Africa

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The African Export-Import Bank (Afreximbank) (www.Afreximbank.com) and MobiHealthCare Limited (MobiHealth) have signed a project preparation facility agreement that is expected to bolster the expansion of Mobihealth’s telemedicine services in Nigeria, and also assess the feasibility of establishing similar services in Egypt, Ghana, Kenya and Cote d’ Ivoire.

Under the terms of the agreement, Afreximbank will part-finance project preparatory activities that will leverage MobiHealth’s successfully integrated telemedicine proprietary platform, initially piloted in Nigeria, to the four additional countries. This initiative is expected to rapidly lead to the establishment of a network of telemedicine clinics across Africa, fully equipped with out-patient facilities. The project preparation facility of up to US$ 1.5 million is expected to advance the Project to bankability, whereupon this is expected to unlock further investments estimated at US$ 65 million.

The preparatory facility will expedite the deployment of digital healthcare solutions, enhancing access and efficiency, and quality healthcare. MobiHealth’s platform utilizes local and diaspora medical professionals who are able to diagnose and prescribe to patients remotely. This reduces waiting and travel times, provides new ways to serve harder-to-reach population and removes barriers for the underserved population.

Additionally, Afreximbank will serve as the mandated lead arranger, overseeing senior debt syndication for the project implementation.

The MobiHealth transaction was originated from the Africa Investment Forum (AIF) platform under its flagship ‘Women as Investment Champions’ initiative. Afreximbank is one of the founding partners of the AIF. The AIF has been instrumental in mobilizing a US$1.0 million grant for MobiHealth from the United States Trade and Development Agency (USTDA).

Commenting on the agreement, Mrs. Kanayo Awani, Executive Vice President, Intra-African Trade and Export Development Bank, Afreximbank, said “This initiative will fundamentally reshape the delivery of healthcare services with broader implications for healthcare services across the continent. We will not only be embracing digital technology but also harnessing the same to help our member countries accelerate their progress towards the attainment of Universal Healthcare Coverage, and improve equitable access to quality, affordable healthcare. Afreximbank is pleased to join USTDA to support bankable studies and services to ensure advancement of this impactful health project.”

Dr. Funmi Adewara, Chief Executive Officer and the project sponsor of MobiHealth, said: “The signing of this facility agreement marks yet another significant milestone in MobiHealth’s quest to proffer digital healthcare solutions across the continent. We are thrilled to have the support of Afreximbank, a pan-African multilateral financial institution with the scale and capacity to enable us to achieve this objective in a timely manner. Their involvement is a strong validation for our business model and I would like to laud Afreximbank, AIF and USTDA for their visionary leadership and steadfast commitment to support the provision of quality healthcare to African citizens.”

Mrs Chinelo Anohu, AIF’s Senior Director said: “This is a ground-breaking achievement for a female-led startup given the challenges they are known to face especially when it comes to access to financing, and we are very excited to have supported Mobihealth on this funding with Afreximbank, one of AIF’s founding partners. Mobihealth’s innovative mobile health solutions is a game changer for a continent where so few are able to access healthcare and will therefore make a huge difference in Nigeria and the wider Africa continent, particularly for the 70% that live in rural areas and have little or no access to basic healthcare”.

Distributed by APO Group on behalf of Afreximbank.

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About Afreximbank:
African Export-Import Bank (Afreximbank) is a Pan-African multilateral financial institution mandated to finance and promote intra-and extra-African trade. For 30 years, the Bank has been deploying innovative structures to deliver financing solutions that support the transformation of the structure of Africa’s trade, accelerating industrialization and intra-regional trade, thereby boosting economic expansion in Africa. A stalwart supporter of the African Continental Free Trade Agreement (AfCFTA), Afreximbank has launched a Pan-African Payment and Settlement System (PAPSS) that was adopted by the African Union (AU) as the payment and settlement platform to underpin the implementation of the AfCFTA. Working with the AfCFTA Secretariat and the AU, the Bank is setting up a US$10 billion Adjustment Fund to support countries effectively participating in the AfCFTA. At the end of December 2023, Afreximbank’s total assets and guarantees stood at over US$37.3 billion, and its shareholder funds amounted to US$6.1 billion. The Bank disbursed more than US$104 billion between 2016 and 2023. Afreximbank has investment grade ratings assigned by GCR (international scale) (A), Moody’s (Baa1), Japan Credit Rating Agency (JCR) (A-) and Fitch (BBB). Afreximbank has evolved into a group entity comprising the Bank, its impact fund subsidiary called the Fund for Export Development Africa (FEDA), and its insurance management subsidiary, AfrexInsure (together, “the Group”). The Bank is headquartered in Cairo, Egypt.

For more information, visit: www.Afreximbank.com

Africa Finance Corporation (AFC) bestowed Panafrican Champion at the 2024 CEO Forum Awards

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Africa Finance Corporation (AFC) (www.AfricAFC.org), the continent’s leading infrastructure solutions provider, has been bestowed the Panafrican Champion award at the just concluded 2024 Africa CEO Forum in Kigali, Rwanda. This accolade recognises AFC’s outstanding contribution to the instrumental development and integration of infrastructure and industrial value chains across the African continent, reinforcing its role as a pivotal player in driving sustainable economic growth.

The CEO Forum Awards, held annually, celebrates excellence in leadership and innovation among Africa’s foremost businesses and leaders. This year’s ceremony brought together an illustrious gathering of industry captains, policymakers, and thought leaders to recognise achievements that are transforming the African business landscape.

AFC’s receipt of the Panafrican Champion Award underscores its commitment to pioneering projects that address the continent’s critical infrastructure needs. Some notable projects over the past year that contribute significantly to tackling Africa’s infrastructure deficit include Djibouti’s first wind farm, with AFC as lead developer supporting plans to become the first African country wholly reliant on renewable sources for energy, and the Lobito Corridor rail project, with AFC again as lead developer working alongside the US, European Union and governments of Angola, DRC and Zambia to facilitate critical logistics to support value added processing and industrialisation, connecting the trade flows between the Atlantic and Indian oceans. Alongside its partner Arise IIP, AFC is financing industrial activity, enhancing local value creation through export focused industrial parks and enabling rapid livelihood improvement through job creation and regional prosperity. The AFC and Arise IIP Special Economic Zones are now present to 10 West and Central African countries, focusing on essential sectors including food security, textiles and minerals.

“We are truly honoured to receive this prestigious award from an institution of such high repute like the Africa CEO Forum,” said Samaila Zubairu, AFC President&CEO. “This recognition is testament to the fact that AFC’s impact goes beyond the mere financing of infrastructure solutions in our core sectors of power, natural resources, transport and logistics, heavy industry, and technology, we aim to activate transformative change across Africa. Our mission is to continue to drive critical infrastructure projects that advance rapid industrialisation, support the beneficiation of Africa’s abundant natural resources and create local jobs for a more prosperous Africa.”

AFC has achieved notable progress in the last year, reinforcing the Corporation’s role as a pivotal force in Africa’s infrastructure and financial landscape. The Corporation successfully raised funds of about US$ 2.4 billion from global capital markets, expanded its membership to 43 countries and diversified its shareholder base with Egypt as its first North African shareholder and Turk Eximbank as its first non-regional shareholder. These developments affirm AFC’s unwavering commitment to Africa’s economic evolution and underscore the Corporation’s critical contribution to the continent’s infrastructural enhancement and industrial growth.

Distributed by APO Group on behalf of Africa Finance Corporation (AFC).

Media Enquiries:
Yewande Thorpe
Communications
Africa Finance Corporation
Mobile : +234 1 279 9654
Email: yewande.thorpe@africafc.org

About AFC:
AFC was established in 2007 to be the catalyst for private sector-led infrastructure investment across Africa. AFC’s approach combines specialist industry expertise with a focus on financial and technical advisory, project structuring, project development, and risk capital to address Africa’s infrastructure development needs and drive sustainable economic growth.

Seventeen years on, AFC has developed a track record as the partner of choice in Africa for investing and delivering on instrumental, high-quality infrastructure assets that provide essential services in the core infrastructure sectors of power, natural resources, heavy industry, transport, and telecommunications. AFC has 43 member countries and has invested US$13 billion across Africa since inception.

www.AfricAFC.org

Congo lauds partnership with African Development Bank, seeks enhanced climate funding

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The Congolese government has lauded the African Development Bank Group for its vital support to the nation’s development, particularly in infrastructure, where the Bank stands as the country’s key partner.

Government representatives gave the commendation during a three-day visit by the African Development Bank Group’s Vice-President for Regional Development, Integration and Business Delivery, Marie-Laure Akin-Olugbade, during which she engaged with several ministers on political dialogue and support for the Bank’s operations.

Jean-Jacques Bouya, Congo’s Minister of State for Regional Development, Infrastructure and Road Maintenance lauded the “very positive cooperation with the African Development Bank in the infrastructure field” and expressed eagerness to expand this partnership, highlighting the Bank’s comparative advantage in funding infrastructure across the continent. 

The Bank Group has significantly contributed to Congo’s infrastructure development, including the construction of the Ketta-Djoum road, part of the Yaoundé-Brazzaville corridor, and the first section of the Ndende-Dolisie road linking Congo to Gabon. The Bank also funded fiber-optic networks connecting Congo to Cameroon and the Central African Republic and is financing studies for a road-rail bridge between the two Congos. Alongside Africa50, the Bank is leading efforts in resource mobilization for these projects.

Minister Bouya presented Akin-Olugbade with studies of various road projects funded by the Bank and sought support for hydroelectric dam studies on the River Congo. The Bank committed to reviewing the request to help address Congo’s energy deficit, which is hampering economic and social development. Bouya also indicated that Congo plans to present some bankable projects at the African Investment Forum, 2024 Market Days scheduled to take place in Rabat in December.

Olga Ghislaine Ebouka-Babackas, Minister of Planning, Statistics and Regional Integration, emphasized the need for capacity building to optimize development assistance. She noted the need for the Bank’s support to ensure that management units and sector-specific ministries are adept at navigating financial procedures required by international partners.

Minister of Agriculture, Livestock Farming and Fisheries, Paul Valentin Ngobo, and Akin-Olugbade discussed a mid-term evaluation of the Integrated Agricultural Value Chains Development Project (PRODIVAC). This initiative aims to bolster the maize/cassava sectors and enhance seed production capacities. Ngobo also outlined the Agenda for Agricultural Transformation in Congo (ATAC), a government program to advance the agricultural sector.

Minister for the Environment, Sustainable Development and the Congo Basin, Alerte Soudan-Nonault, highlighted the challenges in mobilizing climate finance and advocated for Congo’s access to all Bank funding mechanisms. Akin-Olugbade mentioned the Bank’s technical support for the ‘Congo Basin Blue Fund’s readiness project and ongoing efforts to create a carbon exchange and incorporate natural resources into GDP calculations for African countries.

Jean-Baptiste Ondaye, Minister of Economy and Finance acknowledged the Bank’s support in Congo’s reforms program with the International Monetary Fund. At the end of 2023, the Bank provided Congo with $92 million in budget support, helping the country address urgent challenges. Ondaye assured that Congo would meet its commitments to the African Development Bank and other partners.

Akin-Olugbade outlined the Bank’s new Ten-Year Strategy (2024-2033), focusing on accelerating the “High 5” strategic priorities, aligning with the Sustainable Development Goals (SDGs) and the African Union’s Agenda 2063, against the background of reforming the international financial architecture. The strategy emphasizes gender equality, youth support, and climate change, particularly mobilizing climate funding.

Discussions included the possibility of opening a Country Office in Congo and the government’s preparations to host the Bank Group’s Annual Meetings in 2026. The upcoming resource replenishment meeting of the African Development Fund, the concessional funding window for low-income African countries, was also highlighted.

Akin-Olugbade introduced Olivier Béguy as the new resident country economist, succeeding Sié Antoine-Marie Tioyé, whose mission had ended.

The Vice-President’s delegation included the Bank’s Director General for Central Africa, Serge N’Guessan, his deputy Solomane Koné, who is also the Country Manager for Congo, outgoing resident country economist Tioyé, Regional Lead economist Hervé Lohoues, and Principal Country Program Officer, Mohamed Coulibaly.

Distributed by APO Group on behalf of African Development Bank Group (AfDB).

Media contact:
Romaric Ollo Hien,
Communications and External Relations Department,
media@afdb.org

About the African Development Bank Group: 
The African Development Bank Group (AfDB) is the premier multilateral financing institution dedicated to Africa’s development. It comprises three distinct entities: the African Development Bank (AfDB), the African Development Fund (ADF) and the Nigeria Trust Fund (NSF). The AfDB has a field presence in 41 African countries, with an external office in Japan, and contributes to the economic development and social progress of its 54 regional member states.

Combating NCDs in vulnerable populations

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Emily Wroe, is Director of Programs at the NCDI Poverty Network, a dedicated organization striving to address the burden of non-communicable diseases (NCDs) among the world’s most vulnerable populations. With her expertise and insights, Emily sheds light on the network’s initiatives, particularly focusing on the Pen Plus program, which stands at the forefront of their efforts. Through this interview with Capital’s Groum Abate, we gain valuable insights into the challenges, strategies, and impact of their work in combating NCDs and improving healthcare access for underserved communities globally.

Capital: Could you provide an overview of NCDI programs and their goals and initiatives?

Emily Wroe: Certainly. The NCDI Poverty Network focuses on addressing the burden of non-communicable diseases (NCDs) among the world’s poorest billion people. It was established following the Lancet Commission launch in 2020. The network encompasses various initiatives, including assessing disease burdens, aiding countries in priority setting, and integrating scientific approaches. However, our primary focus today is on Pen Plus, a clinical program that stands as a cornerstone initiative of the NCDI Poverty Network. Would you like me to elaborate further on Pen Plus?

Capital: Yes, please. Could you explain Pen Plus in more detail?

Emily: Pen Plus is designed to complement the World Health Organization’s PEN model, which addresses essential NCDs like hypertension and type 2 diabetes. However, Pen Plus fills a critical gap by addressing neglected NCDs prevalent in children and young individuals, contributing to premature deaths worldwide. The program specifically targets rheumatic heart disease, type 1 diabetes, and sickle cell disease. It trains non-specialist providers such as nurses and clinical officers to deliver care in rural areas, bringing healthcare closer to underserved populations.

Capital: What are the major challenges in implementing Pen Plus?

Emily: There are several significant challenges we face. Firstly, building a skilled workforce takes time. Clinical skills for managing these conditions are complex and require hands-on mentoring and experience. We’re working on scaling up training efforts and empowering early clinicians to become educators themselves. Secondly, ensuring a reliable supply chain for essential medicines and equipment is crucial. Patients require consistent access to medications like insulin and glucometers for diabetes management, as well as ultrasound machines and hydroxyurea for sickle cell disease. Any disruptions in the supply chain could jeopardize patient care. Therefore, investing in robust supply chains is imperative but resource-intensive. This remains a major challenge for us to navigate.

Capital: How do you ensure the functionality of the supply chain?

Emily: Addressing supply chain challenges requires a multifaceted approach. Initially, when a clinic opens, we ensure a buffer stock of supplies is available, both through government channels and additional purchases made by our partners. This buffer stock mitigates the risk of supply disruptions in the early years of clinic operation. Concurrently, we work at the national level to establish policies, approvals, and quantifications necessary for supplementing the supply chain as needed. Globally, we collaborate with partners on initiatives such as price negotiation and procurement strategies to address long-term supply chain sustainability.

Capital: Pen Plus aims to decentralize health facilities, but logistics can be a challenge in Africa. How do you tackle this?

Emily: The clinics we support are integrated into existing healthcare infrastructure, typically within district hospitals like Amin Hospital in Addis Ababa, Ethiopia. These hospitals already have established supply chains, including pharmacies and warehouses. Therefore, our clinics leverage the existing infrastructure, ensuring seamless integration into the government’s healthcare services.

Capital: Foreign currency shortages in Ethiopia often affect industries like pharmaceuticals, impacting access to essential medications like insulin. How do you address this issue?

Emily: Our initiatives operate within government facilities, and we collaborate closely with partners and governments to ensure cost is not a barrier to care. In many cases, insulin is provided free of charge at hospital levels, and in other instances, it’s covered by insurance. Long-term solutions involve strengthening the supply chain as part of our program. However, while I’m not an expert on foreign currency issues in Ethiopia, I’m unable to provide specific strategies in that regard.

Capital: How do you engage with local communities in your initiatives?

Emily: Our approach involves integrating staff from local communities into hospital teams, fostering long-term retention and community connections. Additionally, we conduct training for community health workers who help disseminate information about our clinics and the conditions we address. We utilize various methods such as radio messaging and community awareness campaigns. Moreover, our partners facilitate peer support groups, led by patients, which empower community members and promote mutual learning and support.

Capital: What are the most pressing NCDI issues globally and in Africa?

Emily: NCDI encompasses a wide range of conditions, but our focus is on those causing significant mortality among children and young people. Rheumatic heart disease, congenital heart disease, sickle cell disease, and type 1 diabetes consistently emerge as top priorities globally. National commissions in many countries have identified these conditions based on data highlighting their impact on child mortality, workforce health, and disability. While these conditions serve as our entry point, the Pen Plus model also addresses additional NCDI issues.

Capital: How does innovation and technology contribute to achieving your goals?

Emily: Point-of-care diagnostics play a pivotal role in our efforts. These technologies enable hospitals to diagnose conditions more effectively and efficiently. For example, rapid tests for sickle cell disease provide immediate diagnosis, eliminating the need for costly and time-consuming procedures. Similarly, point-of-care A1C machines for diabetes and handheld ultrasound devices in cardiology enhance diagnostic capabilities, significantly impacting patient care and outcomes. Thus, technology, particularly in diagnostics, is instrumental in advancing our objectives.

Capital: How reliable are these technologies? Are they a cornerstone of your approach? And how do you assess the impact of your interventions?

Emily: Our reliance on technology varies, but we ensure its reliability through rigorous evaluation methods. One approach involves establishing a standardized set of data collection parameters across all partner countries. This data provides insights into clinical outcomes, symptom management, and the overall well-being of patients. Additionally, we conduct facility assessments to track changes over time, including staffing, equipment availability, and medication supply. Cost analysis is also underway to understand the financial implications of our programs. Furthermore, we prioritize understanding patient and community perspectives through ongoing research efforts. These multifaceted assessment strategies allow us to comprehensively measure the effectiveness of our interventions.