Tuesday, September 29, 2026
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Call for Transformative Companies in Digital Economy

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Partner with GIZ PSD-E to scale ICT, BPO, or digital content solutions in Ethiopia.

GIZ’s Private Sector Development Ethiopia (PSD-E) Project, implemented on behalf of the German Government invites legally-registered private companies to apply for the Transformative Company Support Programme in the field of Digital Economy. The programme seeks ambitious companies with scalable business models that contribute to job creation, local value addition, and sustainable supply chains.

Selected companies will receive tailored, non-financial technical assistance through a jointly defined Technical Support Agreement. They will also collaborate with PSD-E on joint initiatives that generate wider development impact and drive sector-wide transformation.

KEY DETAILS   Who should apply: Legally registered private companies in Ethiopia with a minimum of 3 years of operation and financially solvent.   Geographic scope: Ethiopia   Focus sectors: ICT ServicesBusiness Process Outsourcing (BPO) ServicesDigital audiovisual content creation   Type of support: Non-financial technical assistance and implementation support for joint development impact initiatives.

Application Deadline: 29 May 2026, 11:59 PM EAT

Queries: For questions related to this call, please write to: Info.PSDEthiopia@ke.ey.com

HOW TO APPLY Scan the QR code or refer to the link below to access the full Call for Proposals document and submit your online application form through the link mentioned in the Call for Proposals document.   Link: https://lnkd.in/dRnFZDZT

NOTE: GIZ reserves the right to amend, suspend, or cancel this call, request clarifications or additional information, and reject any application. Submission of an application does not guarantee selection or the conclusion of a Technical Support Agreement.

About One Acre Fund

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Founded in 2006, One Acre Fund equips 5.5 million smallholder farmers to make their farms more productive. Across nine countries that together are home to two-thirds of Africa’s farmers, we provide high-quality farm supplies, tree seedlings, accessible credit, modern agronomic training, and a wide range of other agricultural services. On average, this model enables any farmer to increase their income and assets on supported land by more than 35 percent, while permanently improving their resilience. This is all made possible by our team of 9,000+ full-time staff, drawn from diverse backgrounds and professions.

To learn more, please see our Why Work Here blog post.

One Acre Fund has been working with farmers in the Amhara region of Ethiopia since 2014, with a specific focus on trees since 2018. The Ethiopia program has now expanded into the South Region of Ethiopia in 2024. Our aim with the tree program is to provide not only short-term income opportunities but also long-term benefits, such as soil health improvements and erosion control, so that farmers build resilience over time.

About the Role

The Innovations & Growth Lead will be an essential part of our leadership team in one of One Acre Fund’s fastest-growing country programs and report directly to the Country Director.

As an Innovations & Growth Lead, you will sit at the intersection of high-level strategy and “last-mile” delivery, shaping the strategy to plant 100 million trees and generate over $100M additional impact for 440,000 Ethiopian farmers by 2030. You will also pioneer the revenue models that will make our impact self-sustaining.

You will lead a high-performing team of innovators and M&E specialists to turn a 5-year vision into a rigorous ‘Learning Agenda”: designing the field trials, mastering the data, and proving what works before we scale it to 440,000 households. You will ensure that every piece of data collected in the field informs our highest-level strategic decisions. If you are obsessed with evidence-based growth and love solving complex operational puzzles in the field, this is for you!.

Success is measured by your ability to reach OAF Ethiopia’s 2030 objectives. You will:

  • Support our network of 1,000+ nursery managers by improving their production and finding new ways to generate income.
  • Engineer innovative, scalable solutions to maximize income for every farmer reached, unlocking opportunities for youth and women.
  • Secure our seed supply through large-scale adoption of the best varieties and partnerships like the Jimma Research Centre.
  • Define the next frontier and move beyond existing programs to identify “what’s next.” You will lead the feasibility studies to transition OAF Ethiopia from a traditional NGO model to a revenue-generating organization. You will investigate the regulatory landscape and operational requirements, and research and test the most impactful agricultural practices, products, and services for our farmers.

In a single week, you could present our Learning Agenda to our Steerco, deciding which new programs (like carbon

credits or market access) are ready for a pilot and which aren’t yet viable. You would then work with the Tree innovation team to turn raw avocado trial data into a “Go/No–Go“ recommendation for national expansion, before travelling to a remote nursery to troubleshoot a pilot in person, interviewing nursery managers to identify why avocado grafting success rates are lagging, and pivoting the training approach on the spot.

Responsibilities

  • Translate our strategy into action: Lead multi-year impact strategies and translate them into specific field interventions across the organization.
  • Drive the “Learning Agenda”: Define annual critical questions. You will decide which new services or products enter our pipeline based on scale and ROI, then set SMART objectives. For example, explore the possibility of adding high-value trees.
  • End–to–End Trial Management: Design multi-year impact models, oversee the full lifecycle of field trials, empower and coach the impact team to research and implement impactful activities, from hypothesis and budgeting to operational workflows and staff training to translating it into actionable recommendations.
  • Evidence-Based Decision Making: Partner with our Monitoring & Evaluation teams to analyze trial data and drive “Go/No-Go” recommendations for the Country Director.
  • Champion the professional evolution of your direct reports, providing the coaching and clarity needed to turn high level organizational vision into rigorous, field-level results.

Career Growth and Development

We have a strong culture of constant learning, and we invest in developing our people. You’ll have weekly check-ins with your manager, access to mentorship and training programs, and regular feedback on your performance. We hold career reviews every six months and set aside time to discuss your aspirations and career goals. You’ll have the opportunity to shape a growing organization and build a rewarding long-term career.

Qualifications

Across all roles, these are the general qualifications we look for. For this role specifically, you will have:

  • A proven track record with a minimum of 7 years of experience in managing complex projects or operations, or social enterprise programs in emerging markets, e.g., in agricultural innovation, extension, research & development, marketing, product development, consulting or MEL in agriculture, public health, or education (including 3+ years in one of our countries of operation).
  • Experience identifying strategic gaps and designing “Learning Agendas” – knowing exactly which questions we need to answer through field trials before committing to a national-scale rollout.
  • Field-First Mindset: Significant experience living and working in rural or “last-mile” settings, with a deep understanding of the associated operational challenges.
  • Experimental Design & “Piloting” Mindset: Proven ability to design and execute field trials or pilot programs. You understand how to set up a “test vs. control” environment to see if a new intervention actually drives impact, you understand KPIs and success metrics and you have the judgment to adjust as needed when challenges come. Evaluation Frameworks: Analyze qualitative/quantitative field data, and turn raw results into a “Go/No-Go”
  • recommendation for leadership. A plus if experience working with Monitoring & Evaluation (M&E) teams to

design surveys.

  • Experience managing large teams (5-10+ team members) and delivering projects successfully. English required, Amharic preferred.

Preferred Start Date As soon as possible Job Location

On-site in Addis Ababa or Bahir Dar, Ethiopia, with regular visits to our field areas of operations (around 35% of the time).

Benefits

Health insurance, housing, and comprehensive benefits

Eligibility

One Acre Fund can support a work permit for this role. However, nationals of (or those with an extensive professional background and work history in) our countries of operation are preferred.

Application Deadline

25 July 2026. Please note that we hire on a rolling basis which means that applications are reviewed and processed on a continuous basis until a hire is made.

One Acre Fund never asks candidates to pay any money or pay for tests at any stage of the interview process. Official One Acre Fund emails will always arrive from an @oneacrefund.org address. Please report any suspicious communication here (globalhotline@oneacrefund.org), but do not send applications or application materials to this email address.

Diversity, Equity, Inclusion (DEI), and anti-racism are deeply connected to our organization’s mission and purpose. One Acre Fund aspires to build a culture where all staff feel consistently valued, represented, and connected – so that our team can thrive as professionals, and achieve exceptional impact for the farmers we serve. We are committed to equal employment opportunity regardless of race, color, ancestry, religion, sex, national origin, sexual orientation, age, marital status, disability, gender, gender identity or expression. We are proud to be an equal opportunity workplace.

Slot Relief During the Iran Crisis: Why Flexibility Matters Now

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How regulators can make fair, consistent decisions when war and fuel shortages disrupt normal flight operations

An airport slot is critical. And at many airports there are not enough slots to fulfill the demand for travel at all times of the day. That’s why airlines, airports, and regulators worked together to create the Worldwide Airport Slot Guidelines (WASG).

WASG provides the rules by which slots are allocated. And, because nobody wants such a precious resource as airport capacity to go under-utilized, the WASG also provides the rules by which a slot can be reallocated. This is the famous 80-20 rule. Basically, a slot must be used 80% of the time for an airline to keep it. The 20% non-utilization provides flexibility for cancellations for things like weather events or mechanical issues.

Of course, when all is normal, airlines use their slots to the fullest—that’s how they do business. And the system, while not perfect, works well. There are times, however, when circumstances change so dramatically that extra flexibility is needed. Recall the COVID-19 pandemic when governments shut down their borders and prevented people from flying. It would have been unfair to penalize airlines for not using their slots when they were literally unable to fly.

The WASG has provisions for this called the Justified Non-Use of Slots (JNUS) exemption. Essentially the utilization calculation is frozen until the extraordinary situation normalizes, and airlines could reasonably be expected to operate their schedules.

The war in the Middle East is another situation where JNUS needs to be applied. Over the last month we have seen headlines about closed airspace, reduced operations at some airports, major re-routing to avoid conflict zones, and fuel shortages. For many airlines it has been impossible to operate their carefully planned schedules. At the time of writing, this has been going on for a month and a half. And that goes beyond the flexibility afforded by the normal 80-20 rule.

And even if the war ends today—which we all hope for—remedies for airline schedules will not be immediate. Some airlines have made pre-emptive cancellations to give passengers time to plan around the disruptions. And re-starting operations will take time for aircraft and crews to re-position, schedules to be rebuilt, and fuel supplies replenished, and networks need time to recover. Getting back to normal will take months, not days.

That’s why airlines are asking for governments to apply JNUS for a rolling six-week period until it is clear that normal operations are possible. This will give airlines something they urgently need right now: the certainty that their network—and all the years of investments to support it—is not in peril because of circumstances beyond their control.

And that’s not all. Implementing JNUS has broader implications:

  • Avoids unnecessary flying, saving scarce fuel, and reducing disruption.
  • Keeps airport capacity available, allowing airlines that can operate to step in.
  • Protects historic slot rights, so today’s crisis doesn’t create long‑term damage to airline networks and the customers who depend on those connections.

All this adds up a situation that will enable airlines to restore connectivity as fast as possible when the situation stabilizes. That will be in everybody’s interest.

Not only is JNUS written into the rules, we also have practical experience to guide slot coordinators (experts who administrate WASG at airports) in applying JNUS to the best effect.

  • Granting JNUS at either end of a disrupted route where operations cannot reasonably take place.
  • Recognizing the knock‑on effects across airline networks, not just the immediate cause of a cancellation.
  • Treating official notices and government advisories as sufficient justification and allowing extra recovery time where conditions remain unstable.
  • Avoiding rigid interpretations that would penalize airlines for necessary rerouting or network adjustments.
  • Using coordination committees or similar bodies to help resolve disputes and maintain consistency.

We all hope that JNUS will not be needed for long. The faster this war ends, the better. IATA will continue to keep governments—who have the power to invoke JNUS—fully informed of the extraordinary challenges that airlines are facing. Until the situation stabilizes and airlines can return to normal flying, JNUS is a critical lifeline to protect the air connectivity that is important today, and that will be even more important as we rebuild from conflict.

Aviation as an economic catalyst: Why Ethiopia must seize the moment

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Addis Ababa was last week at the center of a continental transformation. As the host of the International Air Transport Association’s (IATA) Focus Africa conference, the city has become a hub for industry leaders, government officials, and policymakers debating the future of air travel in Africa. For Ethiopia, this conference is not merely a diplomatic opportunity; it is a critical juncture to solidify its aviation sector as the engine of its long-term economic prosperity.

For years, Ethiopia has rightly treated aviation as a strategic asset. The success of its national carrier is a testament to the power of deliberate, state-led prioritization. However, the Focus Africa conference has made one thing clear: past success is not a guarantee of future growth. With Ethiopia’s passenger demand expected to triple over the next two decades, the country stands at a crossroads. The decisions made today regarding infrastructure, human capital, and sustainability will determine whether Ethiopia remains a global aviation leader or falls behind as the sector evolves.

The IATA conference has highlighted three pillars that are essential for Ethiopia to maximize the economic impact of its aviation sector.

First, the focus must be on cost-efficient infrastructure. As construction progresses on the new Bishoftu airport, the government must move beyond the physical build and prioritize the efficiency of operations. This requires a shift in thinking: airports should not just be grand architectural statements, but highly functional conduits for trade and tourism. Close coordination with airlines and users, rooted in international standards, will be the difference between a facility that operates at capacity and one that creates bottlenecks. Early engagement in Operational Readiness and Airport Transfer (ORAT) protocols is vital to ensure a smooth transition and to capture the surging demand for both passenger and cargo services.

Second, human capital is the sector’s most valuable resource. With over 60 percent of Ethiopia’s population under the age of 25, the country has a demographic dividend that is perfectly suited for the technical demands of aviation. By continuing to invest in institutions like the Ethiopian Aviation University, the nation can build a deep pipeline of pilots, engineers, and ground operations specialists. This is not just about training employees; it is about creating a workforce capable of leading the industry. A skilled and qualified generation will be the bedrock upon which the next 20 years of aviation growth is built.

Finally, the sustainability imperative cannot be ignored. The aviation industry is under immense global pressure to reach net-zero carbon emissions by 2050, and Ethiopia has a unique opportunity to turn this challenge into a competitive advantage. With substantial CORSIA-eligible emission units available, the country is well-positioned to unlock sustainable climate finance through global carbon markets. By issuing the necessary authorizations, Ethiopia can strengthen its footprint in green finance and ensure that its aviation expansion is aligned with the global transition to sustainable fuels and lower-carbon operations.

The economic reality is compelling: aviation already contributes USD 2 billion to Ethiopia’s GDP and supports more than half a million jobs across the country. Yet, the IATA data suggests that this is only the beginning. If the government continues to treat aviation as critical economic infrastructure—prioritizing efficiency, training, and sustainability—the sector can become an even more powerful driver of industrialization, tourism, and regional integration.

As the Focus Africa conference concludes, the path forward is evident. The global aviation landscape is shifting, and the challenges of high operating costs and regulatory fragmentation are being felt across the continent. Ethiopia has proven it can build an aviation giant; now, it must prove it can foster an aviation ecosystem. By fully embracing these priorities, Ethiopia will ensure that its skies remain open, its hubs remain efficient, and its economy continues to grow.