FORTUNE+ VIDEO SPONSORED CONTENTS ADVERTORIALS FORTUNE AUDIO Fortune Careers New TRADE AFRICA New

Fortune Logo

Month: August 2025

An Agenda for Tackling the Debt, Development Crises

Posted on by Digital Editor

Following the Fourth International Conference on Financing for Development in June, we reached a breakthrough moment. Governments, international financial institutions, and civil-society organisations, recognising the need to tackle today’s debt and development crises, are ready for action ahead of the United Nations General Assembly (UNGA) in September.

Recent reports that we each co-authored – Healthy Debt on a Healthy Planet, the Jubilee Report, and the Report on the UN Secretary-General’s Expert on Debt – along with the work of many other experts, have definitively established the severity and urgency of these intertwined crises and their devastating consequences. In 2024, developing countries paid 25 billion dollars to external creditors, more than they received in new disbursements.

That means 3.4 billion people, or more than 40pc of the world’s population, live in countries that spend more on interest payments than on health or education. As aid flows decline, climate change and nature loss accelerate, and global growth slows, the debt vulnerabilities of developing countries will only increase, as will the threats to people’s well-being, the planet, and global stability.

Not only do many recognise the severity and urgency of the problem, but they also agree on how we got here.

The global financial system is not designed to meet the needs of people and the planet. Given historical inequities and low bargaining power, developing countries consistently face high borrowing costs and uneven incidence of prudential regulation. Without measures to ensure transparency, accountability, and strategic investment planning, borrowing and lending policies have failed to mobilise the productive investments that drive sustainable growth.

Capital flows are highly volatile, with money flooding into developing countries during booms and flooding out in the wake of shocks. Meanwhile, the laws and policies governing debt restructurings have long encouraged delay rather than resolution.

The situation has only worsened in recent years. In response to COVID-19, the countries that could afford to spend huge amounts to support their citizens did so, but the lack of a global safety net meant that developing countries could do nothing of the kind. While new allocations of the International Monetary Fund’s (IMF) Special Drawing Rights (the Fund’s reserve asset) helped somewhat, they were insufficient.

Recent efforts to address debt distress, such as the G20 Common Framework, have fallen drastically short. Restructurings continue to move slowly and remain opaque, with outcomes determined mainly by differentials in bargaining power between countries and their creditors. And restructuring now requires coordination among a wider array of players, including the Paris Club of sovereign creditors, newer bilateral lenders such as China, and increasingly private creditors. This makes restructuring processes even more complicated.

Even when relief comes, it often arrives too late and achieves too little.

Given the complexity of the crisis, there is no silver bullet. Nor are we at any loss for effective, practical solutions. To attack root causes, we should accelerate efforts to reform how the World Bank and IMF conduct debt-sustainability analyses. The current approach is not inclusive, does not account fully for climate- and nature-related risks, and does not consider the use of funds. Addressing these and other issues might seem technical, but the impact would be significant.

For too long, flawed frameworks have held back the kind of productive borrowing that is needed to improve human capital, increase infrastructure investment, and strengthen climate resilience.

At the same time, there is a strong case for creating new structures and institutions, starting with a Borrowers’ Club. Since lenders have been coordinating for decades, borrowers can hope to compete only if they do the same. Such coordination would enhance their collective bargaining power and ensure that their interests are considered. It could also provide a platform for everything from South-South learning to technical assistance and enhanced debt management.

Past attempts at coordination among borrowers have featured a lack of resolve. But there is new momentum. We now need to move forward by establishing shared strategic goals, a governance structure, and adequate funding.

To improve the restructuring process, we also need to change the incentives for both creditors and debtors. One option is to incorporate automatic debt-service standstills into the Common Framework for countries facing unsustainable debt burdens. The IMF could also utilise its policy of lending into arrears to ensure that multilateral financing serves its intended purpose, rather than being used for the repayment of distressed bonds that require restructuring. It makes no economic sense, nor is it just, that after a devastating hurricane, scarce funds flow to remote creditors instead of to those who urgently need food and shelter.

Reforming the legislation that governs restructurings to deter holdouts should be high on the common agenda. That includes changing the “compensatory” pre-judgment interest rate in New York State for debts in arrears, which has been fixed at nine percent since 1981 (when inflation was 8.9pc), and introducing caps on recovery. It is no mystery why creditors do not currently rush to the negotiating table.

Across these key solutions of reforming debt-sustainability analyses, establishing a Borrowers’ Club, and improving the time and depth of restructuring, what matters as much as the idea is the strength of the commitment to it. In 2000, efforts by a powerful global coalition helped to deliver significant relief for low-income countries. However, today’s reality demands that we adopt much broader and deeper reforms to address the immediate crisis affecting low-income countries, as well as many middle-income countries, prevent future crises, and promote growth, job creation, and prosperity.

As we look toward the UNGA in September, we should be focused on driving progress on these practical solutions.

Family Ties, Insider Control Test Boardroom Governance Limits

Posted on by Digital Editor

In Ethiopia, boardrooms, especially in family-owned firms and state-owned enterprises, tend to be tight-knit circles, often populated by insiders and long-serving affiliates. While such configurations offer speed and familiarity, they can come at the cost of strategic detachment and independent oversight.

That structure can deliver the rapid decisions needed in a fast-changing economy, but it limits the use of outside expertise. As the government establishes a capital-market authority and local businesses seek global capital, pressure is building to expand, diversify, and professionalise boards in line with international best practices.

Effective governance depends on matching numbers and talents to the company’s strategic needs while maintaining true independence and unwavering commitment. Whether the directors occupy five seats or 15, success ultimately rests on the quality of those individuals and their collective resolve to prioritise shareholders’ interests. Undoubtedly, the size of a board of directors matters, but it should never be considered in isolation.

Take, for instance, Enron’s spectacular implosion at the start of the century. The Houston-based utility company put corporate governance squarely in the spotlight, reminding investors that strong guardrails are the best antidote to managerial self-interest. Enron’s spectacular collapse in the early 2000s demonstrated how even sophisticated firms can implode when directors abdicate their duty to challenge management, a risk that is all the more present in markets where independent oversight remains an afterthought.

The question that still sparks heated debate in boardrooms from New York to Addis Abeba is how many directors should occupy those seats.

Proponents of large boards argue that numbers equal breadth. More directors bring a wider range of professional backgrounds and life experiences, and that mix can lead to fresher ideas, livelier debate and sharper oversight. A larger group also offers wider external networks, which are valuable when a company needs to tap into expertise or open doors. Workloads can also be spread, so no single director is overwhelmed.

But size is no free lunch. As Harvard’s Martin Lipton and Jay Lorsch warned years ago, large groups invite “free-riding” and “social loafing,” fancy terms for directors who sit back and let others shoulder the task. Coordination costs rise. Discussions stretch. Factions form. By the time a consensus emerges, opportunities can be lost, and squabbles may leave lasting scars that linger long after the vote.

Fans of smaller boards see those drawbacks as proof that tight is right. Fewer chairs mean faster meetings, crisper decisions and a better chance that directors know one another well enough to hold frank exchanges without the theatre. Accountability is clearer. When something goes wrong, it is harder to hide behind anonymity. A nimble board, the argument goes, can grab openings before rivals even schedule a committee session.

That agility, though, comes at a price. A compact board may miss viewpoints that only a larger pool can supply. With fewer shoulders to carry the load, members risk being dragged deep into operational details, leaving less time for big-picture thinking or the networking that often adds real value.

Scholarship gives no single answer. Some researchers recommend no more than five seats; others are comfortable with a dozen. In practice, companies worldwide tend to cluster near the midpoint. A recent Spencer Stuart global survey found that average board size has held steady between nine and 11 directors, even as oversight duties have increased.

Still, directors and investors alike increasingly accept that head count alone does not determine quality. A board comprising the right expertise, independence, gender balance, and work ethic can outperform a larger rival that merely ticks the numbers box.

Nowhere is the trade-off between size and makeup more visible than in emerging markets. Many African corporations operate in settings where ownership is concentrated in families, the state or small investor blocs. In such firms, insider-dominated boards may move quickly, but independence can be thin. South Africa offers a contrasting model. Guided by the King IV Report, companies there tend to seat larger boards to ensure room for independent voices and to meet racial and gender goals set in the post-apartheid era.

Highly diversified or heavily leveraged companies often require broader advisory skills and therefore opt for bigger boards. Simpler firms may prize the speed a lean body provides. Academic Jeffrey and colleagues capture the nuance. More debt, more products and more geography all tilt the balance toward adding extra heads.

Context is king. Ethiopia’s companies should calibrate their board structures to reflect strategic realities, striking a balance between agility and independence, as well as speed and diversity. As the country edges toward a capital market era, governance will become more than a compliance issue. It will be a competitive advantage.

The Global South Should Claim the Climate Mantle at COP30

Posted on by Digital Editor

Of all the seismic geopolitical shifts in recent years, perhaps the most striking is the West’s rapid decline as a force in global climate governance. Under President Donald Trump’s second Administration, the United States (US) has become both more aggressive and more isolationist. Meanwhile, the European Union (EU) has grown timid, fragmented, and inward-looking.

Will the Global South, especially Brazil, South Africa, India, and China, step up to fill the climate leadership vacuum?

In 1972, at the United Nations’ (UN) first major environmental conference in Stockholm, Sweden, then-Indian Prime Minister Indira Gandhi famously declared, “Poverty is the worst form of pollution.” To this day, the Global South continues to wrestle with the challenge of pursuing sustainable development while promoting environmental responsibility. Many developing countries have long feared that climate policies might reinforce historical inequalities or constrain their growth.

However, the Global South now has an opportunity to ensure that the international agenda reflects its priorities.

Many policymakers recognise the need for a change. While global cooperation has produced numerous important climate commitments, such as those made at the 1992 Rio Earth Summit and those contained in the 2015 Paris Climate Agreement, they remain largely unfulfilled. Financial support from the rich world has been well below what is needed, hindering climate action in developing countries, eroding trust in Western leaders, and lowering global ambitions.

The Global South has no shortage of climate visionaries, from Wangari Maathai to Vandana Shiva and Chico Mendes, who have connected environmental protection with community empowerment. But, the West has controlled the climate narrative for decades because it dominates the science that informs the UN Intergovernmental Panel on Climate Change, the multilateral development banks that provide climate financing, and the global media outlets that shape public opinion.

That is particularly true for the US. Despite its stumbles, such as when President George W. Bush withdrew from the Kyoto Protocol in 2001, the rhetorical ambition of other US presidents, including Bill Clinton, Barack Obama, and Joe Biden, ensured the West remained a leading voice in shaping the climate agenda, even when not matched by action.

Trump’s resurgence has brought that era to an end. His Administration has mocked climate science, propped up the fossil-fuel industry, and denounced the UN’s 2030 Agenda for Sustainable Development (to say nothing of his destabilising trade war). The EU, weakened by the rise of the far right and preoccupied with bolstering its defences, lacks the political will and has fallen short of providing the economic means to lead on international climate cooperation and finance.

This collapse has shattered the idea of a coherent “West,” if such a creature ever existed. But, it could empower the Global South, which bears the brunt of climate shocks, to lead a more equitable and inclusive clean-energy transition. Despite short-term hurdles, in the long run, reducing fossil-fuel dependence, which is becoming more feasible now that renewables are more scalable and reliable, can help stabilise economies and improve public health.

Many governments in the Global South have already played key roles in shaping the Sustainable Development Goals (SDGs) and the Paris Climate Agreement. China has also become the undisputed global leader in green tech, outpacing the West in the shift to renewables. Facing US trade barriers, China’s surplus of solar panels, batteries, and wind turbines could be redirected to developing countries, strengthening their energy sovereignty.

There are signs that Brazil, India, South Africa, and China are building on this foundation to forge a cohesive climate agenda ahead of the UN Climate Change Conference (COP30) in Belém, Brazil, which is focused on collective action, or “mutirao”. In April, Brazilian President, Luiz Lula da Silva and UN Secretary General, Antonio Guterres, brought together 17 heads of state from the Global South and the EU for a summit seeking to elevate countries’ climate ambitions in the lead-up to COP30.

Brazil has also leveraged its BRICS+ presidency to build momentum for COP30, creating a roadmap for expanding cooperation on energy security and establishing the BRICS Laboratory for Trade, Climate Change, and Sustainable Development. In early July, the BRICS+ Summit of presidents and heads of state approved a Leaders’ Framework Declaration on Climate Finance. Whether these initiatives will deliver tangible results remains uncertain, given BRICS+ countries’ divergent interests.

For example, several members, such as Russia and the United Arab Emirates (UAE), are economically dependent on fossil fuels.

South Africa is using its G20 presidency to amplify African voices and push for debt relief, green industrialisation, and low-cost finance. It is attempting to address the structural barriers that prevent vulnerable countries from investing in climate mitigation and adaptation. With the right financial and technological support, the green transition can drive broad-based prosperity in the developing world.

The costs of clean tech have plummeted, largely owing to China’s industrial capacity, making some of the material conditions for climate leadership in the Global South more favourable. China could finance decarbonisation projects in other countries through renminbi loans, export credits, and debt-for-clean-energy swaps. If successful, the de-dollarisation efforts of BRICS+ members could overcome financial bottlenecks and reduce their dependence on Western banks.

In today’s fragmented world, multilateralism remains essential, and South-South cooperation on agreed climate targets offers a powerful platform to help revitalise it. The Global South is also well-positioned to lead plurilateral initiatives that advance climate solutions. These coalitions of the willing are crucial for countering the Trump Administration’s bullying tactics, including the use of trade negotiations to shift other governments’ investment priorities and weaken their green policies.

Of course, Western countries should be held accountable at COP30 for their historic emissions and unmet climate-finance promises. But the summit represents a vital opportunity for the Global South to demonstrate that climate and development goals are not mutually exclusive. To seize it, these countries’ leaders should subordinate their differences to their overriding interest in presenting a clear-eyed vision of an energy transition that uplifts their people and protects the planet.

In the Horn of Africa, Unity Offers Power, Division Risks Peril

Posted on by Digital Editor

The Horn of Africa has reached a hinge moment in a turbulent century. Pandemics, climate shocks, financial tremors, and geopolitical rivalries are rearranging global power, forcing countries to decide whether to hunker down behind borders or ride out the storm together.

For the Horn, the question is haunting. The refrain, whether to retreat behind borders while each country fends for itself, echoes from highlands to coasts. Isolation can soothe short-term fears; however, partnership is now the objective measure of strength. Regional integration is no longer a lofty dream. It is the complex calculus of survival.

Alarmingly, the costs of fragmentation are already visible. Border frictions delay trucks and convoys, adding days to delivery times and scaring off investors. Regulatory mismatches snarl digital start-ups and block power grids from linking. A deficit of trust suffocates collective action, while young people, unconvinced that tomorrow will be better than today, leave to seek opportunities abroad.

Nonetheless, most damaging is the disunity that turns the Horn of Africa into a strategic chessboard on which outside powers manoeuvre, each move widening the region’s fault lines. No state, however large or resource-rich, can flourish for long in such an environment.

Djibouti has chosen a different path. Its leaders insist on openness, dialogue, and connection. More than a logistics platform, Djibouti aspires to be a catalyst for cooperation, hosting peace talks, laying fibre-optic cables, and keeping its ports open to all.

If the geography of the Red Sea lanes, shared watersheds, and cross-border pastoral routes ties the Horn of Africa together, then political will can turn geography from a curse into a blessing.

The Horn of Africa is not condemned to crisis. It possesses the raw materials to become a laboratory of African solutions to Africa’s problems and a driver of shared prosperity. Ports can serve entire corridors, not just one flag. Peace can rest on dialogue, not fear. National pride can bind people together instead of driving them apart.

The region is not a powder keg. It can be a collective powerhouse if we choose unity.

Imagine a region powered by pooled energy grids, stitched together by seamless roads and rail, and wired through interoperable digital platforms. Envision supply chains that shrug off climate shocks because farmers, traders, and relief agencies coordinate forecasts, seeds, and storage. Imagine a workforce of young women and men who swap ideas instead of arms.

Indeed, such a future is attainable, but only if firm foundations are laid. There should be leadership that breaks cycles of grievance and institutions trusted to mediate disputes. Regular forums, such as councils, joint commissions, and early-warning systems, that replace rumour with facts should be encouraged. While joint investment in public goods, such as infrastructure, innovation, and climate resilience, needs to be reinforced, the most elusive aspect, a culture of trust, should be built patiently, transaction by transaction, election by election, and deal by deal.

Sovereignty and solidarity need not collide. When interdependence is managed, bridges guard national interests better than walls can.

Djibouti’s claim to neutrality should be viewed as a responsibility, not an indifference. Three pillars support it.

It originates from an exceptional geography, serving as a gateway that links Africa, the Middle East, Europe, and Asia. Its diplomatic credibility is earned by outreach to every camp without surrendering judgment. It has an enduring stability, upheld by institutions that facilitate political dialogue and provide predictable governance.

The African Union (AU), IGAD, the Arab League, the United Nations (UN), and global partners acknowledge these endowments. Djibouti, however, recognises that credibility erodes if it rests on inertia. Djibouti wants, and can go further, not on the ways of competition, but contribution and cooperation.

Its leaders outline three initiatives to match these pillars with action. The Arta Centre for Regional Mediation & Peace would train mediators, advance strategic research, and weave elders, youth, and women into peacemaking. An Annual Forum on Security, Peace, & Cooperation in the Horn of Africa, a Davos for Peace, so to say, would gather leaders, businesses, civil society, scholars, and mediators to compare notes before crises mature.

Lastly, a set of neutral trilateral diplomacy mechanisms would provide off-ramps from binary confrontations, thereby lowering the temperature of regional disputes before they escalate.

This agenda is based on the principles of neutrality as a duty, stability as a regional public good, and African solutions to African challenges. As global multilateralism wanes, principled regional leadership becomes increasingly vital. Djibouti’s vocation is to connect, convene, and integrate, never to dominate.

There is no concealed agenda here, only a sincere desire to build a community of shared destiny.

Much of this outlook bears the imprint of President Ismail Omar Guelleh, hailed at home and abroad as a charismatic statesman whose lifelong dedication blends wisdom, foresight, and an unwavering commitment to regional peace. For more than two decades, he has steered Djibouti through the Horn of Africa’s minefields, betting consistently on dialogue over discord and integration over isolation.

Neighbours in search of mediators often arrive in Djibouti City first, confident they will find a steady hand and a discreet ear.

The moment, though, belongs not to any single leader but to the region’s citizens. They should offer a clear wager. Those who invest in peace, dialogue, and shared prosperity are most welcome. Profiteers from mistrust should not be.

Unity should no longer be a slogan but the only viable security policy. The Horn of Africa’s future will be decided by those willing to trade suspicion for cooperation. The choice, therefore, is urgent, and still ours to make.

Kindness That Came Full Circle

Posted on by Digital Editor

Some lives are measured in wealth, others in status, but the richest lives are measured in kindness. My European mentor, more like a father than a teacher, embodies that truth. Now in his nineties, he has lived in Ethiopia for more than sixty years, long enough for the country to become his true home. Over those decades, he mastered Amharic and absorbed Ethiopia’s history with the precision of a scholar and the affection of one who lived it.

He often recalls Ethiopia’s struggles and triumphs, weaving them into lessons on resilience and community. Ethiopia gave him a home, and in return, he poured his kindness into its people. He never married or raised children of his own, choosing instead to give himself entirely to others—the poor, the homeless, the orphans—offering support without seeking recognition. His life became a testament to quiet generosity.

Now illness and age have left him fragile. Yet the years he spent giving so freely created a network of care no wealth could buy. The protection and comfort surrounding him today are the echoes of his lifelong generosity. His wealth lies not in possessions but in the lives he touched.

A man of learning, his home overflows with books—history, philosophy, economics, politics, and literature. He never hoarded knowledge; instead, he shared it with anyone who showed curiosity. I was one of the fortunate ones, receiving books from his hands and wisdom from his conversations. His lessons shaped not only my thinking but also the way I live.

His true legacy rests not in the volumes on his shelves but in the compassion he extended to others. He helped single mothers, orphans, and the poor with food, clothing, and tuition, often without a word of announcement. To him, helping was not charity; it was duty—quiet decades of giving defined his life.

Those who once had nothing now stand on their own. Many became professionals, teachers, and caregivers, carrying forward the same spirit of generosity he modelled. His kindness rippled outward, lifting families, strengthening communities, and planting hope where despair once stood. In giving during their darkest moments, he restored dignity and built renewal.

He sometimes admits regret that he never married or had children. He often reminded me that in the end, it is not wealth or status that matters, but family and what we give. His wisdom is tinged with sorrow, yet his story carries a quiet miracle. Though he has no family by blood, he is far from alone.

In the past five years, illness forced him to live with a catheter and stripped him of independence. Yet people he once helped now fill his days with care. They bring hot meals, keep him company, or escort him to medical appointments. My brother, a doctor, tends to him without payment, out of respect and gratitude.

Their care binds them to him not by obligation but by kindness returned. Whenever I visit with my husband and daughter, I find his home alive with gratitude. Orphans he once fed now feed him. Those he once clothed now lift him with dignity.

What I see is proof that kindness never dies; it multiplies. His investments were never in property or savings accounts but in people. Today, those investments yield a harvest of care and devotion. He is surrounded not by strangers but by a community he built through compassion.

Needing help with bathing, eating, or medical care is never easy. Yet he receives it with dignity because it comes from those whose lives he once lifted. When someone feeds him, it repays a meal he once gave. When someone sits by his bed, it echoes the times he sat with them.

There is no shame in this exchange, only grace. As I sat by his bedside last Saturday, I felt the truth again: success is measured by kindness. Money can vanish, status can fade, but kindness endures. It returns when least expected, often when most needed.

Each day, I see this lesson played out in his home, as visitors call him “father,” though he never raised a child. His regrets about not having a family soften when weighed against the truth of his present. He is not abandoned, nor unloved. Instead, he is surrounded by proof that a life spent on others is never wasted.

His body weakens, his wealth diminishes, yet the kindness he sowed has built a safety net stronger than anything else. That is the greatest lesson his life has to offer. If you want security, give. If you want companionship, give.

If you want to be remembered, give. The poor, the homeless, the orphans—all those who seem to have nothing—can return kindness in ways money never could. It may not return instantly, but it always returns, often in the very moment we need it. My mentor gave without asking. Now he receives without having to ask.

His kindness has come full circle. It reminds us never to underestimate generosity. What we sow in kindness will return in kindness, perhaps years later, perhaps when we are old and frail, but it will return. Always.

Birth of African Icons

Posted on by Digital Editor

As I walked through the market in search of a school bag for my children, I noticed something striking: almost every bag, lunchbox, and t-shirt displayed images of Spider-Man, Iron Man, or other Hollywood superheroes. These figures have become global icons, present in every corner of daily life, from children’s books to birthday cakes. Yet not one bag reflected our heritage; no designs inspired by Tilet embroidery, no patterns rooted in African tradition.

This moment led me to wonder who decides which stories achieve global recognition. Africa’s history is vast and diverse, yet so underrepresented in mainstream narratives. From the origins of comic books, African characters were either absent or reduced to racist stereotypes: primitive, voiceless, or one-dimensional sidekicks. Such portrayals created a media landscape where generations of African children consumed stories that inspired them but never reflected their own identities.

The consequences of this absence are profound. Growing up without heroes who look like them or embody their culture creates a subtle void in children’s sense of self-worth. The message, however unintentional, is that African stories do not belong on the global stage. This exclusion diminishes pride in heritage and undermines cultural confidence. Representation is not cosmetic; it is a vital affirmation of belonging.

There are, however, encouraging signs of change. From within Africa and across the diaspora, a new wave of authentic storytelling is taking shape. Marvel’s Black Panther proved that African-inspired narratives resonate globally when told with creativity and respect. The fictional world of Wakanda sparked global conversations about Afrofuturism, cultural pride, and the transformative power of representation.

On a local scale, Ethiopian comic companies are beginning to fill the void. Etan Comics has introduced characters like Jember, often referred to as Ethiopia’s first superhero, and Hawi, a female hero whose story draws inspiration from the Axumite Empire. Its Pan-African sci-fi series, ZUFAN, recounts the Italian invasion of Ethiopia in the nineteenth century. These stories demonstrate that African traditions can inspire modern and compelling narratives.

The characters themselves embody relatable struggles, but in distinctly Ethiopian contexts. Jember, for example, is Amanuel Tilahun, a jobless graduate in Addis Abeba who gains extraordinary powers and must decide between personal gain and serving a society that disregarded him. Hawi follows Ement Legesse, an Ethiopian-American, as she reconnects with her roots through a quest linked to Queen Yodit Gudit. These stories, already translated into multiple languages, reveal that local culture, when told authentically, carries universal appeal.

Etan Comics has earned international attention from outlets such as the BBC and OkayAfrica. Yet this recognition often remains confined to brief features rather than becoming a sustained cultural presence. Spider-Man, by contrast, is woven into daily life, from lunchboxes to toy shops. For African heroes to achieve the same impact, they must move beyond occasional headlines into the everyday imagination of children.

Cultural representation is also advancing through technology. The ETN Ecosystem, an Ethiopian DeFi and blockchain platform, has created NFT collections featuring regional Ethiopian characters as guardians of both culture and digital assets. These tokens represent more than art; they embed cultural identity within the foundations of a growing financial industry. In this way, cultural storytelling merges with innovation, demonstrating how tradition and technology can complement and strengthen each other.

These are powerful beginnings, but the work must extend further. Representation should start with children’s earliest experiences, woven into the objects and stories they love most. The goal is not division, but pride —an affirmation that African children, too, can be heroes. A national or continental superhero could embody the strength, resilience, and diversity of Africa, serving as a symbol for future generations to come.

Imagine a hero whose powers are drawn from shared myths, whose costume reflects African patterns, and whose adventures teach values rooted in our history. Such a figure would inspire young people to see themselves in heroic roles and challenge the world to rethink what a hero can be. Building this presence will require writers, artists, educators, and innovators to collaborate in creating heroes who embody our culture. In doing so, Africa’s stories can claim the space they deserve on the global stage.

The question that began in a market stall thus becomes much larger: who shapes the heroes our children grow up with, and what do those heroes teach them? By creating and celebrating our characters, we answer that question ourselves. We show that our history, patterns, and myths are not only worthy of pride but powerful enough to inspire the world. The future of African storytelling lies in making our heroes impossible to ignore.

State-Owned Enterprises Deliver, But Fund Seeks More from Underperformers

Posted on by Digital Editor

Ethiopian Investment Holdings (EIH), the country’s sovereign wealth fund, closed its annual performance review with a mix of strong gains and lingering concerns across its portfolio of state-owned enterprises.

Ethiopian Shipping & Logistics led the year with 4.5 million tons of cargo, driving revenues up 90pc and doubling pre-tax profit. Sugar production from Wonji Shoa, Metehara, and Fincha climbed 34.8pc to 163,290 tons, nearly doubling revenues to 15.6 billion Br, though EIH flagged chronic capacity underuse.

Hospitality revenues from Ghion, Hilton, Guenet, and Spa Service enterprises reached 2.1 billion Br, 14pc above plan, with profits beating projections by a third at 564.2 million Br. Still, EIH urged hotels to modernise digital platforms and improve service quality.

The Ethiopian Engineering Corporation posted revenues of 8.9 billion Br, up 81pc, while expansion into Nigeria and Tanzania added over one million dollars. Ethiopian Electric Utility (EEU) grew its customer base to 5.2 million, boosting sales to 51.7 billion Br and posting a provisional net income of 4.6 billion Br.

In retail, the Ethiopian Tourist Trading Enterprise recorded 45pc revenue growth and a twelve-fold profit surge, though it fell short of its target. The National Alcohol & Liquor Factory reported steadier progress, with revenues up eight percent to 2.6 billion Br and profits rising 17pc to 340 million Br.

The surprise standout was the Ethiopian Lottery Service, with revenues nearly doubling and profits tripling year-on-year, outpacing targets. The agency plans to lean on digital tools and business model reforms to sustain the momentum.

EIH ended the year lauding reforms and growth but underscoring weak efficiency. Profits are climbing, but productivity gaps remain. The sovereign wealth fund faces the task of consolidating gains while pressing underperformers to deliver more in a shifting economic landscape.

MIDROC Cocoa Drive, Local Production Focus on Value Addition

Posted on by Digital Editor

MIDROC Investment Group is placing a bold wager on cocoa in the lowlands of Sheka. Building on extensive trials at the Bebeka Coffee State Farm, the company has introduced globally prized Forastero, Trinitario, and Criollo varieties alongside coffee. “The results are astonishing,” said General Manager Beshada Worku, pointing to international prices that range from 8,200 to 14,000 dollars a ton.

The project’s first phase covers 50 hectares, with 44,000 seedlings already planted. Expansion to 100 hectares is planned for next year, and 200 hectares within three years, with expected yields reaching eight tonnes per hectare. With global supplies squeezed by shortfalls in West Africa, Ethiopia is positioning itself to enter the cocoa market from a place of strength.

MIDROC’s ambitions extend well beyond cultivation. A domestic chocolate factory is in the pipeline to meet surging local demand, create jobs, reduce postharvest losses, and ensure value is retained at home rather than lost through raw exports. International partners are already engaged: the Netherlands Embassy is brokering partnerships, while Ghana and Cameroon are supplying high-quality seeds. Discussions with authorities are underway to ease import regulations and provide policy support for the sector’s growth.

To sustain the venture, MIDROC is investing in human capital. Training programs, conducted both locally and abroad, are equipping skilled manpower to anchor the emerging industry. What began as a small experiment is quickly transforming into a national opportunity. Cocoa, once absent from Ethiopia’s agricultural story, is becoming a crop of strategic importance. If successful, the country may soon be recognised not only for the aroma of its coffee but also for the rich promise of cocoa rising from its fields.

Bureau Maps Out 1,700 Land Rights in a Month

Posted on by Digital Editor

The Rights Registration & Holding Service Directorate under the Bureau of Land Development & Administration prepared over 1,700 landholding certification maps in a single month. The update came during the bureau’s July performance review, which measured progress against the upcoming fiscal year’s targets.

Director Tesfamichael Endale said efforts are being scaled up to give farmers secure land rights and quicker certification. Deputy Head WendwossenBanjaw added that the priority ahead will be transparency, professionalism, and accountability. Integrity pledges were signed across units to push efficient delivery, while officials underscored protecting farmers’ rights and shoring up revenue generation as key focus areas.

Yango Pitches New Rental Model to Car Owners

Posted on by Digital Editor

Yango Ethiopia has introduced a vehicle rental program designed to boost returns for car owners. Through franchise partners, owners can register vehicles, manage drivers, track trips, and monitor revenues in real time, moving away from the fixed daily rental model. The platform, already tested in Egypt and Kenya, projects monthly earnings of up to 120,000 Br for combustion cars and 160,000 Br for electric vehicles. Country Manager Yekenalem Abebe (PhD) said the initiative offers a transparent, profitable alternative that creates jobs, expands income opportunities, and supports the local economy.