Endreport IBF 2009

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On behalf on Report of the 13 th International Business Forum 2009 at the 2 nd African Regional Interdisciplinary Alumni Conference 4 to 6 November 2009, Accra, Ghana Global Crises – African Challenges

Transcript of Endreport IBF 2009

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On behalf on

Report of the 13th International Business Forum 2009 at the 2nd African Regional Interdisciplinary Alumni Conference

4 to 6 November 2009, Accra, Ghana

Global Crises – African Challenges

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Global Crises – African ChallengesReport of the 13th International Business Forum 2009 at the 2nd African Regional Interdisciplinary Alumni Conference

4 to 6 November 2009, Accra, Ghana

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Contents

Preface 7

1. Forum Topics 8

Global Crisis – African Challenges 8

1.1 The Economic Crisis and Implications for Africa 9

The Challenges 9

The Opportunities 9

1.2 Business Reponses to the Economic Crisis 11

Core Business 11

Policy Advocacy 12

1.3 Government Reponses to the Economic Crisis 13

Policy Context 13

Private Sector Partnerships 14

1.4 The Climate Change Crisis and Implications for Africa 15

The Impact of Climate Change 15

The Need for Low-Carbon Growth 15

1.5 Business Reponses to the Climate Change Crisis 16

Business Opportunities 16

Managing Footprint 17

Disclosure 17

Advocacy 17

1.6 Government Reponses to the Climate Change Crisis 18

COP15 18

Mitigation and Adaptation 18

Building “Climate Smart Economies” 19

2 Forum Results 20

2.1 Results from the Working Groups 20

Working Group 1:

Economic Empowerment of Women 21

Working Group 2:

Local Stakeholder’s Response to Regional Economic Development 22

Working Group 3:

Economic Statistics 23

Working Group 4:

Visions for Economic Progress in Southern Africa 24

Working Group 5:

Capacity Building for E-Learning – The African Experience 25

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Working Group 6:

The Impact of the Global Economic Crisis on Fragile Situations in

Sub-Saharan Africa 26

Working Group 7:

Capacity Building for Financial Management in Education 28

Working Group 8:

Rural Development and Use of Natural Resources 30

Working Group 9:

Productive Use of Renewable Energies as Contribution to Integrated

Climate Friendly Rural Development – A Market-Oriented Approach 31

2.2 Results from the E-Discussion 32

Business Responses to the Economic Crisis 32

Government and Donor Responses to the Economic Crisis 33

Business Responses to Climate Change 34

2.3 Key Recommendations of the Conference 35

10 Recommendations of the 13th International Business Forum at the

2nd African Alumni Conference 35

3. Reflections on Global Crises – African Challenges 36

3.1 Perspectives of InWEnt’s Regional Alumni-Work 36

3.2 Outline for the Future of International Business Forum 37

4. Organisation and Acknowledgement 38

About the Organisers 38

Agenda 39

Annex 1: Alumni-Conference –

Working Groups/International Business Forum 2009 44

Annex 2: The Participants 46

Bibliography 56

Endnotes 58

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n”Global crises – African Challenges: Business in Africa against

the backdrop of the crises” was the topic of the 13th International

Business Forum and the 2nd African Alumni Conference organ-

ised by InWEnt – Capacity Building International and the World

Bank Institute. In 2009, the two successful series of conferences

were combined to create an interdisciplinary dialogue forum for

participants of the International Business Forum and InWEnt

Alumni with the aim to improve the networking of African spe-

cialists and executives.

The conference brought together over 220 participants of the

private sector, governments, civil society and multilateral agencies

worldwide to debate on the risks and opportunities arising from

the current economic and climate crises in Africa and the role of

business facing these challenges. Benefiting from the results of

the first Regional Alumni Conference in 2007 as an interdiscipli-

nary dialogue platform and building upon the outcomes of the 11th

International Business Forum “The Business Challenge Africa”,

the participants discussed and disseminated innovative approaches

on how to preserve and expand the foundations of Good Govern-

ance and recent growth in Africa.

In the discussion around the impacts of both, climate change

and the economic crises, the participants underlined the need for

a better integration of Africa into the global economy and for the

recognition of the impact of climate change. Furthermore, the par-

ticipants argued for greater collaboration and knowledge exchange

between governments, businesses and donors to develop common

strategies and solutions.

Preface

Dear participant of the 13th International Business Forum (IBF) and the 2nd African Interdisciplinary Alumni Conference,

Luiz Ramalho

Director, Sustainable Business Development

in Industrialised and Transition Countries

InWEnt – Capacity Building International,

Germany

Annette Rathjen

Director, Planning and Monitoring

InWEnt – Capacity Building International,

Germany

Djordjija Petkoski

Program Leader,

World Bank Institute,

United States of America

Through a series of interactive working groups and plenary

sessions, participants set out their perspectives and priorities

for action. Notably among these was the clear message that busi-

nesses, both African and international, can play an important role

in coping with the crises and in promoting sustainable develop-

ment. Businesses can do well by doing good business. The full set

of recommendations of the working groups, the plenary sessions

and the E-discussions is presented in Section 2.

This report also connects the background analysis on the

issues with a selection of viewpoints expressed in the plenary and

working group sessions.

The success of the 2nd Interdisciplinary African Alumni Con-

ference and the 13th International Business Forum reflected the

enthusiastic involvement of participants, the insights of the ple-

nary and working group speakers and the commitment of our

partners.

The report concludes with a look towards the 14th Interna-

tional Business Forum and an outline of InWEnt’s Alumni-Work,

which will have a particular focus on building regional networks

and strengthening dialogue between representatives of the pub-

lic sector, private enterprise and civil society. The Third Regional

Alumni Conference is scheduled for 2011 in South Africa.

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1. Forum TopicsGlobal Crises – African Challenges

nThe 13th International Business Forum (IBF), took place from 4

to 6 November 2009 in Ghana in conjunction with InWEnt’s 2nd

Regional Alumni-Conference, and focused on the implications

of and responses to the economic and climate change crises fac-

ing Africa.

The conference, organized by InWEnt with the support of the

World Bank Institute, explored the central role that business can

and must play in helping Africa through the crises: from laying

the foundations of long term growth to driving the innovation

needed to ensure future growth is more green-house-gas efficient

than in the past.

“Some may argue that the global financial crisis and economic downturn means that we should delay our efforts to tackle poverty and climate change. But delaying on poverty would condemn millions of people to many more years of hardship. And delaying on climate change would mean the stock of Green House Gases in the atmosphere grows, making the task of dealing with the problem more costly and difficult in the future.” Lord Stern of Brentford, IG Patel Professor of Economics and Government

and Chair of the Grantham Research Institute on Climate and the Environment, LSE 1

Plenary Viewpoint“From my point of view it is not only

possible, but highly desirable to deal with

climate change and the consequences of

the economic crisis simultaneously by

strengthening business engagement for

sustainable development. Education and a

strong private sector are crucial pre-con-

ditions to generate sustainable growth

and to combat poverty. Sustainability and

economic success are no contradiction,

even more sustainable business models,

like investing in renewables, are key to

enhanced competitiveness”.

Bernd Schleich

Managing Director, InWEnt

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1.1 The Economic Crisis and Implications for Africa

“Despite a decade of growth, Africa is still far behind other continents in the quest for the Millen-nium Development Goals. The current global economic crisis, coming in the wake of a food and fuel crisis, will further slow down Africa’s progress.” Obiageli Ezekwesili, Vice President of the Africa Region,

World Bank 2

“As a consequence of the global economic down turn, African leaders face many difficult challenges and tough policy choices. How should Africa respond to the economic crisis and what are the lessons and opportunities we should pay attention to over the coming months? I am confident that Africa can rise to the challenge if we act collectively and if we accelerate our ongoing reform efforts aimed at greater competitiveness and economic diversity.” Nicky Oppenheimer, Chairman, De Beers Group 3

The Challengesn Africa faces its most severe economic crisis in history. While

the region was spared the immediate effects of the financial crisis

precipitated by the collapse of Western banks, the economic cri-

sis that followed has hit hard. Growth forecasts have been down-

graded and businesses are being squeezed by falling demand at

home and abroad, as well as a drop off in the availability of afford-

able finance.

Governments have to grapple with politically complex issues of

soaring unemployment and poverty, and the temptation to increase

trade barriers to protect their domestic economies. Drought across

the region has aggravated an already difficult situation.

Back in April 2009, the World Bank was warning that the eco-

nomic crises could push an additional 53 million people around the

world into extreme poverty, with Africa particularly at risk 4.

The OpportunitiesFortunately, the picture is not quite as dark as the doom mon-

gers would have us believe. Amidst the very real economic and

human pain of the downturn, lie a number of remarkable oppor-

tunities that – if harnessed – would enable Africa to emerge even

stronger.

For one thing, there is nothing like a crisis to stimulate inno-

vation and change. While donor countries have repeatedly restated

their commitment to increasing aid levels, an already patchy track

record of implementing past commitments appears even more

at risk. The possibility that aid may be under threat has thrown

into sharp relief the fact that aid is not, in any case, the long-term

solution.

Plenary Viewpoint“...As a whole Africa has fared well

compared to other regions during this

crisis, we still have growth in Africa,

every OECD country currently has zero

growth. However, Africa is going to be

much more affected, much more

sensitive to the decline in growth than

other countries. Even though there is

resilience, and the opportunities for the

countries to come back, the severity of the

problem, and the sensitivity of poor

countries to the problem will affect those

fragile states more than other places

around the globe”.

Hassan Y. Aly

Chief Research Economist,

African Development Bank

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Plenary Viewpoint“Africa is on a path of sound, sustainable

economic development, there’s a new

vision for Africa, that vision says that

Africa’s time has come. In 2008, The

Economist forecasted the 10 fastest

growing economies, and seven out of the

10 fastest growing economies in the

world come from Africa. For example

Angola will grow in excess of 16%. It is

rich in resources, if you take Africa as one

continent, Africa will be the 9th largest

economy in the World…Africa needs to

trade internally, its market is 1 billion

people and it is profitable to do business

with the poor, the market for doing

business with the poor is in excess of

US$1 trillion, so the population (of

Africa) gives us opportunity and the

young population increases that opportu-

nity. Intra-Africa trade is a mere 7% and

this is an important element in terms of

economic opportunity.”

Stanley Subramoney

Deputy CEO PricewaterhouseCoopers

and Member of the supervisory board

of the NEPAD Business Foundation

Countries are recognising the need to stimulate private enter-

prise. Fundamentally, it is only a thriving domestic and interna-

tional private sector that generates the growth and jobs needed.

What aid remains must be more precisely targeted to unleash Afri-

ca’s entrepreneurial potential and enable poor people to grow their

businesses or get a job.

African leaders appear to be also looking within their own

continent for the drivers of economic growth. Regional trade has

always been shockingly low compared to other regions. Infrastruc-

ture projects and regional co-operation are being pursued with

renewed enthusiasm. Alongside this, national governments are

pursuing agendas of economic diversification, critical for most

countries which have tended to rely on a narrow band of economic

activity. More generally, financial pressure will reinforce the drive

for value for money in public spending.

For businesses too there are opportunities for innovation. More

than ever, the business case for projects is paramount, suggesting

that on average projects that get through will be better as a result.

This extends to initiatives that have a strong development impact:

those with the strongest business case – such as local sourcing

models – are more likely be approved, and these on average are

more likely to be sustainable in the long term.

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1.2 Business Responses to the Economic Crisis

nThere has been a growing recognition of the role of business –

from large multinationals to smallholder farmers – in generating

growth and poverty reduction. A survey of 60,000 poor people by

the World Bank earlier in 2009 clearly demonstrated the priority

placed on enterprise growth and employment as an exit strategy

from poverty 5. Razia Khan, Africa Regional Head of Research at

Standard Chartered Bank, notes that in the context of the economic

crisis “many in the labour force are opening their own businesses

just to get by 6”.

For larger businesses, the primary contribution they can make

is by generating jobs, economic opportunities and tax revenues

needed to fund public spending on health and education. In short,

they can make perhaps their greatest contribution by focusing on

doing good business.

Beyond that, business can play an important role in advocat-

ing for the policies needed to stimulate growth and enterprise,

and those that enable people to take advantage of the opportuni-

ties that growth creates.

Core BusinessA joint Oxfam-Unilever report back in 2005 7 noted that Unilever

Indonesia maintained its presence in Indonesia throughout the

country’s economic crisis. The development community recog-

nises that that decision was perhaps one of the most significant

contributions Unilever could have made to the country’s recovery.

So too in Africa now. Businesses must focus on the long term

investment opportunities that Africa presents. Economic and polit-

ical reforms have propelled many countries in Africa into some of

the best places to invest in the world. In the 2010 Doing Business

Report, Rwanda is singled out as the top reforming country in the

world, in terms of the ease and cost of doing business 8. Mauritius

remains one of the best places, globally, to do business.

For those who innovate, there are significant opportunities

for commercial rewards that also have a positive development

impact. Local sourcing of inputs, for example, offers new eco-

nomic opportunities for small businesses, while creating a stable

supply chain.

The InWEnt project “Train for Trade” aims at strengthening

the private industry and its constitutional bodies in the SADC

region through capacity building and training, supporting them

to benefit from opening markets and liberised trade. Through spe-

cific further education and training measures within the compo-

nents comprising

Export promotion and Economic Partnership Agreements (EPAs) –

Quality for the world market –

Intellectual Property: harnessing the knowledge commons for –

open innovation

Innovative local/regional economic development and trade –

promotion (RED TRADE),

Processes of regional economic integration should be sup-

ported and an “enabling environment” for SMEs be ensured so

that SMEs can make use of the opportunities offered by a contin-

uosly globalising market 9.

SABMiller has been among companies pioneering the local

sourcing of sorghum, barley and cassava. A report by INSEAD on

their impact in Uganda, found that their sorghum project alone

provides 8,000 farmers with approximately 70 per cent of their

income 10.

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Coca-Cola, meanwhile, has been developing inclusive distri-

bution models. Across Africa, there are now 2,500 “manual dis-

tribution centres” employing 12,000 people and generating $500

million dollars in revenue each year 11.

Firms that innovate to reduce cost and increase value for cus-

tomers will be winners in the downturn. Mobile phones provide

a clear example of this. A number of companies, such as Bankom

in Uganda, have begun to explore the use of mobile phones and

other innovative platforms to bring banking services to millions

of people. The rise in so-called branchless banking is set to trans-

form the way people access and manage their money.

In May 2008, the UK Prime Minister, Gordon Brown, and

UN Secretary General Ban Ki-moon launched the Business Call

to Action 12 as a platform to encourage companies to use their core

business to generate transformative change in developing coun-

tries.

Policy AdvocacyAside from thinking creatively about how they can do business,

the other key contribution that businesses can make is to engage

governments on policy. Of particular importance is the need for

investment climates that support private sector-led growth.

The Investment Climate Facility (ICF) 13 is one example of

business engaging constructively with governments and donors

to deliver a better investment climate in Africa, with commit-

ments totalling $175 million from donors and companies. ICF

CEO, Omari Issa, points out that “The good news may be that

the private sector can give so much more than money in order to

improve Africa’s investment climate. But the even better news is

that the rewards, for those governments and businesses that get

involved now, will be profound” 14.

Another focus area for business is regional trade and integra-

tion and the infrastructure needed to underpin it. This of course

has large benefits to business, but also significant development

benefits. Trade is perhaps the policy area that is most immediately

under threat in the downturn, with governments under significant

pressure – both across Africa, as well as around the world – to pro-

tect their domestic economies. Business can play an important role

in making the case for an open, rules-based trading system. Larger

companies must make a coordinated effort to take this message to

the international community.

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1.3 Government Responses to the Economic Crisis

Policy Contextn Research by the Overseas Development Institute shows that

there is no general pattern to the way in which governments

are responding to the economic crisis, with very different policy

response across countries.

The research notes that it is hard to separate ongoing policy

processes with economic crisis responses. Rwanda, mentioned

earlier, is in any case on a fast-track reform process to make its

business climate more supportive to domestic and international

businesses 17, and reforms have been part of a broader agenda of

boosting competitiveness.

An effective, business-friendly regulatory environment is

important in the downturn as it enables existing firms to remain

flexible and change direction, and helps new firms to enter the

market and weak firms to declare bankruptcy 18. At the same time,

competition policy is critical, not only to ensure effective and com-

petitive markets, but also to safeguard businesses from unfair poli-

cies that protect particular incumbents. The latest picture across

Africa is presented in the 2009/2010 Doing Business Report from

the World Bank and IFC

Alongside creating a conducive investment climate, govern-

ments must reprioritise infrastructure. Of particular importance is

the regional infrastructure needed to stimulate regional trade and

integration. As Sir Mark Moody-Stuart, former Chairman of Anglo

American, put it, “African countries can do a great deal more to

open up trade opportunities between themselves… the G8 should

“Africa needs to use the crisis as an opportunity to speed up necessary structural reforms such as larger regional markets. It needs to involve business leaders more strategically in this if it is going to deliver the conditions for business to thrive”. Lord Malloch-Brown, the Minister for Africa, Asia and the

UN, Foreign and Commonwealth Office, UK 15

“The state clearly has an important role in tackling the downturn, but a move away from market-led approaches and towards policies such as protection and renationalisation – in the developed or the developing world – could have long term repercussions for growth and development, distorting incentives and worsening the already poor investment climate for business. Although markets are frequently seen – rightly or wrongly – as the cause of the world’s current woes, they are also clearly a big part of the solution. Efforts to tackle the downturn should not undermine the resurgence of private sector-led development, and the jobs and incomes it generates, which is so urgently needed.” Alison Evans, Director, Overseas Development Institute (ODI) and Karen Ellis, Business & Development Pro-

gramme Leader, ODI 16

Plenary Viewpoint“At the height of the global economic

crisis most governments in Europe,

China, Japan and North America came

up with various stimulus packages to

help stimulate their economies in a very

coordinated manor. The central banks in

all those countries came out with

strategies to lower interest rates, this was

to enable the private sector to gain access

to different financial instruments. The

question is what happened in Africa? In

most Africa countries, there was no

action, it was just business as usual. In

many Africa countries instead of going

down the interest rates went up as banks

worked to tame inflation rather than

promoting growth”.

Stephen Antwi

President of Ghana-German

Economic Association

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be active in one last attempt to deliver on the Doha ‘development’

round and...should also accelerate their commitments on Aid for

Trade – building Africa’s capacity to trade”. He believes that the

North-South Corridor programme 19, which recently received $1.2

billion in commitments, “provides a good model of a multidonor,

integrated Aid for Trade programme that tackles both soft and

hard infrastructure constraints and will reduce the cost of trade

in relevant regions” 20.

One area of infrastructure that has generated particular excite-

ment is information and communications technology (ICT). Again,

Rwanda has been a leader in creating a framework to attract invest-

ment in this area. Writing about the general opportunities ICT

presents, Gabriel Solomon, Senior Vice President, GSMA com-

ments that “When the MDGs were agreed in 2000, achieving a

blanket of connectivity across Africa was a dream only a few peo-

ple imagined could be realized. Since then, many African govern-

ments have liberalized their communications sectors catalyzing

some $50 billion of private investment to date with a further $40

billion pledged over the next 4 years. This level of investment has

extended connectivity to more than two thirds of the population

and the next wave of investment will increase this to over 90 per

cent and also start the roll out of mobile broadband” 21.

Private Sector PartnershipsGovernments must also look again at how they can support small

enterprises, particular those constrained by lack of finance. For

many African countries, agribusiness still offers the best way to

generate improved livelihoods for poor people and achieve food

security. “In the longer-term”, say Arne Cartridge and Sean De

Cleene of Yara International, “Africa’s agricultural sector has the

potential to be the engine room of regional growth” 22.

There are significant opportunities for private sector innova-

tion in the crisis. There is a strong case for governments (and

donors) to share the risk associated with these investments. Often,

the commercial benefits need to be proven, but once up and run-

ning the projects can achieve significant development benefits at

scale. The Africa Enterprise Challenge Fund 23 is one example of

an initiative that shares the risk of for-profit initiatives that have

the potential to produce large benefits in rural markets and finan-

cial services.

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1.4 The Climate Change Crisis and Implications for Africa

The Impact of Climate Changen Africa, like other developing country regions, is more exposed

and less resilient to the impacts of climate change than the devel-

oped countries that are largely responsible for it. The 2010 World

Development Report identifies climate change as a threat to the

development gains made, and urges immediate action 26. The

Report states that agriculture – which accounts for the bulk of

employment – is particularly exposed to the expected increase in

climate variability to which new higher yielding seed varieties are

less resistant 27. It is estimated that by 2020, yields will fall by 50

per cent and crop revenues by 90 per cent, with smallholder farm-

ers bearing the brunt of this 28. The direct impact of food security is

clear 29. When combined with expected increased water stress and

increases in disease 30, the risk of conflict becomes high 31.

For larger businesses operating in Africa, the climate change

impacts are also likely to be severe, whether in terms of their physi-

cal assets, outputs, inputs or supply chain 32. According to the Stern

Report on the Economics of Climate Change 33, climate change

could costs 5 to 20 per cent of global GDP. In contrast, action to

reduce emissions would cost 1 per cent GDP per year.

While developed countries are the root cause of the problem,

developing countries, including those in Africa, must be part of

the solution. Historically, developed countries accounted for the

majority of emissions: 47 low income countries contribute only

around 8 per cent of global carbon emissions 34, but will face 75–80

per cent of the burden of climate damages 35.

“A look into the future of climate change reveals disruptions that will take on wartime proportions. Responses must therefore match the challenges. Declaring a state of ecological emergency in vulnerable regions of Africa will focus local and international attention on sustainable development in general and climate change in particular. The time to do it is now.” Calestous Juma, Professor, Harvard

Kennedy School, and co-author of the 2010 World Development Report 24

“It is essential that climate change be viewed as a major development opportu-nity for Africa given the anticipated increase in the energy requirements as growth accelerates... Agricultural carbon sequestration (uptake and storage of carbon dioxide) could generate annual revenues of close to $1.5 billion.” Ngozi

Okonjo-Iweala, Managing Director, World Bank 25

Plenary Viewpoint“...yes, we need growth, but we don’t need

unsustainable growth, we need sustain-

able low-carbon growth, we need a sus-

tainable financial sector, we need growth

that creates social stability and social

cohesion... and we need development

without unacceptable levels of environ-

mental, economic and social burdens for

future generations. This is our task.”

Volker Hauff

Chairman, Council on

Sustainable Development of the

German Government, Germany

The Need for Low-Carbon GrowthAccording to the UN Economic Commission for Africa, achieve-

ment of the Millennium Development Goals “will not happen

unless there is sustained economic growth at a minimum level

of 7 per cent per year – such growth will only come as a result of

private sector efforts” 36. With over half of the population in Sub-

Saharan Africa living in extreme poverty 37, sustaining and indeed

accelerating economic growth must therefore remain a priority.

Yet most past and current growth has been “high-carbon growth”.

Future growth must be less “Green-House-Gas intensive”. Accord-

ing the 2010 World Development Report, it is possible for Africa

to achieve this without compromising development.

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Biofuels also present important business opportunities. While

rising food prices have focused attention on the negative conse-

quences of using crops and land for producing fuel rather than

food, there are crops that can be grown on land that is unsuitable

for food production 44. Significant biofuel projects in Africa are the

sorghum production project by the UK’s CAMS Group in Tanzania

and Germany’s FloraEcoPower’s purchase of 13,000 hectares in

Ethiopia for biofuel production 45.

Recognising the particular challenges

faced by agriculture, a number of schemes

have been set up to encourage business

investment in sustainable agriculture,

including the African Agriculture Fund,

established by the African Development

Bank, the Agence Française de Dévelop-

pement, the International Fund for Agri-

cultural Development and the Alliance for

a Green Revolution in Africa 46. Sustainable

farming may harness methods to increase

food production whilst delivering environ-

mental benefits.

The carbon market has also created

opportunities for business in Africa, under which developed coun-

tries support carbon reduction projects in Africa or elsewhere.

There are an increasing number of financial instruments with

which to develop clean energy that can benefit countries across

Africa. These include the Clean Development Mechanism (CDM)

and the newly created Climate Investment Funds (approved by the

World Bank in 2008).

However, CDM has failed to take root across Africa. The region

only accounts for 1.4 percent of CDM projects worldwide (53 out

of 3,902 projects) 47, despite being similarly equipped with both

the resources and facilities compared to other developing regions

where CDM projects have been successfully implemented with

commercially available technologies. A study by the World Bank

reveals that there is a large, diversified range of CDM opportunities

1.5 Business Responses to the Climate Change Crisis

nThe business community has emerged as a key proponent of

action on climate change. This is despite the fact that many vocally

lobbied against action in the run-up to the ratification of Kyoto. The

shift was driven by the compelling scientific evidence on climate

change, a better appreciation of the business opportunities and

an understanding that the costs of inaction far exceed the costs

of acting quickly.

Business OpportunitiesThe low-carbon growth strategy that Africa

will need to adopt opens up opportunities

for innovation in energy efficiency and low-

carbon technologies. Renewable energies,

such as solar, hydro and wind, are receiv-

ing more attention in the African context.

Almost all African countries have suffi-

cient renewable resources to satisfy their

energy demands if existing technologies

were deployed. The private sector is increas-

ingly aware of the vast business opportuni-

ties involved 39. According to the UNFCCC,

over 80 per cent of the investment for cli-

mate change mitigation and adaptation will

need to be privately financed, including in

the area of climate friendly technology 40.

Ngozi Okonjo-Iweala, Managing Director of the World Bank,

believes that Africa should tap its renewable resources (of which

it is currently only using 8 per cent), particularly hydropower,

to meet increasing energy demand and boost both growth and

development 41. Africa’s first privately financed geo-thermal plant

is under construction in Kenya. A programme of the World Bank

and UNEP is hoping to replicate this initiative in the Greater Rift

Valley 42. In 2008, the Ethiopian Electric Power Corporation signed

a $284 million agreement for the installation of 120 wind turbines.

Uganda installed its first hydro plant and as the Africa Progress

Panel reported “South Africa announced a feed-in-tariff that may

propel the country to the forefront of renewables development on

the continent” 43.

“A shift to a low-carbon economy, supported by private sector parti-cipation and government, has the potential to drive next generation of technological innovation, address the environmental and economic challenges that climate change presents and contribute to global development” Extract from “The Copenhagen Call” issued at the close of the World

Business Summit on Climate Change, 26 May 2009 38

Plenary Viewpoint“In Nigeria there is a Sahara field that

has the ultimate goal to export 6,000

mega watts of energy to Europe by 2020,

enough to power over 4 million homes

– although the solar potential in Nigeria

is many times this – enough to power

the world four times over”

Issa Ouedraogo

Managing Director, B-Bovid Ltd (Organic

& Biodiversity), Vice-Board Chair of

Open Society Initiative for West Africa

(OSIWA) & Board member of West

Africa Democratic Radio (WADR)

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across Africa’s energy sector: for the 44 countries and 22 technolo-

gies considered, the study estimated the potential for more than

3,200 clean energy projects 48.

Managing Footprint Progressive companies are measuring and acting to reduce their

environmental footprint. For example, SABMiller recently con-

ducted a water footprint analysis of its beer production in South

Africa in order to identify strategic areas for water conservation.

The results showed that 95-98 per cent of SABMiller’s water foot-

print lies within agricultural production. The research concluded

that only focusing on the amount used, rather than understand-

ing the actual impact of water within the local context, is one of

the major shortfalls in current water footprint methodologies 49.

Meanwhile, Coca-Cola has set an overarching target of becom-

ing “water neutral”. The Coca-Cola water stewardship framework

focuses on three components: reduce, recycle, and replenish. The

company is striving to have 100 per cent of facilities returning

the water used in manufacturing processes, back to the environ-

ment by 2010 50.

Ford has developed a “Blueprint for Sustainability”, a CO2

strategy aiming to reach a target of 30 per cent reduction in CO2

emissions by 2020. It is the first US auto firm to set such a target.

Ford will introduce a new generation of fuel-saving, turbo-charged

gasoline engines. Mid- and long-term plans include weight reduc-

tions and new fuel-saving programmes 51. Timberland has set the

overarching goal to become carbon neutral in 2010. Five steps are

outlined and focal areas identified in order to reach this goal. Since

2006, the company has reduced direct emissions by 27 per cent by

using less energy and expanding its use of renewable energy 52.

In 2003, InWEnt and Energiebau Solarsysteme formed a part-

nership to explore how new technology could be adapted to provide

electricity to rural areas in Africa remote from the public grip. A

solar hybrid system was developed and piloted in Ghana, Mali and

Tanzania, which couples solar power with a converted diesel gen-

erator for the use of jatropha oil. The project is an effective example

of a Public-Private-Partnership (PPP), funded by both InWEnt on

behalf of the German Federal Ministry for Economic Cooperation

and Development and Energiebau Solarstromsysteme 53.

DisclosureThe demand from investors and other stakeholders for effective

reporting on the business implications of climate change contin-

ues to grow. Overall, corporate sustainability reports increasingly

include information about climate change. The Global Report Initi-

ative G3 Sustainability Reporting Guidelines has introduced a new

indicator; “Financial implications and other risks and opportuni-

ties for organisation’s activities due to climate change.” 54

AdvocacyBusiness can also play an important role in persuading govern-

ments to act. At the UN Leadership Forum on Climate Change,

22 September 2009, New York, business leaders were urged, as

part of a Seal the Deal! Campaign, to “help build positive momen-

tum toward the 2009 UN Climate Change Conference and raise

awareness about the importance of an ambitious global climate

agreement” 55.

Central to the business message is a call for governments to

put in place an effective global and national “post-Kyoto” legisla-

tive and fiscal framework that would stimulate a market-based

approach to tackling climate change, with a particular emphasis

on flexible mechanisms to create a stable price for carbon. A price

that reflects the true environmental impact is perhaps the most

powerful incentive for climate-friendly investment decisions. This

can be achieved through a tax (which fixes the price) or a so-called

“cap and trade” carbon market as used in Europe (which fixes the

quantity of total carbon a company can emit, and then allows the

carbon price to vary as companies buy and sell the right to emit).

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18

1.6 Government Responses to the Climate Change Crisis

n A broadly accepted target is that temperatures should be kept

to 2°C above pre-industrial levels, compared to 0.8°C now. The

UK Department for International Development argues that “to

achieve this, global emissions of greenhouse gases must start to

fall within the next decade and be at least 50 per cent below

1990 levels by 2050” 57.

COP15The world’s governments came together from 7 to 18 December

2009 in Copenhagen. The task of the 15th Conference of Parties

(COP15) of the UN Framework Convention on Climate Change

(UNFCCC) 58 was to create a new global protocol to address climate

change to succeed the Kyoto Protocol when it expires in 2012. On

the last day of the talks the “Copenhagen Accord” 59, drafted by the

US, China, India, Brazil and South Africa, was “taken note of”

(though not formally adopted) by the conference. It faced opposi-

tion from a number of countries.

The Copenhagen Accord recognizes the importance of climate

change and of keeping temperatures to below 2°C. It calls on coun-

tries to reduce emissions and invest in clean energy technology,

and also for funding to developing countries for forest conserva-

tion, adaptation, technology development and transfer, and capac-

ity building.

However, much to the disappointment of observers, it is not a

legally binding document and does not include any legally bind-

ing commitments. Countries were given until the end of January

to put forward their pledges for reducing GHG emissions. The

US Climate Change Network website includes the latest position

on countries’ pledges 60. There is concern that without any firm

and legally binding targets, action will not be sufficient to tackle

climate change.

“Urgent action needs to be taken by the international community to reduce global emissions. Africa is prepared to make a significant contribution to this effort. The Copenhagen agreement must recognize Africa’s legitimate development needs” Statement from Africa Partnership Forum’s Special session

on Climate Change 56

Unless the world’s governments can agree to a replacement for

the Kyoto protocol, temperatures could rise by 5°C which would

have a transformative effect on the earth’s climate. Warming of

2°C could result in a 4 to 5 per cent permanent reduction in annual

per capita consumption in Africa, as opposed to minimal losses in

high-income countries 61. The Copenhagen Accord, significantly,

includes a recognition that a stronger long-term target of limiting

the average rise in temperature to 1.5°C may be required.

Mitigation and AdaptationDonors must provide a step change in support for mitigation and

adaptation. Funding, particularly for adaptation, has been far below

what is needed. To keep global warming down to an increase of

2°C, the World Bank estimate that between $140 billion and $675

billion a year needs to be invested in mitigation in developing

countries, compared to the current $8 billion a year. Meanwhile,

the cost of adapting to global warming is estimated at $75 billion a

year, compared to the $1 billion a year currently being invested. 62

The Copenhagen Accord called for financing for developing

countries, including “approaching” $30 billion from developed

countries over 2010 to 2012, balanced between mitigation and

adaptation. Over the longer-term the Accord stated that developed

countries would “commit to a goal of mobilizing jointly $100 bil-

lion dollars by 2020 to address the needs of developing countries”

from a mixture of public and private sources, and with a large share

going through the Copenhagen Green Climate Fund, established

by the Accord.

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19

Building “Climate Smart Economies”Calestous Juma, co-author of the 2010 World Development Report,

has identified a set of actions that governments need to take to

develop what he describes as “climate smart economies” 63. This

includes building the necessary infrastructure, technical educa-

tion, business incubation of enterprises that promote sustainabil-

ity and international diplomacy. On the last, he argues that Africa

must take a leadership role on climate-smart growth.

An area which would be of particular interest to business in

climate negotiations is how to improve the investment climate

for innovation and new technologies in developing countries.

The Hydropower in DRC, for example, is a power source with

“huge potential” 64, but is hampered by a poor investment climate.

Also important will be a continuation of discussions concerning

reduced tariff agreements for low-emission products 65.

Partnership will necessarily have to sit at the heart of effective

action. Governments will need to cooperate at the regional level

to support and boost agriculture, water management and health.

And governments will need to work with business to encourage

and share the risk around new business programmes that help

contribution to lower carbon growth paths, including in the area

of low carbon technologies and practices. As a statement issued

by UN Global Compact business leaders argues, this requires sig-

nificant public investment alongside and the appropriate regula-

tory and support frameworks 66.

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20

2. Forum Results2.1 Results from the Working Groups

nThe participants had more detailed discussions within nine working groups. Below is

a summary of the outputs from each working group. The working groups were concerned

with different aspects of the key topic “Global Crises – African Challenges”. They gave

prominence to Africa as an increasingly important global player in questions of Global

Governance, raw materials, potential improvements in infrastructure, agricultural produc-

tion, economic diversification, statistics, and education for sustainable management.

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21

OutlineToday, most of the micro-finance institutions and governments

in Africa are aware of the importance of womens contribution

for economic progress and the overcoming of the economic cri-

sis. Nevertheless there are still many obstacles that women have

to overcome to become economically independent. In their role as

the driving forces of local economical development, women are

still confronted with many difficulties like hindered access to land

and micro-credits in the rural areas, exclusion of women from the

political sphere and devaforable socio-economic circumstances.

The working group identified three key issues to promote the eco-

nomic empowerment of women, especially in rural areas.

A. Economic Empowerment of Women – Introductory SessionB. Women Entrepreneurs: the Driving Force for Dynamic EconomiesC. Political Lobbying through Women Entrepreneurs Networks and Engendered Statistics

ChairLydia Jebauer-Nirschl – Senior Project Manager,

InWEnt gGmbH

Heike Bürskens – Senior Project Manager,

InWEnt gGmbH

Working Group 1: Economic Empowerment of Women

ResultsParticipants felt that:

Women needed better access to education and capacity building and that

strengthening the leadership qualities of women, –

improving the educational opportunities for girls and young –

women, raising the awareness of parents and

the alphabetization of women in rural areas are priorities –

for action.

More women needed to become economically independent and that therefore

a public discussion about the role of the women should be –

started and

the awareness of men in rural areas has to be risen. –

Women entrepreneurs needed a lobby and thatraising the awareness of authorities concerning the interests –

of women,

strengthening the representation of women on all levels and –

building up new networks, to identifying strategies for lobby- –

ing and using the media are priorities for action.

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Outline

Red Tape Reduction to Meet Economic ChallengesDuring the first module of the workshop participants discussed the

Red Tape approach which is supporting local stakeholders in the

reduction and avoidance of bureaucratic costs both for the public

and the private sector by facilitating a multi-stakeholder discus-

sion and a joint action process in a locality.

Improvement of Infrastructure Services in African Cities Through Optimal Use of Available Local ResourcesBasic urban infrastructure is a pre-requisite also for economic

development but resources for investments are scarce. Therefore,

in the second part of the workshop, three African cities presented

their experience on how the public sector can improve these serv-

ices with the locally available resources in order to enhance local

economic development.

Private Sector Approaches as Energizers for Public Sector ManagementThe first two sessions led to a third part of the workshop in which

the participants discussed the question how business principles

can energize public management.

A. Red Tape Reduction to meet Economic ChallengesB. Improvement of Infrastructure Services in African Cities Through Optimal Use of Available Local ResourcesC. Private Sector Approaches as Energizers for Public Sector Management

ChairJeanette Funke – Head of Division, InWEnt gGmbH

Zini Godden – Consultant, Local Governance Program (LOCATI),

InWEnt gGmbH

Working Group 2: Local Stakeholder’s Response to Regional Economic Development

ResultsIn the course of the sessions, the participants identified two main

challenges:

The duplication of duties that influence business develop-ment, silo thinking and action by departments and admin-istrations also contribute to this duplication. There is thus a lack of common understanding of the joint roles that all stakeholders (government, business and civil society) have to play in contributing to economic development and growth.Thus, participants saw a need to

ensure that all stakeholders understand their roles and respon- –

sibilities in regional and local economic development and that

these roles and responsibilities are synchronised so that they –

compliment each other rather than duplicate similar action.

In conclusion, ensure that these actions take into considera- –

tion the imperative to be sustainable.

There is unfair competition in contract awards awarded to incompetent companies due to vested interest in tenders by government officials.Therefore, participants called for

tenders for award of contract robust supply chains and a trans- –

parent procurement procedure by creating public awareness of

procedure.

The development of specific procurement policies that ensures –

equity and

the installation of adequate monitoring and evaluation proc- –

esses and sanctioning in case of non-compliance of the legal

procedure.

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Outline

Monitoring Macroeconomic Performance with Statistical IndicatorsDifferent economic indicators as GDP, unemployment or inflation

rate are requested by public and private institutions on district,

national and international level.

The session discussed the need for adequate, reliable and

timely macroeconomic indicators – and the challenges for the

different actors of the national and regional statistical system to

deliver the relevant indicators.

Private Sector’s Demand for Economic Statistics – A User – Producer DialogueFor years, official statistics in most countries produced economic

data mainly for users within the government, neglecting the inter-

est of several user groups – the general public, the media, research-

ers, policy makers – which are interested; in different uses e.g.

communication with the general public, analysis of the underly-

ing mechanisms and reasons for change. Using indicators (that

is: interpreting them) is an issue with many facets.

Measuring Economic Impact of Climate ChangeThe relevance of climate change for Sub-Saharan African coun-

tries is evident; however, measuring environmental data related to

climate change is still a relatively new topic for national actors on

the continent. The session discussed monitoring and forecasting

of climate change and its economic impacts and evidence-based

design of climate change oriented adaptation and mitigation poli-

cies and adequate pro-poor public policies.

A. Monitoring Macroeconomic Performance with Statistical IndicatorsB. Private Sector’s Demand for Economic Statistics – A User – Producer DialogueC. Measuring Economic Impact of Climate Change

ChairMarkus Wauschkuhn – Senior Project Manager, InWEnt gGmbH

Working Group 3: Economic Statistics

ResultsThe participants discussed five key issues and defined priority

actions to deal with those challenges

The current legal framework for statistics is inadequate and needs to be reviewed.There is a lack of capacity.Participants underlined that

training, staffing, retention and resourcing is needed. –

The user-producer fora are inadequate and the needs of the users are not met.Participants saw a need

to increase and develop producer fora, to conduct data needs –

assessments and to ask for feedback from the users. They

called for a strengthening of the collaboration between users

and producers by installing regular user-producer dialogues.

There is a lack of access to data and a poor data dissemi-nation. Therefore

a data dissemination strategy needs to be developed. –

The data demands concerning climate change are not met; there is inadequate data and inadequate research.Actions identified by the participants were

to encourage funding and research and to mobilize resources –

to address climate change issues.

To build capacity on climate change issues among staff. –

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Outline

Quality of Products and ServicesThe emphasis of session A was on quality of products and serv-

ices. Members of the Alumni Network held the following pres-

entations:

“Which contribution can Quality Management offer to reduce

the negative impact of the Global Crises on the SADC region:

future-oriented outlook based on past experiences and concrete

examples”.

“Good/better quality of products/services from the point of

view of an export promotion specialist”.

“Good/better quality of products/services from the point of

view of a logistics specialist”.

Export PromotionThe emphasis of session B was on better building up export pro-

motion capacities. Inputs were given on

“Growth of Southern African Economy through promoting the

export of value added products”, on

“Expectations and demands on export promotion from the

point of view of a quality expert” and on

“Expectations and demands on export promotion, from the

point of view of a logistic expert”.

Logistics ConceptsThe emphasis of session C was on “Logistic concepts for Southern

Africa”. Members of the SADC/InWEnt Logistic Alumni Network

presented on “Management of supply chains in the transport corri-

dors in the SADC Region”, “Expectations and demands on logistic

concepts in the SADC region from the point of view of an export

promotion expert”

as well as “Expectations and demands on logistic concepts in

the SADC region, from the point of view of a quality manage-

ment expert”.

A. Visions for Economic Progress in Southern Africa – Quality of Products and ServicesB. Visions for Economic Progress in Southern Africa – Export PromotionC. Visions for Economic Progress in Southern Africa – Logistics Concepts

ChairAnnemarie Grobler – Project Manager, InWEnt gGmbH

Working Group 4: Visions for Economic Progress in Southern Africa

ResultsThe participants of the workshop discussed which aspects of QM

need to be addressed to reduce the negative impact of the global

crises. They came to the following results:

There is a lack of knowledge and understanding of quality management and a lack of implementation.Participants recommended

to educate southern African population, small businesses and –

entrepreneurs on Quality Management to avert the challenges

of the crises and to reduce the negative impact of it

to create awareness and build capacities especially in the sup- –

ply chain.

Participants noted that the education and implementation of

the QM-System will ensure effective business management, prof-

itability and sustainability. Quality Management is a strategy to

ensure good business practices and financial sustainability.

There are no quality policies or standards.Participants recommended

enforcing the governments to establish standards. –

There is a lack of Market Information Systems (MIS) and of modern technology.Participants called for

starting a Market Intelligence Research, –

an encouragement of partnerships with developed nations and –

the formation of trade agreements.

There is not enough environmental awareness among entre-preneurs.Participants suggested

the promotion and implementation of Standard ISO 1400. –

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Outline

The participants were introduced to the following three aspects of E-Learning in Africa:

Navigating the e-Storm: E-Learning Solutions for the Business Sector in AfricaFirst the Financial Crisis, now E-Learning, LMS, Authoring Tools!!

Information overload in business is a daily occurrence and can lead

to confusion, reduced productivity and added stress.

Economic slowdown has had a negative impact on many busi-

nesses. African business leaders need to make informed decisions

about the benefits and challenges of E-Learning to train their work-

force and improve efficiency to yield faster return on investment.

Business Strategies for eLC’s to Fast-Track E-Learning Imple-mentation in AfricaIn these tough economic times, many corporations in Africa either

are facing a hiring freeze or are reducing their workforce. Com-

panies need to find a way to cross-train workers to maintain a

competitive edge and build more loyal, competent and motivated

employees.

Building on Multi-Stakeholder E-Learning Center Models as Rapid E-Learning Multipliers for Private Sector in AfricaThe economic crisis has accentuated the need for a workforce with

high technical skills for the success of a business. Most business

leaders believe that developing their workforce is a key tactical

tool in fighting recession, yet they seem to be slashing training

budgets.

A. Navigating the e-Storm: E-Learning Solutions for the Business Sector in AfricaB. Business Strategies for E-Learning Centers to Fast-Track E-Learning Implementation in AfricaC. Building on Multi-Stakeholder E-Learning Centre Models as Rapid E-Learning Multipliers for Private Sector in Africa

ChairJens Schneider – Chairperson, NOLNet eLC Andrew Gakiria – National Coordinator, Kenya E-Learning CentreMaggy Beukes-Amiss – Coordinator, NOLNet

Working Group 5: Capacity Building for E-Learning – The African Experience

ResultsIn the course of the sessions, the participants identified four key

issues and actions to be taken:

There is a need for more government sector communication, marketing and content-development.Participants felt that there is a need

to open E-Learning Centers and to develop materials, –

to use expertise globally and to develop a common policy. –

E-Learning needs a clear mission and vision.Participants recommended

to create alignment with the national strategy, –

to raise awareness of policy makers and other stakeholders and –

to found a steering committee with shared responsibilities and –

a blended approach of training.

Inadequate financing, lack of uniformity in policy.Participants saw a need

to install public-private partnerships, –

to formulate national and international policies –

to promote the use of open source. –

The human resource capacities are inadequate.Participants recommended

to document all processes for posterity and to collaborate, –

to implement cost effective national E-Learning programs and –

to create E-Learning Centers of Excellence.

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OutlineThis workshop assessed the impact of the global financial and

economic crisis on fragile situations in Sub-Saharan Africa. Even

before the onset of the current crises, many African states found

themselves in precarious circumstances with weak governance

institutions and high levels of internal violence. Their undiver-

sified economies were highly dependent on primary commodity

exports and aid, which made them particularly vulnerable to exter-

nal shocks.

While Africa was largely spared from the effects of the finan-

cial crisis for its low level of integration into the international finan-

cial system, it has been strongly hit by the ensuing global economic

downturn. Falling export prices and volumes, declining capital

flows, and reduced remittances have resulted in a drastic deterio-

ration in balance of payments and government revenue, in turn

leading to an increased inability to pay civil service employees and

security forces, rising unemployment and a decrease in the capac-

ity of the state to provide basic goods and services.

This workshop aimed to explore how the effects of the global

economic crisis articulate with conditions of fragility and assess

its outcomes. Is there evidence that the crisis affects social stability

and cohesion and exacerbates conflict and fragility in Africa?

A. The Global Economic Crisis – A Threat to Stability in Africa?B. Coping with the Global Economic Crisis in Fragile SituationsC. Addressing the Global Economic Crisis under Conditions of Fragility – Case Studies

ChairElke Striewe – Senior Project Manager, InWEnt gGmbH

Working Group 6: The Impact of the Global Economic Crisis on Fragile Situations in Sub-Saharan Africa

ResultsIn the course of the three sessions, the participants identified six

key issues and actions to be taken:

Parts of the society are excluded from the economic life.Participants called for

equal trading opportunities and the –

economic empowerment of women. –

Political systems are destabilized by corruption and injustice. Participants noted the need

to promote Good Governance, –

to strengthen regulation institutions, –

to fight against corruption and to promote direct financing and –

to support open governance initiatives. –

There is a bad allocation of resources.Participants recommended

the implementation of a judicious management of resources. –

High youth unemployment rates cause conflicts.Participants called for

the creation of jobs for the youth and –

the installation of a social net. –

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27

There is a high rate of crimes with small arms and a lot of violence in societies.Participants recommended

to implement a security sector reform (SSR), –

to start peace building activities, –

and to ensure food security. –

Rural-urban migration causes conflicts.Participants saw a need

to develop the infrastructure in rural areas and –

to modernize the agriculture. –

The participants felt capacity building is needed for all of the

above topics.

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OutlineThe working group discussed the following two aspects of finan-

cial management in education:

Decentralization in Education and Financial Management Decentralization is seen as a way to improve efficiency and effec-

tiveness of education delivery by increasing accountability of the

service providers. It is believed that decentralized units such as

local governments or communities are more responsive to the

beneficiaries’ needs and demands than centralized organizations.

Therefore many southern African countries are decentralizing

responsibilities and funds. Nevertheless the claim that decentral-

ized units are closer and more responsive to the needs of the clients

does not always hold true. How does decentralization in education

work in your country and what are promising practices?

Funding for Quality and Equity in Education with Limited ResourcesAmbitious goals and limited resources – this dilemma describes

the reality of the education sector in many African countries. The

global financial crisis will probably have further negative impacts

on the funds available for education. Or is the inadequate and

inefficient utilization of funds the bigger problem? Do we know

A. Decentralization in Education and Financial ManagementB. Funding for Quality and Equity in Education with Limited ResourcesC. Visions for a Network of Education-Finance Alumni in Southern Africa

ChairClaudia Lange – Senior Project Manager, InWEnt gGmbH

Working Group 7: Capacity Building for Financial Management in Education

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29

the factors that influence education quality in our country? How

can we as officials from Ministries of Education and Finance and

NGOs inform and influence policies and practices in a way that

education funds are used to produce better results, particularly as

far as poor pupils are concerned?

In addition, participants discussed and decided on

Visions for a Network of Education-Finance Alumni in South-ern Africa, as between 2004 and 2009 two generations of par-

ticipants have passed through training programs in Education

Finance Management that were offered by InWEnt and its part-

ners. Is everything over after the training?

As Alumni what are your ideas for a continuing network

between your colleagues from other southern African countries?

What should be the goals of an alumni network, how can we reach

them and what can you contribute?

ResultsFor the aspect of decentralization in education and financial man-

agement the participants have identified the following issues and

suggestions for action:

There is a lack of physical facilities and infrastructure on dis- trict level.Participants identified that

infrastructure needed to be developed and that the govern- –

ment has to provide adequate funds for districts.

There is inadequate capacity at district level Participants called for

the introduction of incentives and capacity building at district –

level.

There is a lack of accountability.Participants suggested

to elaborate rules and adherence to them and to implement –

punitive measures.

The main message was that:Decentralisation is key to efficiency in education delivery through

capacity building.

Participants recommended that poverty in households should

be addressed by a conditional social cash transfer programme.

In view of low and unequal funding the sources of funding

should be diversified, cost-sharing and formula-funding should

be introduced.

The inefficient usage of funds should be controlled through

introducing performance measurement.

The participants decided to found an Education Finance Alumni network which has the following purpose:

Share knowledge, ideas and experiences. –

Continuous capacity building among participating members. –

Ensuring application of learning to organisations. –

Keep contact with other Alumni. –

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30

OutlineThe actual global economic crisis goes along with a crisis of our

environment and climate as well as a great challenge for our future

energy production.

The rural regions in Africa are quite affected by these crises.

They struggle with poverty and famine and fight at the same time

for the intensification of the rural economy. To guarantee the proc-

ess of decentralisation they have to augment the regional econ-

omy. Economic and social emergencies – infrastructures – natural

resources condition themselves and are controversial in the rural

areas. The economic and social disparity between the rural and the

urban areas is diminishing; it forms the bases of various political,

social and ecological conflicts in African countries.

Alumni and experts from the field of natural resources, infra-

structure/logistics and rural development developed forward ori-

ented visions and ideas for a sustainable framework for private

sector driven economic rural progress and ideas how to face the

future regional African challenges.

A. Regional Development in Rural AreasB. Infrastructure for Rural Development and AccessibilityC. Sustainable Forest Management

ChairLutz Sacknieß – Senior Project Manager, InWEnt gGmbH

Working Group 8: Rural Development and Use of Natural Resources

ResultsIn the course of the sessions, the participants identified the fol-

lowing key issues and actions to be taken:

There is a need to create synergy for regional development, as ressources are missing.Participants suggested

to promote good governance and to develop a participative and –

common strategy of intervention and to identify the potentials

of communities.

Rural development and accessibility should be promoted by the development of the infrastructure.The participants recommended

to promote inter country transport and develop feeder roads to –

connect trunk roads,

to protect the environment, –

to connect power grids across countries, –

to equip local contractors and to build their capacities by pro- –

viding training,

to develop water bodies as a form of transport, –

to collect geo information, to identify the road networks to be –

developed and to guarantee road-safety.

There has to be an economic benefit of road networks.Participants saw a need

to classify road networks based on their economic importance. –

Can we combine both, labour based and capital intensive road construction effectively?Participants felt that

the government has to balance between labour intensive and –

private sector led road construction.

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Outline

The Workshop Discussed a Renewable Energy Based Approach for the Production for Goods and ServicesExamples from SADC-countries demonstrated how small produc-

ers can create income and add a surplus to their pure subsistence

production understanding the rules of markets and using availa-

ble and economically sound renewable energy systems for the pro-

duction of goods and services. The first session described which

renewable energy systems/sources are most convenient for the pro-

duction of marketable goods and services. It discussed how this

approach may support an integrated rural development strategy.

Demonstration and Exercises using the Tools and Handbook Developed in the INSABA-ProjectIn the second session the INSABA-project design was explained

including the specific requirements on pilot regions, entrepre-

neurs, advisors/consultants, ecological sound production and

financing schemes. The approach and the results were assessed

and suggestions for further improvement were gained.

Perspectives for a Productive Use of Renewable Energies in Small and Medium Sized IndustriesIn the third session former participants of InWEnt’s Interna-

tional Leadership training on wind energy utilization discussed

with partners of the INSABA-project on a wider productive use of

renewable energies especially in small and medium enterprises.

Contracts between wind farm operators and industry were dis-

cussed as well as questions of a reliable energy supply (hybrid sys-

tems, grid management, and smart grids). Challenges, opportuni-

ties and economics were reviewed considering as well advantages

like greater energy security and autonomy for such industries.

A. Marked and Renewable Energy Based Approach for the Production for Goods and ServicesB. Demonstration and Exercises using the Tools and Handbook Developed in the INSABA-ProjectC. Perspectives for a Productive Use of Renewable Energies in Small and Medium Sized Industries

ChairKlaus Knecht – Senior Project Manager, InWEnt gGmbH

Working Group 9: Productive Use of Renewable Energies as Contribution to Integrated Climate Friendly Rural Development – A Market-Oriented Approach

ResultsThe participants discussed two key issues and defined actions to

deal with those challenges:

To promote innovation in the renewable sector,participants felt that it is needed

to develop technical skills and maintain skills, to demonstrate –

proven systems and innovation and to conduct detailed feasi-

bility studies and provide resources for feasibility studies.

To develop solutions to enhancing productive uses of renew-able energy systems by SME’s and other end-users,participants felt that

end-users should insist on more project information. –

Producer should attach importance quality control and after- –

sales services.

Financiers should provide low-interest credits. –

Research and development institutions should work hard on –

adaption and innovation of renewable energy systems for

local/markets/productive use and training of stakeholders.

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2.2 Results from the E-Discussion

n An online discussion was run for 3 weeks from 5 October at www.ibf.businessfightspoverty.org. Over 2,300 people have visited the

event site to date, more that 200 people joined the eConference community, and some 85 comments were posted during the discus-

sion. Below is a selection of the comments.

How does business view the economic crisis? What are the chal-

lenges and opportunities for Africa in light of the economic down-

turn?

“...the economic crisis is creating a disincentive environment

for businesses to thrive in Africa. Aid, grants and remittances to

the continent are all falling, meaning that consumption expendi-

ture is also on the decline; as such demand is low and prices are

declining. So domestic producers are negatively affected by the

economic crisis.”

“The main challenge for business in Africa facing the crisis

is the need to address the issues of poverty and unemployment

and find strategies for their constructive implementation in their

business agenda.”

“The main opportunity lies in innovation and adaptation,

which means the development of strategies include the increase

of productivity and efficiency by means of research and education

as well as the adaption on market demand, especially embracing

the needs of the poor.”

“...the crisis presents opportunities for businesses to focus on

creating innovative ways of providing products and services that

are affordable and can enrich the poor. This will not only alleviate

poverty, but it will create profits and save many businesses that

are currently struggling to survive. The potential for partnering

with businesses to address such issues has not been fully tapped,

and this may represent the only opportunity for some companies

to survive the crisis.”

“The economic crisis is mainly seen as the result of poor reg-

ulation of the financial markets reinforcing the need to invest in

real-sector activities to promote growth in Africa. The most signifi-

cant challenge under the given circumstances remains the lack of

credit availability which directly affects business needs, especially

those of struggling businesses, to reconfigure their production-

and market approach.”

Has the economic crisis dampened business enthusiasm about

Africa’s prospects, or have its impacts been exaggerated?

“Africans are of the view that since there are not enough funds

in banks to support businesses, they will be better-off to sit back

at home. 'No funds in the bank = no business' has been the idea

of most businesses in Africa. This is why many businesses are

unable to see new opportunities that would have given their busi-

nesses a boost.”

“..most important for business, especially in Africa, is to focus

on the local way of doing business than to be bulldozed by the

economic stories we hear being faced by first world economic

giants.”

How can business best contribute to a re-emergent Africa that is

even stronger and even better placed to tackle poverty and other

development challenges?

“African businesses can form synergies, especially in the

area of energy, that their will be constant supply of energy to feed

businesses, so as to create the enabling environment for develop-

ment.”

“I think that one of the ways that African businesses can

become key players in the emerging economy is to improve and

build capacity. This would have several knock on effects not only for

the business but for its staff, clients and the environment. Knowl-

edge empowers and when that knowledge is embedded within an

organisation it fosters innovation and growth.”

“Apart from this important role in creating infrastructure,

business should make efforts to engage governments on policy

with the aim to improve the investment climate as it is already

successfully promoted by agencies like the Investment Climate

Facility (ICF) in Tanzania.”

“Africans should first have the mind-set to survive in this cri-

sis and carry out a check list on the businesses that have been

affected heavily. Those businesses that have low record of busi-

ness failure are where the opportunities lie, although invention

and innovation can change the demand for goods and services in

already existing businesses.”

Business Responses to the Economic Crisis

Page 33: Endreport IBF 2009

33

Government and Donor Responses to the Economic Crisis

How can governments and donors foster local growth, investment,

and innovation during the crisis? For example, how can they sup-

port small enterprises, particularly those constrained by lack of

finance?

“...what Governments and the Donor Community need to do

is to establish a large number of business incubators in Africa so

that they more carefully herd entrepreneurial brains to experiment

their ideas within a legally acceptable environment with the hope

of breaking into innovation, investment, creation of employment

opportunities.”

“To sustain the present growth in Africa countries should first

look in to their monetary and fiscal policies. Their growth strate-

gies should be pro-poor so that the growth in the country does not

bring higher income inequality.”

“The role of ICT: “It is observed an average man in Nigeria may

not have food to eat but will get his mobile phone recharged both

for pleasure and business contact. Therefore, it is regarded more

as food to people than a communication tool.”

How can donors and African governments create the appropri-

ate incentive framework to facilitate innovation in inclusive busi-

ness among international businesses? Where do constraints need

to be removed and what direct incentives should be provided to

business?

“...donors should focus on helping innovative businesses with

great potential: possibly by creating selection criteria for businesses

acting in sectors vital to African economies, infrastructures, rural

populations.”

“...The growth of SMEs [...} depends very much on the institu-

tional support to which entrepreneurs can gain access. The institu-

tional framework defines a number of costs and incentives in entre-

preneurial activity, particularly production costs. Heavy bureau-

cratic requirements for registration, high collateral requirements

for credit and difficult access to technology are some apparent

obstacles which influence the decision to establish a business.”

“Government should ensure that good transport system (the

one that is efficient and cheap) is provided to enable small entre-

preneurs transport their goods from one location to another for

efficient distribution of goods and services.”

What are the key opportunities that donors and African govern-

ments should pay attention to of the coming months?

“In Ethiopia SMEs are one of the priority sectors being sup-

ported by the government and other development partners. They

incorporate huge mass of business people and manufacturers who

deal with traditional and modern products. Especially traditional

weavers and craftsmen are the main beneficiaries and the major-

ity. The government and NGOs have been helping this sector in

terms of training, clustering, linking with input providers and in

marketing, giving land with minimum lease cost, availing finan-

cial credit facilities up to the premises of small enterprises and

poor population.”

“There should be tax holidays to all small enterprises for a con-

siderable number of years of operation to allow growth and busi-

ness expansion. Also ....provision of power supply, water, and other

social amenities that aid business operation”

“Donors and African governments should pay attention to agri-

cultural production.”

“Diplomatic offices of African counties in developed countries

and developing countries should give more emphasis on economic

tasks like providing the necessary information to investors abroad.

What the investment outcome will be if they invest in Africa.”

“Synergies and linkages between government and private sec-

tor should be uphold so that the private sector will be the driving

force in the poverty reduction campaign of a given country.”

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34

How can developing countries shift to lower-carbon trajectories

without compromising development?

“...the answer lies in renewable energies and bio-fuels if devel-

oping countries are to achieve a shift to lower-carbon trajectories

without compromising development.”

“Many African businesses still treat climate change issues as

negative externalities, which for many African countries there is

no mitigation strategy for such externalities. ...businesses must

internalize these externalities, and treat them as part of their cost

of production.”

In what ways will climate change bring opportunities to the busi-

ness sector in Africa?

“Africa not only needs to collaborate in the reduction of green-

house gasses, but most importantly, it has to adapt to the changes

in climate. Private sector can play a key role in the success or fail-

ure of climate change adaptation. Businesses should see this as an

opportunity for investing in new technology and innovative solu-

tions that can adapt to climate change, while providing accessible,

affordable and profitable products and services for Africa.”

“...the private sector or business entrepreneurs should produce

and deliver environmentally friendly products, product that are

produced with little or minimum impact on climate.”

How should governments respond to climate change?

“Government should institute business practices that are both

environmentally and economically sustainable, minimizing their

exposure to carbon emission.”

“...legislation and policy formulation is certainly the first

step”

“address climate change is by creating the political will to influ-

ence governments. This will then influence private business, both

directly through consumer power, and indirectly, through legisla-

tion and operational frameworks.”

“Governments should spend their budget in research and

development to find proper solutions for this problem.”

“...environmental performance indicators should also be intro-

duced which assesses environmental impacts on living and non-

living natural systems, including ecosystems, land, air and water.

This indicator introduced in line with international best practice,

will provide a representative picture of environmental conditions

and pressures on the environments.“

Business Responses to Climate Change

Page 35: Endreport IBF 2009

35

2.3 Key Recommendations of the Conference

nThrough a series of workshops and ple-

nary sessions delegates identified and pri-

oritised their top recommendations, iden-

tifying also those that they felt were most

actionable. In each session of the 9 working

groups, participants chose their top priori-

ties. These were presented to the plenary

and discussed among all participants.

Plenary Viewpoint“Lord Stern pointed out recently, that the

amount the governments decided to

spend on Green Technologies within

their economic stimulate package is too

little and has to be upgraded. He is right.

It is not sufficient enough to foster

market sectors like renewable energies

only. To fight the climate change we have

to rebuild our whole economies dramati-

cally towards less carbon emission. We

have to rebuild our cities. We have to

create products, services and logistic

system solutions which support us on our

way towards more sustainable develop-

ment. Markets can be of great help at this,

but they need guidance and rules.”

Volker Hauff

Chairman, Council on

Sustainable Development of the

German Government, Germany

10 Recommendations of the 13th International Business Forum at the 2nd African Alumni Conference

The Participants....

1. Underlined the need for a better integration of Africa into the global economy and

for recognition of the impact of climate change.

2. Argued for greater collaboration and knowledge exchange between governments,

businesses and donors to develop common strategies and solutions to handle the

crises.

3. Underlined that these crises can, and must be dealt with together, using the period

of lower demand to invest to secure a new wave of growth based on the technologies

for a low-carbon economy and to capture the low-carbon growth business opportunities.

4. Pointed out the need to educate southern African population, small businesses

and entrepreneurs on Quality Management to avert the challenges of the crisis and

to reduce the negative impact of the Global Crisis.

5. Noted the importance of SMEs to innovate regarding clean energy and the need

for them to be provided with technology transfers, skills development and govern-

ment subsidies.

6. Noted that research and development institutions should work hard on

(a) Adaption and innovation of renewable energy systems for local markets.

(b) Training of stakeholders in energy markets e.g. end users, policy makers,

system installers etc.

7. Pointed out that to sustain the present growth in African countries should first look

on their monetary and fiscal policies. Their growth strategies should be pro-poor

so that the growth in the country does not bring higher income inequality.

8. Underlined that donors should focus on helping innovative businesses with great

potential: possibly by creating selection criteria for businesses acting in sectors

vital for African economies, infrastructures and rural populations.

9. Highlighted that to fight the climate change our whole economies have to be rebuilded

dramatically towards less carbon emission. Products, services and logistic system solu-

tions have to be created which support us on our way towards more sustainable

development.

10. Pointed out that business, both African and international can play an important

role in coping with the crises and in promoting sustainable development. Busi-

nesses can do good by doing good business.

Page 36: Endreport IBF 2009

36

3. Reflections on Global Crises – African Challenges3.1. Perspectives of InWEnt’s Regional Alumni-Work

n Alumni-Work is one of the key elements of InWEnt’s capacity

building programs. Through advanced training and seminars,

targeted to the specific needs of Alumni, InWEnt provides the

opportunity to sustain and enlarge professional expertise obtained

during InWEnt’s practice-oriented programs and to develop lead-

ership and management skills. At once the Alumni Work rein-

forces the long-term relationship of Alumni to InWEnt and Ger-

many. Alumni, thus, become part of a network of “ambassadors for

InWEnt and for Germany”. In addition, Alumni also are important

partners and multipliers when it comes to creating intercultural

bridges between donor and partner countries and establishing

effective and extended development partnerships, as, for instance,

the implementation of the “Accra Agenda for Action”.

Therefore, InWEnt stays in touch with its Alumni: to build up

international learning communities and to create numerous pro-

fessional and regional Alumni networks. We offer formats to the

Alumni that combine further education and training, dialogue

and networking. A broad networking opportunity for all people

who studied in Germany or completed a training program at least

three-months long, regardless of whether their stay in Germany

was sponsored by an organization or independently financed is the

Alumni Portal Deutschland (German Alumni Portal, APD). It is a

cooperative project between the German Academic Exchange Serv-

ice (DAAD), the Goethe Institute and the Association of Experts

in the Fields of Migration and Development Cooperation (AGEF)

organized by InWEnt.

In the years to come, InWEnt will emphasize on the installa-

tion and consolidation of regional Alumni Networks in Sub Sahara

Africa. For this purpose, the 2nd African Regional Alumni Confer-

ence in Accra has given important impulses. The conference pro-

moted the exchange between Alumni from different sectors and

institutions and the dialogue between representatives of the public

sector, private enterprise and civil society.

Together with the participants of the Alumni conference in

Accra InWEnt now wants to advance the constitution of a regional

InWEnt-Alumni Network for Sub-Sahara Africa. The regional

offices in South Africa and Tanzania will coordinate this process

as well as organize events such as workshops or seminars on the

issues of the Accra Conference. The idea is to give continuity to the

dialogue initiated in Accra and to build a permanent platform for

the exchange between Alumni in Sub-Saharan Africa.

All participants of the conference are cordially invited to con-

tribute actively to this process. In this context the cooperation

with Alumni Associations in our partner countries is of particu-

lar importance to InWEnt. We hereby wish to express our sincere

gratitude to the Alumni Association Ghana for its vivid engage-

ment and active assistance in shaping the Alumni Conference in

Accra.

The 3rd Regional Alumni Conference is scheduled for 2011 in

South Africa and InWEnt is looking forward to it. The aim of the

conference will be to continue the process which begun in 2007

in Tanzania and continued 2009 in Ghana to further strengthen

the cooperation with the Alumni in Sub-Sahara Africa.

Page 37: Endreport IBF 2009

37

3.2. Outline for the Future of the International Business Forum

nOver the past 14 years, the International Business Forum has

addressed the key challenges of the day from a business perspec-

tive. Organised by InWEnt – Capacity Building International

and the World Bank along with their partners, the Dialogue Fora

brought together hundreds of experts from business, government

and civil society to discuss about the contribution of business to

sustainable development and the accomplishment of the MDGs.

The 10th, 11th and 12th International Business Fora in 2005,

2006 and 2007 respectively – focused on the important contribu-

tion of business to achieving the MDGs, the internationally agreed

set of goals for reducing world poverty by 2015. The common mes-

sage that runs through all events was the need for a clearer under-

standing of the role of business: what the MDGs mean for business

and what business means for the MDGs. Through a rich discus-

sion the IBF series on business and the MDGs has produced a set

of practical recommendations. The core message is that respon-

sible business is an indispensable partner for international devel-

opment and the sooner that governments, civil society and busi-

nesses recognise this, the better.

Since the International Business Forum “Business Engage-

ment for Governance” that took place in Washington D.C. in 2007,

the world has changed dramatically. The implications of the eco-

nomic crisis and the climate change crisis are still unfolding but

certain to be profound. The 13th International Business Forum

“Global Crises – African Challenges” in Accra in 2009 focused

on the question of what the crises mean for Africa and its econo-

mies. The conference explored the central role that business can

and must play in helping Africa through the crises: from laying the

foundations of long-term growth to driving the innovation needed

to ensure future growth is more green-house-gas efficient. A cen-

tral message from participants of the 13th IBF was that to fight the

climate change and to promote a sustainable development we have

to rebuild our economies towards less carbon emissions. We have

to create products, services and logistic systems which allow a sus-

tainable business development. To promote this process, InWEnt

offers formats that are adapted to different target groups and that

combine training, dialogue and networking. The International

Business Fora series is part of this broader approach of InWEnt to

create long lasting partnerships through initiatives and networks

to sustainable development. By strengthening business engage-

ment for sustainable development, InWEnt is dealing with cli-

mate change and the consequences of the economic crisis simul-

taneously. Private sector engagement is a crucial precondition to

generate sustainable growth and to combat poverty. At the same

time, sustainability and economic success are no contradiction,

even more sustainable business models, like investing in renewa-

bles, are key to enhanced competitiveness.

The future IBF series will continue the discussion about busi-

ness-led approaches to combat climate change and to overcome

poverty on a global and a local scale.

Page 38: Endreport IBF 2009

38

4. Organisation and AcknowledgementAbout the Organisers

InWEnt – Capacity Building International, Germany (www.inwent.org)n InWEnt stands for the development of human resources and

organisations within the framework of international cooperation.

InWEnt’s services cater to skilled and managerial staff as well as

to decision makers from business, politics, administration and

civil societies worldwide. InWEnt cooperates equally with partners

from developing, transition and industrialized countries. InWEnt’s

shareholders comprise the Federal Republic of Germany, repre-

sented by the Federal Ministry for Economic Cooperation and

Development (BMZ), the Carl Duisberg Gesellschaft that repre-

sents the business community, and the German Foundation for

International Development that represents the German federal

states (Länder).

The World Bank Institute (WBI) (www.worldbank.org/wbi)WBI is the Learning, Knowledge and Capacity Building arm of the

World Bank Group. It trains leaders, decision makers, and others to

develop and implement policies on poverty reduction, trade, corpo-

rate governance and corporate responsibility, environment, AIDS,

corruption, education, health, and more. WBI networks connect

decision makers around the globe, allowing them to share infor-

mation and compare experiences. WBI programmes are offered in

more than 150 countries. Clients include government officials and

policymakers, staff from nongovernmental organisations, business

representatives, journalists, academics, teachers and children, and

World Bank staff.

Corporations and Organisations FeaturedThe organisers of the 13th International Business Forum at the

2nd Interdisciplinary African Alumni Conference wish to express

their gratitude to representatives of the following corporations,

local and international organisations and scientific institutions

that were contributing to the success of the Forum by presenting

their cases:

Alumni Association Ghana –

African Development Bank (AfDB) –

B-Bovid Ltd. –

Council of Sustainable Development of the German –

Government

ECOWAS –

German-African Business Association –

Ghanaian-German Economic Association (GGEA) –

ISOMET sarl –

Kofi Annan International Peacekeeping Training Centre –

(KAIPTC)

NEPAD Business Foundation –

PricewaterhouseCoopers –

United Nations Development Programme (UNDP) –

TICAD/UNDP Regional Bureau for Africa

University of Bonn/Rhein Sieg –

USAID/East Africa –

World Bank Institute –

Page 39: Endreport IBF 2009

39

November 4, 2009

Registration

Reception

Welcoming Remarks

Bernd Schleich, – Managing Director, InWEnt

Emmanuel Salu, – Chair of the Alumni Association

Presentation of Background Paper

Michael Mowlam – , Director Inspiris Ltd.

Showcase: Video-Presentation of the Highlights of the International Video-Conferences

on ‘Growth and Crisis’

Diletta Doretti, – World Bank Institute

Drinks, Meet and Greet

17:30 – 19:00

19:00 – 20:15

Agenda

Page 40: Endreport IBF 2009

40

November 5, 2009

The 13th International Business Forum at InWEnt’s Alumni-Conference will be chaired

by Annette Rathjen, Head of Department of InWEnt, and Rodney Dreyer, InWEnt Alumnus.

The plenary discussion will be moderated by Michael Mowlam, Director, Inspiris Ltd.

During the conference, a fair takes place at the entrance of the Conference hall of the La

Palm Royal Beach Hotel. InWEnt Alumni Associations, the APD, the EU-helpdesk and

others present their work at this occasion.

Registration/Security Check – Light Breakfast

GLOBAL CRISES – AFRICAN CHALLENGES: BUSINESS IN AFRICA AGAINST THE BACKDROP OF THE CRISES

Opening Plenary

Welcoming Remarks:

Hans-Christian Winkler – , Deputy Head of Mission of the Federal Republic of Germany

in Ghana

Bernd Schleich, – Managing Director, InWEnt

Stephen Antwi, – President of the Ghanaian-German Economic Association (GGEA)

Introductory Remarks:

This session will frame the issues and set the tone of the conference

Hassan Y. Aly, – Chief Research Economist, The African Development Bank

Volker Hauff, – Chairman, Council on Sustainable Development of the

German Government, Germany

GLOBAL CRISES – AFRICAN CHALLENGES: MAPPING OUT NEW STRATEGIES FOR AFRICA

Plenary Session This session will deal with the risks and opportunities arising from the current economic

and climate crises in Africa. It will be staffed with high-ranking African and German

business persons who are concerned with both the economic slowdown and the effects

of climate change. They will present their experiences and spot new ways for Africa to

emerge even stronger from these crises. Commentators from academia and international

organizations will analyse these propositions and critically introduce alternatives.

08:00 – 08:30

08:30 – 10:15

10:30 – 12:00

Page 41: Endreport IBF 2009

41

Keynote panelists:

Stanley Subramoney, – Deputy CEO Price WaterHouse Coopers and Member of the

supervisory board of the NEPAD Business Foundation

Jens-Peter Breitengroß, – Chairman of the German-African Business Association

Garth Greubel, – CEO (rtd) Bond Exchange of South Africa

Issa Ouedraogo, – Managing Director, B-Bovid Ltd (Organic & Biodiversity), Vice-Board

Chair of Open Society Initiative for West Africa(OSIWA) & Board member of West Africa

Democratic Radio (WADR)

Commentators:

Volker Hauff, – Chairman, Council on Sustainable Development of the

German Government, Germany

Nicholas Gouede, – Programme Specialist, United Nations Development Programme

(UNDP) TICAD/UNDP Regional Bureau for Africa

Lunch

Working Groups 1 - 9, Session A

Participants are invited to divide into nine parallel working groups (see Annex). The

working groups will be concerned with different aspects of the key topic “Global Crises –

African Challenges”. They will give prominence to Africa as an increasingly important

global player in questions of Global Governance, raw materials, potential improvements

in infrastructure, agricultural production, economic diversification, statistics, and edu-

cation for sustainable management.

Feedback Plenary Session One

Rapporteurs from each working group present the main recommendations that emerged

from the working group discussions.

Wiltrud Terlau “Teaching for Development” – a program of the University of Bonn/

Rhein Sieg

Evening program: Excursion to the Kofi Annan International Peacekeeping Training Cen-tre (KAIPTC) with reception

12:00 – 14:00

14:00 – 15:45

16:00 – 16:45

16:45 – 17:00

17:00

Page 42: Endreport IBF 2009

42

November 6, 2009

Light Breakfast

Working Groups 1 - 9, Session B

Participants are invited to divide into nine parallel working groups (see Annex).

Coffee will be served during the sessions.

Working Groups 1 - 9, Session C

Lunch

Feedback Plenary Session Two

Rapporteurs from each working group will present the main recommendations that

emerged from the working group discussion.

Net-Making Session

Coordinators: Annette Rathjen and Rodney Dreyer

Participants are invited to meet and interact with each other in view of enlarging the part-

nership network and to take the first practical steps towards cooperation. Appointments

can be arranged in advance through the conference organizers.

Experts Meeting on Responsible Business Responses to Climate Change

This Working Group will discuss what business can do to respond to the risks and oppor-

tunities of climate change. The focus will be on responsible business responses contrib-

uting to adaptation to and mitigation of climate change. Participation to the Expert Meet-

ing will be by invitation only.

08:00 – 08:45

09:00 – 10:30

11:00 – 12:30

13:00 – 14:30

15:00 – 16:00

16:00 – 18:00

16:00 – 18:00

Page 43: Endreport IBF 2009

43

Consultation on World Bank Group Environment strategy

The World Bank Group is embarking on the preparation of a new environment strategy,

expected to be completed by 2010. Consultation with business will be undertaken to

ensure quality of the new Environment Strategy. The session will be delivered by World

Bank Experts from the environment group.

Closing Plenary: Summary of the main outcomes of the conference and outlook for next year

Outlook:

Luiz Ramalho, – Director, InWEnt

Wrap up with the Alumni & Presentation of InWEnt’s Alumni Work:

Aneesha Vahle, – Alumni Coordinator, InWEnt Office Pretoria

Presentation of Certificates and Closing Remarks:

Bernd Schleich, – Managing Director InWEnt and selected participants

Farewell Reception

16:00 – 18:00

18:00 – 19:10

19:10

Page 44: Endreport IBF 2009

44

Annex 1: Alumni-Conference – Working Groups/International Business Forum 2009

“Global Crises – African Challenges”

Working Group 1* Working Group 2 Working Group 3 Working Group 4

Topic Economic Empower-ment of Women

Local Stakeholder’s Response to Regional Economic Develop-ment

Economic Statistics Visions for Economic Progress in Southern Africa

A Economic Empow-

erment of Women –

Introductory Session

Red Tape Reduction

to meet Economic

Challenges

Monitoring Macr-

oeconomic Perform-

ance with Statis-

tical Indicators

Visions for Eco-

nomic Progress in

Southern Africa I

Quality of Prod-

ucts and Services

B Women Entrepreneurs:

the Driving Force for

Dynamic Economies

Improvement of Infra-

structure Services in

African Cities through

Optimal Use of Avail-

able Local Resources

Private Sector's

Demand for Economic

Statistics – A User-

Producer Dialogue

Visions for Eco-

nomic Progress in

Southern Africa II

Export Promotion

C Political Lobbying

through Women Entre-

preneurs Networks

&

Engendered Statistics

Private Sector

Approaches as Ener-

gizers for Public Sec-

tor Management

Measuring Eco-

nomic Impact of

Climate Change

Visions for Eco-

nomic Progress in

Southern Africa III

Logistics Concepts

Working Group 5 Working Group 6 Working Group 7 Working Group 8 Working Group 9

Capacity Building for E-Learning - The African Experience

The Impact of the Global Economic Crisis on Fragile Situations in Sub- Saharan Africa

Capacity Building for Financial Manage-ment in Education

Rural Development and Use of Natural Resources

Productive Use of Renewable Energies as Contribution to Integrated Climate Friendly Rural Development – A Market-Oriented Approach

Navigating the

e-Storm: E-Learning

Solutions for The Busi-

ness Sector in Africa

The Global Economic

Crisis – A Threat to

Stability in Africa

Decentralisation in

Education and Finan-

cial Management

Regional Development

in Rural Areas/Dével-

oppement Régional

en Zones Rurales

Marked and Renew-

able Energy Based

Approach for the

Production of Goods

and Services

Business Strategies

for eLC’s to Fast-Track

E-Learning Imple-

mentation in Africa

Coping with the Glo-

bal Economic Crisis

in Fragile Situations

Funding for Quality

and Equity in Edu-

cation with Lim-

ited Resources

Infrastructure for

Rural Development

and Accessibility

Demonstration and

Exercises using the

Tools and Hand-

book Developed in

the INSABA-Project

Building on Multi-

Stakeholder E-Learn-

ing Centre Models

as Rapid E-Learning

Multipliers for Pri-

vate Sector in Africa

Addressing the Global

Economic Crisis under

Conditions of Fragil-

ity – Case Studies

Visions for a Net-

work of Education-

Finance Alumni in

Southern Africa

Sustainable Forest

Management

Perspectives for a

Productive Use of Re-

newable Energies in

Small and Medium

Sized Industries

*Working group sessions will be held in French and English.

Page 45: Endreport IBF 2009

45

“Global Crises – African Challenges”

Working Group 1* Working Group 2 Working Group 3 Working Group 4

Topic Economic Empower-ment of Women

Local Stakeholder’s Response to Regional Economic Develop-ment

Economic Statistics Visions for Economic Progress in Southern Africa

A Economic Empow-

erment of Women –

Introductory Session

Red Tape Reduction

to meet Economic

Challenges

Monitoring Macr-

oeconomic Perform-

ance with Statis-

tical Indicators

Visions for Eco-

nomic Progress in

Southern Africa I

Quality of Prod-

ucts and Services

B Women Entrepreneurs:

the Driving Force for

Dynamic Economies

Improvement of Infra-

structure Services in

African Cities through

Optimal Use of Avail-

able Local Resources

Private Sector's

Demand for Economic

Statistics – A User-

Producer Dialogue

Visions for Eco-

nomic Progress in

Southern Africa II

Export Promotion

C Political Lobbying

through Women Entre-

preneurs Networks

&

Engendered Statistics

Private Sector

Approaches as Ener-

gizers for Public Sec-

tor Management

Measuring Eco-

nomic Impact of

Climate Change

Visions for Eco-

nomic Progress in

Southern Africa III

Logistics Concepts

Working Group 5 Working Group 6 Working Group 7 Working Group 8 Working Group 9

Capacity Building for E-Learning - The African Experience

The Impact of the Global Economic Crisis on Fragile Situations in Sub- Saharan Africa

Capacity Building for Financial Manage-ment in Education

Rural Development and Use of Natural Resources

Productive Use of Renewable Energies as Contribution to Integrated Climate Friendly Rural Development – A Market-Oriented Approach

Navigating the

e-Storm: E-Learning

Solutions for The Busi-

ness Sector in Africa

The Global Economic

Crisis – A Threat to

Stability in Africa

Decentralisation in

Education and Finan-

cial Management

Regional Development

in Rural Areas/Dével-

oppement Régional

en Zones Rurales

Marked and Renew-

able Energy Based

Approach for the

Production of Goods

and Services

Business Strategies

for eLC’s to Fast-Track

E-Learning Imple-

mentation in Africa

Coping with the Glo-

bal Economic Crisis

in Fragile Situations

Funding for Quality

and Equity in Edu-

cation with Lim-

ited Resources

Infrastructure for

Rural Development

and Accessibility

Demonstration and

Exercises using the

Tools and Hand-

book Developed in

the INSABA-Project

Building on Multi-

Stakeholder E-Learn-

ing Centre Models

as Rapid E-Learning

Multipliers for Pri-

vate Sector in Africa

Addressing the Global

Economic Crisis under

Conditions of Fragil-

ity – Case Studies

Visions for a Net-

work of Education-

Finance Alumni in

Southern Africa

Sustainable Forest

Management

Perspectives for a

Productive Use of Re-

newable Energies in

Small and Medium

Sized Industries

Page 46: Endreport IBF 2009

46

Abba, Yusuf,Senior Scientific Officer, Ministry of Environment, Kano State,

Nigeria

Abdullahi, Ahmad Jibrin,Higher Statistical Officer, National Bureau of Statistics, Nigeria

Abdurahman, Ibrahim Orbit,Situation Room Assistant, African Union, Ethiopia

Adams, Charles,Lecturer/Transportation engineer, Civil Engineering Department,

KNUST, Kumasi, Ghana

Adesina, Funmilayo Evelyn,Senior Scientific Officer, Oyo State Ministry of the Environment and

Water Resources, Secretariat Ibadon, Oyo State, Nigeria

Agyaho, John Foster,Ghana

Agyemfra, Francis Asiedu,Consultant, Institute of Economic Affairs, Ghana

Akoua, Nyanoo,Chef d’Agence, Microfund, Togo

Alabi, Olanrewaju Michael,Director Monitoring & Evaluation, Centre for Development and

Population Activities, Nigeria

Allogo Obague, David,Directeur des Etudes a l ENEF, Ecole Nationale des Eaux et Forets du

Cap-Esterias Libreville, Gabon

Aly, Hassan,Chief Research Economist,African Development Bank, Tunisia

Amiss, Catherine Margaret,NOLNet eLC Coordinator, University of Namibia and NOLNet eLC,

Namibia

Amoako, Eric Agyekum,Head of Environmental Management Unit, Department of Urban

Roads, Ghana

Antwi, Stephen,President, Ghanaian-German Economic Association, Ghana

Appiah-Dolphyne, Joseph,Web Editor, Africa Interactive, Ghana

Asiamah, Asiamah Frederick,Ghana

Assandoh, Obed Kwame,Programme Participant, InWEnt – Afrika Kommt Program

Participant, Ghana

Atiku, Iddrisu,Ghana

Atuhaire, Rodgers,Country Representative, African Wind Energy Association

(AFRIWEA), Uganda

Atuobi, Samuel,Resource Person, KAIPTC, Ghana

Azasoo, Jonathan,NDPC, Ghana

Badamasi, Murtala Muhammad,Assistant Lecturer, Bayero University, Kano, Nigeria

Bakari, Amour Hamil,Head of Economic Statistics Section, Office of Chief Government

Statistician, Tanzania

Bamidele, Aduroshakin Babawale,Principal Scientific Officer, Lagos State Ministry of the Environment,

Nigeria

Banda, Simon,Liaison Officer, Fairtrade Labelling Organisations International,

Zambia

Barasa, Mangeni,Director of Programmes, Africa Peace Forum, Kenya

Annex 2: The Participants

Page 47: Endreport IBF 2009

47

Benade, Lynn,E-Learning Specialist/Assistant Director, Gauteng City Region

Academy, South Africa

Bohwasi, Thomas Bohwasi,Business Development Officer, Zimbabwe Opportunisties

Industrialization Centres (ZOIC), Zimbabwe

Bollen, Simataa Khama,Director, Ministry of Education, Namibia

Bonou, Ginette Carmen,Presidente, Cercle des Jeunes pour le Development Durable-

Ayessi (CJ2D-ONG), Benin

Borketey, Boyefio Gilbert,Ghana

Boum Bissai, Pierre-Guillaume,Chef De Service Cooperation Europe Occidentale, Ministère Des

Relations Exterieures, Cameroun

Bowers, Thelma Jane,CEO, People Development Organization, South Africa

Braaf, Norina Andrea,Instructional Designer, University of the Western Cape,

South Africa

Breitengroß, Jens-Peter,President, German African Business Association, Germany

Bürskens, Heike,Senior Project Manager, InWEnt gGmbH, Germany

Butore, Joseph,Doyen et Enseignant, Institut Superieur d’ Agriculture (ISA),

Burundi

Chamusso, Teixeira Guigalamuga,Chief of planning and Statistics Department, Provincial Directorate

of Education and Culture, Mozambique

Chandenda, Catherine,Project Coordinator, Elephant Pepper Development Trust, Zambia

Changwony, Mwinzi Dinah Jerotich,Director of Training, Ministry of Youth Affairs, Kenya

Page 48: Endreport IBF 2009

48

Chitwere, William Wisiki,Senior Management Development Consultant, Malawi Institute of

Management, Malawi

Chumachao, Enock Nelson,DEM, Ministry of Education, Malawi

Coulibaly, Moussa,Direction Nationale de I’Energie (DNE), Mali

Damane, Victoria Omponye,Director of Institutional Funding, Tetiary Education Council,

Botswana

Darkey, Desmond Daniel,CEO, Giop Company Ltd., Ghana

Darko, Elvis,Ghana

Dembele, Michel,Consultant, Foranim-Consult sarl, Mali

Desai, James,Consultant, InWEnt gGmbH, Germany

Diakhate, Ibrahima,Coordinnateur National, SENALUMNI Senegal, Senegal

Diop, Ibra,Inspecteur de Specialite en Mecanique Moteurs, Ministere de

I’Enseignement Technique et de la Formation Professionnelle,

Senegal

Djodi, Claude,Conseiller Technique Intercommualite GTZ Benin, PDD/GTZ BENIN,

Benin

Dogbe, Adjoa,Responsible de la gestion des Credits, Mutuelle des Universités du Togo

(MUTO), Togo

Dolphyne, Joseph Appiah,Africa Interactive

Doni-Kwame, Emmanuel,CNCC

Doretti, Diletta,Consultant Finance and Private Sector Development,

World Bank Institute, USA

Dreyer, Rodney,Chairman of the Conference, South Africa

Duyenku, Sr, Wennie V.,CEO, Regional Engineering and Development Services (REDES),

Liberia

El Desoukey, Nermeen Ahmed,Assistant Professor, Cairo University, Faculty of Medicine, Egypt

El Maadawi, Zeinab Mohamed EI Moghazy,Lecturer, Kasr Alainy School of Medicine, Cairo University, Egypt

Emaru, Mackay,Principal Assistant Secretary, Ministry of Local Government,

Uganda

Emmanuel, Emielu,Managing Partner, Oil & Gas Soft Skills Ltd., Nigeria

Engel, Denise,Consultant, InWEnt gGmbH, Germany

Ennin, Emelia,Ghana

Faboure, Ismaila,Chef de parc automobile, Industrie, Senegal

Fikadu, Tura,Planning, Monitoring and Evaluation, Adama City

Adminstration,Labor and Social Affairs, Ethiopia

Funke, Jeanette,Head of Division, InWEnt gGmbH, Germany

Gakiria, Nderitu Andrew,National Coordinator, Kenya E-Learning Centre, Kenya

Page 49: Endreport IBF 2009

49

Gbetchedji, Tikry,Assistante du Coordonnateur, Programme National Contre la

Tuberculose (PNT), Benin

Gbla, Osman,Dean, Faculty of Social Sciences and Law, Fourah Bay College,

University of Sierra Leone, Sierra Leone

Getuno, Daniel Makini,Senior Lecturer, E-Learning, Kenya Institute of Administration,

Kenya

Gifty, Ayisi, Executive Assistant, Vistalux Ltd., Ghana

Gitonga, Angelo Kiogora, Senior Adult Education Officer, Ministry of Education, Kenya

Gnacadja, Constant, Zonal Coordinator Early Warning and Early Responses for Zone IV

Benin – Nigeria and Togo, WANEP, Benin

Godden, Zini, Locati-LED program manager, trainer, facilitator, InWEnt gGmbH,

South Africa

Godzo, Amah Kafui, Agent de terrain (Agent du développement communataire), ADRA-

TOGO, Togo

Gouede, Nicholas, Programme Specialist, United Nations Development Programme

(UNDP), USA

Goutan, Gountan Andre, Chef de Zone de la commune de Toece, Direction provincial de

I’agriculture de I’hydraulique et des resources halieutiques du

Bazega, Burkina Faso

Greubel, Garth,Bourse Consult, Bond Exchange of South Africa, South Africa

Grobler, Anna-Maria,Program Manager Sustainable Economic Development SADC,

InWEnt gGmbH, South Africa

Gueye, Moussa,Expert Indepent, Senegal

Gumboh, Stephen,Deputy Director, Ministry of Finance and National Planning,

Zambia

Gyamfi, Sylvester, Ghana

Gympho, Emmanuel, CEO, Cold-weld Engineering Services Ltd., Ghana

Halifax, Ansah-Addo, Ghana

Hangula, Abraham, Project Coordinator, Desert Research Foundation of Namibia,

Namibia

Hassane, Moumouni,Responsable Communal de Council, Consortium d’ONG AROP-

GYARA, Niger

Hauff, Volker,Chairman, Council on Sustainable Development of the German

Government, Germany

Iboula Ngangeli, Isabelle,Ambassadeur, Ambassador of Benin in the DR Congo, Benin

Igwe Uche, Anthony Jude, Civil Society Team, Nigeria Executive Industries Transparency

Initiative (NEITI), Nigeria

Iieka, Helvi, Manager, Technical Advisor, Solar Age Namibian, Namibia

Ijandipe, Adeola, Programme Coordinator/Principal Partner, Society for

International Development/Adeola Ijandipe & Co., Nigeria

Ilboudo, Patrice William, General Manager, ISOMET sarl, Burkina Faso

Page 50: Endreport IBF 2009

50

Iro, Godwin, Statistician,National Bureau of Statistics, Nigeria

Jebauer-Nirschl, Lydia,Senior Project Manager, InWEnt gGmbH, Germany

Jeje, Mufutau Adeyemi, Senior Scientific Officer, Lagos State Ministry of the Environment,

Nigeria

Johnson, Sackie G., CEO, Quality Engineering & Standard Technology Inc. (QUEST),

Liberia

Kaggwa, Roland, Environmental Economist, National Environment Management

Authority (NEMA), Uganda

Kaieye, Gideon, Pan African Plan Project

Kamara, Foday M.,President, Association of Liberian Construction Contractors (ALCC),

Liberia

Kamga, Chef service regional des Forets du Centre, Ministère de Forets et de

la Faune, Cameroun

Kanamugire, Clement,InWEnt Programme Participant, Boehringer-Ingelheim, Ruanda

Kanjadza, Lillian,Programme Officer/Deputy Executive Director/ILO Project

Coordinator, Employers Consultative Association of Malawi

(ECAM), Malawi

Kanyika, Stephen Spencer Robert Mwayibale,Managing Director, Vianors Businessland, Malawi

Kass, Nassirou,Chef du Service de la Planification et de I’Amenagement du

Territoire, Prefectecture de Natitingou, Benin

Katongo, Peter,Acting Senior Health Inspector, Kitwe City Council, Zambia

Kaziputa, Ken Ndala,Lecturer, University of Malawi, Malawi

Keighley, Roger,CEO, ShoreBank International Ltd., South Africa

Keita, Alioune,Coordinateur Pole Education et Formation, Enda Graf Sahel,

Senegal

Kibinge, Michael,Global Development Alliance (GDA) Advisor, USAID/East Africa,

Kenya

Kisa, Nkhoma, Director, 3s Distributions, Malawi

Kiskaye, Rosemary, Senior Communications Officer, Uganda Bureau of Statistics (UBOS),

Uganda

Kizito, Stephen Deusdedit, Deputy Country Director, Trade Africa Network-Tanzania Ltd.,

Tanzania

Knecht, Klaus, Senior Project Manager, InWEnt gGmbH, Germany

Kojo, Ansah, CEO, Vistalux Ltd., Ghana

Kougliazonde, C. Christophe,Professeur Assistant de Sciences Politiques et de Droit Public,

Academie Alioune Blondin Beye pour la Paix (ABBAP), Benin

Kruger, Vannessa,Independent Consultant, Pears Trust, South Africa

Kuhn, Raphaela,Senior Project Manager, InWEnt gGmbH, Germany

Page 51: Endreport IBF 2009

51

Kumpolota, Anderson Golden,Assistant Project Manager, CARE Malawi, Malawi

Lahami, Sanata Elisabeth,Ministry of Foreign Affairs, Benin,

Lange, Claudia,Senior Project Manager, InWEnt gGmbH, Germany

Larbi-Akor, Justice,ICT Consultant, Info DICESION System Ltd., Ghana

Lins, Jose Pedro,CEO, FIX-CS (Sustainable Competitiveness), Brazil

Lubemba, James,Environmental Specialist, International Finance Cooperation

Lubilo, Rodgers,Chairperson, Association of Zambia Alumni of German (AZAG),

Zambia

Lucchini, Vittorio,Assistant Director-E-Learning, E-Learning Centre, South Africa

Lukele, Puseletso Nomathamsanqa Dahlia,Chief Operations, Businesswomen’s Association, South Africa

Lule, Julius,Technical Director, Web Biz Africa Ltd., Uganda

Luyima, Eddie,Managing Director, Eco & Partner Consult Ltd., Uganda

Mabuza, Donald Dumisani,Managing Director, Sinethemba Management Consultants,

South Africa

Madevu, Dominic,Budget Officer, Ministry of Finance, Malawi

Mahlangu, Jack Mazo,Training Manager, The Business Skills for South Africa (BSSA),

South Africa

Mashila, Londani,Specialist-Business Analyst/Strategy, ChemCity (a Sasol Group

Company), South Africa

Maunganidze, Itayi Gladman,Corporate Account Relationship Manager, Kingdom Bank,

Zimbabwe

Mbango, Tusnelde Tonata,Business Systems Analyst, Telecom Namibia, Namibia

Mbolo, Chargee de Cours, Université de Yaounde Faculté des Sciences, Cameroun,

Metuh, Pascal Ifeanyi, Technical Assistant to Regional Manager (W/A), African Business

Roundtable, Nigeria

Mfaume, Zuberi Yahaya, Managing Director, Digital Link (T) Ltd., Tanzania

Mindja, Jeanne Marie,Directrice, Groupe des amis de l’UNESCO et de l’environnement

“GRAMUE”, Cameroun

Mingle, Edmund,Ghana

Mintah, Timthy Frimpong,Project Director, Jo-Mint Associates Ltd., Ghana

Mmunyane, Mogapi,Responsible for Renewable Energies and other Energy Sources, Rural

Industries Promotion Company (Botswana) – RIPCO (B), Research

and Development Department, Botswana

Mndaweni, Musawenkosi, IMS Manager, Transnet, South Africa

Morule, Lerumo Cedric Cyphus, Senior Manager, Department of Coperative Governance and

Traditional Affairs, South Africa

Mouton, Michaelangelo Maxwell, Committee Member, eLC Namibia, Namibia

Page 52: Endreport IBF 2009

52

Mowlam, Michael, Consultant, Moderator, Inspiris Ltd., Great Britain

Mpando, Buxton Raphael, Commissioner, Teaching Service Commision, Ministry of Education,

Malawi

Mphande, Peter, National Treasurer, Small Scale Industry Association of Zambia,

Zambia

Mpofu, Unami Teressa, Project Manager, InWEnt gGmbH, Zimbabwe

Mpolokeng, Keobakile Judith,Account Executive, Business Connexion, South Africa

Mumba, Martin Lombe,Station Manager, Road Transport and Safety Agency, Zambia

Mundi, Antonia,Project Manager, InWEnt gGmbH, Germany

Muntaka, Hafiz Mohammed,Ag. National Network Coordinator, Ghana Network for

Peacebuilding GHANEP, Ghana

Musa, Alimatu,Statistics Sierra Leone, Ministry of Social Welfare, Gender and

Statistics, Sierra Leone

Musamali, Alfred Geresom,Senior Information Officer/Editor, Uganda Bureau of Statistics

(UBOS), Uganda

Musoko, Chipo,Editor InWEnt SADC Newsflash, InWEnt gGmbH, Zimbabwe

Mutalange, Martha Mutalange,Senior Health Inspector, Kitwe City Council, Zambia

Mvalo, Suzgika Walters,Executive Secretary, African Agenda for Peace Initiatives and

Conflict Management (AAPICOM), Zambia

Mwamlima, Job Stranger Dick,Senior Budget Officer Headquarters, Ministry of Education,

Malawi

Mwiko, Chileshe,Acting Chief health Inspector, Kitwe City Council, Zambia

Nahgwa, Rebecca Ogbimi,Zonal Programmes Officer, Health Reform Foundation of Nigeria,

Nigeria

Narayanan, Sreenivas, Managing Director, Asia Society for Social Improvement and

Sustainable Transformation & Environmental Compliance

Consultants International, Philippinen

Ndei, Lorna Wambui, ‘Afrika kommt’ – International Leadership Training Program

Participant, InWEnt gGmbH, Kenya

Ndovie, Towela, Senior Export Coordinator, Alliance one, Malawi

Nett, Dorothe, Regional Coordinator East-, West and Central Africa,

InWEnt gGmbH, Germany

Ngatse, Denis, Chef de Bureau des Techniques de Transformation du Bois,

Ministère de L’Economie Ferestière, Congo

Nkonde, Paka, Health Inspector, Kitwe City Council, Zambia

Obore, Bingo Gideon, Desk Officer for Asia and Far East, Bilaterals, GOSS, Ministry of

Regional Cooperation, Government of Southern Sudan, Juba,

Sudan

Ochieng, Francis Xavier,PhD student in the area of wind energy resource assessment for

countries in Sub-Sahara Africa; energy lecturer/research fellow.,

Institute of Energy and Environmental Technology (IEET) of

the Jomo Kenyatta University of Agriculture and Technology

(JKUAT) in Kenya, Kenya

Page 53: Endreport IBF 2009

53

Ofili, Emeka Godwin,Higher Statistical Officer, National Bureau of Statistics, Nigeria

Ohene, Akoto,Country Director, Jatropha Africa, Ghana

Okoth, Angela Awuor,‘Afrika kommt’ – International Leadership Training Program

Participant, InWEnt gGmbH, Kenya

Olagunju, Kehinde Julius,Higher Statistical Officer, National Bureau of Statistics, Nigeria

Oloyede, Saka Muslim,Scientific Officer, Oyo State Ministry of the Environment, Nigeria

Onderi, Vicky Nyaboke,Environment Officer, National Environment Management Authority

(NEMA), Kenya

Osei-Antoh, Philip,Deputy Director (Training) N/A, Management Development and

Productivity Institute, Ghana

Otchi, Angela Yaa Amponsah,Ghana

Ouedraogo, Issa,CEO, B-BOVID Ltd., Ghana

Owono, Daniel Nonor,Ghana

Pa’ah, Patrice Andre,Secretaire Executive du Director General, Foret Modele du Dja et

Mpono/Coopera Agro Forestière Trinationale, Cameroun

Paliwal, Udai Lal,Senior Lecturer, University of Namibia, India

Paré, Lassina,Head of the Department of Informations and Dissemination,

National of Statistics and Demography, Burkina Faso

Paulus, Rosina,MM Technician, NAMCOL, Namibia

Peprah, Peter Peprah,Ghana

Perruque, Matias Albino,President of the Municipal Assembly of Xia-xia City, Provincial

Head Office of Education and Culture/Gaza & Municipal Assembly

of Xia-xia/Gaza, Mozambique

Petrie, Belynda,OneWorld Sustainable, South Africa

Rabiou, Ibrahim,Responsable de componente, DED-PPOL-Niamey, Niger

Raji, Oluwaseun,Senior Town Planning Officer, Oyo State Urban & Regional

Planning Board, Ministry of Environment, Nigeria

Ramalho, Luiz,Director, Sustainable Business Development in Industrialised and

Transition Countries, InWEnt – Capacity Building International,

Germany

Rathjen, Annette,Director, Planning and Monitoring

InWEnt – Capacity Building International, Germany

Rengura, Kakuni Sevelinus,Regional Education Planner, Ministry of Education, Namibia

Sacknieß, Lutz,Senior Project Manager, InWEnt gGmbH, Germany

Sagna, Augustin,Head of Bureau, ECOWAS, Benin

Sague, Maria,Project Manager, InWEnt gGmbH, Germany

Saingbe, II, G. David,Program Manager (Liberia Program), InWEnt gGmbH, Liberia

Page 54: Endreport IBF 2009

54

Salu, Emmanuel,Chair, Alumni Association Ghana, Ghana

Savadogo Teeg-Wende, Barthelemy,Chargée de Programme, ONG Zood-Noma, Burkina Faso

Schleich, Bernd, Managing Director, InWEnt gGmbH, Germany

Schneider, Jens, Chairperson, NOLNet eLC, Namibia

Sedogognon, Ouinsavi Gisele Ursule, Coordonnatrice du groupement féminins du SCDIH, Directrice

Adjointe de fermes diocésaine et Chargée du micro credit au

SCDIH, Service de la Charité pour le Développement Integral de

l’Homme (SCDIH), Benin

Sembio, Tovor Attiogbe, Analyste-Conseiller Responsable Du Suivi Des Formations, CERAD

INTERNATIONAL, Togo

Seynabou, Ba, Consultant, World Bank Institute, USA

Shimwefeleni, Gottieb Hamutwe, Chief Technical Advisor, Namibian Renewable Energy Programme –

NAMREP, Namibia

Sihova, Rose-Mary Nehova, CEO, Planet Rose Trading Enterprises, Namibia

Simons, Bright, Director of Development Research, IMANI Center for Policy &

Education, Ghana

Simpukile, Shupa Sialimo, Marketing Executive, Vilpassons multimarketing Zambia Ltd.,

Zambia

Siwale, Mukope Jonah, Environmental Health Officer, Kitwe City Council, Zambia

Sokoyi, Nomvuyo Patricia,Deputy Director, Department of Public Service and Administration,

South Africa

Sonwa, Denis Jane, Scientist, Centre for International Forestry Research, Cameroun

Sounan, Mamah Melainie, Chargée d’ Etudes, AGEFOP (Agence Nationalela Formation

Professionnelle), Cote D’Ivoire

Spengler, Laurie, President, ShoreBank International Ltd., USA

Stoltenkamp, Juliet, E-Learning Manager, University of the Western Cape, South Africa

Striewe, Elke Antonie, Senior Project Manager, InWEnt gGmbH, Germany

Subramoney, Stanley, Deputy Chief Executive Officer, PricewaterhouseCoopers,

South Africa

Sunkutu, Edmund Mwamba Sunkutu, Head of Exports and Packhouse, Yorkfarm Ltd., Zambia

Tchokosso Happi, Caroline Celine, Responsable Certification et Relation Institutionnelle, Groupe

Alpicam, Cameroun

Terlau, Wiltrud, Hochschule Bonn Rhein/Sieg, Germany

Teshale, Wudalat Gedamu, Head, Public Relations and Data Dissermination, Central

Statistical Agency, Ethiopia, Ethiopia

Tuaunda, Terence Keeja, Acting Director – Planning and Development, Ministry of

Education, Namibia

Turay, Abu Bakarr, Statistician, Economic Statistics Division, Sierra Leone

Page 55: Endreport IBF 2009

55

Uwagbae, Michael, Project Manager, Niger Delta Wetlands Center, Nigeria

Vahle, Aneesha, Alumni Coordinator, InWEnt gGmbH, South Africa

van der Merwe, Adele Caroline, Managing Director, Blueprint Future Skills Development,

South Africa

Vangari, Gacoka Eunice, Assistant Director-E-Learning, Kenya Institute of Education, Kenya

Vurugu, Ashey, Executive Director, Worldwide Partners Trust (WOPA), Tanzania

Wairoukoye, Tao Goulah, Chef de la componente Gouvernance locale, GTZ/PRODALKA,

Chad

Wauschkuhn, Markus, Senior Project Manager, InWEnt gGmbH, Germany

Williams, Irving Charles, Manager-Materials Production, NAMCOL, Namibia

Winkler, Hans-Christian, Deputy Head of Mission, German Embassy in Accra, Ghana

Woods, II, Philip E.P., President, Federation of Building Trade Association of Liberia

(FEBUTAL), Liberia

Yelwa, Maryam Ummul-Khairi, Lecturer 1, F.U.T Minna, Nigeria

Youssouf, Mamoudou, Charge de Programme Prospective, Direction Nationale de la

Planification du Développement (DNPD), Mali

Zekeri, Elvis Dauda, President, Renewable Energy Ass. Of Nigeria, Nigeria

Zoa Ngoyene, Mireille Sylvie Odile, Focal Point, (SRAFM) Secrétariat du Reseau Africain du Forêt

Modèles, Cameroun

Zongo, Ousmane, Chef de service des Amenangement et de la Production Agricole

(SAPA), Direction provincial de I’agriculture du Sammatenga

(DPA), Burkina Faso

Zulu, Munyeka Lilian, Centre Coordinator, Centre for Energy, CEEEZ, Zambia

Zwane, Kgomotso Regina, Director, Mclntosh Xaba & Associates, South Africa

Page 56: Endreport IBF 2009

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Africa Progress Panel (2009). Annual Report of the Africa Progress Panel: An agenda for Progress at a time of Global Crisis.

Africa Progress Panel (2009). Increasing the role of business in achieving the MDGs in Africa.

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African Union (2009). Conference of African Heads of State and Government on Climate Change (CAHOSCC).

Annan, K. (2009). Africa: Preserving progress at a time of global crisis, Africa Progress Panel.

Annan, K. (2009). Africa is part of the Climate Change Solution, Africa Progress Panel.

Ban Ki-moon (2009). Statement by the UN Secretary-General to the 17th Session of the Commission on Sustainable Development, 13th May.

Business Action for Africa (2009). From Crisis to Opportunity: Harnessing the Power of Business to Sustain Progress Towards the MDGs.

CDP (2008). Carbon Disclosure Project, South African Report, JSE, Incite Sustainability, NBI, CDP and other partners.

Ceres, February (2009). Water Scarcity and Climate Change: Growing Risks for Businesses and Investors.

de Gouvello, Christope, Dayo, Felix B., Thioye, Massamba, 2008. Low-Carbon Energy Projects for Development in Sub-Saharan Africa.

Produced by the World Bank – Norwegian Trust Fund for Private Sector and Infrastructure.

Deen, T. (2009). Development: New Threats Aggravate Africa’s Water Crisis

Department for International Development (2009). Eliminating World Poverty: Building Our Common Future

Financial Times (2009). “This is Africa – A Global Perspective: Special Report, Beyond the Silk Route”, June 2009.

Financial Times (2009). “This is Africa (TIA) – A Global Perspective, Calling Copenhagen: How Climate Change threatens Africa’s

development gains”, June 2009.

Government of South Africa (2009). Ministerial Briefing: South Africa´s Response to the Global Economic Crisis.

Hanks, Jonathan. South African business must address the risks and opportunities of climate change, Speech at University of Capetown.

Hausmann, R., & Rodik, D. (2003). Economic Development as Self-Discovery, Massachusetts: Harvard University.

International Labour Office (2008). Global Employment Trends for Youth, Geneva: ILO

Juma, C. (2009). A climate for change in Africa, World Bank Climate Change Blog (http://blogs.worldbank.org/climatechange)

Kalhöfer, W., Seibold, B. & Wauschkuhn, M. (2009). From Snowball to Avalanche: Development & Cooperation,

Newsletter No. 01 2009, Volume 50, Bonn: InWent.

Kavanaugh-Ulku, K. (2009). Investing in ICT, Washington: Global Development Alliance

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Khan, R. (2009). The Global Economic Crisis and its Implications for African SMEs: Action to Boost Growth, Investment and Enterprise,

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KPMG International (2008). Climate Changes Your Business.

Miller, A. (2009). Getting on a technology pathway to avoid dangerous climate change World Bank Climate Change Blog

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Mills, E. (2009). From Risk to Opportunity – Insurers responses to climate change. Report by Ceres.

Moss, T. (2009). How the Economic Crisis Is Hurting Africa – And What to Do About It, Washington: The Center for Global Development

New York Times (2009). “Tackling Climate Change Could Earn Africa $1.5bn”

Organization for Economic Co-operation and Development (OECD) (2009). African Economic Outlook, Paris: OECD

Pricewaterhouse Coopers LLP and Copenhagen Climate Council (2009). Summary report for policy-makers – World Business Summit

on Climate Change – Shaping a Sustainable Economy, 24-26 May 2009.

Ratha, D., Mohapatra, S., & Silwal A. (2009). Migration and Development, Brief 10, Washington: The World Bank

Smith, D. (2009) Climate Change and the Complex Complications of Copenhagen, http://dansmithsblog.com

Stern, N. (2009) Low Carbon Growth the only way to overcome World Poverty, World Bank Climate Change Blog

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Endnotes

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