Speaking on the sidelines of the World Bank/IMF Spring Meetings at a Devex event in Washington recently, Dr Mwangi said total global private capital is presently about 136% of the total GDP of national economies, “The private sector has much more money than the sovereigns. So essentially giving it a space to play alongside governments would be a lasting solution, but what remains is how to convince governments,” he said.

Devex is a  media platform and social enterprise, created to drive the global development agenda.  Devex describes the Power 50 list as individuals who are transforming development as we know it. Dr. Mwangi is also a member of the World Bank Group High-Level Advisory Council on Jobs.

He said, “After some 80 years of multilateral operations, particularly the Bretton Woods institutions, I think the question of relevance is being asked more seriously. I think that the response— that the answer lies in the private sector is giving us hope. The private sector can drive development, through the production of goods, and creation of employment. But this will not happen unless the multilateral lenders engage governments to create an enabling environment for the private sector to be a true partner.”

He said, “The money from the World Bank, IMF, and the IFC is not sufficient to fund development, but it’s sufficient to act as a catalyst and create a platform for the private sector to engage.”  

Against this backdrop, Equity Group is implementing its  Africa Recovery and Resilience Plan (ARRP). This is a $6 billion-plus initiative designed to boost Africa’s economy by financing and building the capacity of value chains in agriculture, manufacturing, and SMEs. It aims to foster 50 million jobs, support 25 million MSMEs, and promote social/environmental transformation by 2030. Dr Mwangi said all the capital for ARRP is sourced from the private sector.

He said through synergies and collaborations amongst private sector players it is creating a uniform way of approaching the market. “Through  consistent collaboration, we are seeing significant impact and as a bank, our role is to orchestrate and allocate resources on the basis of that plan.”

Dr. Mwangi said inadequate government resources and rising public debt, coupled with the events in the Middle East is causing uncertainty. “At the moment, Equity customers are feeling the challenge of government capacity. Debt stress in Africa is real. We also see inflation, particularly due to the crisis in the Middle East, has picked up significantly and there is a lot of uncertainty. That is what is leading in the minds of our customers,” he said.

He said the most critical area of concern is rising energy costs, because these feed into production, including the cost for fertilizers which directly affects Africa’s agriculture sector and food security.

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SBG Securities Uganda has introduced a USD-denominated Fixed Income Unit Trust Fund, marking a strategic shift toward multi-currency investment offerings as global economic volatility reshapes investor behaviour.

The new product complements the firm’s existing Uganda shilling (UGX) unit trust, giving investors the option to diversify across currencies at a time when exchange rate pressures and global uncertainty are increasingly influencing returns.

The move reflects a growing recognition within Uganda’s financial sector that currency risk is no longer peripheral but central to portfolio strategy. With geopolitical tensions in the Middle East and fluctuating energy prices driving volatility in global markets, investors are seeking safer stores of value and instruments that can preserve capital in hard currency terms.

Grace Semakula, Chief Executive of SBG Securities Uganda, said the introduction of the USD fund is designed to offer flexibility rather than replace local currency investments.

“The Uganda shilling remains a strong and important foundation for domestic investment. However, in today’s dynamic environment, diversification across currencies is becoming essential. This USD fund complements our UGX offering by giving clients more options as they navigate different investment needs,” she said.

At its core, the USD Fixed Income Unit Trust is structured to act as a hedge against currency depreciation—particularly relevant for investors with obligations or income streams linked to foreign currency. By holding assets denominated in US dollars, investors can shield part of their portfolio from local currency volatility while maintaining exposure to regional and offshore debt markets.

The fund will primarily invest in short-term fixed and floating-rate debt instruments issued by sovereigns, rated banks and corporates across East Africa and international markets. This positioning reflects a cautious strategy focused on capital preservation and steady income generation rather than high-risk returns.

Salima Katamba, Investment Manager at SBG Securities, said unit trusts remain one of the most accessible entry points for retail investors, allowing gradual wealth accumulation without the need for large upfront capital.

“Many people have long-term financial goals but may not have the full capital at once. Unit trusts allow investors to contribute smaller amounts consistently—monthly or even more frequently—and build a meaningful investment portfolio over time,” she explained.

The USD fund has been structured with a relatively low entry threshold, requiring a minimum initial investment of USD 100, with similar amounts for subsequent top-ups. Investors retain flexibility to contribute and withdraw based on their financial needs, a feature that aligns with evolving preferences for liquidity and control.

Beyond product expansion, the launch signals a broader strategic direction for SBG Securities as it positions itself within a competitive and maturing asset management landscape. The firm is betting on a future where Ugandan investors demand more sophisticated instruments, including multi-currency portfolios, as their exposure to global markets increases.

The initiative also aligns with the wider ambitions of Stanbic Bank Uganda, SBG Securities’ parent company, to deepen financial inclusion and expand access to wealth-building tools.

As global economic conditions remain fluid, the introduction of USD-denominated investment options suggests a shift in how local investors are thinking about risk—moving beyond returns in nominal terms to a more nuanced focus on value preservation across currencies.

With both UGX and USD unit trust options now available, SBG Securities is effectively offering a dual-track strategy anchored in local economic growth on one hand, and the other designed to hedge against external shocks. For investors navigating an increasingly uncertain global environment, that combination may prove decisive.

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Prolonged dry spells, rising temperatures, and persistent pest and disease outbreaks, particularly the coffee wilt disease and coffee berry borer beetles, have steadily reduced his harvests and household income.

In spite of repeated efforts to improve his farming practices, a once dependable source of livelihood has gradually turned into a source of frustration and financial strain.

Nyanzi said, “We have been trying our best to manage our farms, but we have been limited by a lack of long-term, reliable financing. We have struggled to access important investments like irrigation systems and often end up buying substandard inputs.”

On Monday, February 23, Stanbic Bank Uganda and the Buganda Kingdom officially launched Ssemaduuka, a one-stop agricultural business centre aimed at expanding access to structured credit, strengthening SACCOs, and formalising coffee value chains across the Kingdom.

The main focus of the partnership is helping people like Frank Nyanzi. Implemented through the Buganda Cultural and Development Foundation (BUCADEF), Ssemaduuka involves a coordinated ecosystem linking farmer SACCOs to financing, farm inputs, aggregation centres, digital payments, and export markets.

Speaking during the launch at the Mayors Gardens in Mubende Municipality, Tunde Thorpe, Head of Business and Commercial Banking at Stanbic Bank described Ssemaduuka as a shift from fragmented agricultural support to a structured economic partnership.

He said, “Ssemaduuka allows us to finance the entire value chain from inputs to export. It strengthens SACCO governance, improves farmer productivity, formalises payments, and expands access to markets. This is ecosystem banking designed to deliver measurable impact.”

Robert Waggwa Nsibirwa, the Second Deputy Premier (Katikkiro) and Minister for Finance, Investments, Planning and Economic Development in the Buganda Kingdom, described Ssemaduukaas a transformative step toward strengthening household incomes and modernising agriculture across the Kingdom.

“Wealth will not find you in your house; it finds you in the garden. Agriculture is the backbone of our people’s prosperity, and through initiatives like this, we are not just establishing a structure here in Buwekula, but we are planting a future where every household is self-reliant,” Nsibirwa said.

He advised residents to embrace the initiative, noting that it aligns with the Kingdom’s vision of transitioning farmers from subsistence production to sustainable agribusiness.

Ssemaduuka aligns with Stanbic’s Positive Impact Agenda, which focuses on women, youth, and farmers through financial inclusion, enterprise-led job creation, infrastructure strengthening, climate resilience, and corporate philanthropy.

Research data shows that over 70 percent of PEWOSA SACCO members are women, reinforcing the initiative’s role in advancing women-led enterprises and inclusive growth.

For farmers like Nyanzi, the structured approach brings renewed optimism.“With better access to quality inputs, organised markets, and financing, I believe we can recover and grow again,” he said.

The launch comes as Stanbic Bank Uganda approaches 35 years in 2026 as part of Uganda’s growth journey, guided by its purpose: ‘Uganda is our home, we drive her growth’.

Crops like coffee remain a backbone of Uganda’s rural economy, supporting thousands of families whose livelihoods have increasingly been threatened by climate change, pests, diseases, and limited access to affordable financing.

Through Ssemaduuka, Stanbic Bank and the Buganda Kingdom aim to transform coffee farming from a vulnerable subsistence activity into a resilient, commercially viable enterprise offering farmers like Nyanzi a more secure and profitable future.

Emmanuel Naigombe, Head of Agribusiness at Stanbic Bank said under the new model, BUCADEF will recommend qualifying SACCOs for banking support, after which the bank will assess and extend structured credit facilities.

“Farmers will access inputs through Masaza stores, and produce will be aggregated and linked to organised buyers,” Naigombe said. He said transactions will be digitized via Stanbic’s One Farm platform to enable trade finance solutions that support export flows.

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Kenya’s poultry giant Kenchic has formally taken over Uganda’s Yo Kuku, completing a regional merger that signals rising consolidation in East Africa’s fast-growing poultry industry. The rebranding of Yo Kuku outlets across Uganda began late last year following regulatory approval by the COMESA Competition Commission (CCC), which authorised the deal after an extensive 11-month review.

Mauritius-based Africa Poultry Development Limited (APDL), Kenchic’s parent company, is now the full owner of the Ugandan operation — previously HMH-KUKU Limited. The transaction brings Yo Kuku into APDL’s expanding regional portfolio, which includes subsidiaries in Kenya, Zambia and Uganda, and strengthens Kenchic’s position as one of the largest integrated poultry producers in the COMESA region.

Regulators Clear a Complex, High-Stakes Merger

The CCC’s decision marked the conclusion of a detailed merger examination that stretched far beyond the Commission’s statutory 120-day timeline. Citing potential competition concerns, the Committee Responsible for Initial Determinations (CID) extended the assessment period by a further 240 days to engage member states, study market overlaps and analyse risks in feed, day-old chicks and processed broiler supply chains.

The Commission issued a formal Statement of Concerns to the parties in February 2025, identifying overlaps in key markets where both APDL and Yo Kuku are active, including broiler feed production and processed chicken supply. The acquirer also produces broiler and layer day-old chicks (DOCs), a critical input for poultry operations across the region.

Ultimately, the CID found that although the two entities shared horizontal and vertical linkages — including APDL’s supply of DOCs (Day-Old-Chicks) to the Ugandan target company — the merger would not substantially lessen competition or harm public interest in the Common Market.

The CCC anchored its findings in broader economic dynamics shaping Africa’s poultry sector. Rapid urbanisation, rising protein demand and strong backward linkages to maize and soya production have made poultry one of the most critical agro-processing industries in COMESA.

Consumption has expanded steadily across the region, with countries in southern Africa seeing per-capita poultry intake rise from 23kg in 2003 to nearly 40kg by 2015. The CID noted that this rapid growth has spurred significant investment in feed mills, hatcheries and processing facilities — making cross-border transactions like the Kenchic–Yo Kuku merger increasingly common.

Regulators dissected the transaction across several distinct markets:

• Broiler feed supply
• Broiler day-old chicks
• Layer day-old chicks
• Coloured day-old chicks
• Broiler processed meat
• Breeder production for DOCs 

The CID concluded that farmers cannot easily substitute between feed types or chicken categories, validating a narrow product-market definition. However, it also found that while APDL and Yo Kuku both operate in some of these segments, competition remains sufficiently robust in Uganda and the wider region.

The review also examined APDL’s minority shareholding links to Aviagen East Africa — a breeder operation supplying Ross 308 parent stock — and Seaboard Corporation’s non-controlling interests in feed producers across COMESA. These relationships, the Commission found, did not amount to preferential pricing or coordinated market control.

With regulatory hurdles cleared, APDL has moved quickly to integrate Yo Kuku into its regional network. The rebranding of outlets, production lines and distribution channels is now complete, marking a major consolidation move in the Ugandan poultry market.

Industry analysts say the merger could improve supply chain efficiency, expand access to improved genetics and feed, and enhance product consistency — though its long-term implications for smaller producers will be closely watched.

The acquisition strengthens APDL’s presence across COMESA, aligning operations in Kenya, Zambia and Uganda around a single brand identity and production model. With strong demand fundamentals and increasing formalisation of the poultry value chain, the company is positioning itself as a central player in one of Africa’s most dynamic food sectors.

Although the value of the deal has not been disclosed, for Uganda, the merger marks one of the largest recent transactions in agro-processing and underscores the strategic importance of poultry in household protein consumption, farmer livelihoods and rural supply chains.

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The UK government’s withdrawal of USD 1.15 billion in export-credit support for the Mozambique LNG project has reopened a familiar but unresolved debate: whether Africa’s energy ambitions can survive shifting Western climate politics. Announced this week, the move removes one of the largest public-finance guarantees behind the TotalEnergies-led development—an abrupt reversal that complicates financing plans just as the project was regaining momentum.

For Mozambique, the LNG project is not just a hydrocarbon investment. It is central to a long-term national strategy to expand fiscal space, industrial capacity and employment. With a projected output of 13 million tonnes of LNG annually, the project has been positioned as a rare opportunity for the country to convert significant gas reserves into revenue flows that can support public services and diversify the economy. Neighbouring countries have viewed it as a regional anchor for energy security and industrialisation.

Those expectations stalled after the 2021 insurgency in Cabo Delgado forced a freeze on construction. But improvements in the security environment—followed by TotalEnergies’ decision earlier this year to lift force majeure—had revived investor confidence. The US Export–Import Bank reapproved its loan in mid-2025, signalling support for a recalibrated development plan now under review by Mozambican authorities. Against this backdrop, the UK exit is striking.

UK Export Finance cited risk concerns, but the decision aligns with a broader shift within Western institutions, where public financing for fossil-fuel projects is increasingly constrained by domestic political pressure. For African governments, such moves revive longstanding concerns: development-critical infrastructure is often influenced by political debates unfolding thousands of kilometres away, with little accountability to the countries most affected.

Energy analysts say the UK decision underscores a widening policy gap. African states stress energy access, predictable baseload power and job creation—requirements that remain difficult to meet exclusively through emerging renewable systems. Western governments, meanwhile, face expectations to limit support for hydrocarbons irrespective of local development needs. The collision of these priorities shapes a financing environment that is both unpredictable and increasingly political.

The African Energy Chamber criticised the UK move, arguing that it threatens regional energy security and weakens efforts to reduce reliance on expensive fuel imports. But beyond the rhetoric, the structural issue is more complex: Africa’s largest energy projects still depend heavily on external capital whose availability fluctuates with political cycles abroad.

Mozambique LNG illustrates the stakes. The project is expected to create thousands of direct and indirect jobs in Cabo Delgado, where local content programmes and SME development are already taking shape. Government revenue from the gas sector has risen steadily—over 20pclast year—demonstrating the fiscal significance of sustained development. Delays now risk slowing this momentum, narrowing growth prospects at a moment when Mozambique is trying to consolidate post-conflict recovery and expand productive capacity.

For Africa, the UK decision raises a larger strategic question: how to build an energy-financing architecture that reflects its own priorities rather than external agendas. Regional investment tools, sovereign partnerships and financiers less exposed to political volatility will need to play a greater role if the continent is to secure long-term energy sovereignty.

Mozambique LNG remains a project of both promise and fragility—emblematic of how global climate politics, development needs and security realities intersect on the continent. The central question now is not whether LNG fits into Africa’s energy future, but whether the continent will retain agency over the terms of its own transition.

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Uganda will be hosting the premier football tournament together with Kenya and Tanzania after submitting a successful joint bid to CAF. Afreximbank Executive Vice President, Intra-African Trade and Export Development, Mrs. Kanayo Awani, signed the facility agreement on behalf of the bank in recently Cairo while Engineer Sameh Soliman, Chairman of SAMCO, signed for his company.

She said, “We are pleased to support an African EPC company as part of Afreximbank’s EPC initiative, and to finance the construction of a state-of-the-art stadium, further aligning with our creative / sports strategy in one of our member countries (Uganda).

“Through this initiative, we aim to foster sustainable economic growth, enhance regional infrastructure and facilitate the hosting of CAF and FIFA- approved sports events that will contribute to Uganda’s social and economic advancement,” Mrs  Awani said.

SAMCO Chairman, Engineer Sameh Soliman said, “We value Afreximbank’s partnership and support in this landmark project. This collaboration reinforces our strategic commitment to expanding our presence across Africa and strengthening our role in delivering impactful infrastructure solutions. We look forward to a long-term and mutually beneficial relationship with the Bank, driving growth and sustainable development across the continent.”

The development of the Akii Bua Olympic Stadium is expected to substantially promote sports in Uganda and to engender regional integration and tourism in East Africa while supporting infrastructure development.

It will also strengthen the government’s sports and infrastructure agenda, enhancing the country’s capacity to host CAF- and FIFA-approved events and contributing to national pride, youth engagement and economic diversification.

The project will also help consolidate SAMCO’s position as a leading African contractor capable of executing large-scale, government-backed projects across the continent. The financing facility supports SAMCO in expanding its operations across Africa.

Additionally, the project is anticipated to catalyse local economic growth by generating employment opportunities during the construction and operational phases, stimulating local supply chains and attracting international events that will enhance Uganda’s global visibility.

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Since 2023, the portfolio has grown by $1.3 billion, driven by investments in transport, social, multi-sector, and environment. Recently, an AfDB delegation led by Bubacarr Sankareh, the East Africa Lead Operations Advisor, was in the region to assess impact, with discussions involving people both in the public and private sector.

The mission was to review the AfDB East Africa Regional Integration Strategy Paper (EA-RISP 2023-2027) and evaluate the performance of the 2025 regional portfolio.

Sankareh said, “The overarching development challenge for the region remains the slow pace of structural transformation which hampers trade, creation of decent jobs, inclusive growth, and poverty reduction in the region.”

The mission took stock of the progress made in implementing the strategy, and identified opportunities to strengthen collaboration with regional stakeholders and enhance the impact and sustainability of ongoing and future operations.

Delegation members included Eva Ruganzu, East Africa Implementation Support Division Manager; Samuel Kamara, Chief Regional Program Coordinator; Patrick Kanyimbo, Chief Regional Integration Coordinator; Emmanuel Nyirinkwaya, Regional Fragility and Resilience Officer, as well as the Independent Evaluation team.

Sankareh said RISP was developed to address the region’s key development challenges by aligning with the AfDB’s overall strategy, development plans of regional member countries, and the African Union’s Agenda 2063.

The current RISP has enabled major infrastructure projects, including phase one of the Tanzania–Burundi–DRC Standard Gauge Railway, the Burundi–Rwanda Integrated Development Project, and the Comoros Maritime Corridor Development and Trade Facilitation Project, all aimed at boosting transport connectivity, trade, and economic integration across the region.

In addition, the Bank has supported technical assistance and policy dialogues with regional institutions, underscoring its adaptability and commitment to advancing regional priorities.

In a meeting with a team at the East African Business Council, Adrian Njau, the acting EABC CEO said, “These projects have enabled regional integration, reduced cost of doing business and enhanced the competitiveness of products within the region.”

He further appreciated AfDB for partnering with EABC under the project ‘Accelerating Sustainable and Inclusive Industrialization in the EAC’, aimed at deepening integration, growth, and the competitiveness of priority manufacturing value chains in edible oil, leather, and textiles.

Referring to lessons learned from AfDB-funded projects and recommendations for improved portfolio performance, Njau highlighted the importance of local content in infrastructure projects and the holistic involvement of stakeholders to identify investment opportunities along transport corridors such as economic zones and warehouses.

He said the EAC has made significant progress on initiatives such as the East African Bond, East African Payment and Settlement System, and the One Network Area for telecommunications. Efforts are now underway in data harmonization.

The RISP is the Bank’s regional programming instrument, guiding interventions to advance integration at a regional level. AfDB’s regional strategy focuses on two priority areas: improving regional infrastructure—with a focus on energy, transport and ICT connectivity—and developing regional value chains to facilitate trade.

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Coca Cola HBC acquired the 75 pc from The Coca-Cola Company (TCCC) based in Atlanta Georgia and Gutsche Family Investments Pty Ltd (GFI) for a combined purchase price of $2.6 billion, giving CCBA an equity value of $3.4 billion. Subject to regulatory approvals, the deal is expected to be completed by the end of 2026.

Based in Johannesburg CCBA operates in 14 markets across Africa, representing 40 pc of Coca-Cola system volumes sold across the continent. Following the announcement, Anastassis G. David, the Coca-Cola HBC Chairman said, “This milestone marks a historic moment for Coca-Cola HBC and continues our legacy of growth and partnership across Africa. For decades, we have invested to unlock Africa’s extraordinary potential. We look forward to accelerating this positive momentum with CCBA to deliver lasting value for our stakeholders, and make a positive impact in the communities we serve.”

He said, “We are very excited to announce the acquisition of a majority stake in CCBA, with a path to full ownership. Having established our business in Nigeria nearly 75 years ago and with our successful acquisition and integration of the Egypt business three years ago, we have a deep understanding of the compelling proposition Africa presents.”

CCBA was formed in 2014 from the merger of SABMiller, TCCC and GFI and has beverage bottling operations in Southern and East Africa. The acquisition is being funded through a new bridge financing facility to cover the cash consideration and Coca-Cola HBC shares issued to GFI representing 5.47 pc of Coca-Cola HBC’s enlarged issued and outstanding share capital.

In addition, Coca-Cola HBC and TCCC have agreed to enter into an option agreement enabling Coca-Cola HBC to purchase, or TCCC to sell, the remaining 25% equity interest in CCBA still owned by TCCC following completion.

Henrique Braun, the Executive Vice President and Chief Operating Officer of TCCC said, “Coca -Cola HBC is a trusted and important bottler and will play a key role in CCBA’s next phase of growth. Like Coca-Cola HBC, we see tremendous opportunity for growth and value creation in Africa. We appreciate Coca-Cola HBC’s vital role in The Coca-Cola Company system and ongoing investment in growing our business.”

Coca-Cola HBC intends to pursue a secondary listing on the Johannesburg Stock Exchange to underpin its commitment to both South Africa and the African continent.

GFI Chairman, Philipp H Gutsche said, “The Gutsche family have been committed to The Coca-Cola Company business in Southern and East Africa for 85 years and are confident that Coca-Cola HBC are the right partners to take the CCBA business forward to successfully achieve the joint vision for the Coca-Cola system in Africa. The Gutsche family will remain invested in the Coca-Cola system, and Africa, through its shareholding in Coca-Cola HBC.”

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Unveiling the Group’s fourth annual sustainability report earlier this week, under the theme ‘A Sustainable World is a Transformed Africa’, Group Managing Director and CEO, Dr. James Mwangi, said, “Sustainability is not just a goal for Equity Group; it is the guiding principle that defines how we do business. It shapes our investments, our partnerships, and our purpose, to ensure that growth and prosperity are inclusive and enduring.”

He said, “By embedding sustainability into every aspect of our operations, we are not only future-proofing our business but also empowering people and protecting the planet. Our Tri-Engine Model allows us to translate this purpose into measurable impact, enabling refugees to rebuild their lives, smallholder farmers to increase productivity, and communities to access clean energy and financial opportunities. We are demonstrating that a sustainable world is indeed a transformed Africa.”

The report showcases the continued integration of its tri-engine model, which focuses on Social, Economic, and Environmental pillars to drive sustainability. This approach has enabled the Group to scale its efforts in climate finance, socio-economic resilience, and nature-related risk and opportunities management, fostering a holistic and impactful business strategy.

Group Chairman, Prof. Isaac Macharia said, “In a world facing complex challenges, we are strengthening our governance, investing in people and systems, and ensuring that sustainability remains at the heart of our business model. Our tri-engine approach positions us to deliver long-term value for our stakeholders while driving Africa’s transformation through resilience, innovation, and shared prosperity.”

The guest of honour at the event in Nairobi was Arnaud Suquet, the French Ambassador to Kenya and Somalia. He commended Equity Group for its unwavering commitment to advancing sustainability, noting that Africa must be an actor of change rather than a passive victim of decisions made elsewhere.

“Equity Group’s continued leadership in embedding sustainability into its business model demonstrates that Africa has both the vision and capacity to drive its own transformation. France is proud to be a long-term partner in this journey, working alongside Equity to strengthen SMEs, promote climate-resilient agriculture, and foster inclusive growth. Together, we are proving that sustainable development is not only possible but essential for a prosperous and resilient Africa,” he said.

The report unpacks how Equity Group is delivering measurable impact within its business operations across the seven markets it operates in: Kenya, Uganda, Tanzania, South Sudan, Rwanda, DRC, and Ethiopia, where it maintains a representative office. It further highlights Equity’s expanded efforts to drive environmental and nature stewardship, socio-economic transformation, and financial inclusion, showcasing its commitment to creating shared prosperity and resilience across the continent.

A key highlight is the Group’s expanded and impactful efforts through its social impact arm, the Equity Group Foundation under its Social Protection pillar, particularly in addressing the needs of refugees, host communities, and vulnerable populations. Through strategic partnerships, financial assistance, capacity-building, de-risking investments and environmental conservation initiatives, Equity has empowered marginalized populations to achieve resilience, self-reliance, economic stability, and environmental integrity reinforcing its role as a catalyst for inclusive growth, social and environmental transformation across Africa.

Equity Group Foundation is a non-profit implementing foundation set up in 2008 as the social arm of Equity Group Holdings with the aim of transforming the lives and livelihoods of our people socially and economically by availing modern, inclusive financial services that maximize their opportunities.

The report covers all aspects of Equity Group, including Equity Group Holdings Plc and its prominent banking subsidiaries operating in Kenya, the Democratic Republic of the Congo (DRC), Uganda, Rwanda, South Sudan, and Tanzania. It also incorporates the Representative Office in Ethiopia, the Equity Group Foundation (EGF), and other subsidiaries such as Equity Investment Bank, Equity Bancassurance Intermediary Limited, Finserve Africa Limited, Finserve Africa Trustees Limited, Equity Life Assurance (Kenya) Limited, Equity Afya, and Equity Group Insurance Holdings Limited.

The Group aims to expand its presence to 15 countries and serve 100 million customers by 2030. Key initiatives include investing in next-generation technologies, enhancing customer centricity, and developing specialized services for various market segments.

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According to the East African Community (EAC) Secretariat in Arusha, the two governments in partnership with the African Development Bank (AfDB), will host a Market Sounding Conference on October 20 and 21 Kampala.

Andrea Ariik Malueth, the EAC Deputy Secretary General in charge of Infrastructure, Planning, Productive, Social and Political sectors said, “The Market Sounding Conference is a turning point in our efforts to establish a strategy for sustainable infrastructure development via private sector funding, thereby transforming trade, strengthening regional integration, and unlocking opportunities for millions of our citizens.”

In a release, the Secretariat said the conference will bring together government officials, development partners, investors, and private sector leaders to explore financing options for the 193-kilometre Kenya–Uganda Multinational Expressway Project, linking Kisumu–Busia in Kenya to Kakira–Malaba in Uganda.

This landmark project, part of the Northern Transport Corridor, is designed to enhance regional trade, improve transport efficiency, and foster cross-border integration. It will also upgrade key border posts at Busia, Malaba, and Lwakhakha to modern and efficient One Stop Border Posts (OSBPs), thus easing the movement of goods and people across the region.

Participants at the conference will have the opportunity to review the findings of detailed feasibility studies, including traffic forecasts, engineering designs, and assessments of environmental and social impacts.

The conference will also present the Bankability Report which, based on the project cost estimates, contains proposals for viable public-private partnership (PPP) financing models.

The talks are expected to generate strong interest from investors and financiers, with participants providing constructive feedback on the project’s design, feasibility, and financing models. It is also anticipated that the discussions will build consensus on the best approaches to structure the expressway for sustainability and inclusivity, while encouraging practical proposals to address potential environmental and social impacts.

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