Thursday, October 2, 2025
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Mastercard brings UEFA Champions League to life across key Africa markets with Priceless football experiences

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By our staff reporter

Mastercard is bringing Africa closer to the UEFA Champions League like never before with the launch of its 2025 Africa football campaign, running from February to May 2025. As a proud and long-standing sponsor of the UEFA Champions League, Mastercard is delivering a powerful campaign that connects millions of fans to the thrill of world-class football through uniquely curated, Priceless experiences—deeply rooted in African culture, tourism and connection.

Cardholders across South Africa, Kenya, Tanzania, Morocco and Ghana have the opportunity to win exclusive UEFA Champions League viewing experiences—designed to resonate with local audiences and elevate their passion for the game. The campaign brings unique experiences to life, from a chance to win luxurious, all-expenses-paid trips to iconic African destinations, to football-themed mall activations with instant rewards. It captures Africa’s energy and love for football while celebrating the continent’s rich beauty and diversity.

Africa’s enthusiasm for football is iconic. With over 400 million fans tuning in for UEFA Champions League broadcasts each year, the appetite for premium football experiences continues to grow. Mastercard is stepping into that moment with purpose, investing in meaningful ways to bring African fans closer to the game they love.

“At Mastercard, we understand that the connection to football goes far beyond the pitch for millions of fans across Africa —it’s a shared language that unites communities and ignites passions across the continent. The 2025 Africa football campaign is our commitment to fuelling this bond by connecting communities to the UEFA Champions League with unforgettable experiences that blend football, culture and the spirit of African tourism. This initiative is an example of how we bring our global assets to life in a way that is meaningful locally,” said Ahmed Abdel-Karim Hussein, Executive Vice President, Marketing and Communications, Mastercard EEMEA.

In a major highlight, Mastercard brought the UEFA Champions League Trophy to Morocco for the first time, offering fans a rare opportunity to see the trophy up close at Morocco Mall. The experience featured interactive screen games, iconic UEFA moments, influencer-led engagements, and instant prizes for fans who made transactions using Mastercard via Google Pay or Apple Pay, creating a powerful connection between local fans and a global sporting icon.

With this initiative, Mastercard is not only strengthening its presence across African markets but also reaffirming its long-standing commitment to the region’s growth.

By merging global collaborations with local culture and national pride, Mastercard is delivering unforgettable experiences that go beyond payments to connect people to what matters most to them. For over three decades, Mastercard has been an unwavering supporter of the UEFA Champions League, bringing fans and cardholders Priceless moments and unparalleled experiences. The UEFA Champions League represents the pinnacle of European club football, and Mastercard is committed to delivering that global excitement to Africa with a campaign rooted in creativity, connection, and cultural pride.

Kerchanshe Group has partnered with Chinese automotive giant Zhejiang Geely Holding Group to become the exclusive and official distributor of Geely vehicles in Ethiopia.

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This historic partnership brings world-class innovation, state-of-the-art design and cutting-edge performance directly to Ethiopian roads.

Under this exclusive agreement, all Geely vehicles in Ethiopia will receive a full range of international warranty and technical support, providing our customers with unparalleled peace of mind.

In addition, Kerchanshe_Auto
the motor vehicles division of the Kerchanshe Group, will soon start the work of assembling Geely vehicles locally, which will contribute significantly to local job creation, technological advancement and industrial growth in Ethiopia.

Zhejiang Geely Holding Group (ZGH) is a globally recognized automotive powerhouse comprising several internationally renowned brands including Geely Auto, Zikr, Link & Co, Geometry, Volvo Car, Polestar.

This partnership brings the strength and innovation of a global leader to the Ethiopian market through a reliable local partner.

Established in 2003, the prestigious Ethiopian company Kerchanshe Group has made its mark in various sectors, and from now on, its strategic expansion into the automotive sector together with Geely reaffirms its commitment to boosting Ethiopia’s economic growth.

This partnership marks a major leap forward for Ethiopia’s automotive sector by introducing Geely’s internationally adopted vehicles, known for their innovation, modern design, and fuel efficiency.

China Reaffirms Commitment to African Development at AU Policy Briefing

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By Eysau Zekarias

China has reiterated its commitment to supporting Africa’s development, highlighting a broad portfolio of economic, technical, and workforce initiatives at a policy briefing convened by the Mission of the People’s Republic of China to the African Union (AU) and the AU Staff Association. The event, held at AU headquarters, underscored China’s ongoing role as a major partner in Africa’s infrastructure, health, and skills development landscape.

Chen Hao, Deputy Director General of the Academy for International Economic Cooperation (AIECO), led the briefing with a keynote address detailing China’s approach to implementing and managing development assistance across the continent. He emphasized that China’s engagement is guided by principles of “sincerity, real results, proximity, and good faith,” echoing President Xi Jinping’s stated vision for China-Africa relations.

Citing concrete examples, Chen pointed to the construction of hospitals, agricultural projects to boost food security, and vocational training programs that have created sustainable employment opportunities. He stressed that Chinese-backed projects are managed through rigorous procedures, including a “project management and general contracting” model that spans design, construction, and long-term technical support. Technical assistance projects, he added, focus on targeted knowledge transfer by deploying experts and equipment to address specific local needs.

Highlighting quality and safety, Chen noted that all contractors on Chinese projects undergo strict inspections. He also celebrated the AU Conference Center as one of 32 projects to receive the prestigious Overseas Lu Ban Award, China’s highest honor in the construction sector.

Even amid the COVID-19 pandemic, China’s support continued, with the Africa Centers for Disease Control and Prevention (Africa CDC) headquarters cited as a flagship example of effective delivery. Chen outlined China’s focus on improving livelihoods through water supply, transport infrastructure, education, and healthcare, as well as ongoing efforts in poverty alleviation, food security, and women’s development.

Capacity building remains a central pillar of China’s engagement. Since 2009, more than 140 agrotechnical assistance projects have trained thousands of African experts, introducing advanced agricultural technologies such as juncao and hybrid rice. Workforce development programs, led by the Academy for International Business Officials (AIBO), have enabled over 250,000 African participants to benefit from seminars, technical training, and higher education opportunities in China. Training has expanded into emerging sectors like electric vehicles and industrial robotics, and special institutions such as the South-South Institute for Cooperation and Development have awarded master’s and doctoral degrees to more than 300 African students.

During the briefing, Ambassador Hu, the Ambassador of the People’s Republic of China to the African Union, addressed concerns regarding international trade dynamics. He opposed the bullying behavior represented by the U.S.’s abuse of tariffs and reaffirmed the importance of upholding international rules and order, emphasizing that equitable cooperation is essential for mutual development.

Both Chinese and AU officials at the briefing reaffirmed their commitment to strengthening cooperation, supporting the outcomes of the 2024 Forum on China-Africa Cooperation (FOCAC) Beijing Summit, and enhancing Africa’s capacity for self-driven development.

China’s engagement in Africa forms part of a broader strategy to deepen economic and diplomatic ties, as outlined in the FOCAC Beijing Action Plan (2025-2027). This plan includes programs in industrialization, trade, and security cooperation, and aims to empower Africa as a key player in a multipolar world order. Chinese officials have stressed the importance of policy coordination, people-to-people exchanges, and a shift from heavy infrastructure to investment in energy, manufacturing, and education.

As China’s role in Africa continues to expand, African leaders are increasingly focused on ensuring that these partnerships deliver balanced trade, greater value addition, and local capacity building. While the benefits of Chinese engagement are widely recognized, some analysts caution that African countries must prioritize their own interests and strategic goals as they navigate this evolving relationship.

The AU policy briefing concluded with a shared commitment to building a resilient, mutually beneficial China-Africa partnership—one that leverages technical cooperation, education, and infrastructure to drive sustainable development across the continent.

About Scaffolding

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Watching a building under construction in Addis Abeba is interesting to say the least. What I find most interesting is the scaffolding used by most contractors. Made of Eucalyptus poles and sticks, the scaffolding is kept together by nails only and looks rather fragile and instable from a distance. Watching the carpenters erecting the structure is scary as they balance themselves high above the ground without much to stand on or hold on to. Somehow it branches itself up and along the concrete structures to provide support to the workers on site, like the masons, the brick layers, plasterer, plumbers, pipe fitters and the painters.

As the construction normally takes several months or years, the slowly growing building surrounded by the wooden sticks, becomes a familiar sight in the neighbourhood. And then suddenly, the building nears completion, and the scaffolding is dismantled in the same frightening fashion as it was erected and makes way for a fresh and clean façade. It often takes me by surprise, and I find myself wondering how this new structure suddenly rose from the ground, while in fact all along it was hidden behind its scaffolding.

It is like seeing a colleague coming to the office after a fresh haircut, while you got used to his long uncombed manes which had been growing slowly over the past 8 weeks or so. 

While being dismantled, the sticks are thrown down one by one and taken away from the site. They provided essential support during the construction and now they are no longer needed.

Allow me to compare this reality with the relationships we build during our lives. As we go through the different phases of our lives, we meet many different people, some of whom become friends, colleagues, or our boss. They may play an important supportive role in our lives, coach us, provide help and advice, some more than the other. Then again, we lose touch, and we move on to another phase of our lives and we meet other people again who support us, or we are now able to provide support to others ourselves. Important to realise here is that at a certain moment we don’t need the support anymore of the people who supported us during a particular period of our live or career. We move on. We don’t forget them, but we move on.

We need scaffolding at some point, and we can stand on our feet another time, while we may become scaffolding for somebody else instead.

It reminds me of “Snakes and Ladders” we used to play as children. “Snakes and Ladders” is a board game, now also available in electronic version, the aim of which is to reach the end of the numbered track first, moving forward by throwing some dice. However, the track is not straight. It is a winding road with short cuts and detours. There are snakes and ladders that the player meets on the way and there is also competition from other players. Landing on a square with a ladder, the player is allowed to move up some steps. Landing on a number with a snake, the player will slide back some steps. Also, here we can make a comparison with our lives. We meet situations and persons on our way that help us move up a bit faster. We also meet situations and persons that cause us to slide back. The important thing is to know who our snakes and ladders are. Who will be able to provide support and who will block our way? What is an opportunity and what is a threat? Once we can recognize them, we need to grab the ladders and let go of the snakes.

The thing is we cannot go it alone. I have never been able to manage projects or programmes without the support and input of others. By others I don’t only mean workers or staff. No, I refer also to people who in one way or the other have advised me how to go about things. Often this advice was provided in an informal way, out of office and working hours. And most of the time by people who cared about me or about the activities I was engaged in. Many times, I have also hired professionals for a short period of time to advise me on specific issues I was dealing with. I have hired consultants to evaluate programmes, to facilitate a strategic planning process, to carry out an audit, etc. I have had good experiences and I have had bad experiences. Sometimes it clicks and sometimes it doesn’t. Sometimes the informal advisor is more effective than the hired consultant.

In any case, once we turn to somebody for advice, we may develop some sense of uncertainty and some of the following feelings:

  • Not being sure whether the advisor is the best choice.
  • Emotionally uncomfortable to share sensitive issues with somebody else.
  • A feeling of losing control.
  • Feeling unconfident. Suggestions for improvement imply that things haven’t been managed well.
  • Feeling exposed and that some personal information will be revealed.
  • Feeling concerned that the advisor will not understand the specific circumstances.

These are real and serious emotions and if some of these fears come through, it is no wonder that the advisor’s advice will not be heard. Such emotions need to be appreciated and dealt with in an effective way, so that the advice will be followed up.  

Giving advice is in fact complex material with a lot of psychology involved. There are skills involved that are not taught in formal education, but that are critical to success. Most important of these skills is trust. Without trust advice is doomed to fail sooner or later. Just like the construction worker must trust the scaffolding to be strong enough to stand on while concentrating on his job, we need to be able to trust those that support us moving up the ladder of our lives. Trusting the snakes amongst the people who surround us will take us only down. Watch out and know who your ladders are and who are your snakes.

Ton Haverkort