Broadcasting
What does it mean to be an impact investor in the African context?
By Keoleboge Malela, ESG and Impact Manager, Norsad Capital
Impact investing refers to investments that are made to achieve positive financial returns combined with measurable, positive environmental and social impact. The impact investment sector is currently estimated to be worth US$1.164 trillion globally. Of that, Sub-Saharan Africa lays claim to a relatively small US$65 billion, with South Africa accounting for 84% of all impact investment assets in the region.
It should be clear, then, that there’s substantial room for impact investment growth across the continent. But if we’re to offer any kind of roadmap for how that growth might be achieved, it’s important to understand what it actually means to be an impact investor in Africa.
Understanding where the need lies
While it’s important for any investor to understand where there is a developmental need to be met or a problem to be solved, it’s especially critical for those participating in the impact sector in the African context.
Impact investors looking to build a presence in the region must do extensive work to understand the region as a whole, alongside the individual markets they seek to operate in. Ideally, that means having an active on-the-ground presence, as well as making a conscious effort to hire relevant local expertise.
With those resources in place, it’s also important for investors to identify the problems that their investing expertise is best poised to solve. At Norsad Capital, for instance, our investments are aligned with the United Nations’ Sustainable Development Goals (SDGs) and focused on helping build sustainable livelihoods, financial inclusion, gender equality, and growth in climate and clean energy.
Meeting investor expectations
Increasingly, investors of all kinds expect investments to be made in accordance with environmental, social, and governance (ESG) guidelines.
Applying ESG best practices creates sustainable brands, increases productivity and enables companies to unlock further funding. It also creates expanded opportunities for impact investors as they’re ideally poised to deliver on those guidelines.
But to make the most of those opportunities, investors must work hard to ensure that they exceed ESG compliance standards. This intentional and focused approach is critical to being a successful impact investor.
Returns and measurability
Of course, impact investing is defined by more than the initial and ongoing work you put in. You also need to be able to demonstrate returns. Here, sound investment must be based on sustainability, measurability, supported by the transparent monitoring of benefits.
There are clear reasons for the need to generate returns. It’s what separates impact investors who have a growth imperative, from NGOs and charitable organisations that don’t. Impact investors believe that it’s possible to change the world while making a profit. The investors backing them believe that too, making it incredibly important to invest in companies that at least show the potential to generate returns.
Measurability in impact investing is both more important and more difficult to achieve than in traditional forms of investment. Remember, impact investors don’t just have to demonstrate that they’re delivering financial returns for investors but also that they’re having an actual impact.
Specific approaches to measuring impact will differ depending on investors’ objectives, capacities, and goals. However, according to the Global Impact Investing Network (GIIN) there are general measurement best practices. These include: establishing and stating social and environmental objectives to relevant stakeholders; setting performance targets related to these objectives using standardised metrics wherever possible; monitoring and managing the performance of investees against these targets; and reporting on social and environmental performance to relevant stakeholders.
In the African impact investing landscape, it’s also important to apply the widely varying contexts in which investments are made to those measurement principles and to help external stakeholders understand why that’s so critical.
Unlocking potential
Ultimately, though, the real meaning of being an African impact investor can’t be boiled down to those minutiae. Instead, it’s about unleashing the immense potential on the continent. It is, after all, home to a growing population (more than 60% of whom are under the age of 25) that is increasingly well-educated and connected. Impact investors see that potential and want to help unlock it for as many people as possible. And with the right approach, the bets they’re making could pay off big-time.
As part of its commitment to promoting a healthier and more resilient banking workforce, the Association of Corporate Affairs Managers of Banks (ACAMB) is organizing a special Aerobics Fitness Session on Saturday, May 31, 2025 at the Lagoon Front of the Eko Atlantic City.
The session is open to all bankers and marketing communication professionals within the industry and will feature a lineup of fun and energizing activities aimed at boosting physical and mental wellbeing.
With stress levels and burnout on the rise in high-pressure sectors like banking, ACAMB is taking, as it has done over the years, proactive steps to encourage lifestyle habits that support overall wellness and productivity.
Participants will begin the morning with a body warm-up and short walk to get their energy flowing, followed by an exciting dance aerobics session designed to elevate heart rates and lift spirits.
The day will continue with interactive fitness games that promote movement and team bonding, and will wrap up with a friendly but motivating fitness challenge to inspire healthy competition and personal bests.
“Bankers are vital to the financial ecosystem, and their wellness must be a priority,” said Rasheed Bolarinwa, President of ACAMB.
“This aerobics session is a powerful way to foster a culture of health, team bonding, and preventive care. It reflects our belief as ExCO that a strong mind and body, are essential for long-term professional excellence.”
The session is expected to kick off early in the morning to take advantage of the fresh morning air, allowing participants to start their weekend with energy, movement, and connection. It also presents an opportunity to unwind and build camaraderie amongst colleagues outside the traditional office setting.
This initiative is one of several wellness-focused programms ACAMB is rolling out to reinforce the importance of employee wellbeing in corporate and marketing communication and the broader banking ecosystem.
The Association of Corporate Affairs Managers of Banks (ACAMB) is the recognized professional association for marketing communications and public affairs executives in Nigeria’s banking industry.
ACAMB drives ethical communication standards, promotes internal and external stakeholder engagement, and supports member banks in advancing reputation, trust, employee growth and wellbeing.
Broadcasting
DStv Makes History: Inducted into Brand Africa Hall of Fame as Africa’s Most Admired Media Brand
DStv, Africa’s leading entertainment platform, has been officially recognised as the #1 Most Admired African Media Brand in the Brand Africa 100 | Africa’s Best Brands 2025 rankings.
This recognition also sees DStv inducted into the prestigious Brand Africa Hall of Fame, a distinction reserved for iconic African brands that have significantly shaped the continent’s global image and competitiveness over the years.
The announcement was made at a high-profile ceremony hosted at the United Nations Economic Commission for Africa (UNECA) in Addis Ababa, where leaders from across the African media and branding landscape gathered to honour the continent’s most impactful brands.
Launched in 1995, DStv has evolved from a digital satellite television pioneer into a content powerhouse, transforming the African viewing experience through continuous innovation, investment in local content, and a deep commitment to telling African stories.
“This honour reflects the incredible journey we’ve taken with our audiences across Africa. Being named Africa’s most admired media brand and joining the Brand Africa Hall of Fame is not just a celebration of where we’ve come from—it’s a reaffirmation of where we’re going.
“Our commitment to local storytelling, cultural authenticity, and innovation remains stronger than ever.
“We are proud to be a brand that not only entertains but uplifts and connects Africans through stories that matter.” States Calvo Mawela, Group CEO of MultiChoice.
Each year, the Brand Africa 100 survey identifies the most admired brands across the continent, based on independent research conducted in over 30 African countries, representing over 85% of Africa’s population and GDP, with more than 150,000 brand mentions and 5,930 unique brands.
The rankings are compiled through a rigorous process led by research partners including GeoPoll, Kantar, Integrate, and Analysis, making it the only pan-African, research-led and non-commercial brand equity study of its kind.
DStv’s induction into the Hall of Fame further cements its position not just as a media brand, but as a cultural force that continues to shape narratives and inspire pride across Africa. Through its investments in local productions, partnerships with African creators, and focus on quality storytelling, DStv remains at the forefront of Africa’s growing creative economy.
DStv was also honoured with the same top recognition in 2024, reinforcing its consistent excellence and enduring connection with audiences across Africa. Since its launch 30 years ago with just 16 channels, DStv has evolved into a dynamic content powerhouse, offering a rich mix of local productions, global entertainment, and integrated streaming options.
Today, it serves millions of households across the continent, delivering hundreds of channels and platforms that reflect the diversity, creativity, and aspirations of African viewers.
Broadcasting
The Silent Killer of Great Companies: A Guide To Why Your Processes Will Break (and How to Fix Them)
By Tolulope Obianwu
Every high-growth company experiences a moment when its engine sputters—quietly at first. Emails slip through cracks, customers wait too long, and once-smooth systems start breaking under pressure. This rarely looks like failure; it feels like chaos.
Tolu Obianwu
The truth? Your team didn’t fail. Your process did.
More accurately, the process you never designed to scale.
I’ve led operations and strategy at some of Africa’s fastest-growing fintech companies, building teams and systems that power complex payment infrastructure. And I’ve seen it repeatedly: velocity hides inefficiency—until it doesn’t.
This isn’t just a fintech problem. It’s a scaling problem. And if you’re a founder, operator, or builder, this article is your early warning: poor process doesn’t announce itself. It accumulates, silently, until your best people are fighting fires they didn’t start.
So, before things break, let’s talk about what makes processes fail, and what it takes to build operational structures that scale with your ambition.
DO NOT Confuse Speed with System: Startups are built on hustle. That’s part of the magic. But hustle without design leads to fragile outcomes. What works when you’re a 5-person team becomes a burden when you’re 50. Manually sorting payments, ad-hoc decisions, Slack approvals; these shortcuts become operational debt.
DO THIS INSTEAD:
Build systems early. They don’t have to be perfect, but they must be repeatable. Even lightweight process maps give your team breathing room and build investor confidence.
DO NOT Build Around Individuals: We romanticise “indispensable” team members; the only person who knows how X works. But hero-driven execution is unsustainable. When your process depends on one person being online, awake, or available, you’re not building a company. You’re gambling on burnout.
DO THIS INSTEAD:
Document workflows, spread context, and make knowledge transfer part of your onboarding and offboarding. Structure should outlive talent.
DO NOT Mistake Micromanagement for Control: I’ve seen it too often: leaders respond by inserting themselves into every decision when processes start breaking down. It’s understandable, but counterproductive. Micromanagement is not a fix. It’s a symptom.
DO THIS INSTEAD:
Create trust frameworks. Use process audits, not pressure. Empower teams with clear guardrails, not constant approvals. The goal of an exemplary process isn’t control – it’s clarity.
DO NOT Design for the Happy Path Only: Most processes look beautiful on paper until real users, real edge cases, and real stress tests come in. If your refund process fails when the volume spikes or your reconciliation breaks on public holidays, that’s not a people problem. It’s a design flaw.
DO THIS INSTEAD:
Anticipate failure. Ask “What could go wrong?” Run simulations. Processes must bend without breaking. That’s true resilience.
DO NOT ignore the Role of Culture: Even the best-designed processes die in hostile environments. If your culture rewards shortcuts, ignores documentation, or treats processes as bureaucracy, nothing will stick.
DO THIS INSTEAD:
Make ‘process’ a language, not a punishment. Celebrate people who fix broken steps. Tie operational excellence to career growth. Culture is what makes a process sustainable.
DO NOT Launch Processes Without Data Loops: If you’re not tracking turnaround times, errors, or usage, you’re not managing a process; you’re just hoping it works.
DO THIS INSTEAD:
Instrument every stage. Set KPIs that matter. Let data flag inefficiencies before customers feel them. A great process isn’t just followed – it’s monitored.
Final Thoughts
The truth is: every fast-growing company outgrows its old ways of doing things. There comes a time when velocity alone can’t carry the vision anymore. That’s inevitable. What isn’t inevitable is being caught off guard when it happens.
If you’re building for scale, process isn’t a bottleneck; it’s your runway. The best systems don’t slow people down; they let good teams move faster, with clarity and confidence.
Don’t wait for failure to expose what structure could have prevented it. Build deliberately. Review often. Automate what you can. And above all, make sure your process is strong enough to carry the weight of your ambition.
Because in the long run, it’s not speed that wins.
It’s the ability to move fast, without breaking yourself.
Tolulope Obianwu is a highly experienced professional in operations and technology strategy and currently is Head, Core Operations at TeamApt Ltd
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