Nigeria signed a deal with Coursera to expand digital skills training for youth
The program will train Nigerians in AI, cybersecurity, data science and software engineering
Nigeria is increasing digital training as demand for tech skills and youth unemployment rise
Nigeria has signed a partnership agreement with U.S. education technology company Coursera to equip its youth with digital skills sought by employers globally, as Africa’s most populous nation steps up efforts to prepare its workforce for the digital economy.
The initiative, called the Digital Training Academy, is part of the government’s broader push to expand training for digital careers.
The agreement was signed last week in London by Education Minister Maruf Tunji Alausa on the sidelines of the 2026 World Education Forum.
“Through this programme, young Nigerians will receive world class training in Artificial Intelligence, Data Science, Cybersecurity, Cloud Computing, Software Engineering and other high demand digital fields, while earning globally recognised certifications valued by employers across the world,” Alausa said in a statement posted on social media on Thursday, May 21.
The program will be implemented in partnership with the National Open University of Nigeria and Yaba College of Technology, combining nationwide access with mentoring and support aligned with labor market needs. As part of the initiative, the government has fully funded 36,000 Coursera and Pluralsight licenses for the program’s first year.
The agreement comes days after the announcement of a separate initiative aimed at training 50,000 young people in digital skills. In collaboration with Ericsson, the government had already launched the Connect NextGen Innovation Hackathon in February 2026, an intensive four-month digital training program targeting 50,000 youth.
Also in February 2026, Young Advocates for a Sustainable and Inclusive Future, a civil society organization focused on sustainable development and inclusion, announced plans to train 15,000 disadvantaged young Nigerians through IBM’s SkillsBuild platform.
The initiatives underscore Nigeria’s push to strengthen digital skills training amid a broader digital shift reshaping the labor market. The World Bank estimates that around 230 million jobs in sub-Saharan Africa will require digital skills by 2030. In Nigeria, between 35% and 45% of jobs are expected to require those skills over that period.
As of June 2025, 23% of Nigerians aged between 18 and 35 were unemployed and actively seeking work, according to an Afrobarometer survey. The study also found that 32% of people in that age group had stopped looking for work altogether.
Isaac K. Kassouwi
Orange Morocco unveiled a series of partnerships and initiatives to support the growth of gaming and eSports in the country during the Morocco Gaming Expo 2026, held in Rabat from May 20 to 24. The telecommunications operator is increasing its presence in a rapidly growing sector, driven by rising digital adoption and growing interest among young people in competitive gaming and interactive content.
Among the main announcements was the launch of the “Orange eSport Grant,” developed in partnership with the Royal Moroccan Federation of Electronic Games. The programme will support five eSports associations based outside Casablanca and Rabat, with the objective of helping develop emerging talent across Morocco. Orange Morocco also signed a sponsorship agreement with Team xProjekt, becoming the first telecom operator in the country to officially sponsor a national eSports team. The organization currently has 29 players competing across several disciplines.
The operator also announced initiatives combining digital culture and gaming. The Orange Foundation, alongside journalist Nadia Larguet, introduced a digitized version of the quiz game “1,001 Questions About Morocco,” now integrated into the MaxIt application. Through these projects, the group aims to combine gaming, educational content and mobile services to strengthen engagement among younger users across its digital platforms.
The announcements come as Morocco and the wider North African gaming market continue to expand rapidly. According to SpielFabrique’s State of the African Video Game Industry 2026 report, published in January 2026, Morocco’s gaming revenues reached an estimated $227.3 million in 2024. The country is now considered one of Africa’s fastest-growing video game markets, supported by a young population, the rise of mobile gaming and ongoing improvements in digital infrastructure. The expansion of fibre, 4G and 5G networks is also helping drive growth in online gaming, streaming and eSports competitions.
The new partnerships align with Morocco’s broader ambition to develop a mature national gaming and eSports industry. Authorities increasingly view the sector as a potential driver of the digital economy, creative industries and youth employment. Morocco aims to increase annual video game industry revenues from around $200 million currently to $3 billion by 2030–2032, while capturing nearly 1% of the global gaming market.
Samira Njoya
Senegal’s National Civil Status Agency (ANEC) and the Caisse des Dépôts et Consignations (CDC) signed a partnership agreement on May 22 in Dakar to modernize and secure civil registry services through nationwide digitalization.
Senegal had already digitized more than 19 million civil records by 2024 as part of its broader administrative modernization strategy.
Authorities aim to strengthen public data management, improve citizens’ access to official documents and reduce document fraud through centralized databases and digital platforms.
Senegal has accelerated the digital transformation of its civil registry system as the government pushes forward with broader administrative modernization efforts.
The National Civil Status Agency (ANEC) and the Caisse des Dépôts et Consignations (CDC) signed a partnership agreement in Dakar on Friday, May 22, to modernize and secure civil registry services through nationwide digitalization. Senegal had already digitized more than 19 million civil records by 2024.
The two institutions aim to strengthen administrative data management, improve citizens’ access to official documents and curb document fraud, which continues to affect several administrative procedures across the country.
The partnership includes the gradual digitalization of civil registry procedures, the protection of archives, the modernization of administrative centers and the deployment of digital management tools.
Authorities have already launched several projects, including the creation of a centralized database and the deployment of integrated management software in multiple civil registry centers. In addition, authorities continue to expand the “Sama État civil” platform, which already allows citizens to complete some administrative procedures remotely. The government expects the platform to reduce travel requirements for users and accelerate request processing times.
Meanwhile, the reform comes as several African countries seek to modernize identification systems and civil data management.
According to UNICEF, nearly 150 million children under the age of five worldwide still lack official birth registration, while sub-Saharan Africa remains one of the most affected regions.
In Senegal, challenges linked to birth registration, paper archive preservation and access to administrative documents continue to limit access to certain public services, particularly in rural areas.
Through the reform, Senegalese authorities also seek to improve the reliability of public data as digital administrative services expand.
The government considers civil registry modernization a key component of the country’s national digital strategy. Authorities expect the reform to improve citizen identification, facilitate access to public services and support future projects related to digital identity and broader administrative digitalization.
Samira Njoya
Applications are now open for the Africa HealthTech ExCon Accelerator 2026, a program aimed at supporting early-stage African startups developing healthcare solutions, from telemedicine to AI-driven health technologies. Selected startups will receive practical training, mentorship, and opportunities to connect with global investors, with the broader goal of expanding access to healthcare across Africa.
IT integrator Velmie announced on Monday a partnership with Ivorian ride-hailing startup Flot to launch a digital bank in Africa. The partnership will support the rollout of a mobile banking app offering business accounts, payment cards and money transfer services. Using Velmie’s turnkey technology, the venture aims to reduce development costs while adapting to regulatory requirements across African markets.
MEST technology school opened registration on Monday, May 25, for the second edition of its pan-African AI training program. The free seven-month program, aimed at young developers across the continent, will take place in Ghana. Participants will learn to build advanced AI applications under the guidance of industry experts, while the best projects may receive up to $100,000 in funding. Registration is open here.
Kenya-based entrepreneur Mohamed Lamine Malet launched ReportsAI in 2025 to automate reporting processes for impact-driven organizations and field teams.
The platform centralizes documents and data while automating customized reports for donors and financial partners.
ReportsAI aims to reduce administrative burdens that often slow field operations and complicate access to international funding.
Mohamed Lamine Malet is an electrical and electronics engineer and entrepreneur based in Kenya. He serves as co-founder, chief technology officer and product lead of ReportsAI, an innovative digital platform focused on optimizing data, document and project management.
Founded in 2025, ReportsAI primarily targets impact organizations, field teams and support structures that must regularly produce operational and financial reports for partners and donors.
The platform simplifies information collection, data verification and report generation.
Designed as a unified collaborative workspace, the platform allows teams to centralize, access and use multiple file formats, including PDFs, Excel spreadsheets, presentations, audio recordings and photographs. The system then organizes the content to improve accessibility and operational use.
Beyond data centralization and structured information management, ReportsAI also integrates a task management system.
In addition, the platform automates the creation of customized reports tailored to the specific requirements of financial partners and funding institutions.
Meanwhile, Mohamed Lamine Malet continues to lead several technology initiatives alongside the rollout of ReportsAI. He founded and currently serves as chief technology officer of MCorp-Mali, a software development startup launched in 2018. He also serves as chief technology officer of Greeney!, an organization specializing in technological and ecological innovation. Earlier in his career, he completed an internship in 2015 at Akinsoft Software Engineering, a Turkish technology company.
Mohamed Lamine Malet graduated from Mevlana University in Turkey, where he earned a bachelor’s degree in electrical and electronics engineering in 2016.
Between 2018 and 2025, he worked as information technology manager at Humundi in Mali, formerly known as SOS FAIM Belgique, an organization focused on fighting hunger. At the same time, he managed information technology, digitalization and youth entrepreneurship initiatives at Mali-Folkecenter Nyetaa, a Malian non-profit organization dedicated to promoting sustainable development.
This article was initially published in French by Melchior Koba
Adapted in English by Ange J.A de Berry Quenum
Ugandan entrepreneur Sserubiri Uhuru founded eMaisha Pay in 2021 to digitize financial operations for agricultural cooperatives, exporters and traders.
The platform converts transaction data into creditworthiness indicators, allowing businesses to access financing without real estate collateral.
eMaisha Pay uses mobile money payments, delivery tracking and warehouse monitoring to build digital financial histories for agricultural actors.
Sserubiri Uhuru is a Ugandan entrepreneur operating at the intersection of fintech and agritech. He serves as co-founder and chief executive officer of eMaisha Pay, a digital platform designed for exporters, cooperatives and agricultural traders.
Founded in 2021, eMaisha Pay aims to help these businesses organize operations more efficiently, pay suppliers more quickly and secure financing more easily without relying on real estate collateral. The platform converts commercial activity into measurable creditworthiness indicators.
In addition, the system allows companies to register suppliers, track payments, document agricultural deliveries and maintain detailed transaction records. Companies then use the data to demonstrate operational capacity and repayment ability to lenders and financing partners.
The platform operates through several stages, including supplier and agricultural partner registration, bulk mobile money payments to compensate multiple farmers quickly, harvest and delivery tracking and warehouse inventory monitoring. As a result, businesses build a digital operational history through the platform’s data infrastructure.
Meanwhile, eMaisha Pay also offers an order-based financing system and a dashboard that allows users to track payments, suppliers and processed product volumes.
The platform centralizes operational information to simplify day-to-day agricultural management and improve transaction traceability across the supply chain.
Sserubiri Uhuru graduated in chemical engineering from Kyambogo University. He began his entrepreneurial career in 2018 with the launch of Cabral Tech, a digital platform connecting smallholder farmers to markets. He served as the company’s chief executive officer until 2021.
This article was initially published in French by Melchior Koba
Adapted in English by Ange J.A de Berry Quenum
Guinea launched the TELEMO digital platform on May 22 in Conakry to fully digitize public procurement procedures.
Authorities developed the platform in partnership with Rwanda to improve transparency, reduce administrative delays and modernize public spending management.
Public procurement represents between 11% and 15% of Guinea’s GDP, according to official figures, making the sector a major driver of the national economy.
Guinea officially launched the TELEMO platform in Conakry on Friday, May 22, as the government accelerated efforts to digitize public procurement procedures and modernize public administration.
Authorities developed the digital platform through cooperation with Rwanda. The government aims to modernize public procurement management, strengthen transparency and reduce administrative processing times.
“TELEMO’s vision is to establish a single, reliable and secure national system for managing public procurement. The system tracks every action and records every decision, which enables full transparency. We also target efficiency and inclusion because the platform remains open to all companies, both domestic and international,” TELEMO project manager Mouslihou Diallo said.
The platform now allows authorities to manage the entire public procurement cycle digitally, from tender planning to contract awards.
In addition, the system centralizes tender publication, bid submission and evaluation, procedural monitoring and secure data archiving. The project also seeks to improve small and medium-sized enterprises’ access to public contracts through an online platform.
Meanwhile, the launch forms part of a broader strategy to modernize Guinea’s public finances and digitize government administration.
According to official figures, public procurement accounts for between 11% and 15% of Guinea’s gross domestic product, which makes the sector a major lever of the national economy.
At the regional level, the World Bank estimates that public procurement represents around 11.5% of GDP across West African countries, with governments in the sub-region spending roughly $80 billion annually on goods, services and infrastructure works.
For Guinea, the reform extends beyond administrative modernization.
Authorities expect the digitization of public procurement to improve the efficiency of public spending, strengthen the country’s business climate and increase local companies’ participation in government contracts.
This article was initially published in French by Samira Njoya
Adapted in English by Ange J.A de Berry Quenum
Togo and Poland signed a financing agreement worth 24 million euros ($27.8 million) on Tuesday, May 19, to launch Africa Drone Company, a project that will develop local capabilities for drone design, assembly and deployment.
Officials signed the agreement during the official visit to Lomé by Krzysztof Gawkowski, Poland’s Deputy Prime Minister and Minister of Digital Affairs.
Cyber Defense Africa, the entity overseeing the initiative, emerged from a public-private partnership between the Togolese government and European group Asseco Data Systems in 2019 in the cybersecurity sector.
The structure will spearhead the development of the drone industry. The project targets applications in security, agriculture, logistics, industry and critical infrastructure monitoring.
Meanwhile, Bank Gospodarstwa Krajowego (BGK), Poland’s state development bank, mobilized the financing under the European Union’s Global Gateway initiative. The European Fund for Sustainable Development Plus (EFSD+) provided the guarantee mechanism.
The project aims to move beyond the acquisition of imported technologies. Authorities want the initiative to accelerate skills transfer, technical training and the emergence of local industrial expertise in a sector considered strategic.
Togo’s Ministry of Public Service Efficiency and Digital Transformation said the cooperation aligns with Lomé’s ambition to strengthen technological sovereignty and build infrastructure capable of supporting the country’s long-term priorities.
Togo has invested heavily in digital modernization and administrative reform in recent years. Authorities have increased spending on digital infrastructure and cybersecurity as part of a broader economic transformation strategy.
The drone industry initiative extends that strategy into higher value-added industrial technologies and reinforces Togo’s ambition to position itself as a regional digital and technological hub.
This article was initially published in French by Adoni Conrad Quenum, Ecofin Agency
Adapted in English by Ange J.A de Berry Quenum
Orange Côte d’Ivoire and the United Nations Development Programme plan to accelerate digital inclusion and youth employability through a new partnership focused on digital training and entrepreneurship. Both parties formalized the cooperation on Thursday, May 21, through a memorandum of understanding signed in Abidjan.
The agreement provides for the joint deployment of digital skills training programs, with a particular focus on young women and vulnerable populations. The initiative will also support start-ups and develop innovation hubs by leveraging the infrastructure of Orange Digital Center, the telecom group’s entrepreneurial support platform.
Moreover, the partners said they plan to extend the programs beyond Abidjan into several rural areas and underserved localities. The initiative aims to reduce disparities in access to digital skills in a country where digital transformation continues to concentrate largely in major urban centers.
The partnership comes as digital skills become increasingly strategic for Côte d’Ivoire’s economy. The country’s Digital Acceleration Project (PADCI) notably plans to develop intermediate and advanced digital skills, while prioritizing young people and women.
At the same time, Ivorian authorities aim to increase the digital sector’s contribution to GDP to 15% by 2030 from around 6% currently. The government plans to achieve that target through investments in infrastructure, digital services and human capital.
For Orange Côte d’Ivoire, the partnership forms part of a broader strategy to develop value-added services around digital education and innovation. The operator, which says it serves more than 35 million customers across Côte d’Ivoire, Burkina Faso and Liberia, has expanded initiatives related to digital professions training, coding and support for technology entrepreneurs in recent years.
Meanwhile, the United Nations Development Programme said the cooperation aligns with programs that use digital technology as a lever to reduce inequalities and support economic inclusion.
Both partners therefore aim to support the emergence of a more inclusive digital ecosystem capable of meeting the growing needs of Côte d’Ivoire’s labor market.
This article was initially published in French by Samira Njoya
Adapted in English by Ange J.A de Berry Quenum
Awa Alyne Daffe is a Senegalese engineer and entrepreneur. She founded and leads STEAMtastic, an interactive educational platform designed for children, teenagers and teachers across French-speaking Africa.
Founded in 2020, STEAMtastic aims to make learning in science, technology, engineering, arts and mathematics (STEAM) more accessible, engaging and practical. The platform uses a hands-on and game-based approach to help young users learn while developing creativity, critical thinking and problem-solving skills.
The platform offers dozens of educational modules tailored to different learning levels. The courses cover multiple disciplines and target both beginners and advanced learners. The company also provides part of its content free of charge and without registration requirements in order to allow users to test the platform’s teaching model before committing further.
Meanwhile, STEAMtastic primarily targets young people aged 5 to 18. The platform adapts content to each age group in order to make learning more engaging and accessible. Lessons take the form of interactive videos, quizzes, practical projects and educational pathways designed as games. Learners can also earn badges and certificates as they progress, strengthening user engagement and motivation.
Beyond STEAMtastic, Awa Alyne Daffe co-founded Siza Company, a commercial promotion and consulting firm established in 2019. The company provides marketing, advertising and strategic advisory services.
She also serves as Senegal’s lead representative for Pangea Global Ventures, a company that connects West African entrepreneurs with global impact investors.
Awa Alyne Daffe graduated in computer science from the University of Maryland. She started her professional career in 2013 as a freelance graphic designer.
In 2019, she became regional manager for Francophone Africa at STEMCafe, a learning center where children and young people aged 5 to 18 discover STEM subjects through play-based learning.
That same year, she joined iDEV Technologies, a digital services company, as business development manager. From 2024 to 2025, she served as partnerships and development manager at the YALI Regional Leadership Center Dakar.
This article was initially published in French by Melchior Koba
Adapted in English by Ange J.A de Berry Quenum
Kenya is exploring a partnership in the space sector with Kazakh company Ghalam LLP as the East African nation seeks to tap the firm's expertise in spacecraft development and component manufacturing.
President William Ruto visited Ghalam LLP's facilities during a state visit to Kazakhstan on May 19 and 20.
Ruto said the proposed partnership is primarily aimed at accelerating the development of Kenya's emerging space program, based in Malindi. The initiative forms part of broader efforts to strengthen the country’s expertise and capabilities in the space sector to improve data collection, support research and enhance evidence-based national planning and development.
Kenya is relying on international partnerships to advance those ambitions. Since the start of the year, Nairobi has intensified engagement with several countries active in the space industry, including China, India, Italy, the United States and Germany. Discussions with Germany focused on areas such as Earth observation, innovation and business incubation, capacity building, and the use of space technologies for socioeconomic development.
Kenya has also joined Egypt and Uganda in launching the ClimCam program, a regional initiative focused on climate observation and environmental monitoring applications.
Space technologies and economic development
Kenyan authorities see space technologies as a tool to support socioeconomic development across multiple sectors. In agriculture, the Kenya Space Agency (KSA) says such technologies can help improve food security and agricultural productivity.
Satellite imagery enables the monitoring of crop conditions and health, the early detection of anomalies and quicker intervention measures. The data is also used for crop mapping, monitoring crop growth and estimating yields to help anticipate food security risks.
Earth observation technologies also support soil moisture monitoring to optimize irrigation, as well as pasture assessment and vegetation analysis to help forecast droughts. Remote sensing can additionally estimate soil nutrient levels, making fertilizer use more efficient and targeted.
The KSA says in the health sector, space technologies could help strengthen healthcare systems. Satellite connectivity can support the expansion of telemedicine services in remote areas by improving access to medical expertise, healthcare services and digital health data.
Satellite data is also used to monitor environmental factors affecting public health, including disease vectors and water quality. It can further help assess the impact of health emergencies and natural disasters, enabling faster and better coordinated responses.
Isaac K. Kassouwi
As SpaceX, Amazon and other industry giants invest billions of dollars in low-Earth orbit satellite constellations to expand internet access, concerns over space debris and orbital congestion are mounting. In this interview, Alexandre Vallet, head of the Space Services Department at the International Telecommunication Union (ITU), discusses the economic dynamics shaping the sector, sovereignty concerns, the management of orbital resources, and the risks associated with the growing commercialization of space, as Africa looks to strengthen its presence in the emerging space economy.
We Are Tech: Major companies like SpaceX and Amazon are now pouring billions into low Earth orbit (LEO) satellite constellations covering Africa and other regions. Beyond the headlines about universal connectivity, what is really driving these investments?
Alexandre Vallet: These companies believe there is a profitable market in extending connectivity to households and individuals that remain underserved by terrestrial infrastructure. They believe the market can support investments in the range of five to six billion dollars. Beyond the philanthropic messaging around universal connectivity, they see a real commercial opportunity.
A company like SpaceX is targeting two markets. First, the consumer market — people who can afford a monthly subscription. Second, the enterprise market, particularly maritime and aviation connectivity, where demand is very strong. Today, broadband access on airplanes remains relatively poor. These new constellations can deliver much higher throughput for that kind of use case. The same applies to maritime transport, whether for cargo tracking or cruise operations. A large cruise ship can carry three thousand passengers and two thousand crew members — effectively a floating town where everyone expects internet access. Satellite links are the only realistic way to provide adequate connectivity in that environment. That market is real, it is massive, and it is what makes these constellations financially viable.
Amazon approaches the issue somewhat differently because it also sees indirect economic benefits. Expanding connectivity means expanding the number of people who can access Amazon’s online services. Even if the connectivity business itself is not extremely profitable, Amazon can offset that by bringing new users into its broader ecosystem. The strategy goes well beyond connectivity alone — it is also about expanding the customer base.
Aren’t there also geopolitical and defense dimensions to this?
When it comes to geopolitical and military considerations, I do not think they are the main drivers at this stage. Whenever a new communications technology emerges, the military naturally wants to test it and potentially use it. But it would be inaccurate to say that military demand is what led to the creation of these constellations.
That said, once these systems are operational, concerns about strategic dependence become important. Both China and the European Union are cautious about relying too heavily on American companies, and that is encouraging the development of alternative projects.
When it comes to geopolitical and military considerations, I do not think they are the main drivers at this stage. Whenever a new communications technology emerges, the military naturally wants to test it and potentially use it.
Ultimately, this comes down to sovereignty. No country wants to depend entirely on another state’s technology for critical communications. As a result, many countries are developing their own satellite capabilities to secure at least part of their communications infrastructure. Increasingly, states want to maintain a minimum level of autonomous satellite capacity — not necessarily enough to meet all their needs, but enough to preserve essential communications capabilities.
Recently in Africa, ministers from the Southern African Development Community (SADC) agreed to develop a shared geostationary satellite project involving sixteen countries. Algeria, Angola and Egypt already operate their own satellites as well.
That said, not every country is going to build a full constellation like the European Union is attempting to do, because the costs are extremely high. Unlike a geostationary satellite positioned above one region, a constellation continuously orbits the Earth, meaning it spends much of its time serving areas other than your own territory. Countries either need international partnerships to share the cost, or they need to be part of a sufficiently large economic bloc capable of financing the system alone. What we are seeing more frequently is demand for access to geostationary orbit, where deploying even a single satellite already represents a major step forward.
SpaceX is announcing tens of thousands of satellites, while Amazon and OneWeb are making similar claims. Is this competitive race compatible with the ITU’s vision of sustainable management of low Earth orbit, especially given that many countries — particularly in Africa — will also need access to it?
There is a great deal of hype surrounding these numbers, and then there is the reality of what regulators and companies are actually putting into orbit, which is considerably more modest than the public announcements suggest. OneWeb initially announced forty thousand satellites, then reduced the figure to three thousand, and today operates around six hundred. Those headline numbers are often aimed more at investors than at engineers.
Take SpaceX as an example. The company announced that its final Starlink constellation would include around thirty thousand satellites. But the American regulator, the FCC, has only authorized fifteen thousand so far — an initial tranche of seventy-five hundred, with a second tranche planned later. Regulators themselves are nowhere near approving the figures highlighted in public communication.
At the ITU level, the measures actually being implemented remain compatible with sustainable orbit management, even if public messaging suggests otherwise. Real deployments are far more constrained, even though they still involve thousands of satellites.
What is more concerning is space debris. The greater the number of objects in orbit, the greater the potential for debris generation. Mega-constellations therefore raise more environmental concerns than resource-sharing concerns. We are not yet in a critical situation, which makes this the right moment to introduce corrective measures.
The legal framework already contains safeguards. You cannot reserve spectrum indefinitely without using it — it is essentially a “use it or lose it” system — and there are mechanisms to prevent monopolistic behavior. Our treaties require frequency coordination to be based on technical criteria. Countries therefore retain the ability to push back against anti-competitive practices using those technical standards.
There is also a somewhat counterintuitive aspect to this issue: larger constellations can actually make spectrum and orbit sharing easier. The larger the constellation, the more satellites are visible from any point on Earth. A new operator can simply say: “You communicate with that satellite, and I will use another one farther away in the sky.” Smaller constellations mean fewer satellites visible at any given moment, making interference avoidance more difficult. From a resource-sharing perspective, large constellations are not necessarily a problem.
What is more concerning is space debris. The greater the number of objects in orbit, the greater the potential for debris generation. Mega-constellations therefore raise more environmental concerns than resource-sharing concerns. We are not yet in a critical situation, which makes this the right moment to introduce corrective measures.
At what point can we say that low Earth orbit is saturated?
It is a complex question because there is not just one low Earth orbit. The term covers a range of altitudes from roughly two hundred to two thousand kilometers, and conditions vary significantly within that range.
Certain altitudes are particularly attractive, especially between six hundred and nine hundred kilometers. The closer you get to two hundred kilometers, the stronger atmospheric drag becomes, which slows satellites down and can cause them to deorbit relatively quickly. Above nine hundred kilometers, satellites require more power to communicate effectively with Earth, making those orbits less attractive commercially. The real sweet spot lies in the six-hundred-to-nine-hundred-kilometer range, and that area is genuinely becoming crowded.
In terms of physical capacity, the latest MIT study estimated that around 1.8 million satellites could theoretically orbit Earth without colliding. But that does not necessarily mean they could all operate without causing radio interference.
The rest of low Earth orbit is not particularly congested. Above nine hundred kilometers, there are relatively few satellites. Below six hundred kilometers, SpaceX has announced plans to move some satellites down to around five hundred and fifty kilometers, but at roughly four hundred kilometers — the altitude of the International Space Station — traffic remains limited. Low Earth orbit as a whole is therefore not saturated. What we see instead is a concentration of activity within a specific altitude band, partly due to herd behavior within the industry. Over time, operators will naturally begin moving slightly higher because those orbits, while somewhat less optimal, remain very usable.
In terms of physical capacity, the latest MIT study estimated that around 1.8 million satellites could theoretically orbit Earth without colliding. But that does not necessarily mean they could all operate without causing radio interference. For a ground station to distinguish between satellites, they need sufficient angular separation in the sky. That constraint alone limits the number of operational satellites.
So the real practical limit is probably lower than 1.8 million, but we are still very far from it. Even in the most crowded low Earth orbit band, there are currently only around ten thousand satellites. Large parts of low Earth orbit remain barely used — perhaps not the most attractive orbital positions, but still entirely workable.
Who is responsible for cleaning up space debris?
At present, there is no binding treaty governing space traffic management. Discussions are underway within the UN Committee on the Peaceful Uses of Outer Space (COPUOS) to develop guidelines, particularly concerning debris prevention. But these remain guidelines rather than legally binding rules.
One of the major issues is that every satellite — even non-operational ones — must still have an identifiable point of contact. We are working to ensure communication channels remain open, that operators can be reached, and that in periods of geopolitical tension we can act as a neutral intermediary to facilitate communication.
On the ITU side, our focus is primarily on preventing debris from being created in the first place by ensuring that operators have effective communication channels with one another.
The challenge today is not only that the number of objects in orbit is increasing, but that the number of operators is increasing even faster. SpaceX may manage ten thousand satellites, but it remains a single point of contact, which makes coordination relatively straightforward. Increasingly, however, space activities involve startups, small companies and universities. Several African universities, for example, have launched student satellites.
One of the major issues is that every satellite — even non-operational ones — must still have an identifiable point of contact. We are working to ensure communication channels remain open, that operators can be reached, and that in periods of geopolitical tension we can act as a neutral intermediary to facilitate communication.
In the absence of a binding treaty, how do you manage relationships with satellite operators on debris mitigation?
It varies considerably from one operator to another. Large companies have both economic and operational incentives to keep orbit clean because if they pollute it, they are damaging the very environment they rely on for their future operations. Their interests are broadly aligned with ours.
The bigger challenge comes from startups that launch a single satellite to test a component for a year or eighteen months and then abandon the project. Convincing those operators that a satellite cannot simply remain in orbit indefinitely once it stops functioning is much more difficult. At that point it effectively becomes debris. In my view, that is currently a greater risk than anything posed by mega-constellations.
For smaller operators, the key is to engage before launch and encourage them to use relatively low orbits where atmospheric drag will naturally bring the satellite back into the atmosphere over time, without additional costs or operational complexity.
For smaller operators, the key is to engage before launch and encourage them to use relatively low orbits where atmospheric drag will naturally bring the satellite back into the atmosphere over time, without additional costs or operational complexity. Most are receptive to that argument because it does not require significant extra investment, only better planning ahead of launch. The difficulty is ensuring they receive that information early enough.
Many countries are also introducing domestic regulations. In the United States, for example, the FCC now requires satellites to reenter the atmosphere within five years after the end of their operational life, compared with the previous twenty-five-year rule. Since most launches occur from a limited number of countries, similar national regulations adopted elsewhere could have an effect comparable to an international treaty. But it is true that a global legal framework remains missing.
How do you manage relations with astronomers who argue that satellite constellations interfere with observations?
We do not deal with optical astronomy, meaning observations based on visible light. But radio astronomy will indeed be discussed during the 2027 World Radiocommunication Conference.
One of the issues under discussion is the creation of radio quiet zones. These already exist around major radio telescopes, where the use of WiFi or mobile phones is restricted. The debate now concerns extending this principle to space activities by requiring satellites to suspend transmissions when flying over those areas. ITU member states are expected to discuss the issue next year.
What are the most urgent measures needed to bring space pollution under control?
The most urgent priority is ensuring that no satellite ever becomes an orphaned object once its operational life ends. We cannot allow objects to remain in orbit without anyone being responsible for them.
Under international law, every space object remains under the responsibility of the state that launched it. If a satellite reaches the end of its mission and nobody is managing it from the ground anymore, the situation becomes extremely problematic because no one else has the legal authority to remove it.
The most important measure would therefore be guaranteeing that every object in space always has an identifiable point of contact capable of providing information about its status, technical characteristics and operational condition. When communication remains possible, solutions can generally be found. But when nobody can be reached, the object simply drifts in orbit and becomes a collision risk.
How does resource allocation in space work between countries? Can developed countries negotiate directly with less financially capable states to gain control over their orbital resources?
The first step is establishing the international framework. Once that framework exists, the ITU mechanism does not prohibit bilateral agreements between states, nor does it prevent a foreign company from approaching another country and saying: “You have access to these resources.” Such arrangements are allowed as long as they remain within the ITU framework.
All outer space resources are governed by the UN Outer Space Treaty adopted in the 1960s. The treaty establishes that outer space cannot be subject to national appropriation. No country can claim sovereignty over any part of space.
All outer space resources are governed by the UN Outer Space Treaty adopted in the 1960s. The treaty establishes that outer space cannot be subject to national appropriation. No country can claim sovereignty over any part of space.
The orbital resources allocated through the ITU are therefore not a form of ownership, but rather usage rights. The international community recognizes that a state may use those resources and must be protected from harmful interference while doing so. That is sufficient to operate a satellite system.
States cannot sell or rent these resources directly. However, nothing prevents a foreign private company from establishing a subsidiary within another country and having that local entity apply for a license to use the country’s resources. In practice, this is not considered a transfer of ownership. It is simply a state choosing to exercise its rights through a private operator, which remains compatible with international law.
Do countries need to be ITU members to access these resources?
Yes. Only ITU member states can access this mechanism. In practice, however, the issue is almost theoretical because the ITU has one hundred and ninety-four member states — essentially every UN member country. Even the Vatican is a member.
One limitation of low Earth orbit constellations is that their capacity remains constant regardless of whether satellites are flying over densely populated cities or empty ocean areas. This creates congestion hotspots where demand exceeds available capacity.
Only a very small number of entities are excluded, such as Kosovo, which is not recognized by enough countries. Palestine also has quasi-state status within the ITU and retains access to resources. In practice, almost every state can participate.
For African countries that are lagging behind in the space sector, is there a risk that unused orbital resources could eventually be lost?
No, I do not think that is a realistic risk. Every country has one vote within the ITU, and developing countries represent the majority. African countries coordinate their positions through the African Telecommunication Union, allowing around fifty states to adopt common positions. Together with countries from Asia and South America, they form a very large coalition with a clear majority.
That said, resources remain largely theoretical if a country does not actually deploy satellites to use them. That is why there are multiple initiatives across Africa aimed at developing satellite capabilities, including the sixteen-country SADC project and the creation of the African Space Agency in Egypt to pool resources and financing.
African regulators have also been among the first to establish frameworks authorizing services such as Starlink. Citizens in some African countries therefore gained access to these services before users in certain European countries that still restrict them.
Historically, even developed countries did not begin with national satellite systems. They initially relied on regional organizations and pooled resources.
Is the satellite industry moving toward low Earth orbit systems or geostationary systems?
The current trend in the satellite industry is toward what is known as multi-orbit systems: ground equipment capable of communicating with both low Earth orbit satellites and geostationary satellites without requiring separate hardware. The goal is to combine the advantages of both systems.
One limitation of low Earth orbit constellations is that their capacity remains constant regardless of whether satellites are flying over densely populated cities or empty ocean areas. This creates congestion hotspots where demand exceeds available capacity. Geostationary satellites can help solve that issue because they allow operators to concentrate capacity precisely where demand is strongest.
The idea is therefore to rely on low Earth orbit systems in lower-demand areas and fall back on geostationary satellites in areas where LEO capacity becomes saturated.
Starlink already marks certain zones as “currently unavailable” because the constellation has reached its local capacity limits and cannot add more customers without reducing service quality. That offers a preview of the industry’s future direction.
The major technical challenge lies in designing a single terminal capable of communicating both with a satellite orbiting at six hundred kilometers and with one positioned thirty-six thousand kilometers away in geostationary orbit. The differences in power requirements and signal characteristics are enormous, which makes the engineering challenge particularly complex.
Interview by Muriel EDJO