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

Posted On samedi, 23 mai 2026 18:18 Written by

On Sunday, May 3, Côte d’Ivoire’s official government website published an interview with Stéphane Kounandi Coulibaly, Director of Innovation, Startups and the Private Sector at the Ministry of Digital Transition. In the interview, he outlined the country’s ambition to become a regional innovation hub. Yet significant challenges remain, particularly in cybersecurity. In that context, We Are Tech Africa spoke with Babel Balsomi (pictured), an ethical hacker, AI researcher and CEO of Hiero Digital, to examine some of the key issues.

We Are Tech Africa: Ivorian authorities have stepped up their cybersecurity ambitions with the creation of the National Agency for Information Systems Security (ANSSI) and the launch of a Security Operations Center (SOC). On the ground, do these ambitions match the scale of the vulnerabilities being observed?

Babel Balsomi: The creation of ANSSI is a real structural step forward. Bringing the National Computer Security Incident Response Center (CI-CERT), the Cybercrime Fighting Platform (PLCC), and the Directorate of IT and Digital Forensics (DITT) under a single authority helps address the fragmentation that had weakened the government's ability to respond quickly to incidents. The political will is clearly there, and that matters.

But there is still a major gap between these institutional ambitions and the reality experienced by businesses and ordinary users. The situation on the ground looks very different.

WAT: How would you assess the cybersecurity posture of SMEs in Côte d’Ivoire today — in terms of infrastructure, practices and awareness among business leaders?

BB: Starting with infrastructure, a large share of the systems supporting Côte d’Ivoire’s digital economy — corporate networks, servers and network equipment — is outdated. During audits at SMEs, including accounting firms, logistics companies and private clinics, I still regularly find servers running Windows Server 2008 or 2012, even though Microsoft stopped supporting those systems years ago.

Yet these machines remain connected to the internet and continue handling client data, including financial information, often without properly configured firewalls, network segmentation or isolated backups. Expanding digital services on top of that kind of infrastructure simply increases the attack surface without improving security.

A large share of the systems supporting Côte d’Ivoire’s digital economy — corporate networks, servers and network equipment — is outdated.

As for practices and awareness, the lack of cybersecurity culture is often profound, but not deliberate. I frequently meet business owners who discover during our first discussion that cybersecurity is a field in its own right. Yet these companies process payments through mobile money platforms, store customer data and form the backbone of the Ivorian economy. They are real targets — they just do not realize it yet.

WAT: In large companies, why is cybersecurity still struggling to become a strategic priority at the executive level?

BB: In large companies, the problem is different from what we see in SMEs. Operational teams are often aware of the risks, but that awareness usually runs into the same obstacle at management level: cybersecurity is still treated as a cost rather than a strategic issue.

I have seen technical teams identify critical vulnerabilities, produce detailed remediation plans, and then watch those plans get pushed aside because executives considered them non-essential. In some cases, incidents followed a few months later.

A lot of infrastructure today is effectively surviving on luck. Some companies have exposed systems accessible from outside networks with inadequate protection.

WAT: Beyond technical weaknesses, what human and organizational barriers are slowing cybersecurity progress in Côte d’Ivoire?

BB: The first is internal protectionism. Some teams see outside expertise as a threat and resist initiatives that could improve security because they fear losing influence or exposing internal weaknesses.

The second is the lack of continuous training. Cybersecurity evolves constantly, yet many teams are not investing enough in keeping their skills up to date. Over time, they lose touch with how threats are changing.

The third barrier is the failure to integrate young talent. There are highly capable and motivated cybersecurity professionals in Côte d’Ivoire, but organizations still struggle to recruit and retain them. The problem is not necessarily deliberate exclusion. Hiring structures, salary policies and management culture are simply not designed to attract these profiles.

We developed the Cybermétéo — a bulletin designed to assess a company’s vulnerabilities and identify leaked data — precisely to provide organizations with an objective view of their security posture. One in three companies refuses the exercise. Not because of cost, since it is free and confidential, but because many organizations still see transparency about vulnerabilities as a threat in itself. That says a lot about the gap between institutional ambition and operational reality.

WAT: You often speak about the lack of a cybersecurity culture within organizations. How can employee behavior become a major vulnerability?

BB: Beyond budgets and infrastructure, cybersecurity is also a cultural issue. It is still not seen as a shared responsibility.

An employee clicking on a phishing link, coworkers sharing passwords, or confidential documents being sent through personal messaging apps — these are the kinds of everyday behaviors that create openings for attackers.

I have conducted phishing simulations in Ivorian companies where between 70% and 80% of employees clicked on malicious links. That is not a question of intelligence. It is a question of awareness and exposure to the right information.

An employee clicking on a phishing link, coworkers sharing passwords, or confidential documents being sent through personal messaging apps — these are the kinds of everyday behaviors that create openings for attackers.

This kind of culture has to be built over time through training, leadership and clear internal policies. Right now, it remains largely absent.

WAT: Ordinary citizens are also increasingly exposed. Why do you describe connected users as the weakest link in the digital chain?

BB: More and more people are using fintech services every day as mobile adoption expands rapidly across the country. But most users are operating without any real protection.

WhatsApp scams, fake giveaways, identity theft on social media and fraudulent applications collecting personal data affect thousands of people every day. Most users simply do not have the tools or instincts needed to detect these threats.

Today, ordinary citizens are the most exposed and least protected part of the chain. At a time when mobile payments are becoming mainstream, public services are moving online and health and identity data are being collected at scale, the lack of cybersecurity awareness among users is no longer a secondary issue. It is a systemic risk.

WAT: Before artificial intelligence even enters the picture, what are the most common and effective cyberattacks targeting organizations in Côte d’Ivoire today?

BB: The threat landscape can broadly be divided into three levels, each reflecting a different degree of inadequate preparedness.

The first is phishing, and it is causing serious damage. Large companies, mid-sized firms and SMEs are targeted daily by phishing campaigns. What makes these attacks successful is not necessarily technical sophistication, but the absence of basic cybersecurity habits.

It can be a fake Treasury Department email requesting updated banking information, a WhatsApp message impersonating a CEO to request an urgent transfer, a fraudulent link imitating the CNPS portal or a local bank, or a fake telecom invoice with altered banking details. These situations occur every week.

In the simulations I have conducted, click rates on malicious links regularly exceed 70% to 80% of employees tested. In Europe, those figures would trigger serious concern. Here, they are often treated as normal.

Many companies have no business continuity plans, no reliable backups and no incident response contracts.

The second category is Business Email Compromise, or BEC, and these incidents are becoming increasingly common. A company receives what appears to be a legitimate email from a supplier announcing new banking details, and the accounting department sends money to a fraudulent account.

This technique has existed for more than a decade and does not rely on advanced technology. It works because many organizations still lack basic verification procedures, dual approval systems for transfers and sufficient staff awareness. This is not primarily a technology problem. It is a culture problem.

There is also the issue of data encryption. I have audited private clinics where patient records were stored on unencrypted local drives with no offsite backup, on Wi-Fi networks shared by doctors, administrative staff and visitors.

The third category is ransomware. Given the weaknesses we have discussed, even relatively simple ransomware attacks could paralyze a large number of organizations. Many companies have no business continuity plans, no reliable backups and no incident response contracts.

Hospitals, corporations and critical infrastructure operators in Europe and the United States have already been crippled by ransomware attacks for weeks at a time. Organizations in Côte d’Ivoire face the same threats with far fewer resources to respond and recover.

WAT: Is Côte d’Ivoire prepared for the new threats associated with artificial intelligence?

BB: No. And the threats linked to AI are fundamentally different.

One of the first risks is prompt injection. AI agents are autonomous systems capable of carrying out tasks with limited human intervention — accessing databases, sending emails, interacting with third-party systems and making certain decisions.

A prompt injection attack works by inserting malicious instructions into the data processed by the AI system, whether through a document, a form or an email. The objective is to hijack the system and make it perform unauthorized actions without operators realizing it.

For example, if a government agency deploys an AI agent to process citizen requests, a compromised form could instruct that system to quietly exfiltrate entire databases. The danger lies in the same qualities that make AI agents useful: autonomy, speed and operational capacity.

The danger lies in the same qualities that make AI agents useful: autonomy, speed and operational capacity.

The second category is training data poisoning. If an AI model is trained on compromised data, its outputs and decisions can gradually become distorted without anyone immediately detecting the manipulation. The model continues operating normally, but its reasoning has been compromised at the source. Since Côte d’Ivoire aims to develop models adapted to local realities, this risk is particularly important.

The third category involves mutating AI-driven attacks and prompt flux. Today, attackers can use large language models to generate hundreds of malware variants automatically. Each version differs slightly from the previous one, allowing it to evade antivirus systems based on known signatures. It works like a fast-mutating virus that changes more quickly than defenses can adapt.

Prompt flux pushes this even further. Malicious instructions change continuously and unpredictably in real time, making conventional filtering systems far less effective because every attack appears differently. These attacks can also destabilize AI models themselves and turn them into attack surfaces.

What is important to understand is that even the most advanced countries are still struggling to defend against these threats. Standards are still evolving, tools remain under development and expertise is limited.

If a prompt flux attack targeted a bank, telecom operator or government agency in Côte d’Ivoire today, the consequences could be severe. Many organizations still lack reliable backups, incident response teams, behavioral detection systems and crisis management procedures. In some cases, there is also deep distrust toward external cybersecurity experts. The result is that systems could remain compromised long before anyone realizes what happened.

Africa has the chance to avoid some of the mistakes made elsewhere, where digital ecosystems were built without integrating security from the beginning. But this opportunity will not remain open indefinitely.

The talent needed to build these capabilities exists in Côte d’Ivoire. I see it during cybersecurity competitions and within technical communities. But organizations still struggle to integrate and retain these profiles. That represents a direct loss for national resilience.

WAT: The country wants to deploy AI in sectors such as healthcare, agriculture and education. Can these initiatives scale safely without stronger digital foundations?

BB: Let me be very clear: deploying artificial intelligence across Africa is a historic opportunity, and the continent needs to move now, not in five years.

Africa has the chance to avoid some of the mistakes made elsewhere, where digital ecosystems were built without integrating security from the beginning. But this opportunity will not remain open indefinitely. Global technology firms, investors and regional competitors are already moving quickly.

So the real issue is not choosing between AI and cybersecurity. The challenge is advancing both simultaneously. Right now, however, that is not what I see in practice.

Take the example of AI systems used in public hospitals to manage patient records or assist with diagnosis. These systems must connect to hospital networks, databases and multiple staff workstations.

Yet in many environments, I still find unsegmented networks where doctors, administrative staff and visitors share the same infrastructure, login credentials shared between users, and sensitive data left unencrypted both during transmission and storage.

In that environment, AI does not simply increase the value of the system. It also increases its exposure to attacks.

An attacker who compromises such a system could block access to medical records during an emergency, alter patient data or steal information belonging to thousands of people. Similar attacks have already severely disrupted hospitals in France, the United Kingdom and the United States. Africa will not remain immune indefinitely.

Karen Diallo said it clearly during the Cyber Africa Forum: many organizations still do not see the need to invest in digital security until it is too late.

An AI system that is secure by design can be deployed faster and adopted more broadly because users trust it. Conversely, a major incident involving an insecure system could damage confidence for years among users, investors and institutional partners.

The Safe AI Label was launched with positive intentions, but it still raises a key question: what technical standards actually support it? A label without independent audits, enforceable requirements or penalties for non-compliance is not a security guarantee. At this stage, it is mainly a statement of intent.

I am not arguing against AI deployment. Quite the opposite. Security should be treated as a condition for acceleration, not as an obstacle.

An AI system that is secure by design can be deployed faster and adopted more broadly because users trust it. Conversely, a major incident involving an insecure system could damage confidence for years among users, investors and institutional partners.

My position is straightforward: no AI deployment in critical sectors such as healthcare, agriculture or education should move forward without a mandatory pre-deployment security audit. That is not a conservative approach. It is the minimum requirement for turning this technological opportunity into a lasting advantage rather than a large-scale vulnerability.

WAT: Beyond the broader discourse around digital transformation in Africa, what message would you like to send to decision-makers in Côte d’Ivoire and across the continent?

BB: The message is simple: digital transformation cannot succeed sustainably if security is treated as an afterthought.

Digitization without cybersecurity is like building a city without doors or locks. The larger the system becomes, the more vulnerable it grows.

The ambitions outlined by the Ministry of Digital Transition are real. Expanding the startup ecosystem, deploying AI in public services and positioning Côte d’Ivoire as a regional technology hub are important goals that deserve support.

But cybersecurity is still too often absent from these discussions. That omission matters because it reveals a structural blind spot. Governments are digitizing services, connecting agencies and opening public contracts to startups without building the security mechanisms needed to protect the ecosystem at the same pace.

Every digital service launched without adequate security measures creates a new vulnerability. Every database assembled without encryption increases the risk of future breaches. Every connected agency without proper network segmentation becomes a possible entry point into wider government systems.

The consequences are already visible. Startups in Côte d’Ivoire increasingly have access to public contracts, which is positive. But many of these companies still lack strong cybersecurity practices while handling sensitive government data and connecting directly to state information systems.

Every digital service launched without adequate security measures creates a new vulnerability. Every database assembled without encryption increases the risk of future breaches. Every connected agency without proper network segmentation becomes a possible entry point into wider government systems.

That creates opportunities for supply chain attacks, where attackers compromise smaller or less protected organizations to gain indirect access to larger targets. I have already documented this type of pattern in Côte d’Ivoire.

Digital transformation creates value, but it also increases systemic dependencies. If those connections are not secured, they become systemic vulnerabilities.

There is also an important human dimension that remains underestimated. Internal rivalries, resistance to change and managers reluctant to integrate younger talent continue slowing both cybersecurity progress and digital transformation more broadly.

These factors are holding the country back at a time when both digital transformation and cyber threats are accelerating simultaneously.

What decision-makers need to do is involve private-sector actors, SMEs and operational experts directly in the design of digital transformation strategies — not just cybersecurity strategies.

These are the people confronting vulnerabilities every day. They understand where systems fail, where digitized processes generate unexpected risks and where local talent can strengthen resilience.

Digital transformation has to be built with the people living these realities on the ground.

Interview by Adoni Conrad Quenum

Posted On samedi, 23 mai 2026 17:25 Written by
  • African governments are expanding unified digital platforms to centralize public services and improve administrative efficiency

  • Countries including Senegal, Rwanda, Kenya, Benin and Burkina Faso have launched or expanded online portals for government services

  • Despite progress, many countries still face challenges linked to weak infrastructure, fragmented systems and cybersecurity risks

Unified public service platforms are gaining ground across Africa as governments accelerate efforts to digitize administrative services and centralize them on single online portals. Inspired by e-government models developed in Europe, Asia and the Middle East, several countries are seeking to make public services easier to access, reduce administrative delays and improve efficiency as internet adoption expands rapidly across the continent.

Recent initiatives illustrate the trend

Burkina Faso recently launched a centralized digital public services platform aimed at progressively bringing together a wide range of online government services. The platform already provides 1,672 information sheets and 95 online procedures, while connecting 183 public institutions.

Senegal is also stepping up the rollout of digital public services through its “New Deal Technologique” strategy, which seeks to connect more government agencies and simplify access to online services. The country launched its unified public services portal, known as “e-Senegal,” in March.

Rwanda remains one of Africa’s most advanced digital administration models through its Irembo platform, which gives users access to several hundred government services, including civil status documents, permit applications and public payments.

Other African countries have also expanded similar initiatives in recent years. Kenya developed the eCitizen portal, which has become one of the country’s main gateways for online government services. In Benin, authorities have strengthened the national public services portal, allowing citizens to complete some procedures online related to administrative documents and tax services. The government says more than 10.5 million digital documents were issued in 2025 and that 75% of public services are now available online.

Uneven progress across the continent

The acceleration reflects broader efforts by African governments to modernize public administration and improve service delivery. According to the United Nations’ 2024 E-Government Survey, Africa’s E-Government Development Index rose from 0.4054 in 2022 to 0.4247 in 2024, an increase of 4.8%. The continent recorded the world’s second-fastest improvement after Asia.

Despite that progress, major disparities remain between countries. Rwanda, South Africa, Mauritius and Morocco rank among Africa’s most advanced digital administrations, supported by sustained investment in digital infrastructure and online public services. Many other countries continue to lag in the digitization and integration of government services.

Cameroon, for example, still faces significant fragmentation across public platforms, with many procedures remaining largely manual despite several digital transformation programs launched in recent years. Chad, the Central African Republic and South Sudan continue to struggle with weak telecommunications infrastructure, limited internet connectivity and low administrative capacity. In some countries, existing platforms remain underused because agencies are not fully interconnected or because internal government procedures have not been sufficiently digitized.

Security and trust become central issues

Unified digital platforms now serve purposes that go beyond administrative modernization. Governments increasingly view them as tools to improve tax collection, strengthen transparency, reduce certain forms of administrative corruption and simplify interactions between public authorities, citizens and businesses.

At the same time, data protection and platform reliability have become growing concerns as governments manage expanding volumes of sensitive information linked to identity systems, taxation and social services. African states are under increasing pressure to strengthen cybersecurity capabilities and protect public platforms against fraud, hacking and personal data breaches.

Samira Njoya

Posted On samedi, 23 mai 2026 16:29 Written by
  • Morocco is expanding online public services by introducing new digital procedures linked to its electronic national identity card

  • Citizens will be able to complete much of the ID renewal process online, including applications, document uploads, and electronic payments

  • Authorities also plan to launch a mobile digital ID app as part of broader efforts to modernize and secure public services

Morocco is accelerating the modernization of its public administration with the rollout of new online procedures linked to the electronic national identity card (CNIE). The General Directorate of National Security (DGSN) announced the upcoming launch of several digital services during an open house event held from May 18 to May 22 in Rabat. The agency said the measures are aimed at simplifying administrative procedures and easing pressure on registration centers.

The main reform concerns the renewal of the electronic identity card. Citizens whose CNIE is nearing expiration will be able to complete much of the process online through the DGSN’s digital platforms, including the Epolice.ma portal and the cnie.ma website. Users will be able to pre-fill applications, upload certain supporting documents, track residency certificate requests, and pay stamp duties electronically before a final in-person appointment for biometric verification.

Moroccan authorities say the initiative forms part of the country’s broader strategy to digitize public services. Divisional Commissioner Loubna Kikou, quoted by state news agency MAP, said the reform is designed to reduce unnecessary travel for citizens and shorten processing times, particularly during peak periods such as the summer holidays.

The project also includes the planned launch of a digital version of the identity card through the “Mon e-ID” mobile application. The application will allow citizens to store a secure digital copy of their identity document on their smartphones, including devices without NFC technology. The DGSN said it has also strengthened cybersecurity measures to protect personal data and secure online administrative transactions.

The initiative is part of a wider drive to digitize Morocco’s public administration in recent years. The country has expanded digital platforms across several sectors, including justice, taxation, civil registry services, and business administration. Morocco is among Africa’s leading countries in e-government. According to the United Nations’ “E-Government Survey,” the country recorded an e-government development index (EGDI) score of 0.6841 in 2024, ranking 90th globally and among the continent’s most advanced digital administrations.

Authorities are also seeking to keep pace with rising digital adoption. According to the National Telecommunications Regulatory Agency (ANRT), Morocco had 39.9 million internet subscriptions at the end of March 2025, representing a penetration rate of more than 108%, according to a report published in June 2025. With internet use continuing to expand, the digitization of identity procedures is viewed as a strategic step toward streamlining interactions between citizens and public services while strengthening the security of online government services.

Samira Njoya

Posted On samedi, 23 mai 2026 16:20 Written by
  • Tunisian entrepreneur Sana Boubaker co-founded Slayton, an AI-powered omnichannel customer relationship management platform targeting African businesses and public institutions.

  • Slayton centralises calls, emails, WhatsApp messages and social media interactions into a single interface to improve customer management efficiency.

  • The platform uses artificial intelligence to automate repetitive tasks, generate suggested responses and route requests to appropriate departments.

Tunisian entrepreneur Sana Boubaker has positioned herself at the centre of that transition as co-founder and chief executive of Slayton, a start-up specialising in customer relationship management solutions.

Through its platform, the company provides an omnichannel solution tailored specifically to African businesses, government administrations and institutions.

Slayton launched the platform to modernise interaction management by centralising communication channels into a single interface. The system integrates phone calls, emails, WhatsApp messages and social media conversations.

The approach gives teams a 360-degree customer view through a complete interaction history, enabling smoother follow-up and reducing information loss. To improve operational performance, Slayton integrated artificial intelligence into its platform.

The technology automates repetitive tasks, generates suggested responses, summarises conversations and classifies requests before directing them to the appropriate departments. As a result, the platform aims to maximise team productivity while streamlining customer service operations.

Alongside her entrepreneurial activities, Sana Boubaker also works with French company Roundesk, which develops telecommunications and customer relationship management solutions. Roundesk recruited her in 2021 as customer relations manager. She subsequently rose through the company’s ranks to become chief operating officer.

Sana Boubaker built her career on a background in economics, finance and customer relations. She graduated from the Institut supérieur de gestion de Tunis in 2016 with a degree in economics and international finance.

Two years later, she earned a research master’s degree in banking, finance and strategy from the École supérieure de commerce de Tunis. She began her professional career in 2017 as a customer assistant at ISE Holdings, a financial services company. Between 2018 and 2021, she worked as a sales adviser for French insurance company Filiassur.

This article was initially published in French by Melchior Koba

Adapted in English by Ange J.A de Berry Quenum

Posted On vendredi, 22 mai 2026 11:32 Written by
  • Moroccan entrepreneur Hicham Benyebdri co-founded hospitality technology start-up Userguest in 2018 to help hotels increase direct bookings.

  • Userguest provides advertising campaign management and website personalisation tools designed to reduce hotels’ dependence on third-party booking platforms.

  • Benyebdri previously worked at Expedia and co-founded digital agency Swell Hotel Marketing before launching Userguest.

Moroccan entrepreneur Hicham Benyebdri has positioned himself in that market through Userguest, a hospitality technology start-up that he co-founded in 2018 alongside Ahmed Chami and Assil Bernossi. The company helps hotels increase direct bookings through their own websites.

Userguest developed a platform designed to help hotels attract more travellers to their websites and reduce dependence on third-party booking platforms. The company focuses on two key challenges for hotel operators: attracting visitors with booking intent and converting those visitors into customers.

The company’s first solution centres on managing advertising campaigns for hotels. Userguest handles the creation, launch and optimisation of campaigns across multiple digital platforms. The approach aims to help hotels reach travellers who are more likely to book directly through official hotel websites.

The company’s second solution focuses on improving the online experience of hotel website visitors. Userguest displays personalised messages based on users’ behaviour or preferences. For example, the platform can highlight specific offers or encourage visitors to complete immediate bookings.

Hicham Benyebdri launched other ventures before founding Userguest. In 2015, he co-founded Swell Hotel Marketing, a digital agency dedicated exclusively to the hospitality industry. He served as the company’s chief executive until 2019. Benyebdri graduated from Université du Québec à Montréal in 2007 with a bachelor’s degree in commerce and administration.

He also earned a master’s degree in international marketing from London South Bank University in 2010. He began his private-sector career in 2011 as a paid media analyst at Greenlight, a British agency later acquired by Brave Bison. Between 2012 and 2015, he worked as partner marketing manager at U.S. travel company Expedia.

This article was initially published in French by Melchior Koba

Adapted in English by Ange J.A de Berry Quenum

Posted On vendredi, 22 mai 2026 11:30 Written by

Egyptian proptech startup Byit announced last week its expansion into the United Arab Emirates. Its AI-powered platform helps independent brokers match homebuyers with available properties. The expansion aims to connect Egyptian developers with Gulf investors. The company, which says it already has 40,000 brokers on its platform, is also planning to launch in Saudi Arabia soon.

Posted On vendredi, 22 mai 2026 10:42 Written by

Fintech company M-KOPA said on Wednesday it had extended more than 1.2 billion cedis (about $82 million) in credit to over 550,000 customers since launching operations in Ghana in 2021. Using a flexible daily payment model, the company enables low-income users to acquire smartphones and access the internet. For the first time, the devices also include health insurance. M-KOPA said the initiative has helped more than half of beneficiaries increase their income and improve their quality of life.

Posted On vendredi, 22 mai 2026 10:38 Written by

Nigerian fintech company Moniepoint will host a demo day on Tuesday, May 26, 2026, to conclude the second edition of its intensive coding bootcamp. Over nine weeks, young African developers were trained to build professional software applications while receiving a stipend. The best projects will be presented during the event, giving participants exposure to potential employers. 

Posted On vendredi, 22 mai 2026 10:36 Written by
  • Yango Group launched its B2B unit, Yango Tech, across several African markets with a focus on AI and digital infrastructure.
  • The company targets sectors including healthcare, transport, finance, commerce and public services with automation and data-management tools.
  • McKinsey estimates generative AI could generate up to $103 billion in annual economic value in Africa, while the GSMA projects the mobile economy could contribute $270 billion to Africa’s GDP by 2030.

Yango Group has launched its enterprise-focused technology division, Yango Tech, in several African markets. The company, which already operates mobility and delivery services in Africa, now wants to position itself in the market for enterprise, smart city and public-sector technology solutions. Yango Tech will offer services centered on artificial intelligence, digital infrastructure and organizational digital transformation.

Yango Tech aims to support African companies and institutions in automating operations and modernizing digital systems across sectors including healthcare, transportation, commerce, finance and public services.

The company’s offering includes generative AI platforms, intelligent data-management tools, urban mobility solutions and strategic advisory services focused on AI governance and executive training. In addition, the group wants to help organizations assess the return on investment of AI projects and accelerate the deployment of large-scale digital services.

The expansion comes as digital adoption gains momentum across Africa. According to McKinsey & Company, generative artificial intelligence could generate up to $103 billion in economic value annually across the continent. Meanwhile, the GSMA estimates that Africa’s mobile economy could contribute as much as $270 billion to continental GDP by 2030, driven by the growth of digital services, cloud computing and AI-based technologies.

Yango Tech already relies on pilot projects launched outside Africa, particularly in intelligent emergency-service management and real-time ambulance tracking systems in Central Asia.

In Africa, the group has started initial deployments in Mozambique and South Africa before gradually expanding into other strategic African markets. Consequently, the company joins a growing list of international technology firms seeking to establish positions in Africa’s emerging AI sector, where demand for automation, data analytics and digital infrastructure continues to accelerate rapidly.

Moreover, Yango Tech’s expansion reflects intensifying competition in Africa’s AI and digital infrastructure markets. Although the continent still faces deficits in connectivity, computing capacity and specialized skills, companies and public administrations continue to increase demand for automation and data-analysis solutions. This momentum continues to attract international players seeking exposure to a fast-growing but still underpenetrated market.

Samira Njoya

Posted On jeudi, 21 mai 2026 13:49 Written by
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