Long, cumbersome border crossings remain a major bottleneck for the African Continental Free Trade Area (AfCFTA). Recognizing this, several countries are implementing initiatives to facilitate greater integration and boost bilateral trade.

Kenya is set to eliminate entry visa requirements for travelers from every corner of the globe starting January 2024, according to an announcement made by President William Ruto on Tuesday, December 12, during an event celebrating Jamhuri Day (Republic Day). 

"It is with great pleasure, as President of this extraordinary country to make a historic announcement of the decision of the Government of Kenya. Beginning in January 2024, Kenya will be a visa-free country. It shall no longer be necessary for any person from any corner of the globe to carry the burden of applying for a visa to come to Kenya," announced President William Ruto.

To operationalize this decision, the Kenyan government has introduced a digital platform designed to pre-identify travelers before they arrive in the country. Upon verification, travelers will be issued an Electronic Travel Authorization (ETA). Although comprehensive details of the ETA are yet to be fully disclosed, it has been indicated that the cost of this electronic authorization will be approximately 4,600 shillings ($30).

This initiative aligns with the directives of the African Union, which has been championing the elimination of visas within the continent for the past decade. By adopting this measure, Kenya joins the select group of nations, including Seychelles, Gambia, Benin, and recently Rwanda, that extend visa-free entry to all African nationals.

While awaiting the formalization and specific details of this announcement, which is currently in the preliminary stage, it is important to note that, as of January 1, the eVisa will continue to be mandatory for all travel to Kenya.

Samira Njoya

Brutus Diakité, Director of Orange Digital Platforms, pulls back the curtain on Orange's groundbreaking new multi-service solution for Africa in an interview with We Are Tech Africa. He dives deep into the innovative technologies powering this initiative and sheds light on crucial security considerations and general improvements in the pipeline.  

We Are Tech: What specific technical advantages does Max it offer compared to Orange Money and Orange et Moi, particularly in terms of features, functionality, or user experience?

Brutus Diakité: First of all, Max it marks a groundbreaking integration of the uses and functionalities of the Orange Money and Orange et Moi universes (telecoms account management). It also offers e-commerce functionalities to our customers and OTT–Over The Top– users.

From a technical standpoint, Max it is the culmination of over a decade of application development expertise, with our initial foray into applications dating back to 2009-2010. Everything we've acquired in terms of experience, technical skills, and technology is reflected in Max it.

The fundamental difference between this new application and its predecessors, from a technical point of view, lies in several points. First and foremost, Max it was developed using a hybrid technology known as Flutter. This approach allows us to generate a single codebase for deployment across various platforms, including Android, iOS, and Harmony OS. It's even possible to deploy the solution on the web. This stands in stark contrast to the previous necessity of crafting platform-specific versions, which often led to disruptions in the user experience when transitioning between different operating systems. For example, when switching from Android to IOS or vice versa, the configuration of the environment changes, and certain functionalities no longer respond correctly. But we're committed to delivering a quality customer experience regardless of the consumer’s device.

Furthermore, Max it's design is grounded in microservices, where functionalities have been distributed strategically. The primary advantage of this architectural approach lies in its scalability. For a Max it-type application aspiring to accommodate several million customers, it is imperative to integrate the inherent capability to seamlessly handle a rapid surge in user numbers without jeopardizing system stability. Leveraging microservices and deploying in a Kubernetes-type container environment, the application becomes adaptive. As the volume of requests escalates, the application dynamically reconfigures itself to adeptly support the burgeoning user base. This set of technical assets makes Max it different from previous applications.

We Are Tech: Do any of Max it's microservices integrate with third-party mobile or online payment solutions, beyond Orange Money?

Brutus Diakité: When it comes to payment methods, our preference naturally leans towards Orange Money. However, in response to our customers' requests, we have incorporated additional options. The microservices development approach we've adopted makes integration remarkably straightforward, be it for payment services or other service categories. These microservices operate on API (application programming interface) access, facilitating seamless integration. Leveraging these APIs allows third-party companies to effortlessly connect with Max it and extend their services to our customers and users. Consequently, these APIs serve as a secure gateway to Max it, ensuring the safeguarding of exchanged data.

We Are Tech: The application is due to be launched in Orange's 17 markets in the Middle East and Africa. How do you ensure that the development of the application takes into account the specific realities of each of those markets? 

Brutus Diakité: This is another key feature of the Max it project compared to our previous applications. To ensure a consistent experience for all customers across different countries while accommodating local requirements, the application follows a co-development approach. Essentially, the core of the application is centrally designed and implemented, while specific functionalities are developed by individual countries. As a result, we have a tailored application for each of the 17 countries that adapt to their unique realities once deployed. The application caters to the distinct offers, products, and services of each country, taking cultural codes into account. Our approach avoids imposing a one-size-fits-all application on our markets. Instead, each deployment in a country is treated as a separate project, meticulously designed and managed in close collaboration with local teams.

Additionally, we aimed for countries to have a high degree of autonomy in managing the application and the flexibility to experiment and learn in their markets. In practice, this co-development philosophy allows countries to create functionalities beyond the standard catalog and test them locally. If [users] like the feature, the code can be made available to other countries to integrate if they wish. One example is the "Wheel of Fortune", which invites users to try and win a gift. This feature was developed by one country, successfully tested with users, and then duplicated in other countries.

We Are Tech: In terms of user security, what is Max it's level of integrity?

Brutus Diakité: In the development of the application, we adopted a Security by Design approach, meaning that security considerations were integrated into every stage of design and development. Our development teams include security experts who continuously assess the application for vulnerabilities. Following the initial deployment in the first five markets, security experts are conducting daily penetration and vulnerability tests to swiftly identify and address potential flaws. It's crucial to highlight that our Group, through Orange Cybersecurity, holds a significant global presence in security, with a team of skilled professionals consistently evaluating the application.

Beyond the technical security aspects, we also have a section dedicated to social engineering. This involves countering scammers who target customers directly through calls and messages to manipulate them into revealing their passwords. For this, we employ a Deep Link-based authentication solution. This entails sending a secure link to a Max it user, and only Max it can open this link. This approach ensures that the user has initiated the action and possesses the app, representing one of the best contemporary security practices for authenticating customers and safeguarding their usage. This technology has already been successfully implemented in multiple countries.

We Are Tech: What enhancements are you currently focusing on to bolster the application?

Brutus Diakité: Regarding security, we are continuously working on enhancements. As hackers and scammers evolve, our goal is to stay ahead of these threats. In terms of functionalities, several are currently undergoing testing and will be incorporated into the application in future deployments. These additions aim to elevate Max it to the level of applications offered by leading companies in the field, surpassing their flagship applications due to our unique telco environment, which sets us apart and works in our favor.

We Are Tech: Are these improvements likely to make Orange Money interoperable across Orange's 17 markets in the Middle East and Africa?

Brutus Diakité: As far as mobile money is concerned, the challenge lies in regulatory considerations. Technically, today, we know how to achieve this interoperability. However, regulatory decisions on the issuance of electronic money between countries still need to be determined by banking regulators, which are the central banks of each country.

We Are Tech: What will happen to customers who have a preference for previous applications, or who use basic mobile phones?

Brutus Diakité: We strongly recommend their transition to Max it as it introduces several innovative features that were not present in our previous applications. Max it not only retains all the functionalities of the older ones but also provides additional advanced features. For users with basic mobile phones, USSD services will continue to be available for some time. However, it's important to note that they do not offer the same user-friendly experience and numerous benefits as the app. Specifically, users relying on USSD will not have access to the Marketplace, video, and audio content, among other features.

Interview by Muriel Edjo

The COVID-19 pandemic has irrevocably changed the education landscape. With classrooms shut down and social distancing becoming the norm, the transition to digital education became a matter of survival for schools around the world. However, this shift is not merely a temporary response to a crisis; it presents a vital opportunity to reshape education for the future.

The Liaison Office of the United Nations Educational, Scientific and Cultural Organization (UNESCO) in Addis Ababa, in partnership with Huawei, has provided Ethiopian schools with a vital technology boost. On Thursday, December 14, representatives from both organizations handed over IT equipment to the Ethiopian Ministry of Education and regional education offices.

The delivery includes 480 tablets, 48 laptops, 48 access points, and 24 smartboards. This equipment is part of the TeOSS Project (Schools Open to All through Technology), a joint initiative aimed at bridging the gap between school and home learning and ensuring quality education for all.

"Beyond the classroom, the TeOSS project is a catalyst for innovation and economic growth," said Rita Bissoonauth, Director of UNESCO's Liaison Office in Addis Ababa. "By equipping schools with ICT facilities, we are empowering students to shape Ethiopia's future. Congratulations to UNESCO and Huawei for leading the charge," she added.

The $300,000 investment will equip 24 secondary schools across Ethiopia, providing students and teachers with essential tools to enhance their learning experiences. The TeOSS project, supported by the Huawei Trust Fund, aims to build technology-based, crisis-resilient school systems. This includes facilitating continuity and quality of learning in both normal and crisis situations, a crucial factor in Ethiopia's educational landscape.

Aligned with UNESCO's Priority Africa strategy, the TeOSS project extends its reach beyond Ethiopia. Sub-Saharan African countries like Ghana and Egypt are also participating in the initiative, with the shared goal of utilizing technology as a driving force for quality education and digital development opportunities.

In Ethiopia, the TeOSS project is focusing on building robust ICT infrastructure in pilot schools. This includes connecting schools, setting up a learning management system, and integrating a dedicated teacher training platform. 

Samira Njoya

In addition to its core e-commerce business, Jumia also launched a food delivery service. This service did not live up to the expectations of the startup's management.

E-commerce giant Jumia will shutdown Jumia Food by the end of this month. The decision, communicated through a press release on Wednesday, December 13th, cites the current challenging economic conditions and macroeconomic environment in its African markets as the primary factor.

Jumia Food, operating in seven markets across Nigeria, Kenya, Uganda, Morocco, Tunisia, Algeria, and Côte d'Ivoire, struggled to find profitability in the competitive food delivery landscape. "Food delivery remains a business with very challenging economics, in Africa and across the world, and we want to focus our efforts on our physical goods e-commerce business, in the eleven markets where we operate. This is a matter of prioritization of opportunities, and expected return on investment," explained Antoine Maillet-Mezeray, Jumia’s executive vice-president (EVP) of finance and operations.

Prioritizing profitability, Jumia is streamlining its operations, focusing its capital and resources on its core e-commerce business across its eleven African markets. The company, founded in 2012 and Africa's first unicorn by 2016, has raised $1.2 billion to fuel its growth and remains publicly traded on the New York Stock Exchange.

"The more we focus on our physical goods business, the more we realize that there is huge potential for Jumia to grow, with a path to profitability. We must take the right decision and fully focus our management, our teams, and our capital resources to go after this opportunity. In the current context, it means leaving a business line, which we believe does not offer the same upside potential - food delivery," says CEO Francis Dufay

Adoni Conrad Quenum