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
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