Feature/OPED
African Union Establishes Vaccine Manufacturing Facility: Challenges and Perspectives
By Professor Maurice Okoli
The African Union, an organization uniting African states, has made a legitimate decision to establish a vaccine manufacturing facility inside Africa, despite the fierce initial resistance by the World Trade Organization (WTO). The Covid-19 pandemic, the critical period when widespread coronavirus endangered human lives, has rightly taught Africans lessons, especially the heightened discrimination in the supply and distribution of vaccines by Western and industrialized nations we referred to as the Global North.
Until today, Africans vividly remember their sentimental feelings characterized by sudden lockdown and social distancing. In the African context, most cultural group activities were suspended, and small traders and vendors shut behind doors without any revenue-earning employment. In short, the complex and unbearable adverse effects on small- and medium-scale businesses are still felt even as coronavirus has subsided, but not completely disappeared from society.
As part of stringent measures to contain future disease outbreaks and public health risks, for effective future responses, the Africa CDC is developing sustainable mechanisms such as local vaccine manufacturing facilities, strongly supported by African leaders and the African Union. The Africa CDC is mandated to strengthen Africa’s public health institutions’ capacity and capability and seek local and foreign partnerships to ensure a healthy Africa.
According to the Africa CDC report, about a quarter of Africa’s 1.4 billion population will be fully vaccinated against Covid-19 by the end of 2022. In the report, the target for Africa remains to vaccinate 70% of the population. That goal, however, was set by the World Health Organization (WHO) for the overall population. But due to delays in international vaccine deliveries, Africa largely lags behind the rest of the world.
Since Africa has no production facility, the vaccinations have been made mainly with Johnson & Johnson’s vaccine (42%), followed by Pfizer (22%), AstraZeneca (17%), China’s Sinopharm (15%) and Sinovac (7%). Currently, just more than 800 million doses of vaccines have been administered in Africa, or 80% of the total received.
Russia’s much-heralded vaccine diplomacy is neither vaccine diplomacy nor development assistance. Instead, it is a form of mercantilism, an effort by the state and its proxy to develop, market and sell Russian products abroad.
In February 2021, Russia offered the African Union 300 million doses of Sputnik V with financing packages for countries wanting to purchase them. Yet at $10 per dose for two doses of vaccine, Sputnik V was offered on terms making it significantly more expensive than the vaccine by AstraZeneca ($3 per dose), Pfizer ($6,75 per dose) and Johnson and Johnson ($10 for one dose-short vaccine).
Considering the cost implications, AU brokered with the French pharmacy brand Johnson and Johnson instead of Russian Sputnik V. Potential customers have also taken note of logistical challenges that plagued Russian officials’ vaccine efforts, combined with delivery delays, encouraged many desperate countries to look elsewhere during the crisis. Given these shortcomings, it is not all that surprising that Moscow’s strategic attempt to use vaccine diplomacy to showcase itself as a partner for Africa has not been very successful as envisioned.
At the Global Financing Summit held in Paris on 22-23 June 2023, South African President Cyril Ramaphosa emphasized the importance of vaccine manufacturing inside the continent; the further focus should be on developing actual vaccine R&D capacity, which must necessarily lead to health products. And this also requires substantial investment and a long-term commitment from external players and financial institutions. Notwithstanding those previous disappointments from external partners, at least African leaders have been rallying together to ensure that no effort is spared in facilitating and supporting the building of large-scale vaccine manufacturing capacity in the continent. The African Vaccine Manufacturing Summit held in April 2021 was an encouraging start, a collective effort to change the status quo.
Under the aegis of the African Union, the Africa CDC and the African Medicines Agency (AMA) are coordinating and cooperating to swiftly address health issues, including vaccine manufacturing and distribution in the continent. According to African Union’s report in mid-June 2023, the African Medicines Agency (AMA), a newly launched continental regulatory body for medical products, is concretely set to start its work, with its headquarters in Kigali, Rwanda. Rwanda was selected to host the agency during a 2022 AU Executive Council meeting in Lusaka, Zambia.
AMA is a specialized agency of the African Union (AU) intended to facilitate the harmonization of medical products regulation throughout the AU to improve access to quality, safe and productive medical products on the continent. Many AU member states, including Rwanda, ratified the treaty establishing the continental agency and deposited the legal instrument of ratification to the AU Commission. On June 10, for instance, Rwanda and the AU signed the host country agreement, an important step marking the start of the work by AMA.
The Health Minister Ruwanda Dr Sabin Nsanzimana emphasized the institution’s key role in building confidence in the quality of health products on the continent, promoting cooperation and mutual recognition in regulatory decisions and facilitating the movement of health products. The agency is tipped to enhance the capacity of state parties to regulate medical products and to improve Africa’s access to quality, safe, and productive medical products.
As we know, Rwanda’s government has already provided space for the agency’s operations. The following steps include getting leaders for the institution and establishing facilities like laboratories, et cetera. With much praise, AMA will contribute to medicine production on the continent and allow it to move across Africa.
In terms of bilateral relations, China and Africa will always be a community of a shared future. At least, its policies are strategically focused on addressing sustainable development. China has proved, over the years, in many aspects of dealing with Africa. Results are seen especially with all kinds of infrastructure built these years. And, of course, Chinese firms are actively engaging in joint vaccine production in Africa with local firms, helping countries, following their wishes, to realize localized vaccine production. According to reports, Chinese firms have started localized output in Egypt and signed cooperative agreements with Morocco and Algeria.
The headquarters building was completed after an agreement between the AU and China on the Africa CDC HQ’s building project in July 2020. it is now becoming one of the best-equipped centres for disease control in Africa, allowing the Africa CDC to play its role as the technical institution coordinating disease prevention, surveillance and power in the continent in partnership with the national public health institutes and ministries of Member States.
By combating Covid-19, China and Africa withstand severe challenges, helping each other and fighting side by side to defeat the pandemic through solidarity and cooperation. In essence, China is participating in the African Vaccine Manufacturing Partnership (AVMP) launched by the African Union in April 2021. This Continental Vaccine Manufacturing Vision is “to ensure that Africa has timely access to vaccines to protect public health security by establishing a sustainable vaccine development and manufacturing ecosystem in Africa.”
It is also a splendid testimony of China’s steadfast support for Africa. “Together, we have written a splendid chapter of mutual assistance amidst complex changes and set a shining example for building a new type of international relations,” Chinese President Xi Jinping said in one of his speeches, emphasizing the principles of China’s Africa policy as pursuing the greater good and shared interests.
While discussing this vital question, it is critical to strengthen the capacity and to prepare for future pandemics based on the sentiments, and latest first-hand experiences during the Covid-19 period. The fear and the uncertainties engulfed human lives, the overall impact on the economic performance across Africa. Worth to note here that African leaders have passionately called on G7 leaders to increase investments in research and innovation for vaccines, new drugs and diagnostics to help reach the goals the World Health Organization set.
More interesting – apparently, recent arguments among health experts have offered enough grounds for finding at least modest but sustainable health solutions. We can now praise the Africa CDC and AU for their joint support; that alone is one giant leap for establishing vaccine development and manufacturing inside Africa.
The key focus of this new agreement is forging new and strengthened partnerships to reach the millions who still lack access to vaccines and other essential health services. We have already acknowledged that the global Covid-19 pandemic and climate change have, to some degree, jeopardized the health, security and livelihoods of people across Africa.
Patrick Tippoo, Executive Director at the Africa Vaccine Manufacturing Initiative, argues that vaccine manufacturing is a complex, time-consuming exercise requiring considerable commitment and financial and technical resources. He further underscores that the capital investment required is significant and equally essential in a long-term future view for Africa’s health system and population. Therefore, African leaders need to rally together to ensure that no effort is spared in facilitating and supporting the building of large-scale vaccine manufacturing capacity on the continent.
The African Union could contribute in the following ways: (i) the mobilization of resources and creating enabling environments for help to be unlocked and discharged, as vaccine production is capital intensive and requires access to innovative funding streams over 10-20 years.
(ii) Accelerate efforts to create streamlined regulatory processes for speedier accreditation of vaccine manufacturing facilities and licensing products to ensure that vaccines can be available in the fastest time possible.
(iii) Increase access and accelerate the uptake of life-saving vaccines across the continent, including immunization, providing technical and learning assistance.
(iv) Invest in skills development programs specifically geared to creating a workforce skilled in vaccine development and manufacturing know-how.
In a similar argument, Tom Page wrote in his report, published in CNN news and newsletter, that Africa might need its own central medicines agency. The main reason is that when Africa needs medicines, the continent often looks abroad. That report, sourcing the World Economic Forum, said African nations consume about 25% of vaccines produced globally but import nearly 99% of their supply, according to the African Union Development Agency. For packaged medicines, only 36% of demand is produced locally, and just 3% is supplied by regional trade, according to the World Economic Forum.
The world acknowledges that there are people who can pay and there are people that can’t pay. It is not a sustainable model to deny people who can’t pay because they need money. Therefore, the biggest challenge is making supplies more affordable to the population. The essence of localizing production inside the continent is affordability, but there are still enormous challenges. Partly the reason why African governments should adopt a system approach and outline how to tackle health issues as fast as possible.
Today, Africa comprises 54 sovereign countries, most of which have borders that were drawn during the era of European colonialism. In the 21st century, improved stability and economic reforms have attracted a considerable great increase in foreign investment in many African nations. We hope that the Africa Continental Free Trade Area (AfCFTA) will make cross-border trade in the pharmaceutical space easier. And there is also a lot more on the policy front from the World Trade Organization.
If vaccine manufacturing takes off with the expected speed, distribution without cut-throat customs tariffs (taxes) and through borderless countries to reach different destinations, it will ultimately ensure better healthcare delivery. At long last, the vehicle for Africa’s economic transformation has visibly arrived in the single continental market – AfCFTA and it will be a tremendous premise for achieving the health aspects of the African Union’s Agenda 2063.
By Professor Maurice Okoli is a fellow at the Institute for African Studies and the Institute of World Economy and International Relations, Russian Academy of Sciences. He is also a fellow at the North-Eastern Federal University of Russia.
By Blaise Udunze
Milestones often invite reflection. Birthdays, especially, offer a pause to measure time not merely in years lived, but in lives shaped and systems influenced. This is especially true for David Ogbueli, who is celebrating his birthday. But instead of focusing on how old he is getting, it is more interesting to think about the impact he has had, not just building visible success, but the quiet, persistent architecture of transformation that his ministry has helped construct across continents.
Come to think of it, that in an era obsessed with visibility, metrics, and viral impact, Ogbueli’s work represents something different and distinguishing, slower, deeper, and far more enduring. Yes, multitude within and outside the country who know him either closely or from a distance definitely can attest that it is common with him, as this happens to be the kind of influence that rarely trends but steadily alters the trajectory of individuals, institutions, and nations.
To understand the global footprint of his work, one must first confront a fundamental shift he embodies, which emphatically is the redefinition of ministry itself. Through Dominion City International, founded from humble beginnings as a campus fellowship in 1991 at the University of Nigeria and later formalised in 1995 in Enugu, Ogbueli has built what is now a vast global movement. With over 2,000 chapters spanning Africa, Europe, Asia, the Middle East, and the Americas, alongside regional offices in the United States, the United Kingdom, and Nigeria, Dominion City has evolved into far more than a church network, into a leadership engine with an ambitious ongoing vision across Nigeria and beyond.
What distinguishes this expansion is not just its scale, but its philosophy. Beyond running a church, Dominion City was never designed merely to gather people; it was built to raise leaders who transform society. One emerging fact today is that the philosophy has shaped a generation of professionals, entrepreneurs, public servants, and ministers who carry its influence into boardrooms, government institutions, and grassroots communities across the world.
At the heart of this ecosystem is a deliberate investment in human capital development. Verifiably, through platforms like the Dominion Leadership Institute, which has produced over 30,000 graduates globally, Ogbueli has undeniably and consistently built a leadership pipeline that addresses one of Africa’s most persistent challenges. These prevailing challenges are the deficit of capable, values-driven leadership. At this point, this narrative definitely contradicts societal beliefs that his curriculum must be confined to spiritual formation; rather, it will interest society to know that his agenda integrates systems thinking, governance, productivity, and ethical leadership, equipping participants to function effectively in complex environments.
This emphasis on leadership extends into a broader scope and platforms. One of them is the Global Leadership Forum, and it would be of interest that it is not just designed for spiritual pursuit, but it is a mentorship and training hub designed to enhance performance and productivity across sectors, including business, politics, ministry, and enterprise. It reflects Ogbueli’s conviction that transformation must be holistic, that transcendence and cutting across every sphere of human endeavour.
Yet leadership, in his framework, is incomplete without economic empowerment. Across his ministry network, initiatives have been structured to move individuals from dependency to productivity. This is evident in large-scale interventions such as a N1 billion entrepreneurship support fund introduced to equip participants with the resources, skills, and networks required to succeed in business and career pursuits. At leadership retreats and empowerment programs, thousands are trained in areas ranging from agriculture and food security to innovation, healthcare, and global enterprise.
Beyond structured programs, his personal actions reinforce this philosophy. has sparked widespread reactions following a remarkable act of generosity during a recent church service
From distributing financial support to individuals in need during church services to empowering teams within the ministry with significant financial gifts, as one recent such act sparked widespread reactions following a remarkable benevolence, gifting about 35 choristers N1 million each during a recent church service. With several other instances of generosity in the past, Ogbueli consistently underscores a critical principle that reveals that while immediate relief matters, sustainable change comes from enabling people to create value. In the course of one such intervention, which captures this ethos succinctly, he said that giving alone is not enough; people must be equipped to build.
With the right mindset, this approach aligns with a broader development truth that clearly states nations do not rise on charity, but on the strength of productive citizens. By embedding this mindset within a faith-based structure, Ogbueli is redefining how development can be pursued at scale.
Equally significant is his ability to mobilise faith as a development asset. It is an irony that in many parts of Africa and the global South, religious institutions remain among the most trusted social structures. Yet, their potential as vehicles for development often remains underutilised. Ogbueli’s model challenges that limitation by positioning the church as a hub for leadership incubation, economic activation, and social accountability.
Through initiatives like the Golden Heart Foundation, he has extended this vision into the nonprofit space. One of the good feats is that the foundation’s flagship program, the National Youth Summit, attracts over 50,000 participants annually from across Africa, focusing on leadership education, value reorientation and entrepreneurial development. These interventions target young people, especially a demographic that represents both Africa’s greatest asset and its most urgent responsibility.
His influence also extends into collaborative networks such as the Global Missions Network, which usher in developmental change, thereby bringing together leaders with a shared mandate of expanding the reach of the Gospel while driving national transformation. One important aspect of Ogbueli’s strategic drive for change is that through such alliances, his ideas are not confined to a single organisation but are disseminated across a broader ecosystem of leaders and institutions.
Beyond ministry and nonprofit initiatives, Ogbueli’s engagement with development takes on an institutional and structural dimension. This is driven through ventures like Huram Development, which is involved in large-scale projects including auditoriums, estates, and universities. Noteworthy also is that he is contributing to physical infrastructure that supports long-term growth. Similarly, Priesthood Institute is equipping ministry professionals with the competence and capacity required for modern-day leadership, while Shalom World ensures the distribution of knowledge resources through books and media.
Also, one significant dimension of Ogbueli’s influence lies in his intellectual contributions, which portray him as a prolific author with nearly a hundred published titles spanning leadership, personal development, spirituality, and nation-building. His more recent works include Pillars of King Solomon’s Wisdom & Wealth, Jewish Secrets, and The Laws of Proper Speech. Meanwhile, this reflects his continued effort to distil timeless principles into practical frameworks for contemporary living and reinforce his broader mission of transforming minds as a pathway to transforming societies.
Ogbueli is the host of the TV and Radio Program Expand Your World, which runs on TV and radio stations across Nigeria, extending his influence to seven continents, reinforcing his role not just as a pastor but as a global thought leader in transformation and leadership.
Importantly, Ogbueli’s credibility is not confined to religious circles only. Being a management and public policy consultant, an alumnus of institutions such as the Harvard Business School, Lagos Business School, and National Institute for Policy and Strategic Studies, he operates at the intersection of spirituality and strategy. It must be established that his engagements with governments, corporate organisations, and policy platforms reflect a rare ability to translate faith-based principles into actionable frameworks for development.
Unbeknownst to many, perhaps the most enduring feature of his model is its emphasis on multiplication. Rather than building a personality-driven movement, Ogbueli has focused on raising leaders who can replicate systems independently. This distributed approach ensures that his influence is not limited by geography or personal presence. It also guarantees continuity, a critical factor in sustainable development.
Of course, the challenge of measuring such an impact remains. Unlike infrastructure projects or economic indices, which are factors on which the government’s progress is reliant, the outcomes of leadership development and mindset transformation are not immediately quantifiable but have a greater impact. They unfold over time, often expressed in stories rather than statistics used for evaluation, a thriving business birthed from a training program, a principled leader emerging in public service, a community mobilised for collective progress.
Yes, in most cases, these outcomes may be difficult to measure, but they are foundational to nation-building and transformation beyond boundaries.
One important aspect the world must clearly know is that Pastor David Ogbueli’s contribution lies not merely in what he has built, but in what he has set in motion, which is transgenerational. This tells that his work challenges conventional development paradigms by emphasising that lasting change begins with people, their values, their thinking and their capacity to build systems that endure.
One of Ogbueli’s outstanding influences, beneath the surface, even in a world grappling with complex challenges, from economic instability to leadership crises, is such that his model offers a compelling reminder that transformation is not only engineered through policies and capital but through the deliberate cultivation of human potential.
His legacy is rapidly unfolding. But already, it is evident that the structures he has built, across ministry, leadership development, youth empowerment, and enterprise, are quietly shaping a future that extends far beyond the pulpit.
And perhaps that is the most powerful kind of transformation, the kind that is not always seen, but is deeply felt, widely spread, and ultimately, enduring.
Blaise, a journalist and PR professional, writes from Lagos and can be reached via: [email protected]
By Olumide Balogun
The Nigerian digital landscape is evolving rapidly. Across the country, YouTube creators have become the new mainstream entertainment. They command millions of views, shape modern culture, and heavily influence purchasing decisions.
For digital marketers and advertisers, observing these creators provides a masterclass in modern audience engagement. Creators understand exactly how to hold attention and drive action in a crowded digital space. They know how to speak to their communities, keep them entertained, and build lasting loyalty.
By studying their methods, brands can transform their marketing strategies to build deeper, more profitable relationships with consumers. Here are three powerful lessons your brand can learn from the success of top YouTube creators.
1. Prioritise Authenticity and Relatability
Corporate videos typically rely on high budgets and perfect scripts. Top creators prove that raw, relatable content builds much stronger trust. Audiences connect deeply with real people sharing genuine experiences. They want to see the real faces behind the screen.
Brands can apply this by showing the human side of their business. You can share behind-the-scenes moments from your office, highlight real employee stories, or feature unscripted user-generated content. When you prioritise authenticity over absolute perfection, your message resonates perfectly with modern consumers. They begin to see your brand as a relatable partner rather than just a faceless corporation.
2. Master the Multiformat Storytelling Approach
Successful creators utilise the entire YouTube ecosystem to reach their fans. They use YouTube Shorts to attract new viewers quickly with bite-sized entertainment. They create long-form videos to explore topics in depth. Finally, they use Live streams to build real-time connections with their most dedicated followers.
Marketers need to adopt this exact mixed format strategy to stay relevant. You can capture attention quickly with an engaging short video and then lead those interested viewers to a comprehensive product review or tutorial. Utilising all available formats ensures you reach your customers exactly how they prefer to consume content on any given day. It allows you to tell a complete story from quick discovery to deep consideration.
3. Cultivate Community and Borrow Influence Safely
Traditional advertising relies heavily on one-way broadcasting. YouTube thrives on active community participation. Creators ask their viewers for input, respond to comments, and build fiercely loyal fandoms. This creates immense credibility. Viewers are 98% more likely to trust the recommendations of YouTube creators compared to other platforms.
Brands can mirror this interactive approach by hosting live Q&A sessions, asking for audience feedback, and making customers feel involved in the brand’s journey. Furthermore, marketers can tap into this existing loyalty by collaborating directly with trusted voices.
Using specific collaboration tools allows your brand to align seamlessly with popular channels. For example, Creator Takeovers give your brand a dedicated presence on a creator’s channel, while Partnership Ads let you boost creator-made content directly to a wider audience. This approach allows you to respect the creator’s unique voice while turning their authentic endorsements into highly effective marketing assets for your business.
The Bottom Line: YouTube is a dynamic, community-driven ecosystem. By adopting a creator mindset, Nigerian marketers can completely revitalise their digital video strategy. Embrace authenticity, utilise multiple video formats, and partner with trusted voices to turn casual viewers into loyal brand advocates.
Olumide Balogun is the Director of Google West Africa
By Olumide Balogun
There was a time when using a search engine felt like cracking a code. You typed two or three carefully chosen keywords, hoped the machine understood, and waited to see what came back. People had to learn the language of machines, shrinking complex needs into stilted phrases.
That era is ending. Today, a person can ask a question the same way they would ask a colleague, and the technology is finally learning to respond in kind. Nowhere is this shift more visible than in Nigeria, where a young, mobile-first population expects tools to keep pace with how they actually think and speak.
This change carries weight far beyond convenience. It is reshaping how Nigerian businesses reach customers and how customers find what they need.
For years, marketing online meant wrestling with rigid keyword lists. A small business owner had to guess every possible phrase a customer might type. If you sold ankara dresses, you tried “ankara dress,” “Nigerian print fabric,” “traditional wear Lagos,” and a dozen variations, hoping you covered the gaps. Anything you missed was a missed customer
The new wave of conversational search makes those lists feel ancient. People now ask layered, specific questions: “Where can I find a sustainable tailor in Yaba who makes office wear?” Older systems would have stumbled on a query like that. Newer ones, powered by artificial intelligence, can read intent and stitch ideas together. They connect a question to a relevant local website that a basic keyword search might never have surfaced.
The shift is starting to show up in concrete tools. Google’s AI Max for Search ads, now a year old, is one of the more visible examples. In plain terms, it lets a business describe what it sells and who it serves in everyday language, and the system figures out which searches to match it to, instead of forcing the owner to write hundreds of keywords by hand. Early adopters report stronger revenue growth than peers, and users say results feel more useful because the technology connects ideas for them, often surfacing local sites that would not have appeared before.
There is a quieter benefit too. When advertising becomes more relevant, it stops feeling like an interruption. An ad that answers a real question is no longer noise; it is information. That changes the texture of the internet. The marketplace gets less cluttered, and people spend less time wading through results that do not fit what they were looking for.
None of this is automatic. The technology only works if it can understand human nuance, and human nuance in Nigeria is not the same as human nuance in California. A search for “owambe outfit” or “small chops for fifty people” demands cultural context, not just linguistic translation. Newer features try to bridge that gap. AI Brief, a part of the same Google toolkit, lets a business owner type plain instructions, like “focus on sustainable traditional wear, keep a premium tone,” and the system follows them. This is steering by intent, not by keyword bingo.
There are gains for businesses with deep catalogues too. A retailer with thousands of items no longer has to match every question to the right page by hand. Tools such as Google’s Final URL Expansion read the search and send the customer straight to the page that fits, in real time. In travel, finance, and healthcare, where compliance matters, the same systems can carry mandatory legal text into every ad automatically. Regulated industries can grow without cutting corners.
These are not abstract wins. They are the difference between a small business being found by a customer in Abuja at 9 p.m. and being lost in a sea of generic results, between a hospital reaching the right patient and a tailor in Surulere being discovered by a bride planning her wedding.
We should not pretend the transition is finished. AI is imperfect. It can misread context, amplify mistakes, and require careful oversight. Regulators, businesses, and users all have a role in shaping how it develops in our market. The broader direction, however, is clear, and it is one Nigeria should engage with rather than resist.
Nigeria is a nation of storytellers and traders. Our markets, physical and digital, have always been about conversation. The technology of search is finally beginning to mirror that. It is becoming less of a vending machine and more of a market stall, where you can ask a question, get a real answer, and discover something you did not know you needed.
That is the bigger story behind any single product launch. It is about how a country full of voices is finding new ways to be heard. For Nigerian businesses willing to adapt, the opportunity has never been clearer.
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