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As Nigerians continue to prepare for the forthcoming 2027 general elections, the Christian Association of Nigeria (CAN), has warned against actions that could deepen the already strained relations among people of different faiths.

‘We must not allow provocation to draw innocent people into retaliatory actions that could deepen divisions or endanger lives.

‘Young people should be raised to respect human life and the dignity of others, not taught to regard fellow citizens as enemies to be eliminated because of their religious beliefs,’ CAN said in a statement signed by its president Daniel Okoh, in response to the threat to kill Christians in a viral video.

CAN urged Christians across the country to remain calm, vigilant and law-abiding while the authorities investigate the matter. It also noted that Nigeria has endured too much violence, bloodshed and distrust to treat threats of this nature lightly,

‘Allowing such conduct to go unchallenged would send a dangerous message that threats against citizens on religious grounds can be made without consequence. The government must demonstrate, through concrete action, that such intimidation will not be tolerated.’

According to CAN, No Nigerian should have to fear for their life because of their faith or face the prospect of violence simply for gathering to worship, in response to the social media video in which a group of boys were seen chanting and calling for AK-47 rifles to attack Christians in Enugu and Jos.

‘Such threats must not be dismissed as mere chants or treated as harmless displays of youthful exuberance. They demand urgent attention and decisive action,’ CAN stated, urging the government to act swiftly, through thorough investigation to hold those responsible accountable.

The Christian body insisted that safety of Nigerians and the freedom to worship must never be negotiable, and that Nigerians must be able to attend religious services without fear of attack or intimidation. ‘The possibility that young people are being exposed to or encouraged to embrace such hatred raises serious concerns that must not be ignored.’

Shoprite Nigeria’s plan to reopen through standalone neighbourhood stores is more than the return of a familiar supermarket brand. It points to a larger lesson: successful retail property begins with the economics of the retailer and the behaviour of the customer, not with the prestige or size of the building. The customer has not abandoned organised retail. What is changing is the type of property through which retailers reach that customer.

The basis for describing this as a return is not speculation. In a Nairametrics interview published on 24 October 2026, Adekunle Adebiyi of MBO Capital Management said three Shoprite stores had reopened after a temporary shutdown to negotiate with suppliers and address outstanding obligations. He also disclosed plans for smaller standalone neighbourhood stores. This is a phased recovery, not yet a nationwide comeback: the number, locations and opening dates of the proposed outlets have not been announced.

The neighbourhood format is not an entirely new discovery. Nigerian retailers such as Prince Ebeano, Blenco, Market Square and Justrite have expanded within or close to residential communities. Some also occupy malls, but much of their growth has come from making organised retail accessible to the everyday shopper. Blenco’s outlets along the Lekki-Ajah corridor illustrate stores positioned around growing residential catchments rather than depending on enclosed-mall traffic.

The principle extends beyond grocery retail. Domino’s Pizza, Item 7 and other food-service brands use standalone and neighbourhood-facing outlets because convenience, visibility, delivery coverage and proximity drive their businesses. A household buying bread, vegetables or provisions may similarly prefer a supermarket ten minutes from home to a larger centre requiring a longer journey.

Shoprite’s decision does not mean the Nigerian mall is dead. It means the economics of a supermarket must be separated from assumptions about property format. Not every supermarket needs a mall, just as not every mall requires a very large supermarket anchor. The correct question is whether the size, rent, service charge, power cost, access and customer base of a particular property can support the retailer’s turnover.

That financial question is central to Shoprite’s experience. At the time the Nigerian business was acquired, about 17 of its 28 stores reportedly had dollar-denominated rental obligations. As the naira weakened, those rents became increasingly expensive in local-currency terms. Adebiyi also referred to a supermarket benchmark under which rent should ordinarily remain around 8 to 10 per cent of revenue. Once occupancy costs move materially beyond what turnover can carry, even a prestigious address becomes a burden.

Rent is only part of the equation. A retailer must fund power, security, logistics, refrigeration, inventory, technology, staff and working capital. A mall adds service charges and common-area costs. A standalone outlet may avoid some charges but must provide many services independently. It is not automatically cheaper; its advantage is greater control over store size and expenditure.

Some neighbourhood supermarkets also create small retail ecosystems, remaining the anchor while pharmacies, food outlets, ATMs or other complementary operators occupy part of the property. This can broaden the offer and generate additional income without recreating a conventional mall. Whether Shoprite adopts that model remains to be seen.

Shoprite has already done the difficult work of building a retail brand in Nigeria. Its appeal cuts across income levels and shopping occasions: from the labourer stopping for the popular Shoprite bread, to the homemaker buying properly packaged lamb chops, and the nearby worker picking up fried rice and salad for lunch. Customers know it for affordability, fresh food, prepared meals and an organised shopping environment.

A smaller floor plate must therefore not become a weaker customer proposition. Shoprite should be careful about dispensing with its bakery and butchery. The earlier U-Save experiment at Maryland Mall offers a warning: its smaller, value-led format did not provide the full bakery and butchery experience and struggled to generate the same attraction. Customers may accept a smaller store without accepting a diminished version of Shoprite.

Successful standalone supermarkets retain the core departments that draw repeat visits. Their advantage comes from bringing a sufficiently complete offer closer to residential communities, not merely occupying less space. Shoprite can compete strongly in that format if each outlet preserves the features customers expect while adjusting its size, stock depth and product mix to the local catchment.

Its historic branding also remains an asset. If the prominence of Shoprite’s external signage was a deliberate marketing strategy, it worked across Nigeria. In many cities, the brand became better known than the Grade A mall housing it; people referred to the entire destination simply as Shoprite. On a trip to Abuja, I discovered that I had left my phone at Jabi Lake Mall and rushed back in an Uber. The driver did not recognise the mall’s name, and my urgency turned the confusion into a frustrating argument. The moment he asked whether I meant Shoprite, the problem was solved. Many readers will recognise the experience. Shoprite did not merely occupy space; it became the landmark by which the property was identified.

That recognition still carries value, but the experience behind the sign must remain credible. Strong signage may bring the customer once; a dependable range, fresh food, service and value will determine whether the customer returns.

The property itself must work. A neighbourhood outlet needs parking or safe short-stay access, loading facilities, dependable power, security, waste management and an efficient floor plate. Traffic counts alone are insufficient. The retailer must understand the resident population, income profile, competing stores, basket size and shopping frequency. Poor access can damage a strong location, while excessive rent can consume the benefit of good sales.

The financing difficulty reveals the difference between a successful retailer and an asset-backed borrower. Adebiyi explained that supermarkets typically lease suitable premises and invest in shelves, refrigeration and other operating equipment rather than acquire the building. Shoprite therefore operated from malls it did not own. MBO Capital reportedly found that Nigerian banks struggled to identify sufficient tangible collateral during the acquisition, even though the business generated billions of naira in revenue. The property lesson is important: a strong operating business can remain financially vulnerable when it neither owns its premises nor has an adequate asset base against which conventional lenders will advance funds.

The comparison with Walmart is useful. Walmart combines leased stores with a substantial portfolio of owned retail properties, providing greater control over configuration, redevelopment and long-term occupancy costs while strengthening its asset base. This does not mean Shoprite must become a property developer. It means its financing strategy should recognise the limitations of relying almost entirely on leased premises in a lending market that favours fixed collateral. A disciplined mix of long leases, selective ownership, landlord partnerships and funding based on operating cash flow may prove more resilient.

For developers, the opportunity is to create supermarket-ready properties in growing communities: efficient floor plates, storage and loading areas, refrigeration capacity, parking and reliable utilities. For landlords, the highest opening rent is not necessarily the best outcome. A supermarket can generate recurring traffic and support surrounding businesses. A sustainable lease may create more long-term property value than an impressive rent that eventually drives the anchor away.

None of this invalidates the mall concept. A successful mall combines comparison shopping, entertainment, dining, services and social activity in a managed environment. It offers variety and experience that a single neighbourhood store cannot reproduce. The supermarket may remain an important anchor, but the centre should not depend on one tenant to justify the entire development. Location, scale, tenant mix, service charge and customer experience must work together.

Shoprite helped define Nigeria’s modern shopping-mall era. Its proposed neighbourhood strategy signals another stage in that evolution. The lesson from Shoprite’s return is not that the mall has failed or that the neighbourhood store has won. It is that no retail format succeeds for long unless the property, the operator and the customer are economically aligned.

Otto Canon is a global sustainability leader committed to combating environmental degradation through recycling, tree planting, and policy advocacy. With over a decade of experience in social entrepreneurship and community development, he has collaborated with multilateral organisations to advance sustainable development. He is the founder and executive director of CleanCyclers; founder of SustainabilityUnscripted, and convener of the Global Sustainability Summit and Awards. A Fellow of the Royal Society of Arts (FRSA), Canon is dedicated to raising sustainability champions and building a planet where people and nature can thrive. In this interview with KENNETH ATHEKAME, he spoke on how sustainability can become Africa’s next trillion-dollar economic opportunity rather than just an environmental agenda and greatest potential to drive sustainable economic growth across Africa over the next decade. Excerpts:

How can sustainability become Africa’s next trillion-dollar economic opportunity rather than just an environmental agenda?

Sustainability has never been simply about protecting the environment; it is about building economies that can endure. It involves creating jobs, improving healthcare, strengthening food security, expanding energy access, restoring ecosystems and ensuring long-term prosperity. When sustainability is viewed as an economic strategy rather than a cost, the conversation changes completely. Africa has the world’s youngest population, abundant renewable energy resources, vast agricultural potential and extraordinary biodiversity. These are not merely challenges to manage; they are competitive advantages that can be transformed into economic wealth.

The next trillion-dollar opportunity lies in renewable energy, climate-smart agriculture, circular manufacturing, sustainable infrastructure, healthcare innovation, green logistics, climate technology, carbon markets, sustainable finance and nature-based solutions. Each of these sectors can generate investment, create jobs and stimulate industrial development.

A good example is the 100 million Tree Planting Initiative, recently launched at the Global Sustainability Summit at the House of Lords, Palace of Westminster, London. The initiative will include food-bearing and commercially valuable trees such as mango, avocado, cashew, cocoa and coffee.

Beyond environmental restoration, the initiative is designed to support economic development through agroforestry, improved food security, biodiversity conservation, carbon sequestration and green employment. It also presents opportunities to strengthen rural livelihoods and develop carbon-market activities, subject to appropriate verification and regulatory requirements.

The Global Sustainability Summit has also evolved beyond a conference into a platform for action, facilitating bilateral, trilateral and multilateral partnerships among governments, businesses, academia, investors, development institutions and civil society. These collaborations span renewable energy, healthcare, environmental restoration, the circular economy, sustainable agriculture, climate finance, innovation and education.

Ultimately, sustainability must be understood as an engine of investment, diplomacy and economic transformation. I often say that sustainability is not simply about saving the planet; it is about creating a future in which people, businesses and nations can thrive together. When we align people, planet and profit, sustainability becomes one of Africa’s greatest economic opportunities.

Which industries have the greatest potential to drive sustainable economic growth across Africa over the next decade?

Several industries stand out because they can address multiple economic and social challenges simultaneously.

Renewable energy is fundamental because no economy can grow sustainably without reliable and affordable power. Expanding solar, wind and other clean energy sources can improve electricity access, support industrialisation and reduce energy-related emissions.

Agriculture and food processing also offer enormous opportunities. Africa produces significant quantities of agricultural commodities but continues to face challenges in local processing, food security and value addition. Investing in agro-processing, storage, logistics and modern farming can reduce post-harvest losses, strengthen food systems and create employment.

Healthcare innovation and medical logistics will become increasingly important as the population grows and demand for accessible, quality healthcare increases.

The circular economy, including recycling, waste-to-energy, resource recovery and sustainable manufacturing, offers another major opportunity to transform waste into valuable economic assets.

Through CleanCyclers, we are demonstrating how specialised areas such as solar panel recycling can support the recovery of valuable materials, reduce environmental risks associated with improperly discarded panels and create opportunities for skilled green employment. As solar energy adoption expands across Africa, responsible end-of-life management of solar panels will become increasingly important. With the right infrastructure, technology and regulatory support, this could help establish new recycling and resource-recovery industries.

Technology and artificial intelligence will also transform education, healthcare, agriculture, environmental monitoring and financial inclusion. Green construction, sustainable housing, electric mobility, climate finance, carbon markets, biodiversity conservation and ecosystem restoration offer further opportunities.

The key is integration. These sectors should reinforce one another rather than operate in isolation. Platforms such as the Global Sustainability Summit can help connect governments, investors and innovators to develop partnerships, mobilise capital and accelerate sustainable investment.

How can African governments create policies that attract sustainable investment while accelerating economic development?

Investors value certainty as much as opportunity. Governments must therefore establish stable, transparent and predictable policies that encourage long-term investment.

This requires reducing unnecessary bureaucracy, simplifying licensing and permitting processes, addressing corruption and ensuring that regulations are consistently implemented. Investors also need confidence in the rule of law, contract enforcement and the protection of legitimate investments.

Public-private partnerships should play a more prominent role in financing sustainable development. Governments cannot meet all infrastructure and development needs through public spending alone, but they can create an enabling environment that encourages private capital to participate.

The Global Sustainability Summit has highlighted the importance of policy dialogue by facilitating engagements among governments, development partners, investors and private-sector leaders. Such discussions can help identify investment opportunities across renewable energy, sustainable healthcare, environmental restoration, circular economy initiatives and climate finance.

Governments should also consider targeted tax incentives for viable green industries, investment guarantees, improved infrastructure, accessible financing and effective regulatory frameworks. These measures must be transparent, carefully designed and linked to measurable development outcomes.

Most importantly, policymakers must look beyond political cycles. Sustainable development requires continuity, long-term planning and institutions capable of implementing policies consistently, even when administrations change.

Good policies attract investment, while good governance builds the confidence needed to retain it.

What role should African entrepreneurs and the private sector play in building a green economy that creates jobs and prosperity?

Entrepreneurs are not simply participants in the green economy; they are among its most important architects. Innovation often begins with people willing to approach familiar problems differently. African entrepreneurs understand local markets, consumer needs and community challenges, positioning them to develop practical, scalable and commercially viable solutions.

The private sector should invest in clean technologies, sustainable supply chains, workforce development, circular manufacturing and local industrialisation. Businesses must also recognise that sustainability is no longer merely a corporate social responsibility activity. It is increasingly a business consideration that affects operational efficiency, competitiveness, investment and access to markets.

Companies that use resources efficiently, reduce waste and develop environmentally responsible products can create new revenue streams while lowering certain operating costs and environmental risks.

Through CleanCyclers, we are demonstrating how sustainability-driven enterprises can address environmental challenges while developing commercial opportunities. Solar panel recycling, advanced resource recovery and circular economy innovation can help build industries that create employment, recover valuable materials and reduce dependence on virgin resources.

However, entrepreneurs need access to finance, appropriate technology, skilled workers, reliable infrastructure and supportive regulation to scale their businesses.

The most competitive businesses of the future will increasingly be those that combine financial performance with measurable environmental and social benefits.

How can Africa leverage innovation, artificial intelligence and technology to address sustainability challenges and remain globally competitive?

Artificial intelligence presents significant opportunities to accelerate sustainable development across Africa.

AI can improve agricultural productivity through precision farming, support disease diagnosis, reduce energy waste, strengthen disaster forecasting, improve supply-chain efficiency, monitor forests and expand access to education through personalised learning.

It can also improve the management of environmental restoration initiatives such as the 100 million Tree Planting Initiative. Digital tools can help map degraded landscapes, monitor tree survival, assess biodiversity recovery, identify climate risks and measure carbon sequestration. Reliable monitoring and verification would also strengthen transparency and accountability for investors and development partners.

However, technology alone is not the solution. It must address real problems and deliver measurable benefits to communities and businesses.

Africa must move beyond being a consumer of technologies developed elsewhere and become a creator of solutions tailored to its own needs, while also developing technologies that can compete in global markets.

The continent has talented young innovators, researchers and entrepreneurs. What they need are investment, mentorship, reliable infrastructure, research support and opportunities to scale their ideas.

We must also invest in digital skills, data infrastructure, responsible AI governance and affordable connectivity to ensure that technological progress benefits more than a small segment of society.

By combining African creativity with emerging technologies, the continent can strengthen its competitiveness and contribute meaningfully to global sustainability solutions.

Climate finance remains a major challenge. What practical steps can African countries take to attract more investment for sustainable development?

The first step is to develop bankable projects that can meet investors’ financial, technical and environmental requirements.

Although Africa has significant investment opportunities, many projects struggle to secure financing because of inadequate preparation, limited access to project-development capital, regulatory uncertainty and concerns about governance and implementation.

Governments and development institutions should strengthen project-preparation facilities, improve financial transparency, establish credible monitoring and reporting systems, and develop stronger institutional frameworks.

Africa should also expand the use of green bonds, blended finance, carbon markets, sovereign sustainability funds and regional investment platforms. Blended finance, in particular, can help mobilise private investment by using public or development capital to reduce specific risks that might otherwise discourage commercial investors.

Platforms such as the Global Sustainability Summit can help bridge the gap between project developers and potential sources of capital by connecting African initiatives with governments, development finance institutions, philanthropies, private investors and strategic partners.

However, these connections must translate into well-structured projects, clear financing arrangements and measurable results.

Climate finance should not be viewed solely as aid. It should also be recognised as an opportunity to invest in infrastructure, technology, industrial development and resilient economic systems. Africa must strengthen its capacity to prepare projects, demonstrate returns and build the trust required to attract long-term capital.

Africa is rich in natural resources. How can the continent create more value locally instead of exporting raw materials?

This is one of Africa’s greatest economic opportunities. For decades, many African economies have relied heavily on exporting raw materials while importing finished products at substantially higher prices. That pattern limits the value retained within the continent and constrains opportunities for industrial development.

We must invest more in local processing, manufacturing, refining, research, innovation and industrial infrastructure.

Instead of exporting cocoa beans alone, African countries should expand the production and export of processed cocoa products and premium chocolate. Rather than exporting raw minerals without further processing, countries should develop viable mineral-processing industries and, where commercially and technologically feasible, manufacture battery materials, electric-vehicle components and other advanced products.

Similarly, timber-producing countries can develop furniture manufacturing and engineered wood industries rather than relying predominantly on raw timber exports.

The circular economy offers another important pathway. Through the recycling of electronics, batteries and solar panels, Africa can recover valuable materials, reduce waste and strengthen resource security. This can create additional industrial opportunities while reducing pressure on natural resources.

Achieving this transformation requires reliable energy, transport infrastructure, technical skills, access to finance, research capacity and policies that encourage local production without undermining competitiveness.

Value addition creates opportunities for higher incomes, skilled employment, technology transfer and stronger domestic industries. Africa must progressively move from being primarily a supplier of raw materials to becoming a producer of competitive, high-value goods.

How can sustainability empower young Africans, create millions of jobs and reduce poverty?

Africa’s greatest resource is its people. With a large and youthful population, the continent has an opportunity to turn its demographic advantage into an engine of inclusive economic growth.

Achieving this will require investment in green skills, technical education, entrepreneurship, digital innovation, renewable energy, sustainable agriculture and circular economy businesses.

Sustainability initiatives can generate employment across a wide range of activities, from engineering and manufacturing to recycling, environmental monitoring, logistics, agricultural processing and ecosystem restoration.

The 100 million Tree Planting Initiative illustrates how environmental programmes can also support livelihoods. Beyond planting trees, the initiative can create opportunities in nursery development, seedling supply, land preparation, agroforestry, logistics, digital mapping, biodiversity monitoring, carbon measurement and long-term land management.

For these benefits to be sustainable, projects must provide appropriate training, fair compensation and meaningful participation for local communities. Tree planting must also be supported by suitable species selection, land rights safeguards, maintenance and long-term monitoring to ensure that the trees survive and ecosystems improve.

Young people should not simply be beneficiaries of sustainable development; they should be its leaders, innovators and entrepreneurs.

With access to skills, finance, mentorship and markets, young Africans can build businesses, create jobs and contribute to reducing poverty. The objective must be to move beyond short-term employment towards productive, dignified work that supports long-term economic security.

If Africa gets sustainability right, what could the continent look like by 2050 economically, environmentally and socially?

I envision an Africa that is energy-secure, food-secure, technologically advanced, economically resilient and globally influential.

It would be a continent where cities are increasingly powered by clean energy, healthcare is more accessible, and agricultural systems can feed domestic populations while supplying international markets.

I see innovation hubs competing globally, local industries creating higher-value products, and circular economy businesses turning waste into resources. I also see restored landscapes, healthier ecosystems and more resilient communities that are better equipped to withstand climate-related risks.

Initiatives such as the 100 million Tree Planting Initiative could contribute to restoring degraded land, strengthening agroforestry, supporting rural livelihoods and generating environmental benefits, provided they are implemented effectively and sustained over time.

I also envision African institutions playing a stronger role in international sustainability discussions, building partnerships that advance investment, research, technology transfer and practical solutions to shared global challenges. Platforms such as the Global Sustainability Summit can contribute by connecting stakeholders and supporting collaboration across borders.

Socially, I see a continent where women, young people and rural communities participate more fully in economic growth, and where more people can find meaningful opportunities within their own countries.

This future will not emerge automatically. It will depend on the quality of leadership, the strength of institutions, the consistency of public policies and the willingness of governments and businesses to make long-term investments.

Africa has the resources, talent and entrepreneurial potential to achieve this vision. The challenge is to convert those advantages into measurable improvements in people’s lives.

What is your message to African leaders, investors and the international community about Africa’s potential to lead the next era of sustainable growth?

My message is simple: Africa should no longer be viewed only through the lens of its challenges. It must be recognised as a continent with significant investment opportunities, entrepreneurial talent, natural resources and the capacity to develop solutions to global problems.

To African leaders, I say: lead with courage, integrity and long-term vision. Invest in people, strengthen institutions, provide reliable infrastructure and create an environment in which innovation and enterprise can flourish.

To investors, I say that Africa offers opportunities to generate financial returns while addressing some of humanity’s most pressing challenges. These opportunities span renewable energy, sustainable agriculture, healthcare, circular manufacturing, infrastructure, climate technology and environmental restoration. Realising them requires rigorous project assessment, responsible investment and a long-term commitment to local value creation.

To the international community, I say that meaningful partnerships must be built on mutual respect, shared responsibility and shared prosperity. Work with Africa, not merely for Africa.

Through the Global Sustainability Summit, we have brought together stakeholders from different countries and sectors to explore bilateral, trilateral and multilateral partnerships across renewable energy, climate finance, sustainable healthcare, environmental restoration, the circular economy, agriculture, education and innovation. The priority now is to translate these engagements into practical projects, investment commitments and measurable outcomes.

The 100 million Tree Planting Initiative is another expression of this ambition. Beyond its environmental objectives, it has the potential to support food security, rural livelihoods, biodiversity conservation, green employment and climate resilience, provided implementation is backed by adequate financing, effective monitoring and long-term community participation.

Through organisations such as CleanCyclers, we are also demonstrating how circular economy solutions, including solar panel recycling and advanced resource recovery, can help reduce environmental risks, recover valuable materials and create new industrial opportunities.

Our generation has a unique opportunity to redefine Africa’s development trajectory. If we approach sustainability as a catalyst for innovation, industrialisation, investment and inclusive growth, we can build economies that are more resilient, competitive and prosperous.

Africa possesses the talent, natural resources, entrepreneurial spirit and potential partnerships needed to play a leading role in the next era of sustainable development.

The future belongs to those who build it, and Africa must be ready to lead.

Aliko Dangote, president and chief executive of Dangote Industries Limited, is exploring investments of up to $15 billion in Egypt, with oil refining and petrochemicals expected to anchor the Nigerian conglomerate’s expansion into North Africa.

The proposed investment, which could range between $10 billion and $15 billion, is part of Dangote’s plan to expand industrial operations across the continent and achieve its Vision 2030 ambition. The scale and composition of the commitment are still under discussion with Egyptian authorities.

The latest engagement followed a visit to Dangote Industries’ Lagos headquarters on Sunday by Mohamed Farid Saleh, Egypt’s minister of investment and foreign trade, accompanied by senior government and industry officials. Dangote received the delegation, describing the meeting as an opportunity to advance African economic integration and strengthen industrial cooperation between the two countries.

Dangote had indicated last month that the initial investment in Egypt could reach about $10 billion, with the total potentially exceeding $15 billion depending on the outcome of discussions with the government.

He said refining and petrochemicals would likely form the foundation of the investment, with the ambition of positioning Egypt as a major exporter of refined petroleum products rather than relying largely on imports.

The proposed expansion comes as Egypt seeks to attract more investment from major African businesses and build long-term partnerships with regional conglomerates.

On October 15, Mohamed Awad, chief executive of Egypt’s General Authority for Investment and Free Zones, conveyed the government’s interest in a strategic partnership with Dangote Group at an event held at the historic headquarters of the Egyptian Exchange in Cairo.

Representing Farid, Awad said Egypt wanted to deepen investment ties with major African conglomerates and develop a long-term relationship with the Nigerian group.

A major Egyptian investment would extend Dangote’s industrial footprint beyond its established operations in cement, sugar, flour, fertiliser and petroleum refining, while giving the group a stronger presence in one of North Africa’s largest economies.

The proposed expansion also fits into Dangote’s wider Vision 2030 strategy, which targets annual group revenue of $100 billion by the end of the decade. The businessman has pledged to invest as much as $50 billion in industrial projects across Africa over the same period, financed through a combination of internally generated funds, equity and debt.

Beyond the potential Egyptian projects, the group’s investment pipeline includes a proposed 530-kilometre subsea gas pipeline, up to 10,000 megawatts of power generation capacity and a linear alkylbenzene plant with an annual capacity of 400,000 metric tonnes.

The group is also pursuing expanded urea fertiliser and polyethylene production, alongside a target of increasing Dangote Cement’s annual production capacity to 100 million tonnes.

The scale of these plans reflects the group’s ambition to expand across energy, manufacturing and infrastructure, although their delivery will depend on financing, project execution and market conditions.

Dangote’s links to Egypt also predate the proposed investment. He studied business at Al-Azhar University in Cairo before building his business empire through investments in cement, sugar and flour, followed by expansion into fertiliser and petroleum refining.

A substantial commitment in Egypt would mark one of the group’s largest cross-border investments and deepen commercial ties between Nigeria and Egypt, two of Africa’s biggest economies. It would also test the extent to which African industrial groups can expand across national borders and build production networks within the continent.