The company revealed the plans at its Delivering the Future event in Dartford, England, where it also introduced an upgraded version of Proteus, its autonomous warehouse robot.

The new Proteus can move across warehouse floors rather than being limited to loading and dock areas. Amazon said employees can now give the robot instructions using everyday language instead of technical commands.

“You tell it what needs to be done. It figures out the priority, the route, the timing,” said Scott Dresser, vice president of Amazon Robotics.

Like the current version, Proteus is designed to handle physically demanding work, including moving heavy carts over long distances. Amazon explained that the upgraded robot is being tested in its laboratories and is expected to begin operating in Europe during the first half of 2027.

Alongside Proteus, Amazon also highlighted other robotics technologies that it plans to expand across its European network. These include Vulcan, the company’s first robot with a sense of touch, and STARK, a robotic tote-handling system that works alongside employees by picking full totes from conveyors and placing them onto carts.

STARK was first tested in Barcelona and Amazon plans to deploy it at 15 sites across Europe by 2027.

The warehouse robots rollout is part of an investment programme worth more than €10 billion, Amazon said the funding will be used to expand and modernise fulfilment centres across Europe while supporting long-term growth in the region.

The company expects the expansion to create 25,000 additional jobs across its European fulfilment network over the coming years.

Amazon also announced a fresh commitment to workforce development, pledging $1 billion to its Career Choice programme by 2030. The initiative funds education and training for employees seeking careers in areas such as cyber security, software development, logistics, renewable energy and mechatronics.

More than 300,000 employees have participated in the programme globally, including 30,000 in the United Kingdom.

On the delivery side, Amazon said it will open more than 25 Sub Same-Day Delivery sites across Europe this year. The facilities bring storage, fulfilment and final delivery operations together in one location, allowing customers to place orders later in the day and still receive them within hours.

The company said the network will expand to locations including Coventry in the UK and Nürnberg in Germany.

Amazon Now, the retailer’s ultra-fast delivery service for groceries and household essentials, is also set for further growth. The service, which promises delivery in 30 minutes or less, is already available in parts of London and will expand to Manchester and Birmingham later this year.

In another update for European customers, Amazon said its Add to Delivery feature will launch in the UK, Germany, Spain, Italy and France later this year. The service allows Prime members to add items to an existing order without completing a separate checkout process or paying extra delivery charges.

The company is also strengthening its grocery offering. Customers in parts of central and east London can now combine fresh food items, including fruit, vegetables, meat and dairy products, with other Amazon purchases for same-day delivery.

Amazon said the investment drive follows a record year in Europe. The company invested more than €60 billion across the region in 2025, its largest annual investment in Europe to date.

The retailer also provided an update on its sustainability efforts, revealing that more than 50,000 electric delivery vans are now operating across the United States, Europe and India. That figure represents half of Amazon’s target to deploy 100,000 electric vans globally by 2030.

In Europe, Amazon and its delivery partners have now completed more than 100 million deliveries using electric cargo bikes, electric mopeds and on-foot delivery methods. These deliveries have helped avoid more than 17,000 metric tonnes of carbon emissions.

Beyond carbon emissions, severe indoor air pollution, which the World Health Organisation links to hundreds of thousands of deaths annually, has become the order of the day.

Women and children bear the brunt, spending hours near smoke-filled kitchens while collecting firewood.

Interestingly, modern cookstoves were built as a solution to this appalling situation. They burn fuel more efficiently or replace it entirely, reducing emissions, saving time, and lowering health risks. 

But there’s still a huge challenge, which is price. For households living on just a few dollars a day, even a stove costing $30 can be unaffordable.

This brings us to carbon finance, where assigning financial value to the greenhouse gas reductions achieved by clean cooking technologies enables carbon markets to create a revenue stream that can subsidise the cost of stoves. 

For some households, this turns a $40 appliance into something closer to $5. The mechanics are solid, emissions reductions are verified, converted into carbon credits, and sold to buyers globally, usually corporations seeking to offset their own carbon footprint. The income flows back into the project, reducing retail prices and scaling adoption.

Carbon Markets are a Fast-Growing Financial Sector 

Carbon markets have expanded over the last decade and currently, 113 national and subnational carbon pricing mechanisms cover approximately 28% of global greenhouse gas emissions, raising over $100 billion annually. Voluntary markets add billions more.

Africa, however, still lags behind, currently accounting for less than 2% of global carbon credits, despite enormous potential in forestry, renewable energy, and land-use projects. 

To close that gap, initiatives like the African Carbon Markets Initiative, launched at COP27, aim to generate 300 million carbon credits annually by 2030 and 1.5 billion credits by 2050, bringing $120 billion in economic value and supporting 110 million jobs.

In Nigeria, the carbon finance sector is coming up. In January 2026, the country formally launched its Carbon Market Framework at Abu Dhabi Sustainability Week, projecting $30 billion in annual climate-related investments. 

The National Council on Climate Change will implement trading regulations, ESG disclosure reforms, and blended-finance structures, pointing to a more powerful ecosystem for carbon finance and green industrialisation.

Why Cooking is Indispensable to Climate Action

Clean cooking is rarely a topic of discussion, but it sits at the intersection of climate, health, and development.

Traditional biomass cooking is both a deforestation driver and a public health hazard. Households consume large amounts of wood and charcoal, increasing carbon emissions. 

Smoke-filled kitchens exacerbate respiratory diseases, cardiovascular issues, and child mortality. Again, families spend a substantial portion of their limited income on fuel, while women and girls spend hours collecting firewood.

Modern stoves reduce fuel consumption by 50–70%, drastically cut emissions, and save households time and money. For climate-conscious investors and governments, this creates a huge opportunity, supporting clean cooking, which addresses emissions and also improves livelihoods.

The Price of the Counter: How Carbon Finance Lowers Stove Costs

Manufacturing a modern cookstove involves expenses, including materials, design, safety features, and logistics. To households with minimal daily income, these costs are prohibitive, but carbon markets bridge the gap.

When a stove reduces emissions, project developers can certify those reductions as carbon credits. These credits are sold on international markets to buyers, companies or governments needing offsets. Revenue from these sales is then used to subsidise stove prices, sometimes reducing them by as much as 60–90%.

This model explains why a stove costing $40 at the factory might sell for $5 to a household in Kenya, Nigeria, or Malawi. It’s not charity, it’s finance applied to climate action, converting environmental impact into affordability.

BURN Manufacturing: Scaling Clean Cooking Across Africa

Among the companies leveraging this approach, BURN Manufacturing has a niche around inclusion, standing out in the space. 

Founded in 2011 and headquartered in Nairobi, BURN has become one of Africa’s largest manufacturers of clean cookstoves and a developer of carbon projects. The company has sold over five million stoves, reaching more than 27 million people across the continent.

BURN’s appliances include biomass stoves, LPG cookers, and electric induction stoves. The company goes beyond manufacturing to generate certified carbon credits from its projects. 

These credits lower the costs of the stove for households while ensuring emissions reductions are verifiable and reportable.

BURN’s model ascertains how climate finance can scale impact without depending solely on donor funding. In combining commercial operations with carbon credit revenue, the company ensures that clean cooking technologies reach communities that need them most. 

In total, BURN’s projects have avoided tens of millions of tonnes of carbon emissions and saved millions of tonnes of wood.

Beyond Affordability: Economic and Environmental Impacts

The function of carbon finance in clean cooking is far beyond lowering stove prices. In providing reliable revenue streams, it enables companies to:

• Expand production capacity and build industrial-scale manufacturing facilities.
• Invest in research and development for next-generation stoves.
• Create jobs across manufacturing, distribution, and project monitoring.

BURN, for instance, produces stoves at a scale that can reach thousands of households daily. Digital monitoring and mobile payment technologies now track stove use and verify emissions reductions, ensuring the integrity of carbon credits and maintaining buyer trust.

At the household level, modern stoves reduce time spent collecting fuel, lower monthly expenditures on charcoal or wood, and improve indoor air quality. 

Communities experience less deforestation, while women and children benefit most directly from safer kitchens and reduced workload.

Challenges in Carbon Markets

Despite the benefits, we can’t ignore the challenges in carbon markets. Verification accuracy, especially in voluntary markets, is one issue highly talked about. Some projects have been accused of overstating emissions reductions, creating “phantom credits.”

In response, standards are getting tougher. High-integrity credits now require robust monitoring, reporting, and verification systems, including real-time sensors and independent audits. 

Companies that adapt to these standards, like BURN, gain credibility in the global market while ensuring tangible local impact.

Africa’s Growing Carbon Market

Africa’s role in global carbon finance is already expanding. Beyond clean cooking, carbon markets support renewable energy, forestry, and land-use projects.

Nigeria’s Carbon Market Framework and regional initiatives like ACMI are creating infrastructure for transparent, scalable carbon trading. Investors are starting to see Africa as a viable source of carbon credits, capable of attracting billions in climate finance.

If implemented effectively, these frameworks can transform clean cooking into a commercially sustainable industry, rather than a donor-dependent initiative. Companies that align with these policies will help in connecting climate finance to households.

The Human Impact

All the policy documents, frameworks, and market statistics are important, but the ultimate impact is human. 

Cleaner stoves mean fewer hours collecting firewood, less smoke in kitchens, and improved household health. Children breathe cleaner air, women spend more time on income-generating activities, and families spend less on fuel.

In some communities, switching to modern stoves reduces wood consumption by tons per year, helping protect local forests. In aggregate, these changes add up to essential climate and development results.

The Sustainability of Clean Cooking

The clean cooking sector is highly dynamic, with innovations like electric induction stoves, powered by renewable energy, that could eventually eliminate cooking emissions in regions with reliable electricity. 

Carbon markets will likely remain a key enabler, providing financial incentives to scale adoption.

Across Africa, governments, companies, and international buyers need to work together to maintain transparency, ensure accountability, and channel capital efficiently. 

The sustainability of this sector depends on strong regulation, accurate measurement, and reliable reporting systems.

BURN’s success has shown that this is possible. Having integrated manufacturing, distribution, and carbon finance, the company offers a model for how clean cooking can be scaled effectively.

So why do some stoves cost less?

It can’t be called luck or charity, because it is climate finance in action. Carbon markets convert emissions reductions into revenue that subsidises clean technology. 

We see the impact with companies like BURN Manufacturing, millions of stoves distributed, emissions avoided, and households benefiting.

However, clean cooking is a test case for whether climate finance can improve everyday life while addressing a global challenge. In millions of African homes, that difference is tangible, cleaner kitchens, safer children, and a small but significant step toward a sustainable environment.

Sometimes, the most impactful climate solution is not a massive solar farm or a battery factory, but a better stove, and a market willing to pay for the difference.

The funding round was led by VoLo Earth Ventures, which focuses on climate-related technologies. The company said the investment will help it grow its team, build its platform and strengthen talks with large technology firms.

Spending on data centres is expected to reach nearly $700 billion this year, driven largely by AI workloads. At the same time, energy use from these facilities is projected to double by 2028.

Refiant is trying to tackle that problem by making AI models smaller and less power-hungry. The company said it has already compressed a 120 billion parameter model so it can run on a standard laptop. Normally, such a model would require far more powerful hardware.

According to the company, the compressed version runs on a MacBook Pro with 12GB of memory. It keeps between 95% and 99% of its original performance. It can also run alongside another model on the same device.

Sid Gutta, co-founder of Refiant, said: “AI’s growing energy footprint is one of the most urgent and underappreciated challenges in the climate space. The industry’s default answer is to build more data centres and consume more power. Ours is to make the AI itself dramatically more efficient.”

The company, based in California, said it tested energy use inside a Faraday cage to ensure accurate readings. Under those conditions, the system reached about 3,000 tokens per kilowatt-hour.

That is up to 100 times more efficient than running the same model in a traditional data centre.

In practical terms, the energy used for one AI task on standard infrastructure could handle about 100 similar tasks using Refiant’s approach.

The founders argue that improving efficiency is a better long-term path than expanding infrastructure. Running AI locally on smaller machines could also help organisations avoid sending data to large cloud providers, which usually means higher costs and less management.

Recent developments from Google have pointed in a similar direction. Its TurboQuant compression method reduced memory needs significantly, reinforcing interest in making models leaner rather than simply scaling hardware.

Dr Viroshan Naicker, co-founder of Refiant, said: “The AI industry is spending hundreds of billions scaling infrastructure when the real breakthrough is the ability to do more with radically less. Nature doesn’t build by brute force. Evolution optimises. We’ve applied that principle to AI, and the results speak for themselves.”

The company believes its work could also help businesses balance AI adoption with environmental targets.

Mathew Haswell, another co-founder, said: “Those two mandates don’t have to be in tension. AI adoption and sustainability commitments can coexist, but only if the technology itself becomes more efficient. 

“Organisations shouldn’t have to choose between deploying AI and meeting their energy targets – and they shouldn’t have to send their data halfway around the world to do it.”

Joseph Goodman, managing partner at VoLo Earth Ventures, added: “AI’s biggest constraint isn’t demand, it’s energy. What’s been missing is a fundamentally more efficient way to compute.

“Refiant’s architecture replaces brute-force scaling with a far more efficient, nature-inspired approach that lowers energy use while increasing capability. That’s the kind of breakthrough needed to make AI sustainable on a global scale.”

Refiant said it is already in discussions with several multinational firms. It plans to push its technology further, with a focus on stronger compression, longer context handling and better tracking of how models operate.

Dr. Ojobo’s appointment signals GreenPlinth Africa’s intention to deepen its strategy, partnerships, and market-facing activities as climate action increasingly intersects with finance, regulation, and economic development across Africa.

From Telecoms Regulation to Climate Strategy

Dr. Ojobo spent years working within Nigeria’s telecommunications regulatory ecosystem, where he was involved in shaping policy frameworks, managing scarce national assets, and enabling market growth through regulation. He describes his move into climate as a continuation of systems thinking rather than a departure from his previous career path.

“After years working as a telecommunications regulator, driving policy, regulation, and market development, I have made an intentional transition into climate change and climate finance,” Dr. Ojobo said.

Drawing parallels between the two sectors, Dr. Ojobo noted that radio spectrum in telecommunications and carbon in the climate economy share similar characteristics: both are intangible, finite, measurable, and capable of unlocking economic value when properly governed.

“In telecoms, radio spectrum is an invisible, finite, and regulated asset, yet it drives enormous economic value. In the climate economy, carbon plays a similar role,” he explained.

According to Dr. Ojobo, this asset-driven and regulatory perspective shaped his work at the Nigerian Communications Commission (NCC) and now informs his approach to climate strategy.

Climate Change as an Economic and Development Issue

Dr. Ojobo emphasised that climate change has evolved beyond an environmental concern into a broader developmental, economic, and competitiveness challenge, particularly for African economies.

“Climate change is no longer only an environmental issue. It is a developmental, economic, and competitiveness challenge, especially for Africa,” he said.

He added that solving the problem requires solutions that are not only ambitious, but also practical, scalable, and finance-ready, capable of attracting investment and delivering measurable outcomes.

GreenPlinth Africa’s Focus

At GreenPlinth Africa, Dr. Ojobo will lead business development efforts across the company’s climate and sustainability initiatives, including clean cooking solutions, nature-based projects, carbon finance, and corporate decarbonisation strategies.

The company positions itself at the intersection of climate action and finance, with a focus on translating sustainability goals into bankable projects that deliver environmental and economic value.

Dr. Ojobo said GreenPlinth’s approach aligns with his belief that climate ambition must be backed by systems, governance, and measurable impact.

“At GreenPlinth Africa, we are translating climate ambition into measurable outcomes,” he said.

Applying Systems Thinking to a New Sector

Dr. Ojobo views his move as applying experience from one highly regulated, asset-driven sector to another that is rapidly shaping global development priorities.

“This transition is not a departure, but a continuation, applying experience from one regulated, asset-driven sector to another that is shaping the future of global development,” he noted.

As Africa positions itself within global climate finance flows and sustainability frameworks, industry observers say leadership that combines regulatory insight with market development experience could prove critical in turning climate commitments into investable opportunities.

Though important to the economy, most still lack adequate financing, and many operate on thin margins with limited power access. 

These same businesses are now facing two major changes at the same time, the need to operate sustainably and the spread of green technology.

Green technology, clean energy, efficient processes, waste innovation and climate‑smart leverage, are changing markets worldwide. My argument is for African SMEs, sustainability need not be a cost centre or an aspirational label. 

With the right mix of policy, finance and adoption, green tech can be a profit engine, making SMEs stronger, more resilient and more competitive.

Top Policies to Watch: 2026 as Year of Institutional Discipline

SMEs: The Backbone of Africa’s Economy

Across the continent, SMEs make up the majority of businesses, informal and formal, and are vital to jobs and growth. They generate over half of Africa’s economic output. In low‑income economies, their share is usually over 50%. 

Meanwhile, less than a fifth of them have access to formal credit, leaving a massive investment gap. 

They are agile. They innovate. But they also feel immediate pressures such as high energy costs, unreliable electricity, and limited access to modern tools. That’s where green tech steps in.

What Green Tech Means for SMEs

Green tech is usually described at a national or multinational scale, but for SMEs, it’s far more concrete:

• Clean Energy: Solar panels and mini‑grids are now more affordable than ever. They replace expensive diesel generators and provide more reliable power.
• Climate‑Smart Agriculture: Irrigation tech, soil health systems and drought‑resistant methods help farms produce more with less risk.
• Circular Economy Innovation: Recycling and waste‑to‑value models turn disposal costs into revenue streams.
• Efficiency Tools: Software and sensors help track and reduce energy, water and fuel use.

These technologies directly relieve cost pressures that have long throttled small businesses.

Turning Sustainability into Profit

The common misconception is that sustainability means higher costs. That’s really not the case:

1. Lower Operating Costs

Energy is a top expense for many SMEs. Solar power and energy‑efficient equipment cut utility bills and stabilise cash flow. Diesel generators are expensive and unreliable; solar kits paired with batteries provide a predictable cost base and reduce downtime. 

Recently, many African nations doubled imports of solar panels, showing expanded adoption of off‑grid clean energy solutions. 

2. New Revenue Streams

Green tech opens revenue paths that didn’t exist before:

• Excess energy sales: Micro solar and wind installations can feed local grids in some markets.
• Green services and products: Eco‑certified goods attract premium buyers domestically and internationally.
• Carbon and sustainability financing: As investors move to climate‑aligned assets, businesses with measurable sustainability credentials gain access to new capital pools.

In Nigeria, for example, SME sector frameworks now channel climate finance toward climate‑smart business practices, providing tax incentives and credit support for firms adopting environmental, social and governance (ESG) criteria.

3. Competitive Advantage

Consumers are paying attention. In urban markets especially, buyers value brands that reduce waste or support local sustainability. This trend influences buying decisions, pricing power and marketing stories.

Limitations and Solutions

Of course, the transition isn’t automatic. SMEs face some limitations:

• Financing gaps: The IFC estimates a funding shortfall in sub‑Saharan Africa exceeding $300 billion for SMEs. 
• Infrastructure deficits: Reliable transmission, storage and connectivity are still uneven, meaning some green tech can’t reach scale without support.
• Skills and capacity: Even affordable tech requires basic training and maintenance skills.

But solutions are emerging. Blended finance, where development finance, private capital and risk guarantees come together, is gaining ground. 

African financial institutions have pledged more than $100 billion for green growth initiatives, aiming to support renewable adoption and sustainable trade. 

There are also targeted funds focused on SMEs. For example, a $150 million solar green bond was launched to support rooftop installations and other productive uses for small businesses.

Policy and Finance: A Macro View

A supportive policy environment is important. Governments that extend tax incentives, import duty breaks on clean tech and clear sustainability standards make it easier for SMEs to adopt innovations. 

National climate strategies that link SME development with energy transition targets align private and public objectives.

At the same time, climate finance flows into Africa are increasing but still far below needs. Recent data show funding grew nearly 50% in a short period, yet meets only about a quarter of the amounts required to fulfil climate commitments by 2030.

Sound policy can bridge that gap, combining international funds with domestic private sector mobilisation.

Across the continent, green tech is already changing business trajectories:

• In rural villages of Mali and beyond, solar mini‑grids are enhancing local commerce, reducing daily energy costs and enabling businesses like welding shops and bakeries to thrive.
• In South Africa, programmes that open the energy market to private producers are expanding renewable capacity and encouraging SMEs to invest in their own energy solutions. 

These are templates, scalable, replicable and profitable.

With Africa’s population projected to approach 2.5 billion by 2050 and energy demand set to surge, green tech adoption is indispensable. 

The renewable transition is a chance to leapfrog legacy infrastructure and unlock prosperity aligned with climate resilience.

SMEs are nimble, they touch communities and can lead this change. They can scale change faster than large firms burdened by legacy systems. So long as financing, policy and capacity building advance together, green tech can be an engine of both sustainability and profit.

What SMEs Should Do Now

1. Get the basics right: Audit energy and resource use to identify quick savings.
2. Explore blended finance: Seek partnerships that de‑risk green investments.
3. Build competencies: Train staff on energy management and digital tools.
4. Tell your story: Document sustainability metrics to unlock premium markets and capital.

SMEs in Africa have long been engines of growth and now they are at the brink of another chapter, 2026, where sustainability is a driver of profitability, not a burden. 

Green tech isn’t just an add‑on but a strategy, and those who leverage it early will thrive well.

But they cannot act in isolation. Government, donors and the private sector need to move as one if resilience is to take root in Nigeria.

In late May 2025, flooding in Mokwa in Niger State killed at least 117 people and left several still missing. Earlier, heavy rains destroyed homes and claimed at least 21 lives in north-central Nigeria. 

On August 6, the federal government issued flood alerts for 19 states, warning of further extreme rainfall between August 5-9. 

These events show a pattern of high climate risk: poor drainage, urbanisation, infrastructure vulnerability and changing rainfall patterns all combine to raise the stakes for agriculture, food security and human lives.

Why this is important – the drivers

• Scale of the hazard. Floods are not occasional. The Mokwa event was one of the deadliest in recent years. Lives and livelihoods are being wiped out.
• Underlying drivers. Rapid urban growth, informal settlements without drainage, old dams or reservoir‐releases (the latter implicated in past flood alerts) and infrastructure that wasn’t built with climate resilience in mind. 
• Financial gap. According to the latest report by Climate Policy Initiative, Nigeria mobilised about $2.5 billion in climate finance in 2021/22, up from $1.9 billion in 2019/20, but the annual gap (the amount needed vs the amount mobilised) is around $27.2 billion. 
• Data & systems weakness. There are limited hydrological sensors, weak last-mile alerting, and procurement systems that favour large infrastructure over agile tech-solutions.

What startups can build (and why)

Here are four areas of opportunity where startups can move from idea to impact.

1. AgTech for small-holder resilience

Startups can deliver climate-smart advisory (micro‐weather + seasonal forecasts), flood/drought-tolerant seed systems, bundled micro-insurance linked to weather triggers, and credit for replanting after floods. 

The reason: agriculture is highly exposed; floods destroy farmland and disrupt planting cycles. A viable business model could be subscription advisory plus revenue share on inputs and insurance commissions.

2. Urban resilience & data-driven infrastructure

A startup might build flood-risk mapping using satellite & local sensors, dashboards for municipalities or utilities, plus partnering with local contractors for nature-based drainage solutions. 

Drainage failures, particularly in fast-growing urban zones, magnify losses. Monetisation may come via B2G contracts (municipalities), and SaaS for decision-makers.

3. Disaster early-warning & last-mile alerting

Existing forecast agencies (e.g., the Nigeria Meteorological Agency and Nigeria Hydrological Services Agency) generate data. The gap is last-mile: reaching communities with actionable alerts, setting up evacuation triggers, and automating cash transfers tied to events. 

Startups can provide alert platforms, community-volunteer networks, and cash-trigger logic. Revenue comes from contracts with federal/state agencies or donors financing early‐warning programmes.

4. Data & risk-finance platforms

Startups can build APIs that feed river/dam sensor data, flood-indexes for insurers, and platforms that match resilience projects with blended finance. 

This matters because insurers, lenders and investors require data and pipelines to underwrite risk and invest in adaptation. Business models: licensing data/APIs, performance-based contracts, or match-making fees.

Real barriers—for clarity

I don’t want to sugar-coat it. To succeed, startups must navigate tough obstacles:

• Demand and payment risk. Many users (farmers, low-income communities) either cannot pay or are unwilling; commercial viability is weak without subsidy or public procurement.
• Procurement friction. Governments usually prefer big infrastructure contracts; small pilots are easier but scaling is slow.
• Finance constraints. As CPI found: “affordability of finance” and “limited supply of bankable projects” are major limitations. 
• Data gaps & interoperability. Without local sensors, standardised APIs or institutionalised data-sharing, solutions remain brittle.
• Policy/regulation lag. If legal frameworks, open data mandates and procurement reforms don’t keep pace, startups are left in limbo.

Government role – what must happen

If I were advising a government, I’d urge these five actions:

1. Commit to rapid procurement windows: allocate dedicated budgets for resilience tech (not just studies) so startups can contract and scale.
2. Mandate open data/ APIs from agencies like NiMet and NIHSA; make hydrological & meteorological data accessible.
3. Establish blended-finance/guarantee facilities that de-risk private investment in resilience (so startups can raise funding).
4. Embed impact-based early-warning systems in national disaster-risk management plans; authorise automatic triggers (e.g., cash transfers, evacuation alerts) when thresholds are exceeded.
5. Support local capacity at state and municipal level: invest in drainage, sensors, maintenance funds and community-volunteer networks.

Donors & development finance – their move

Donors and multilateral funds should focus on enabling, not just funding studies:

• Provide first-loss and outcome-based grants to make resilience commercially viable for startups.
• Fund data infrastructure: sensors, river gauges, ground monitoring networks and software platforms.
• Support risk transfer mechanisms, e.g., parametric insurance tied to flood/crop loss, accessible for rural farmers.
• Act as procurement catalysts: fund multi-year contracts that governments can absorb, reducing risk for startups.

Quick wins in next 12 months

• Launch a low-cost river-gage + SMS alert pilot across 1-2 high-risk LGAs identified by federal alerts.
• Bundle climate-smart advisory + micro-credit + parametric insurance for crop planting next season.
• Co-develop with NiMet a verified API feed for flood forecasts and package it commercially to insurers.

Medium to long-term (1-5 years)

• Build integrated river-basin monitoring (NIHSA + regional partners) and link to automated insurance triggers.
• Expand urban-resilience programmes: retrofit drainage, deploy nature-based solutions, create maintenance markets.
• Develop national procurement frameworks & climate-resilient infrastructure codes so tech innovation is institutionalised.

KPIs worth tracking

Choose measurable indicators:

• Time from warning to evacuation (hours) in pilot areas.
• Number of smallholders covered by parametric protection.
• % reduction in crop loss in project pilot zones year-on-year.
• Time from pilot to procurement contract for a resilience startup (months).
• Amount of blended finance mobilised (USD) for resilience.
• Number of municipalities using startup-delivered dashboards.

Risks & ethical issues

• Beware of “tech-solutionism”: technology alone won’t solve structural issues. Community involvement matters.
• Data privacy: especially for farm, household or geospatial data. Ensure consent and benefit sharing.
• Elite capture: resilience programmes must reach marginalised groups, not just well-connected players.

I believe we have a real opportunity in Nigeria. Startups are prepared to build the tools; the urgency is undeniable. But without policy clarity, finance reform and institutional buy-in, innovation will stall in pilots. 

If the next 12 months see coordinated action among startups + government + donors, we’ll move from reactive relief to proactive resilience.

The expansion supports SYM’s mission to promote the reuse, repurposing, and responsible recycling of Apple devices across North America.

The company’s expansion opens a simple and secure avenue for Canadians to sell their used Apple devices for competitive value, while supporting the global initiative to minimise electronic waste. 

SYM Canada will focus exclusively on Apple products, including MacBooks, iPhones, iPads, and accessories, allowing for more accurate device assessments and higher payouts compared to multi-brand resellers.

Jon Murphy, general manager, ITAD Other World Computing (OWC), said the company’s entry into Canada aligns with its focus on sustainability and trust. 

“Expanding to Canada allows us to extend our mission of reuse and sustainability to a new community of Apple users,” Murphy said. “We’ve helped more than 100,000 customers in the U.S. recoup value from their devices, and now Canadians can experience that same level of trust, convenience, and service – right in their own backyard.”

SYM Canada is set to purchase a wide range of Apple devices including MacBook, MacBook Pro, iMac, Mac Mini, and Apple TV. The company will not buy pre-Intel-based Apple computers but will ensure their responsible disposal through r2 and e-Stewards certified zero-landfill recycling partners.

Since its founding in 2006 and rebranding in 2009, SYM has grown into one of the most trusted companies in the used Apple device market. Operating from its 8,000-square-foot facility in Blue Ash, Ohio, the company has paid out over $68 million to more than 100,000 customers trading in their old Apple products.

As part of the Other World Computing (OWC) group, SYM benefits from a parent company with a long history of innovation in professional-grade technology solutions. 

OWC, established in 1988, is known for its storage, docking, and connectivity products designed for creative professionals and businesses.

In Lagos alone, where over 14,000 tonnes of waste are produced daily, much of it ends up clogging drains, encouraging floods, and releasing toxic fumes into the air. 

Still, every street corner is filled with piles of trash that never quite disappear.

For Anthony Obiorah, founder of TrashDisappears, this was a systems problem begging for a smarter solution, it wasn’t limited to a civic failure.

His Lagos-to-Abuja moving experience stimulated the idea. “I had lots of trash that I needed to dispose of,” he said. “It occurred to me that if I could sell them, I could actually make something from them. But when I went online to look for recyclers, I couldn’t find any. That was when I realised this wasn’t just an environmental issue, it was a connectivity problem.”

That moment birthed TrashDisappears, a young Nigerian startup building what Obiorah describes as a “smart waste ecosystem”, a platform that connects households, waste collectors, and recyclers through a simple mobile app. 

Using AI, the platform maps collection routes, classifies waste, and matches recyclers with verified waste streams.

It reframes waste not as an eyesore, but as data, information that, if organised, could clean cities, reduce emissions, and create jobs.

Nigeria’s waste value chain is greatly fragmented. Informal collectors, municipal trucks, and recyclers usually operate in isolation, without coordination or reliable data. Obiorah saw this gap early on and decided to take what he calls a “systems-level approach.”

“Yes, it was intentional,” he said when asked about his strategy. “We know the whole system has been fragmented. You just have collectors, you just have recyclers. There is no connectivity. What we are trying to do is create that marketplace that connects all the stakeholders.”

TrashDisappears aims to unify this broken chain, starting from the waste generator, to the collector, to the recycler, and back again to manufacturers who use recycled products. The app will allow users to snap a photo of their waste, and through AI, classify it instantly.

“When you use your phone and take a snapshot, the AI model tells you that this waste is in this category, either plastic, metal, or food waste,” Obiorah explained. “That way, it’s easier for you to know what waste you are sorting.”

Once uploaded, the system routes the request to available collectors, who can then find the most efficient route, optimised by AI to reduce cost, fuel consumption, and emissions.

The Power of Data in Dirty Work

In Nigeria, where many see waste management as a “low-tech” problem, convincing users and investors that data is actually important is no small task. But Obiorah insists it’s non-negotiable.

“If we are truly saying that we want to manage waste, data is key, because there’s nothing you can do effectively without data,” he said.

He believes that by digitising waste flow, TrashDisappears could eventually help cities plan better. “You must have a start point,” he continued. “You want to get a cleaner environment? You must know where it’s at the moment and what you need to achieve by a certain point.”

To build reliable datasets, the team collects and verifies data continuously through its AI module and partner networks. “We know it might not be possible for us to get 100%, but at least we have like 90% on how true our data is,” he said.

This data-centric model, he adds, will be invaluable to municipalities and private operators alike, helping them design smarter waste management strategies, forecast collection patterns, and enforce compliance.

A Platform Built on Partnerships

The startup’s partnerships stretch across the ecosystem, formal and informal. “We are collaborating with the municipal waste authorities,” Obiorah explained. “We are also collaborating with the unconventional collectors, the informal ones. One of the things we’re trying to do is to formalise them, bring them into a more organised sector.”

He adds that recycling firms and households are also part of this network. “We’ve had discussions with all the stakeholders in the value chain, because that’s really where we can achieve our goal.”

While bureaucracy is a challenge, TrashDisappears has found creative ways to operate within and around government frameworks. “We’re already having that conversation with them, and at the moment, they are being receptive,” he said. “But we also know that the informal sector is hugely untapped. That area doesn’t require too much government intervention.”

Not Yet Launched, But Already Moving

Interestingly, TrashDisappears hasn’t launched yet, but its plans are well underway. “We have started sensitisation, and we have developed our prototype,” Obiorah revealed. “We’re currently fundraising and have been invited to pitch at the African Innovation Dance Season Two next month. Based on our plans, we hope to launch by February next year.”

The app’s business model is built to balance commercial sustainability with environmental impact. “Part of our revenue streams is through transaction commissions,” he explained. “We’ll also have a freemium model, corporate partnerships, in-app ads, and a gamification feature where people can play games related to waste.”

There’s even a “share sphere” feature for giving out unused materials, whether freely or for a fee. “Our app opens up different avenues for revenue,” he said.

Beyond Waste: Building City Intelligence

For Obiorah, the ultimate vision for TrashDisappears goes beyond waste disposal. “Yes,” he said, “we see TrashDisappears as a potential data infrastructure provider, not just a waste platform. We want to use data for predictive analysis, to advise both generators and municipalities. We’re not just managing waste, we’re reducing it, creating cleaner cities, and educating people.”

The team plans to launch in Lagos and Abuja first, with expansion plans across Africa. “We definitely will explore carbon credit opportunities and regional expansion,” he said. “Our idea is for TrashDisappears to be a global platform.”

But scaling such innovation in Nigeria demands systemic change. When asked what single government policy he would change to support innovations like his, Obiorah paused briefly before saying: “We need to look at proper enlightenment.”

He believes that without public education and consistent enforcement, even the best technologies will fall short.

At its core, TrashDisappears isn’t only focused on cleaning streets, it’s trying to clean systems. It’s betting that data can make Nigerian cities tidier and smarter.

It’s like a chain reaction: an economic downturn leads to high cost of operations. Even though companies try to manage and scale through, the recent doubling of data costs by telcos in Nigeria, following NCC’s approval, has almost completely killed the dream of digital learning for individuals, including the customer base of edtechs like Edukoya.

Edukoya was seen as one of the companies giving hope to Nigeria’s edtech sector, aiming to bolster learning through an AI-powered digital platform. 

However, its sudden shutdown has left us questioning the sustainability of the environment Nigeria presents to edtech startups. Despite investments and a growing demand for digital learning, many startups find it hard to stay afloat.

Edukoya’s shutdown is not an isolated case—other edtech startups in Nigeria, such as Quizac, now acquired by Tekedia Capital, have also failed to scale successfully. 

While Nigeria’s edtech sector is projected to reach $400 million in 2025, we find ourselves at a crossroads, unsure of the industry’s thriving ability in an economy where disposable income is low and infrastructure gaps haven’t changed much.

Some organisations go as far as providing laptops for their students, but how many focus on data provision among other necessities? Is Nigeria’s edtech sector truly prospering, or are these shutdowns indicative of deeper structural issues? 

Let’s examine the industry’s prospects, challenges, and what Edukoya’s closure means for the horizon of edtech in Nigeria.

The Assurance of Nigeria’s Edtech Sector

A Market Ripe for Disruption

Nigeria’s education system is affected by overcrowded classrooms, underfunded public schools, and a lack of quality teaching resources. Edtech was supposed to bridge this gap.

• Massive student population: With over 40 million primary and secondary school students, Nigeria has one of the largest youth populations globally.
• Growing internet penetration: Over 50% of Nigerians now have internet access, and mobile subscriptions have grown above 157 million.
• Increased smartphone adoption: As smartphone prices drop, more students can access online learning platforms.

With poorly funded public schools, an alarming student-to-teacher ratio of 46:1, and outdated teaching methods, digital learning was meant to leverage the improvements and bridge these gaps.

Investment in Edtech

Between 2019 and 2023, Nigeria’s edtech sector witnessed a surge in funding:

• uLesson raised $15 million in 2021.
• AltSchool Africa secured $3 million in 2023.
• Edukoya itself raised $3.5 million in a pre-seed round, one of the largest for an African edtech startup.

The expectation was that these investments would drive growth, but Edukoya’s shutdown points to deeper issues.

Challenges Facing Nigerian Edtech Startups

Funding Winter & Economic Obstacles

While Nigeria’s edtech sector once attracted investors, the global funding slowdown has hit startups hard. In 2023, African startup funding dropped by 47% compared to 2022, forcing many companies to rethink their strategies.

• High inflation has increased costs of operations.
• The naira’s depreciation has made it harder for startups to manage foreign-denominated expenses.

Startups that rely on continuous funding rounds to survive are at risk, as venture capitalists become more cautious.

Market Readiness

Edukoya admitted that the Nigerian market was not yet ready for its synchronous learning model. The company struggled with:

• Low disposable income: Most Nigerian parents cannot afford premium digital learning services.
• Macroeconomic instability: High inflation and naira depreciation made scaling difficult.
• Connectivity and device access: Many students lack stable internet and affordable smartphones/tablets.

Without an addressable market that could afford edtech services at scale, Edukoya had no path to profitability.

Low Monetisation & Profitability Issues

The biggest challenge for Nigerian edtech startups is monetisation.

• Who is paying for these services? The majority of Nigerian students attend public schools, where parents struggle to afford even basic education expenses.
• Subscription fatigue: Many edtech platforms offer freemium models, but converting free users to paying subscribers is difficult.
• Alternative learning methods: Traditional home tutoring and free YouTube educational content compete with paid platforms.

Without a sustainable revenue model, even well-funded startups risk collapse.

Infrastructure & Accessibility Gaps

Nigeria’s high data costs and frequent power outages make digital learning difficult.

• Internet access: While penetration is increasing, many students still lack reliable connectivity.
• Device availability: Smartphones and tablets are expensive for lower-income families.

Unlike in developed markets, edtech solutions in Nigeria must address these accessibility issues to succeed.

Regulatory and Policy Limitations

The Nigerian government has shown interest in edtech, but policies are still weak.

• Public-private partnerships are limited.
• Government curriculum restrictions make it hard for edtech startups to innovate freely.

Without better regulatory support, scaling edtech solutions will stay challenging.

At the 2024 Mastercard Foundation Edtech Conference, Nigeria’s Minister of Communications, Dr Bosun Tijani, emphasised that inclusion is essential to edtech success:

“If we fail to reach all learners, we fail to fulfil our potential to revolutionise education.”

Edukoya’s battle to scale says a lot about inclusion still being far from reality.

Edukoya’s Case Study: What Went Wrong?

Business Model & Growth Challenges

Edukoya set out to enhance online K-12 learning in Africa, providing Digital educational content, Online tutoring for students and parents and An AI-powered platform for personalised learning. The edtech company provided free learning resources and paid premium services. 

Despite its vision, the startup faced: 

• High burn rate: Rapid expansion and costs of operations outpaced revenue growth.
• User retention struggles: Converting free users to paying customers proved difficult.
• Market competition: uLesson and other platforms had already established themselves in the space.

Funding & Economic Pressures

Though the edtech company raised $3.5 million, Edukoya couldn’t sustain operations in Nigeria’s harsh economic climate. Rather than pivoting or depleting funds, Edukoya chose to wind down operations and return capital to investors.

The startup had considered:

• Partnerships and mergers but failed to find viable options.
• A potential pivot to fintech, though it later denied this was its plan.
• Layoffs and cost-cutting, with reports stating its office had been closed for six months before shutting down.

The company reached 80,000 students, answered 15 million questions, and hosted thousands of daily live classes, however, it concluded that scaling was impossible in Nigeria’s current market conditions.

Lessons from Other Failed Edtech Startups

• Relying solely on VC funding is risky.
• Sustainable revenue models are indispensable.
• Adaptation to local economic realities is necessary.

Is There Still Hope for Edtech in Nigeria?

Long-term success will depend on:

• Affordable pricing models: More flexible payment options to suit the Nigerian market.
• Government support: Stronger policies to integrate edtech into public schools.
• Infrastructure improvements: Better internet connectivity and access to learning devices.

What Can Startups Do Differently?

• Rethink monetisation models: Tiered pricing or government partnerships can help affordability.
• Improve accessibility: More offline learning solutions for students with limited connectivity.
• Adopt flexible pricing models: Tiered pricing or partnerships with schools can help improve affordability.
• Leverage AI & adaptive learning: AI-driven personalised learning could make services more cost-effective.
• Strengthen government partnerships: Working with public schools can drive scale and adoption.

Predictions: More Shutdowns or a Market Rebound?

If the funding winter continues and macroeconomic issues get worse, more edtech shutdowns are inevitable. 

• Market readiness is still low.
• Disposable income constraints limit adoption.
• Infrastructure gaps make digital learning inaccessible to many.

However, startups that adapt to both local and global economic realities and build sustainable models may still thrive.

Unless business models evolve to fit Nigeria’s unique economic and educational space, the so-called “edtech boom” may remain nothing more than a myth.

For Nigerian edtech to succeed, startups must focus on real, scalable impact.

From February 20 to 23, 2025, the Accra International Conference Centre welcomed over 4000 participants from across the Sub-Saharan Africa region to experience four days of empowerment, networking, and innovation.

The convention spotlighted QNET’s exclusive product offerings, which provide immersive entrepreneurship training and contribute significantly to Ghana’s tourism and economic growth. V-Africa 2025 showcased Ghana as a hub for entrepreneurial excellence.

Trevor Kuna, chief marketing officer for QNET, expressed his enthusiasm over V-Africa 2025:

“Hosting V-Africa 2025 in Ghana is a testament to our commitment to supporting entrepreneurs in Africa. This event isn’t just about showcasing our brand—it’s about empowering individuals to achieve their dreams while contributing meaningfully to local economies. We look forward to welcoming media representatives to witness QNET’s transformative impact firsthand.”

Empowering Entrepreneurs, Celebrating Culture

The itinerary for V-Africa 2025 included product workshops, dynamic training sessions on business building and entrepreneurship, and an exhibition featuring QNET’s signature product brands, such as HomePure range of home care products, Amezcua’s wellness range, Swiss watch brand Bernhard H. Mayer’s new Collection, and more.

Attendees gained invaluable insights into QNET’s ethos of wellness, sustainability, and entrepreneurship, setting the stage for lasting business growth.

Biram Fall, QNET’s regional general manager for sub-Saharan Africa, elaborated on the event’s local significance:

“V-Africa 2025 will leave a lasting legacy by empowering Ghanaian entrepreneurs and supporting Ghana’s tourism industry. This is more than a business convention—it’s a platform for connection, growth, and transformation.”

QNET V-Africa 2025: Driving Tourism and Economic Growth

As one of the largest events of its kind in Ghana, V-Africa 2025 attracted participants from 25 countries, providing a boost to the local hospitality, transportation, and tourism sectors.

QNET’s commitment to Ghana includes partnering with local stakeholders to ensure the event delivers long-term benefits to the community.