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This report by the International Institute for Sustainable Development (IISD) argues that sustainable public procurement can serve as a catalyst for peacebuilding, nation-building, and sustainable economic growth in fragile states. It highlights the significant proportion of government expenditure dedicated to procurement in these contexts and suggests that using this purchasing power to favor environmentally and socially sustainable goods can mitigate risks, combat corruption, and build local industrial capacity.

This research paper by the Institute for Security Studies critiques the 2012 SADC Ordinary Summit in Maputo, arguing that the organization is increasingly neglecting security and political governance in favor of economic integration. The author contends that this separation ignores the necessary links between political stability and economic development, leaving critical governance crises and security frameworks unaddressed in the summit's agenda.

The CRED v.1.4 Technical Report describes the methodology of the Climate and Regional Economics of Development (CRED) model, an integrated assessment model designed to estimate the optimal pace and distribution of global investment in emissions mitigation and climate policy costs.

This case study details the operational challenges faced by DHL in the SADC region, focusing on border inefficiencies, corruption, infrastructure deficits, and bureaucratic hurdles that impede the rapid delivery of packages.

This case study examines the operational challenges faced by ALASKA, a company based in Bukavu, Democratic Republic of the Congo (DRC), which specializes in importing goods from South Africa and Mauritius. The document details systemic barriers to business growth, including a dysfunctional banking sector, an opaque and burdensome tax system, severe infrastructure deficits, and pervasive corruption within government agencies.

This case study details the operational and financial challenges faced by DD Williamson in Swaziland, focusing on tax administration, border inefficiencies, and currency volatility, as well as the company's policy recommendations for the Swaziland government.

This case study examines the Bakhresa Group, a conglomerate of 19 companies operating across various sectors in the SADC region, detailing the operational barriers it faces and its strategies for mitigation and advocacy.

This case study examines the operations, challenges, and strategic investments of Mohammed Enterprises Tanzania Ltd (MeTL) Group, a large conglomerate operating across Tanzania and the Southern African Development Community (SADC) region.

This case study examines the operational challenges faced by Namibia Dairies (ND), a dairy processor part of the Ohlthaver & List (O&L) Group. The document details significant barriers to growth, including trade disputes over milk dumping from South Africa, regulatory hurdles in Angola and Botswana, and domestic issues regarding VAT claims, finance, and a shortage of skilled engineers.

This case study describes the operations and challenges of Sumaria Group (T) Ltd, a family-owned conglomerate headquartered in Tanzania with diverse interests in plastics, pharmaceuticals, agro-processing, and beverage bottling across Africa and Asia.

A case study on DB Schenker, a German logistics multinational, focusing on its expansion into Namibia via the acquisition of Desert Logistics in April 2012 and the operational challenges it faces in the SADC region.

This case study examines the operational challenges faced by Packaging Industries Malawi (PIM) Limited, the country's largest paper packaging company. It details how systemic issues—including foreign exchange shortages, high transport costs due to Malawi's landlocked status, unreliable utilities, and a lack of technical skills—hinder the company's competitiveness and profitability.

This case study examines the operational challenges faced by Wesbank Transport, a Namibian logistics market leader, in conducting cross-border transport within the Southern African Development Community (SADC) and the Southern African Customs Union (SACU). The company reports that regulatory inconsistencies, insurance gaps, and border inefficiencies force it to avoid lucrative markets and focus only on predictable routes.

This case study examines the evolution of the Covane Community Lodge in Mozambique, a Community Public Private Partnership (CPPP) that transitioned from a failed partnership with Transfrontier Park Destinations (TPD) to a more viable arrangement with Barra Resorts. The document highlights how local regulatory knowledge, operational experience, and financial independence are critical for the success of private sector partners in community-based tourism ventures.

This case study examines the operational challenges faced by Palfridge Limited, a manufacturer of camping, domestic, commercial, and solar refrigerators. The company struggles with customs inefficiencies at the border between South Africa and Swaziland, high electricity costs and instability, trade policy barriers regarding EU imports and Zimbabwean exports, and the loss of skilled local labor to the South African market.

This case study examines the trade barriers faced by Lobatse Clay Works, a brick producer exporting from Botswana into Southern Africa, highlighting systemic inconsistencies in regulations, taxation, and infrastructure.

This case study examines Nakara, a Namibian leather manufacturing company founded in 1980, detailing its operational structure, export markets, and the systemic regulatory and financial barriers it faces when trading with South Africa and other regions.

This case study describes a Build-Operate-Transfer public-private partnership (PPP) established in 2009 to create a 425-bed referral hospital and three satellite clinics in Lesotho. The project, costing approximately US$100 million, involved a consortium led by Netcare SA Healthcare Group and the Lesotho government, facing significant challenges regarding national policy, public perception of private healthcare, and government capacity to manage PPPs.

This briefing note from the Institute for Security Studies (ISS) summarizes a daily meeting held on July 18, 2012, in Pretoria. The primary focus of the session was the election of South Africa's Home Affairs Minister, Dr Nkosazana Dlamini-Zuma, as the head of the African Union (AU) Commission and the potential implications of her leadership.

This research paper evaluates the first ten years of the African Union (AU), contrasting its developmental mandate with the decolonisation focus of its predecessor, the OAU. It examines the AU's progress in governance, institutional infrastructure, and peacekeeping, while highlighting a loss of momentum in conflict resolution and a gap between ambitious goals and structural realities.