{"id":491694,"date":"2026-06-10T15:18:00","date_gmt":"2026-06-10T15:18:00","guid":{"rendered":"https:\/\/www.financialafrik.com\/en\/2026\/06\/10\/local-content-the-new-economic-contract-between-africa-and-extractive-multinationals\/"},"modified":"2026-06-10T15:18:10","modified_gmt":"2026-06-10T15:18:10","slug":"local-content-the-new-economic-contract-between-africa-and-extractive-multinationals","status":"publish","type":"post","link":"https:\/\/www.financialafrik.com\/en\/2026\/06\/10\/local-content-the-new-economic-contract-between-africa-and-extractive-multinationals\/","title":{"rendered":"Local content: the new economic contract between Africa and extractive multinationals"},"content":{"rendered":"<div class=\"pdfprnt-buttons pdfprnt-buttons-post pdfprnt-top-bottom-left\"><\/div>\n<p class=\"wp-block-paragraph\"><strong>By Beatrice Blondin Diop, Founder and CEO of B\u00e9aba<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><br>Senegal&#8217;s entry into the circle of oil and gas producing countries marks a historic turning point. With the Sangomar oil project, operated by Woodside, and the Greater Tortue Ahmeyim gas project, operated by BP on the Senegal-Mauritania border, our country is not only discovering a new source of public revenue. It is also discovering a strategic question: how can we ensure that the exploitation of our natural resources does not only result in exports, tax revenues, and performance reports, but in a real transformation of the local economic fabric?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This is the challenge of local content.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">For a long time, African countries rich in mineral, oil, or gas resources have been seen as extraction territories. Gold, gas, oil, bauxite, manganese, or lithium were sought after there. Foreign capital, foreign technologies, foreign engineers, and foreign subcontractors were mobilized. National economies often remained on the sidelines of the value chain. The populations would see trucks, ships, industrial installations, sometimes social tensions, but rarely economic opportunities commensurate with the wealth produced.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Local content is precisely designed to correct this anomaly.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In Senegal, the law n\u00b02019-04 on local content in the hydrocarbon sector aims to maximize the use of local goods, services, labor, technologies, and capital throughout the oil and gas value chain. It includes the creation of local jobs, skills development, technology transfer, and strengthening the competitiveness of Senegalese companies. In the mining sector, the same spirit prevails: making natural resources an instrument for economic growth, well-being of populations, and promotion of national companies.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This dynamic is not unique to Senegal. In Guinea, a mining country par excellence, authorities have established a regulatory framework incorporating quotas for jobs, local purchases, community development, and strengthening the capacities of Guinean companies. The national local content policy is explicitly designed as a means to create partnerships between local companies, large companies, and multinationals. In Mali, the 2024 implementing decree requires mining operators to submit procurement, recruitment, and training plans; it also provides a priority for Malian companies in several categories of goods and services related to mining activities.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">These regulatory frameworks are sometimes perceived by multinationals as constraints. I believe, on the contrary, that they can become a strategic asset.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">For an extractive company, local content is not just about compliance. It directly impacts performance. It reduces social risks. It enhances project acceptability. It improves the relationship with states. It secures certain supply chains. It allows the company to be anchored in its environment instead of appearing as a transient actor. In sectors where investments amount to billions of dollars, where projects span several decades, and where social license to operate can be as crucial as administrative permits, this dimension is far from secondary.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The numbers are starting to show it.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In Senegal, the National Local Content Monitoring Committee has set a target of 50% local content by 2030. It also highlights over 390 billion FCFA of local share, 6,453 jobs, 1,456 trained individuals, and 13,965 training hours in the figures published on its platform. More recently, the 2024 EITI report indicates that mining and oil companies in the study area conducted transactions of over 2,135 billion FCFA with local and foreign suppliers; the key figures published by the EITI show that 1,110 billion FCFA were captured by local suppliers in 2024. This is no longer a peripheral issue. It is a market.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In the Senegalese mining sector, the EITI observes that the share of local suppliers in the purchases of mining companies increased from 24% in 2021 to 30% in 2022, a sign that regulations can have measurable effects when followed, documented, and made public. The challenge now is to accelerate, but above all, to move up the value chain. Because local content should not be limited to basic jobs &#8211; transportation, catering, security, cleaning, small works. These activities are important, but they are not enough to transform an economy.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The real challenge lies elsewhere: bringing African companies into the more technical, profitable, and structuring segments of the value chain. Industrial maintenance. Engineering. Specialized logistics. Environmental services. Training. Industrial safety. Crisis communication. Operations digitalization. Data management. Insurance. Legal services. Impact studies. Technical content production. Community support. These are the jobs that allow a local entrepreneurial fabric to professionalize, invest, hire sustainably, and become competitive beyond a single project.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Multinationals have also begun to understand that their performance in West Africa will no longer be measured solely by their production, EBITDA, or shareholder returns. It will also be measured by their ability to create value around them.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">BP indicates that it has generated over 3,000 local jobs since entering Mauritania and Senegal in 2017 as part of the GTA project, and has worked with around 300 local companies. Woodside, on the other hand, presents Sangomar as Senegal&#8217;s first oil project and states that it is working with the Senegalese government on developing local capacities, training, employment, and skills reinforcement. The Sangomar project, which achieved first production in June 2024, represents an investment of around 4.9 to 5.2 billion dollars for its first phase, with an expected production of around 100,000 barrels per day.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In the mining sector, Endeavour Mining also illustrates this dual reality: on one hand, a successful company, with a 2024 production of over one million ounces, an annual adjusted EBITDA of 1.325 billion dollars, and shareholder returns of 277 million dollars; on the other hand, an operational presence in several West African countries where local anchoring becomes a condition for sustainability. Its 2024 sustainability report mentions that local suppliers in Senegal, Burkina Faso, and Ivory Coast received 20 million dollars in financing through an agreement aimed at supporting their growth.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">These examples raise a simple question: how can local content be made not just a compliance line in a CSR report, but a central indicator of economic performance?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In my opinion, extractive companies should integrate local content into their balance sheets in a much more strategic way. Not just as a social expense, but as an investment in their own operational stability. A company that trains local suppliers reduces its dependence on certain international providers in the long run. A company that invests in local skills limits employment-related tensions. A company that structures a real local procurement policy strengthens the economy of the territory in which it operates. A company that develops strong partnerships with national SMEs builds a chain of trust that can become a competitive advantage.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">But for this promise to be credible, we must move beyond mere intention communication.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">African governments have their share of responsibility. They must impose clear obligations, but also create the conditions for their implementation. It is not enough to demand that multinationals work with local companies if these companies do not have access to financing, certifications, training, information on tenders, or expected international standards. Local content cannot be a political slogan. It must be an industrial policy.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Large companies also have a crucial role to play. They must stop viewing local SMEs solely as auxiliary providers. They can support, audit, train, and gradually integrate them into their standards. They can implement supplier development programs, open up their supply chains, publish their forecasted needs, simplify certain processes, divide contracts, promote consortia between local and international companies. The partnership between multinationals and African companies must not be cosmetic. It must enable a real transfer of skills, methods, and value.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Finally, local companies must accept a requirement: that of professionalization. Local content should not be seen as an automatic right to obtain contracts. It should be seen as an opportunity to improve skills, governance, respect deadlines, enhance quality, comply with HSE standards, produce impeccable deliverables, and build a strong reputation. National preference can only be sustainable if it is accompanied by a performance requirement.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Under these conditions, local content can become one of the major drivers of development for the African private sector.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">West Africa is entering a decisive decade. Senegal is becoming an oil producer. Guinea remains a mining giant. Mali, Burkina Faso, Ivory Coast, Mauritania, Niger, and other countries have strategic resources in a world in need of critical minerals, energy, and raw materials. The question is no longer whether multinationals will come. They are already here. The real question is what they will leave behind.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Infrastructure? Tax revenues? Temporary jobs? Or a network of stronger, more qualified, more competitive African companies capable of projecting beyond national borders?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Local content should not be conceived against multinationals. It should be seen as a new economic contract between states, investors, and local companies. A more balanced, demanding, and responsible contract. A contract in which natural resources are not only extracted from African soil, but transformed into capacities, know-how, jobs, companies, and economic sovereignty.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This is where the true success of mining, oil, and gas projects in the region will be played out. Not only in the volumes produced. Not only in the revenues generated. But in the sectors&#8217; ability to bring forth a new generation of African companies capable of taking their place in the global value chains.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Local content is not a favor to African economies. It is a sustainability condition for the multinationals themselves. And perhaps one of the most concrete paths towards an African industrialization finally driven by its own actors.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><\/p>\n<div class=\"pdfprnt-buttons pdfprnt-buttons-post pdfprnt-top-bottom-left\"><\/div>","protected":false},"excerpt":{"rendered":"<p>By Beatrice Blondin Diop, Founder and CEO of B\u00e9aba Senegal&#8217;s entry into the circle of oil and gas producing countries marks a historic turning point. With the Sangomar oil project, operated by Woodside, and the Greater Tortue Ahmeyim gas project, operated by BP on the Senegal-Mauritania border, our country is not only discovering a new<\/p>\n","protected":false},"author":536766,"featured_media":491695,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"pmpro_default_level":"","_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"translated_post_url_fr":"https:\/\/www.financialafrik.com\/2026\/06\/10\/contenu-local-le-nouveau-contrat-economique-entre-lafrique-et-les-multinationales-extractives\/","_jetpack_feature_clip_id":0,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":true,"jetpack_social_options":{"image_generator_settings":{"template":"highway","default_image_id":0,"font":"","enabled":false},"version":2},"jetpack_post_was_ever_published":false},"categories":[12048,12046],"tags":[],"class_list":["post-491694","post","type-post","status-publish","format-standard","has-post-thumbnail","category-chronicles","category-leaders-en","pmpro-has-access"],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v21.5 (Yoast SEO v27.8) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>Local content: the new economic contract between Africa and extractive multinationals - Financial Afrik<\/title>\n<meta name=\"description\" content=\"Headed by Adama Wade and his team of 20 journalists, Kapital Afrik offers strategic and financial information to executives and managers. 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