Read the Conversation
Conversation highlights:
- DHL’s life-sciences strategic investments, globally and in Africa and the Middle East, support Growth and Youngs regions.
- Investing to expand the Africa for Africa self- sufficiency agenda, through “cold corridors” across Africa to move ultra-cold health products end-to-end, get closer to patients, and tailor solutions by sub‑region, including solar-powered sites where needed.
- Priority countries include Morocco, South Africa, Kenya, and Egypt, with a focus on building sustainable, lower‑cost cold-chain networks and reducing packaging waste, while leveraging innovations from programs such as the Fast Forward Challenge.
- Mobile care models are being deployed (e.g., the first mobile heart hospital in Burundi with ~200 pediatric surgeries since January) to reach underserved areas and maintain lifesaving continuity despite infrastructure disruptions.
- Building business bridges for companies and partners in Asia seeking strategic entry and growth.
- Supporting Clinical Research developments.
- AI and digitalization are central to harmonizing regulatory processes, overcoming language barriers, enabling predictive operations, and simplifying compliance and documentation across 27 countries and 32 languages.
- Leadership philosophy emphasizes Ubuntu, humility, and “we care,” treating every shipment as a patient’s heartbeat and uniting diverse teams to improve lives, informed by personal experiences in critical care logistics.
EF: Could you elaborate on DHL's presence in Africa and your current priorities?
AN: DHL currently operates in 27 countries across Africa, holding the continent’s largest logistics footprint, not only in freight forwarding but also through our express and supply chain networks. Our recently announced plan to invest 2 billion euros globally in the Life Science and Healthcare sector by 2030, allocating 25 percent to Europe, the Middle East, and Africa, aims to strengthen this presence further.
Although our network is already extensive, our priority is to get closer to patients and communities, focusing investments where they can create the greatest impact. Guided by the spirit of Ubuntu, we are developing end-to-end cold corridors to improve medical supply chains—ensuring that lifesaving products reach hospitals and patients faster.
During a recent visit to Morocco, it became clear that the life sciences sector there holds significant potential to serve both North and West Africa. Alongside Morocco, South Africa, Kenya, and Egypt remain key investment destinations. As vaccine manufacturing increasingly takes place on the continent, DHL’s role is to ensure the right supply chain infrastructure is in place to support it. We currently transport shipments at temperatures above 100 degrees, handling everything from traditional pharmaceuticals to advanced genetic medicines.
Our work spans both public and private sectors, each requiring tailored cold chain solutions. Recognizing the diverse needs across East, West, North, and Southern Africa, we take a localized approach—sometimes deploying solar systems where power supply is limited, to maintain reliable healthcare logistics.
One of the most meaningful initiatives we have supported was the transport of Africa’s first mobile heart hospital to Bujumbura, Burundi, following a successful mission in El Salvador in 2024. In partnership with the German NGO Kinderherzen, nearly 60 successful operations have taken place since it arrived in Africa, giving children with congenital heart disease a new lease on life. This project reflects DHL’s belief that true impact comes not just from financial investment, but also from dedicating time and expertise to underserved communities.
Another core focus is sustainability. We are reducing packaging waste and replacing conventional materials with greener, smarter alternatives. Our global “Fast Forward Challenge” fosters such innovation by inviting entrepreneurs to design practical solutions. A notable success story emerged in 2019, when a winner developed a QR-based temperature-monitoring device—later used worldwide during the COVID-19 vaccine rollout.
Simplicity remains at the heart of our strategy. It drives how we structure our operations, invest resources, and design growth models. We want to make it easier to do business with DHL and, more importantly, to ensure that access to life sciences and pharmaceuticals continues to expand across Africa.
Our goal is not just to build infrastructure, but to create meaningful, sustainable change. Every initiative, from powering health corridors with solar energy to connecting remote regions, contributes to reshaping access to healthcare on the continent. The progress we see today speaks for itself; it truly feels transformative.
EF: How do you attract resources to the region? Why is one dollar invested in Africa and the Middle East a better investment than anywhere else?
AN: Earlier this year, I visited China, followed by meetings in Saudi Arabia and Morocco. The opportunities on this continent are clear to those who recognize its potential. However, due diligence is crucial, especially with investments from China. Our role extends beyond logistics and supply chain management; we connect pharmaceutical distributors and hospitals with Chinese companies interested in investing. This approach, ongoing for nearly three years, has yielded several success stories.
There is an urgent need for insulin in Africa, and diseases such as yellow fever and malaria continue to pose challenges. While these may seem local issues, other countries see them as investment opportunities. With USAID withdrawing from some nations, various entities are stepping in to make a positive impact. This shift is intuitive and requires little explanation.
Moreover, Africa’s wildlife is in urgent need of support, a fact increasingly recognized by companies. This represents a natural progression. One of Africa’s greatest resources is food, alongside its wildlife. For instance, DHL is involved in a vaccine program in Ethiopia to vaccinate chickens, ensuring food safety and human health. It may seem unexpected for DHL, but this initiative highlights the breadth and complexity of the sector.
Each day brings new challenges and innovations, making this field compelling. Understanding current issues, such as food security, enables us to anticipate future crises, such as famine. Companies must adopt a forward-thinking approach to addressing these gaps.
Currently, we are focusing on mobile solutions. Traditional logistics relies heavily on fixed warehouses, but we must also reach fragile populations who cannot easily travel to hospitals. Designing mobile solutions that meet people where they are is essential. Exciting projects in this area are already underway.
EF: How do you see technologies like AI helping the most in Africa?
AN: Artificial intelligence is often seen as a technology where Africa is still catching up, but that perception no longer holds. Countries like Ghana and Nigeria are already making impressive strides in AI and technology adoption.
At DHL, AI has become an integral part of our operations, simplifying and enhancing daily processes. For example, I once experienced how our AI system could automatically interpret a receipt from a photo—something that once took time and effort was resolved in seconds. This kind of efficiency illustrates AI’s practical value in streamlining tasks and solving real challenges.
Beyond operations, AI offers significant potential for Africa’s broader development. It can support harmonization projects such as standardizing regulatory codes across the continent, enabling faster registration of critical medicines. Instead of submitting numerous dossiers to multiple countries, a single submission could be efficiently adapted for different markets using AI-driven translation and formatting.
AI also helps us bridge language barriers. Across the 27 countries we serve, there are 32 languages, and AI enables instant translation of critical documents like waybills, prescriptions, and product labels. This not only improves accessibility but also ensures that vital information reaches everyone clearly and safely.
In addition, AI enhances predictive analytics, automates processes, and integrates with robotics to optimize our logistics network. These technologies help us strengthen our service delivery and continuously improve efficiency across the region.
EF: How do you lead Africa and the Middle East from South Africa? What is your leadership style, and how do you manage this responsibility?
AN: Leading Africa and the Middle East from South Africa is rooted in a non-hierarchical approach inspired by the philosophy of Ubuntu, emphasizing unity, respect, and care across diverse cultures and religions. Each team member’s unique expertise is valued, fostering a strong community with a shared purpose: to connect people and improve lives, embodied by our motto #WeCare. This principle guides how we collaborate and lead.
My leadership style is grounded in empathy, respect, and humility, qualities reinforced by my personal experiences. I believe true leadership comes from the heart and cannot be fully taught in training; it requires embracing our shared humanity. Our collective purpose—to improve lives through every shipment—is both a professional mission and a deeply personal commitment. We recognize that behind every delivery is a heartbeat, and fulfilling this responsibility means standing firmly for those who rely on us, especially when lives depend on timely deliveries of critical medical supplies.
EF: Can you elaborate on clinical trials in Africa and how DHL is supporting their growth?
AN: Africa offers one of the most promising environments for clinical trials, and at DHL, we are committed to supporting this growth through tailored logistics solutions. Earlier this year, we introduced a dedicated product designed specifically for clinical trial logistics, a premium, white-glove service that ensures precision and reliability across every stage. In clinical research, even a single compromised sample can force a company to restart an entire trial, leading to significant financial losses, R&D delays, and slower access to life-changing treatments.
We have been expanding this service significantly across the continent. To illustrate the scale, Saudi Arabia currently has around 174 active clinical trials, while Africa hosts nearly double that number. These are not limited to vaccine research; they also include trials for a wide range of innovative new treatments. The momentum and diversity of these studies highlight the continent’s growing importance in global healthcare development.
In addition to clinical trials, we are deeply involved in supporting vaccine manufacturing infrastructure. We have developed specialized packaging solutions for vaccine distribution, currently being tested in Ghana, Senegal, and Egypt. Effective packaging and a dependable logistics network are vital to ensuring that vaccines and other medical innovations reach patients safely and efficiently. Our presence and readiness on the ground are what make this possible, because without robust logistics, even the most advanced medical breakthroughs cannot reach the people who need them.
