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How Diaspora Capital Can Drive Growth In Africa And The Caribbean

How Diaspora Capital Can Drive Growth In Africa And The Caribbean

Forbes31-07-2025
In 2023, diaspora communities in Sub-Saharan Africa and the Caribbean remitted an estimated $54 billion and $18.2 billion, respectively. However, more and more investors from Kingston, Lagos, and other places want to do more than just transfer funds back home.
These investors, aware of the difficulties in their home countries, aim to mobilize capital for affordable housing, expand financial access, and generally, contribute to the creation of scalable, domestically developed solutions to boost these countries' economies.
A 2024 study reviewing existing research on diaspora direct investments, identifies diaspora capital as becoming an increasingly relevant source of development finance: 'Amid global economic slowdown and in a post-Covid-19 world, focusing on diaspora direct investment can be a new source of investment, particularly for countries that have substantial numbers of migrants and diaspora around the world.'
In an interview, David Mullings, founder and CEO of Blue Mahoe Capital, shared how this insight reflects lived reality. He has spent years working with diaspora communities looking to invest in their home countries.
'We all want to invest back home, but we don't have easy ways to do it,' explains David Mullings, 'Nobody has really spoken to the diaspora to say, 'Hey, here's a way to deploy capital back home in a way that is sustainable, that builds these countries, so that others don't need to leave.''
Why the Diaspora Matters
Historically, discussions about investing in Africa and the Caribbean center on international aid and foreign investments. The diaspora's economic potential remains largely untapped, yet if utilized, it can have a significant impact.
Take financial access for example. Being able to transact easily is the hallmark of any thriving economy. As Mullings states, 'if payments don't work, nothing works. Fintech underpins the entire innovation ecosystem.'
Mullings has worked with diaspora investors to support funding for Seed Jamaica, a fintech platform offering micro-lending for personal loans, launched last year. So far, the fintech company is already changing lives, and 'people are able to apply and get money in 48 hours without having to physically go into a branch and sign over their life,' he shares.
Blue Mahoe Capital also supports affordable housing in Jamaica by building one-bedroom homes funded by diaspora capital. 'It's the first time the diaspora has pooled money to go and build houses for locals to buy,' says Mullings. 'These houses do not go towards Airbnb, but are homes for teachers, nurses, and public sector workers.'
In Africa, Borderless is connecting diaspora communities with investment opportunities in real estate and startups, and has since its launch in 2024, processed about $500,000 in transactions.
Why Diaspora Capital is Different
Founders in Africa and the Caribbean often overlook diaspora investments, instead focusing on Silicon Valley funding.
Mullings, however, points out that founders who do so are missing out because, unlike venture capital, diaspora finance offers a seat at the table. 'Typically, solutions that have been brought to African, Caribbean and Pacific countries have been designed by our former colonial masters. That automatically has issues,' he says. 'So, we need stuff essentially for us, by us, designed with us, our culture in mind.'
To illustrate the points, he recalls the example of General Electric, where the company's U.S.-designed, expensive medical equipment was unaffordable in China until local engineers redesigned it to fit the market. This case study highlights the value of using local knowledge to design for local markets.
Mullings, therefore, encourages entrepreneurs to explore diaspora capital as a way to scale home-grown solutions that cater to the needs of local communities.
The Roadblocks
Harnessing diaspora financing, however, is not without its challenges. Many left their homes in search of better opportunities due to systemic dysfunction and still carry a sense of distrust. Mullings explains that there is a 'trust deficit' fueled in part by negative stories circulating on social media.
Yet, emotional ties endure. As the 2024 study puts it, 'Members of the diaspora may not be directly involved in economic and social challenges of the origin country, but they are often concerned about it and may contribute to pursuing solutions.'
Convincing them that their capital investments in local enterprises are safe and secure, requires some education. 'So, we've had to bring people up to speed on the positive stories from these various countries in the region,' says Mullings.
And the trust challenge goes both ways. Local people—whether founders, potential board members, or service providers often see diaspora investors as 'foreign-minded.' 'So, we are seen as troublemakers sometimes,' Mullings admits. 'But it's good trouble. We need that good trouble if we're going to be globally competitive.'
To navigate this, diaspora investors often have to collaborate with local champions so as not to be seen as out of touch.
The second challenge is financial literacy. It can be difficult for retail investors to understand how investments work, particularly the risks associated with capital loss and the reality that returns aren't guaranteed.
In the Caribbean, a particular challenge has been the difficulty in doing business, particularly when opening bank accounts and setting up entities to pay local workers, instead of wiring money from the U.S. to Jamaica.
Mullings says, 'Payments underpin everything. If I can't easily open a bank account to transact business, pay staff, pay for services, or collect revenue, I'm going to have a problem, regardless of what industry I'm in. And the single biggest problem we have in these countries is banking.'
The Diaspora Financing Playbook
Often, Caribbean and African communities look for inspiration and funding from the Global North, but there can be value in South-South cooperation, with the Caribbean learning from Africa's successes and failures and vice versa.
'We tend to focus too much on North America and what's happening there. Oh, I want to launch the Uber of Jamaica versus how about the M-Pesa of the Caribbean? Why not actually partner with them and bring it over? We essentially have been taught by the media to look down on Africa,' Mullings observes.
A cultural shift is also needed in Africa and the Caribbean to normalize failure, which is often perceived as taboo. In contrast, in Silicon Valley, it's a rite of passage, as investors are more interested in backing entrepreneurs who have failed and learned from that experience than those who haven't failed at all.
If we are to innovate, 'we have to change failure from being a badge of shame to a badge of honor,' he says.
For local enterprises seeking to attract diaspora capital, Mullings recommends understanding your 'why,' perfecting your pitch, and engaging with diaspora investors on their preferred platforms, Facebook, LinkedIn, Instagram, and TikTok, to identify potential investors in your region. He says: 'You need to be able to communicate the problem you're solving, what your solution is, and why you care so much about that problem.'
He also suggests tailoring the offer by understanding what diaspora investors are looking for and what it would take to write a cheque to support local businesses back home, recognizing any past challenges they may have encountered and explaining why their offer is different.
'They focus so much on Silicon Valley and how to pitch a VC, or how to get into Y Combinator. But that's not who you're talking to. So, tailor the pitch,' Mullings adds.
In all, diaspora communities have much to offer beyond remittances. Diaspora capital is a symbol of resilience and resolve. It's a means for those abroad to invest in shaping the country of their dreams.
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Hudbay Announces $600 Million Strategic Investment from Mitsubishi Corporation for 30% Joint Venture Interest in Copper World
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Hudbay Announces $600 Million Strategic Investment from Mitsubishi Corporation for 30% Joint Venture Interest in Copper World

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('Hudbay' or the 'Company') (TSX, NYSE: HBM) is pleased to announce that Mitsubishi Corporation ('Mitsubishi') has agreed to acquire a 30% interest in Copper World LLC, a wholly-owned subsidiary of Hudbay which owns the fully-permitted Copper World project in Arizona ('Copper World') for an initial cash contribution of $600 million, comprising $420 million as consideration for a 30% equity interest in Copper World at closing and $180 million as a matching contribution within 18 months of closing (the 'JV Transaction'). The JV Transaction is subject to the satisfaction of customary closing conditions. All dollar amounts are in U.S. dollars, unless otherwise noted. 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Copper World includes four deposits discovered in 2021, together with the East deposit (formerly known as the Rosemont deposit). A new resource model was completed for the preliminary economic assessment ('PEA') of Copper World in 2022, which contemplated a two-phased mine plan with Phase I as a standalone operation requiring state and local permits only and Phase II expanding onto federal lands requiring federal permits. In September 2023, Hudbay released its enhanced PFS for Copper World reflecting the results of further technical work on Phase I of the project. Phase I has a mine life of 20 years, which is four years longer than the Phase I mine life that was presented in the PEA, largely due to an increase in the capacity for tailings and waste deposition as a result of optimizing the site layout. Phase II is expected to involve an expansion onto federal lands with a significantly longer mine life and enhanced project economics. Phase II would be subject to the federal permitting process and was not included in the PFS results. Based on the PFS, Phase I contemplates average annual copper production of 85,000 tonnes over a 20-year mine life, at average cash costs and sustaining cash costs of $1.47 and $1.81 per pound of copperiv, respectively. A variable cut-off grade strategy allows for higher mill head grades in the first ten years, which increases annual production to approximately 92,000 tonnes of copper at average cash costs and sustaining cash costs of $1.53 and $1.95 per pound of copperiv, respectively. Once in production, Copper World is expected to increase Hudbay's consolidated copper production by more than 50%. Based on the PFS, the estimated initial capital investment for Phase I of Copper World is approximately $1.3 billion, net of equipment financing, with an additional $0.4 billion in year four for the construction of a concentrate leach facility to produce copper cathode. After incorporating the proceeds from the Wheaton Stream, the initial capital cost estimate is $1.1 billion, resulting in a capital intensity of under $13,000 per tonne of annual copper production. On a 100% basis and using a copper price of $3.75 per pound, the PFS projects an after-tax net present value ('NPV') of Phase I using an 8% discount rate of $1.1 billion and an internal rate of return ('IRR') of 19%. Copper World is one of the highest-grade open pit copper projects in the Americasvi with proven and probable mineral reserves of 385 million tonnes at 0.54% copper. There remains approximately 60% of the total copper contained in measured and indicated mineral resources (exclusive of mineral reserves), providing significant potential for Phase II expansion and mine life extension. In addition, the inferred mineral resource estimates are at a comparable copper grade and provide significant upside potential. About Mitsubishi Mitsubishi is a globally integrated trading and investment company that develops and operates businesses across multiple industries. The company has 115 offices in more than 90 countries with approximately 80,000 employees on consolidated basis across the globe and a diversified business portfolio with eight Business Groups that operate across virtually every industry: Environmental Energy, Material Solution, Mineral Resources, Urban Development and Infrastructure, Mobility, Food Industry, Smart-Life Creation, and Power Solution. Mitsubishi has a significant presence in the U.S. with offices in New York, Washington D.C., Boston, Houston, Los Angeles, Seattle and Silicon Valley. Mitsubishi operates commodity trading under RtM (Resource to Market), wholly-owned subsidiary, having its key offices in New York, Tokyo, Singapore and London that leverages its global distribution capabilities to provide important raw materials including copper cathodes and concentrates, aluminum, iron ore, coal and precious metals around the globe. Advisors Barclays Capital Canada Inc. and TD Securities Inc. are acting as financial advisors to Hudbay and Sullivan & Cromwell LLP is acting as legal counsel to Hudbay in connection with these transactions. Qualified Person and NI 43-101 The technical and scientific information in this news release related to the company's Copper World project has been approved by Olivier Tavchandjian, P. Geo, Hudbay's Senior Vice President, Exploration and Technical Services. Mr. Tavchandjian is a qualified person pursuant to Canadian Securities Administrators' National Instrument 43-101 - Standards of Disclosure for Mineral Projects ('NI 43-101'). A copy of the NI 43-101 technical report for the Copper World PFS is available on Hudbay's SEDAR+ profile at and on Hudbay's EDGAR profile at Cautionary Note to United States Investors This news release has been prepared in accordance with the requirements of the securities laws in effect in Canada, which differ from the requirements of United States securities laws. Canadian reporting requirements for disclosure of mineral properties are governed NI 43-101. For this reason, information contained in this news release in respect of the Copper World project may not be comparable to similar information made public by United States companies subject to the reporting and disclosure requirements under the United States federal securities laws and the rules and regulations thereunder. For further information on the differences between the disclosure requirements for mineral properties under the United States federal securities laws and NI 43-101, please refer to the company's annual information form, a copy of which has been filed under Hudbay's profile on SEDAR+ at and the company's Form 40-F, a copy of which has been filed under Hudbay's profile on EDGAR at Forward-Looking Information This news release contains forward-looking information within the meaning of applicable Canadian and United States securities legislation. Forward-looking statements and information can generally be identified by the use of forward-looking terminology such as 'may', 'will', 'should', 'expect', 'intend', 'estimate', 'anticipate', 'believe', 'continue', 'plans' or similar terminology. The forward-looking information contained herein is provided for the purpose of assisting readers in understanding management's current expectations and plans relating to the future. Readers are cautioned that such information may not be appropriate for other purposes. Forward-looking information includes, but is not limited to, the consummation and timing of the JV Transaction, the satisfaction of the conditions precedent to the JV Transaction, including but not limited to receipt of certain regulatory approvals, expectations regarding the anticipated benefits of the JV Transaction to Hudbay, Mitsubishi and the United States, the consummation and timing of the DFS, Hudbay's expectations for the Copper World project, including its project sanctioning timelines, future spending, project economics, future production profile and life of mine plan, and the benefits, timing and consummation of the amended Wheaton Stream. Forward-looking information is not, and cannot be, a guarantee of future results or events. Forward-looking information is based on, among other things, opinions, assumptions, estimates and analyses that, while considered reasonable at the date the forward-looking information is provided, inherently are subject to significant risks, uncertainties, contingencies and other factors that may cause actual results and events to be materially different from those expressed or implied by the forward-looking information. The material factors or assumptions that Hudbay identified and were applied in drawing conclusions or making forecasts or projections set out in the forward-looking information include, but are not limited to, the closing of the JV Transaction, obtaining the minor permits required for Copper World Phase I, no significant unanticipated challenges, litigation or delays to the advancement of Copper World, maintaining the Company's 3-P plan for sanctioning Copper World, including the DFS meeting the targeted IRR, no change in legislation or regulations and no other political or economic developments that would impact the Company's ability to advance Copper World. The risks, uncertainties, contingencies and other factors that may cause actual results to differ materially from those expressed or implied by the forward-looking information may include, but are not limited to, risks associated with satisfying the conditions to the closing of the JV Transaction, including the timing, receipt and any conditions associated with regulatory approvals, risks associated with reaching a definitive agreement with Wheaton in respect of the enhanced precious metals stream, risks generally associated with the mining industry, such as fluctuations in general macroeconomic conditions (including future commodity prices, currency fluctuations, energy prices and general cost escalation), litigation, regulatory and landholding risks associated with the development and operation of Copper World, changes in national and local governments, legislation, taxation, controls, regulations and other political or economic developments, the results of the feasibility study for Copper World, as well as the risks discussed under the heading 'Risk Factors' in Hudbay's most recent annual information form, a copy of which has been filed under Hudbay's profile on SEDAR+ at and the company's Form 40-F, a copy of which has been filed under Hudbay's profile on EDGAR at Should one or more risk, uncertainty, contingency or other factor materialize or should any factor or assumption prove incorrect, actual results could vary materially from those expressed or implied in the forward-looking information. Accordingly, you should not place undue reliance on forward-looking information. Hudbay does not assume any obligation to update or revise any forward-looking information after the date of this news release or to explain any material difference between subsequent actual events and any forward-looking information, except as required by applicable law. About Hudbay Hudbay (TSX, NYSE: HBM) is a copper-focused critical minerals mining company with three long-life operations and a world-class pipeline of copper growth projects in tier-one mining jurisdictions of Canada, Peru and the United States. Hudbay's operating portfolio includes the Constancia mine in Cusco (Peru), the Snow Lake operations in Manitoba (Canada) and the Copper Mountain mine in British Columbia (Canada). Copper is the primary metal produced by the Company, which is complemented by meaningful gold production and by-product zinc, silver and molybdenum. Hudbay's growth pipeline includes the Copper World project in Arizona (United States), the Mason project in Nevada (United States), the Llaguen project in La Libertad (Peru) and several expansion and exploration opportunities near its existing operations. The value Hudbay creates and the impact it has is embodied in its purpose statement: 'We care about our people, our communities and our planet. Hudbay provides the metals the world needs. We work sustainably, transform lives and create better futures for communities.' Hudbay's mission is to create sustainable value and strong returns by leveraging its core strengths in community relations, focused exploration, mine development and efficient operations. For further information, please contact: Candace BrûléVice President, Investor Relations, Financial Analysis and External Communications(416) Figure 1: Significant Reduction in Hudbay's Capital Contributions Results in 90% Levered IRRThe JV Transaction and the Wheaton Stream will provide Hudbay with significant financial flexibility to fund the development of Copper World with approximately $200 million in expected remaining capital contributions from Hudbay based on PFS estimates and the first contribution not expected until 2028 at the earliest. Based on the anticipated funding structure for Copper World, the expected project IRR to Hudbay, on a levered basis, increases to approximately 90%ii.i Based on the PFS published on September 8, 2023, which included an estimated initial direct capital investment for Phase I of Copper World of approximately $1.5 billion before the impact of equipment financing. The PFS also contemplates an additional $0.4 billion investment in year four for the construction of a concentrate leach Based on the initial capital investment and the $3.75 per pound copper price used in the PFS published on September 8, 2023 with assumptions of approximately $145 million for pre-sanctioning costs, $230 million from the precious metals stream, $350 million from project-level financing and approximately $700 million from the joint venture partner initial payment, matching contribution and capital Average analyst consensus net asset value estimate for 100% of Copper World is approximately $1.16 billion as of August 12, Net debt to adjusted EBITDA, cash costs and sustaining cash costs are non-IFRS financial performance measures with no standardized definition under IFRS. For further details on why Hudbay believes cash costs are a useful performance indicator, please refer to the company's most recent management's discussion and analysis for each reporting period.v Expected U.S. taxes paid over the initial 20-year mine life based on the Copper World PFS dated on September 8, 2023 using a copper price of $3.75 per Sourced from S&P Global. Based on a peer set comprised of greenfield, open pit, copper porphyry projects with reserves located in the Americas, with life of mine average copper production of + 60ktpa. A photo accompanying this announcement is available at in to access your portfolio

GE Appliances shifts more production to US as part of a $3 billion investment
GE Appliances shifts more production to US as part of a $3 billion investment

Associated Press

time4 minutes ago

  • Associated Press

GE Appliances shifts more production to US as part of a $3 billion investment

LOUISVILLE, Ky. (AP) — GE Appliances plans to shift production of refrigerators, gas ranges and water heaters out of China and Mexico as part of a more than $3 billion investment to expand its U.S. operations in Kentucky, Georgia, Alabama, Tennessee and South Carolina. The investment — the second-largest in the Louisville-based company's history — is expected to add more than 1,000 jobs while ramping up domestic production and modernizing plants in the next five years. 'Our long-term strategy is about manufacturing close to our customers,' said CEO Kevin Nolan. 'With lean manufacturing, upskilling our workforce and automation, the math works for manufacturing in the United States.' The majority of GE's appliance production is already in the U.S. and the shift means only that the company will transfer more work to its domestic plants. GE will relocate production of gas ranges from Mexico to a plant in Georgia, while six refrigerator models now made in China will be manufactured at its Alabama plant, the company said. In June, the company said it would move production of clothes washers from China to its sprawling manufacturing complex in Louisville. The reshoring announcements come as President Donald Trump tries to lure factories back to the United States by imposing import taxes — tariffs — on foreign goods. GE Appliances said Wednesday that the first phase of its new investment will begin at plants in five Southern states — Kentucky, Alabama, Georgia, Tennessee and South Carolina. 'We are defining the future of manufacturing at GE Appliances by investing in our plants, people and communities,' Nolan said. 'No other appliance company over the last decade has invested more in U.S. manufacturing than we have, and our $3 billion, five-year plan shows that our commitment to U.S. manufacturing will continue into the future.' The multiyear plan includes ramping up production of gas ranges that have been made in Mexico but will shift to the company's plant in LaFayette, Georgia, the company said. Production of six refrigerators now made in China will move to its plant in Decatur, Alabama. GE's plant in Camden, South Carolina, will add production of electric and hybrid heat pump water heaters, doubling the factory's output and employment once the project is complete, the company said. The plant now produces gas water heaters. Production of the company's electric and hybrid water heaters — now made in China — will shift to South Carolina. In Selmer, Tennessee, its plant will produce two new models of air conditioners. The latest investment includes the June announcement that GE Appliances will pump $490 million into its Kentucky complex to produce a combo washer/dryer and a lineup of front load washers that are now made in China. In all, production of more than 15 models of front load washers will shift to the company's Louisville complex — known as Appliance Park, it said. Once its new plan is fully implemented, GE Appliances will have invested $6.5 billion across its 11 U.S. manufacturing plants and nationwide distribution network since 2016, it said. Kentucky Gov. Andy Beshear said Wednesday that the investment shows his state's ability to support world-class companies with a skilled workforce and the resources needed to thrive. 'GE Appliances has established Kentucky as America's destination for advanced manufacturing and job creation, and today's news shows this iconic company's unwavering belief in the commonwealth and the role we play in their success,' Beshear said. GE Appliances handles product design and engineering work at its Louisville headquarters but doesn't make all of its products in the U.S. It contracts with other manufacturers, including in China, for some of its production where it doesn't have capacity or needs access to a global supply chain. The company said its core business strategy is to base production in the United States, and investments announced in June and on Wednesday are another step toward achieving that goal. The company said it's partnering with universities, technical schools and high schools to help ensure that its plants and other facilities have a trained workforce. 'Infrastructure and tools matter, but they are not enough,' said Bill Good, vice president of supply chain for GE Appliances. 'America's manufacturing renaissance will be built by people.' GE Appliances is a subsidiary of the China-based Haier company. Overall, GE Appliances says it contributes more than $30 billion annually to the U.S. economy and supports more than 113,000 jobs – both directly and indirectly – through its operations, suppliers and distribution network.

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