OPINION: Collaboration by technology partners, vocational institutions essential in solidifying growth

Across East Africa, we are seeing history unfold.  In Uganda and Tanzania, for example, the acceleration of large-scale developments is spanning transmission networks, highways, logistics corridors, energy pipelines and industrial zones.

A key development has been a wave of mega-projects that are reshaping energy and transport corridors.  New routes for energy and trade are unlocking previously underserved regions, creating economic nodes where there were once gaps.

For example, the expansion of the Port of Dar es Salaam is strengthening Tanzania’s position as a regional trade gateway, while upgrades along the Central Corridor are transforming how landlocked economies connect to global markets

Similarly, investments in power infrastructure, such as transmission interconnectors between East African nations, are enabling more reliable access to electricity, which underpins industrial growth.

And the ripple effect will be remarkable; supporting this infrastructure boom will be the resulting development of hotels, healthcare facilities, schools, and so forth. Furthermore, logistics hubs will expand, and with it, micro-economies will start taking shape.

Investing in skills and sustainability

The long-term success of infrastructure assets depends on what happens after construction ends. This is where collaboration between developers, technology partners, vocational institutions, and local businesses becomes essential.

Here, training institutions play a vital role in building the technical capabilities required to operate and maintain modern infrastructure. At the same time, local contractors and suppliers ensure that maintenance and operations can be delivered efficiently and sustainably over the asset’s lifecycle.

Together, they form a self-reinforcing ecosystem which sees skills developed locally, employment sustained beyond completed projects, and expertise remaining in-country.

This model is particularly important as projects increasingly integrate advanced technologies, from digital energy management systems to automation platforms. Without local capacity to manage these systems, countries risk long-term dependence on external expertise.

The role of technology partners in enabling local ecosystems

Companies such as Schneider Electric play a key, enabling role, not only through technology delivery, but through partner-driven models that prioritise local empowerment.

In many emerging markets, multinationals (MNCs) must operate through an ecosystem of local partners, including contractors, system integrators, distributors, and panel builders. This ensures that technology deployment is accompanied by capability building within the local market.

Supporting the above is investment in training and education. Through initiatives such as access to energy and access to education programmes, companies can collaborate with vocational institutions across East Africa to equip technicians, electricians, and engineers with the skills required for modern infrastructure.

At Schneider Electric, we’ve partnered with institutions such as Don Bosco training centres, VETA (Vocational Education and Training Authority) in Tanzania, and Nakawa Vocational Training Institute in Uganda to bridge the gap between education and industry needs—particularly in underserved communities. 

This not only supports current projects but also builds a resilient pipeline of future talent.

There’s no doubt that Uganda and Tanzania are on the cusp of something great.  However, the true measure of success will not be the kilometres of pipeline laid or roads built. It will be the strength of the local ecosystems that emerges alongside them.

It is therefore vitally important that local partnerships are at the top of the agenda, skills development is expanded, and collaboration between public and private stakeholders is prioritised.  

Technology partners’ role must also extend beyond delivery, assisting in establishing sustainable systems that are not only built but also locally owned, operated and improved.

The writer, Josiah Habwe, is the General Manager for Tanzania & Uganda at Schneider Electric