Africa is closer than we think

Polish exports to Africa hover around a modest 1.3% of the total, a figure that has remained largely unchanged for years. This limited engagement stems from Polish entrepreneurs' deep-rooted comfort with the European Union market, which absorbs three-quarters of the country's exports. For over two decades, the EU has offered predictability, cultural familiarity, and established business practices, making diversification beyond its borders seem unnecessary for many firms.

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Polish entrepreneurs have become accustomed to doing business with the EU. Three-quarters of Polish exports go there. For over 20 years, there have been no barriers, there is predictability, knowledge of the culture and way of doing business. Many companies simply did not need to think about further directions.

However, recent economic slowdowns in Germany and the closure of Eastern markets have highlighted the critical need for export diversification. Africa, with its population exceeding 1.5 billion, presents a vast, untapped potential. Yet, engaging with the continent demands significantly more logistical and business effort. It is not a monolithic market; success hinges on on-the-ground presence, building relationships, and extensive discussions before securing the first contract.

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Entrepreneurs still treat Africa as an exotic, difficult, and inaccessible market. This is mainly due to a lack of interest and knowledge about how this market works. The stereotype still functions: 'Africa is a safari'. Meanwhile, it is a huge, absorptive market.

Many Polish businesses still perceive Africa as an exotic, difficult, and inaccessible market, largely due to a lack of interest and understanding. The persistent stereotype of "Africa is a safari" overshadows its reality as a large, absorptive market. This mindset, coupled with a hesitancy to venture beyond Europe, keeps exports at a symbolic 1%.

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This is, among others, the Maghreb countries, Sub-Saharan Africa. Each market has a different history, culture, and way of doing business. What is common, however, is the huge emphasis on relationships. It is difficult to do business there without being present on site.

Despite these challenges, there are signs of engagement. Polish companies possess the expertise for significant infrastructure projects, having undergone their own substantial transformations. While large-scale projects require substantial financing and time, numerous smaller opportunities exist. The development of infrastructure, such as new railway lines in Tanzania, where Polish subcontractors are involved and BGK is providing financing, demonstrates tangible economic growth and offers avenues for Polish firms to participate.

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Of course. Poland has undergone a huge infrastructural transformation and we now have know-how in building roads, railways, or public infrastructure. We are 'seasoned in battle'. However, what is important is that large infrastructure projects in Africa require huge financing and are stretched over time, but apart from them, there are plenty of smaller ones.