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Outlook 2016
The Story Behind
the Numbers
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The Ethiopia Economic Outlook 2016 report provides an overview of Ethiopias economic environment and key sectors. The report also highlights
significant allocations from the 2016/17 budget to various sectors in the country.
June 2016
2
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30
35
10
5
Exchange rates
4According to the EIU, the Ethiopian birr (ETB) is closely managed by the
13 14 15 016E 017F 018F 019F 020F 021F 022F 023F 024F 025F
20 bank
central 20 which
20 uses2 the 2exchange
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rate 2 2 2
the impact of imported inflation and maintaining export competitiveness
by devaluing the ETB.
12
BMI expects the ETB to gradually weaken by 19% against the US Dollar
and by 33% against the Euro between 2016 and 2020 in line with the
10
National Bank of Ethiopias (NBEs) managed floating rate exchange
rate system. This depreciating exchange rate will continue to exert
8inflationary pressures.
6The weakening of the ETB will make imported raw materials and
machinery more expensive which will put an upward pressure on the
4prices of products.
2
13 14 15 F F F F F F F F F F
20 20 20 16 17 18 19 20 21 22 23 24 25
20 20 20 20 20 20 20 20 20 20
35
30 ETB/USD
ETB/Euro
25
20
15
13 14 15 F F F F F F F F F F
20 20 20 16 17 18 19 20 21 22 23 24 25
20 20 20 20 20 20 20 20 20 20
Construction and Infrastructure Ethiopia has an abundance of natural resources for energy generation
Ethiopia is expected to see huge growth in the construction and purposes, especially for hydropower. However, as of 2014, only 8%
infrastructure sector, with BMI predicting it to be the leader is such of the 54 potential GW have been used, with little commitment being
growth in the East Africa region. shown towards developing the ability to use the rest.
BMI predicts an 18.5% growth for Ethiopias infrastructure in 2016, and The Ministry of Water, Irrigation and Electricity (MoWIE), however, has
an average growth rate of 10.7% in real terms over the next 10 years. recently recognized this potential, and has discovered that Ethiopia (the
The Growth and Transportation Plan (GTP) is entering its second phase, contributor of 86% of the Blue Nile) has a potential of 45,000 MW in
from 2016-2020. This phase emphasizes key focus on hotel and airport hydropower, making it the second highest in all of Africa. MoWIE is
improvement, which should also help boost tourism and international working closely with the Ethiopian Electric Utility (EEU) and Ethiopian
investment. Electric Power (EEP) to attract investors in the hydropower industry from
nearby countries, such as Kenya.
Ethiopia is receiving investment from the African Development Bank
(AfDB), The Black Rhino Group, UK-based Turner & Townsend to help The World Bank has provided Ethiopia with millions of dollars in 5-year
build large highways and roads across the country, in order to help loans, in order to facilitate energy development. The government plans
reduce transportation costs for goods. to increase the electric grid connectivity by 2020, and hope to begin
construction on the Nile within the next year. Political issues with Egypt
The government is determined to increase road coverage from 20% to over control of the Nile may hinder the process, but Ethiopia can be
22% by August 2016, with assistance from the China Seventh Group expected to see between 6-10% of growth in this sector over the next
and the Export-Import Bank of Korea. This project will focus on building five years, according to USAID.
another 917 km of roads.
Since the 1974 revolution, Ethiopia has seen massive improvement to its Principal crops include coffee, pulses, potatoes and sugarcane. These
educate populace: it went from a 90% illiteracy rate in 1974 to a 48% crops thus also spurs great amounts of activity in industries such as
rate today. manufacturing, transport and marketing.
While this is a fairly large change in terms of numbers, education in Ethiopias agriculture sector, however, faces many threats. These include
Ethiopia remains less than satisfactory, especially in rural areas where soil degradation due to overuse, drought, high tax rates, low subsidies,
facilities are often thinly spread. It begins with 8 years of primary school and poor infrastructure.
followed by 2 years each of middle and high school. Sadly, children in
urban areas are far more likely to succeed because many poorer tribes USAID and Ethiopias government are working together to combat
consider work a priority. such issues, by providing agricultural education, technology, and better
roads. The government is also in the process of regulating crop prices
A key problem in the system is also the abundance of corruption, with via the Agricultural Marketing Corporation (AMC) which will be in
large amounts of assigned budget money going missing along the charge of influencing market prices and buying yield at increased prices,
way, and with political influence often swaying people in the system. to increase farmer income.
80% of teachers expressed dissatisfaction with the system and over
50% citing the influence of political parties as a detriment to the system. BMI predicts Ethiopias agriculture industry to grow rapidly between
To help the system, the government has set up the Higher Education 2015 and 2020, citing the expected 14.8% growth in the sugar industry
and Relevance Quality Agency (HERQA) to monitor the quality of over the next 5 years. Ethiopia aims to become a top-10 sugar producer
education provided in higher education institutions. HERQA also assists worldwide by 2020, which the government outlined in its Growth and
in training teachers, providing resources, and ensuring that money Transformation Plan (GTP). Ethiopias agriculture sector is a healthy and
assigned reaches where it is meant to. important one, and it is safe to assume that it will continue to head in
the positive direction for a while to come.
A research group stated that the root cause of the poor quality of
education in Ethiopia is the misguided, politicized, and authoritarian
administration of the education system by the government, along with
the regimes lack of political will to truly address this root cause of the
problem.
George Opiyo
Uganda
Managing Partner
gopiyo@deloitte.co.ug
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