African Business Review magazine - January 2017

www.africanbusinessreview.co.za

January 2017

RT O P E R L A I C E SP

SSISA

STRIKING GOLD

IN SENEGAL

African Business Review discusses social responsibility with Teranga Gold

> The Mining Chamber of Senegal

EDITOR’S COMMENT

RESOURCE RICH HELLO AND WELCOME to our first 2017 issue. We covered several innovative projects during 2016, and it looks like this year’s issue is going to be no different. Take AB Minerals Corp., for instance. In this issue we interview CEO Frank Balestra about the firm’s disruptive tantalum plant.

The first of its kind, the plant will process the coveted mineral where it is mined, i.e. Rwanda. Africa’s natural resources often end up overseas, so we’re pleased that AB Minerals are keeping business on the continent. We also feature AJS, a firm that’s also boosting the African economy. CEO Luis Silva talks us through the Angolan logistics industry and how his firm are driving continual transformation. Our monthly list confers to Women in Mining, a non-profit organisation who have compiled a 100 Global Inspirational Women in Mining report.

From this list, we drew 10 outstanding African women. Women are underrepresented in the global mining industry, so we’re pleased to provide visibility for those doing valuable work.

Be sure to read our exclusive company profiles on Teranga Gold, SSISA and Dundee Precious Metals also. All three industries have exciting plans for this year, and the details can be found in our reports.

I hope you find this issue an interesting one; get in touch with us @AfricaBizReview to continue the debates.

Enjoy the issue!

Wedaeli Chibelushi Editor Wedaeli.chibelushi@bizclikmedia.com 3

CONTENTS

F E AT U R E S

PROFILE

Connecting a fractured

nation TECHNOLOGY

Bringing home the tantalum

14 4

January 2017

LIST

06 24

TOP TEN AFRICAN

WOMEN IN MINING

C O M PA N Y P R O F I L ES

32 38

The Mining Chamber of Senegal

Teranga Gold Mining

Mining

56

SSISA

Healthcare

68

Dundee Precious Metals Tsumeb Mining

5

PROFILE

Connecting a fractured

nation AFTER 27 YEARS of unrest, the Angolan Civil War finally ended in 2002. The People’s Movement for the Liberation of Angola (MPLA) and the National Union for the Total Independence of Angola (NUTIA) fought, with some intervals, until the MPLA finally achieved victory in 2002. However, by then 500,000 6

January 2017

people had died and nearly four million Angolans had been displaced from their homes. Angola was wounded, and the scars last until this day. The struggle devastated Angola’s economic institutions, farming practices, religious institutions and infrastructure.

“Angola’s transportation infrastructure is being reconstructed

AJS is revolutionising the Angolan logistics industry.

It’s helping Angola make a speedy recovery from its civil war and contributing to it becoming one of the fastest growing economies in the world Writ ten by: WE DAE LI CHIBE LUS HI

(since the end of the Civil War) and modernised. The country is in the process of rebuilding and improving roads, bridges, ports and airports,” Luis Silva, CEO of Antonia J Silva Lda Transportes e Logistica (AJS) tells us.

The head of Angola’s leading transportation and logistics company has a personal investment in the

health of Angola’s infrastructure. Luis Silva’s father, Antonio J. Silva, founded AJS 40 years ago, and since then the company has been fighting to rejuvenate Angola’s infrastructure. Silva joined the team as a child, absorbing the company’s purpose and his father’s shrewd business acumen.

Silva left Angola briefly for university.

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PROFILE “I received an engineering degree from Universidade Técnic de Lisboa in 2006, with qualifications in hydraulic water resources and safety and operations of dams,” Silva tells us.

After graduating, he worked as an engineer in Portugal, focusing on major water projects in Lisbon, Tejo South and Ponte de Lima. On return to Angola, Silva worked in AJS’ nascent Transports Department where he was responsible for the establishment of new business operations for the company’s logistics services.

When appointed as CEO, Luis set to continuing his father’s work. He recruited over 200 additional employees and added over 200 trucks to the AJS fleet. Silva explains: “The fleet is completely modern, and is equipped with GPS navigation for optimised performance”.

He continues to detail AJS’ wider transportation developments: “The Integrated Logistics side of AJS, in operation since 2007, has grown into a full-service solutions company for the transportation industry throughout the supply chain, providing integrated logistics services including: receiving, inspecting, stock control, storage, and door-to-door 8

January 2017

“We are always looking to improve on our processes. No matter how good something is, it can always be made better” transportation.” AJS supports these activities with warehouse space, crane-equipped trucks, refrigeration space, forklifts and scales. As part of its logistics operations, the firm has over 300 collaborators.

How does Silva fit into this wider structure? He takes us through an average day at the helm of AJS. “The first thing I do is check in with the senior logistics team to find out if there are any issues that need to be resolved that day, such as ensuring employees are allocated as needed to projects,” he says. “I usually have a list of priorities, including: the status of AJS’ large projects, customer and supplier concerns, and any employee issues.”

Silva then reviews report highlights

C O N N E C T I N G A F R A C T U R E D N AT I O N

from his team to ensure that AJS is meeting its goals for cost, productivity, accuracy, safety and timeliness.

“Next, I check on the status of our new business or project pipeline.

Usually I want to see requests from potential customers to help provide them with an accurate bid and timeline,” Silva explains. Although Silva is CEO, he spends little time in the office. After catching up with ongoing projects, he usually visits AJS’ distribution centres.

“I go in-person to make sure everything is running smoothly and talk to some of the drivers every day to find out if they are having any specific difficulties. I spend much of my time on the road,” says Silva. To finish the day, Silva and his team review and confirm tasks in preparation for the following morning.

Silva emphasises that this turn of events only happens on an average day. It’s not every day that things run so smoothly. “Supply 9

PROFILE

chain management has many challenges,” he tells us. “These include: customer service, cost control, planning and risk management, health and safety and supplier/ partner relationship management.”

AJS manages these challenges by setting specific goals for each areas and applying specific metrics to measure success. Staff review these 10

January 2017

metrics at least monthly, to see where improvements need to be made.

AJS also tackles challenges by implementing continuous improvement strategies. “We are always looking to improve on our processes. No matter how good something is, it can always be made better,” Silva asserts. The firm encourages development ideas from all employees, not just executives. Silva

C O N N E C T I N G A F R A C T U R E D N AT I O N

adds: “Even incremental improvements can translate into significant savings over time and lay the foundation for further improvements in the future.”

Improvements, fresh ideas and forward thinking are key AJS tenets. Thus, it is no surprise that AJS invests heavily in corporate social responsibility. Last year, the annual Congress of the South African

Association of Freight Forwarders noted that women are heavily underrepresented in Africa’s logistics industry. AJS has responded to this inequality by addressing gender inequality in its employment structure.

“One important thing we do that distinguishes us from the competition is that AJS hires women in non-traditional jobs such as welding,” Silva says.

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PROFILE

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January 2017

C O N N E C T I N G A F R A C T U R E D N AT I O N

AJS also makes sure to operate an ethical, sustainable supply chain. Silva explains: “As an importer of paper for the Angolan market, we are acutely aware of the necessity to maintain an ethical and sustainable supply chain. Protecting against an unethical supply chain comes down to one thing: transparency.” AJS expects its partners to share information regarding their labour and environmental practices. Its supplier selection also takes these factors into account. “We work to reward ethical suppliers by ensuring that they get our business,” Silva adds. “In our own operation, we emphasise to all employees to reduce waste, and we use largely recycled paper. We take the used oil to companies that need oil to burn, largely for the production of bricks and ceramics.” According to Silva, AJS recycles 3,000 litres of oil per month.

Over the last five years, AJS has expanded into a number of Angolan provinces and principal cities including Benguela, Huíla, Zaire, Cuando and Cubango. It has also diversified into a number of other sectors. AJS has invested $9 million in a factory that will build trailers and flatbeds. The company also conducted

“Protecting against an unethical supply chain comes down to one thing: transparency” a broad market study which revealed a deficit of paper producers coupled with great demand in importing paper products to Angola. Additionally, the firm has expanded into oil exploration and renewables; it is participating in a study for oil exploration in the Congo Basin and is involved in the construction of a mini hydro.

With these projects underway, Silva plans to revolutionise the way AJS serves the Angolan people, and thus continue his father’s work. Angola’s infrastructure may still be hurting from the effects of the war, but AJS sees no reason why the Angolan people should suffer too. With Silva at the helm, AJS provides a service that helps to decrease, rather than increase, the distance between Angolans.

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TECHNOLOGY

Bringing home the tantalum

Writ ten by: WE DAE LI CHIBE LUS HI

TECHNOLOGY

African countries hold the majority of the world’s supply of tantalum, a mineral widely used in modern technology. Your iPhone? Tantalum. PS3? Tantalum.

Unfortunately, most of Africa’s tantalum is processed abroad in countries such as China and Europe, meaning the African countries producing the minerals reap only a tiny reward. AB Minerals plans to bring tantalum’s value back to the countries that host the ore reserves.

The firm has developed a new technology to create metallurgical grade tantalum powder and niobium hydroxide from industrial scale processing plants to be installed in many African countries. We speak to Frank Balestra, CEO, AB Minerals Corp. to find out more: How did this project come to be?

My first trip to Africa was to DR Congo. I ended up taking a trip to Kinshasa and spent some time trying to put a project together. It did not go well. I was subsequently invited to look at Rwanda. I quickly fell in love with Rwanda. That is where I started to learn the coltan business.

In Canada, there has been a lot of work in metallurgy with complex 16

January 2017

rare earth minerals. I had a couple of labs do some work along a different path than the existing processes of today. We had some early success and achieved complete separation of tantalum-niobium from the concentrate. We then needed to expand on this success to get to a commercial scale using parameters that would work in African countries given certain limitations. Over

B R I N G I N G H O M E T H E TA N TA L U M

the last several years we’ve been developing the commercial process and now get nearly 100 percent recovery of tantalum and niobium from our concentrate. We have developed a very nice process that is a low-cost, low-power solution that will work exceptionally well in any African country with enough tantalite bearing ores to operate a plant. In addition, the plant has been

designed to be easily scalable to the size of the ore production available.

Sounds fascinating, but complex. Can you talk about the challenges that arose and how you overcame them?

There are issues like power limitations, brownouts, and electrical storms that happen often. For many processing plants, if the power 17

TECHNOLOGY goes off for some reason and you cannot maintain your furnace temperature, you would lose the load you are processing. Our process, being a low power solution, will work on either electricity or diesel.

Inconsistent power does not stop us from operating. After looking at the opportunity, I realised “There has to be a better way to do this. This technology hasn’t changed in 60-70 years”. It is seldom that you can find an industry that the technology has not been considerably upgraded in that time period.

The process today uses hydrofluoric acid, a very dangerous chemical. The process is very power intensive and the capital cost to build a plant is significant. We use a completely different process, one that doesn’t use hydrofluoric acid. A process that is more environmentally friendly as we capture everything, waste, gases, etc., so it’s a very clean system. These were extremely important aspects of how we wanted the process designed.

How does your project divert from this?

Instead of using hydrofluoric acid, we 18

January 2017

use a compound that is inexpensive, plentiful, and easy to transport.

The first step in the process was the hardest to achieve, separating the tantalum and niobium from the rest of the rock in the concentrate.

Once we did that, we were then able to upgrade to a higher-level end product, giving us the highest value possible from the minerals. It’s a significant upgrade in value-addition, which significantly changes the value proposition for the miners, the local communities and tax revenues for the countries that we will be operating in.

How does an up-andcoming project translate on a global scale?

Most of the world’s supply of Tantalum currently originates from Africa. With so many African countries that have tantalum mineralisation and no processing facilities on the continent, AB Minerals has a significant opportunity to implement plants in each of those countries.

We were on a call yesterday when the person said, “people don’t understand that tantalum is one of the world’s most important minerals”. The world is going to

B R I N G I N G H O M E T H E TA N TA L U M

“We bring high value jobs to each African country where we install a plant” – Frank Balestra, CEO, AB Minerals Corp

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TECHNOLOGY

Socioeconomic benefits of new coltan processing plant - Major beneficiaries of the project are the Artisanal & Small Scale Mining Companies and Cooperatives who represent a significant amount of the total miners in many countries.

- With a focus to develop SME’s (Small & Medium Sized Enterprises) in rural areas, it further contributes to reducing the economic disparity between rural areas and the major cities in a country.

- Miners will be able to receive higher prices for their ore by selling directly to a local smelter rather than to agents.

- Creation of many high quality jobs.

- A Tantalite smelter will play an important role in assisting the mining sector in the country where it is located.

- The country will generate increased tax revenue through the export of value-added products.

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January 2017

B R I N G I N G H O M E T H E TA N TA L U M

the Internet of Everything, which is interacting cars to houses, everything to everything, and they’re all using capacitors. Without tantalum, these capacitors don’t work. Industry has tried different materials, and they just don’t do what tantalum does, it’s an irreplaceable metal. The value of tantalum remains relatively strong, and it’s going to keep going. The majority of easily attainable tantalum that remains on this earth is in Africa.

How will the project contribute to the surrounding community?

These plants are going to be very significant, in terms of the volume of business they will generate, as well as the number of people they are going to employ.

We bring high value jobs to each African country where we install a plant. Individuals that have chemistry education, metallurgy, or lab experience for example, are all types of people that we will be looking to employ. There are many people with good skills but there aren’t industry jobs available for them in their respective fields.

Additionally, for the government, instead of having products exported

at minimum values, products will be exported for multiple times their initial value, creating a substantially larger tax benefit for the country.

This increased tax revenue can then in turn be reinvested into country.

For the communities, mining revenues have declined due to a drop in commodities prices.

Because of that, everyone is looking for ways to add value.

For most of Africa, the problem with their resources is that few foreigners are willing to transfer the necessary technology to give host countries the ability to upgrade their resources directly in-country. Change that and you will see increased value remaining in the country.

Export your raw materials and you’re left with the lowest value.

Miners are paid the lowest value for the hardest work of getting the minerals out of the ground. Foreign agents pay the miners cash for their work and consolidate the minerals for export. They add a significant mark up at their end, which doesn’t go back to the miners. Then the smelters, whether they be mainly Chinese, or a few European, create further added value on their end, 21

TECHNOLOGY reaping most of the benefit of mining that was done in Africa.

By bringing AB Minerals’ processing directly to the country of original, we believe we will see a great change in the value proposition for not only the miners, but for the country as a whole.

How will you ensure that there are no ethical violations in the mines you source from?

This is an area that we feel very strongly about. Firstly, we plan to deal with mines that are iTSCI approved.

In addition, the Better Sourcing Program (BSP) has also been developed to achieve traceability through the entire supply chain. The company’s Advisory Board Member, Bill Millman has been involved in the development of BSP program.

We will implement a system to continuously check on mine sites and ensure that our suppliers (sources) remain in compliance with acceptable standards of operation. Being the only smelter in any region will mean that there will be continuous flow of minerals coming to the facility from many different mines. It’s important to utilise the best available programs 22

January 2017

to ensure supply assurance and that appropriate international standards are continuing to be met.

Finally, where do you see the project in 10 years’ time?

We expect our processing method will be implemented in all countries throughout the world that have adequate tantalite supplies. AB Minerals will be the first to bring this processing to Africa. Eventually, this will force competition to find their own solutions to enter this market in Africa and compete with us.

Our process is going to bring change to the market and create value for the countries that have the ore supplies. If the processing costs can be reduced significantly, it will have an overall effect on the pricing of the end products.

This, over time, will undoubtedly lead to many additional applications being developed for the tantalum industry. Once we produce tantalum powder in Africa, tantalum end product producers will follow to get direct access to the powders and develop end products in-country. AB Minerals Corp. expects to start this revolution.

B R I N G I N G H O M E T H E TA N TA L U M

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N E T P O T RICAN AF

N E M O W MINING

ha ve g n i n i nM i n e m o en W m o n o W i t l isa ona n i t a a g r r i r yo p r t s i e f n I h o l c r a p e lob ,w t G Nons i 0 l 0 e 1 h t m ed a o l r i n.

F p e . t m m s o i o l c I w 6 n 1 a 0 c 2 LUSH i r E g f B n A I i LI CH in Min 0 impressive E A D E 1 d by: W e n k e t c t i p Wri

IN

TOP 10

TOP 10

MOETLO M A R MOGANED IA I C ompan y: Aven g Mining Title: Mining E ngineer (Site M anager) Nationality: So uth African

“As a naïve grad e 10 learner I be came curious a world where pe bout an unknow ople go to find g n underground old. I then enroll 2003 in an atte ed for mining e mpt to feed my ngineering in curiosity. Almos t seven years sin and I am still as ce graduation curious about m ining now as I w as then.”

10 DAPHNE SI O K N E L I H MAS ) Ltd Manganese (Pty i d a g la a K : y n a p Com hairperson Title: Executive C African Nationality: South

uld ires people who wo u q re r o ct se is th industry because voice that cried e th e “I joined the mining b to d te n a w I n. ad for transformatio p ch n u la e entire value a th s a ss e o rv cr a se r, o ct se e plague women in th at th s e g n lle a ch e ernment policies ov g h about th ic h w st in a g a pig d to be the guinea te n a w I e.” d n a , in a ch ck given to the stat a b d e fe d n a , d e at g would be interro

26

09

January 2017

TOP TEN AFRICAN WOMEN IN MINING

AISSATO U NDONG Compan y: Grand C

ote Opera t Senegal) S ions (Diogo ubsidiar y o , f TiZir Limit Title: Head ed o f Po r t O p e r a tions Nationality : Senegale “No two da se ys are ali

ke in my role operational , which brin thinking, pro gs opportun fessional le ities for stra and more, I a rning and n tegic and am commit etworking. te d to For these re yet rewardin investing m as o n s any more ye g industry.

Challenges ars in this c stand at tw industry in hallenging o levels: min my country, and being a ing as an em woman acto erging r in a ‘man’s world’.”

08

E L E G N SIMA U L U Z E MNGOMivers Exploration

ite R Compan y: Wh er Relations ld o h e k ta S f ve Director o ti u c e x E : le it T outh African Nationality: S

n r fellow wome u o to e c n re fe dif ant to make a w I e s unities where u a m c e m b o c r l to ra c e ru s e e th “I stay in th , especially in n e m o w re o m economically.” e t g fi e ra n u e o b c n m e e o th ls ee and a ce. I want to s la p g in k ta is the mining

07 27

TOP 10

ALMORIE MAULEoldings Ltd

Platinum H Company: Impala Title: Director African Nationality: South

s, g the planet, nation in ss a p m co n e – re futu in the longer-term st re te in e the growing y se m n to e g iv in g “G ra u co n e is gy, individuals – it lo o n ch te s, ie m o n f us involved in the o eco se o Th e. id w d rl o w inability emerging emphasis on susta ty in this regard.” ili b si n o sp re r la u ic a part mining sector have

06 SIZA MAJO LA

Compan y: Ro y al Bafokeng H Title: Senior M oldings anager- Stake holder Relatio Nationality: So ns uth African

“As a naïve grad e 10 learner I be came curious a world where pe bout an unknow ople go to find g n underground old. I then enroll 2003 in an atte ed for mining e mpt to feed my ngineering in curiosity. Almos t seven years sin and I am still as ce graduation curious about m ining now as I w as then.”

05 28

January 2017

TOP TEN AFRICAN WOMEN IN MINING

.

A L Y R CHE S U L O R CA Fields Ltd ld o G : y n a p Com rson Title: Chairpe enegalese Nationality: S

companies, g in in m y n a m t s, I believe tha n o ti p e be s ound rc to e p k e c e li s b t u a p th e s ie “Despite th ssive compan re g ro p re a , s y developing ld n ie a F m ld o to l G a g c ti in ri d c is inclu mining sector e h T . ositive growth s p n e r iz fo it e c rc te fo ra a o e corp properly, can b d e rn e v o g if , d countries.” e s e economies an th in t n e and developm

04

ZEINAB CAMAR A Compa

n y: R Title: Comm io Tinto plc unities Ma na ger Nationality : Guinean

“Waking up every morn ing knowing to the lives that my work of women a will add som n d men is th ething spec blessed wit e b ig g est reward h tremendo ial o ne can have us riches; le . Africa is t the riches benefit all o ‘Mining wit f us. I believ h a H uman e in Face’.”

03

29

TOP 10

E T T E G GEOR NES BAR DDO A I Y K SA ette Barnes Ltd Company: Georg irector Title: Executive D aian Nationality: Ghan

“Twenty-two years ago when I joined the industry, most women in technical roles were Western.

Today, there are more Ghanaian women mining and geotechnical engineers, geologists, surveyors, etc. Women constitute 51 percent of Ghana’s population, so we cannot isolate them from a vibrant sector like mining! Still, a lot needs to change. I’d like to see more women in decision-making roles.”

30

January 2017

02

TOP TEN AFRICAN WOMEN IN MINING

ADIKI AYITIVIE Company: Newmont Ghana Gold Ltd. Title: Director Extern al Affairs and Communications Afr ica Nationality: Ghanaian

01 “The younger generation in Ghana and Africa should be inspired and encouraged to give it their best shot. My nomination to this list provides hope for the hundreds of up and coming African women who wonder what value they can bring, and shows them they can make it to the top with hard work, courage and a dash of boldness.�

31

The Mining Chamber ofSenegal

33

THE MINING CHAMBER OF SENEGAL

C

reated on the 5th of June 2013, the Mining Chamber of Senegal (MCOS) is a non-profit organization currently comprising more than 30 local and international companies operating in the fields of exploration and mining.

The main role of the Chamber is to encourage, promote and protect mining investments in Senegal, developing and maintaining a professional business ethic. Its mission is to foster the emergence of a dynamic mining sector and to create attractive conditions for a sustainable growth of the sector and the national economy.

It also has a mandate to defend the common interests of its members as a representative, agent and spokesman in front of the public administrative bodies.

To carry out its mission, the Chamber has established three committees, namely the Tax and Legal Committee, the Safety, Security and Training Committee, and the Communication Committee.

After many exchanges between

34

January 2017

the governments and all of the stakeholders, a new mining code has been decided upon. It does not include a total restructuring of Senegal’s mining administration, nor does it establish any review of existing mining titles or contract.

In retaining the investor-friendly incentives presented under the current code, one of the key goals of the new mining code is to increase incomes to the government from the mining sector. This means that investors can expect to pay expanded fees, royalties and taxes under the new mining code.

Note that mining companies that, as of now, hold a mining title in Senegal will be bound by the mining code in force at the time their title was awarded and, if applicable, at the time their mining contract was signed with the government.

MINING

w w w. c m d s e n e g a l . c o m

35

THE MINING CHAMBER OF SENEGAL

MINING

Responsible mining & striking gold in Senegal Written by Dale Benton Produced by Richard Deane

39

How important is it to be a socially responsible mining operation?

Teranga Gold, the first and only operating gold mine in Senegal, firmly places social responsibility at the heart of the matter

T

he key to success as a corporate citizen in Senegal, Teranga Gold Corporation believes, is earning the right to operate in any region the company conducts business.

For any mining company, the importance of corporate social responsibility (CSR) and the duty to be a good corporate citizen are things that simply cannot be ignored.

The very success of a mining operation is often only achieved through a commitment to CSR and creating a lasting legacy for the community in which they operate.

For Teranga, CSR is inherent to the very core of the Company’s mission statement and is embodied

40

January 2017

in its name. The word “Teranga” translates into hospitality and friendliness in Wolof, the local language of Senegal, West Africa.

The Canadian-based gold mining company owns and operates Sabodala, the only commercial gold mine and mill in Senegal.

Sabodala is a +200,000-ounce gold operation with a 13.5-year mine life and a reserve base of 2.6 million ounces. The Company’s long term goal is to expand its operations in not only Senegal but in other countries in French West Africa and become a mid-tier gold producer.

Setting the CSR benchmark Owning and operating the only large-

MINING

w w w. t e r a n g a g o l d . c o m

41

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scale gold mine in the country, the Chief Executive Officer of Teranga, Richard Young, knows all too well the responsibility resting on the Company’s shoulders when it comes to setting a solid example of corporate citizenship.

Stated Mr. Young: “When you’re first in the country, it is your responsibility to provide opportunities to the local and regional communities and to provide proper training. Not only are we training people to run our own operation, we are training Senegalese people to develop skill sets that could help power the country’s economy well after the mine is gone.”

Teranga is setting the CSR bar at a high level, hoping that it will set the benchmark for other mining companies that establish operations in Senegal.

“First and foremost, we strive to mitigate our impact on the environment and the communities, ensuring that our activities do not create any loss,” stated Mr. Young.

“Our next priority is to share the benefits of mining to create long term sustainable growth where we operate. On top of this we are focused on adhering to good governance practices and promoting our employees and their culture.”

w w w. t e r a n g a g o l d . c o m

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TERANGA GOLD

Health and safety for instance is a prime example. The Company has achieved almost three years without a lost time incident at Sabodala.

“We provide our workforce with quality jobs and extensive training in an environment that promotes and awards health and safety,” said Mr. Young. “Currently, our employees have worked more than 11 million hours without a lost time incident. There are few companies in the global mining sector that can make this claim.”

At Sabodala, the Company

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January 2017

employs more than 1,200 people.

Approximately 90 percent are Senegalese with more than half coming from the local communities surrounding the mine. Its strong workforce is a commitment to employee development.

Teranga’s ultimate goal is to nationalise its workforce and reduce the number of expats over time by moving its Senegalese employees into senior roles.

This development of employees not only better serves the Company, but Senegal as a whole.

MINING

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MINING

Award winning CSR program Teranga prides itself on its commitment to the local community through initiatives that came out of its 2014 Regional Development Strategy, which was created after 18 months of consultations with all stakeholders.

The strategy sets the vision for the Company’s long term development of the near-mine region and defines the priorities of its CSR programs.

The Company has received several awards in recognition of its CSR efforts, including most recently the United Nations Global Compact Network Canada Sustainability Award and the Prospectors & Developers

Association of Canada Environmental & Social Responsibility Award.

“Doing well by all of our stakeholders has been our mantra since day one and the initiatives undertaken ensure that the local and regional communities in the country are truly benefiting from Teranga’s CSR program,” stated Mr. Young.

Some of these initiatives include the creation of community market gardens, livestock health programs, and the improvement of agricultural farming techniques in support of agriculture and food security, school support through bursary programs, donations of supplies

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TERANGA GOLD

and the construction of school infrastructures in support of youth education and training, as well as programs that empower local procurement and help develop small and medium businesses in support of sustainable economic growth.

Through its commitment to CSR, the Company is working to leave a positive and lasting legacy for Senegal.

Growing in an Ex-Growth Sector As a gold producer, commodity cycles and the challenges they present are a way of life. Across the entire industry, despite major exploration investment

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over the last decade, discoveries have been minimal. The vast majority of deposits discovered are less than 4 million ounces or less. Globally, this has resulted in declining grades which in turn results in lower global gold production. Lower grades mean a lower threshold of error. This has led to a shift in focus in the industry towards continuous improvement, capital discipline and maintaining and lowering production costs. “We do not control the price of gold so we focus on the things within our purview, such as achieving productivity and efficiency

TERANGA GOLD

“When you’re first in the country, it is your responsibility to provide opportunities to the local and regional communities and to provide proper training. Not only are we training people to run our own operation, we are training Senegalese people to develop skill sets that could help power the country’s economy well after the mine is gone” Partner of

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January 2017

improvements,” said Mr. Young.

“We are very conscientious of how we spend each and every dollar.”

While the global gold sector paints a picture of ex-growth, there are a handful of growing regions, including West Africa, that many believe are just beginning to make their mark on the industry. Mr. Young views West Africa as a literal gold mine of opportunity.

Most gold regions in the world are witnessing falling production. However, gold production in Africa continues to grow. In 2015, the continent of Africa was the second largest producer of gold and half of this production

was derived from West Africa.

Expanding Beyond Senegal into Greater West Africa With its continuing success in Senegal, Teranga has set its sights on expanding and becoming a midtier gold producer with operations across greater West Africa. In October, the Company acquired Gryphon Minerals, which included the Banfora gold project and two prospective exploration properties in Burkina Faso, West Africa.

Mr. Young believes that Teranga can leverage its strong core team in

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TERANGA GOLD

WHEN YOU NEED TO BE SURE Teranga Gold operates a gold mine in the Senegal. Like most mining activities, the concession is established in a remote area far from available laboratory services which are classified as non-core but essential.

By outsourcing laboratory services, the mine is assured of a continous and dependable services, which in turn helps them to focus on their resources on the core activities of mining.

www.sgs.com

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January 2017

Senegal and take the lessons learned from Sabodala to develop another world-class gold operation at Banfora.

“Maintaining our strong social licence is essential for growth and success in Senegal and as we expand our footprint into other jurisdictions in greater West Africa,” stated Mr. Young.

With considerable drilling completed at Banfora in the second half of 2016, a feasibility study for the project is currently underway and is expected to be completed mid-2017.

Beyond Banfora “We continue to explore in and around our current mine sites and large prospective land packages in Senegal and Burkina Faso. As well, in Cote d‘lvoire, we hold four joint venture exploration permits. We have a lot on our plate as we pursue our goal of becoming a mid-tier gold producer,” said Mr. Young.

Promoting Partnership Following many years of working together at Barrick Gold and then

MINING

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TERANGA GOLD

Gabriel Resources, Mr. Young and Chairman Alan R. Hill wanted to pursue their shared vision of developing a gold company that could bring significant value to shareholders.

Both Mr. Young and Hill have seen incredible successes with Teranga Gold and Sabodala. Mr. Young admits that, as with many business ventures, it is a process made possible through the power of partnerships.

“There is no question that we have a number of partners who have contributed to our success,” said Mr. Young. “It is not something we can do on our own. Without the help of federal, local and regional partners, the Company simply wouldn’t be as successful as it has been.”

In fact, 80 percent of goods and services purchased by Teranga are done so through local channels.

This includes fuel supplies and

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a number of consumables and stretches as far as technical issues such as maintenance and repair.

Most recently, the Company has completed a mill optimisation project at Sabodala using all Senegalese suppliers. The project was commissioned a quarter ahead of schedule and well under budget.

In everything Teranga does, promoting and growing the Senegalese economy and being a responsible miner sits right at the heart of it all.

Mr. Young concluded, “Enriching lives and growing communities and economies will continue to be a driving force for Teranga. As a large and crucial contributor to local, regional and national economies, the mining industry is doing incredible CSR work.”

“It is not something we can do on our own. Without the help of federal, local and regional partners, the Company simply wouldn’t be as successful as it has been”

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Embracing the future of South African sport Written by Dale Benton Produced by Matthew Pepper

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The Sports Science Institute of South Africa has been providing opportunities for increased research, participation and education in sports and physical activity in South Africa for over two decades. As the company looks to the future, CEO Dr. Phathokuhle (Cele) Zondi embraces the past

T

wo decades after its formation, the Sports Science Institute of South Africa (SSISA) continues to create national unity and pride through sports opportunities, science and education. Founded in 1995 by former South African Rugby player Morné du Plessis and Professor Tim Noakes , their vision was to establish a facility that would fund research in exercise science applied in the areas of athletic performance and health promotion.

“Fast forward 21 years and this remains our core purpose. The challenge now is adapting to an ever-changing environment so that our offering and research remain meaningful, translatable and impactful,” says Dr. Phathokuhle (Cele) Zondi, CEO SSISA. “We focus on both wellness and performance, translating science

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through numerous clinical services, programmes and a growing education platform,” she says.

For Zondi, life as CEO of SSISA began in June 2016, a time of great flux for SSISA. “I’m fresh out of the starting blocks and excited about the road ahead” she says.

As a medical doctor by profession, Zondi has strong experience in the sports health and fitness industry, working in sports medicine with federations and academics.

“I’m really passionate about physical ability, sport and its ability to empower. So it only felt like a natural progression that I find myself with SSISA today,” she says.

The company has recently undergone a process of strategic renewal as it strives to adapt and stay ahead of the changes within the industry. One of the key components

MINING

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SSISA

“It’s about the importance of looking at how we can differentiate our offering and really position ourselves so that we stand apart from other providers”

Due to our expertise, service and range of quality equipment and solutions, we have become the

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of SSISA’s offering is its partnership with the University of Cape Town, specifically its division of Exercise Science and Sports Medicine.

The University of Cape Town, Zondi says, represents the research arm and intel of SSISA. Over the last 18 months, SSISA through this strategic renewal process, entered a merger between the two.

“This represents quite a change in the history of SSISA. Through our strategic renewal process, we ensured that the interests of the two partners became better aligned. We are working together to create more products and services that speak to the vision, goal and intention of SSISA and The University of Cape Town,” says Zondi.

“We had a few key strategic shifts that will position us well to capitalise on our standing not only as a provider of services, but as providers of education in the near future” she says.

SSISA is looking to launch an education platform that will allow an ease of access to its dynamic education portfolio.

“Strategically, this is very exciting in that not only are we leveraging off our relationship and partnership with the university but we are importantly addressing current needs in the Education industry,” she says.

SSISA will launch this education platform in 2017, providing a clear pathway for individuals who want to get into this field at university level.

Portfolio of empowerment

Technically speaking

The health and fitness industry is constantly evolving, like any other, and SSISA must react and adapt to ensure that it continues to offer market leading products and services that the industry demands.

Zondi believes that through the strategic renewal process, SSISA stands at a key turning point.

For the education platform to come to life, SSISA has had to embrace the ever-changing nature of technology. In the sports, health and fitness industry, the impact of technology is almost two-fold – it will affect the service providers and the way they work, but also it shapes the role of the athlete, from elite athletes right through to

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SSISA

recreational athletes. There is more open dialogue with clients and scope for data, tracking and monitoring members, in order to determine what of performances, something that they need from technology and how Zondi believes represents a “shifting they are engaging with it. This is key mindset” across the industry. for SSISA to adapt its products and “As service providers, we’ve had services to better suit them. Our to adapt quickly, as the technological clients in part, inform our offering. space brings about certain pressures “While we serve elite athletes on the industry,” she says. who access our most technically With technology - comes advanced technology, we also competition. 21 years need to accommodate the ago, when the SSISA client or the member was first established, who doesn’t have that it stood alone as a level of technology pioneer in terms and offer our services of constructing and our products in a sports science an accessible way Number of Employees institute and the to them,” she says. at SSISA services it offered in Honouring the past, Africa. Fast forward to embracing the future today and there are a number 21 years ago, when the institute of players in the industry, something was founded, it was done so on the that Zondi admits plays a key role foundation of creating national pride in the company’s new outlook. and unity through sport’s performance “It’s about looking at how we can using applied scientific research. differentiate our offering and really SSISA strives to ensure that in position ourselves so that we stand everything it does through research, apart from other providers,” she says. education its fitness centre and This technological demand and multiple programmes and services pressure is handled through regular, that those principles are centre fold.

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Francois Knoetze Chairman

Mr. Francois Knoetze, also known as Faffa, is employed by Remgro Limited and focuses on Remgro’s interests in the financial services (insurance and banking) and the sport industries. He is a qualified actuary and currently serves as a Non-Executive Director on a number of company boards, such as Business Partners Limited, FirstRand Limited and Outsurance Holdings Limited. Mr. Knoetze is a Fellow of the Actuarial Society of South Africa and holds a B Com (Hons) from the University of Stellenbosch. He is a former South African Rugby player and represented the Springboks in 1989 and 1992.

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MINING

One way in which SSISA delivers on this, is through its staff and its level of communication and engagement with clients, members and research subjects. According to Zondi, SSISA’s greatest asset is its staff.

The people who greet members at the door right through to those in the fitness centre and laboratories, are the embodiment of SSISA and what it stands for and represents.

“There was one particular member who has been with us since the very start. When we asked them what kept them coming back, aside from the services we provide, they said it was the people,” says Zondi.

“There is a culture and a sense of family here at SSISA and we take great pride in being at our best in order to bring out the best in others.”

Creating that culture and sense of family goes one step further at SSISA. The company hosts a number of activation events with members, where members of staff right through to leadership level sit down with clients and members in a unique opportunity to discuss and better understand more about the institute,

the direction of leadership and how it can serve members better.

Olympian level

One recent function in particular was unique, as it highlighted the institute’s involvement with the 2016 Rio Olympic and Paralympics. Our facility is home for a number of national athletes and we have staff that have served as trainers and support staff for these athletes during their Olympic journey.

“The Paralympics is something that is very close to SSISA and the nation’s heart and ,a preParalympics members’ function was a very special opportunity for clients to understand what we do at such an elite level,” she says.

Zondi was in fact part of the medical team at the 2016 Paralympics with Team South Africa. Being active and visible at such a prestigious sporting events over two decades highlights the growth and impact that SSISA has..

“To be seen to be active and working at the different levels in the sporting industry affirms that SSISA has numerous experts who apply their trade day by day,” says Zondi.

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SSISA

“It also represented a key moment for members of staff at SSISA to recognise that we have many experts in-house in multiple disciplines and we need to allow them the space and opportunity to engage at the highest level,” she says.

Power to the people

SSISA not only strives to create better sport, research and health education opportunities, it works closely within the local community. In their new strategic model, Corporate Social Responsibility (CSR) sits at the very top of everything that the company offers.

The company has two flagship community based projects, the Community Health Intervention Programmes (CHIPS) and the MACSTEEL Maestros programme,

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which they manage for Macsteel.

Established in 1997, CHIPS aims to encourage a culture of health, wellness and an active lifestyle through regular physical activity and health education.

The MACSTEEL Maestros looks specifically at providing opportunities and nurturing young athletes from disadvantaged circumstances to be reach their greatest potential.

“CSR is absolutely important,” says Zondi. “Accessibility and equity are very important to us and we must ensure that our reach extends to every level of society. We must continue to extend our footprint into communities which would otherwise not have access to our offering. Any corporation that exists in our country must play a role in skills development, education or creating greater job opportunities.”

Phathokuhle Zondi

Chief Executive Officer Dr Zondi is a Sports and Exercise Medicine (SEM) Physician experienced in clinical sports medicine, medical strategy, and leadership. Dr Zondi is the President for the South African Sports Medicine Association (NGO), and serves on the South African Institute for Drug Free Sports (SAIDS) Appeal board. She is involved in postgraduate lecturing, has co-authored numerous academic publications in local and international peer reviewed journals and delivers impactful corporate and academic lectures on wellness, health economics and performance. Clinical highlights include serving Team South Africa at the 2016 Rio Paralympic Games, 2014 Commonwealth Games and 2012 London Olympic Games. Dr Zondi is passionate about developing and mentoring young women and future leaders of South Africa. Her qualifications include a Bachelor degree in Surgery and Medicine, a Masters degree in Sports Medicine and a Masters in Business Administration.

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Responsible

mining

Written by Nell Walker Produced by Richard Deane

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How Dundee Precious Metals ensures its Tsumeb smelting plant serves the Namibian community with the utmost corporate responsibility

D

undee Precious Metals Tsumeb, one of three subsidiaries of the Canadian company Dundee Precious Metals Inc., is the Namibian faction of the business. Its site in Tsumeb is located around 430 kilometres north of Windhoek – Namibia’s capital – and sits close to the nation’s greatest wildlife sanctuary, Etosha National Park.

Dundee Precious Metals built a smelter here in the 1960s, drawing on the rich seams of copper found in Tsumeb’s mines. Now, the plant contains two Pierce Smith Converters, a Top-Submerged Lance Ausmelt furnace, a sulphuric acid plant, and slag milling and flotation plant. 700 people are employed at the smelter – a significant portion of its 14,000 population.

The company originally began as

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Tsumeb Corporation Limited, putting the Tsumeb plant into production in 1963 using the expertise of Newport Mining Corporation. It was soon producing over 3,500 tons of copper and 6,000 of lead a month (until the lead smelter closed in the 1990s), and the company went through a period of uncertainty as it changed hands several times and suffered a period of inactivity due to labour strikes.

The smelting plant was finally sold to Dundee Precious Metals Inc. in 2010, with the TSL Ausmelt furnace quickly converted from a lead smelting vessel to a copper one. An oxygen plant was then added to increase the efficiency of the furnace, and the sulphuric acid plant followed soon after. The latter ensures that no harmful sulphur dioxide enters the atmosphere in the treatment process.

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www.omnia.co.za

Protea Chemicals Namibia: Partnering with DPMT for a be�er future It is with great pride that Protea Chemicals Namibia partners with Dundee Precious Metals Tsumeb (DPMT) to add value to the Namibian economy and communi�es. Protea ensures that Sulphuric Acid produced at DPMT is transported safely to end users in Namibia, and our services to DPMT includes, amongst other, the following: Ÿ Ÿ Ÿ

SHEQ management and enforcement along the transporta�on route and on site.

Emergency response persons, systems and equipment strategically located along the transporta�on route.

Community, fire department and medical centre hazardous chemicals awareness training.

SHEQ and ® Responsible Care

Protea Chemicals Namibia (Pty) Ltd., as a member of the Omnia Group, is a signatory to the Responsible Care program®, maintained by the Chemical Allied Industries Associa�on. We are commi�ed to the safe and responsible handling of chemicals, with the philosophy of “cradle to grave” management. · We are commi�ed to promo�ng safety, health, responsible care, environmental and quality awareness. · SHEQ & Responsible Care management is applied through an Integrated Management System (ISO 9001, ISO 14001 and OHSAS 18001). · Our dedicated internal SHEQ department focus on internal and external training programmes with a view to con�nual improvement of overall SHEQ standards. · Spillage management and emergency response support. · A comprehensive Hazmat plan for warehousing facili�es.

Above is allowing customers to focus on the metallurgy of their process, whilst we manage their chemical supply and/or distribu�on in a safe and responsible way.

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Tsumeb’s smelter is a rare one in that it is able to treat and process complex copper concentrate, something few others are advanced enough for. It produces 98.5 percent pure copper blister, which is refined in Europe and Asia to be turned into metal. The other elements, arsenic trioxide and sulphuric acid, are sold to third party customers and Namibian uranium and copper producers respectively.

Dundee Precious Metals, too, is unusual in its unwavering approach

to sustainability, not something that is always a priority in the industry.

It claims to follow the highest possible standard of business ethics and social behaviour, and has implemented various continuous improvement strategies to ensure this. DPM’s excellent relationships with shareholders means that the company trusts each of them to abide by the same policies, cementing a positive reputation for everybody involved.

Some of DPM’s policies, as per the company’s website, include: •C ompliance with all applicable laws and regulatory controls.

•A n understanding of the environment in which DPM is working, and the responsibilities therein.

•B est practice approaches to environmental management, engineering, and protection to be applied evenly across the business.

•M aximisation of environmental management opportunities inherent in mineral development projects to minimise environmental risks and effects.

• Outstanding minerals development, production operations, and environmental management are a priority.

• Regular auditing and evaluation of DPM’s performance plus open and honest shareholder engagement.

•C ompany-wide application of environmental policies at all stages of production, supported with the appropriate level of funding.

•E mployee and contractor awareness of both individual and businesswide responsibilities and obligations in line with environmental policy.

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QUALITY AT WORK GI Construction is a 100% Namibian owned and managed company.

We are a civil and bulk earth working contractor with a strong focus on delivering high quality works safely and within schedule.

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“As a foreign company, we believe in investing part of our proceeds into the community in which we operate”

We constantly add value to the high-temperature processes of our customers. Worldwide

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MINING

DPM’s recognition of itself as a with Rosalia David many of these huge part of the economy in which aspects, as well as the future of it operates, emphasising the Dundee Precious Metals Tsumeb. importance of financial stability “Any international company and corporate responsibility. operating in a local community The company dedicates itself to needs to be appreciative towards the use of efficient energy, recycling their host community,” he explained. and waste minimisation, outsourcing “Corporate social responsibility is of work to local businesses where crucial to Dundee Precious Metals appropriate, Tsumeb. As ensuring a foreign operations benefit company, we believe locals and minimise in investing part of our The location risks to the community, proceeds into the community of Dundee and that environmental in which we operate. With Precious remediation and the administrative assistance Metals economic improvement from the Namibian Chamber of Tsumeb are always a priority.

Commerce and Industry’s local Improvements to branch, the Tsumeb Community infrastructure, public Trust has provided grants to health, and education over 80 small Namibian-owned regarding projectsare businesses that have in turn to be implemented early. employed and trained a significant All business practices will be number of Namibians who might conducted at the highest possible otherwise be unemployed. ethics and transparency standards.

“Dundee has contributed In summer 2016, DPMs Vice approximately N$15 million to a President and Managing Director public-private partnership with Zebra Kasete was interviewed the National Housing Enterprise to for Lela Mobile, and discussed build 67 houses for ownership by

Namibia

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our employees, with more in the pipeline. This is also in line with the Harambee Prosperity Plan theme for mining companies to continue providing houses to the communities.

We are happy and committed to work together with the government to progress this specific theme.”

DPM also awards bursaries to local students, having spent N$5 million on them already, and focuses heavily on utilising local businesses through its preferential procurement policy. The business’s

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dedication to its many continuous improvement causes is incredibly admirable, and Kasete summed up his feelings on the subject succinctly: “Managing expectations on all levels is the biggest challenge for new leaders. I must understand the commitment made by the company, and manage those expectations effectively whilst delivering on them. Despite all of the exciting challenges, I am happy that I am working for a company whose value resonates with my own.”

THE NAMIBIAN TEAM Zebra Kasete Kasete is Vice President and Managing Director, with nearly 30 years of mining and smelting experience behind him. He is a metallurgist and has a Master’s Degree in Business Administration, and has held various senior positions within the industry.

Barcelona Plaatjies Plaatjies is Director of Operations and is working towards her Honours Degree in Technology Management, with several years of experience in mining already under her belt.

Jan Kruger As the Director of Technical Services, Kruger has worked in the base metal smelting sector for several years, and provides operational support throughout the entire smelting process.

Isai Nekundi Nekundi is in charge of liasing with senior management and collaborating to develop effective relationships, with an Advanced Diploma in Business Administration behind him.

Thinus Loftie-Eaton Loftie-Eaton is Director of Finance, Supply Chain, and IT, and is responsible for strategic financial management, commercial, and supply chain management.

Arthur Scholz Scholz is the Utilities Manager, responsible for internal projects and utilities, and an invaluable asset to the sustainability side of the business.

Linus Gwala The Director of Human Resources is responsible for the development and execution of DPMT’s HR strategy, and has over 30 years of experience in the sector.

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