Africa Outlook - issue 101

COCA-COLA BEVERAGES BOTSWANA

Shaking up the nonalcoholic beverages industry

WBHO CONSTRUCTION

Moving the earth for its clients with an unwavering commitment to safety, quality, and reliability

Africell Angola is the fast-growing mobile network operator with a pan-African footprint. We speak with CEO, Christopher Lundh

“Proud to be Digital”

For over a decade, our portfolio of in-house magazines has been lovingly produced, printed, and distributed to our esteemed subscribers across the globe from our headquarters in the UK.

But now we are moving with the times, adopting a digital-first approach by producing online-only publications. A major factor in this decision is to minimise our environmental footprint, reducing the carbon emissions involved in the logistics of print magazine distribution and the resources required therein.

Going forward, we will provide print orders of any magazine in-line with the requests of our featured companies, subscribers, and conference & expo partners.

Please get in touch for a print-on-demand quote or visit our website to find out more.

“We always planned that when our digital subscribers consistently accounted for 85% of our total magazine subscribers, we would cease printing our publications in-line with our environmental and sustainability goals.”

– Ben Weaver, CEO, Outlook Publishing Ltd

EDITORIAL

Editorial Director: Phoebe Harper phoebe.harper@outlookpublishing.com

Senior Editor: Marcus Kääpä marcus.kaapa@outlookpublishing.com

Editor: Jack Salter jack.salter@outlookpublishing.com

Editor: Lucy Pilgrim lucy.pilgrim@outlookpublishing.com

Junior Editor: Ed Budds ed.budds@outlookpublishing.com

Junior Editor: Rachel Carr rachel.carr@outlookpublishing.com

PRODUCTION

Production Director: Stephen Giles steve.giles@outlookpublishing.com

Senior Designer: Devon Collins devon.collins@outlookpublishing.com

Designer: Sophs Forte sophs.forte@outlookpublishing.com

Junior Designer: Louisa Martin louisa.martin@outlookpublishing.com

Production Assistant: Megan Cooke megan.cooke@outlookpublishing.com

Digital Marketing Manager: Fox Tucker fox.tucker@outlookpublishing.com

Social Media Executive: Bria Clarke bria.clarke@outlookpublishing.com

Web Editor: Oliver Shrouder oliver.shrouder@outlookpublishing.com

BUSINESS

CEO: Ben Weaver ben.weaver@outlookpublishing.com

Managing Director: James Mitchell james.mitchell@outlookpublishing.com

Sales Director: Nick Norris nick.norris@outlookpublishing.com

Regional Director: Joshua Mann joshua.mann@outlookpublishing.com

TRAINING & DEVELOPMENT MANAGER

Marvin Iseghehi marvin.Iseghehi@outlookpublishing.com

BUSINESS DEVELOPMENT DIRECTOR

Thomas Arnold thomas.arnold@outlookpublishing.com

HEADS OF PROJECTS

Callam Waller callam.waller@outlookpublishing.com

Eddie Clinton eddie.clinton@outlookpublishing.com

Deane Anderton deane.anderton@outlookpublishing.com

Ryan Gray ryan.gray@outlookpublishing.com

SALES MANAGERS

Sales & Partnerships Manager: Donovan Smith donovan.smith@outlookpublishing.com

Alfie Wilson alfie.wilson@outlookpublishing.com

Josh Hyland josh.hyland@outlookpublishing.com

PROJECT MANAGERS

Bex Middleton bex.middleton@outlookpublishing.com

Cameron Lawrence cameron.lawrence@outlookpublishing.com

Jordan Levey jordan.levey@outlookpublishing.com

Kyle Livingstone kyle.livingstone@outlookpublishing.com

Taylor Green taylor.green@outlookpublishing.com

ADMINISTRATION

Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com

Finance Assistant: Suzie Kittle suzie.kittle@outlookpublishing.com

Finance Assistant: Victoria McAllister victoria.mcallister@outlookpublishing.com

CONTACT

Africa Outlook

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Protecting Our Planet of Plenty

Welcome to our 101st issue of Africa Outlook magazine.

This issue launches shortly after Earth Day 2023 on 22nd April. As the event encourages everyone to invest in our planet, we are reminded of the poignant injustice that Africa remains one of the most minimal geographical contributors to climate change, yet it is the continent most heavily impacted by its devastating impacts.

In our feature with Arctic Risk Platform – the research organisation unveiling the true impact of Arctic meltdown across the world – we hear from leading researchers for a sobering but necessary insight into what global warming and climate change could mean for the African industrial landscape.

But it’s not all doom and gloom, as, rather like Earth Day itself, we intend to celebrate and showcase the positive strides being taken across industries to improve the well-being of our planet in line with the Sustainable Development Goals (SDGs) of the United Nations and their five central pillars - people, prosperity, planet, peace, and partnership.

Operating within one of Africa’s top 10 fastest growing industry sectors, we speak with WBHO Construction (Pty) Ltd, as its Civil Engineering team lays the foundations for South Africa’s burgeoning renewable energy infrastructure.

Elsewhere, we highlight some iconic names in the African beverage space as subsidiaries of the global drinks giant Diageo Plc (Diageo). Speaking with Guinness Ghana Plc and Serengeti Breweries Limited, we lift the lid on how each company is progressing towards the wider group’s 10-year ESG Action Plan - Society 2030: Spirit of Progress.

In addition, we foreground major players in the cross-continental technology sector that are championing the spirit of partnership and devising everevolving and innovative ways to connect Africa’s people with each other, and beyond.

With a host of other fascinating insights and corporate stories, we hope that you enjoy your read.

Phoebe Harper Editorial Director, Outlook Publishing

FEATURES

18 SHOWCASING LEADING COMPANIES

Tell us your story and we’ll tell the world

CONSTRUCTION

20 WBHO Construction (Pty) Ltd

A Concrete Legacy

WBHO’s unwavering commitment to safety, quality, and reliability

40 Basil Read Foundation of the Nation Building the blocks of South Africa

46 Africell Angola

80 Axon Wireless

Trusted Technology for Digital Identities

Reliable biometric solutions

86 Ubuntu Towers Uganda

Limited

Founded on Expertise

The Ugandan telecoms facilitator raising towers to serve the country

MINING

94 Msobo Coal

Mining in Majestic Mpumalanga

Commodities and communities in a South African province

FOOD & BEVERAGE

144 Coca-Cola Beverages Botswana

Shaking up the Non–Alcoholic Beverages Industry

The story of a Botswanan soft drink business

160 Guinness Ghana Breweries Plc

Black Gold in Ghana

Ghana’s number one stout

62 MultiChoice Mozambique

The Broadcaster of Choice

Focusing on the desire for local Mozambican content

74 CMC Networks

Pan-African Connectivity

Delivering digital transformation in, to, and from Africa

106 Tietto Minerals

The New Face of Gold Mineral commodity exploration in West Africa

112 Howden

Pioneering Engineering in Underground Environments

Innovative mining ventilation solutions

120 Compagnie des Bauxites de Guinée

Answering Aluminium Demand

The world’s biggest and best bauxite producer

130 TerraCom

Forging an International Coal-ition

Maximising multi-national mining mastery

160

170 Serengeti Breweries

Limited

A Taste of Serengeti

Brewing up a storm in Tanzania

AGRICULTURE

178 Marginpar Group

Flowering with an Innovative Touch

Perfecting the fine margins of floriculture

ENERGY & UTILITIES

186 Infinity

Powering with Nature

Transforming Africa’s renewable energy industry

AIR TRAVEL RISES FROM THE ASHES

AFRICAN AIR TRAVEL has reached new heights after recovering from COVID-19 and decreased tourism, so much so that it has nearly reached pre-pandemic levels. According to industry data, air traffic in March 2023 reached 94.8 percent of 2019 levels due to large increases in intercontinental and international flights.

During the pandemic period, African airlines reported a loss of USD$3.5 billion. Whilst many airlines suffered great losses due to travel restrictions, carriers such as Ethiopian Airlines transformed many passenger jets into freighters to continue business.

AGRICULTURE

CHINESE INVESTMENT DISRUPTS GAMBIAN FISHING TRADITION

AFTER BEING WELCOMED by the Gambian government, Chinese investment in an owned fishmeal factory is causing serious disruption to the local fishing tradition,

depleting shores of fish. This follows a pattern in the last 10 years of the fishmeal industry upsetting local

TECHNOLOGY

OVERCOMING A POWER CRISIS

AFTER NEARLY TWO months, the South African government has revoked the critical ‘state of disaster’ following a major power crisis across the country.

On 9th February, an electricity crisis was declared by President Cyril Ramaphosa. Consequently, daily power cuts were implemented by state utility Eskom, following regular breakdowns occurring at the outdated coal-fired power stations.

An Energy Crisis Committee has been created to lessen the disruptive effects of power cuts by using existing legislation and contingency arrangements. A new Electricity Minister has also been appointed and has been visiting the disrupted power stations.

business in south-west Gambia, as well as surrounding wildlife.

The factory in question is a site operated by the Chinese company, Golden Lead, located in the southwest region, approximately 28 miles south of the capital, Banjul. The new facility will be the third fishmeal factory in Gambia, with the other two firms located in the north and south of Gunjur.

GHANA PIONEERS MALARIA VACCINE

GHANA HAS BECOME the first country to approve the malaria vaccine developed by Oxford University, taking major steps in tackling the malaria crisis. Those who will most benefit are children under three years old, however, it is still unclear when the vaccine will be launched.

Malaria is a mosquito-borne disease that affects approximately 600,000 people in Africa each year, of which the majority are young children. Unlike other children’s

AEROSPACE

KENYA’S FIRST SATELITE LAUNCHED

KENYA’S FIRST OBSERVATIONAL satellite has launched after two postponed attempts, due to bad weather. The launch marks the first piece of aerospace developed by Kenyan researchers from the

vaccines that must intially be approved by the World Health Organisation (WHO) and UNICEF, this is the first vaccine that has been approved by an African country from the outset. Approximately 200 million doses are set to be produced per year.

ITALY AT THE AID OF TUNISIA

ITALY HAS BID to provide a range of investments to help Tunisia negotiate an International Monetary Fund (IMF) bailout, as it vows to help the African country during its economic crisis. The Italian Foreign Minister pledged that Italy would start financing Tunisia through the IMF. Such investments are projected to help implement social and economic reform, including the reduction of the public administration sector.

University of Nairobi. Significantly, the data found is expected to help predict crop yields in Kenya and improve food security in the country and across Africa.

Researchers have been working in collaboration with a Bulgarian aerospace company to complete the project. The satellite was launched by a SpaceX rocket in California as part of the Taifa-1 satellite.

Alongside plans for investment, Italy is also proposing to recruit a 4,000 strong Tunisian workforce to further advance employment opportunities in the country. Tunisia is currently experiencing one of its worst economic crises, with inflation currently at 11 percent alongside increasing food shortages.

ECONOMY

TOURISM AS THE DRIVER OF THE SENEGALESE ECONOMY

THE DIRECTOR GENERAL of the Company for the Promotion and Development of Coasts and Tourist Zones of Senegal (SAPCO), Souleymane Ndiaye, states that the tourism sector will be the main driver for economic growth in Senegal.

The tourism sector was identified as an economic driver thanks to the audit drawn up by Ndiaye, named the Plan for an Emerging Senegal. SAPCO is perfectly positioned to develop the tourism sector, as it wishes to promote the coastline as well as the entire tourism ecosystem.

Next Steps to Net Zero

Greener, reliable and replicable solutions for data centres in Africa

Written by: Stavros Spyropoulos, Business Development ManagerAfrica Region, Subzero Engineering

We all know the data centre industry, with high energyintensive users, is looking to meet net zero goals. To achieve this, it needs reliable and replicable solutions around greener energy. The landscape in Africa is very different to Western Europe, with its increased external heat temperatures making it significantly harder to keep data centres cool. With this in mind, the industry has to look towards technology that provides a balance between both energy efficiency and the data centre’s operational needs. It is not unusual to walk into a data centre in Africa and find not only the chillers working at 100 percent, but also air conditioning (A/C) units working full time to make the working environment more bearable within the hall itself. As costs increase,

this is becoming more and more unsustainable. Plus, as more global companies continue to invest in Africa, their commitments to net zero also need to be taken into consideration, putting more pressure on the data centre.

There are many reasons for this. For one, ageing energy infrastructure in some countries means there is an overreliance on oil generators meaning operators need to look at more reliable sources. If you take Kenya as an example, it hosts the largest wind farm in Africa, Turkana Wind Farm. The wind farm covers 160 square kilometres (40,000 acres) and has a capacity of 310 megawatts (MW), enough to supply one million homes. 90 percent of all of Kenya’s electricity is generated from renewable sources, such as wind and geothermal. However, in South Africa there is still a reliance on thermal power meaning it currently has a large carbon footprint.

Another thing to consider is the abundance of solar. As you can imagine, Africa is currently seeing a

fast-growing solar energy infrastructure. Morocco is currently home to Africa’s biggest solar project and South Africa now hosts eight of the largest solar plants in the world. Once you take this and future projects across the continent into account, it is not hard to see how green energy may be the answer to achieve net zero whilst significantly reducing energy costs.

THE CLIMATE-NEUTRAL STATUS CHALLENGE

There exists a very real opportunity to go back to the drawing board and decide what a data centre should look like in terms of location, energy supply, connectivity options, design and construction, power and cooling – virtually every aspect of the supply chain, with the obvious caveat that there are significant business challenges in the region.

Financing projects is the first obstacle to be overcome, although market entrants with a track record (and finances to match) in established markets are less exposed to this issue. There is also the question of

sourcing the appropriate level and quantity of skilled labour at all stages of a data centre project. Supply chain logistics across the continent can be challenging and we can’t avoid mentioning the geopolitical instabilities which can cast a shadow over the data centre opportunity. However, set against these possible drawbacks, the sheer size and scale of the African data centre market is so enormous that it’s inevitable that the increasing trickle of activity will become more of a torrent over the

Whilst there is an enormous push towards new build projects, there are still a number of legacy data centres that need to be taken into account. As these have grown over time, a lot from telco providers for example, it has created a very complex environment where not only are they inefficient, but the buildings and infrastructure have not always been designed with these things taken into consideration. These facilities are then being repurposed for enterprise/hyperscale clients and as such needs to be upgraded to be able to serve these markets. This is where services such as computational fluid dynamics (CFD) evaluations can become crucial for data centres. Data centre operators can learn how to optimise their facilities by discovering how to improve their airflow mix, how to reduce the use of their chillers and, through specially designed containment, how they can become overall more energy efficient.

THE FUTURE OF THE AFRICAN DATA CENTRE MARKET

The African region is complex and does not have a one size fits all with its 54 countries. There are nearly 2,000 languages spoken and over 80 percent of the population does not currently have access to electricity. This same population is starting to mature in its need for digital services, be it consumer or enterprise. Over 70 percent of the population in many

demand for all things digital is growing at a fast rate.

Underlying all this data centre market activity is, of course, the unstoppable momentum of digital transformation. Consumers demand ever higher levels of digital performance, and this means that the data centre industry is having to respond to meet this demand. In practical terms, this means more data centre capacity, faster connectivity options and higher compute densities. At the same time, environmental pressures, with net zero as the end target, are adding a layer of expectation to data centre owners and operators.

The good news is that the industry is responding successfully to this twin digital and sustainability challenge, with operational agility and technology innovation very much at the fore. Add in the burgeoning secondary/regional/edge market and there is, perhaps, no better example of how all of these factors are shaping the global data centre industry than in Africa right now.

ABOUT THE EXPERT

Stavros Spyropoulos, Business Development Manager - Africa Region, Subzero Engineering

Stavros Spyropoulos is Business Development Manager – Africa Region for Subzero Engineering, bringing with him a wealth of experience in the electrical and IT sectors having held a variety of sales, marketing, and management roles throughout his career. Over the past 20 years, Spyropoulos has worked for some of the industry’s foremost infrastructure vendors, including Delta Electrical, Eaton and Tripplite, and has been integral in supporting Subzero Engineering’s expansion strategy in Africa, as it scales across the EMEA region.

AFRICA IN THE AGE OF ARCTIC MELTDOWN

Guest contributors Damilola Adeyanju and Professor from the Arctic Risk Platform explore the impact of and climate change on Africa’s economic development, growth, and pursuit of the UN’s SDGs

Guest Contributors (shown left to right): Damilola Adeyanju Executive Coordinator, Arctic Foundation, and Professor Gail Whiteman

Climate change threatens Africa’s efforts to achieve the Sustainable Development Goals (SDGs). Extreme weather events, disrupted food systems, and strained water resources undermine the continent’s economic development and sustainable growth prospects.

A critical, yet lesser-known, factor is rapid Arctic warming, which has far-reaching effects on global climate change, and has knock-on effects globally – and in Africa – in terms of urban development, health, extreme weather, sea level rise, heat stress, supply chain disruption, food and water security.

THE LINK BETWEEN ARCTIC CHANGE AND AFRICAN PROSPERITY

The Arctic is warming four times faster than the rest of the world with effects felt globally. What happens in the Arctic doesn’t stay there: if the Arctic loses sea ice and snow cover, global warming is projected to increase by 25-40 percent. Changes happening in the Arctic today are already driving risks elsewhere –including in Africa.

Like the Arctic, the African continent is particularly sensitive to warming and is also heating faster than the global average. The effects of this rapid warming have pinned Africa as the continent most strongly affected by changes in the climate. While Arctic change is not uniformly responsible for disasters across the African continent, there are numerous factors from the northern pole involved. As the Arctic snow and ice melt, more of the sun’s energy is absorbed rather than reflected into space. Thus, temperatures around the world and in Africa rise, as the Arctic is less able to act as the global refrigerator.

When the Arctic is abnormally

warm, as it has been in recent decades, it often leads to a more meandering jet stream. A wavy jet stream can bring lingering hot and dry conditions to the Middle East and northern Africa, yielding, among other consequences, heat waves, drought and crop failure.

For each degree (Celsius) that the planet warms, the atmosphere can hold seven percent more moisture, leading to more devastating precipitation in areas already experiencing significant seasonal monsoons and stronger cyclones. Additionally, this added moisture contributes to wet conditions that are favourable for the breeding of disease-carrying pathogens, creating a heightened risk for vector-borne diseases.

Greenland is rapidly losing ice mass, which is the world’s largest contributor to sea level rise. This impacts coastal communities throughout Africa.

Africa’s lower adaptive capacity heightens its vulnerability to the climate crisis, making risks associated with extreme weather events more severe and uncertain for key industries and business sectors. As a result, SDG targets are jeopardised. Acknowledging far-reaching consequences of Arctic warming is essential to mitigate its impacts in securing a sustainable future for Africa.

Professor Gail Whiteman of Arctic warming development, business

Arctic Basecamp

CLIMATE CRISIS PUTS AFRICA’S FUTURE AT STAKE: THE INTERDEPENDENCE OF BUSINESS GROWTH AND SDGS

Most African countries are not on track to meet SDG targets. The impacts of climate change could further make the targets difficult to attain. Africa faces immense challenges with climate change projected to cause a 15 percent loss in per capita GDP growth, potentially declining by 20 percent by 2050, and 64 percent by 2100 if current trends persist. The SDGs aim to enhance social welfare by addressing key issues such as education, health, gender equality, and social inclusion. However, Arctic melting and climate change pose significant threats to realising SDGs in Africa.

Businesses play a vital role in driving sustainable economic and GDP growth. However, business growth and the SDGs are interdependent; thriving industry sectors in Africa rely on progress across all five pillars of the SDGs - people, prosperity, planet, peace, and partnership. Attaining the SDGs could help business growth, which could lead to increased GDP growth. This highlights the

importance of mutual success and addressing risks that Arctic warming and climate change pose to Africa’s future. We examine the three key links between infrastructure, standard of living, and human capital.

INFRASTRUCTURE: A FOUNDATION FOR BUSINESS GROWTH AND SDG PROGRESS

Robust infrastructure is crucial for business success and is linked to several SDGs, such as SDG 7 (affordable and clean energy), SDG 9 (industry, innovation, and infrastructure), and SDG 11 (sustainable cities and communities). Africa’s infrastructure gaps have historically affected businesses, with high energy poverty leading to increased operational costs

Countries like Nigeria, Ghana, South Africa, and Kenya have launched energy transition plans to address these challenges.

However, Arctic warming increases the frequency of extreme weather events like floods and storms, which can destroy vital energy infrastructure. Since 2010, natural disasters in Africa have surged, with 70 percent of all events occurring

‘ACKNOWLEDGING FAR-REACHING CONSEQUENCES OF ARCTIC WARMING IS ESSENTIAL TO MITIGATE ITS IMPACTS IN SECURING A SUSTAINABLE FUTURE FOR AFRICA’

– ARCTIC RISK PLATFORM

between 2017 and 2021 and floods accounting for 33 percent of reported natural disasters. It is estimated that by 2050, climate impacts could cost African nations USD$50 billion annually in infrastructural damages. These disasters threaten energy networks essential for Africa’s economic growth. Addressing adverse effects of Arctic melting and climate change is vital for infrastructure development and achieving the SDGs.

STANDARD OF LIVING: A KEY TO SUSTAINABLE BUSINESS GROWTH AND ACHIEVING THE SDGS

in Africa will face chronic hunger by 2050, and at least 492 million in Africa could remain in extreme poverty by 2030 if no action is taken. Addressing climate change and achieving the SDGs are crucial for improving the standard of living. This enables businesses to flourish, creating a sustainable and inclusive future for all.

HUMAN CAPITAL: THE BACKBONE OF BUSINESS GROWTH AND SDG ADVANCEMENT

A robust human capital base is crucial for businesses to thrive and scale. However, Arctic warming poses significant socio-economic risks globally and specifically in the African continent. These include health risks, property loss, water and food shortages from extreme weather, sea level rise and increased temperature, compromising human capital needed to drive business growth in Africa.

Climate–related disasters disrupt

extreme weather events pose a challenge to infrastructure resilience and hence SDG 4. Climate linked health events recorded in Africa increased by 25 percent between 2011 and 2021, lowering productivity. These challenges foster mass migration and reduce human capital, threatening the growth of African business and GDP expansion.

CONCLUSION

A higher standard of living is essential for boosting citizens’ purchasing power, leading to better returns on investment for businesses and encouraging business expansion. The SDGs aim to improve social welfare by addressing issues such as education (SDG 4), health (SDG 3), gender equality (SDG 5), and social inclusion (SDG 10). Eradicating poverty (SDG 1) is a significant milestone for enhancing living standards.

Impacts of climate change, exacerbated by Arctic warming, have led to a rise in temperatures and erratic precipitation patterns. Consequently, frequent droughts and floods have occurred, resulting in the loss of millions of hectares of farmland to the desert each year in Africa’s Sahel region, putting counties at risk of food insecurity. It is projected that an additional 78 million people

socio-economic development, triggering migration as people pursue improved opportunities for safety, employment, shelter, basic amenities, and education. In 2021, around 12.5 million people were internally displaced in sub-Saharan Africa due to disasters. 250 million Africans maybe affected by water stress and 700 million displaced by 2023. Quality education (SDG 4) is essential to address the 288 million school-age children currently out of school, requiring investments in educational infrastructure. However,

Africa’s top 10 fastest-growing industry sectors – fishing, textiles, mining, infrastructure, agriculture, energy, finance, transport, healthcare, and space – showcase a tremendous potential for business expansion. Nevertheless, the impacts of climate change, exacerbated by Arctic warming, present significant challenges that can impede growth across various sectors and posing substantial risks to achieving SDGs. Businesses must recognise the interdependence between their growth and the successful attainment of the SDGs. Succeeding in the SDGs to secure a sustainable future for Africa also translates to a win for Africa’s business sector. Hence, it is crucial for business stakeholders to understand far-reaching consequences of Arctic warming for effective actions that mitigate the impacts of climate change in Africa.

For more information on how Arctic change impacts risks globally please visit arcticrisk.org

When tech, community, and the environment collide

of climate change. So that means developing sustainably, too.

Writer: Matt Hawkins, CEO and Founder

The impact of climate change is becoming increasingly clear around the world. And so is the reality that it is the poorest countries and communities that are hit the hardest.

Low-income countries like Malawi have experienced a series of extreme weather events in recent years, including droughts and floods, which

have left millions of children in need of urgent humanitarian assistance. Environmental change is exacerbating existing inequalities - and the countries which have contributed the least to the problem, are bearing the brunt of its effects.

Developing countries face the challenge of driving social and economic change through an era

Technology is going to play a central role in achieving this goal. Smarter systems, with sharper data, continue to open new innovative doors for sustainable growth. But if we want tech to be a true ally in this fight - we need to combat its own contributions to rising temperatures.

HIGH DEGREE DATA

One of the key challenges facing the technology industry is the enormous energy consumption of data centres. As global online traffic rises, data centres are working overtime to keep up with increased demand. Estimates suggest data centres

Matt Hawkins, CEO and Founder of the cloud infrastructure as a service platform, CUDO, unpacks how tech can be the power for

good across Africa

currently account for approximately 1.5 percent of global energy consumption - and this figure is set to rise to eight percent by 2030.

The world needs data. But it needs to utilise it more sustainably.

Some solutions are emerging. For example, Exmouth Leisure centre in the UK is using a miniature data centre to save thousands of pounds every year. The unit is surrounded by oil, which traps the heat and subsequently heats the swimming pool. QScale, a data centre development firm in Canada, has employed a similar strategy to pair its hubs with greenhouses - pledging to cultivate over 80,000 tonnes of tomatoes annually.

One solution to this challenge is through the use of decentralised marketplaces. These blockchain based systems leverage distributed computing power from a network of

One of the most promising uses of blockchain technology in the context of sustainability is the coordination of disaster relief efforts. By offering a decentralised platform for the sharing of realtime resources and information, blockchain can help communities coordinate and respond more effectively to disasters - as well as build more resilient systems.

BLOCKCHAIN AND SUSTAINABILITY IN AFRICA

In the context of Africa, the potential for this technology to promote sustainability and empower communities is enormous. Blockchain technology is enabling farmers to accurately track vital information about their products and processes, which has increased the transparency of supply chains and reduced issues related to illegal and unethical production. It also

helps external parties - such as social impact projects and NGOs - monitor and report their performance towards the achievement of Sustainable Development Goals (SDGs).

Mpowa is a platform for the democratisation of the clean technology revolution. It’s a SaaS start-up creating new opportunities for growth by blending CleanTech, blockchain, and impact investing.

By blending CleanTech, blockchain, and impact investing, Mpowa is creating new opportunities for growth and development in communities that have traditionally been left behind. Its Managed Vendor Partners (MVP) supports end-toend disaster response use cases - from crowdfunding on an external blockchain platform (OneStep) to the actual physical deployment of goods and services. All with full transparency and traceability, via the CUDOS blockchain.

As the world celebrates Earth Day, it is important to recognise the potential of technology to be a force for good, promoting sustainability and empowering communities. Through decentralised marketplaces and blockchain technology, new avenues are opening to support those most impacted by climate change - creating more resilient and sustainable communities in the process.

“AS THE WORLD CELEBRATES EARTH DAY, IT IS IMPORTANT TO RECOGNISE THE POTENTIAL OF TECHNOLOGY TO BE A FORCE FOR GOOD, PROMOTING SUSTAINABILITY AND EMPOWERING COMMUNITIES”

– MATT HAWKINS, CEO AND FOUNDER, CUDO

WAVING THE GREEN FLAG

Leading with the theme of ‘Invest in Our Planet’, we look at how Earth Day 2023 brings together companies of all sizes to highlight the importance of sustainability

Writer: Lucy Pilgrim

For decades, companies have navigated the fine balance between environmental footprint and business prosperity, as the implementation of sustainable practices has been viewed as a detriment to success. However, it has become increasingly clear in recent years that environmental strategy is key to a healthy economy and a thriving global market. Consequently, Earth Day brings to the fore the importance of climate action and holds corporations responsible for

their environmental footprint, as many companies across the world remain overtly stagnant.

THE MAKING OF A MOVEMENT

Occurring each year on 22nd April, Earth Day celebrates sustainability and teaches greener practices to welcome a healthier world. The important annual event was first established in 1970 in response to an increasingly industrial world, which had no regard for the ramifications of pollutants or carbon footprint.

Furthermore, due to a lack of awareness of environmental issues, there was a noticeable absence of legislature or a regulatory body overseeing the issues of climate change.

Identifying a noticeable gap in legislation and corporate accountability, US Senator Gaylord Nelson was a pioneer for environmental change in the US, particularly following the disastrous oil spillages in California in 1969. Therefore, being inspired by the anti-war protests at the time, Senator Nelson and his associates organised campaigns across universities, subsequent other organisations and faith groups. As such, Earth Day set a precedent for environmental campaigns, which took the national media by storm, inspiring over 20 million young Americans, 10 percent of the total population at the time, to act in response to the changing planet.

Today, Earth Day has exceeded its status as a national celebration, to

become an international movement. With a membership of over one billion companies across an excess of 193 countries, it is one of the world’s most impactful movements. Thus, through the alignment with Earth Day’s environmental social governance (ESG) goals, global companies are at the heart of transformative environmental action.

Over recent years, Earth Day has become highly significant in Africa, as it is one of the regions that is most impacted by air pollution, ineffective waste management, and natural disasters caused by global warming. In order to combat such issues, Earth Day Org has been working with grassroots campaigns in the subSaharan region to mobilise people from all of Africa to come together and make a difference. In 2021, Earth Day conducted fantastic work with the African Wildlife Foundation (AWF), that helped strengthen the relationship between the solutions of the climate crisis and the welfare of Africa’s wildlife.

PLANTING THE SEED

With the powerful theme of ‘Invest in Our Planet’, the idea of investment is an all too familiar concept for global companies. This year will be the second time that this theme has been used to bring together governments, corporations and institutions, to create an expanding stronghold of over one billion people. Consequently, it seems necessary to take advantage of the capabilities of organisations to combat carbon emissions, as global businesses are by far the biggest contributors to the damaging factors of climate change.

The implementation of some simple sustainable strategies can have many advantageous effects on the profitability and values of a company. Placing sustainability at the core of the business reflects a modern corporate strategy that reduces overall operating costs and expands a sustainable investment portfolio.

Additionally, businesses can also take the simple steps of going paperless or offering biking-to-work incentives, which are small but mighty actions towards incorporating the values of ESG and creating a healthier planet.

Businesses also have the chance to offset their carbon output by planting a forest as part of the Canopy Project, a fantastic initiative that has overseen tens of millions of trees being planted across the world. With worldwide forest coverage shrinking by an average of 4.7 million hectares per year, Earth Day’s Canopy Project is vital in aiding struggling forestation areas and rehabilitating areas impacted by natural disasters.

Another less obvious solution that Earth Day characterises is the promotion of climate literacy. Through contributing to Earth Day this April, businesses can be a part of an environmental revolution between education and climate change. Thus, the Climate and Environmental Literacy Campaign facilitates a meaningful, integrated climate and environmental education which urges the importance of civic duty on younger generations, whom will be the most impacted by the dangers of climate change. Since the campaign started in 2020, climate literacy has been at the core of the school curriculum. Subsequently, over 95 percent of primary and secondary education in the US and beyond have taken part in Earth Day, reaching classrooms in 149 countries.

With 2023 marking its 23rd anniversary, Earth Day is a vital call to arms to progress climate action, by holding governments accountable for their carbon contributions, as well as encouraging companies to utilise innovative solutions to tackle the crisis. Therefore, Earth Day 2023 wants to invest in our planet to create a sustainable and environmentally responsible world.

Tell us your story and we’ll tell the world

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With content compiled by our experienced editorial team, complemented by an in-house design and production team ensuring delivery to the highest standards, we look to promote the latest in engaging news, industry trends and success stories from the length and breadth of Africa.

We reach an audience of 185,000 people across the continent, bridging the full range of industrial sectors: agriculture, construction, energy & utilities, finance, food & drink, healthcare, manufacturing, mining & resources, oil & gas, retail, shipping & logistics, technology and travel & tourism.

In joining the leading industry heavyweights already enjoying the exposure we can provide, you can benefit from FREE coverage across our digital platforms, a FREE marketing brochure, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and to grow your business.

To get involved, please contact Outlook Publishing’s Managing Director, James Mitchell, who can provide further details on how to feature your company, for FREE, in one of our upcoming editions.

An iconic name in construction, WBHO Construction (Pty) Ltd can be relied on to move the earth for its clients. Berto Smit, Managing Director of Civils, sets in stone the prevailing culture behind a contractor of choice, and its ambitions to become a cross-continental leader in renewables

Writer: Phoebe Harper | Project Manager: Taylor Green

I believe that there is no other construction company in South Africa (SA) that can consistently offer what we do. Our safety record is impeccable, and the quality that we deliver, on time, is just in another league.”

By name alone, WBHO Construction (Pty) Ltd (WBHO)

is synonymous with quality construction of international renown. The foundations of the iconic company were originally laid in 1970, with the inception of Wilson-Holmes (Pty) Ltd – a construction business formed by John Wilson and Brian Holmes.

Since that time, following several mergers that saw the

MARINECONSTRUCTIONANDDIVINGSERVICES

Katlantic(Pty)Ltdisa100%BlackOwnedproviderofunderwatercivilconstruction,dredging, diving,inspection,wreckremovalandmechanicalrepairservices.TheCompanywasfounded byZainKathradain2017withafocusonPortsandDamsinSouthAfrica.Ourmainobjectiveis todelivercosteffectiveandqualityresultstoourclients.Weofferaworld-classservicethatis bothinnovativeandtailoredtosuittheneedsofourclients.WeareanISO9001:2015accredited companythatholdsdivinglicencesinallthemajorSouthAfricanPortswithareachintoAfrica andabroad.

In2018KatlanticwasgivenanopportunitytosupportWBHOonamarineprojectinthePortof Durban,beingachallengingemergencyrepairWBHOrecognisedourabilitytoinnovatively overcomechallengesearlyonwhichcontributedtotheoverallsuccessoftheproject.Sincethen, wehaveworkedcloselywithWBHOonotherProjectssettingourrelationshipin“concrete”. TheseprojectsincludethenewlybuiltTugJettyBasininDurbanwhereKatlanticexecutedawide scopeincludingbutnotlimitedtoDredging,Diving,MarineSupportandScourProtection.

KatlanticwouldliketotakethisopportunitytothankWBHOfortheirongoingsupportandwish themwellinthefuture.InthewordsofAmericanauthorNapoleonHill: "StrengthandGrowth comeonlythroughcontinuouseffort."

entity assume the WBHO Construction name in 1996 and complete a successful league of projects, WBHO has continued to advance and blossom into the largest construction company in southern Africa, listed on the Johannesburg Securities Exchange (JSE). In addition, WBHO boasts an extensive footprint in the UK after entering the space in 2017, and counts myriad projects undertaken within geographies all over the world.

Across the enterprise, WBHO’s extensive and wide-reaching

expertise spanning a full gamut of construction services is split into three strategic operating divisions: Building Construction, Roads and Earthworks, and Civil Engineering (Civils). The latter is proudly presided over by Berto Smit, orator of the opening statement, and Managing Director of WBHO Civils since 2010, from its base in Johannesburg.

ABILITY YOU CAN RELY ON

For Berto, the past 27 years spent working with WBHO reflect a

passion for construction that was ignited during childhood and further enhanced while studying Civil Engineering at the University of Stellenbosch.

“I have always been interested in building things and fell in love with it at a young age when my dad was building houses,” he recalls fondly.

As with all members of the WBHO management team, Berto’s own career trajectory within the company reflects the extensive industry experience channelled across the

PWC Core

board, having previously worked as a director of WBHO’s Cape Division, before eventually transferring to the Managing Director position in Johannesburg.

“The last 50 years have seen people climb up the ranks in the business. Our present CEO has been with the company for over 27 years, and it’s the same for me,” says Berto. “Our current Chairman has been with WBHO for almost 40 years, and prior to that, their predecessors had progressed in the same vein.”

This equates to an unsurpassed knowledge of the business itself, and an invaluable familiarity with the SA construction market.

“That level of experience and continuity within the business really makes a massive difference for us. When I originally came to Johannesburg, there was always talk of ‘the Big Five’ in terms of contractors in SA. Today, there are only two of us left – of which WBHO is

one,” he observes.

“When you look at those companies, compared to WBHO, what really differentiates us is that level of continuity and experience in our senior management.”

Indeed, for WBHO, it is the people behind the company – whether those in management positions or the construction and engineering teams on the ground – that make all the difference, both in terms of capabilities and in securing the sustainability of the enterprise itself.

“We understand the business and we understand the industry, and it is important for us that WBHO gets run by engineers,” Berto shares.

CIVILS EXPERTISE

Within the specific context of WBHO Civils, the division offers a wide range of services and capabilities that span myriad sectors, boasting a diverse portfolio of projects either undertaken or in the pipeline - all of which are

brought to life by the strengths of the WBHO team.

“We have exceptional teams out on-site that are experienced and well-trained. Our teams are hugely important to us, since at the end of the day, this is a business built around people,” shares Berto.

Primarily, WBHO’s civil engineering works are within mining infrastructure to support the industry across both SA and Africa as a whole, which Berto describes as, “our real bread and butter.”

Elsewhere, the WBHO Civils team is well-equipped to oversee heavy industrial plants for major entities such as the electric public utility company Eskom, and other clients including SA Breweries. This field of work also extends to industrial buildings, as seen across many of the mines where WBHO operates and a swathe of other clients such as Twinsaver – a manufacturer of tissues and toilet paper.

“WE INTEND TO REMAIN THE CONTRACTOR OF CHOICE IN SOUTH AFRICA”

– BERTO SMIT, MANAGING DIRECTOR, WBHO CIVILS

SAB Alrode Matling Plant

Creating Solutions Together

RMS Steel and VSL Post Tensioning

BUILDING TOG ETHER

Successful construction projects involve combining multiple elements to make one cohesive whole. While this applies to the actual materials used, it is equally relevant in the case of the different service offerings provided by the various contractors and suppliers involved. Sister companies RMS Steel and VSL Construction Solutions provide the perfect example of different specialties that can be combined to deliver exceptional outcomes, on time and on budget.

VSL CONSTRUCTION SOLUTIONS

VSL Construction Solutions offers multiple solutions to developers, all based on systems delivered by the Licensor, VSL, in Switzerland. The proprietary Vorspann System Losinger (VSL) system has been successfully used worldwide and is based on the process of posttensioning.

Unlike reinforced concrete, the steel elements in post-tensioned concrete (known as tendons or strands) are not in direct contact with the concrete that surrounds them. Instead, they are contained within a protective sleeve and then firmly anchored in place where they emerge from the concrete slab.

BENEFITS OF USING POST-TENSIONED CONCRETE

There are several advantages to this approach – because the steel tendons are cast into the concrete before they are tensioned, a wider range of profiles can be created. When tension is added, and the concrete is simultaneously compressed, the hardened concrete is exposed to reaction forces. These in turn help the completed concrete elements to resist tensile forces once they are in position. Essentially, the concrete is pre-stressed before it is used. Using post-tensioned concrete means that greater spans can be achieved. Crucially, both time and money can be saved through the typical resulting reduction in propping time as well as the reduction in concrete thickness, while the VSL system is also

compatible with designs utilising stay cables, external cables and ground anchors.

VSL also provides construction solutions including retained earth walls, bridge bearings and heavy lifting services. It is its posttensioning offering, however, that can make the biggest different in large-scale construction projects.

TWO FORMS OF POST-TENSIONING

VSL Construction specialises in both bonded and unbonded posttensioning systems. The key differences between the two are the number of steel strands (tendons) employed, and the applications to which they are best suited.

Unbonded systems utilise just a single plastic-sheathed strand, which is tensioned after being cast into the concrete (as described above). Unbonded post-tensioned concrete is most useful as slab or beam elements in buildings built from reinforced concrete. In contrast, bonded post-tensioned concrete is better applied to heavy civils projects like bridges, however, in the modern era they are now more suited to suspended structures where services are

a predominant component of the structure such as in hospitals and both residential and commercial offices. Each cast-in duct can contain multiple steel strands or tendons, with the bonding (and corrosion protection) being supplied by the addition of cementitious grout.

A SOLUTION FOR EVERY NEED

VSL Construction’s service offering has evolved in response to industry needs, with customers able to choose from bespoke solutions that begin with the supply of materials, and can extend all the way to a holistic supply and installation service. Their portfolio of solutions also encompasses supplying equipment and training, as well as design services (either wholly in-house or in collaboration with external engineers).

RMS STEEL

RMS Steel complements VSL Construction through producing and supplying high-quality steel reinforcement in the form of rebar and welded mesh.

Founded in 2002, RMS Steel has made great strides towards achieving its goal of becoming South Africa’s leading supplier of reinforcing steel bars and mesh. Quite literally, they’re helping SA to build back stronger.

RMS Steel is closely allied to the construction industry, which is the market for the vast majority of its output. Its steel reinforcing products are used in structural building components in structures on a wide variety of scales.

Quality, affordable steel reinforcing elements are a mainstay of the construction industry as they make buildings stronger and safer.

QUALITY STRUCTURAL COMPONENTS

Welded steel mesh has multiple applications – primarily as a means to reinforce concrete being used in building. Incorporating steel mesh into walls, floors and roofs increases their load-bearing capability and eliminates issues like cracking.

Steel rebar also offers multiple, lasting benefits. As it’s rustresistant, corrosion will not be an issue, and the strength added by rebar can be counted on in the long-term. It’s a cost-effective solution, and easy to use. Specialist companies like RMS Steel

provide bending and shaping schedules that enable customers to produce the exact rebar shapes they need to align with the original engineering diagrams.

Steel rebar can be used in almost any construction project, from individual houses to major industrial or commercial structures –indeed, anywhere that heavy loads and higher levels of stress will be encountered.

Leveraging its knowledge of construction, steel and load management, RMS Steel has expanded its offering to cover other rebar-related products. These include piling cages, rib and block slabs, accessories and Ancon products

THE VALUE OF KNOWLEDGE

RMS has years of experience in rebar and other steel elements for construction. In addition to providing comprehensive bar bending schedules, it also provides expertise to help customers resolve challenges encountered during construction projects. RMS also offers a pre-assembled rebar service – customers simply have to supply their specifications to receive their custom reinforcing steel elements.

THE STRENGTH WITHIN

Both RMS Steel and VSL Construction – either separately or together – play a key role in supporting the construction industry in South Africa and beyond. In addition to providing elements for new-build structures, VSL Construction can also assist with existing structures, structural concrete scanning and assessment, plus repair and strengthening services.

STRONGER TOGETHER

Whatever your concrete reinforcing needs, VSL Construction and RMS Steel are ideally positioned to support you.

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PROJECT SNAPSHOT: SALDANHA OIL STORAGE FACILITY

The client appointed WBHO to build 12 oil storage and blending tanks at the end of 2016. Full go-ahead for the project was received during February 2017 and it was completed in October 2020.

Each concrete tank is 110 metres (m) x 110m x 17.5m deep and can hold 1.1 million barrels of crude oil.

Major quantities include:

• Formwork - 271,000m2

• Concrete - 156,000m3

• Rebar - 19,000 tonnes

• Earthworks - 1,250,000m3

• Pipework - 36,300m

• Electrical cabling - 245,743m

WBHO undertook the entire construction scope on this project. Find out more here.

“We are also heavily involved in water retaining structures, whether it’s for drinking water or waste water. That’s an area that we have a lot of experience in,” Berto informs us.

Meanwhile, WBHO is an expert in slipforming construction techniques, and also has a dedicated marine division in-house that works with private clients and major names such as Transnet, and most recently through a joint venture (JV) with CCS-JV in northern Mozambique. WBHO Civils is a significant player within the oil and gas sector, and is equally involved in supporting SA’s nuclear activities.

Finally, the Civils division is playing a burgeoning role in driving the clean energy transition, with a swathe of renewable energy projects under its belt and in the pipeline

for development. This work mainly centres on the balance of plant works and concrete keystones necessary for the construction of wind turbines across Africa.

Regardless of the industry or the project at hand, WBHO combines its unparalleled prowess in civil engineering with an outlook centred on accurate pricing that holds the client’s best interests at heart.

“We ensure that every tender we submit is of the highest quality and 100 percent compliant,” Berto comments. “We take enormous pride in the standard of our tenders, no matter what the project and who the client is.”

A LEADER IN RENEWABLES

Returning to the significance of WBHO’s burgeoning role in laying the foundations of SA’s renewable energy

Saldanha Oil Storage and Blending

MORETHANJUSTREBAR…

Barnes Reinforcing Industries (BRI) was established in 2007, to serve the growing requirements for Reinforcing Steel products within the Southern African, and now global, construction industry. BRI provides Reinforcing Solutions to the construction, mining and associated industries, which include the supply, cut, bend and installation of reinforcing steel and mesh.

State of the art manufacturing, backed by a professional, highly skilled BRI Team, ensures a world class customer experience.

infrastructure, Berto highlights this as an area of major attention for future development, with the potential to make waves beyond the country and across the wider African continent.

“South Africa is definitely a bit behind Europe and many other parts of the world in terms of renewable energy and this is a focus point due to the ongoing issues we have with Eskom and power security,” he says. “However, the country has an

abundance of wind and sunshine, and the industry is taking off. It’s something that we all want to be a part of as contractors.

“It’s exciting, it’s new, it’s the right thing to do and it’s a massive market that we can see coming.”

WBHO’s Projects division has a proven track record and vast experience in delivering private public partnerships, concession arrangements and turnkey design

AFRICA OUTLOOK: CAN YOU UPDATE US ON YOUR ONGOING INVOLVEMENT IN THE TWO RIVERS PLATINUM MINE PROJECT WITH AFRICAN RAINBOW METALS (ARM)?

Berto Smit, Managing Director: “This project started in April 2022 and the plan is to finish by August 2023. We are undertaking all the main civil works for ARM’s new concentrator, and so far the project is proceeding very well, and the ‘big ticket’ items are behind us. These higher risk elements all went exceptionally well.

“Now that we are finishing off the major structures, we are helping the client by getting involved with local contractors. This is a massive focus throughout construction in SA, to work more with local contractors on all projects. This is something that we have always done on almost all of our projects, but here we are taking it to the next level. We have mobilised one of our directors to the site to help manage these partnerships with local contractors to ensure that they run smoothly and contribute to the overall successful operation of the new concentrator.”

and construct solutions and is now applying this knowledge in the renewable energy sphere.

A seminal project in this area came in 2014, when WBHO undertook a contract on the Ressano Garcia Gas Fired Powerstation in Mozambique for Gigawatt Africa. This entailed the construction of a 100-megawatt (MW) gas fired plant with 13 Rolls Royce gas engines, three transformers, a gas conditioning station, earthworks, civil

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PROJECT SNAPSHOT: COPPERTON AND GAROB KEYSTONE FACTORY

WBHO built the factory and produced 1,360 concrete keystones for these two windfarms in SA. These keystones are the building blocks for 80 wind turbine towers.

Major quantities include:

• Concrete - 26,000m3

• Rebar - 3,845 tonnes

• Cast-in items - 74,720

• Contract duration: Factory construction – four months, and keystone manufacture - six months

works, buildings and a high-voltage (HV) switchyard.

Similar engineering, procurement and construction (EPC) contracts ensued within solar power projects, such as Kathu Solar in SA (81MW), Ngonye Solar in Zambia (34MW), a 256MW private solar project in the North West province of SA and working as a subcontractor to Nordex Energy on the Nxuba Wind project (147MW), to name just a few.

“As a company, we can give a onestop shop solution to our clients on the renewable side,” says Berto. The Civils division’s work within renewable energy largely consists of the aforementioned keystone factories where WBHO’s concrete experience and specialities are put to good use in the construction of the sections used to build the towers for the wind turbines.

“These are large projects in the region of ZAR500-700 million,” he continues. “We have recently finished one such project successfully and have begun another working with a new turbine supplier.”

WBHO also works on both the civil balance of plant (CBOP) and electrical balance of plant (EBOP) - the former involving all the earthworks and turbine foundations, followed by the electrical work.

“By combining the keystone works with both CBOP and EBOP, we can give the client the full package.”

Elsewhere across the business, the WBHO building team specialises in the construction of 5-Star Green Buildings across SA, with numerous constructions under its belt. In addition, WBHO works closely with a selection of its larger clients in an effort to advise and guide them on ways to reduce the project’s carbon footprint during construction and beyond. This includes the analysis of power consumption and greenhouse gas (GHG) emissions associated with each project.

TRAINING AND TALENT DEVELOPMENT

Not only does the expertise that WBHO brings to each new undertaking ensure a guaranteed level of quality and reliability for its clients, but it also contributes to the culture behind the company as a rewarding crucible for professional development and growth.

The same longevity and level of stickiness within the company evidenced by Berto and other members of the management team, is encouraged amongst all WBHO employees, who are rewarded with an empowering workplace environment that prioritises training and nurturing talent to ensure that the business grows and develops future leaders from within.

Training and staff development is a major focus of investment in allowing

Copperton and Garob Keystone Manufacture

Dredging Africa has proven itself to be a leader in the field of clearing inland dams and harbours of silt, sand, and invasive water plants.

The recent partnership between Dredging Africa and WBHO to carry out the Durban Tug Jetty project, is a significant milestone in the African infrastructure development landscape.

Implementation of specialized dredging technologies made the successful completion of the groundwork for the construction of the new tug jetty possible. However, their success is not only due to their advanced

technology and equipment but also the expertise and professional skills of their dredging operators. These skilled professionals operate the dredgers with precision and efficiency, ensuring that the dredging process is carried out accurately and effectively. The expertise and innovative technologies employed by Dredging Africa have raised the bar for future water infrastructure projects on the African continent. The successful completion of this project is a strong indication of the fruitful collaboration between Dredging Africa and WBHO in delivering top-notch solutions to address the challenges facing Africa.

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PROJECT SNAPSHOT: VLAKFONTEIN RESERVOIR

WBHO constructed this 210 megalitre (ML) reservoir for Rand Water in South Africa with one of its Voluntary Rebuilding Programme (VRP) partners. It is the biggest circular post tension reservoir in the world at 160m diameter and 12.5m deep.

Major quantities include:

• Formwork - 39,000m2

• Concrete - 24,300m3

• Rebar - 2,230 tonnes

• Post tension cable - 256,600m

Contract duration: March 2020 to December 2022. WBHO undertook the entire construction scope on this project. Find out more here.

WBHO to securely and sustainably deliver the levels of quality, safety, and reliability that its name is synonymous with.

“For us, it starts at the very beginning, investing a lot of time with those on our bursary schemes,” Berto explains. “Our Managing Directors will go to universities to conduct the interviews and ensure that we award bursaries to the most suitable candidates; people who we believe will flourish in the construction industry and who will be a real asset to our business. Some companies will send a different representative to do that, but we believe it’s only right that our most senior people are involved in the selection of the talent that we get through those schemes. Construction is a tough industry and we need special people in our company to make a success of it.”

Successful candidates then embark on mentorship programmes with more senior candidates, who

follow their progress on the scheme and regularly check-in on them, both professionally and personally. They also undertake vacation work on WBHO projects, where they gain invaluable on-site experience. After graduating from the bursary schemes and joining WBHO full time, individuals will attend Engineering Schools, beginning with an initial and extensive introduction to both the company itself and the wider industry.

Progressing to the next level of Engineering School, employees are guided through more advanced topics in a similar format, learning the ropes of contractual and commercial matters and other necessities before the advanced Engineering School puts individuals firmly on the path to becoming successful project managers. By this stage, those pursuing the advanced Engineering School will have been in development for close to 10 years.

“Here we dig deep into the commercial, contractual and financial

Vlakfontein 210ML Reservoir

Form-Scaff is a division of Waco Africa Pty Ltd and is South Africa’s market leader in the hire and sale of scaffolding, formwork, falsework and associated services. The operation provides products and services to a wide range of construction and civil engineering industries. With over 60 years of experience and worldclass expertise, Form-Scaff also provide design skills, technical advice and support through more than thirty branches in South Africa and on the continent.

The Division is a major manufacturer of formwork and scaffolding and Form-Scaff’s products have been widely accepted as the benchmark in South Africa. Highly innovative, Form-Scaff has maintained its position among other global suppliers.

The Form-Scaff team are renowned for their versatility and always finding a solution for projects that have planning challenges, changing requirements and difficult deadlines. formscaff.com

BUILDING A BETTER FUTURE

With over 100 stores in South Africa, and neighbouring countries too, we are conveniently placed to service any construction or civils project. From large-scale construction equipment to site safety consumables, we offer a wide range of highquality products backed by the knowledge of our experienced team of Hire Specialists.

side of the business, and our directors are very much involved throughout,” says Berto.

In addition, young engineers and quantity surveyors are offered further guidance with various support systems within WBHO to become professionally registered through the South African Council for the Project and Construction Management Professions (SACPCMP), ECSA, and with MDP courses to help encourage management development.

“We send our brightest employees on these MDPs to really enhance and complete their managerial side,” he continues.

Finally, sponsorship programmes for engineers and quantity surveyors are also designed to pair directors with trainees as a means of further progression.

On the production side of the business, WBHO has a structured training programme whereby foremen attain a South African National Qualifications Framework (NQF) registration or follow an accredited skills development course.

“These are people who typically don’t have a diploma or a degree, but they have many years of construction experience and came up through our ranks. We have a huge push to get them through these programmes and currently, more than 80 percent of our foremen have these accredited qualifications.”

These comprehensive programmes ensure that all WBHO talent is well-equipped and prepared to hit the ground running, with a solid understanding of what is expected of them and how to perform their work safely in an environment that respects them and their contributions.

SAFE AND SECURE

“A lot of people will talk about zero tolerance on safety, and zero tolerance on quality, but for us, it’s more than just talk,” states Berto.

To maintain its stringent safety

standards, the WBHO Civils team performs weekly safety ‘stand downs’, whereby directors will oversee the teams on site paying particular attention to any safety or quality issues, constantly questioning if certain tasks could be performed in a safer, or better way, as a means of constant evaluation and improvement.

The company’s prevailing emphasis on safety reflects a level of empowerment that WBHO aspires to champion within its employees, ensuring that the right people are

matched with the right projects. The company is willing to compromise on the size and scope of the projects it chooses to work on, if it provides an avenue for growth and development for junior members of the workforce.

“Although we are a big company, we put a lot of effort into selecting some of the smaller projects, which might not be where we want to play, but are equally important since they provide an opportunity for our younger engineers and quantity surveyors to experience and understand how a complete project works, but on a much

Dr Petrus Rantli Molemela Soccer Stadium

Mopani Concentrator, Zambia

smaller scale,” Berto explains.

“If you only undertake megaprojects, which is our niche, you will find that some youngsters within the company will start to disappear since they’re not yet experienced enough to run these big jobs and will never get the opportunity to develop. The smaller projects offer us the opportunity to teach the young site managers all the facets of a project, in a less challenging environment.”

Aside from nurturing and encouraging professional growth and experience, the individual well-being of staff is also a constant concern, with staff checking in with each other both on their professional capabilities or challenges, but also connecting on a personal level.

“Members of the Civils team will have one-on-one sessions with me as the Managing Director where I check in with them to understand where they are at in terms of work, and what their expectations are in terms of their own progression. But I also take an interest in their personal lives, asking

about their home situation and what they’ve got going on outside of work. We find that helps a lot,” he shares.

BUILDING THE FUTURE

Turning to talk of the future, Berto has a concrete set of priorities that remain top of the agenda - both for WBHO’s Civils division and the wider company.

“We intend to remain the contractor of choice in South Africa. This is a goal that we have always, and will always, strive towards.”

This involves maintaining an unrelenting emphasis on safety and on the people laying the groundwork both of WBHO’s impressive physical footprint, and its company culture.

“The immediate priority for us is always to complete the year without any serious injuries or incidents on any of our projects,” he shares.

With these people-centric concerns in place as priorities, it is only then that WBHO considers growth and turnover as the essentials of business prosperity.

“Of course, we want to grow the

business, but we have never been a company that just chases turnover. For us, it’s more about growing and developing our people, since we always want to promote from within and give our people those opportunities to grow with us,” elaborates Berto.

When it comes to growing the business’ footprint in terms of projects and new undertakings, for the Civils team, the future is looking green.

“We have been actively busy with our renewable projects in SA for the past eight years, but now we want to establish ourselves as a market leader in renewables throughout Africa. We are seeing more and more projects cropping up outside of SA, and our high-level goals are to target them, and ultimately make them a success.” WBHO

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FOUNDATION OF THE NATION

Synonymous with excellence in the spheres of construction and property development, Basil Read has played its part in building the foundations of South Africa for all citizens

Writer: Jack Salter | Project Manager: Taylor Green

Whether it’s the roads they travel on, the houses they live in, or the schools their children go to, every South African has been touched by Basil Read.

The company’s journey began in 1952 as the brainchild of Basil Leonard Read, and what started as a humble building block has now become a powerful brand that has created a

number of milestones in its areas of operation, supported by over six decades of expertise.

Basil Read has charted its course through tumultuous times in the construction sector, from economic booms to challenging recessions and the plateaus of recovery in between, to secure its rightful place amongst the leading global construction companies.

Based in Johannesburg, Basil Read’s focus today remains on the South African market given the need for infrastructure to stimulate the country’s economy, whilst positioning itself to partner with existing clients as they expand their operations in the wider region of Southern Africa.

A growing African presence, spanning South Africa (SA) as well as Namibia, Zambia, Botswana, and the remote island of Saint Helena, reflects the company’s steady growth and ability to replicate its business model in similar markets.

CONSTRUCTION DIVISIONS

Basil Read’s construction operations, comprising the Civils, Buildings and Roads divisions, have reinforced the company’s position amongst industry leaders.

Major construction works for both private and public sector clients cover a broad spectrum of civil engineering and building projects, from earthworks, bridges, infrastructure, retail and office complexes to residential housing, apartment blocks, harbour and marine works, industrial plants, educational facilities, hospitals, sports centres and much more.

The Civils division serves clients with the best in civil engineering and construction, with the development and implementation of specialised technical and engineering expertise reinforcing Basil Read’s reputation as a frontrunner in civil contracts in Southern Africa.

Basil Read Civils operates on a project basis mainly in SA and neighbouring countries, whilst projects further afield are pursued

for selected clients and where the company has the required capacity and expertise.

Expertise across an almost unlimited scope of construction projects, meanwhile, is offered by Basil Read’s Buildings division. With a selection of prestigious contracts within its growing portfolio,

BASIL READ – ORGANISATIONAL OVERVIEW

• Construction (21 percent of order book) – Basil Read is reshaping the construction sector in SA by packaging its expertise, innovation and quality into one integrated construction solution.

• Developments (eight percent of order book) – Basil Read’s large-scale, mixed-use integrated housing developments are an integral part of its license to operate. The company works with government at all levels, parastatals and nongovernmental organisations (NGOs) to support national imperatives focused on improving the quality of life of all South Africans.

• Mining (44 percent of order book) – Specialist skills and experience set this division apart in a competitive industry.

• Roads (20 percent of order book) – The roads division offers clients specialised capabilities and services to ensure each project achieves world-class standards.

• Saint Helena Airport project – Basil Read proved that effective risk management is critical in providing a turnkey service in the engineering, procurement and construction environments. The Saint Helena Airport project is a prime example of company-wide discipline on a single project.

underscored by a solid performance record, the division has cemented its status within the building sector.

Basil Read’s Roads division offers clients equally exceptional capabilities and specialised services, focused on earthworks, bridges, roads and highways, township infrastructure, and rail.

HOUSING DEVELOPMENTS

Construction work is also generated for the company through its developments business, which focuses on large-scale mixed income integrated housing developments.

Key current projects include Cosmo City in Gauteng, a flagship initiative that demonstrates the unparalleled success of a mixed-use, fully integrated and sustainable housing development.

Since breaking ground at the turn of the century, Cosmo City has steadily grown and is now home to more than 12,000 families who enjoy the numerous parks, schools, cultural and transport facilities, and commercial and retail offerings that have been taken up by the private market.

The initiative was instigated by the SA government to address poverty and housing access challenges, generate a sustainable rates base, and

The GIBB Group of companies is one of South Africa’s leading Black owned multi-disciplinary engineering and architectural entities, with a wide footprint on the African continent.

The company has a legacy of developing large projects in Africa that spans over 65 years. GIBB offers Project Management, Engineering and Design, Architecture, Contracts and Procurement, and Construction Management services across the entire engineering consultancy spectrum through its subsidiary companies and operates in the following markets: power, water, transport, property, manufacturing, mining, and petrochemicals and energy.

services by investing in early stage development. For Project Promoters looking at prospects in Africa, GIBB Capital offers access to a combination of the best technical and project finance skills covering the full project value chain.

GIBB is a partner of choice for the private sector, state owned enterprises and governments who seek knowledgeable talent with proven experience and the expertise to respond to the numerous infrastructure demands and needs of the continent.

+27 (0)11 519 4600

+27 (0)11 807 5670

info@gibb.co.za

www.gibb.co.za

THE LEADING EXPERTS IN ENSURING SUCCESSFUL PUBLIC PARTICIPATION.

We specialise in community engagement and stakeholder facilitation for infrastructure development projects in townships, cities and informal settlements for both the public and private sector.

WHY CHOOSE US?

- 100 percent black female owned

- Over 20 years of combined experience in social facilitation

- Maintain site stability

- Build community development

- Develop project advocacy

- Development of stakeholder engagement plans

- Strategic mediation of grievances

CONTACT US TODAY FOR EXPERT SOCIAL FACILITATION SOLUTIONS:

Phone: 010 007 5151

Email: info@bsapphire.co.za

www.bsapphire.co.za

A world-class Africa-based solutions provider of infrastructure planning.

stimulate economic growth. Through the unlocking of key infrastructure by government, the public-private investment mix has been able to contribute to the success of the development as a mixed income residential development.

As well as providing a healthy and vibrant environment to live, work and play for all residents, Cosmo City has created almost 50,000 employment opportunities and had a vast socioeconomic impact valued at close to ZAR16 billion during construction and ZAR20 billion post-construction.

Cosmo City has ensured the spatial transformation of the city through the development of a large quantity of housing units within a quality neighbourhood, and ensured the integration and affordability of the community.

This hallmark development represents an integrated housing success story and a milestone in the history of Basil Read, as Cosmo City has received in excess of eight development awards and been recognised over the duration

of the project.

Basil Read is also 10 years into the Malibongwe Ridge development, an extension to Cosmo City located northwest of the Johannesburg central business district (CBD), where 1,800 out of 7,000 houses have now been built.

A total of 6,000 units have additionally been built by Basil Read in Savanna City, another of the company’s key current development projects.

BASIL READ AND THE ENVIRONMENT

Respecting the environment is a crucial element of Basil Read’s business.

The company strives to protect and sustain the environment, manage its impacts effectively, and accurately report its carbon footprint to help reduce consumption of natural resources.

Vision – Minimise harm to the environment by working in an environmentally responsible manner.

Mission – Become a company with continuously lower environmental impacts as a leader in environmental best practices in the construction industry.

Strategic thrusts:

• Grow Basil Read by conducting business in an environmentally sustainable way.

• Proactive environmental risk management.

• Entrenching a culture of zero harm.

Unit sales continue to exceed expectations in Savanna City, underscoring the demand for affordable housing, and over the next decade it will create tens of thousands of jobs, many of which will be permanent post-construction.

Elsewhere, the company’s mining operations specialise in surface contract mining, which includes drill and blasting, material handling, bulk earthmoving, mobile plant maintenance and management services to name a few.

The Mining division offers complete mining services with decades of experience in hard and soft rock mining, selective mining and material handling in remote and challenging locations, and owns and maintains a fleet of mobile mining equipment that can be deployed to meet clients’ requirements.

LEGACY OF LEARNING

Basil Read’s success as a leading company in the construction, mining, and developments sectors is driven by each individual it employs, locally and internationally.

As the performance of the company depends on a highly-skilled, motivated and talented workforce, Basil Read is focused on protecting the safety of its employees, engaging with them, and increasing diversity to better reflect the societies in which it operates.

A number of skills development initiatives are run by Basil Read to train employees, as well as ensure surrounding communities are empowered with new skills in order to build a legacy of learning.

On-site training, health and safety courses and learning management skills are also provided by Basil Read, whose focus on employees also includes internal bursaries,

learnerships, computer skills, SHEQ and job specific training to ensure their continual development and encourage life-long learning.

Basil Read has also established an in-house occupational health clinic that, in addition to related services, provides basic medical evaluations for all employees, allowing health indicators to be regularly monitored and medical assistance to be sought where necessary.

The company takes a holistic approach to employee wellness, and through its healthcare brokers and medical aid administrators, provides various services from employee wellness days, HIV/AIDS testing and support to trauma and other forms of counselling.

Gym facilities and a restaurant in the corporate office equally give Basil Read employees the opportunity to follow a balanced lifestyle, whilst they work to build the foundations of SA.

TRANSFORMING AFRICAN TELECOMS

Africell is a fast-growing mobile network operator with a pan-African footprint helping sub-Saharan Africa share in the extraordinary long-term benefits of digital connectivity. We discuss its launch and expansion in Angola with CEO of Africell Angola, Christopher Lundh Writer: Ed Budds | Project Manager: Josh Hyland

Angola’s government is currently campaigning to reform, liberalise and diversify its oil-focused economy, with telecommunications acting as the central engine of this transition.

Until last year, Angola, a large subSaharan economy with a young and welleducated population, had undershot its

economic potential in part due to a static and underfunded telecommunications sector which continually stunted digital innovation.

Africell Angola (Africell) was invited into Angola to shake up the sector, stimulate competition, introduce better pricing and quality, and spark a wider transformation.

AFRICELL ANGOLA TECHNOLOGY

“We won the license in January 2021 and launched services in April 2022, as all the preparatory work of recruiting a team, building the infrastructure, and fashioning a distribution network was done during the tough COVID-19 pandemic conditions,” explains Christopher Lundh, CEO of Africell.

Battling against an onslaught of lockdowns, travel restrictions, and cost inflation, many companies struggled during this turbulent time, but Africell adopted an ambitious start-up mentality, enlisted both local and international expertise, and

launched on time against the odds.

“Our activities during the roll-out period gave a big boost to the local technology supply chain and the wider economy, at a time when economic activity had slowed,” says Lundh.

“Wherever I have worked in my career, I have been motivated by witnessing how mobile telecommunications are a positive force for society and the economy, and that more digital connectivity is better than less,” he says.

Headquartered in the lively and cosmopolitan capital of Luanda, Africell’s overarching goal is to be

the employer of choice in Angola, offering an inclusive, entrepreneurial and globally connected environment in which ambitious professionals can make a meaningful impact.

A CONTINENT IN TRANSITION

The field of telecommunications in Africa is at the sharp end of several important global trends such as technology, sustainability, geopolitics, the environment and cultural innovation.

“In recent history, Africa has been poorer than the rest of the world, lagging on most measures of

The Africall team

economic development. However, as telecommunications expands on the continent, it is presenting a powerful counter-example to this narrative,” sets out Lundh.

Telecommunications are challenging the idea that Africa is destined to achieve less economically than everywhere else. Mobile communications are bridging economic gaps in Africa that would otherwise be impossible to fill, and doing so relatively cheaply and cleanly.

Modern industrial and commercial activity demands strong and rapid

data, and in the developed world, this is provided mainly by fixed fibre. In Africa, however, installing fixed fibre at scale is prohibitively difficult.

Mobile networks offer a solution by connecting individuals and enterprises to the internet without the need to redesign urban spaces or roll out expensive infrastructure into hardto-access rural areas. They also unlock benefits such as communications, education, trade and entertainment that had previously been out of reach.

The telecommunications sector in Africa is also a driver of wider social innovation.

“Consider mobile money. SMSbased systems for payments and transfers were pioneered in Africa and are now booming everywhere in the world where financial infrastructure is limited. Mobile money is an example

of a genuinely game-changing technology that was developed in Africa for the benefit of Africans, yet has been successfully exported elsewhere,” Lundh argues.

Many people see Africa today as a testing ground for wider geopolitical strategies, and Angola is arguably on the front line of this exciting transition.

EXPANDING THE NETWORK

Spearheading this wave of invigorating transformation across the continent, Africell’s services arrived first in Luanda before launching in Benguela, an important province that is home to Lobito, a major port for the nation. By the end of 2023, the company expects to be present in Lubango, Cabinda, and Bengo.

Africell’s network in Angola is built using Nokia equipment.

Firstly, could you provide me with some insight into Keyresearch, the services you provide and what your portFolio looKs liKe?

Founded in 2005, Keyresearch is the oldest market research company operating in Angola. We specialise in collecting, storing and analysing datasets through the combination of techniques and specialised methodologies which meet the necessities of local and international clients. We offer regular studies, over pre-defined methodologies, such as “Brand Positioning Study”, “Commercial Establishments Census”, and “Retail Audit”. On the other side, we carry out ad hoc studies constructed on a personalised methodology according to the necessity of the problems of the client.

All the projects conducted by Keyresearch are according to the International Code ICC (International Chamber of Commerce)/ESOMAR (European Society for Opinion and Marketing Research) for market research, opinion, socials and data analysis.

We also adhere to the United Nations Global Compacts, compromised with the Global

Objectives for Sustainable Development.

could you outline some oF your Key clients and proJects?

We manage the necessities of commercial departments, and the marketing of small, medium, and large major companies, whether they are local, multinational, or governmental organisations.

Now, we have completed more than 500 projects, many of which we are proud to have participated in, and we are thankful to be given the opportunity of their respective sponsorships. The project for PSI Angola had an objective, to learn how the owners of mosquito nets use and care for them in certain regions of our country. Research turned to the correct use of the mosquito nets and a guarantee for better prevention of the disease, which according to the Programme of the Fight Against Malaria affected 2,580,388 people in the first quarter of 2022. Another reference is the research done for International Finance Corporation (IFC) on the poultry sector in Angola. IFC is the biggest global institution which has turned to the private

sector in a developing country. The sector being studied is key for the subsistence of rural Angolan communities, and is strategically important for the economy, food, and nutritional security of the population.

One project which put our team to the test was recruiting for Africell Angola in 2022, for its complexity in managing a team of approximately 1,200 people. There were many difficulties during the selection, recruiting, training, logistics, communication, and technology. We overcame the application of techniques and management tools available for the project. The main objective was to have teams positioned in the province of Luanda and register the biggest number of clients for a new operator, overtaking more than a million registered clients. At the end of 2022, Africell announced recruiting more than five million clients.

which sectors do you operate in?

In 18 years of operating, we have had the opportunity to work on projects in diverse sectors, such as banking, insurance, telecommunications, alcoholic and non-alcoholic beverage industry, food industry, hygiene, media, health, logistics, and information technology (IT), etc. The research is oriented for the consumer, business-to-consumer (B2C) studies and others for the orientation of companies, and business-tobusiness (B2B) research.

could you tell me a Bit aBout Keyresearch’s regular studies - “Brand positioning study”, “commercial estaBlishments census”, and “retail audit”?

The Brand Positioning Study has the main objective of measuring the impact of trademarks. Through this project, we analyse the performance of the brands that act in the Angolan market and for the segments of the financial market, health, alcoholic and non-alcoholic beverages, hygiene, dairy, tobacco, among others. They have bimestrial periodicity and cover the entire province of Luanda, representing 27 percent of the total population of Angola.

The company owners know and analyse which brands are consumed more, and monitor the indicators utilised in the world such as market share, top of mind awareness, recall of

advertising, Net Promoter Score (NPS), among others. It offers an analysis on how a determined trademark is comparative to the main competitors. On the other side, it becomes possible to make plans of assertive communication through the habits of the media of their market defining the best investment in communication. In this way, the responsibility for communication of the trademark will be verbalising the calculations on Return on Investment (ROI) of their companies. As for the Commercial Establishment Census, it is important to say that we never go very far when we do not know where we are going. This project resolves the problem according to the mapping of establishments of interest and in a determined region with delocalised data. We did an X-ray of these establishments, characterising the type of establishment, access type, products sold, address, telephone contact and much more. It is therefore a powerful tool for the commercial and marketing of a company. With this tool, the company will be able to establish the best routes of distribution, economise with the assertiveness of logistical strategies, and develop commercial actions from the addresses and telephone contacts collected. The Retail Audit project shows what happens in commercial establishments. A very experienced team in this work methodology collect monthly data of the establishments in the province of Luanda. Thereby, they obtain information on the best-selling products and brands for consumers, such as data by type of establishment, product category, brands sold, surveying products in stock and much more. Products from the alcoholic and non-alcoholic beverage sector, cigarettes, biscuits, milk, coffee, tea, chocolates, among hundreds of other food or non-food products

are investigated. It is an extremely assertive tool for the commercial and marketing teams of organisations.

The managers will know the information for the products sold from its brands and competitors. It will facilitate project sales through insights such as the increase or decrease in the stock of the brand’s products. It will monitor the most used key performance indicators (KPIs) in the market, such as market share, sales seasonality and much more, comparing with the company competitors. Therefore, you will always have updated answers to the following questions: Which product sells the most? Which types of establishments sell my products the most? Which packages are most attractive?

All of this in a Power BI dashboard.

what is the company’s mission and vision?

Our mission is rooted in assisting our clients to achieve success, offering access to diversified services of the market research in the qualitative and quantitative approach, providing the companies with trusted evidence as a base for their decision-making, given within the adequate timeframe, and competitive costs, excelling in our operations.

We align ourselves as a national company of reference for market research. We are the partner of choice, recognisable as a provider of quality, accessible, transparent, and competitive coverage which helps our clients in making decisions based on evidence in real time, also maximising business objectives and relationships with stakeholders.

can you speaK aBout the regular marKet

studies with relevance to Brand holders, Brand managers, product distriBution companies? We can share some results of our Brand Positioning Study, released in September 2022. In a sample of 604 individuals residing in the province of Luanda and over 15 years of age, it was found that approximately 68 percent of respondents have a bank account, and men aged between 25 and 34 are most likely to have one. As for media habits, it was found that 55 percent of the individuals interviewed listen to the radio, 86 percent watch television, 23 percent read newspapers, 22 percent read magazines and 73 percent access the internet.

c ould you expand on your specialised techniques?

We have many specialised techniques that we have developed ourselves, but several of them are obtained by companies who we work with. The main one, without any doubt, is the Study of Consumption Habits with the objective of delimiting and describing the consumers of products, services or trademarks at each level of the population.

In addition, the Study of Client Satisfaction is a fundamental tool for managing companies and organisations in a way which assists in strengthening the relationship among companies, the brand, or the institution and its clients. Another technique is the Acceptance Test, which consists of having the product tested by the target audience in conditions as close as possible to the reality of consumption or use, to assess the extent to which the new product is accepted by the target audience.

The Pre-Announcement Test is like an insurance that reduces, but does not eliminate, the risk involved in launching a new advertising campaign. We also developed the mystery client, which is just as the name suggests. The technique considers the presence of research “disguised” as a client, characterised according to the profile of the evaluated establishment.

could you tell us aBout your team - which Fields do they specialise in?

We have an internal team of experienced professionals composed of senior analysts of market studies, analysts of quantities studies, analysts of qualitative studies, programmers, project managers, statistics, marketing, finances, management, law, sociologists, and computer science.

As marketing is always in flux, our team continuously undertakes training, as it guarantees that we are updated on new changes in the management of projects and in market research.

how many employees do you have, what training do they receive, and what are your practices For social and research marKetplace?

Our technical team is composed of 11 collaborators with vast experience in the project management of research and market studies. This internal team is complemented by a robust and experienced field team with roles of interviewers, auditors, recruiters, and supervisors. They are dedicated and regularly trained by our technicians in relation to our policies,

processes, norms, and good practices for the social investigation of the market. As they are freelancers, Keyresearch can select and recruit the necessary number of contributors through our interviewer’s pool.

We also have a group of professional consultants with a minimum of 10 years’ experience. We go to these specialists for projects with an elevated complexity of sectorial research, where they are of great use.

are there any proJects that you are worKing on at the moment or in the Future that you would liKe to showcase?

In the near future, we will be participating in a new project which will impact the nation. It will emphasise and identify failures and problematic service in the distribution of potable water and basic sanitation.

We are talking of a very relevant issue for the communities in research, according to data from the National Statistics Institution, referring to the definite results from the general census of the population and housing in Angola in 2014, only 44 percent of family aggregate in the country have access to appropriate drinking water while 60 percent of the same have access to adequate sanitary facilities.

The project is challenging, but also motivating, and it brings pride to the team at Keyresearch.

It is the only National Defense Authorization Act (NDAA) compliant commercial mobile network in Africa, which means that it has both a performance security advantage over other networks in Angola.

It is also distinguished by its 5G capability, offering download speeds up to 15 times faster than Africell’s typical 4G connections, which are already the fastest in Angola by a wide margin.

“Like in our other operating markets of the Democratic Republic of Congo (DRC), Sierra Leone and The Gambia, Africell’s focus within Angola is on affordability and reliability. Since launching, we have earned more than seven million subscribers,” according to Lundh.

This is an explosive rate of growth and testifies to the huge pent-up

appetite of Angolan mobile users for a quality network at fair prices –something that has been unavailable to them for far too long. In tailoring its offering to Angola’s needs, Africell works closely with leading partners in local market analysis, such as Keyresearch.

DELIVERING INNOVATION

In 2022, Africell activated and launched its 5G network, which arguably has a more powerful usecase in Africa than in other parts of the world, where ultra-fast internet can be delivered to homes and businesses through fixed cables.

Installing 5G sites is significantly cheaper, easier and quicker than building a fixed cable network, so it can deliver the benefits of high-speed data despite wider

AFRICA OUTLOOK: WHAT HAS YOUR EXPANSION TO BENGUELA BROUGHT TO THE BUSINESS?

Christopher Lundh, CEO, Africell: “Launching in Benguela, our second province, was an important step in our roll-out strategy.

“Benguela is an important city in its own right. It is also home to Lobito, a major commercial port. The processes of identifying sites in the province, deploying the technology, and building a buzz about our services in the local population were our key challenges in the run-up to launch.

“So far, we have succeeded. Subscriber growth has exceeded expectations in part because Africell’s reputation preceded it, following our hugely successful launch in Luanda.

“Mobile users were eager to try our network for themselves. We won’t see our job in Angola as “complete” until we have established more comprehensive nationwide coverage, but our launch in Benguela and, in 2023, in Lubango, Cabinda, and Bengo are huge steps towards that goal.”

infrastructure limitations.

“We are pioneering the development of private mobile networks in Angola, with an emphasis on 5G. The country has plenty of potential “campus” environments, such as port complexes and mine facilities in remote locations, which stand to benefit from fast, reliable and secure connectivity at a large scale and an affordable price,” Lundh outlines.

“We are also due to launch our mobile money service, Afrimoney, in the first half of this year. It will be the first full mobile money service in Angola and promises to increase financial inclusion, encourage private saving and investment, and stimulate Angola’s already lively culture of entrepreneurship,” he adds.

Elsewhere, Africell was the first operator to launch eSIMs in Angola.

These give the company’s customers a high degree of flexibility and allow them to use their devices wherever they are in the world.

As Angolan consumers begin to travel more, and as the country’s tourism industry develops, eSIMs will prove a point of difference for Africell.

“Our mission is to ‘Make Life Simple’ for customers, and eSIMs deliver this.”

A SLAM DUNK FOR AFRICA

Basketball is the most popular sport in Angola, and the NBA (National Basketball Association), America’s top basketball league and

organisation, is a powerful brand name in Africa.

The NBA is currently executing a strategy to expand its activities on the continent, and as a US company, it was only natural for Africell to team up with NBA Africa, an iconic American brand, to lead its entry into Angola.

Lundh tells us how this historic partnership has both commercial and social elements to its wide stretching appeal.

“On one hand, we are excited to be seen by our new customer base as a company that understands the tastes and passions of young Angolans; at

the same time, because the partnership is focused on encouraging women and girls to take up and play basketball, it means that we are contributing in a tangible way to greater social inclusion,” he explains.

Alongside NBA Africa, Africell continues to invest in a plethora of other social initiatives.

In April this year, the Africell Impact Foundation launched an ambitious artist residency programme in Angola called Africell x Angola AIR.

“Artists from across our pan-African footprint – the DRC, Sierra Leone and The Gambia – will travel to Angola to

Lundh is proud of the culture that is emerging at Africell, one that is a product of both careful, meticulous design and deep character.

Headquartered in Luanda, WeeConnect is a dynamic and ambitious company focused on raising the quality standard of its partners and customers in the Angolan market.

Founded in 2021, the company currently has a team of more than 400 employees, including specialised professionals and a management team formed of top senior performers and leaders with over 20 years of accumulated individual experience in different markets and activity sectors.

The entire WeeConnect team is driven by both people and results, with a proven track record of success. Delivering the best customer experience, connecting people and brands through positive interactions, and creating lasting, trusting relationships are what drives them and their commitment to Angola.

Imagine if you could create a corporate culture focused on the best employee experience, having your employees totally committed, passionate and in love with your brand while delivering a great customer experience. How would it be?

WeeConnect was born from the unshakable belief that it was possible for the Angolan market to have an improved quality of service and better customer experience across all the various sectors of activity.

We realised that the market was too centralised and closed to new players. Clearly there was room for bringing more to the market, through new and differentiated solutions, more competitiveness and a lot of passion, and the delivery and innovation to make things happen.

From a small seed, and a lot of enthusiasm to get down to work, today, a year and a half after opening its doors, the Wee dream has been taking shape. The company has been treading its own path and gaining the trust and recognition of its clients and partners on a daily basis, thanks to its level of commitment, distinctive quality and delivery capacity.

In a market full of opportunities that we also help to create and develop together with our clients, we can proudly say that we are already established as one of the group’s main players, continually surprising and

innovating with our value propositions.

We consider ourselves as a clear alternative that is extremely competitive and differentiated at several levels, delivering integrated solutions that are based on international standard best practices, focused on the development and harmonious articulation of people,

processes and systems, transversal to any activity, public or private sector.

Our commitment to Angola is to bring more value to the entire business chain, to our partner companies (B2B), and to their end customers. Businesses win, customers win, and in general, the Angolan consumer benefits the most.

OUR SERVICES AND SOLUTIONS

The opportunity to improve customer service in Angola with the right specialised partner, with vast knowhow and experience in several dimensions to help and support your business. How?

360º Customer Service

Guaranteeing more effective and efficient turnkey solutions, providing information, commercial and technical support at all stages of your customer’s life cycle, before, during and after sales, in all contact channels and touch points: call centre, stores, face-to-face or digital, assisted or remote, front and back office, inbound or outbound, in outsourcing or full outsourcing (BPO) models, with total quality and reliability, allowing you to focus on your company’s core business.

People

Do you need access to highly skilled and qualified resources, filtered by the most rigorous recruitment and selection processes and methodologies to ensure specific functions or processes of your organisation? Whether just in terms of recruitment and selection in its various stages, or the temporary assignment of qualified and specialised human resources for a given project, you can count on WeeConnect as a strategic partner in the supply of qualified manpower.

Training and Qualification

We deliver this through the definition, development and delivery of programmes or standalone training, customised and tailored according to our customer needs, both in soft and hard skills, behavioural and technical competences. This is delivered efficiently and adjusted to the real needs of the customer, according to the maturity stage and proficiency levels of its employees and supported by a prior diagnosis of its organisation, so that they are consistent in the effective qualification and development of its human capital.

Strategic, Organisational and Operational Consultancy

Leveraging international best practices through the analysis, recommendation and implementation of innovative management, control and development

methodologies, in different areas of activity, namely:

• Employee and Customer Experience

• Customer Intelligence (Big Data insights)

• HR Strategy, Audit, Organisational Reengineering and Corporate Culture

• Business Process Management and Automation

• Project Management (PMO)

• Audit and QoS Management Systems and Processes

• QoS Customer Surveys that better support the tracking and management of key strategic performance indicators such as NPS (Net Promotor Score), CES (Customer Effort Score), among others. Both are relevant to transform and improve the delivered and perceived customer experience.

Technological Solutions

Our infrastructure is based on state of the art technology, which is among the best internationally in this activity sector. This allows us to guarantee the provision of a high security and quality service.

Our technological platform guarantees a holistic view of your organisation’s ecosystem in terms of customer service, allowing an integrated, centralised and omnichannel network through a software-as-a-service (SaaS) solution. This can be all in one screen, or modular, which allows the management of all customer

interactions through every contact channel and touchpoints such as telephony, social networks, digital channels, stores, CRM and Trouble Ticketing solutions interface, quality audit and knowledge base.

WHO WEE ARE?

Our people - our Wees - have the quality of teamwork and the will and enthusiasm to make Angola grow daily in what we do best. These factors are some of the most competitive advantages of our company.

The employee experience ensures the most effective delivery of a better customer experience and that starts at the moment of onboarding. This is when the organisation’s story starts to be written. It is essential to find employees who best fit the desired profile with our culture, values and vision, sharing the joint responsibility of delivering better experiences in collaboration and cooperation within their daily work. This is a determining factor for us to grow together, individually, as a team and as an organisation.

From founders, investors, and managers to the more operational teams, we truly believe in the added value of our work, and that every one of us has an active role in the development of each other. Ubuntu, an African philosophy meaning “I am because we are”, is at our core values and part of our DNA, unlocking the huge potential that together, we

are making and delivering a positive change to the market.

Africell Partnership

“Africell Angola is both very pleased with and indeed proud of our partnership with WeeConnect in recognition of their assistance in providing outstanding customer service to our millions of subscribers”

Christopher Lundh Chief Executive Officer, Africell Angola

Africell Angola’s confidence in WeeConnect has been fundamental to the path we have taken so far. We share the same vision and values, and this greatly facilitated the development of the strong partnership we have today. We were selected at different times, as strategic customer experience partners for the quality and effectiveness of the work carried out, from training to consulting on customer service processes to providing a call centre, digital channels and store services and people, always delivering what we promised in a humble way to do business, in line or even above expectations, and in the most competitive way that the market offers.

“Teaming with WeeConnect as our strategic partner has paid huge dividends to Africell. Although WeeConnect, like Africell, is relatively new to the Angolan market as a company, its

management team’s experience, expertise and professionalism made them the clear choice to represent Africell as our call centre partner. Starting a telecommunications company in a new market is a significant challenge, and WeeConnect shared our commitment to delivering the best customer service experience to our customers, acting as our ambassadors to our customer base from day one. They invested in quality people, provided first class training, and emphasised quality assurance to deliver the highest level of customer service. WeeConnect’s responsive, adaptive, and aggressive leadership has been vital to the success of Africell and we look forward to growing with this team as we continue to deliver the quality of service the people of Angola deserve.”

Chief

James Brown

Operations Officer, Africell Angola

– CHRISTOPHER LUNDH, CEO, AFRICELL ANGOLA

network, research, and collaborate with Angolan artists and creatives. Supporting contemporary African art is a key focus area for the Africell Impact Foundation. Luanda has a vibrant arts community, so we are excited to connect it to other cities in Africa through this first-of-its-kind project,” Lundh expands.

CULTIVATING AN INCLUSIVE CULTURE

Lundh is proud of the culture that is emerging at Africell, one that is a product of both careful, meticulous design and deep character.

“Design is crucial because we have proactively sought to shape the organisation in a way that encourages transparency and professionalism –for example, by clarifying job scopes and giving employees opportunities to work across functions, and hiring people who have a keen desire to make a positive impact both in the office and in the wider community,” he explains.

In Africa and elsewhere, it is easy for companies to become slow, bureaucratic, and hierarchical, but Africell is avoiding this fate.

“Hiring talented women is a key

“MOBILE MONEY IS AN EXAMPLE OF A GENUINELY GAME-CHANGING TECHNOLOGY THAT WAS DEVELOPED IN AFRICA FOR THE BENEFIT OF AFRICANS”

priority of our strategy moving forward. A diverse and representative team is better at doing the job at hand (in our case delivering quality mobile service). It is also more appealing to our customers.”

Consciousness of the rights and status of women is growing in Angola, and Africell wants to be a company that reflects its customers, the communities that it operates in, and the make-up of contemporary Angola.

The Africell Angola Women’s Network has been instituted to ensure that female employees have the full range of opportunities to develop in their careers and move to leadership positions within the business.

Just like the passion Africell displays for looking after its staff, the company strives to make a positive everyday difference to customers through the provision of affordable, accessible and good quality telecoms products and services, thereby

creating wider social and economic benefits for the countries in which it operates.

“In 2023 and beyond, our priorities are to continue the phased roll-out of our network into new cities and provinces, and to continue to win market share from customers seeking fair prices and good quality service,” Lundh concludes.

THE BROADCASTER OF CHOICE

We tune in with Agnelo Laice, Managing Director of MultiChoice Mozambique, who discusses meeting the demand for local television content

Writer: Jack Salter | Project Manager: Josh Hyland

For families in Mozambique, TV is at the core of home entertainment.

The country’s TV market, one of the fastest growing and most competitive in Africa, was changed forever in 1995 with the entry of a bold new broadcaster – MultiChoice Mozambique.

With the vision of bringing cuttingedge broadcast technology to Mozambique whilst simultaneously uplifting the nation through inspired corporate citizenship, MultiChoice was born.

Quality Contact Centers

Quality Contact Centers Moçambique was founded in 2015 in Angola, before opening its offices in Maputo, Mozambique in 2019, as part of the company’s internationalisation and regionalisation process. The company continues to expand and improve its service offerings across a wide spectrum of industries.

Africa Outlook (AO): Briefly introduce us to Quality Contact Centers Moçambique.

Quality Contact Centers (QCC): specialised services in the areas of contact centre and business process outsourcing.

given the opportunity, and we are eternally grateful for it.

‘‘We can now respond to each new challenge in a smart and proactive manner, as it is in our DNA to bring solutions, not problems.

“We were awarded the management of the social media hub for both the Angola and Mozambique markets in 2019 and we now respond to queries presented on those channels. We also provide outbound and inbound for one of the segmented customers. Multichoice Mozambique is aleader in its segmented product and perceived by the market to have an excellent Customer Care Line.’’

AO: Tell us about some of the major challenges faced and how these have been overcome?

QCC: “The process of choosing a partner that provides the services that we do, is taken at the strategic level of organisations, normally in response to the question of “how do we become relevant to our customers?”

“Nowadays, the key differentiator between brands is service, experience, and availability.

‘‘Decision makers within organisations want to be certain that the privacy of customers is going to be preserved and that the customer’s personal data is going to

opportunity to pay tribute to Paulo Sergio Sampaio Lavrador, one of the founding partners. His contribution has been immeasurable.’’

Throughout the last quarter of a century, the company has been a much-loved part of Mozambican society, whose ability to provide content for every member of the family remains its unique selling point and brings people together to share precious moments and unforgettable memories.

“Over the past 27 years, MultiChoice has consistently strived to make great local content accessible,” states Managing Director, Agnelo Laice.

“Aside from providing cutting-edge hardware on which to enjoy such programming, this aspiration has also included securing the rights to international content such as world sporting events, dubbing much-loved shows, and providing a platform for local stars to shine.”

The Mozambican television landscape is changing its way of producing and broadcasting content and telling local stories. There is a strong desire for diverse material, but an even greater desire for local

content, and this is where MultiChoice has placed its focus.

Prioritising diversity, culture and creativity is a “universal science” according to Laice, who traded a sterling 20-year professional career in finance and risk management in January 2019 to head up MultiChoice’s fast-growing business in Mozambique.

Drawing on his management experience, he has helped to bolster the company’s unique position in content creation and distribution both locally and across the broader continent.

“In doing this, and in serving the company, I want to derive better value for the organisation and help people to reach their full potential grounded in our shared values, which is exactly what I do at MultiChoice,” he tells us.

HOME-GROWN CONTENT

There is an almost insatiable appetite for authentic content, and like others across the world, Mozambicans respond enthusiastically to

AFRICA OUTLOOK: CAN YOU TELL US MORE ABOUT THE MULTICHOICE TALENT FACTORY?

AGNELO LAICE, MANAGING DIRECTOR:

“We merged our passion for uplifting Mozambicans with our promise to provide outstanding content in what remains our most ambitious social investment to date: the launch of the MultiChoice Talent Factory (MTF).

“This initiative aims to develop the next generation of Mozambican filmmakers and ignite the country’s creative industries, via a fully paid 12-month learnership under the tutelage of international and African top creatives.

“What’s unique about the MTF programme is the hands-on film experience offered through immersions in local M-Net productions across the continent with on-the-job training. Aside from being upskilled in all areas of film production, these students – and those who follow in years to come – will help grow Mozambique’s film and TV sector while proactively feeding the country’s content pipeline with high-quality, original local productions.”

entertaining, educational and informative content that portrays their culture and represents their communities.

Though MultiChoice prides itself on being the best in sport, news, and international content, local content remains a core part of its differentiation strategy.

With the launch of the Maningue Magic channel in 2022, which is unique to MultiChoice, the company delivers home-grown Mozambican content to customers across the country.

“This channel was designed for Mozambican viewers and features high-quality local content, showcases desirable and compelling local entertainment, and looks to inspire Mozambicans by adopting a bold approach to storytelling that reflects their real-life experiences,” explains Laice.

“At the same time, Maningue Magic pays tribute to authentic Mozambican stories through local movies that resonate with our people.”

In addition to entertainment, the channel contributes to the growth of the Mozambican cultural and creative industry, thus impacting on the talent and artistic skills-based production value chain with the capacity to generate jobs and more revenue for the country.

The success of the channel can be seen from the popularity of shows such as its main telenovela, Maida, which is now being shown internationally.

Dubbed in French, Maida is already in its second season and attests not only to the quality of MultiChoice’s production, but the ability to export Mozambican culture and artists beyond the border.

“The quality of Maningue Magic doesn’t end with Maida, as other national productions such as The Influencer, Infiltrada, and Date My Family have also gained a huge audience and acceptance from our customers,” Laice reveals.

Maningue Magic was also recently distinguished with the Revelation of the Year 2022 award during the first Media and Brands Gala, an unprecedented initiative in Mozambique that aims to stimulate and celebrate professionalism, excellence, ethics, and citizenship in the media sector.

PRIMARY PLATFORMS

The two services first introduced by MultiChoice, DStv followed by GOtv, remain the company’s primary platforms.

MultiChoice has always been a trailblazer in African digital satellite TV, but nowhere has this been more evident than in the advanced technology and world-class content provided through its DStv platform.

Since its inception almost 30 years ago, DStv has cultivated a reputation for being at the forefront of the latest entertainment, lifestyle, sport, news, commerce, children’s and religious programming. DStv’s movie offerings also remain unrivalled across the continent, boasting everything from classic feature films to the latest blockbusters.

“THE FACT WE WERE SHORTLISTED AS ONE OF THE BEST EMPLOYERS IN MOZAMBIQUE SPEAKS TO THE VALUE WE PLACE ON OUR EMPLOYEES”

– AGNELO LAICE, MANAGING DIRECTOR, MULTICHOICE MOZAMBIQUE

Another critical aspect that has always set DStv apart is its commitment to local programming as well as series, telenovelas, and movies in local languages, with the amount of Portuguese content on DStv significantly expanding over the years.

Today, MultiChoice is proud to offer a total of seven DStv packages, catering directly to the entertainment needs of its customers.

GOtv, meanwhile, was officially launched in 2015 as a digital terrestrial television (DTT) platform known for affordable entertainment.

DTT not only heralded the birth of all-digital terrestrial broadcast services for sound and TV in Mozambique, but provided universal access to public, free-to-air broadcasting services for everyone on digital platforms.

As GOtv is available without the need for a satellite dish, consumers can connect their decoders and antennas themselves, greatly

assisting local communities across Mozambique in accessing affordable, informative and entertaining TV.

“We have 700 channels on DStv, and 302 channels on the GOtv platform. The two services provide an array of content combining both top notch international content with a wide selection of home-grown local content,” outlines Laice.

Of equal testament to MultiChoice as a truly local business are its employees and footprint, with over 180 Mozambicans directly and indirectly employed throughout the country and a national distribution network that includes 287 retailers, four large branches located in Maputo, Matola, Beira and Nampula, six agencies and more than 400 accredited installers.

“All these are Mozambican citizens who have played a role in the development of the company and the country, to which they contribute economically,” Laice says.

DIGITAL PIONEER

MultiChoice has always been on the cutting edge of innovation, cementing the company’s position as a digital pioneer.

For example, it introduced the first dual view decoder in the world, which allowed two different channels to be viewed simultaneously on two different TVs in the same home.

“Our DStv subscribers’ viewing experience was elevated to an entirely new level when MultiChoice introduced its first Explora decoder,” elaborates Laice.

“Later, 3-in-1 Extra View was introduced, an exclusive and first-of-its-kind feature for DStv subscribers who can now watch live TV simultaneously on three different televisions in one household.”

MultiChoice was also the first to introduce a standard definition (SD) personal video recorder (PVR), followed by a high definition (HD) PVR, a breakthrough innovation in

Mozambique.

The launch of the My DStv and My GOtv apps, meanwhile, gave customers control and allowed them to manage their accounts from the comfort of their homes.

“We did not stop there, as we went a step further and launched the DStv app, which in simple terms is TV on the go,” Laice details.

“We understand our customers do not want to miss out on anything, and in the instance they are not able to watch their favourite shows, they can still access them via catch-up or simply connect their DStv decoder to the internet and enjoy more content in their own time.”

B2B PACKAGES

As with MultiChoice’s innovative

offerings, the company’s B2B packages also take the customer experience to the next level for business and corporate clients with top-notch entertainment, actionpacked sports and up-to-date news delivered in HD.

The DStv Business arm offers packages that are tailor-made to the specific needs of a business, namely Stay, Play, and Work.

Each of these packages offers the widest variety of audio and video channels to keep business guests, patrons, employees and customers entertained, informed and engaged.

The Work package, for example, offers the latest news headlines from around the world, expanded into two distinct categories: DStv Work Ultra and DStv Work Essential.

“Our other packages include DStv Stay, which allows you to give each of your guests a memorable in-room experience,” elaborates Laice.

“DStv Play is mainly targeted at restaurants, bars and clubs to keep their customers entertained for hours with their favourite sports content and more. We also offer XtraView services for DStv Business which allows our customers to have up to three DStv decoders with the same number of channels at the cost of just one monthly subscription.”

The DStv Streama digital media player is not currently offered in Mozambique, however, with MultiChoice taking a considered, phased approach to the roll out of products and services across subSaharan Africa.

By rolling out products and services in a phased manner, MultiChoice is better able to address any unexpected technical challenges as it ramps up product usage.

“We’re focused on ensuring we deliver only the best for our customers, as we tailor make our products and services to suit them. We are optimistic about our future and excited about the feedback we receive from our customers.”

THE MULTICHOICE WAY

The people and culture at MultiChoice are also vital to the company’s success, guided by the principles of the MultiChoice Way which allows it to continue to deliver entertainment that brings people happiness.

MultiChoice is passionate about

creating a workplace where people are engaged and inspired, able to develop and refine their skills and aspirations, and can push the boundaries of innovation.

“The fact we were shortlisted as one of the best employers in Mozambique speaks to the value we place on our employees, and is a testimonial of the competitive employee value proposition we continuously invest in,” shares Laice.

“Our collective success, and work in the organisation, is greatly facilitated by the quality of the people that make up our young team, who are thirsty for challenges and highly committed to better serving our customers.”

With a diverse group of employees that reflect the demographic and cultural fabric of Mozambican society,

MultiChoice also emphasises the important role of women.

In the management team alone, for instance, the company has achieved gender parity and is progressing towards this feat throughout the rest of the organisation, in line with its ambition to continue enriching the lives of Mozambicans.

PAN-AFRICAN CONNECTIVITY

Writer: Jack Salter | Project Manager: Josh Hyland

South Africa (SA) is a booming market that plays a key role in fuelling the entire continent’s digital economy.

A report by Google and the International Finance Corporation (IFC) estimates that Africa’s Internet economy has the potential to reach 5.2 percent of the continent’s gross domestic product (GDP) by 2025, contributing nearly USD$180 billion. Africa is currently home to around 700,000 developers, and venture capital funding for start-ups has increased year-on-year for the past five years, with record equity funding raised in 2019.

CMC Networks (CMC), a global Tier 1 service provider that enables and accelerates digital transformation in the world’s most challenging markets, has been innovating in Africa for over three decades and has seen

local market conditions change significantly in that time.

“The region’s digital environments are so unique and thriving in many areas, but are routinely overlooked,” observes Marisa Trisolino, CEO of CMC.

“We are looking to change that with fast, flexible, and easy-to-manage networking.”

Headquartered in SA, CMC boasts the industry’s largest pan-African network, servicing 51 out of 54 countries in the continent as well as 12 in the Middle East, complemented by regional hubs in key interconnected locations across Europe, the Americas, and Asia Pacific.

Having joined as CEO in 2018, Trisolino is proud of what the team at CMC has accomplished over the years in servicing almost the entirety of Africa.

“In partnership with some fantastic companies such as Juniper/128T and Redvine, we continuously strive to increase our capability of delivering in hard to reach locations globally,” she emphasises.

Prior to CMC, Trisolino began her career at telecommunications company AT&T, carrying out a variety of roles including sales, supplier

With the industry’s largest pan-African network, CEO Marisa Trisolino tells us about CMC Networks’ commitment to delivering digital transformation, as demonstrated by its latest certifications, partnerships and platforms

Marisa Trisolino

management and strategic planning.

She worked at AT&T for over 21 years, learning from the ground up and specialising in improved service quality, increasing sales, and managing costs and carrier relationships in the wholesale industry.

“This really fuelled my interest in telecommunications, and I knew I wanted to progress further within the industry.”

CONTINUALLY INNOVATING

CMC’s experience and innovation in Africa has given it the skills, resilience, and mindset to seamlessly adapt to changing market demands and accelerate time-to-market for customers.

WHY PARTNER WITH CMC?

Security – CMC provides network and end-to-end security that meets international standards and encompasses the most recent technologies.

Cloud – CMC provides the building blocks for a secure, reliable, dedicated hybrid or private cloud strategy. A hyperscale cloud on-ramp provider, the company enables digital end-to-end transformation.

Connectivity – With a fully resilient and diverse global network, CMC guarantees a consistent and predictable experience, 24/7 support, and punitive SLAs.

Managed services – Fully managed end-to-end solutions, service assurance, and dedicated resources allocated to solution design, project management, customer support and tied to client requirements.

“We combine our network reach across six continents with innovations in artificial intelligence (AI), cloud, cybersecurity, EDGE, softwaredefined networking (SDN), network functions virtualisation (NFV), and a range of services to solve local enterprise challenges with world-class solutions,” outlines Trisolino.

Data connectivity services are provided to carriers, governments, multinationals, and various non-profit organisations by CMC, who operates in excess of 110 service locations delivering a cost-effective, scalable and resilient network.

As of September 2022, CMC is the first and only service provider that is both MEF 3.0 SD-WAN and Carrier Ethernet certified, a testament to the company’s innovation in Africa and beyond for more than three decades.

The former, achieved for CMC’s software-defined wide-area networking services, demonstrates the company’s commitment to digital transformation and conformance to rigorous specifications established by MEF, the industry’s defining authority.

“We’re continually innovating in

Africa and enabling enterprises and end users to benefit from worldleading technologies and digital transformation, no matter where they operate,” Trisolino says.

“Our MEF 3.0 certifications for both SD-WAN and Carrier Ethernet really indicate our commitment to delivering best-in-class services for our customers.”

CMC is proud to have partnered with BCX, another leading provider of ICT services in Africa, to bring the benefits of additional scale to its SD-WAN services.

The partnership also extends BCX’s footprint by adding more than 110 service locations, providing SD-WAN connectivity between SA, Africa, and the rest of the world.

“The vision of both companies is to build around the customer experience, digital transformation, and innovation,” states Trisolino.

“With our combined play in SA, extending across CMC’s footprint in Africa and the Middle East, this partnership not only enables real time provisioning, but also a seamless customer experience.”

‘‘The Brand Behind Your Brand’’

“Just because technology across Africa is evolving, it doesn’t mean that there is no longer a need for post original equipment manufacturer (OEM) warranty hardware support. In fact, this equipment has never been more critical, which makes finding an organisation that is capable of delivering on both the cloud and physical sides across Africa quite difficult,’’ stated Andre Hartley, Executive for Africa at Solid Africa.

‘‘Solid Systems has been in the business for 34 years, with our Africa operation seven years in the making, and works with all the major technology vendors, including DellEMC, IBM Cisco and HP. Globally, Gartner has ranked us as the most trusted organisation for third-party support and maintenance, which I believe is at least partly due to us being technology OEM-agnostic.

“We support hardware across everything from parts, through to people and skilled maintenance, delivered by technicians who are capable of fixing whatever is required, when it is needed. This enables us to deliver a firstclass service to CMC Networks and other Tier 1 customers across the Middle East and Africa, regardless of the technology mix they choose to utilise.”

The company has also developed direct OEM support capabilities providing technical support to OEMs’ channel partners as an authorised support provider.

Solid Africa has 29 warehouses and is located in Africa and the Middle East. The business is exclusively service-focused, delivering, OEM warranties and multivendor support services (MVS) contracts as white labelled OEM services.

Solid Africa utilises highly trained and experienced field engineers who deliver technical services. We offer dual layer service delivery and fault finding. The first layer being Solid Africa support engineers tracking and analysing fault incidents, then delivering an action plan for the field engineer to resolve and close the fault either with our local engineering team or our extended partner network. Utilising this hybrid strategy allows us to guarantee our services are on time. Solid Africa maintenance is ordered in multiple tiers, ranging from 5x8x4, 8x5xNBD to 7x24x4.

Underpinning the Solid Africa services delivery is Solid Systems Global’s call centre and help desk comprising a team of fully trained specialists who are experienced in taking and managing calls worldwide. This multi-lingual team provides Level 1 and Level 2 technical support with escalation to Level 3 when required. Solid Systems Global makes use of state of the art call tracking software and provides a 24/7 service. Solid Africa is committed to working closely with our clients to continue our vigilant attention to the provision of world class service delivery and exceeding customer expectations. solid-global.com

REVOLUTIONISING CONNECTIVITY

CMC has the largest applicationaware, SDN-enabled network in Africa and the Middle East, with 99.99 percent availability across the SDN footprint.

“No other player in Africa or the Middle East can offer these capabilities,” Trisolino acclaims.

Revolutionising connectivity across the continent is CMC’s Rapid Adaptive Network (C-RAN®) platform, which consists of a series of next generation products and services developed to enable the workplace of tomorrow, built on an AI-driven WAN ecosystem.

Through the C-RAN® platform, enterprises and service providers can enable digital innovation, replace legacy models, and secure and accelerate their networking across Africa.

Within C-RAN®, CMC’s Flex-Edge combines SD-WAN, SDN, NFV and

network security into a single solution, with no physical in-country presence required.

“C-RAN® Flex-Edge connects service locations without needing to ship equipment or be physically present in-country,” elaborates Trisolino.

This solves the logistical challenges of network deployments in Africa and the Middle East, whilst bridging skills gaps and staffing shortages in the region.

In turn, Flex-Edge therefore reduces lead times and brings the speed and agility of cloud services to networking in Africa and the Middle East.

“C-RAN® Flex Edge provides a foundation for digital innovation across the continent, and removes the complexity from cross-border deployments and the optimisation of applications and services.

“For Africa’s Internet economy to grow, it needs fast, flexible and

easy-to-manage networking,” Trisolino notes.

Across Africa, CMC also recently launched IP Premier, a high performance dedicated internet access (DIA) solution.

IP Premier provides strict service level agreements (SLAs) related to jitter, packet loss and round-trip delay (RTD), in addition to standard availability.

It is also a trusted foundation for rolling out SD-WAN services and delivering an optimised user experience in challenging markets worldwide, with predictable performance for connecting enterprise locations, cloud, content delivery networks and Internet exchanges.

“IP Premier is designed to accelerate the adoption of SD-WAN across Africa by creating a robust formation and delivering an optimised user experience, as well as strict SLAs,” says Trisolino.

CMC Networks management team

DEDICATED TO DEVELOPMENT

CMC’s supply chain has a strong focus on obtaining and managing bestin-class internet service providers (ISPs) and vendors in the countries it services.

More than 180 local and international suppliers and vendors have partnered with CMC, who is dedicated to providing superior networking for customers and partners, no matter the challenge.

The company is just as passionately committed to the development of young, unemployed South Africans, working in close partnership with the Media, Information and Communication Technologies Sector Education and Training Authority (MICT SETA) and its training providers.

MICT SETA runs learnerships in both IT systems support and project management, as well as offering internships in IT systems support and supply chain management within an

exciting global telecommunications organisation.

CMC is also certified as a B-BBEE Level 1 company in South Africa, which demonstrates its continued dedication and ongoing commitment to aligning its operational plans to transformational objectives, whilst supporting employees as well as customers.

Looking ahead, Trisolino and the entire CMC team will continue to listen to customer needs and develop unique solutions that solve local challenges.

“Companies need to adopt new networking models and meet the demands of today’s cloud-centric enterprises. By understanding local market conditions, digital transformation can be accelerated across Africa,” she tells us.

“Enterprises, service providers and carriers need to utilise local knowledge and innovate solutions, so they can rapidly grow revenues and

serve new demand today and in the future.”

Outside of Africa, meanwhile, CMC is looking to tap into the Asia Pacific market and become a global player.

Technology and telecommunications are growing at a rapid rate in Asia Pacific, with many developing yet digitally savvy markets and the total value of transactions made in the Southeast Asian Internet economy on track to reach a staggering USD$1 trillion by 2030.

“We keep abreast of all new opportunities as we continue our focus on new markets such as Asia Pacific,” Trisolino concludes.

CMC Networks office

Robust and scalable, Iris is a data collection framework that is purpose-built to deliver network monitoring and management data quickly and efficiently.

Iris is a complete network monitoring software solution designed to deliver network management KPIs quickly and efficiently

TRUSTED TECHNOLOGY

Justin Lipshitz, CEO and Founder of Axon Wireless, discusses biometric products and services as a replacement for paperbased enrolment solutions in the telecommunication and finance sectors

While studying electrical engineering in the 1990s, just as the Internet and mobile telecommunications became more commercial, Justin Lipshitz’s interest in technology was accelerated further, after his father’s Apple II computer had first piqued his interest many years earlier.

Following university, Lipshitz went on to build software at MTN Group, where he decided to establish Axon Wireless (Axon) in 2005.

Today, Axon employs 30 people across three continents, operating within South Africa, Nigeria, Côte d’Ivoire, Ethiopia, Austria, and China.

“We supply services for many mobile carriers in Africa, the Middle East, and Southeast Asia. Our customers include MTN Group, Zain Group, Ethio Telecom, and Zamtel, to name a few. We are also working with various banks in East Africa and have government projects in Southern and West Africa,” opens Lipshitz, CEO and Founder of Axon.

Writer: Rachel Carr

Project Manager: Josh Hyland

By combining biometrics, automated ID card reading solutions, artificial intelligence (AI)-powered machine vision, and biometric devices, Axon is combatting identity theft and fraud, while continually searching for new and improved technology to optimise customer enrolment.

Axon has deployed the identity management platform Face2Face across 11 countries, registering over 200 million people. Consequently, the highly configurable software

framework has reduced the threat of phishing, SIM swap fraud and other cyberattacks.

Biometric registration and authentication are popular with banks and mobile operators, as it allows Axon’s customers to rapidly roll out SIM registration and distribution solutions to cater for multiple requirements.

With AI leading the fight against financial fraud and identity theft in Africa, and with digital ID gaining momentum, Axon appreciates it is an

exciting time to work in such a fastchanging space for the technology industry.

“There is the intersection of several key technologies, powerful devices and advanced operating systems have been put in the hands of many people. AI is improving exponentially; this has allowed for powerful tools to protect against identity theft,” Lipshitz explains.

“At the same time, those that would exploit systems are also improving quickly, and technologies such as

AFRICA OUTLOOK: WHAT DIFFERENTIATES AXON FROM OTHER TECHNOLOGY PARTNERS IN THE FIELD?

JUSTIN LIPSHITZ, CEO AND FOUNDER: “Firstly, building long-lasting relationships with customers is of the utmost importance to Axon, with many of them loyal to the company for more than 10 years.

“We learn how their businesses work, therefore building trust and an ability to quickly understand business needs, which in turn allows us to better adapt to their needs.

“Secondly, we can offer an ecosystem for our customers since we have strong capabilities in both software and hardware. For example, we can supply a customer with their biometric terminals that have their enrolment software preloaded including mobile device management.

“Finally, we have an omnichannel approach to customers, allowing them to register their customers through three channels: self-enrolment, where customers register themselves from their own devices; assisted registration, where customers are enrolled through our secure terminals at any location, whether its shops, streets, or markets; and lastly, our newly introduced kiosk which allows for biometric self-enrolment through a vending machine.”

deep fakes and ever improving capabilities have shown that systems can still be exploited.”

BIOMETRIC ENROLMENTS

Biometric technology is a convenient way forward, with the handheld Comet-10 providing verification and fingerprint enrolment

It is one of several different projects the company is involved in, recently providing a turnkey solution to a prominent Gulf country.

“We have been supplying our own Comet-10 biometric mobile devices capable of reading the

Gulf Cooperation Council (GCC) ID documents, matching the fingerprints against the government database. It provides a strong customer validation process,” says Lipshitz.

Furthermore, Axon has extensive capability for allowing customers to instantly credit check to discover which network packages they qualify for, allowing for the purchasing of various post-paid packages and provisions for fibre services.

Axon has also developed the next generation customer enrolment technology kiosks, equipped with a cash dispenser and thermal printer.

To authenticate the user it has facial recognition, fingerprint verification and ID document validation, therefore reducing fraud and identity theft.

“We have recently released the Saturn-One, which is a complete solution to biometrically verify customers using various modalities and dispense SIM cards,” Lipshitz reveals.

While the Saturn-One is a complete solution which enhances the customer experience with instant SIM issuance, SIM swaps, bill payments, and transfer of ownership, Axon’s Comet range takes seconds to register citizens and can be used in various locations. It captures high-quality portraits with the front and

“WE HAVE RECENTLY RELEASED THE SATURNONE, WHICH IS A COMPLETE SOLUTION TO BIOMETRICALLY VERIFY CUSTOMERS USING VARIOUS MODALITIES AND DISPENSE SIM CARDS”

– JUSTIN LIPSHITZ, CEO AND FOUNDER, AXON WIRELESS

Manage, monitor, and secure devices with SureMDM to increase productivity and data protection, reduce IT support volume, and tighten asset management.

“My daily challenges with protecting and managing numerous devices on behalf of our clients are made easier by SureMDM.” Romeo Pestana (COO: Axon)

rear cameras, and with plus-sized lithium batteries, operators can work all day.

“We have designed easy-to-use, handheld devices for biometric verification and enrolment in multiple form factors. The Comet-10 is our five-inch handheld version, while the Comet-20 is an eight-inch tablet. Finally, we have the Comet-60 lite which offers a built-in slap scanner,” details Lipshitz.

“You can accurately read ID cards with our optional contactless and smartcard reader. The rugged device with rubberised casing enhances durability in harsh working conditions. In addition, each device is GMS certified, ensuring security and privacy.”

Wrapping up the Axon selection is the Jupiter-One, a heavy-duty biometric enrolment kit equipped with high-quality facial cameras, a four-four-two fingerprint reader and dual binocular iris scanner.

“The kit is perfect for multi-modal biometric enrolment and verification. Boasting an A4 printer and document scanner, the equipment can easily handle tasks such as the instant issue of voters or other cards and printing

voter lists and receipts. Packed inside an IP67 hardshell, and with an external power supply and depressurisation plug, it can be transported through many terrains,” he elaborates.

together to deliver goals and ensure that teamwork means success. The team is responsible for supporting and assisting customers to stay ahead of their respective markets.

The management and technology team has highly skilled and experienced members with extensive knowledge of mobile devices, EKYC (Electronic Know Your Customer), SIM cards, biometrics, and identity and telecommunications solutions.

AXON WIRELESS WORKFORCE

Integrity, passion and commitment are important attributes for the Axon workforce, and it takes hiring very seriously as a candidate may be interviewed by an entire department.

“We have worked hard over the years to build a strong culture, a winning team, and a company that is a family,” Lipshitz observes. “It is also important to recognise that employees are coming to work for you, and to make sure you are going to enjoy working with them.”

For Axon, everything starts and ends with its customers, working

“Accountability and taking ownership of the good and the bad is a key principle that we look for in employees. We want to create an environment where people innovate and experiment,” he continues.

Regarding corporate social responsibility practices, Axon is busy working on programmes within this space.

“We are looking to train people from disadvantaged backgrounds on our products and systems. We make donations to various charities and made a significant contribution to the solidarity fund in South Africa during COVID-19 with one of our partner companies,” Lipshitz says proudly.

Along with its workforce, Axon’s supply chain is a critical part of its ability to service its customers. In fact, Axon sees its partners as an extension of the team.

“We spend time nurturing relationships, aligning ourselves with likeminded business partners and people who can deliver and are committed to our customers as if they were their own,” assures Lipshitz.

FACING THE FUTURE

An AI chatbot, developed by OpenAI and launched late last year, is on Lipshitz’s radar.

“ChatGPT has been an eye-opener for the world and a hint of what the future holds. We are looking at various ways to incorporate such technologies into what we already offer, whether it is to improve our customer’s or our client’s experience.”

As it is an exciting time to be in the fast-moving technology industry, the company is looking forward to the coming year. It has a number of new projects planned, including the recently released the Saturn-One.

“The Saturn-One kiosks received a lot of interest and excitement at the recent AfricaCom conference. We

have a number of deals in the pipeline to rapidly roll out these devices for our customers,” he confirms.

Mobile money operators want to use it for cash deposits and withdrawals, whereas some government organisations are looking to print birth certificates.

“This is an area we are very excited about; our team is working hard to expand on both the software and hardware, providing a robust solution for our customers.”

One of the main services provided by Axon is EKYC, a complete customised turnkey solution for customer identity verification.

“The Jupiter biometric enrolment cases range is also exciting as it provides us with a product required

by the government for widescale enrolment projects like voting and civil registrations. Of course, we will continue to grow and improve our EKYC offering and biometric terminal lines.

“With EKYC you can provide a fast, secure and convenient omnichannel experience for your customers to verify and enrol themselves wherever they are,” states Lipshitz.

Self-service kiosks provide registration and SIM dispensing points for customers in stores, hotels and malls, and at airports, whereas remote self-service allows customers to identify and enrol themselves directly from their phones with no special equipment needed.

“EKYC offers your customers the ability to enrol in the field or in your stores through specialised biometric devices equipped with mobile device management (MDM) and an enrolment app.”

From creating remote enrolment solutions to enabling customer enrolments for mobile money services, Axon’s relentless search for better technology to improve identity management and optimise the customer experience continues to be at the core of everything it does.

FOUNDED ON EXPERTISE

We speak to the founders of Ubuntu Towers Uganda

Limited about the telecoms space in Uganda, the company’s central mission and the future of the industry

Writer: Marcus Kääpä | Project Manager: Josh Hyland

The African telecoms space is one full of challenge and potential. A geographically diverse and vast continent, Africa is home to myriad environments, including a multitude of regional rough terrains, and ever-growing urban centres.

A booming population coupled with the increasing necessity of digital services makes telecom companies, and their industry partners, incredibly important to the continent’s future development on an individual, business and government level.

Uganda is a country consisting of plateaus, mountains, forests and waterways, each with its own specific challenges to overcome regarding the facilitation of telecommunications.

Ubuntu Towers Uganda Limited (Ubuntu Towers) is a private limited company licensed by the Uganda Communications Commission (UCC) to provide passive telecommunications infrastructure for various licensed operators in the country.

The company is also part of TowerCo of Africa (TOA), and a subsidiary of AXIAN Telecom (AXIAN), which operates in Madagascar, Tanzania and the Democratic Republic of Congo (DRC). TOA aims to power Africa’s digital and green energy transition. Ubuntu Towers brings together industry expertise through diverse and established partnerships founded on ease of doing business with next-generation innovation to drive a transition towards a carbon-neutral tower infrastructure across Africa.

Ubuntu Towers was formed following the acquisition of the Eaton Towers Uganda Limited (Eaton Towers) group by American Towers Corporation (ATC). The founders were former executive committee (EXCO) employees of Eaton Towers. They felt the need to join hands and form a company that would

address mainly the infrastructure and pricing gaps in the tower space in Uganda following the sale of Eaton Towers. The founders - Geoffrey Oketayot, co-Founder and CEO; George Ssamula, co-Founder and CLO; Ronald Onzia, co-Founder and COO - are professionals with over 25 combined years of experience in different fields, including engineering, business, operations management, and law.

We speak to the three founders of Ubuntu Towers and gain perspective about the industry in Uganda, the company’s mission, and priorities for the future of the telecoms space.

Africa Outlook (AO): What is your take on the industry in Uganda at the moment? Is it an exciting space to be working in?

Mr Geoffrey Oketayot, co-Founder and CEO (GO): Certainly! It is an exciting space to engage in because the telecom industry is

now the official carrier of not only just communication but financial services, education, e-health solutions, e-farming solution, logistics, transportation, and many others. This is coupled with the fact that 78 percent of Uganda’s population is under 30 years of age; such a young population creates an ever-growing market for communication services especially, with the introduction of 5G in the near future. Ubuntu Towers is therefore well placed as the second tower company in Uganda to support the roll out of infrastructure for the mobile network operators (MNOs) to

feed this market need. The national regulator, the UCC, issued a directive to have national telecom operators operate 90 percent of land mass coverage across the country by 2025 as part of their license obligation. Together with the NTOs, Ubuntu Towers is once again faced with a challenge and an opportunity to meet this obligation, which makes the rollouts more aggressive and competitive.

AO: Can you tell us about Ubuntu Towers and its mission in the telecoms market?

Mr George Ssamula, co-Founder and CLO (GS): Our mission is to become the best green passive infrastructure solution provider as we bridge the communication divide in Uganda. We operate on a Greenfield tower model which is different from the traditional sale and leaseback which many of the tower companies across Africa were set up on.

INTERVIEWEE SPOTLIGHT - MR GEOFFREY OKETAYOT, CO-FOUNDER AND CEO

Geoffrey is a Software Engineer by profession turned Sales and Business Development professional. He is a highly motivated salespersonwith a proven track record of success in selling in government and blue-chip companies at the business executive level. Geoffrey exhibits comprehensive sales and business development strategies in support of business goals and objectives.

Prior to Ubuntu Towers, Geoffrey worked with ATC in Uganda where he was directly in charge of the Orange Telecom (now Africell) account, and was involved in the negotiation, closing and operation of Google (C-Squared), Smart Telecom, Smile Communications and Uganda Telecom Master Site Agreements.

Geoffrey was the Senior Manager for Key Accounts in Eaton Towers managing MTN Uganda where he was involved at the tail end of the Master Site Agreement in effect closing and generating over USD$68 million in revenue contracts over a period of four years to date.

Geoffrey holds a degree in Computer Engineering with a bias in Software Engineering and a master’s degree in ICT Management, Policy Planning and Architecture Design from the University of Pretoria, South Africa through its affiliate Uganda Martyrs University.

A

leading provider of infrastructure solutions i engineering is the first entity formed in the Group. It started in Ghana in 2007 with a team of 8 employees and has since grown to 20 fully owned operations with over 3,000 employees from 30 different nationalities.

Ubuntu Towers offers tailored solutions to meet the changing market demands and these include smart pole solutions, duct fibre to the home (FTTH-overhead and underground), camouflage towers, in-building solutions (IBS), and mobile base transceiver stations (MBTS). We have seen an increase in our customer base from inception to date and these include the main mobile operators in Uganda, MTN and Airtel among other internet service providers across the country.

We currently have 30 direct employees and over 300 staff indirectly through our subcontractors. The past year and a half has seen the business raise over USD$40 million from a combination of debt and equity. To date, we have

INTERVIEWEE SPOTLIGHT - MR RONALD ONZIA, CO-FOUNDER AND COO

Ronald is an Electrical Engineer with training in renewable energy solutions and low-cost engineering operational designs and solutions geared towards telecommunications infrastructure. Previously the Operations Director at Eaton Towers, he has 12 years of experience in telecom infrastructure services with operators, and TowerCo in Uganda.

At Eaton Towers, Ronald was among those in charge of capital expenditure (CapEx) budget planning and execution for growth, efficiency and maintenance with maximum output on all fronts while maintaining customer service-level agreements (SLAs).

Prior to joining Eaton Towers, he was Power Manager at Warid Telecom (Warid) which championed tower share in Uganda with initially each operator providing their power solution. He successfully led the transformation and transition of services contracts from operators to the Towerco model resulting in major operational expenditure (OpEx) savings during his tenure at Warid and Eaton Towers.

completed orders to approximately 400 sites which we are currently rolling out across the whole country, and we have received tremendous support from AXIAN.

AO: Could you elaborate on your major 10+ year contracts and Ubuntu Tower’s plans for the future?

Mr Ronald Onzia, co-Founder and COO (RO): As a standard in the industry, the National Public Infrastructure License issued by the regulator has tenure for 15 years. Considering the amount of investment needed to take on the infrastructure business, in order to ensure a return on investment - the regulator set a minimum of 15 years for license tenure. This enables players

INTERVIEWEE SPOTLIGHT - MR GEORGE SSAMULA, CO-FOUNDER AND CLO

George is a lawyer by profession who has cut a niche in the technology, media, and telecom (TMT) field. He has built a skill set cutting across the board and worked on several telecommunications deals in Uganda mainly ranging from mergers and acquisitions, corporate finance both in the debt and equity space, regulatory approval filings among many others.

Prior to Ubuntu Towers, George was the Company Secretary and Head of Legal Regulatory Affairs at Eaton Towers, dealing with a variety of matters as well as industry regulatory bodies including the UCC, National Environment Management Authority, and the Civil Aviation Authority among many others. He has been integral in the corporate set-up, seed stage, Series A and B financing stages raising a total of up to USD$5 million in funding to date.

He holds a Master of Laws (LLM) focused on banking, corporate, finance, and securities law from Johann Wolfgang Goethe-Universität Frankfurt am Main, Germany, and an LLB (Hons) from the University of Warwick, UK.

in this space to access cheaper longterm financing that is needed for this industry.

The 15-year contracts with the MNOs (usually 10-year and fiveyear renewal) are a mirror of the NPIP license tenure above. This provides comfort and security to the industry as all players have long-term commitments and partially address counter-party risk for both the MNOs and Ubuntu Towers.

Innovation is our cornerstone and will continue to be moving ahead. We are proposing the roll out of smart poles and in-building solutions (IBS) to improve coverage in urban areas, a solution to meet MNO plan points. On top of this, we are focusing a large part of our operations on delivering greener, more environmentally

friendly sites that not only improve our efficiency, as we depend less on diesel and more on renewable energy sources like solar and lithiumion batteries, but also help us meet our customer carbon emission requirements. We are also prioritising the connection of our sites to the grid and further reducing our numbers on diesel consumption.

Plot 29, Upper Naguru East Road, Naguru, Kampala.

“OUR MISSION IS TO BECOME THE BEST GREEN PASSIVE INFRASTRUCTURE SOLUTION PROVIDER AS WE BRIDGE THE COMMUNICATION DIVIDE IN UGANDA”

– MR GEORGE SSAMULA, CO-FOUNDER AND CLO, UBUNTU TOWERS UGANDA LIMITED

MINING OUTLOOK LIVE

Building on the global success of our regional titles – Africa Outlook, APAC Outlook, EME Outlook, and North America Outlook – Outlook Publishing is proud to introduce a platform dedicated to the mining and resources sector.

As mining organisations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector. A multi-channel brand, Mining Outlook brings you the positive developments driven by organisations across the global mining industry through our various platforms. Discover exclusive content distributed through our website, online magazine, social media channels, and dispatches delivered straight to your inbox with a bi-weekly newsletter.

Through this compelling new venture, we foreground the movers and shakers of the industry. To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.

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Buried beneath Africa’s earth is a wealth of natural resources. Hugely valuable and readily extractable commodities, such as coal, make the continent one of the most important places in the world with regard to mining opportunities. The mining industry has a

long history in Africa, with its cornucopia of mineral, metal, and gemstone reserves. In the past, the continent has experienced gold rushes, diamond discoveries, and is currently the world’s third largest coal exporter, with the commodity concentrated in the Mpumalanga

province in South Africa.

Coal mining in South Africa has its roots in the late 19th century, occupying a similar timeline to gold mining, and in the same area of Witwatersrand. Coal was extracted in large quantities, close to the nascent gold mines. However, as

MINING IN MAJESTIC MPUMALANGA

Writer: Rachel Carr | Project Manager: Joshua Mann

demand for fossil fuels started to grow, South Africa began to build its industrial future.

Not only is South Africa’s past rooted in coal, but its future is too, as its energy resources are still dominated by the resource. Despite its negative perceptions in the era

of climate change, coal remains the most widely used primary fuel on an international scale, accounting for over a third of the world’s total fuel consumption for electricity production.

Major mining countries in Africa include Namibia, Zimbabwe, the

Democratic Republic of the Congo (DRC), and South Africa. The latter is home to Msobo Coal, based in the Breyten and Carolina area of Mpumalanga province. This particular location is situated within South Africa’s coal belt, with more than 100 coal mines and a dozen

As an industry, coal mining is thriving in South African provinces. We extract answers from Yacoob Mansoor, CEO of Msobo Coal

A TRADITION OF TRUST

coal-fired plants that punctuate the industrial landscape. In fact, Mpumalanga produces around 80 percent of the country’s entire coal supply.

KEY STATISTICS -

MSOBO IN MPUMALANGA

Around 40 percent of South Africa’s coal is used for power production, and approximately 77 percent of the country’s energy needs are provided by the commodity. It therefore makes sense that South Africa’s largest energy supplier, Eskom, accounted for 38 percent of Msobo Coal’s clientele in the last financial year.

The remainder of the company’s business includes 27 percent export and 34 percent inland, which produces coal for various markets. Msobo Coal owns many assets to accommodate the demand in production.

The clientele breakdown for the export market centres on RB1 and RB2 products (types of coal known for their high thermal content), whereas the inland market is concerned with 5000Kcal, RB1 peas (used for agriculture and generating electricity), nuts, and RB1 low

phosphorus small nuts. Finally, Eskom primarily deals with Msobo Coal for the supply of washed middlings with future crush and screen products.

“We have nine opencast and two underground coal mining operations, four coal washing plants and four railway sidings,” begins Yacoob Mansoor, CEO. The sidings can handle 200,000 tonnes of coal per month.

“Coal is transported from the mines to the company’s processing plants. Msobo Coal prides itself on managing all its key operations including its coal washing plants and four sidings,” he adds.

As a qualified geologist, Mansoor joined Middelburg Mine Services in 1994, a neighbouring coal mine located nearby in Mpumalanga province. After working for various opencast and underground coal operations, he was stationed as a senior geologist for Matla Colliery,

Dabmar, established in 1966 by Otto Martin, has been a world leader in screening machines for sorting, sizing, and feeding material for over 50 years. Today, Josef Martin, son of Otto Martin, leads Dabmar with the same unstinting commitment to delivering the most optimal process solutions and the best possible ongoing service and support for which Dabmar is so well known. Dabmar’s continued innovation focuses on solutions in reducing, or eliminating altogether, the use of water in processing sticky, near-size materials, prone to pegging and blinding of conventional screening systems.

Dabmar offers screening solutions to the bulk material processing industry.

• Non – Blinding system

• 100% spare parts availability

• Handles difficult to screen materials

• Smaller machine footprint

• Negligible dynamic loading to support structure

• 95% screening efficiency

• Proven reliability

• 24/7 support, 365 days a year

• Higher amplitudes for better efficiency

• Low wear on moving parts

which was subsequently taken over by Eyesizwe Coal.

Mansoor has a plethora of experience in the mining industry gained from his time spent as a Projects Manager and General Manager with Liketh Investments. Working on coal processing operations until 2021, he was subsequently appointed CEO at Msobo Coal.

Established in 2012, Msobo Coal is headquartered in Breyten within the Msukaligwa Municipality. Its subsidiaries include Northern Coal and Estrapade.

“The mining sector has great potential to expand further and lead the African commodities sector. We need to improve our rail and access to ports in order to take advantage of the current commodities demand in South Africa,” Mansoor informs us.

With six million tonnes of

“WE HAVE MANAGED TO PROCURE MORE FUEL-EFFICIENT FRONT-END LOADERS AND DOZERS AND WILL CONTINUE TO REPLACE OLDER MACHINES FOR MORE FUELEFFICIENT MODELS”

– YACOOB MANSOOR, CEO, MSOBO COAL

Run-of-Mine (ROM) coal produced annually, the final product is transported to clients using both rail and road, but moving the product by train has not been without issues.

As recently as last year, mining companies in South Africa have resorted to trucking coal to ports to meet a surge in demand in Europe. Due to poor maintenance and a lack of parts for trains, logistics have been disrupted, and as a consequence, coal exports have fallen.

Considering 27 percent of Msobo

Coal’s business is exported, the lack of freight rail services has had a significant impact on business, as South Africa is the sixth largest producer of coal in the world.

INVESTING IN INDIVIDUALS

With 900 employees and 1,500 contractors, 90 percent of whom are local, Msobo Coal is orientated towards investing in people. In fact, 70 percent of the company is Blackowned, which also includes 33.5 percent women.

MSOBO COAL FACTS AND FIGURES

• Four processing plants

– Spitztop Plant

– Tselentis Plant

– Northern Coal Plant

– Umlabu Plant

• Five collieries

• Eight opencast mines

• Two underground mines

RESOURCES:

• Verkeerdepan Opencast

• Hammerkop/M16 Opencast

• Mimosa/Koppie Opencast

• Sara Buffels Opencast/ Underground

• Tselentis Mooiplaats

Underground/Mini Pits

• Jaglust/Roets Opencast –Northern Coal

• Weltevreden Opencast

• Black Diamond Opencast – for Eskom only

SKILLS PROGRAMMES INCLUDE:

• Driving licenses

• Plumbing

• Welding

• Operator training

• Bricklaying

• Iron ore beneficiation

In addition, the company offers 52 skills programmes, 74 learnerships, seven university bursaries, and five high school bursaries, alongside more than 23 schools on the Ligbron E-Learning Project.

Skills and development are crucial to the Msobo Coal workforce, ensuring the uplift of livelihoods amongst local communities and employees, providing opportunities to build a future through gaining the necessary knowledge and work readiness programmes.

Msobo Coal’s partnership with the Department of Basic Education is designed to achieve the goal of educational outcomes for learners in the community. Msobo Coal also provides financial support to the needs of students and educators of the local Adult Basic Education and Training (ABET) Centres, which support adult education in South Africa and enable adult learners to gain new skills, knowledge and attitudes.

“Our employees have been empowered to manage and take ownership of their area of responsibility. More than 85 percent of our employees are from the local communities around our mining operations.

“We continue to support and invest in our local schools, small, medium, and micro enterprises (SMMEs) and community projects,” Mansoor says proudly.

In addition to the learnerships and internship programmes, there are bursaries and other education programmes available which are designed to assist employees beyond the life of a mine. The employees can enjoy individual career development programmes. Moreover, it is not only employees which benefit from such schemes but also members of host communities.

“Our employees are incentivised with both safety and production bonuses; we also have seasonal safety programmes in place that reward employees for achieving zero accidents or incidents.

“Training is an ongoing process at the operational level, and we offer bursaries to our employees so they can further upskill themselves to fill vacancies within the company,” outlines Mansoor.

RESPONSIBLE MINING PRACTICES

The pressure is building on the mining industry to practice more environmentally and socially responsible methods.

As the world moves towards green energy, and with coal accounting for around 50 percent of the global mining market, South Africa is the biggest centre of mining activity on the African continent, therefore the future of mining practices is seen as a guide for the broader African industry.

Choosing mining pit locations in relation to geology and the environment requires experience

and knowledge based on geological reports with mine planning and scheduling. Known as geologic mapping, it is an important task in exploration.

“Once these are found to be economically sound, we then apply for all the necessary licenses for environmental approvals and water use. Once these are received, mining operations are planned and commenced. Any area that is sensitive in terms of the environment is not considered for mining. Areas that are mined are fully rehabilitated and restored back for the commercial agricultural sector,” Mansoor explains.

To conduct mining operations in South Africa, a mining permit from the Department of Mineral Resources and Energy (DMRE) is required. This is to promote environmental sustainability as well as economic growth and development, and social equity.

Coal has entered a new phase of abatement and as such, up to 99

percent of all coal emissions will be eliminated through technologies and processes. Therefore, mine rehabilitation is an important restoration process to ensure a site is safe and stable for future use after mining activity.

“We have rehabilitated in excess of 1,181 hectares (ha) and seeded in excess of 581 ha in the last three years. Our social initiatives are working with the local SMMEs, as well as schools and local municipalities in providing infrastructure for sustainable projects,” he adds.

PLANTS AND PROJECTS

Earlier this year, Msobo Coal completed the expansion of the Spizkop processing plant to handle 180,000 ROM tonnes. It includes a spiral section as well as fines recovery with two new filter presses installed. However, Mansoor is looking to the year ahead. “We have managed to procure more fuel-efficient front-end loaders and dozers and will continue to replace older machines with more fuel-efficient models.”

Alongside mining activities, Msobo Coal is involved in more societybased ventures. By immersing itself in community projects, the company is involved in the KwaChibikhulu Thusong Service Centre, which has a multi-purpose community hall and a library staffed by Msukaligwa Municipality employees. The project was handed over to the community

in April 2021 as a social and labour plan (SLP), at a cost of R10.07 million.

“The building will provide a base for the community to launch various development programmes and projects,” states Mansoor.

Another worthy project that Msobo Coal was a party to was delivering 7,213 textbooks to Masizakhe Secondary school, and in late 2022 the company partnered with Gert Sibande District Municipality to resurface the Breyten roads.

The thought process behind donating stationery to community learning centre (CLCs), in the Gert Sibande District, is to assist students in gaining their Grade 12 senior certificate.

Msobo Coal wants to encourage youths to return to school because there is a strong possibility of employment at its mines after completing the grade. It was an initiative started by the company after noticing the level of poverty and illiteracy in the townships of the Gert Sibande District.

The mine also has a programme in place where it awards bursaries to deserving students who have completed studies at the various CLCs. The aim is to motivate students to work in the mining industry.

The initiative assists students from the disadvantaged Breyten community with a full bursary which includes fees, hostel uniform, and stationery. “We currently have five students from grade eight to grade 12 on the Ligbron Learner Support,” notes Mansoor.

Msobo Coal’s continuous drive to develop local businesses is evidenced in its management training and mentoring, alongside supporting emerging farmers with seeds and machinery. The company not only invests in its employees, but it cares about its local communities too. MSOBO

We offer

the following:

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The Barberry Group offers the market and our customers a unique value proposition, and one which we believe is not matched by any of our competitors.

Our value proposition – SMART RAIL IN MOTION - is primarily focused on lowering the customer’s costs of logistics, while ensuring a safe, reliable and consistent service is provided. info@barberry.co.za

Risk management solutions partnerships with strong personal

Africa Outlook Issue 101 | 105 MSOBO COAL (PTY) LTD MINING

Tietto Minerals is the newest gold producer in West Africa, marked by its first successful gold pour this year. We speak to Managing Director Caigen Wang about the company’s Abujar Gold Project and its exciting potential moving forward

Writer: Marcus Kääpä

Project Manager: Joshua Mann

THE NEW FACE OF GOLD

Africa is a continent of precious gems and metals.

In the west, Ivory Coast is home to a diverse range of mineral commodities and hosts a mining sector set to attract foreign investment from all over the world. The national government has helped in this regard, establishing measures to simplify the process surrounding obtaining mining permits, as well as providing tax incentives to those companies and bodies seeking to invest in sector operations. On top of this, there exists a national agency for the promotion of investments, established by the government to help develop investor projects in the field.

Abujar Gold Mine

Caigen Wang and Matt Wilcox holding the first gold bar

LEADING INDUSTRY EXPERTISE

As Managing Director, Wang has significant experience in the mining minerals sector. On top of having obtained a Master’s and PhD in Mining Engineering, Wang is also the Founder of Tietto, a Fellow of the Australasian Institute of Mining and Metallurgy (AusIMM), and a chartered professional engineer of the Institution of Engineering, Australia.

Wang has over 30 years of practical experience in mining engineering and mineral exploration in Australia, China, Africa and Canada, with recent professional experience including Managing Director for an Australian Stock Exchange (ASX) listed junior mineral resources company, and senior technical and management roles in various mining houses (St Barbara, Sons of Gwalia, BHP Billiton and China Goldmines PLC and more). He has been working on a variety of mineral commodities including coal, gold, nickel, iron, copper, lead and zinc, molybdenum and oil sands and many others.

Backed by this government assistance, it is no surprise that Ivory Coast is rapidly growing in recognition as a country with substantial mining potential.

“Ivory Coast is one of the best locations for gold mining investment in the world. When it comes to jurisdiction, it is certainly the best in Africa. The government is very transparent, and the mining industry operates under the New Mining Code, working with safety at the fore,” introduces Caigen Wang, Managing Director of Tietto Minerals (Tietto).

Tietto is West Africa’s newest gold producer, achieving its first gold with the Abujar Gold Project (Abujar) in Ivory Coast in January of this year. With an estimated life of mine (LOM) revenue of USD$2.87 billion at a USD$1,700/oz gold price, Abujar can deliver a pre-tax cashflow of USD$1.28 billion and achieve payback within a year of first production post-ramp-up. On top of this, Abujar gold production is unhedged and free of debt.

Abujar exemplifies the rich potential of mining in Ivory Coast. According to Wang, the country has a lot to offer in terms of resources in the mining sector and is currently one with less focus continentally, leading to a lot of untapped opportunities across the nation.

“Importantly, Ivory Coast is underexplored resource-wise compared to neighbouring countries,” Wang explains. “Ivory Coast also has fantastic infrastructure and when it comes to transport, power and supply, these are all available. Power

is very cheap for the mining industry nationally, and on top of all this, the government is very ambitious to escalate the mining sector’s contribution to overall GDP.

“The government is aiming to increase this from two to five percent of the country’s GDP, and the economic and supplier support proves this.”

THE ABUJAR GOLD PROJECT

For such a new and established company, Tietto has a bright future ahead of it. Tietto’s 2021 definitive feasibility study (DFS) for Abujar demonstrated the project can produce 260,000 ounces (oz) of gold in its first year of production postramp-up at an all-in-sustaining-cost (AISC) of USD$651/oz and produce 1.2 million ounces of gold over the first six years of operation, averaging 200,000 ounces per year at an AISC of USD$804/oz.

“Tietto started in 2010 with a focus on gold exploration in West Africa,” Wang tells us. “The company originated in Liberia, and two years later we expanded into Ivory Coast. This expansion gave rise to the Abujar project, located in the central west of the country.”

Tietto is positioned to continue building its resource inventory at Abujar while ramping up gold production in the first half of 2023. Abujar itself is comprised of three contiguous tenements: Abujar South, Abujar Middle, and Abujar North, totalling over 1,114 kilometresquared (km2) and features a

“IT IS NOW TIME TO DRILL WIDELY ON THIS PROJECT AND EXPLORE ITS POTENTIAL FURTHER TO PRODUCE THE GREATEST YIELD OF GOLD POSSIBLE WHILE KEEPING AN EYE OUT FOR FURTHER EXPANSION OPPORTUNITIES WITHIN IVORY COAST”

– CAIGEN WANG, MANAGING DIRECTOR, TIETTO MINERALS

Caigen Wang

Global Earthmoving Contractor for Mining and Infrastructure Projects, serving the industry for more than 60 years, committed to a Sustainable Life Impact for Today and Future Generations.

www.epsagroup.com

70-kilometre-long gold corridor. Less than 10 percent of the project area has been explored, providing plenty of exploration upside for Tietto to further grow its resource inventory.

MINING IVORY COAST

Ivory Coast is home to diverse mineral resources, and key among these is gold. However, the country boasts significant reserves of other minerals that are used for a wide variety of purposes, such as manganese, nickel and bauxite etc.

On top of gold, Ivory Coast’s diverse mineral resources include:

- Diamond

- Manganese

- Bauxite

- Iron ore

“Starting from scratch, we began exploring Abujar in 2014. We explored the potential of the project extensively, gaining a mining licence in 2020, and started building the mine at the beginning of 2022, completing in December of last year,” Wang says.

“Since then, Abujar has operated full steam ahead, leading to its successful first gold pour at the beginning of this year, a significant and celebratory milestone for Abujar and all of us at Tietto.”

Abujar is strategic in its location, being 30 kilometres from the major regional city of Daloa and close to excellent regional and local infrastructure including grid electricity to make the most of Ivory Coast’s cheap power costs.

Abujar has a current LOM of 11 years with scope for Tietto to extend this with further near-mine and regional exploration success. With this in mind, Tietto is investigating the viability of a second site, the AbujarPischon-Golikro (APG) gold deposit, seven kilometres from its Abujar CIL operations.

Tietto’s investigation into the viability of a second gold mine at the APG deposit has led to a promising

find; the scoping study has identified potential for a heap leach operation that could deliver an additional 850,000oz of gold over 10 years.

In addition, Tietto has opportunities to improve on DFS gold production by increasing project output via infill diamond drilling targeting the delineation of measured resources, deep drilling targeting underground potential below the ore reserve pit design at Abujar Gludehi (AG) core, aggressive regional exploration drilling and APG heap leach potential, which is currently being assessed. Tietto is planning to complete 120,000m of drilling in CY2023. An Abjuar resource update was released in mid-April CY23 for 3.83 million oz, an 11 percent increase from 3.45 million oz delivered in April 2022.

“We are constantly undertaking explorations to increase our resource base, which will give us very good opportunities to extend the LOM, that is currently over a decade. We aim to extend the LOM substantially, and we have a very good drilling capacity so we will up our resources via aggressive drilling,” Wang adds.

“We employ drillers – those that

“IVORY COAST IS ONE OF THE BEST LOCATIONS FOR GOLD MINING INVESTMENT IN THE WORLD”

– CAIGEN WANG, MANAGING DIRECTOR, TIETTO MINERALS

Tailings slurry discharging into TSF

Crusher-Mill-CIL Tanks

operate our drill rigs – ourselves, so our drilling costs are very low compared to other mining operations in the industry.”

GOLDEN YEARS AHEAD

Tietto’s operations at Abujar included the use of a 4.5 million tonnes per annum carbon-in-leach (CIL) processing system that was constructed within budget and on schedule, completed after 12 months with no debt and zero hedging – a monumental achievement for the company.

“We have a very unique in-house mine building capacity led by our Executive Director and COO Matt Wilcox,” Wang elaborates. “Abujar is the fifth gold mine that Matt has built in the past 12 years in West Africa, and it is through his lead on the production side of things that we have succeeded to the extent that we have today.”

Prior to his time at Tietto, Wilcox

directly managed the construction of gold producer West African Resources’ (West African) 300,000oz per annum Sanbrado Gold Mine, which was completed in March 2020, ahead of schedule and under budget.

He is highly experienced in the gold mining construction industry in West Africa, having spent the prior eight years working for Nord Gold, which operates nine gold mines globally, including three mines in Burkina Faso and one mine in Guinea.

“Abujar was built during a very

challenging COVID-19 pandemic period, which shows the capacity, professionalism and efficiency of Tietto when it comes to project management and completion,” Wang concludes.

“It is now time to drill widely on this project and explore its potential further to produce the greatest yield of gold possible while keeping an eye out for further expansion opportunities within Ivory Coast.”

TIETTO MINERALS

Tel: +61 8 9420 8270

admin@tietto.com

www.tietto.com

Abujar Mine Camp

Abujar Mine Camp

Abujar Mine Camp

‘Scouting for Gold’ projects team

PIONEERING ENGINEERING IN UNDERGROUND ENVIRONMENTS

As Howden offers high-end ventilation solutions to the mining sector, we discover more about the company’s evolutionary leap forward in engineering equipment with Managing Director Kudzai Nyangoni

Writer: Rachel Carr | Project Manager: Joshua Mann

Revolutionary engineering in the 19th century paved the way for various technologies that everyone is familiar with today. In 1854, James Howden founded a marine engineering company, and it was his early inventions which enabled the steamships of the era to

reduce their energy consumption by nearly 50 percent.

As industrial innovations increased, and the engineering industry expanded into homes with efficient appliances such as refrigeration and air conditioning, the company began to grow. Almost 100 years after the initial steps into

marine engineering, James Howden & Company Africa Pty was formed in 1952. After its recent acquisition by Chart Industries, the company has since rebranded as Howden.

The progressive and energy efficient solutions continue to this day, in fact, with the company and the team deeply rooted in sustainability. Its environmental, social and corporate governance (ESG) efforts are a fundamental characteristic of the Howden brand.

For more than a century, Howden has supplied ventilation systems and equipment to global mining companies from the Arctic to Africa. Whatever the type of mine, whether it is coal, mineral, or base metal, Howden’s technology offers a superior ventilation performance.

“In the last 14 years that I have been with Howden, I have overseen the design, manufacture, installation

AFRICA OUTLOOK: HOW DO YOU ONBOARD NEW TEAM MEMBERS AT HOWDEN, AND ARE THERE ANY SPECIAL QUALITIES THAT YOU LOOK FOR?

“Our employee onboarding process is strategic, as it is designed to build and establish engagement earlier in the employment stage. We have developed a five-step framework that starts from the day the new employee accepts the offer. We also utilise our buddy system that provides socialisation into the organisation as well as promoting team integration in the first three months of the onboarding process.

“The hiring process is comprehensive and varies according to the expertise required. At Howden, we believe in talent management as a strategic and holistic process for the business and for the individual. We look for candidates with a hunger for success and with relevant skills and knowledge in their chosen field, who also demonstrate good behaviour with a capability and potential to fulfil roles that are more complex and specialised.

“We also have a graduate programme for those who want to gain industry experience and build their careers at Howden.”

commissioning and maintenance of mine ventilation and mine cooling plants for some of the world’s deepest mines located in South Africa,” opens Kudzai Nyangoni, Managing Director of Howden.

As a supplier of diverse gas handling equipment such as air heaters, mine ventilation fans, industrial process compressors, and a wide range of air pollution control equipment such as bag filters, scrubbers, industrial and medical waste incinerators, heating, cooling systems and more, Howden offers a fully integrated suite of expertise.

“For the mining sector, Howden offers products and services under the Total Mine Ventilations Solutions (TMVS) strategy, ranging from pre-feasibility engineering studies, ventilation and cooling solutions and aftermarket services for installed equipment. The products and services are flexible, efficient and safe, and consequently, TMVS is a one-stopshop,” Nyangoni informs us.

FIELD SERVICES AND ENGINEERING

Facilities include a 25,000m2 workshop with a 20,000m2 laydown area.

- Overhead cranes

- Two GM technical services cranes – 100 ton per crane with 15 metre clearance

- 2x 35 ton cranes

- 9x 10 ton cranes

- 4x 5 ton cranes

FIELD SERVICES AND ENGINEERING

All employees from each division are tested and certified to all relevant standards and specifications.

Engineering and manufacturing capabilities include:

• Sub arc welding

• Flux-cored arc welding

• Gas metal arc welding (GMAW)

• Shielded metal arc welding (SMAW)

Offering a 24-hour breakdown service to minimise downtime and production loss.

FSE has core engineering and field service solutions with the following engineering and manufacturing services available:

FSE PIPETEC

Facilities include two dedicated 4,000m2 under roof workshops

- 4x overhead cranes

• General fabrication for the medium to large industrial sector, for example, ducting, fan casings, motor housings and structures

• Sand blasting and painting completed to meet customer requirements

• Reconditioning of gearboxes, pumps, hydraulic cylinders, etc.

• Manufacture of shredding machinery for the recycling industry

• Specialised welding of carbon steel, hardened and tempered steel, stainless steel, duplex stainless steel, aluminium and boilerplate

• General fabrication for the medium to large industrial sectors include, but are not limited to, structural steel, platework, and machining

FSE PIPETEC

• Skid manufacturing

• Ducting manufacturing

• Light/medium structural steel manufacturing

• Equipment manufacturing – tanks, vessel, cyclones etc

• Small and large bore pipe spool fabrication – carbon, stainless, duplex stainless, etc.

BPI

Facilities include

- 2x 10 ton overhead cranes

- 1x 25 ton mobile crane

- 1,500m2 light sheet metal workshop with a 4.5 ton overhead crane

BPI

• Sandblasting and glass bead blasting

• Painting

• Insulation and cladding – hot, cold and acoustic

Plate sizes range from 0.5mm to 2mm - aluminium, galvanised, and stainless steel

BPI is an approved applicator for Stonecor, Jotun and PPG/Sigma

Field Services and Engineering is the proud preferred supplier to Howden. Our group’s certifications include ISO 9001 and ISO 3834, and we have implemented ISO45001 and ISO 14001 management systems into the core of our business. B-BBEE Level 2 certified.

Howden has a solution for most gas handling processes with highend engineered solutions often supplied into industrial processes as packaged solutions or installed on a turnkey basis. The company also supplies ventilation systems and equipment to major mining companies in global settings.

“In recent years, we have added to our suite of air handling technologies. Ventsim™ software optimises underground mine ventilation and Ventilation on Demand (VoD) software to help mines save energy and reduce operating costs.”

INITIATIVES AND INNOVATIONS

The future of mining lies in the Ventsim™ initiative, a suite of solutions which comprises two software packages – Ventsim™ DESIGN and Ventsim™ CONTROL. Introduced in 1993, it is now licensed to over 1,500 mining sites, consulting and research agencies, universities, and governments worldwide. Ventsim™ DESIGN is the ultimate 3-D mine ventilation design system.

“It allows users to create a 3-D model of their tunnels, shafts and underground workings. This enables our customers to simulate, and animate, air flow and fan behaviour in

ENVIRONMENTAL PRACTICES

Howden is focused on sustainability, reflected in its vision of a sustainable world. Commitments for 2030 in a 2021 ESG report include:

• 50 percent - reduction of Scope 1 and 2 carbon footprints, becoming carbon net zero by 2035

• 50 percent - of zero waste to landfill

• 30 percent - reduction in mains water usage

• 40 percent - increase female representation on the Management Committee

• 35 percent - increase in female representation in senior roles

• 30 percent - increase in female representation overall

• 25 percent - employee volunteer participation through a community services programme

Impact explained by a case study at a Canadian Operation, where the following results were achieved:

• 43 percent - reduction in mine heating costs

• 56 percent - in underground ventilation electricity costs

• 76 percent - decline in surface ventilation electricity costs through VoD implementation

Another exciting prospect is the hydrogen movement, along with natural gas liquefaction. Following Howdens’ acquisition by Chart Industries, customers are offered a suite of products, along the value chain, to support a transition to renewable energy.

real time and analyse mine ventilation within a rich and dynamic visual environment,” details Nyangoni.

“Ventsim™ CONTROL enables the remote, and autonomous, control of ventilation devices as doors, fans and regulators. The technology combines ventilation modelling with a flexible control system and advanced control strategies. It is tailored for monitoring, control and optimisation in ventilation of underground mines,” he continues.

Fundamentally resting on the four pillars of Ventsim™ Engineering Services Turnkey Engineering Solutions: Mine Ventilation, Turnkey Engineered Solutions: Mine Cooling, and the Aftermarket Services, the TMVS is a single point of contact solution, focused on providing a fully integrated approach to mine ventilation, cooling and conditioning monitoring.

“It is aimed at creating work environments which are safe and risk free to the health of the employees, whilst protecting the environment. Through our products and services, we support our customers along the value chain, to achieve zero harm and ESG commitments.”

Engineering studies in the prefeasibility and feasibility stages of the project undertaken using Howden’s proprietary Ventsim™ software is the first part of the TMVS strategy, taking leading mine ventilation modelling software and applying it extensively across most mines globally.

“Mine ventilation and cooling studies offered under our consulting arm, Ventsim™ Engineering Services, lead to optimisation of mine ventilation and cooling systems that help our mining customers to comply with strict ESG requirements in most jurisdictions,” Nyangoni assures.

“The second part of the TMVS strategy is mine ventilation equipment ranging from the small 37 kilowatts (kW) auxiliary fan to the mighty 4 megawatts (MW) fans mixed flow primary ventilation fans. Howden has supplied the largest proportion of

fans on Africa’s mines in the past eight decades,” he explains.

FUTURE-PROOF VENTURES

After securing a contract for a Ventsim™ CONTROL system at Gold Fields South Deep gold mine (South Deep), the collaboration with Howden is to implement the state of the art ventilation optimisation system.

“The solution will support a safe working environment as well as reduce the mine’s energy consumption, which will contribute towards South Deep’s environmental and operational goals. Our ventilation

optimisation solution offers varying levels of control to suit the needs of the mine,” Nyangoni notes.

Level one and two allows for manual remote control and scheduling of ventilation devices. Meanwhile, the level four VoD, the solution employed by South Deep, allows ventilation devices to react based on feedback from environmental and operational goals.

Furthermore, it will adjust mine airflow in real time based on vehicle and personnel position, the solution also offers a 3-D modelling capability within the software, which helps users

to better predict, and control air flows based on what is evidenced in the simulation.

“The installation of Ventsim™ CONTROL will improve the operability and flexibility of the mine’s ventilation system to ensure a safe, healthy and efficient ventilation solution. Ventsim™ CONTROL will further reduce energy consumption and associated tonnes of carbon emissions,” he says.

As the system allows the mine to optimise its ventilation based on fully remote vehicle and personnel monitoring, it directly contributes to

“BY EMPLOYING OUR OPTIMISATION SOLUTIONS, WE HAVE SUPPORTED NUMEROUS MINES TO ACHIEVE THEIR DESIRED OBJECTIVES”

– KUDZAI NYANGONI, MANAGING DIRECTOR, HOWDEN

achieving the emissions reduction targets, “something which the Howden team is very proud of.”

The mine is a world-class bulk mechanised mining operation reaching depths between 2,800 metres (m) and 3,300m below surface, located in the Witwatersrand Basin, near Westonaria 50 kilometres (km) southwest of Johannesburg, South Africa.

Sustainability and carbon footprint reduction have come under the spotlight in recent years, especially regarding mining practices, however, the savings and carbon reduction depends on the maturity of the solution.

“Ventsim™ CONTROL is a product we are extremely excited about.

Power consumption for ventilating the works of underground mines forms a substantial percentage of the operational expenditure for running

the mine,” states Nyangoni.

The percentages typically range between 30 and 50 but can be more in extreme cases. These high costs, and the associated impact on the environment, drive demand for solutions that offer operational efficiencies for ventilation systems.

“By employing our optimisation solutions, we have supported numerous mines to achieve their desired objectives.”

Priorities for the year ahead include remaining focused on helping customers across highly diversified end-markets and geographies, increasing the efficiency and effectiveness of their air and gas handling processes, and enabling sustainable improvements with regards to health, safety and environmental impact.

The mining industry’s value chain is very extensive. Engineering services

are required throughout the life of a mine from feasibility studies to mine development, mining operations, mineral extraction and processing as well as the reliable maintenance of equipment.

Therefore, it is difficult to find an industry that does not, one way or another, intersect with the mining value chain both upstream and downstream, therefore ensuring Howden’s success for centuries to come.

ANSWERING ALUMINIUM DEMAND

Guinea is the home to one-third of the best bauxite reserves on the globe. We take a look at world-leading bauxite producer, Compagnie des Bauxites de Guinée, and the importance of aluminium on an international level

Writer: Marcus Kääpä | Project Manager: Joshua Mann

Bauxite has an important role to play in modern society. It is a resource key to the production of aluminium, a material used across the globe and in a multitude of industries, from automotive production and aeronautics to electricity, packaging, and the construction of buildings, infrastructure and more.

When it comes to production, bauxite requires various steps including prospecting, planning, stripping, drilling and blasting, transportation, crushing and drying.

It takes approximately four tonnes of bauxite to make two tonnes of alumina, which in turn produces roughly one tonne of aluminium. Meanwhile, aluminium is present in more than 35 percent of modern materials and equipment used around the world, making bauxite a highly sought-after resource critical to our modern way of life, and bauxite mining companies key to keeping our world turning. One such player in the bauxite mining space is Compagnie des Bauxites de Guinée (CBG).

CBG supplies its customers with bauxite that has a moisture content significantly lower than or equal to seven percent. This low level of humidity gives the bauxite a superior quality, facilitating, among other things, its transport by boat as well as unloading and transformation

A BRIEF HISTORY OF CBG

The Republic of Guinea holds one-third of the best bauxite reserves in the world, which contain a high content of extractable alumina (45-60 percent) and a level of silica below two percent.

The production of bauxite on Guinean territory began in the 1930s on the island of Tamara and continued in the 1950s in the Loos Islands by French company Société des Bauxites du Midi. In 1963, CBG was created, with a shareholder base made up of the Guinean state (49 percent) and the Harvey Aluminum consortium (51 percent), bringing together the firms Alcoa (US), AlCan (Canada) and Péchiney (France).

In order to optimise CBG’s contribution to national development, the Guinean government the Boké Development Office (OFAB) which will build and manage the infrastructure required for the production of the ore, in particular industrial handling and processing facilities, a railway, and modern cities in Kamsar and Sangarédi.

Bauxite exports started in 1973, with the first ship, the Coronia, leaving the port of Kamsar with 19,000 tonnes on board. Since then, CBG has experienced considerable industrial growth which makes it a key player in today’s global bauxite market.

Floating crane transhipper with grab feeding system to cater to bauxite ore transhipment operations from barges at outer anchorage of Kamsar, Guinea

AIS GROUP

Specialised in the distribution of industrial spare parts, we offer over 15,000 references. In our warehouses across Africa, we have all kinds of bearings, belts, gears, joints, ball joints, pneumatic, hydraulic, protective equipment and many other items. Our boiler making and foundry also allows us to make and repair all kinds of mechanical parts for industrial clients.

the company the renowned position of world leader in bauxite provision.

CBG operates a series of bauxite deposits in the prefectures of Boké, Télimélé and Gaoual in Guinea. The most important of these is the Sangarédi plateau (Sangarédi), with an alumina content unique to the region. The process involved on the Sangarédi plateau includes going from the Sangarédi mine to the Kamsar plant via a 135-kilometre (km) railway line.

GROWING ACROSS GUINEA

At Sangarédi, bauxite is produced according to a well-executed mining plan. The process involves drilling holes in the mine, loading them, then blasting them with the explosive ammonium nitrate fuel oil (ANFO). The configuration of such holes is designed to achieve the optimal fragmentation of the ore. Following this operation, the bauxite is loaded into 77- to 100-tonne trucks and transported to the homogenisation stocks, where it is then placed onto trains (120 wagons at 82 tonnes

CBG – THE KEY DATES

1819 - Realisation of the first bauxite analysis on the Boké site.

1963 - Creation of CBG.

1973 - First bauxite exports aboard an ore carrier from the port of Kamsar.

2007 - Shipment of the 100 millionth tonne of bauxite.

2010 - First appointment of a Guinean citizen as General Manager of CBG.

each) and taken to the company’s Kamsar plant. The production flow is maintained continuously thanks to a rotation loop, ensuring a consistently streamlined operation throughout.

In Kamsar, the raw material is crushed in a workshop and handled towards production control stocks or the drying ovens. The crushed and dried bauxite is then sent to be loaded onto ships with capacities averaging 50 to 70,000 tonnes.

With the expansion of CBG’s operating capacities, the company will produce up to 19 million tonnes per year in the first phase, 25 million tonnes in the second, and an estimated 28 million tonnes in the third phase. By doing this under

‘IT TAKES APPROXIMATELY FOUR TONNES OF BAUXITE TO MAKE TWO TONNES OF ALUMINA, WHICH IN TURN PRODUCES ROUGHLY ONE TONNE OF ALUMINIUM’

Our world depends on the mining industry to extract precious metals and minerals to be used in all kinds of technology and devices, including aluminium, which is helping to drive lower waste and better electric transmission.

VERMEER Terrain Leveler® surface excavation machines (SEMs) help to precisely mine the desired ore while reducing dust, noise and environmental disturbance caused by traditional mining methods, such as drilling and blasting. This also manages the impact on our precious natural resources and the environment that we all enjoy and need for a life well lived.

BEREMAT GUINEE teams are providing on site maintenance and operators with KPIs, as an availability guarantee and fixed budget cost, which allows the customer to focus on his core business.

Health, safety and sustainability are constant objectives for our whole team, to protect individuals but also to avoid any damage to the environment.

the best possible health and safety conditions, CBG positions itself as one of the biggest and best bauxite producers in the world.

It is an exciting time for CBG. Financed by loans from major international financial institutions, including the International Finance Corporation (IFC), the Development Bank of the United States (DFC) and UK Finance, CBG is looking towards an expansionist future. Such growth will enable CBG to not only increase the production capacities of the Sangarédi mine as well as surrounding infrastructures such as the railway, processing plant, port, power plants, and cities, but also generate jobs and increase the company’s contribution to the internal revenues of the Guinean state.

GREEN OPERATION

Above all, CBG is committed to respecting international standards and this is reflected in its adherence to the highest standards in the world in this area, placing great focus in its corporate social responsibility (CSR), the promotion of the health and safety of its employees, and the protection of the environment.

CBG recognises the importance of increased sustainable mining practices and consequently operates responsibly in one of the largest

bauxite reserves in the world. The company’s activities contribute to sustainable growth for the benefit of a healthier environment, more resilient communities, and fulfilled employees.

Bauxite mining generates considerable challenges, including social, environmental and human rights-related issues. While very aware of this fact, CBG has placed the question of sustainability at the heart of its corporate strategy. To do this, CBG makes every effort to comply with all national and international

‘CBG POSITIONS ITSELF AS ONE OF THE BIGGEST AND BEST BAUXITE PRODUCERS IN THE WORLD’

CGB hopes to have an aluminium ore processing operation similar to this one in China

solution for handling equipment

Manutention Services understands the unique challenges that come with operating in a mining environment, which is why our forklifts are designed to be versatile enough to handle a variety of tasks. From warehouse and workshop operations to mining equipment maintenance, our forklifts are up to the task. We offer equipment for heavy-duty applications in mining sites in Africa, designed to operate in extreme conditions and offer a large load capacity for handling heavy materials. We are proud to support the use of forklifts in mining operations in Africa with a dedicated team of professionals, we strive to make sure that our clients have everything they need to succeed in their challenging industry.

legislation applicable to the industry as well as the highest performance standards in terms of environmental and social management. These standards include those of the IFC, the Aluminum Stewardship Initiative (ASI) whose certification is in progress, ISO standards as well as the United Nations Guiding Principles on Business and Human Rights.

CBG’s approach is based on the support, involvement and active participation of its stakeholders in the initiation and implementation of projects and activities, particularly in favour of local communities and the environment. It is a matter of ensuring that they work with them appropriately to guarantee the success and sustainability of the achievements.

National and international practices and standards are also adhered to by CBG, to manage and mitigate environmental and social risks and impacts in order to promote and enhance

‘IN COLLABORATION WITH LOCAL AUTHORITIES, CBG HAS SUPPORTED THE CREATION OF 10 MICRO-ENTERPRISES RUN BY YOUNG PEOPLE. SINCE 2010, THIS HAS RESULTED IN THE CREATION OF NEARLY 3,000 DIRECT AND INDIRECT JOBS WITH A TURNOVER OF AROUND USD$3 MILLION’

sustainable development.

On top of this, the preservation of biodiversity and ecosystem services remains a key priority. So much so, that this component is a key performance indicator for operational excellence. To materialise this commitment, CBG has voluntarily subscribed to the Performance Standard (PS) Six of the IFC, which is the most demanding in this area.

COMMITTED TO THE COMMUNITY

Local communities, particularly those neighbouring company operations, are at the centre of CBG’s prioritiesthis is a societal commitment that the company has imposed on itself.

At CBG, the management of community relations is the result of a skilfully thought out and mature process which has enabled it to establish an appropriate

VSEs mainly operate in the sectors of sanitation, construction, rehabilitation and reforestation, and market gardening

CBG has supported the creation of 10 micro-enterprises run by young people

framework governed by a certain number of principles. These include establishing and maintaining lasting relationships based on mutual trust and respect; promoting the culture of responsibility at the level of all actors; practicing the spirit of active and independent partnerships; and establishing a mechanism for handling complaints and grievances from local communities.

Community development has always been one of CBG’s highest priorities. To date, the company has invested more than USD$60 million in the development of infrastructure and basic social services for local communities. Since 2017, CBG has been investing up to USD$2.5 million in the socio-economic development of communities, and on top of this, the company has supported the construction of some 220 infrastructure developments based on various local development plans.

CBG also invests in the development of income-generating activities, particularly for young people and women. They aim to improve their income with a view to their economic empowerment. Launched in 2017 with a start-up fund of approximately USD$3 million, this programme is showing positive results with an average increase in community income of more than 100 percent.

In collaboration with local authorities, CBG has supported the creation of 10 micro-enterprises run by young people. Since 2010, this has resulted in the creation of nearly 3,000 direct and indirect jobs with a turnover of around USD$3 million.

In 2010, CBG promoted the creation, training and supervision of a set of ‘Very Small Enterprises’ (VSEs) in collaboration with the local authorities. These VSEs mainly operate in the sectors of sanitation,

construction, rehabilitation and reforestation, and market gardening. To date, this policy has made it possible to create about 10 VSEs in Sangarédi and Kamsar, which employ more than 950 people. This initiative has greatly contributed to establishing social peace.

Promoting and respecting the traditional and cultural heritage as well as the human rights of local communities remains a top priority in this approach. The company is committed to developing and maintaining trusting and lasting relationships with local communities, based on mutual respect, transparency, active partnership and long-term commitment. CBG ensures that its community investments are aligned with community priority areas such as health, education and basic infrastructure, to name a few.

FORGING AN INTERNATIONAL COAL-ITION

TerraCom is an Australian-based mining resources company encompassing an impressive portfolio of operating assets and exploration projects within the national coal sectors of Australia and South Africa. We learn more about this global operation with a community-centric core from Managing Director, Danny McCarthy

Writer: Ed Budds | Project Manager: Eddie Clinton

OPERATIONS AND MAINTENANCE PARTNER OF CHOICE

Operations of Processing Facilities

Feasibility and Due Diligence Studies

Engineering Design and Fabrication Design

Coal Processing

INGWENYA MINERAL PROCESSING:

A South African owned mineral processing company with 52% black shareholding based in Emalahleni Mpumalanga Province.The company was incorporated in 2006 to service the mining industry in contract mineral processing.

and Build of Processing Plants

Coal is a cornerstone of Australian industry. Built on the efforts of hardworking Australians across regional operations, the sector has a strong future which promises to meet all the requirements of a modern economy.

Despite the ongoing negative rhetoric concerning coal, Danny McCarthy, Managing Director of TerraCom, believes that the resource will remain at the forefront of Australian industry for a long while yet.

“Whilst alternate energy sources are discussed and strategised over, the coal industry will continue to keep the lights on in Australia and indeed around the globe until a like-for-like

AFRICA OUTLOOK:

DANNY MCCARTHY, MANAGING DIRECTOR: “At TerraCom, we are focused on motivating and empowering our employees, resulting in higher job satisfaction, improved work performance, and a greater commitment to the company.

“As Managing Director, I am deeply committed to making a positive difference and it is important that our vision, purpose, and values are known, understood, and lived by all employees.

“Our vision sets out what the future will look like, our purpose outlines why we exist, and our values are the fundamental shared beliefs and internal code of conduct which inform and inspire the ethics, behaviour, communication style, and culture within our company.”

energy source can eventually replace it,” he introduces.

Coal mining in Australia is a highly sophisticated and high-tech process. Continuous improvements in mining technology, occupational health and safety and environmental performance have ensured Australia’s standing as an efficient and reliable producer of high-quality, low-cost thermal and metallurgical coal for the domestic and international markets.

Regarding South Africa (SA), TerraCom’s other major operational market, coal mining underpins the nation’s economy and is an important contributor to its success and longevity. Coal usage is integral to SA’s energy sector and over the course of the past decade, the nation’s public-owned utility, Eskom, announced the construction of the Medupi and Kusile coal-fired power plants to enable continued electricity supply for its people for decades to come.

Growing up in Central Queensland, McCarthy’s interest in the mining industry commenced at a young age. His father was an underground miner who transitioned to surface mines in the late 1970s, and it was this early exposure to the industry that ultimately led to McCarthy forging his own path within it.

“I was intrigued by the sheer size and complexity of the mining process,” he recalls.

Fast forward through 27 varied years in the mining, minerals processing and resources sector within Australia, and McCarthy started working with TerraCom as Chief Executive Officer in December 2018, as the company was poised to start implementing an improvement agenda focused on long-term sustainability for employees and shareholders.

EXPANDING A GLOBAL REACH

Having grown significantly to now boast a global footprint, TerraCom is

an Australian-based mining resources company, comprising a large portfolio of operating assets in Australia and SA with an impressive suite of exploration projects within the vast coal sectors of these two nations.

“We are a renowned low-cost producer focused on delivering exceptional outcomes from our highyielding diversified asset portfolio for investors,” explains McCarthy.

On a combined basis, via both direct and contractor engagement, TerraCom now employs approximately 3,600 people worldwide.

“Our people are our business, and their continued dedication allows us to consistently deliver products to our customers every day of the week, and every day is the chance to better the achievements of yesterday,” he continues.

The Australian business unit of TerraCom comprises the flagship Blair Athol coal mine located in Clermont, Queensland, as well as a large portfolio of exploration and evaluation assets predominantly located in the Northern Galilee coal region.

The life of the Blair Athol mine is projected at more than eight years at the current run rate of 2.2 million tonnes for export, and TerraCom continues to explore several potential near-mine expansion opportunities which could see the facility utilised as a processing precinct for many decades to come.

In SA, TerraCom, via its 100 percent ownership of Universal Coal Plc, holds an interest in a portfolio of producing, development and exploration assets located across the nation’s major coalfields. There are currently three operational mines including the North Block Complex, New Clydesdale Colliery and Ubuntu Colliery.

The SA operations provide domestic quality coal to Eskom, and also supply high quality export coal to customers via the Richards Bay and Maputo coal terminals.

HOW DO YOU EMPOWER YOUR STAFF AND RECOGNISE THE VALUABLE CONTRIBUTIONS THAT THEY MAKE?

Customer focus is our priority. In line with our motto of ‘Operational and Maintenance Partner of choice’ operate 12 coal-processing facilities for different clientele: Universal coal, Thungela coal, Menar, Canyon coal, Salungano, Overlook, Ikwezi and ArnotOpco. In 15 years, Ingwenya Mineral Processing (Pty) Ltd has completed 13 Coal Processing and Handling Plants Capital projects, and seven retrofits and modifications. Ingwenya specialises in contract mineral processing consulting services with a specific focus on the coal industry.

Our areas of expertise comprise:

• Operations and maintenance

• Design and build of plants

• Engineering design and fabrication

• Feasibility and due diligence studies, trouble shooting and optimisation

Operations and Maintenance Specialist

We operate different types of DMS plants of varying capacities incorporating the following beneficiation equipments: Drum, Cyclone or 3-Product Cyclone, Larcodem, to produce Powerstation coal, RB1/RB2/ RB3, and metallurgical sized products according to client needs. We rely on our dedicated, competent and efficient teams to produce coal that meets required specifications and targets. A group of specialist process engineers, mechanical and electrical engineers supports the operations with expertise to ensure seamless production.

Design and build of processing plants

Our modular plants can be summed up as cost effective, simple, flexible and easy to operate and maintain. This reduces fabrication time and erection costs and also ensures that projects are delivered at short lead times.

The modules are designed to accommodate future expansion by just adding onto the existing module sharing the peripherals. Our plants are tailor-made to suit client specific needs, flexible to treat different seams and to produce single or multi products to cater for different markets. Our modular plants are easy to dismantle and relocate elsewhere.

Ingwenya has developed strategic partnerships with OEMs, which assists in acquiring expertise in leading technology to ensure efficiency from the design phase straight into production.

We design and build Slew stackers suitable for Eskom products. It can rotate 220° to build five conical stockpiles of 5,500 tons each. Slew stacker can build one 5,500 tons stockpile in nine hours. We also build smaller product stackers capable of building two stockpiles of 3,000 tons each for smaller operations or crush and screening operations.

SHEQ

Ingwenya is committed to the highest standards of safety, health and environmental performance and fully supports the SHEQ management standards and systems of our clients.

Our advantage point: Bomax Engineering Workshop

Ingwenya has a fully equipped in-house 4,000m2 engineering workshop located in Hendrina, Mpumalanga, where we fabricate our own steel structures and platework. The workshop has a well-qualified and experienced team in Fabrication, Construction and Maintenance. The workshop supplements the operations in terms of upgrades, installations, maintenance and shutdowns.

In the future, Ingwenya intends to diversify into other commodities and grow its portfolio beyond local borders.

INSPIRATION THROUGH ACCOUNTABILITY

TerraCom currently finds itself in a unique position whereby it does not have the bureaucracy that some larger organisations in the industry have.

“We are flexible and agile, and this allows us to quickly adjust to meet the changing demands and parameters of the market, internal business requirements and stakeholders,” McCarthy outlines.

The main ethos of the company is “we do what we say”, which is extremely important both within the organisation and when dealing with external stakeholders. TerraCom strives to maintain a high level of leadership and show accountability for everything it does, and this subsequently inspires its entire team to remain committed to goals, be attentive during all tasks, and crucially, never lose sight of opportunities to grow.

“Our mantra is simple yet compelling – be better than our peers, deliver reliable and consistent products, and be cost-conscious with every dollar spent. There is no ‘done’ or finish line; our sights are continually honed on being better at every turn. With each interaction, every movement and motion, we aim higher and higher and higher, and we do it at every chance we get,” he adds.

This is critical in building positive community relationships. Indeed, the strength and success of TerraCom, whilst founded on its people, is underpinned by long-term business partnerships with several key equipment and contracting partners.

“As part of our everyday actions, we strive for continuous improvement. We know there’s always something to learn from what we’ve done; whether that be the way we act, the choices we make, how we live out our cultural values or how we treat each other and the wider community,” McCarthy says.

Monandi Group

Monandi Group was established in 2015 by Kriven Maharaj (Director) who has experience in the mining industry since 2013.

The company has been working with major mining groups within the Mpumalanga region providing material handling services and stockpile management. We strive for excellence service delivery so our clients can meet their targets on a monthly basis. We are a Level 1 B-BBEE company which focuses on creating job opportunities for the locals around the Mpumalanga region.

www.monandigroup.co.za

Current Projects

• Loading and hauling 350,000 tons of Export and Eskom Coal

• Material handling and Stockpile Management

Shape and level ROM, crushing boulders, compaction and road maintenance.

• AshDam Project

Supply machinery for material handling

Our Assets

• Front-End loaders

• Dozers

• Packers

• Excavators

• 10-Cube Tipper Trucks

• Diesel Bowsers

• Compactors (All machinery is well maintained through OEM)

DESIGNING WITH PASSION. BUILDING WITH PURPOSE.

The Outlook Creative Services Division provides a complete web design, build and delivery service that leverages the expertise of our in-house production team. Complementing Outlook Publishing’s portfolio of esteemed global publications, our specialist skills cater to clients around the world with a fully bespoke service.

If you would like us to bring your digital story to life with passion and purpose, visit www.outlookcs.com or email hello@outlookcs.com

Elsewhere, TerraCom also works cooperatively with local communities to progress its projects both in Australia and internationally, and is committed to a positive programme of engagement in every community in which it operates.

In Australia, the Blair Athol mine plays an integral part in the Clermont community. In addition to providing community group support, TerraCom has recently completed the onboarding of 16 local traineeships and is launching an apprenticeship programme providing careers in mining and skills pathways to further support the future of Clermont and the wider central highlands region.

Further to these communitybuilding initiatives, TerraCom is also a well-regarded supporter of CQ Rescue, a community-funded rescue helicopter service based in Mackay, Queensland. CQ Rescue is an instrumental service across Central

and North Queensland, providing the community and stakeholders with a sustainable and supported, worldclass aeromedical and emergency helicopter rescue service available to anyone, anywhere at any time.

For the South African strand of the business, TerraCom, via its subsidiaries, has identified education as a key area that will change the lives of the youth in the company’s host communities and will therefore continue to offer skills, training programmes, internships and funding for higher education and donations to local schools across its operations.

MAXIMISING AN EFFICIENT SUPPLY NETWORK

TerraCom transports products from its mining facilities to customers by rail, train, truck and ship. The business partners that provide the company’s supply chain services are wellestablished, reputable firms that are

deeply engrained in the industry.

It is TerraCom’s preference to always work with local suppliers, in order to promote local community growth and support the availability of skilled labour, goods, and services from stakeholders near its operations in both Australia and South Africa.

The reality is, successful partnerships don’t just happen, and TerraCom recognises the genuine relationships that it has built with its customers and valuable business partners who have supported the company along the way.

“These highly reputable and established relationships emphasise accountability across all areas of our business; we focus on priorities and gauge business metrics to track and measure performance which help us to thrive, creating more value than we otherwise would,” ensures McCarthy.

Of equal importance to TerraCom is protecting the unique environment of the areas in which the company

operates and managing social responsibilities with immense sincerity.

“Our commitment is being responsible to minimise our impact, to progressively rehabilitate areas disturbed during our operations, and preserve or restore the longterm health and sustainability of the environment where we operate,” McCarthy tells us.

The advancement of this rehabilitation is being completed progressively at TerraCom’s Blair Athol mine in Clermont and its South African

operations, with the aim of significantly reducing rehabilitation activities at the end of the mine’s life. The mine currently has dedicated rehabilitation equipment and resources to undertake the necessary rehabilitation works with additional support from the production dozer fleet.

PROMISING NEXT STEPS

It is now TerraCom’s immediate focus to continue to ensure dividends flow to shareholders and the company remains open to the right growth

opportunities that pass its strict investment criteria.

“Ensuring responsible management of capital within our recently developed framework is a key focus, and our growth agenda is governed by responsible decision making for opportunities that add value to our story,” wraps up McCarthy.

The story of TerraCom is one that looks set to continue unwinding in exciting new directions and promises to deliver a highly satisfying overarching narrative for all characters involved, in line with the company’s relentless ambition for forward progress.

info@terracomresources.com

www.terracomresources.com

“OUR PEOPLE ARE OUR BUSINESS, AND THEIR CONTINUED DEDICATION ALLOWS US TO CONSISTENTLY DELIVER PRODUCTS TO OUR CUSTOMERS EVERY DAY OF THE WEEK”

– DANNY MCCARTHY, MANAGING DIRECTOR, TERRACOM

SHAKING UP THE NON–ALCOHOLIC BEVERAGES INDUSTRY

Writer: Rachel Carr | Project Manager: Bex Middleton

now trading as Coca-Cola Beverages

and selling of the products.

to-end bottler, whereby the company invests in the production, distribution

With a current population of over 1.4 billion in Africa, and growing, Coca-Cola has a slogan of, ‘one billion reasons to believe in Africa’. Moreover, the team at CCBB has the same belief, as the company is keen to quench the thirst of the population in Botswana while also encouraging economic investment in the country.

“Africa is undoubtedly a continent that requires resilience, positivity, and patience to see through the work you put in, but it also requires a heavy dose of passion and love of the people to be successful,” introduces David Chait, General Manager at CCBB.

Chait joined the company at the beginning of 2020, with the task of putting the leadership team together and developing the future strategy for the operation. Coming from an audit

As the iconic carbonated soft drinks brand continues to expand its presence across the African market, David Chait, General Manager, discusses the operations of Coca-Cola Beverages Botswana

STEFANUTTI STOCKS – SETTING THE INDUSTRY STANDARD IN AFRICA

Stefanutti Stocks is one of South Africa’s most prominent listed construction companies. It delivers infrastructure development projects, of any scale, to diverse sectors within the built environment across South Africa and its neighbouring regions. Its decades of industry experience and steadfast delivery of excellence in execution has positioned Stefanutti Stocks as a premier brand that is built on innovation and a foundation of common values (which include an uncompromising commitment to safety and quality).

In addition to the more traditional civil engineering and construction activities Stefanutti Stocks offers specialist, niche construction expertise in the fields of fast-track data centre and industrial plant construction, geotechnical and piling, renewable energy, oil and gas (including in house pipe spool fabrication), precast concrete (manufacture and construction), bridge construction, slip forming, mechanical and piping, electrical and instrumentation, materials handling and tailings management. It is the country’s leading concrete rehabilitation, repair, and maintenance contractor.

The Group boasts technical proficiency across all of its disciplines, and offers clients a collaborative full-service package, as well as a single point of accountability for mega project delivery. It has positioned itself as an invaluable project partner, with a reputation for offering innovative solutions and a proven ability to deliver projects cost effectively, safely, on time and to the required specification and scope.

The Group’s strengths lies in:

- the solution-based culture it brings to the project teams it is involved with

- its diversity and strategic positioning within the Southern African construction landscape

- an ability to seamlessly mobilise across the group

- its technologically advanced approach to managing construction sites

- its ability to offer a single-point of accountability, removing the interface risk from the client domain

- an ability to leverage its experience in creating a support and project infrastructure in even the harshest environments

- its successful recruitment and up-skilling of local communities as part of project deliverables

- its commitment to sustainability and transformation

- its streamlined shared services, management systems and policies

A view down the Ezulwini Valley where Stefanutti Stocks Eswatini has completed a number of high profile projects including most recently the FNB Headquarters.

Capacity

In South Africa, Stefanutti Stocks is a B-BBEE Level one contributor (SA) with a Grade 9 rating from the CIDB, providing the group with unlimited tender capability. Each of its disciplines can mobilise and operate across the country as well as cross-border, should contract opportunities arise – meaning that the group's capacity and capability to undertake mega projects spans its entire geographic footprint.

Geographic footprint

The group’s geographic footprint spans all provinces of South Africa and some Sub-Saharan African countries. Stefanutti Stocks has established operations and is a highly-regarded local contractor of choice in Botswana, Eswatini, Malawi, Zambia, and Zimbabwe.

Disciplines

The combined capabilities of the Stefanutti Stocks disciplines enables the Group to offer a multidisciplinary construction solution to its clients across all the regions within which it operates.

The Group’s scope of niche and traditional engineering and construction-related activities span the disciplines of buildin, civils, geotechnical, roads and earthworks, electrical and instrumentation, mechanical (including water clarification), renewable energy (with a focus on balance of plant construction), oil and gas (including bulk tank construction and in-house pipe spool manufacturing), and mining services (spanning materials handling and tailings management).

Infrastructure

The Group constructs the full spectrum of public and industrial civil infrastructure and undertakes contracts in the transport (road, rail, and air), energy generation, heavy industrial, oil and gas, water (dams, conveyance, storage, effluent and water treatment plants), and mining sectors. The Group also boasts over five decades of experience in constructing award-winning buildings across southern Africa for the public and private sector, including global brands and international clients.

Stefanutti Stocks has an established track record of constructing and delivering data centers and associated infrastructure. Its broad spectrum of expertise, strong solution-based culture, and capacity within the construction environment – including in-house MEP and the utilisation of a BIM platform throughout the project – supports seamless (even early)

The Zimplats' Selous Metallurgical Complex (SMC) in Zimbabwe where Stefanutti Stocks is currently constructing mining infrastructure for the SMC SO2 Abatement and Smelter expansion project.

General Contracting in Africa

Stefanutti Stocks has established operations outside of South Africa that are reputed to be amongst the best general contractors in their regions. Its operations in Botswana, Eswatini, Malawi, Zambia and Zimbabwe undertake building (airports, commercial and industrial) construction projects, civil works including water treatment works, reservoirs, bridges, and dam construction, agricultural land development, as well as bulk earthworks, road construction and rehabilitation contracts. In co-operation with the Group’s disciplines, the Stefanutti Stocks Africa region can offer clients the full spectrum of the group’s capabilities which include renewables, mining services, mechanical, electrical and instrumentation, and oil and gas.

Recent Projects

In South Africa, amongst many other multidisciplinary construction contracts, Stefanutti Stocks recently slipformed the Ivan Plats headgear – one of the largest headgears constructed in South Africa to date, completed the Zandvliet Wastewater Treatment Work for the City of Cape Town, completed the SAPREF R Tanks project in joint venture with VJ Tanks SA, constructed a new 132 kV client-owned High-Voltage (HV) substation in the Western Cape, and delivered infrastructure for a new 70MeV Cyclotron for iThemba Labs.

Some current Stefanutti Stocks project highlights across the sub-Saharan continent include projects for Coca Cola Beverages, Barlow World, and a prestigious HQ redevelopment project in Botswana, the Manzini Interchange, CONCCO warehouse expansion, and a new head office for FNB in Eswatini, as well as the Lusaka Commercial Cold Store for Imperial’s Namibian Deep Catch Group, and the recently completed Radisson Blu Mosi-oa-Tunya Hotel Livingstone in Zambia.

Captions:

1. The CONCCO warehouse expansion in Matsapha, Eswatini.

2. A recently completed new 132 kV client-owned High-Voltage (HV) substation.

3. The two 24,307m3 fuel storage tanks that were designed and constructed for Transnet.

4. The recently completed Manzini Golf Course Interchange project for Eswatini's Ministry of Public Works and Transport.

mixed-use

A view of the completed Radisson Blu Mosi-oa-Tunya Hotel Livingstone, a premier sustainably focused river-front resort, with 200-rooms and countless luxury facilities.

and chartered accountant background, he relished the opportunity to work for such a universally recognised company.

“I didn’t set out to join the beverage industry, but I consider myself especially lucky to be a part of a company that sells the world’s leading brand,” he shares.

AN AFRICAN ADVENTURE

Coca-Cola was first imported into Africa in 1928 and the bottling of the product began in 1940. Currently, CCBA serves 15 countries on the subSaharan continent.

Meanwhile, within Botswana, CCBB has depots in Gaborone and Francistown in the north, and the recently opened Palapye in the central region, in addition to the distributors

TAKING ACTION

As TCCC encourages inclusion in initiatives such as the World Without Waste programme, and Youth Entrepreneurship Training, it is a relationship that CCBB is keen to cultivate.

• World Without Waste Programme: The initiative entails training women on incomegenerating waste collection, which also helps in cleaning up the environment. Specifically, trainees will collect PET plastic bottles which are then sent to recyclers for further processing.

• Youth Entrepreneurship Training: Youth unemployment is rampant in Botswana; therefore, companies can assist participants by contributing towards imparting skills, giving the younger generation a chance to start a sustainable business.

in the northern town of Kasane, and Maun in the northwest. With a population of just over 2.4 million, CCBB is able to reach consumers through the supermarket channel, and wholesale channel which feeds into general trade.

“We sell directly to 800 outlets, in addition to the 3,200 outlets across Botswana that purchase from the wholesalers or distributors,” outlines Chait.

Today, TCCC has a continent-wide presence, operating in all countries and territories across Africa with 46 bottling partners. Hiring locally and sourcing regionally, the company has made an impact on economies and taste buds alike.

Every job created directly generates between 10 and 16 others indirectly. Everyone involved in the Coca-Cola supply chain makes money through the production, distribution, and sales of the brands.

CCBA is the eighth largest bottling partner worldwide by revenue, and the biggest on the continent, serving 15 countries in sub-Saharan Africa. Meanwhile, TCCC itself refreshes consumers and communities in all 54 countries on the continent.

Although it is the only soft drinks manufacturer in Botswana, for Chait, the benefits far outweigh the challenges.

“Being a cornerstone business that contributes to local employment and communities is extremely important for CCBA as a group,” he says.

TASTE THE DIFFERENCE

Although TCCC produces over 100 different drinks in Africa, with many tailored to local tastes, the strategy is always the same: the product should always be within reach.

CCBB produces a plethora of colourful flavours from Fanta grape, and pineapple, to Sparletta Pine

David Chait, General Manager (right), discusses operations

Nut, and Stoney ginger beer. The company also produces Botswana’s legacy brand, Bonaqua Source Water, previously known as Source Water.

“We must forge our own way forward to resonate with consumers, and not just copy and paste what works in other markets around the world. The opportunities to create new ideas and see them to conclusion is what drives the continent as an exciting space to work in,” reinforces Chait.

The company has grown significantly since its inception in 2018, when it became a subsidiary of CCBA, and

now employs 500 people compared to its original number of 200.

Although CCBB operates out of Gaborone, producing polyethylene terephthalate (PET) packs of 2 litre (L), 1L, and 600 millilitres (ml) across most Coca-Cola brands, with Coca-Cola being the major brand in the market, the company cannot produce everything in-country.

“Where we don’t have the capacity, we import additional requirements from South Africa. We also bring in various brands such as Schweppes, Cappy Juice, Monster,

Predator Energy, and Mazoe Crush to add to the menu of beverages,” he reveals.

The carbonated soft drinks mentioned above sit alongside Fanta, Sprite, Stoney, and the Sparletta range of Creme Soda, Pine Nut, and Iron Brew.

“The group vision is to refresh Africa every day and make the continent a better place. Through our investments in people, networks, and community, we aim to place an ice-cold beverage into their hands wherever they may be. Whether you are living in Gaborone or a small village near Shakawe, the quality and experience will be the same,” explains Chait.

Coca-Cola is a heritage brand that has been around for generations, and consumers associate it with quality, consistency, and trust, all of which are traits that resonate with both customers and partners.

“AFRICA IS UNDOUBTEDLY A CONTINENT THAT REQUIRES RESILIENCE, POSITIVITY, AND PATIENCE TO SEE THROUGH THE WORK YOU PUT IN, BUT IT ALSO REQUIRES A HEAVY DOSE OF PASSION AND LOVE OF THE PEOPLE TO BE SUCCESSFUL”

– DAVID CHAIT, GENERAL MANAGER, COCA-COLA BEVERAGES BOTSWANA

CCBB Leadership Team

“Through our range and our passion, we believe we can offer the customer and consumer what they want, when they want it.”

A SUSTAINABLE SOFT-DRINK

CCBA, and its subsidiary CCBB, is prioritising expanding its production in a sustainable way.

CCBA is an industry leader in developing sustainable solutions for manufacturing and distribution. The company’s mantra of ‘People matter. Our planet matters’ is evidenced by its sustainable sourcing.

Consumer well-being, water use efficiency, reduction in carbon emissions, efficient energy use, sustainable packaging, waste management, and women, youth and people with disabilities empowerment are all equally important to the company.

“We believe in doing business the right way by following our values and working solutions that benefit us all.

Profitability is important, but not at any cost,” observes Chait.

CCBB is commissioning a new PET production line in May this year, which will double the PET production capacity in-house.

“The entire project is costing over USD$20 million and will see the local operation self-sufficient on all core brands and able to meet our customer demands for the foreseeable future,” Chait informs us.

As the new line can produce a wider range of 2L PET products, it offers

greater flexibility when responding to consumer requirements. Designed to be more energy efficient, therefore mitigating the environmental impact and energy costs, it also incorporates improved safety features, reducing the risk of accidents.

“In preparation for the investment, in line with Coca-Cola standards, CCBB recently commissioned a wastewater treatment plant to ensure that clean water is put back into the municipal system after going through the plant,” he shares.

CCBB takes delivery of new equipment enabling the company to develop sustainable solutions for manufacturing and distribution

FACTS AND FIGURES

CCBB

• 15 brands

• One plant

• 539 employees

• USD$80 million revenue

CCBA

• 40 bottling plants

• 17,000 employees

• 15 territories

• 680,000 outlets

• 122 production lines

• 40 brands manufactured

TCCC

• 145 bottling plants

• 70,000 employees

This is in line with CCBB’s commitment to the environment, and continent, to operate sustainably.

of the plastic that we give to our customers taken for recycling. We are in the early stages of the process and will witness it ramp up over the next few years,” says Chait optimistically.

Furthermore, the investment will provide employment and open potential export opportunities to neighbouring countries.

“CCBB is acutely aware of the need to look after our environment and the impact plastic has on the world. We have been collaborating with our group, local businesses and communities to help create a sustainable PET recycling supply chain in the country.

“It has been slow, but it remains a key ambition to have 100 percent

CCBB has pumped a USD$2 million investment into a new effluent plant to ensure clean water enters the municipal system and take strain off the municipality. CCBB also introduced water recovery within the plant and re-uses water from the production plant for the facility’s cooling towers, ablutions and cleaning.

TCCC and its bottlers aim to achieve at least 100 percent water balance globally. The use of water efficiency initiatives and technologies has resulted in water usage decreasing substantially over the past several years.

FUTURE COMMITMENTS

Packaging is an important part of modern life, but there is an ongoing issue with waste management. Together with TCCC, CCBB realises it has a responsibility to help solve the

New production line equipment being installed

problem. By becoming part of the sustainable packaging initiative called World Without Waste, the company has committed to investing in the planet.

This has led to certain goals and priorities for the year ahead, with plans to open a new canning and bottling line and a production facility.

The target is to grow and win the market through execution excellence and customer satisfaction. The company is able to implement innovation, and work with marketing teams to make sure these are visible.

“Our immediate target is to commission the new line and adapt to the new reality of having excess capacity. The business needs to adapt to ensure optimal stock holding across packs and blend it with the most efficient production scheduling,” observes Chait.

“We are currently operating out of

three rented warehouses in Gaborone. Our long-term vision is to consolidate under one roof to represent the identity of CCBB.”

With the installation of the new line, there will be greater availability and diversity of products for the consumers. The line allows for greater innovation in packs and the ability to locally produce what was previously outsourced to another country.

“CCBB will be able to meet consumer demand, which we have struggled to do over peak periods,

relying on availability from South Africa to supplement the shortfall. Besides expanding the production and distribution chain in the company, this investment will also promote employment, bringing gains not only for our organisation, but also for the country,” he details.

ENCOURAGING EXCELLENCE

Earlier this year, CCBB supported an interactive workshop focused on building and growing sustainable enterprises for informal merchants

“THROUGH OUR RANGE AND OUR PASSION, WE BELIEVE WE CAN OFFER THE CUSTOMER AND CONSUMER WHAT THEY WANT, WHEN THEY WANT IT”

– DAVID CHAIT, GENERAL MANAGER, COCA-COLA BEVERAGES BOTSWANA

CCBB donates water tanks to the local community

INFLUENCING WHAT, WHEN AND HOW SHOPPERS BROWSE AND BUY ACROSS MULTIPLE TOUCHPOINTS.

and traders. The aim was to hone business skills using practical exercises and team competitions.

The company’s mission was to create a greater shared opportunity for businesses and communities through economic inclusion initiatives such as entrepreneurial training for the 76 participants.

“Opportunity is more than just money; it is about a better future for people and their communities everywhere in the African continent,” says Chait.

It is clear that donating time and expertise is as important as donating money, and CCBB takes community responsibility seriously.

“We aim to create inclusive growth opportunities for women, youth, and people with disabilities by defining a consistent way of implementing economic inclusion programmes drawing on leading practice.”

CCBB chooses to deliberately empower women, youth and people

with disabilities as traditionally marginalised groups.

“We have an ongoing strategy called Women in Leadership, where our end goal is to train women within the business, so eventually, they can be promoted into leadership roles. Even with our recruitment strategy, we try to encourage women and youth to apply,” Chait states proudly.

One of CCBA’s values is centred on encouraging excellence through world-class execution, processes, and performance. Its employees are considered valued participants,

therefore high performers are always recognised and rewarded.

“We motivate them to continue flourishing by giving them sustainable incentives,” affirms Chait.

Along the same lines, CCBB is in open discussions with Botswana Council for the Disabled over ongoing projects for people with disabilities as a means to create job security.

As TCCC and its subsidiaries continue to campaign for an economically fairer and more ecofriendly Africa, all eyes are fixed on what the carbonated drinks manufacturer does next for the continent. COCA-COLA

OMasendu@ccbagroup.com

www.ccbagroup.com

CCBB built this sports storeroom as a reward for plastic bottle collection

David Chait, General Manager congratulates the winner of the CCBB FIFA competition

The Plastics People

KPI Group, comprising of Plastech (Pty) Ltd. (Sales Wing) and Sun Plastics (Pty) Ltd. (Manufacturing Wing) has been in the field of providing innovative flexible packaging solutions to the southern African region for the past 40 years.

Based in Gaborone, Botswana, and with distribution in South Africa, Namibia, Zambia and Zimbabwe, Sun Plastics is a state of the art manufacturing facility with A-Category BRC Rating, capable of providing solutions for the packaging requirements of all segments of industry. With its advanced technology and highly motivated quality conscious work force, the group has been able to build a happy and loyal customer base through quality products and timely deliveries.

Technical Capabilities

• Extrusion from Mono Layer to 7 Layers and automatic thickness control capable of producing Barrier / Non-Barrier films.

Up to 10 Colours printing.

Lamination with a wide range of configurations including different types of sealing layers and anti-fog properties.

• Bagmaking and Pouching capable of producing bags with different types of sealing and other customisations.

Environmental Policy

We will strive to reduce the amount of polymer in packaging products. Where it is technically and financially justified, use biodegradable materials.

• To make the maximum practical use of recycled materials in packaging.

• To use materials that can ultimately be recovered from the waste stream for further productive use.

• To use materials that can be land filled if no other handling method is available. Have a state of the art EREMA in house recycling machine to ensure all waste is recycled and put back into the system.

Minet Botswana Holdings (PTY) LTD

We have three subsidiaries, offering the following:

MINET BOTSWANA

• Short Term Insurance

• Long Term Insurance

• Staff Schemes

• Umbrella Credit Life

• Umbrella Group Life

• Individual Life Insurance

• Agriculture Insurance

• Cyber Insurance

• Construction

• VIP Schemes & Pension Schemes

• Reinsurance

• Alternative Risk Transfer

• Options Mining

• Corporate Insurance

MINET BOTSWANA RETIREMENT SOLUTIONS

• Pension Fund Administration

• Provident Fund Administration

• Retirement Annuity Consulting

• Retirement Fund Advisory Services

• Retirement Planning

• Umbrella Pension Fund

• Umbrella Provident Fund

• Individual Member Retirement Fund

• Preservation Funds

Plastech (pty) Ltd

PPlastech (Pty) Ltd.

Plot 14448, Kamushongo Road

Gaborone (W) Industrial Gaborone, Botswana

Postal Address

P.O. Box 20529, Gaborone

T +267 3914182

F +267 3914827

E sales@plastech.co.bw

BACKGROUND INFORMATION

Sun Plastics

Plot 21337, Phakalane Gaborone, Botswana

Postal Address

Sun Plastics is the manufacturer and distributer of innovative and advanced Barrier Flexible Packaging within Southern Africa. We have over 40 years of flexible packaging manufacturing experience within the region and we dedicate our time to produce the most technologically advance film and offer quality and service to all our valued customers. Sun Plastics is based in Gaborone, Botswana. With trading depos and warehouses set up in Johanessburg and Cape Town repectivly The production plant is a world class operation complying with a number of international rating systems. Most recently the factory achieved an A-category BRC rating.

P.O. Box 20529, Gaborone

T +267 3922719

F +267 3914827

E sales@plastech.co.bw

www.sunplastics.co.bw

MINET BOTSWANA RISK MANAGEMENT & CONSULTING

• Underwriting, Engineering and Fire Risk Surveys

• Asset Valuations (Including Plant & Machinery & Motor Vehicles)

• Management of Construction Risk

• Continuous Risk Improvements (CRI)

• Occupation Safety & Health Act Compliance Audits

• Enterprise-Wide Risk Management (EWRM)

• Business Continuity Management (BCM)

• Project Risk Appraisals

• Risk Profiling

• Cyber Risk Assessments

• ESG (Environmental, Social and Governance) Risk Surveys

www.minet.com/botswana Gaborone: +267 361 7300, Francistown: +267 241 2191 info@minet.co.bw

Risk.Reinsurance.People

BLACK GOLD IN GHANA

Guinness is a beverage enjoyed from Ireland to Africa and beyond. We take a look at the history of the iconic stout and speak to Helene Weesie, Managing Director of Guinness Ghana Breweries Plc, about the company’s efforts towards people and the planet

Writer: Marcus Kääpä | Project Manager: Bex Middleton

In 1759, history was unfolding in Dublin (Ireland) amid a period of national religious upheaval. Irish brewer, entrepreneur and philanthropist Arthur Guinness established roots and founded a brand after his namesake, producing a variety of ales and beers until exclusively focusing on porter/stout towards the end of the century at St. James’s Gate. Drawing from natural Irish ingredients, Arthur used roasted raw barley to invent a dark ruby red malt beer brew that pooled black and foamed white.

Thus, Guinness was born, an iron-rich beverage set to become a national (and later, international) sensation.

Today, this iconic black drink is a household name and the largest and most popular stout beer globally. Its centuries of history mark it out as a beverage whose roots are synonymous with Irish culture, and today it is the associated beverage for rugby on an international level.

Yet it is not just an Irish beverage; Guinness is consumed across the world and brewed in almost 50

countries, including Ghana. Guinness Ghana Breweries Plc (Guinness Ghana) is the leading total beverage business in the country and a subsidiary of Diageo Plc (Diageo), the world’s leading premium drinks business with internationally celebrated brands including Johnnie Walker, Smirnoff, and Baileys.

“We have been operational in Ghana for over 62 years and operate from two sites, Kumasi and Accra, offering consumers a range of over 33 local and global brands including, of course, Guinness Foreign Extra Stout

Entec International crowned Diageo Africa

Supplier of the Year 2022

UK based Entec International is celebrating, having been named Breakthrough Performance Supplier and Diageo Africa Supplier of the Year 2022, to the global leader in premium drinks manufacturer.

Entec’s 3PMRO (3rd party Maintenance, Repair, Operations) procurement and supply chain services were recognised by Diageo with an Award for Breakthrough Performance, reflecting the roll out of Entec’s ‘Project Fulcrum’ 3PMRO business model, across the region. ‘Fulcrum’ optimises Diageo’s MRO procurement, streamlines its MRO global supply chain and right sizes spares inventory to support both demand and planned maintenance. Project Fulcrum saves Diageo significant cost, reduces its carbon footprint, simplifies administrative complexity, and returns cash to the businesses.

Congratulating Entec on the Supplier of the Year accolade, Diageo’s Head of Procurement for Africa, Arthur Mamvura, said: “Entec’s outstanding contribution and commitment to our business is hugely appreciated by all of us here at Diageo, and I hope that the Project Fulcrum team have

“Congratulations to a well-deserved winner, in particular for the consistent effort and resilience in bringing this project to reality over a number of years! Well done to the Entec team - we look forward to further roll outs.”

Speaking on behalf of Entec, Project Manager Chris Cullen commented, “We have been shortlisted for awards by Diageo before, but we never imagined we would win not only in the Breakthrough Performance category, but also scoop the prestigious Africa Supplier of the Year title against 58 other top suppliers nominated across many different disciplines. These awards are presented to companies that demonstrate outstanding support, flexibility and a proactive response to challenges and opportunities. This honour reflects the commitment and application the Entec team has put into delivering the Diageo Africa Fulcrum Project.

“The fact that MRO has been recognised is of particular significance,” he added. “Historically, MRO supply chains have tended to operate ‘behind the scenes’ and our achievements largely go unsung. These awards not only reflect Entec’s hard work in helping Diageo meet its targets, but also put the importance of efficient procurement and MRO supply firmly in the spotlight. The entire team couldn’t be more proud and delighted!”

Entec was also listed as one of finalists in the Global Supplier of the Year 2022, along with five other regional winners.

Project Fulcrum will be operating in fifteen sites across Africa, including Ghana – where Project Fulcrum was first successfully trialled – Cameroon, Uganda and Nigeria in West Africa, South Africa an in East Africa, Kenya, Tanzania and the Seychelles.

Diageo Africa Supplier of The Year 2022

Entec works in partnership with world leading FMCG companies like Diageo to reduce CO2 emissions and cut costs by streamlining MRO (Maintenance, Repair, Operations) supply chains and using data driven purchase tools to inform procurement.

By optimising spares inventory, we:

• Improve operational efficiency

• Increase return on capital

• Reduce supply complexity

• Create competitive edge www.entec-int.com

Let Entec help maximise Your business performance

- Ghana’s number one stout beerwhich is locally nicknamed ‘Black Gold’,” says Helene Weesie, Managing Director of Guinness Ghana.

Ghana is known for its exports of gold and cocoa. But currently, Ghana is facing a challenging economic situation with unprecedented inflation and depreciation of the local currency. This situation is impacting families, communities and businesses, requiring all to adapt to the circumstances. For the business, it means that Guinness Ghana has implemented a different way of working, setting even clearer priorities and having a ruthless focus on costs.

“The business environment is tough, but we have been swift to adapt and even created some wins in bringing out two innovations. Our motto “Yes,

AFRICA OUTLOOK: COULD YOU TELL US A BIT ABOUT YOUR BACKGROUND AND CAREER HISTORY?

Helene Weesie, Managing Director: “I am a Dutch national with over 25 years of international experience, mainly with multinationals in emerging markets (Unilever, Heineken and Diageo). My background is in marketing and sociology, reflecting my passion for people and cultures.

“I am particularly interested in the ways people perceive brands, how they make their choices, and how we can try to influence these choices. Over the years I moved from marketing into commercial roles and from single market to multi market responsibility. For the past 12 years I have been in Managing Director positions and have lived and worked in seven countries.”

We Can!” certainly has boosted our team’s confidence and helped us to overcome many barriers,” she tells us.

Guinness Ghana’s portfolio covers a wide range of categories, from beers and ready-to-drink (RTD) beverages to international and local spirits, and malts. In each of these categories, Guinness Ghana continues to innovate to enrich the experiences of its consumers, introducing new brands, packaging, flavours and variants.

“This year we have introduced two new propositions to the portfolio: Gordon’s Pink Berry and Malta Guinness Cocoa!” Weesie adds.

GREEN BREWING

Guinness Ghana seeks to have a positive impact in Ghana as both an employer and manufacturer, and a partner for wider growth. The company is committed to sourcing above 70 percent local raw materials for brewing the finest beverages and

continues to invest in sustainable agriculture and brewing operations in keeping with its sustainable mantra of “grain to glass” in communities where it sources, produces and sells.

Sourcing local raw materials is key to Guinness Ghana’s strategy in the country and has a positive impact, creating employment and revenue in its communities. The company currently sources over 60 percent locally, a figure it has grown exponentially in recent years. Guinness Ghana also continues to expand its agricultural commitment and farmer network. Specifically, it works with over 30,000 farmers through its regenerative farmer programmes, designed to boost productivity and provide skills training and tools for development.

According to Weesie, Guinness Ghana is committed to managing water use efficiently and increasing access to clean water

Helene Weesie, Managing Director

ENVIRONMENTAL OBJECTIVES

Guinness Ghana key milestones:

• Since 2020, Guinness Ghana has continued to achieve its water replenishment target and delivered 175,202 cubic metres of water to its local sourcing communities.

• Guinness Ghana’s WASH projects in Garu and Jirapa have served over 24,298 beneficiaries since 2020.

• A 1.0 MWp solar power facility was installed at Guinness Ghana’s Achimota Site in 2020. This generates approximately 1.3 million kilowatt hours (kWh) per annum. It is sized to cover base load during peak times. The roof mounted solar panels occupy 40-50 percent of the existing 20,000 square metre roof area of the main production building at the plant.

• All Guinness Ghana’s Water for Life (WfL) projects in its local sourcing areas are also solar powered in support of this ambition.

– HELENE WEESIE, MANAGING DIRECTOR, GUINNESS GHANA BREWERIES PLC

in water-stressed areas, with the company having provided over 24,290 people with safe water or sanitation since 2020. On top of this, Guinness Ghana has also constructed and commissioned three solar mechanised water systems in its local sourcing areas – Garu and Jirapa –since 2020.

“Additionally, we are actively reducing our environmental impact,” she continues. “Since 2015, we have ensured zero waste to landfill. To address the menace of plastic waste, we have co-established the Ghana Recycling Initiative by Private Enterprises (GRIPE) and joined the National Plastic Action Partnership. In Ghana we have pioneered a Diageo post-consumer plastics collection and recycling model, and partnered with Coliba Ghana in 2021 to set

up 10 plastics community collection centres: eight in Accra and two in Kumasi.”

The company brewery in Achimota has a 1.0 megawatt-peak (MWp) solar power facility which provides 10 percent of its energy, and Guinness Ghana is planning to install a similar yet larger system in its brewery in Kumasi later this year.

While Guinness Ghana puts a lot of effort into environmental objectives, it also informs consumers in various ways. One such example is the company’s DRINKiQ online platform, a versatile tool which Guinness Ghana uses to educate

“GUINNESS FOREIGN EXTRA STOUTGHANA’S NUMBER ONE STOUT BEER”

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consumers on alcohol consumption.

“We have custom-made campaigns to inform and educate around drink driving – currently, our flagship Wrong Side of the Road drink driving programme enables us to educate and support consumers and the general populace to make informed decisions around alcohol and driving,” Weesie elaborates.

“Through SMASHED underage drink programmes, we deliver a strong and clear message to stop underage drinking. Since 2020 this programme has educated over 12,000 second cycle students on the harmful effects of drinking before the age of 18. Wrong Side of the Road has educated over 3,000 people since it went live in April/May 2022 on the dangers of drinking and driving.”

PEOPLE-CENTRIC PORTER

This people-centric focus is also embodied by Guinness Ghana’s recognition of the importance of diversity and inclusion in the workplace.

Guinness Ghana directly employs over 500 talented full-time employees, over 600 contractors/third party employees and indirectly over 40,000 people in the country to grow the business, nurture its brands and create new products.

“We are committed to developing local talent and ensuring that Guinness Ghana is a great place to work,” Weesie says. “We are particularly focused on driving inclusion and diversity (I&D). We have developed a strong internal women’s network – Spirited Women’s Network Ghana (SWN Ghana) – which has, over the years, been at the forefront of championing the interests of women across our sites.”

Following the COVID-19 pandemic, Guinness Ghana decided to invest in its I&D agenda. At the time, the overall business had a total female representation of 20 percent. With an ambition to reach 50 percent, improving I&D was therefore a critical focus area for the company.

According to Weesie, Guinness Ghana’s commercial and supply functions scored relatively low in female representation, and in light of this the company made them focus areas. In supply, it struggled to recruit competent females with a technical

background, with research in Ghana showing that females account for about 20 percent of engineering graduates but leave the technical field at a 45 percent higher rate than males.

To ensure access to competent women, the business set up an in-house STEM programme in which Guinness Ghana offers graduates with technical backgrounds from identified universities six months of training, learning and development. Working in close collaboration with selected universities in 2022, Guinness Ghana offered the programme to 80 women. After the programme, the company was able to bring 25 females on board and significantly improve its representation of women in the supply function.

“With programmes like this, over the last two years for the total business, Guinness Ghana has improved its gender representation from 20 percent to 25 percent,”

“WE ARE COMMITTED TO DEVELOPING LOCAL TALENT AND ENSURING THAT GUINNESS GHANA IS A GREAT

Weesie tells us. “In our senior leadership, 50 percent are currently women, and we target gender parity leadership for all leadership roles in the mid-term.

“We also believe we have a key part to play in society to create role models and demonstrate that in a typical male dominated industry (beer), women can thrive. We have appointed women in traditionally male roles such as Supply Chain Director, Brewery Site Manager, Security Manager, Engineer, Forklift Driver and more. I am the first female Managing Director of Guinness Ghana (in 62 years!). We have a canning line which is exclusively run by women, and we showcase our stories at universities, at conferences and in the media to inspire the conversation.”

With Weesie at the helm, Guinness Ghana is set for a positively productive and inclusive future. For the rest of the year, the economic

environment in Ghana is expected to remain challenging, however Guinness Ghana is demonstrating that even in the toughest circumstances it is able to identify and leverage opportunities.

“We will continue to engage and support our teams, as well as focus on our I&D and sustainability programmes and innovations,” she concludes. “Connection with our consumers will be more important than ever, and our brand activations across the portfolio will enable them to have moments of joy and celebration despite the economic challenges.”

GUINNESS GHANA BREWERIES PLC

Tel: +233 302428000

www.guinnessghana.com

PLACE TO WORK”

– HELENE WEESIE, MANAGING DIRECTOR, GUINNESS GHANA BREWERIES PLC

A TASTE OF SERENGETI

A powerhouse of the East African beverage space, Serengeti Breweries Limited continues to quench the thirst of Tanzania. Operations Director, Alfred Balikagira, discusses bottling the spirit of innovation and inclusion

Writer: Phoebe Harper | Project Manager: Bex Middleton

Times are tough for everyone now, but it takes creativity, innovation and a certain mindset to survive in business and remain competitive. Above all, we need to make sure that we can deliver together, as a team.”

As Operations Director of Tanzania’s leading beer and spirits company – Serengeti Breweries Limited (SBL) - Alfred Balikagira maintains an astute perspective of the volatile market conditions currently impacting companies across the world – whether the ongoing conflict in Ukraine, escalating inflation levels or the disruptions in supply that continue to present obstacles in the wake of COVID-19.

However, his observation encapsulates the firm values that lie at the foundation of SBL, which have secured the company’s status as a frontrunner of Tanzania’s beverage industry for the past 20 years and will continue to serve it in good stead long into the future. Indeed, SBL represents the intoxicating

combination of an unparalleled portfolio of world-renowned brands with a company culture that embraces inclusivity, creativity, and innovation.

From its headquarters in Dar es Salaam, SBL comprises two additional breweries located in Moshi and Mwanza and takes enormous pride in its flagship product of the Serengeti family of beers. A subsidiary of East African Breweries (EABL), which is in turn a subsidiary of worldwide drinks distributor Diageo Plc (Diageo), SBL thrives in alignment with the wider group’s corporate values.

“I believe that is a unique offering that SBL presents in line with Diageo and we take great pride in our brands,” Balikagira continues. “This is a business that lives its values and invests in its talent.”

BREWING UP INNOVATION

Innovation is intrinsically woven into SBL’s DNA and has risen in prominence as a response to the aforementioned market challenges. Rather than shying away from adversity in the face of prohibitively high costs of doing business as recent droughts across East Africa continue to raise the price of local grains, SBL interprets such hurdles as an avenue for further innovation.

“These circumstances call for innovation and the need for creative ways to drive efficiency and make sure that we are still able to offer our products at a price that is still competitive, but also affordable to our consumers,” says Balikagira.

This includes the deployment of digital solutions, e-commerce and interventions to optimise the manufacturing process that are intended to mitigate the impact of current performance challenges and improve efficiency.

“At the end of the day, it’s not a matter of operating in a ‘business as usual’ mode, but rather thinking outof-the-box, to ensure that our teams are empowered to innovate, identify new ways of working, and become more efficient,” he continues.

Complementing these efforts, the company continues to refresh and expand its distinguished brand portfolio by introducing new labels such as Smirnoff Ice Black and Captain Morgan. In both cases, these brands had previously been imported by SBL’s parent company, however that story is now changing due to significant investment in local production. As a result, SBL’s production capacity has grown by almost 50 percent in the last two years alone.

“We intend to continue investing in expanding our plants and infrastructure in order to have local capacity for production,” Balikagira affirms.

“WE’RE EXTREMELY KEEN TO DRIVE OUR ESG AGENDA, AND WE DO THIS THROUGH OUR SOCIETY 2030: SPIRIT OF PROGRESS 10-YEAR ACTION PLAN”

– ALFRED BALIKAGIRA, OPERATIONS DIRECTOR, SERENGETI BREWERIES LIMITED

DISTILLING THE SPIRIT OF PROGRESS

SBL’s plans for continued expansion of its production portfolio footprint are executed in line with the company’s vision for sustainability, dubbed ‘Society 2030: Spirit of Progress’. This is a 10-year action plan put in place to manage the business’s most material environmental, social and governance (ESG) issues and ultimately, its strategic approach to ESG.

With over 25 individual targets set in alignment with the United Nations’ Sustainable Development Goals (SDGs), the overall plan falls into three key pillars; promoting positive drinking, championing inclusion and diversity, and pioneering grain-toglass sustainability.

In terms of environmental efforts, SBL counts several interventions in green energy, with investments

in technology designed to reduce its carbon footprint and mitigate environmental impact. In this area, SBL’s work with the local community is also instrumental, through various tree-planting initiatives working with local farmers, and its water replenishment schemes.

“We are in a part of the world where access to clean drinking water is not always a given. The company offers support to communities that are disadvantaged in this way,” shares Balikagira. The ‘Water for Life’ scheme is a key example of this, and was founded in 2010 as a means to provide free, clean and safe water to communities around Tanzania.

Such endeavours represent a key part of SBL’s activities as a responsible corporate citizen, demonstrating a commitment to caring for both people and the planet.

AFRICA OUTLOOK: COULD YOU TELL US MORE ABOUT HOW SBL IS DRIVING GENDER DIVERSITY WITHIN THE COMPANY?

Alfred Balikagira, Operations Director: “Diversity and inclusion, especially with regards to gender, have been a major focus for us in the past few years. We have a dedicated STEM programme designed to attract female engineering graduates, who are then onboarded through a comprehensive one year course that guides them through the entire operation. Once they complete this course, they are taken on as full-time employees. We have just run our first successful programme and that first cohort has now been deployed on our production line, and the second cohort is currently halfway through the programme. Our Moshi facility now has a beer production line that is run entirely by female staff. For us, it’s not just a question of employing more female talent but allowing equal opportunity for anyone to succeed this field.”.

Entec International crowned Diageo Africa Supplier of the Year 2022

UK based Entec International is celebrating, having been named Breakthrough Performance Supplier and Diageo Africa Supplier of the Year 2022, to the global leader in premium drinks manufacturer.

Entec’s 3PMRO (3rd party Maintenance, Repair, Operations) procurement and supply chain services were recognised by Diageo with an Award for Breakthrough Performance, reflecting the roll out of Entec’s ‘Project Fulcrum’ 3PMRO business model, across the region. ‘Fulcrum’ optimises Diageo’s MRO procurement, streamlines its MRO global supply chain and right sizes spares inventory to support both demand and planned maintenance. Project Fulcrum saves Diageo significant cost, reduces its carbon footprint, simplifies administrative complexity, and returns cash to the businesses.

Congratulating Entec on the Supplier of the Year accolade, Diageo’s Head of Procurement for Africa, Arthur Mamvura, said: “Entec’s outstanding contribution and commitment to our business is hugely appreciated by all of us here at Diageo, and I hope that the Project Fulcrum team have the opportunity to celebrate this fantastic recognition.”

Colin O’Brien, Diageo’s Global Head of Beer Supply, added, “Congratulations to a well-deserved winner, in particular for the consistent effort and resilience in bringing this project to reality over a number of years! Well done to the Entec team - we look forward to further roll outs.”

Speaking on behalf of Entec, Project Manager Chris Cullen commented, “We have been shortlisted for awards by Diageo before, but we never imagined we would win not only in the Breakthrough Performance category, but also scoop the prestigious Africa Supplier of the Year title against 58 other top

suppliers nominated across many different disciplines. These awards are presented to companies that demonstrate outstanding support, flexibility and a proactive response to challenges and opportunities. This honour reflects the commitment and application the Entec team has put into delivering the Diageo Africa Fulcrum Project.

“The fact that MRO has been recognised is of particular significance,” he added. “Historically, MRO supply chains have tended to operate ‘behind the scenes’ and our achievements largely go unsung. These awards not only reflect Entec’s hard work in helping Diageo meet its targets, but also put the importance of efficient procurement and MRO supply firmly in the spotlight. The entire team couldn’t be more proud and delighted!” Entec was also listed as one of finalists in the Global Supplier of the Year 2022, along with five other regional winners.

Project Fulcrum will be operating in fifteen sites across Africa, including Ghana – where Project Fulcrum was first successfully trialled – Cameroon, Uganda and Nigeria in West Africa, South Africa an in East Africa, Kenya, Tanzania and the Seychelles.

Diageo Africa Supplier of The Year 2022

Entec works in partnership with world leading FMCG companies like Diageo to reduce CO2 emissions and cut costs by streamlining MRO (Maintenance, Repair, Operations) supply chains and using data driven purchase tools to inform procurement.

By optimising spares inventory, we:

• Improve operational efficiency

• Increase return on capital

• Reduce supply complexity

• Create competitive edge www.entec-int.com

Let Entec help maximise Your business performance

Dar Brewery

Mwanza Brewery

Moshi Brewery

PRIDE IN PEOPLE

SBL’s people-centric concern is evidenced not just by its work in the community, but also by the value it places on the team behind the business, comprising over 800 employees both direct and indirect. The company offers various welfare and growth programmes designed to empower its staff and nurture their progression, beginning with its apprenticeship schemes.

“It’s always an exciting moment for me to see everybody growing in their own dimensions across the entire company,” shares Balikagira.

In alignment with the aforementioned action plan, SBL is currently putting major emphasis on diversity and inclusion with a particular drive to recruit more female staff.

“Our main goal by the end of 2030 – both for SBL and Diageo – is to have a 50/50 ratio of female to male employees. We have several agendas in place to help us reach this target, particularly across our management

teams and our directors overseeing the employment opportunities,” he says.

This prioritisation of equal opportunities applies both internally and externally, with any community project that SBL undertakes aimed at traditionally marginalised groups such as women or those who are differently abled, who comprise at least 50 percent of the beneficiaries.

This is also embedded into the company’s procurement process, as SBL prescriptively selects suppliers that provide equal opportunities to marginalised groups.

“We want to exercise diversity in a very broad sense across our entire ecosystem,” emphasises Balikagira.

A TOAST TO THE FUTURE

Turning to talk of the years ahead, SBL remains firmly focused on its Spirit of Progress action plan and pursuing the key metrics of its ESG agenda to ensure that it remains on track to deliver its 2030 goals. This entails

continuing to expand capacity to meet consumer demand and growth projections in a way that delivers value to both shareholders, and the wider society in Tanzania.

Drawing to a close, Balikagira returns to the importance of the SBL team as a vital means to guarantee the company’s own sustainability and unlock a prosperous future.

“We will continue to invest in our talent, making sure that we attract the best and really grow our people,” he says. “They are a critical focus since our staff are part of our success story and will help to drive this business to the next level.”

COMPANY NAME

Tel: +255 784 104 100

SBL.Communication@diageo.com

www.serengetibreweries.co.tz

FLOWERING WITH AN INNOVATIVE TOUCH

Marginpar Group is trendsetting the floriculture market by empowering dedicated breeders who create the world’s most unique summer flowers. We hear about the latest developments with co-CEOs Richard ‘Kiki’ Fernandes, and Rob Koning

Writer: Ed Budds

Project Manager: Kyle Livingstone

PHOTO: BLOOMS

PHOTO: BLOOMS

Always delectably stylish and lavishly rich in colour, Marginpar Group (Marginpar) consistently creates a distinctive quality of flowers and excels in packaging a wonderfully unique product from nature.

The mighty continent of Africa possesses a wealth of unique factors which demonstrate its diverse and durable potential for dominating the global floriculture industry.

Nations such as Kenya and Ethiopia, which are favourably situated on the equator, allow Marginpar’s produce to thrive all year round across a multitude of optimal altitudes and terrains.

This is complemented by its marketing and sales operation in the Netherlands where Marginpar’s flowers are meticulously prepared for worldwide distribution and the product is examined, cut and readied before being transferred over to the company’s vast network of sales partners.

Overseeing this flourishing cross-continental mission is the dynamic duo of Richard, aka ‘Kiki’ Fernandes, co-CEO of the company,

alongside Rob Koning. Although an unconventional joint positioning, the innovative co-CEO setup contributes seamlessly to the company’s advantage.

“Our co-CEO relationship works extremely well in the decision making but of course, we have different focus areas. Kiki’s primary concerns are mainly centred on production since he’s based in Kenya, whereas my focus is more on the logistics,

marketing and sales,” explains Koning.

With this guided and comprehensive leadership in place, the company’s offering of flowers continues to expand and can be divided into three distinct categories. This comprises seasonals which are available only in certain seasons, originals which are available in large numbers year-round and finally, specials, which are niche flowers sold only in small numbers.

AFRICA OUTLOOK: WHAT DO YOU LOVE ABOUT WORKING IN THE FLORICULTURE INDUSTRY?

RICHARD FERNANDES, CO-CEO: “Working with flowers is always very exciting as there’s never a dull moment.

When you take time to sit back and think everything is going in the right direction, something unexpected is always just around the corner that you haven’t seen before.

“That’s definitely the nature of our business, as there’s always the need to assess what’s going on, and then adjust when necessary, as it’s never static for long. You’re always waiting for the next challenge and must be ready for the industry to fluctuate and change again.”

ROB KONING, CO-CEO: “I find it an extremely exciting space. The products that we grow, such as the fresh-cut flowers in Africa, are sold all over the world, and the fact that flowers are perishable makes this business very dynamic.

“It’s always about time - how quickly can we get the flowers from the fields to the customer? It’s also interesting because, especially over the last few years, we’ve gone through so many changes in the supply chain, becoming more efficient, with our sales increasingly online focused instead of more old-fashioned dealing. After more than 25 years, it’s the dynamism that still really excites me.”

PHOTO: BLOOMS

PHOTO: BLOOMS

PHOTO: BLOOMS

PHOTO: BLOOMS

PHOTO: BLOOMS

DEFEATING ALL TRACES OF UNCERTAINTY

Battling valiantly through recent global headwinds such as the COVID-19 pandemic, as well as the increasingly worrying environmental deterioration and the subsequent fallout that has continued to plague a collection of industries, Fernandes describes how from a production perspective, this uncertainty has drastically impacted the cost of production for Marginpar.

“We’ve had an enormous increase in the cost of goods. The cost of air freight went up tremendously from USD$1.80 per kilogramme to USD$2.80, as well as the exchange rate turning against us,” he recalls.

“But then, from a demand perspective we had a very strong resurgence during the COVID-19 pandemic when everyone was in lockdown and had money to spend but nowhere to go,” Fernandes continues.

However, natural and environmental factors continue to inflict devastating consequences on the floricultural industry.

“Last summer was very hot so everyone was outdoors and when that happens, the demand for flowers goes down, so it was another tough period due to various external factors,” he tells us.

Internally, defiant in the face of such turbulence, the company has continued to execute new strategies having recently merged the three separate Marginpar companies together across Kenya, Ethiopia and the Netherlands.

Naming this transition, ‘One world, one brand, one aim’, the company is forging a singular entity, creating one world of Marginpar, where before you had five different companies with separate cultures.

Streamlining the multiple business strands into one coherent operation is allowing it to more effectively align

Diamond Trust Bank (DTB)

Diamond Trust Bank (DTB) has had a long and fruitful relationship with Marginpar Group, and its purpose is anchored on contributing to the improvement in the quality of the lives of their customers.

The bank was established in 1946, and has contributed for more than 76 years to the region’s economic development and the improvement in the quality of lives of East Africans, aiming to generate, grow and safeguard wealth while contributing to the region’s growth and sustainability.

DTB also endeavours to mitigate the effects of climate change across the world.

www.dtbafrica.com

PHOTO: BLOOMS

MarginPar Limited

We are honored to be part of your journey through providing trade finance solutions as well as working capital to enable you fulfil your business requirements.

We celebrate your success and look forward to continued partnership.

Bank

the company perspective, analyse market demands and deliver premium products.

DELIVERING GAME-CHANGING DIVERSIFICATION

Now boasting a legacy of 35 years at the forefront of its industry, Koning reflects fondly on Marginpar’s journey.

“While we acknowledge a great deal of pride for reaching our 35-year anniversary this year, it is also a case of business as usual. You can’t really sit back, but we do need to reflect and recognise where we’ve come from as it’s been a long and fantastic journey with plenty of ups and downs.”

Both Koning and Fernandes point to a key period in 2010 that proved pivotal for the company, setting a marker for key product growth and igniting the spark to fuel future expansions.

“At this point, we were dealing with only two large breeders, producing just two major crops, Hypericum and Eryngium which were extremely successful in the late ‘90s and early 2000s,” Koning sets out.

“The business and production base grew very quickly on the back of these two main product lines but Hypericum and Eryngium, like any product, have a life cycle and I saw that the dependence on only two product groups was becoming too large, kickstarting our mission to diversify,” he expands.

Following this company-defining

pivot, focusing a laser-sharp vision on remaining innovative and forwardthinking, Marginpar now distinguishes itself with an exclusive, trend-setting assortment of summer flowers that are stylish, surprising and unique. Its flowers are grown with great passion on farms in Africa, with this reconfigured vision allowing Marginpar to keep experimenting with new, one-of-a-kind varieties until the product is just right for its customers, with over 100 different varieties of summer flowers.

By working closely with its partners, the company is able to guarantee the premium quality of flowers, and

Marginpar’s method ensures the ability to consistently create a unique range available all year round.

A TRUSTED MODEL OF EXCELLENCE

With a focus on collaboration and building a more responsible, sustainable industry, Fernandes explains how Marginpar always aims to be the price maker, not the price taker. Similarly, the company has based its overarching strategy around two main aspects, the first being what it calls the Marginpar Model.

“Our model is based around partnerships, and fundamentally, we have a strong relationship with breeders at the core. They are the ones who develop the products, and then give Marginpar the rights to commercialise them in Africa and sell them in Europe or other parts of the world on an exclusive basis,” Fernandes explains to us.

“OUR MODEL IS BASED AROUND PARTNERSHIPS, AND FUNDAMENTALLY, WE HAVE A STRONG RELATIONSHIP WITH BREEDERS AT THE CORE”

– RICHARD FERNANDES, CO-CEO, MARGINPAR GROUP

PHOTO: BLOOMS

The second pillar of the company’s core strategy is based around creating the Marginpar portfolio of products.

“We want to give the florist shops something new and interesting to put in their bouquets,” he adds.

Across the last 30 years, consolidation in the floriculture industry has led to the specialisation of products. For example, Kenya is focused on the rose business, producing on an enormous scale.

“We want to bring a feeling of variety into the floral mix because with consolidation you get fewer products at a greater volume, and so what the florist is missing is those funny, quirky products, the special flowers which create a difference in the bouquet.”

THE MARGINPAR CONCEPT

At the core of what the company refers to as the ‘Marginpar Concept’, is the spirit of joining forces throughout a highly efficient supply chain,

whereby all elements are crucial to maintaining a smooth operation.

“Everything starts from the growing with the breeders, before the product is supplied and the logistics element comes into play, to then be sold and branded to customers,” says Koning. With a large production operation in East Africa, including Tanzania and Zimbabwe with its partner farms, Marginpar provides its breeders with a large production base in different climate zones.

It is this unique, collaborative process with the breeders which not only sparks the essence of Marginpar’s philosophy, but also sets the company apart from the competition. This network nurtures a more sustainable supply chain which is key to business security and prosperity.

Aiming to tether an intricately crafted web of forces and talent together, Marginpar will continue to innovate by working closely with its

partners in the supply chain.

“We strongly believe that the breeder, grower and overall market must work together to be successful, as we focus on strengthening each other’s talents to grow collectively. Cohesion, durability and continuity are paramount in the way we develop our relationships and bring our flowers into the world,” finishes Fernandes.

PHOTO: BLOOMS

PHOTO: BLOOMS

PHOTO: BLOOMS

PHOTO: BLOOMS

POWERING WITH NATURE

Following a milestone acquisition, Infinity Power is now the largest renewable energy company on the continent.

Mohamed Ismail Mansour, co-Founder and CEO of Infinity and Chairman of Infinity Power, details the transaction and the rise of renewables in Egypt and beyond

Writer: Jack Salter | Project Manager: Jordan Levey

Egypt has untapped potential to significantly scale up renewables and decarbonise its energy system.

As the Egyptian government works towards decarbonising the country’s energy sector, Infinity sees a wealth of opportunities to develop clean and sustainable energy projects.

Infinity initially started as a result

of the electricity cuts during the Egyptian revolution. For over a decade, it has been leading the shift to a sustainable future for Egypt and Africa, through meticulously developed energy solutions that provide efficient and sustainable access to energy resources for all.

The company has uniquely positioned itself as the only dedicated

Mohamed Ismail Mansour

renewable energy solutions provider in Egypt across several sectors and three scales – cities and infrastructure, commercial and industrial, and agricultural.

“We have been one of the driving forces behind a cleaner, greener future for Egypt, enabling the country and the continent to move forward in its sustainability journey,” says

“Infinity is transforming the renewable energy industry in Egypt and across Africa by developing and providing sustainable solutions that facilitate long-term clean power.”

Various renewable resources for power generation – solar, wind, Green

Hydrogen, water desalination and waste-to-energy – are harnessed by Infinity to power societies and communities in ways that better support and sustain the environment.

Egypt’s first and largest electric vehicle (EV) charging network has also been developed by Infinity, through which it is encouraging the transition to electric mobility.

Mohamed Ismail Mansour, co-Founder and CEO of Infinity and Chairman of Infinity Power.

Khodeir & Partners – Advocates and Legal Consultants

We speak with Khodeir & Partners to find out more about client-centric work, ongoing partnership with Infinity, and plans for future development.

Africa Outlook (AO): What led to the inception of Khodeir & Partners and what is its vision?

Khodeir & Partners (KP): The idea behind the Khodeir & Partners (KP) law firm started in 2019. With only two fee earners, KP’s vision was crystal clear - to provide KP clients with high-quality legal services and offer KP internal teams quality legal training, giving them exposure and allowing them growth opportunities. From there, things grew organically, KP clients started receiving high-quality legal services. In a very short time, KP’s client list started to grow locally and internationally. Today, KP has 42 fee earners in Cairo and 30 fee earners in the United Arab Emirates (UAE).

AO: In your opinion, what are the defining qualities that make KP Egypt’s top rising law firm?

KP: We employ our resources to understand the factual and technical details of every matter in which we get involved and we take every legal avenue that is available for securing best results. Mindful of our clients’ needs for getting the best services at an affordable cost, we made a choice to be a unique practice focusing on providing our clients with top legal quality work at reasonable prices. Our drive is for delivering the best possible results and growing our client’s satisfaction more than it is about growing the number of our mandates. This also allows us to control our costs and be able to provide reasonable fee structures besides quality legal work.

AO: How does the company differentiate from the competition?

KP: “Classical approach with modern delivery” is our motto. Our quality makes us stand out, with the years of experience acquired by the KP team in top-tier law firms and organisations in Egypt, UAE, the Netherlands, Qatar, Kuwait, and into the wider Gulf Cooperation Council (GCC) and Middle East and North Africa (MENA) region, from which KP’s quality standards for legal services were diverted. Mastering and practicing the law for over a century and a half of combined experience in almost every industry our clients operate within, enables KP to craft the highest quality legal solutions to overcome complex and sophisticated legal matters that our clients encounter throughout their business journey.

AO: Could you expand on your relationship and affiliation with

Infinity?

KP: Since the incorporation of Infinity in 2017, our partner Hani Zahran acted as a general counsel at the company. Here, he assisted Infinity in the submission of the qualification for the Feed-in Tariff programme round one and managed to reach a successful financial closing for the first 50 MW solar power plant project for the company in Egypt. Following that, Hani also led the legal function for the qualification and financial closing for three other projects in round two, totalling 187 MW. Furthermore, he assisted Infinity in expanding in Africa, led the legal team to successfully sign a joint venture agreement with Masdar, one of the world’s leading renewable energy companies, and led the incorporation of Infinity in the Netherlands. Finally, Hani led the KP team in the execution of Infinity’s capital increase, where Infinity Energy’s capital increased to 593,000,000 EGP, while Infinity Capital’s capital increased to 1,200,000,000 EGP.

AO: Finally, what are KP’s key priorities for the years ahead?

KP: Having already established a strong practice in Egypt with reach across MENA, we now seek to establish an even stronger presence in each jurisdiction in the region to continue serving our international clients. Our new establishment in the UAE in association with the prominent litigation Saad Al Hammadi law firm is only a step forward in this arena, and we will continue growing wherever our clients’ needs be.

Mohamed Khodeir, Founder and Managing Partner at Khodeir and Partners

Hani MW. the with companies, ahead? with a stronger serving in law

As the strategic partner on hand to guide clients on their investment quests through Egypt, Khodeir & Partners is a full-service law firm with wide-ranging legal expertise.

The firm leverages an extensive industry background that amounts to over 150 years of combined experience in the field, working with top-tier law firms and organisations. This spans a diverse selection of specialities, with its traditional practice areas including Corporate Structuring, Corporate and Commercial, Mergers and Acquisitions, Capital Markets Advisory, Banking and Finance, Competition and Consumer Protection, as well as Litigation and Arbitration.

Khodeir & Partners offers the highest legal quality in corporate, advisory and dispute matters. Founding partner Mohamed Khodeir is especially well-versed in international matters, having practiced law in four jurisdictions. The firm prides itself on a customer-focused approach, whereby it works closely with its partners to co-create the most practical, sound and innovative legal solutions.

Practice Areas

“We have achieved our milestone target of installing 135 EV charging stations, featuring more than 500 charging points, and we are looking to grow that sixfold within the next three years to reach around 3,000 charging points,” Mansour reveals.

“We’re also proud to be Egypt’s most significant contributor to the Benban Solar Park, Africa’s largest photovoltaic power station, as a project developer and turnkey solution provider.”

Infinity, whose vision is to enable a cleaner and more sustainable future, is on a mission to provide innovative and sustainable energy solutions that respect the environment and enable communities to realise their potential while protecting the planet.

“We believe in the right to electricity for everyone, and aim to contribute towards the transition to a clean energy model.

“You can look at waste as a burden, but we see it as an opportunity

to generate electricity over and above Egypt’s great solar and wind resources,” adds Mansour.

MILESTONE ACQUISITION

Over the next five years, Infinity Power plans to expand across Africa and triple its production capacity in the process through greenfield projects.

“Our plan is to realise 1,000 megawatts (MW) of greenfield projects a year. This year we have already grown our capacity from 250 MW to 1.3 gigawatts (GW) of operating assets with a strong pipeline of 13.8 GW,” acclaims Mansour.

This impressive feat follows the acquisition of Lekela Power (Lekela) by Infinity Power, a joint venture (JV) between Infinity and Masdar, one of the largest developers of renewable energy in the Middle East.

Infinity Power, of which Mansour is also Chairman, was established in 2020 to develop utility-scale solar and

wind energy projects in Africa and bring together both companies’ strong track records of developing and operating renewable energy assets.

Lekela currently operates 1 GW of wind power projects in Egypt, South Africa and Senegal, and has a 1.8 GW pipeline of projects that are in various stages of development.

The acquisition of Lekela makes Infinity the largest renewable energy company on the continent, and delivers on the promise made during COP27 of being the fastest-growing renewable energy in Africa.

“Going forward, we will build upon this key milestone to reach our target of installing and operating 2 GW of greenfield projects by 2025,” Mansour outlines.

“With the Lekela transaction finally closed, we have now added wind power capabilities on the operation and development side. We’re very happy with the transaction and will look to extract a lot more value from it.”

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Learn more

RENEWABLE PLAYERS

Through the Infinity Power JV, Infinity engages with Masdar to contribute towards the transition to a clean energy model.

The company works closely with the strongest renewable players in the region and indeed the world, including the European Bank for

Reconstruction and Development (EBRD) and the Africa Finance Corporation (AFC).

“I think we stand out because of the partnerships we have, be it with Masdar, AFC, or EBRD. We obviously partner with Masdar on the technology, operating and funding side of things; AFC is

an Africa-specific development finance institution (DFI) that is very keen on realising projects on the continent; and EBRD brings the proper governance to do business, so we’re unique in that sense,” Mansour expands.

As a key stakeholder in Infinity, EBRD was proud to be part of the strategic acquisition of Lekela, which is expected to unlock growth opportunities in Egypt and beyond.

With this acquisition, AFC likewise emphasises the importance of utilising steady and affordable power from abundant natural resources to drive a quantum leap in both the scale and diversity of energy solutions.

The international experience, footprint, and trustworthiness of these partners, and others that Infinity has worked with over the years, enable the company to achieve its mission to provide innovative and

INFINITY SERVICES – AT A GLANCE

• Development – Infinity provides high-quality development services to ensure every aspect of the planning, designing, executing, testing and integration of solar projects meets the needs of clients from beginning to end.

• Engineering, procurement and construction (EPC) – Comprehensive EPC services including designing, procuring, constructing, and commissioning power plants, as well as solar solutions for carports and rooftops.

• Operations and management (O&M) – Helping solar energy asset owners maximise returns with an increase in solar energy generation, plant availability, and operations that exceed the targeted performance ratio.

• Asset management – Infinity’s asset management services ensure the optimisation of administration and financial management throughout the project lifecycle to favourably impact return on investment.

• Energy sales – Infinity produces and sells energy throughout Egypt and Africa using its own production assets.

• Power distribution – Supporting power generation and distribution to Egypt and Africa by providing consultation and services for electricity networks.

sustainable energy solutions that respect the environment.

“Such partnerships will allow us to realise our plans to develop an extensive portfolio of clean and sustainable energy projects across Africa,” shares Mansour.

With an appetite to develop, neither Infinity nor its partners shy away from risks or opportunities in what is a challenging and volatile market.

“This year we’re looking at a storage project in Senegal that’s almost complete, a wind project in Egypt, and we have a number of different leads in Mauritania, Zimbabwe, South Africa, Malawi, Ghana, Nigeria, Kenya, Tanzania, Sudan and Libya,” Mansour tells us.

“We want to expand our footprint across as many African countries as we can. It’s easier said than done, but that’s always been our goal and is our target for this year. The more we can expand our footprint, the more we can fulfil our mission and vision – that’s our aim and what we strive for.”

COMMUNITY BENEFITS

Over and above Infinity’s close partnerships, Mansour notes that the company solves two ends of the renewable energy equation on both the generation side and the sales side, the latter of which is a key differentiator.

“We’re very active on the generation side thanks to our various partners, but I think the biggest difference is that we’re also active on the sales side.

“We currently sell electricity to utilities that then sell it to the end user, and with our EV charging points we look to provide directly to the end user. I think that’s the biggest difference when you compare us to other companies,” he explains.

As well as improving energy access, Infinity’s projects boost the economic development of Egypt and create much-needed jobs, particularly in remote areas.

The company philosophy of hiring locally for the operation, maintenance and construction of the plant is exemplified across its entire portfolio of projects.

“Local communities benefit a great deal from having projects in their area because they get jobs, they’re taught different skills, and for a period of 20 or 25 years they’re more or less guaranteed a livelihood coming from the plant. I think that’s one of the biggest benefits of what we do,” Mansour says.

Other than the construction, operation and maintenance of plants, Infinity provides vocational training programmes for women in the villages where it operates.

Another important programme is Infinity’s Women in Renewable Energy (I-WIRE) Committee, which aims to increase female participation in the renewable energy field and identify challenges that prevent women from participating in the sector, promoting policies and practices that support gender equality.

“I-WIRE is about including and encouraging more female engineers on-site and in the technical teams of different renewable energy companies,” Mansour informs us.

“It’s something that we’ve just announced, but we’re going to talk about it more and more in the coming quarter.”

Infinity will continue to drive

efforts that reduce carbon emissions, increase renewable energy sources, and develop efficient solutions for the entire region in order to achieve its vision of providing clean, reliable and affordable electricity access to people in underserved communities across Africa.

Hotline: 16051

Landlines: +202 2525 8960, +202 2525 8961, +202 2525 8962

marketing@weareinfinity.com

Info@weareinfinity.com

www.weareinfinity.com

www.weareiph.com

“WE BELIEVE IN THE RIGHT TO ELECTRICITY FOR EVERYONE, AND AIM TO CONTRIBUTE TOWARDS THE TRANSITION TO A CLEAN ENERGY MODEL”

– MOHAMED ISMAIL MANSOUR, CO-FOUNDER AND CEO OF INFINITY AND CHAIRMAN OF INFINITY POWER

Enlit Africa

16-18 May | CTICC, Cape Town, South Africa | www.enlit-africa.com

THE CHALLENGE of improving access to energy will be addressed at the upcoming Enlit Africa conference and expo when it returns to Cape Town from 16th - 18th May 2023. On 17th May, Day 2’s keynote session focuses on Africa’s just energy transition and the importance of ensuring that energy access is a central outcome of that transition.

“We believe that the issue of energy access cannot be ignored,” says the event’s content director Claire Volkwyn, adding: “with figures predicting that between 700 million and 900 million are currently without energy access in Africa, this is a crisis that must be

addressed.”

Enlit Africa will bring together the entire power and energy sector for three days at the CTICC in Cape Town, South Africa from 16th - 18th May 2023, under the theme “The multi-sectoral, multi-dimensional energy transition”.

Formerly known as African Utility Week and POWERGEN Africa, Enlit Africa features a live conference, exhibition, roundtables, co-located events, and exclusive one-on-one interviews with industry professionals as your all-inclusive guide to the multisectoral, multi-dimensional energy revolution. Also, there are product debuts, displays of cutting-edge

technology, site visits, networking events, and more.

Get your FREE Enlit Africa visitor pass here

Unlock more opportunities, get your exclusive delegate pass here

Exhibit and showcase your solutions to qualified energy professionals –enquire here

Social media:

LinkedIn https://www.linkedin.com/ company/enlit-africa

Facebook https://www.facebook. com/EnlitAfrica

Twitter https://twitter.com/EnlitAfrica

How do you encourage diversity in the workplace?

Justin Lipshitz CEO and Founder, Axon Wireless

"We are privileged to have members of our team coming from multiple backgrounds, races and religions. Diversity is something that comes from the company culture. Our culture is open and accepting, and we realise that people bring their own unique experiences that help us to build a company with a broader view. We have people in China, Europe, West Africa, East Africa and Southern Africa all working together to build amazing products."

Agnelo Laice Managing Director, MultiChoice Mozambique

“Our business is better, more innovative, and more successful because of the diverse talents and experiences of our team. As a business, we are committed to creating a workplace that is truly equitable and inclusive. We have implemented initiatives that promote diversity and inclusion at all levels of our organisation and supporting programmes that help women advance in their careers. 47 percent of MultiChoice Mozambique’s staff are female, and we are proud to be part of a team that consistently and deliberately embraces diversity.”

Kudzai Nyangoni Managing Director, Howden

"Diversity is an integral part of our business and is embedded in our culture. We embrace employees from different backgrounds and cultures and are able to access the best talent available in the market to drive innovation and service delivery to our customers. Promoting diversity

is key to employee engagement and development. We have an increasing number of female engineers from all backgrounds, a feat that not too many organisations have been able to achieve. Engineering is maledominated, and we are working very hard to change that.”

Marisa Trisolino CEO, CMC Networks

“We believe in providing equal opportunities for everyone. Our skills development initiatives help us to recruit and develop top talent across South Africa, including career pathways for unemployed graduates and people with disabilities. We put emphasis on leadership development, mentoring, employee bursaries, learnerships, internships, and working student bursaries. We are making significant investments in all these areas and

Berto Smit

Managing Director, WBHO Civils

“We have been dedicated to various efforts in diversity – whether in terms of gender or race representation – for the past 30 years. In South Africa, there are now dedicated programmes to ensure that you are complying with these standards, but for WBHO, we have been doing it since day one. We are particularly dedicated to making our working environments in the construction industry increasingly comfortable and welcoming to women.”

playing our part in promoting transformation across South Africa.”

To round off each issue, we ask our contributing business leaders for their views on the same question

Now, why not tell yours? Our bi-monthly magazine Africa Outlook is essential reading for business executives wanting to keep up with the latest in global news and trends affecting African businesses across all industries.

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