Africa Outlook - issue 104 by Outlook Publishing

N AT I O N A L B I O P R O D U C T S I N S T I T U T E

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ISIPANI CONSTRUCTION

Successful projects across the Western Cape

LETŠENG DIAMONDS

The jewel in Lesotho’s crown

Issue 104

SHOWCASING STATE-OF-THE-ART HYDROPOWER Tente Tente, Chief Executive of the Lesotho Highlands Development Authority enlightens us about recent developments in hydropower and water transfer

Muzi Shange, Chief Operations Officer of Richards Bay Industrial Development Zone Company (SOC) Ltd, reveals the impact of its megaprojects

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Smooth cruising for European manufacturing

Behind the global tech powerhouse of the world’s Smartest City

The suite life of the hotel industry

World-class medical diagnostics for Africa

T R AV E L GUIDE

COCA-COLA SABCO MOZAMBIQUE Iconic and impactful brands and beverages

SYRAH RESOURCES LTD

Putting Mozambique on the map for global EV development

CYPRUS

GENIE ENERGY LTD

BATCHFIRE RESOURCES

Mediterranean escapism in the Land of Aphrodite

Advancing the solar generation

F E AT U R E

MOELLER AEROSPACE

PACTIV EVERGREEN

VAN MOER LOGISTICS

On a trajectory of expansion, Batchfire Resources is the low-fugitive emission energy coal producer pursuing plans for Net Zero

Sustainability and innovation in food and beverage packaging

Gideon Burger, CEO of Axiology Labs discusses providing top quality laboratory products for life science solutions across Africa

quality laboratory products for life science solutions across Africa Gideon Burger, CEO of Axiology Labs discusses providing top

Innoquest Diagnostics is moving forward as one in pursuit of transformative healthcare. Ginny Foo, CEO, gives us the details

Donavan Hutchinson, MD of SHI UK, tells us how how organisations are being empowered to adapt to changing business models and workplace strategies

LTD RESOURCES SYRAH

transformative healthcare. Ginny Foo, CEO, gives us the details Innoquest Diagnostics is moving forward as one in pursuit of

empowered to adapt to changing business models and workplace strategies Donavan Hutchinson, MD of SHI UK, tells us how how organisations are being

brands and beverages Iconic and impactful

MOZAMBIQUE SABCO COCA-COLA

RESOURCES BATCHFIRE

From quaint fishing village to bustling resort getaway

EVERGREEN PACTIV

AEROSPACE MOELLER

RE S US

We go Behind the Lens with culinary storyteller, Karolina Wiercigroch

VALLARTA PUERTO From quaint fishing village to bustling resort getaway

gas turbine technology discovery in air travel and industrial Ascending to new heights of

beverage packaging innovation in food and Sustainability and

TRAVEL GUIDE

PUERTO VALLARTA

We go Behind the Lens with culinary storyteller, Karolina Wiercigroch

of modern infrastructure investment Expert Eye, Amanda Li, discusses the unsustainable nature

LOGISTICS MOER VAN

pursuing plans for Net Zero is the low-fugitive emission energy coal producer On a trajectory of expansion, Batchfire Resources

Charting cleaner waters for the Adriatic

Expert Eye, Amanda Li, discusses the unsustainable nature of modern infrastructure investment

leading sustainable logistics in Belgium Founder and CEO, Jo Van Moer, discusses

EV development on the map for global Putting Mozambique

YACHTING’S SUSTAINABLE REVOLUTION

Ascending to new heights of discovery in air travel and industrial gas turbine technology

Founder and CEO, Jo Van Moer, discusses leading sustainable logistics in Belgium

waters for the Adriatic Charting cleaner

REVOLUTION SUSTAINABLE YACHTING’S

GUIDE TRAVEL

F E AT U R E

solar generation Advancing the

Land of Aphrodite escapism in the Mediterranean

ENERGY LTD GENIE

CYPRUS GUIDE T R AV E L

diagnostics for Africa World-class medical

AFRICA LANCET CERBA

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European manufacturing Smooth cruising for

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WELCOME FROM THE EDITOR

EDITORIAL Head of Editorial: Jack Salter jack.salter@outlookpublishing.com Editor: Lucy Pilgrim lucy.pilgrim@outlookpublishing.com Editor: Ed Budds ed.budds@outlookpublishing.com Junior Editor: Rachel Carr rachel.carr@outlookpublishing.com Junior Editor: Lauren Kania lauren.kania@outlookpublishing.com

PRODUCTION Production Director: Stephen Giles steve.giles@outlookpublishing.com Senior Designer: Devon Collins devon.collins@outlookpublishing.com Junior Designer: Louisa Martin louisa.martin@outlookpublishing.com Production Manager: Megan Cooke megan.cooke@outlookpublishing.com Digital Marketing Manager: Fox Tucker fox.tucker@outlookpublishing.com Web Editor: Oliver Shrouder oliver.shrouder@outlookpublishing.com Social Media Executive: Jake Crickmore jake.crickmore@outlookpublishing.com

BUSINESS

CEO: Ben Weaver ben.weaver@outlookpublishing.com Managing Director: James Mitchell james.mitchell@outlookpublishing.com Chief Commercial Officer: 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

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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 First Floor, Norvic House, 29-33 Chapelfield Road Norwich, NR2 1RP, United Kingdom. Sales: +44 (0) 1603 363 631 Editorial: +44 (0) 1603 363 655 SUBSCRIPTIONS Tel: +44 (0) 1603 363 655 jack.salter@outlookpublishing.com www.africaoutlookmag.com Like us on Facebook: facebook.com/africaoutlook Follow us on Twitter: @africa_outlook

Precious Resources Welcome to the 104th edition of Africa Outlook magazine. In a world where water scarcity affects more than 40 percent of the global population, human ingenuity inevitably searches for solutions. One of the most ambitious responses to the uneven distribution of this vital resource is to physically transfer water from one source to another, a large-scale and lengthy undertaking that can expend significant resources and bring long-term socioeconomic and environmental impacts. Many water transfers are therefore implemented to address water imbalances, as whilst some areas enjoy abundant access, others suffer from acute shortages that will only be exacerbated in the future due to climate change. The landlocked kingdom of Lesotho is one country that has substantial water resources that exceed demand and requirements for possible future irrigation projects and developments. South Africa, on the other hand, is characterised by low rainfall, limited underground aquifers, and a heavy reliance on water transfers from its neighbour. That brings us to the Lesotho Highlands Development Authority (LHDA), the cover star of our latest issue and the implementing agency for the Lesotho Highlands Water Project (LHWP), Africa’s largest water transfer scheme residing in the Orange-Senqu River Basin. We find out more about phase two of LHWP, which officially commenced in May 2023, with LHDA Chief Executive, Tente Tente. “The Polihali Dam will be integral in meeting the demand for water in South Africa, as it has a storage capacity of 2,325 cubic metres. The increased volume of water transferred will simultaneously increase power generation to meet Lesotho’s domestic needs,” Tente informs us. Characterised by its geographical position up in the Maluti Mountains of Lesotho, meanwhile, Letšeng Diamonds is known for its exceptional recoveries of an equally precious natural resource. With the highest diamond mine on the planet, at an elevation of 3,200 metres, we dig deep with CEO, Motooane Thinyane, to learn more about its operations. “The mine is endowed with fine-quality diamonds and one of the highest average monetary units per carat diamond,” Thinyane shares. Like diamonds, there are dazzling corporate stories that shine bright throughout our latest issue, including the latest from Isipani Construction, Richards Bay Industrial Development Zone Company (SOC) Ltd, and more. We hope that you enjoy your read. Jack Salter Head of Editorial, Outlook Publishing Africa Outlook Issue 104 | 3

CONTENTS

REGULARS

TO P I C A L F O C U S

16 Supply Chain 6 NEWS Around Africa in seven stories

The Cocoa Challenge How tight cocoa supplies are impacting the supply chain

8 EXPERT EYE 10

The pioneering agri-satellite supporting sustainable agriculture

BU SI N ESS I N SI G H TS

10 Technology Forge the Future Getting the most from the cloud

I N D U STRY S P OTL I G H TS

20 Botswana Diamond Manufacturers Association (BDMA) Brightening the Botswanan economy

14 Finance 16

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Fast-Tracking Financial Inclusion Achieving economic empowerment and sustainable development

148 THE FINAL WORD What does good leadership look like to you?

AFRICA OUTLOOK CONTENTS

H E A LTH C A R E

F E AT U R E S

30 SHOWCASING

114 National Bioproducts Institute

Tell us your story and we’ll tell the world

Manufacturing a healthier future

The Power of Plasma

LEADING COMPANIES

120 Bestmed Medical Scheme

E NE R GY & UTILITIES

32 Lesotho Highlands Water Project

A Culture of Care Thoughtfully providing personalised medical aid

The Epitome of Dam Expertise Showcasing state-of-the-art hydropower

128 National Institute for Communicable Diseases

52 MANERGY The Industrialisation Challenge in Africa Sustainable industrialisation in line with the Paris Agreement

Caring for the South African Community The centres and laboratories serving public health

CON ST R U C T I ON

78 Isipani Construction Constructing the Western Cape Successful projects across the province

90 Berman Brothers Group Perfection, Elegance, and Timeless Luxury No two projects are the same

98 PPC Barnet DRC 52 MINING

60 Letšeng Diamonds A Cut Above The jewel in Losotho’s crown

Cementing Success Building business opportunities

SU P P LY C HA I N

104 Richards Bay Industrial Development Zone Company (SOC) Ltd South Africa’s Socio-Economic Powerhouse How Special Economic Zones are transforming South Africa

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134 GE Healthcare Southern Africa Innovating Healthier Possibilities The evolution of healthcare is underway

AG R I C U LTU R E

140 OCP Africa Committed to the Continent Feeding the soil to feed the planet

70 Ritluka Discovering Beyond the Earth’s Crust Premium services for African mining

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140

Africa Outlook Issue 104 | 5

NEWS

Around Africa in seven stories… A E R O S PAC E

TRAINING FACILITY PREPARES FOR TAKE OFF

AUTOMOTIVE

A STELLAR SUCCESS FOR SOLAR A STATE-OF-THE-ART, SOLARPOWERED car, the first in the world capable of driving off-road over long distances without recharging, has completed a 620-mile test drive across Morocco and through the Sahara Desert. The two-seater Stella Terra, designed by students from the Eindhoven University of Technology, completed the intense, perilous journey across a variety of challenging landscapes as a final trial of

its lightweight frame and extreme aerodynamic profile. The impressive, futuristic vehicle runs off the energy provided by multiple solar panels on its roof, has a top speed of 90mph, weighs only 1,200 kilogrammes (kg), and has a range of at least 440 miles in optimal weather conditions. Wisse Bos, Team Manager of Solar Eindhoven, claims that the technology employed is a decade ahead of anything else on the market.

R E TA I L

SPARVELOUS AIRPORT ADVERTISING GLOBAL RETAILER SPAR recently took over Johannesburg’s OR Tambo International Airport with branded escalators, in an advertising stunt aimed at highlighting its brand takeover at one of South Africa’s busiest airports. OR Tambo International welcomes over 21 million travellers each year, and in a strategic move to promote the SPAR2U app and new rewards

6 | Africa Outlook Issue 104

campaign, SPAR South Africa has partnered with Motion Icon to create a complete brand takeover at one of the busiest gateways in the continent. The concept was simple: transform ordinary, usually overlooked spaces into a unique and eye-catching advertising opportunity that would be memorable for everyone moving through the airport.

RWANDA IS EMBARKING on the ambitious new construction of a cutting-edge aviation training facility, made possible by a substantial investment from the African Development Bank. This visionary project promises to benefit not only Rwanda’s aviation sector, but also the broader African aerospace landscape. Scheduled to be unveiled in 2025, this state-of-the-art centre will have the capacity to accommodate up to 500 students annually, offering a diverse mix of courses encompassing pilot training, maintenance instruction, air traffic control expertise, and drone piloting proficiency. With the nation’s growing demand for skilled aviation professionals, the new training hub is an integral component of Rwanda’s exciting vision to assert itself as a prominent player across the African continent.

TECHNOLOGY

NET’S STAY TOGETHER

TELEVISUAL UNCANNY VALLEY

NETFLIX HAS ANNOUNCED it is set to discontinue its free streaming offer in Kenya from 1st November next month. The unpopular decision comes as the platform faces mounting competition in Africa’s ever-expanding and increasingly competitive streaming market. Back in 2021, Netflix launched a free service option for Kenyan subscribers, aiming to capitalise on the country’s rapid streaming growth. However, with rivals like Showmax and DStv now challenging its dominance, Netflix aims to reclaim revenue by transitioning users to paid plans.

TELEVISION BUSINESS NEWS channel CNBC Africa has introduced a fresh newsreader to its team in the shape of an artificial intelligence (AI) powered avatar. The company emailed free subscribers across Kenya to inform them that their memberships will automatically be cancelled when the free offer expires. A precarious strategy, the company’s vision for dominance in capturing Africa’s blossoming streaming industry may also risk alienating price-sensitive subscribers across the nation.

S U S TA I N A B I L I T Y

KENYA BELIEVE IT! FASHION WEEK GOES SUSTAINABLE KENYA’S KIBERA FASHION Week, a community-driven initiative, recently showcased the results of a year-long programme supporting local designers in developing new sustainable fashion and striving to strengthen the community. Visitors witnessed vibrant and innovative designs in a week-long

event leading up to a grand showcase in the heart of Kibera on 14th October. Building on a successful first edition in November 2022, last year’s event saw models using the railway that snakes its way through Kibera as a runway and was widely praised as one of the most innovative events on the national calendar.

The avatar, a futuristic blend of AI and human likeness, was developed and modelled on Chanel Retief, who works for Africa Business News (ABN), the parent company of CNBC Africa. The channel has announced that this new technology is designed to augment human productivity, not replace it. The AI newsreader will work in collaboration with the station’s team of journalists, analysts, and anchors to create a perfect mix of human expertise and technological efficiency. ENERGY & UTILITIES

BRIDGING THE DIGITAL DIVIDE JUMIA, AFRICA’S LEADING e-commerce platform, has announced a ground-breaking partnership with Starlink, the satellite internet service, to retail the company’s Residential Kit across the continent. With this agreement, Jumia aims to bridge Africa’s vast digital divide by delivering Starlink’s high-speed, low-latency internet to previously underserved regions. Initially covering Nigeria, the deal plans to expand into Kenya and eventually to all countries where Jumia operates. The more reliable high-speed connectivity aims to empower African users to access online resources, participate in e-learning platforms, engage in e-commerce, and enhance their communication capabilities. Africa Outlook Issue 104 | 7

Sustainability from Space Bryan Dean, CEO of Dragonfly Aerospace, highlights the world’s first agriculture-focused satellite constellation supporting efficient and sustainable practices Written by: Bryan Dean, CEO, Dragonfly Aerospace

he United Nations’ (UN) World Food Programme (WFP) has called 2022, “a year of unprecedented hunger” due to the devastating effects of climate change on agriculture, alongside food insecurities caused by the war in Ukraine and the COVID-19 pandemic. Since 2019, there has been an increase of over 200 million people who are now classed as ‘food insecure’. The UN has set ending hunger, achieving food security and improved nutrition, and promoting 8 | Africa Outlook Issue 104

sustainable agriculture as the second of its 17 Sustainable Development Goals (SDGs) by 2030. With the global population set to increase by 1.8 billion, reaching 9.8 billion by 2050, the world is looking for ways to increase food production in a sustainable way. Globally, we are currently in a precarious situation where food production must increase to supply the growing demand, but we are also fighting a degradation of nature which is needed to deliver higher yields than ever previously seen.

For increased food production to happen, we will need to ensure water is available. Currently, 28 percent of agriculture lies in water-stressed regions. By 2050, we will need twice as much water than is used in agriculture today. Waste is a huge issue for the sector – 30 percent of greenhouse gas (GHG) emissions and 70 percent of freshwater withdrawals occur in agriculture. To ensure sustainable global growth in agriculture, we need agri-tech to create operational processes that can deliver sustainable solutions.

SATELLITE-DRIVEN SOLUTIONS As a leading provider of Earth observation data, Dragonfly Aerospace has partnered with EOS Data Analytics to create satellitedriven solutions for stakeholders across the entire agricultural sector. Launched from Cape Canaveral on

EXPERT EYE SUSTAINABILITY

land, crops, and livestock. The agri-sat will help farmers decide whether to increase or decrease water supply to a specific patch of land, or if there is a need to improve the current soil quality to cultivate a certain crop in the future. Such targeted insights can reduce adverse impacts on the ecosystem caused by use of fertilisers and pesticides or through building new water channels, resulting in less runoff chemicals into rivers and groundwater. This data will also support growers in reducing carbon dioxide emissions, detecting heat, cold and water stress, and averting pest attacks, thus helping them adopt sustainable agricultural practices. The satellite is only the first of a seven-satellite constellation in low Earth orbit for EOS Data Analytics. The remaining six satellites will be deployed by 2025. Together, the seven satellites will have 100 percent coverage of all farmlands and forests globally – and will be able to cover an area of over 10,000,000 km2 in one day. 3rd January, EOS SAT-1 is the world’s first agriculture-focused satellite constellation that will provide the agriculture and forestry industry with high-quality data to support efficient and sustainable practices. Equipped with two DragonEye electro-optical imagers, EOS SAT-1 will provide 44 kilometre (km) swath panchromatic and multispectral imagery across 11 spectral bands at close to one metre (m) resolution – making it one of the most capable imaging satellites in Lower Earth Orbit. Images obtained from Dragonfly’s EOS SAT-1 will deliver valuable information for harvest monitoring, application mapping, seasonal planning and assessments that analyse information such as soil moisture, yield prediction and biomass levels. By observing Earth from space, farmers can make data-driven decisions which will give them more reliable guidance to effectively control and manage their

ENVIRONMENTAL BENEFITS All the information gained from the EOS SAT-1, and eventually the sevensatellite constellation, will provide important environmental benefits for the planet and help better manage our natural habitats for increasing crop growth and maintaining biodiversity. As a result, farming will become more sustainable, productive, and profitable, which will increase global food security by improving access to food supplies and helping ensure reasonable prices. EOS SAT-1 is a testament to how South Africa’s space industry has grown over the past 20 years to a point where it now has the Earth observation capabilities to support not just South Africa, but also the rest of Africa, in industries like coastal safety, forestry, town and infrastructure planning. Dragonfly Aerospace has a state of

the art 3,000m2 manufacturing facility and a roster of international clients, including EnduroSat, Loft Orbital and Pixxel. Some of our employees have been involved with South Africa’s aerospace industry in 1999, which saw the launch of the country’s first Earth observation satellite. This experience and knowledge are what enables us to be a leading authority in earth observation data and showcase South Africa’s capabilities in the global space industry. Like anyone in the space industry, I am passionate about space and pushing the boundaries of what we know. But I strongly believe that we need to explore Earth first and develop a deeper understanding of how our planet works. Earth observation and imaging will give us answers on how to tackle pressing issues such as food insecurity and climate change. By embracing new technology and using it to enhance our agricultural systems, we can make the world a more sustainable place to live in.

ABOUT THE EXPERT Bryan Dean is the CEO of South Africa’s Dragonfly Aerospace, one of the world’s leading providers of Earth observation data. Dragonfly Aerospace provided one of the two imagers that were installed in the satellite used in NASA’s DART mission, and most recently on the world’s first agri-satellite, the first micro satellite to be manufactured in South Africa for nearly 15 years, that will support global sustainability in agriculture.

Africa Outlook Issue 104 | 9

FORGE THE FUTURE Technology alone won’t solve your business challenges; it requires a strategic partnership to transform potential into performance.” For over a decade, CloudSmiths has actively invested in growing, upskilling, and cross-skilling its staff to blend exceptional human expertise with cutting-edge technology. CloudSmiths is a technology consultancy specialising in data analytics, machine learning (ML), software development, artificial intelligence (AI), and business reporting in the cloud. As a South African start-up that began as a humble team of 10, CloudSmiths now proudly stands as one of the most accredited Google Cloud and Salesforce partners in the continent. “However, as we have grown over the years and technologies have developed, the defining quality that hasn’t changed is our people,” continues CEO and Founder, Jason Timm, who launched the company in 2010. 10 | Africa Outlook Issue 104

CUTTING-EDGE TECHNOLOGY

For over a decade, CloudSmiths has been helping businesses to get the most from the cloud. CEO and Founder, Jason Timm, discusses the company’s heavy investment in Generative AI Writer: Jack Salter

Leveraging deep industry knowledge to deliver innovative, tailored solutions that drive meaningful change and accelerate growth for businesses, CloudSmiths brings both industry and product expertise to the market. To date, the company has completed more than 280 projects with international customers, including leading financial services providers across Africa, the world’s leading fuel delivery and vehicle services platform, African beer brewers, non-governmental organisations (NGOs), and media companies. “We have 10 years of experience working with large, complex banks and global, Tier 1 advertising firms,” Timm informs us. “This means that we can operate in those industries with confidence and depth. From a product perspective, we have deep skills in Salesforce’s Service Cloud, Data Cloud, and Financial Service Cloud, as well as MuleSoft. We’re also considered the

CLOUDSMITHS TECHNOLOGY

leaders in our region for the Google Cloud Platform (GCP), Kubernetes, BigQuery, and Azure.” CloudSmiths has been at the forefront of delivering highly advanced technology to businesses from the outset and was building AI models for customers years before Generative AI even existed. Indeed, although Generative AI has become popular recently, CloudSmiths boasts over a decade of experience in AI and ML. Having built various models in this space and found great success in computer vision, CloudSmiths is therefore investing heavily in Generative AI to help customers find true value in these technologies. “Our first “product” space is the

Gen AI Centre of Excellence in a Box, which is a framework designed to help our customers accelerate the uptake and implementation of Generative AI,” Timm states.

DELIVERING GENERATIVE AI MODELS An innovative project that the company is currently working on is centred around delivering Generative AI models. This new wave of Generative AI and large language model (LLM) technology has significantly accelerated several internal AI projects, each serving as a demonstration of AI’s capabilities for some of the businesses that CloudSmiths speaks to. “For instance, we have a bot that

assists staff in preparing for cloud certification exams by scheduling study time in their calendars and offering quiz-based coaching during those allocated times,” shares Timm. Additionally, CloudSmiths has a bot that the sales team uses to prepare for pitches. If a sales team member is discussing data engineering with a Chief Technology Officer (CTO), for example, the bot crafts content specifically tailored to the prospect’s industry, position, and needs, enriched with case studies showing the company’s prior work in that domain. Externally, meanwhile, CloudSmiths is doing some exciting work around Document AI, particularly within the legal sector.

Africa Outlook Issue 104 | 11

CLOUDSMITHS TECHNOLOGY

AFRICA OUTLOOK: CAN YOU TELL US ABOUT YOUR JOURNEY FROM A YOUNG ENTREPRENEUR TO THE CEO OF AN INTERNATIONAL BUSINESS? “We are leveraging natural language processing to decipher overly complex and intricate contracts and legal documents, aiding in their interpretation and management,” Timm reveals. CloudSmiths is also exploring AI solutions with long-term customer, the Harambee Youth Employment Accelerator (Harambee), a South African non-profit striving to resolve youth unemployment in the country. Harambee aids young individuals in accessing work and skilling opportunities whilst connecting opportunity holders with keen job seekers. “We’re hugely supportive of the 12 | Africa Outlook Issue 104

impactful work they’re doing, so we’re continually trying to innovate with them so they can help even more of the youth across the country,” emphasises Timm.

JASON TIMM, CEO AND FOUNDER: “The journey from being a young entrepreneur to what I do now is, like most things in life, iterative.

INTERNATIONAL GROWTH CloudSmiths’ incredible growth over the past few years has led to its current position, where it is looking to expand the business internationally. The company recently opened an office in London and has already had great success in building relationships with a number of UK partners, whilst a CloudSmiths office is also set to open very shortly in Dubai. “Our growth is based on our

“Every day, you encounter new challenges and learn how to solve them. You grow as the business grows, so the change is very evolutionary, not revolutionary. “The trick is to be prepared to abandon everything you think you know when you can see it’s not working.”

“OUR GROWTH IS BASED ON OUR P A S S I O N F O R T E C H N O L O G Y A N D S O LV I N G PROBLEMS” – JASON TIMM, CEO AND FOUNDER, CLOUDSMITHS

passion for technology and solving problems. One of our mottos for everything about our business is that “we do the hardest things first” – this applies to solving problems, too,” Timm tells us. “We want to find solutions to our clients’ toughest problems, and that way prove our value and skills. This approach has been key to our growth

locally and internationally over the last few years and ties into our ability to attract the best talent.” There are challenges involved with being an internationally expanding African company, such as creating credibility in new markets and understanding the various cultural differences on the ground. However, CloudSmiths possesses

the skills and experience needed to be hyper-competitive globally. “Our approach thus far has been to make sure we have senior and executive level representation on the ground in new markets and to listen to them. It’s a real challenge, but one that’s worth taking as a business,” concludes Timm.

CLOUDSMITHS Tel: +27 (0) 11 759 info@cloudsmiths.co.za www.cloudsmiths.co.za Africa Outlook Issue 104 | 13

Fast-Tracking Financial Inclusion While financial inclusion is growing in importance worldwide, there is still a discrepancy between male and female financial inclusion, known as the gender financial inclusion gap Guest contributor: Kairi Brand, Head of Talent Management

t a global level, the World Economic Forum’s 2022 Global Gender Gap Report estimates it will take an average of 132 years to achieve gender equality globally. The African continent is no exception, and it appears that there are several reasons for this. In many African societies, it is the men who handle the financial affairs of a family, with the women managing the household and caring for children. Women in emerging African economies also often have lower financial literacy levels on account of lower levels of education. Moreover, in some countries, legal and regulatory barriers restrict women’s access to financial services. These factors lead to limited awareness and understanding of financial products and services.   It is important to note that these challenges vary across countries and regions, depending on factors such as socioeconomic conditions, cultural contexts, and institutional capacities. The irony is that, while the African financial literacy gender gap is very real, it does not mean that women are not entrepreneurs. According to 14 | Africa Outlook Issue 104

the fifth annual Mastercard Index of Women Entrepreneurs (2021), sub–Saharan Africa has the world’s highest rate of women involved in entrepreneurial activity at 26 percent, with Botswana, South Africa, and Ghana among the countries with the highest percentages. However, due to the various challenges, women entrepreneurs across sub-Saharan Africa continue to earn lower profits than men (32 percent less), according to a World Bank report. One of the major inhibiting factors is the lack of capital on account of discriminatory practices. In Nigeria, according to the National Assessment of Women’s Entrepreneurship Development, women are highly interested in becoming entrepreneurs but face unique challenges that prevent them from formalising and growing their businesses. Addressing the gender financial inclusion gap is both a moral imperative and a strategic decision. Investing in equal opportunities yields positive outcomes, benefitting companies and contributing to economic growth.

Given the fact that so many women are entrepreneurs and yearn for financial independence, one can imagine the economic growth that could be unleashed if more women were given access to financial literacy. Fast-tracking financial inclusion in terms of gender equality is, therefore, crucial for achieving economic empowerment and sustainable development.

WHAT ACTIONS CAN BE TAKEN? Progress is underway, as many microfinance institutions (MFIs) in Africa have specifically targeted women by providing them with microcredit and savings facilities. These institutions have recognised the potential of women as entrepreneurs and have extended financial services tailored to their needs, including group lending methodologies. The private sector is playing a pivotal role, with both local and global players already introducing innovative solutions to address and support the complex needs of this market. As an example, Admirals, one of the world’s leading FinTech companies, reiterated its commitment to help fast-track

ADMIRALS FINANCE

digital financial inclusion in Africa with the opening of offices in Nigeria and South Africa. The Estonia-based neobroker provides a wide range of digital trading and investment products and financial services in accordance with its licenses from leading regulatory bodies worldwide. Admirals prioritises financial literacy, education, and knowledge-sharing as essential drivers to encourage greater access to global financial markets. Through its financial literacy initiative, Admirals Academy, the company provides access to diverse and straightforward education material and resources to equip clients with the knowledge and tools to make informed financial decisions. Access to financial information and the opportunity to engage with and experience the benefits of digital financial solutions is especially valuable when it comes to reaching those living in remote areas and having access to mobile connectivity. Some governments are promoting gender equality by working on the removal of discriminatory laws and regulations. These include laws that protect women’s property rights, inheritance rights, and access to credit. Collaboration is key – among governments, financial institutions, non-governmental organisations (NGOs), and civil society organisations (CSOs). Partnerships can leverage resources, expertise, and networks to implement comprehensive strategies and initiatives. These initiatives could include:

data can inform evidence-based policies and interventions that effectively target the gender gap. • Educating girls at a young age about financial concepts, including budgeting, savings, investments, and financial planning. Financial literacy programmes can be targeted towards schools, communities, and workplaces to enhance women’s understanding of financial services and products. • Setting up more bank branches and mobile banking services in underserved areas, particularly rural and remote regions where women face limited access. • Developing affordable and flexible savings, and microfinancing products that not only address the day-to-day needs of female micro-entrepreneurs but also encourage greater discipline and support the sustainable growth of their businesses. Driving digital financial inclusion, such as mobile money and digital wallets, requires improving internet and mobile connectivity, promoting digital literacy, and addressing barriers like affordability and access to smartphones.

Promoting gender financial inclusion stimulates growth, reduces poverty, and fosters social stability; empowering women has a multiplier effect that positively impacts families and entire communities. Closing the gender financial inclusion gap is therefore crucial to achieving economic empowerment and sustainable development on a global scale. But there is no one-size-fits-all solution; it requires a strategic, multifaceted approach that considers social, cultural, economic, and policy barriers that stretch beyond borders. As an international player with vast experience in both developed and emerging economies, Admirals has witnessed first-hand the successes emanating from the group’s approach to cultivating an inclusive environment across its regions. Empowering people starts by investing in equality, respecting the individual, and encouraging and nurturing the growth of every person, regardless of gender. With these principles as a foundation, strategies that promote inclusivity and enhance the economic participation of women will have material, sustainable, and impactful results on societies the world over.

• Providing training, mentorship, and access to capital through initiatives like business incubators and microfinance programmes. • Collecting and analysing genderdisaggregated data, which is essential for understanding the specific barriers women face in accessing financial services. This Africa Outlook Issue 104 | 15

TOPICAL FOCUS SUPPLY CHAIN

T H E C O C OA CHALLENGE T

he global surge in cocoa prices is largely being driven by tight supplies and low levels of production in Ghana and Ivory Coast – two of the global leaders in cocoa production. Abundant rains in certain regions of West Africa during Q2 of 2023 resulted in an outbreak of the black pod disease in Ghanaian cocoa plantations, and the swollen shoot virus in Ivory Coast, negatively impacting crop quality and production. The heavy rainfall has also created logistical challenges, obstructing roads and preventing goods from reaching ports in the region. Looking ahead, the El Niño weather event is expected to put further pressure on cocoa prices, as the natural phenomenon is set to cause hot and dry conditions across West 16 | Africa Outlook Issue 104

Speaking to Nidhi Jain, Commodity Specialist at The Smart Cube, we discuss how tight cocoa supplies in West Africa are impacting the cocoa supply chain, as well as the effect it is having on food production and prices Writer: Jack Salter

Africa, which will result in a further reduction in cocoa output. Nidhi Jain, Commodity Specialist at The Smart Cube, tells us about the impact of rising cocoa prices, and the strategies that confectionery manufacturers can adopt to mitigate supply chain disruption. Africa Outlook (AO): Can you explain the current situation with cocoa prices? Nidhi Jain, Commodity Specialist (NJ): In the last year, the price of cocoa has surged. From September 2022 to September 2023, costs increased by an astonishing 63.49 percent, with cocoa futures reaching a 44-year price peak. This comes amid growing concerns over tight cocoa supplies and diminishing output in Ghana and Ivory Coast – between

them, the two nations contribute more than 60 percent of all cocoa. These supply constraints have been caused by abundant rainfall throughout the summer months in Ghana and Ivory Coast, which resulted in the outbreak and spread of both the black pod disease and the swollen shoot virus. Both these diseases have harmed the development of cocoa pods, thereby reducing cocoa yield. As such, the African cocoa harvest for the financial year (FY) 2023/24 is now predicted to decline. The heavy rains have also created logistical problems, disrupting the cocoa supply chain. This has led to cocoa arrivals at ports in Ivory Coast falling by 3.3 percent year-over-year from the start of October 2022 to the end of August 2023. Further to this, the ongoing war between Russia and Ukraine has also

impacted cocoa production. The quality of cocoa beans has declined as a result of the continued sanctions imposed on Russia following the invasion of Ukraine, due to Russia being the largest fertiliser exporter in the world. This has led to fertilisers and pesticides becoming harder to obtain in Ghana and Ivory Coast, affecting crop quality and reducing cocoa production.

brought some relief, it led to its own issues such as the spread of disease, as well as logistical challenges. As a result, Ghana’s cocoa harvest is predicted to decline annually for FY 23/24, despite initial projections that it would increase.

AO: How are tight cocoa supplies in West Africa impacting the commodity’s supply chain? NJ: Cocoa supply from West Africa has been in decline since the start of 2023. Initially, this was due to hot and dry weather affecting the region during the first quarter of the year. Subsequently, the aforementioned heavy rainfall came. While this Africa Outlook Issue 104 | 17

TOPICAL FOCUS SUPPLY CHAIN

This lower-than-expected production has caused Ghana to postpone Q3 2023 shipments of the commodity until next season, while Ivory Coast has ceased cocoa exports for the last quarter of FY 22/23. As such, per the International Cocoa Organisation (ICCO), the cocoa market is likely to be in a deficit for the third year in a row. This has a major impact on the commodity’s supply chain as it means less cocoa is available, driving prices up and increasing input costs for confectionery producers and manufacturers. AO: Looking ahead, how do you foresee the future trajectory of cocoa prices? NJ: Cocoa prices are expected to remain firm as we head into 2024 – with the possibility that they may increase even further. This is on account of the low supply of cocoa beans from West Africa as a result of wet weather in the region, in addition to concerns regarding the potential impact El Niño will have. As the weather phenomenon is set to cause hot and dry conditions across West Africa, this is likely to result in a further reduction in cocoa

18 | Africa Outlook Issue 104

El Niño

output and prices remaining elevated, particularly as it will affect the region during the largest cocoa crop harvest period of the year. Additionally, as we approach Halloween and the festive season, there is also the potential for stocking demand to push up cocoa costs and cause the soft commodity’s price to remain elevated for the remainder of 2023. These factors have contributed to forecasts being made that the commodity’s price will increase by nine percent across FY 23/24. AO: Given your expertise, could you explain the relationship between climatic phenomena and the trends in the cocoa market?

NJ: Climatic phenomena, such as El Niño, typically have a detrimental impact on a variety of crops, including cocoa. The intensity of El Niño has had a marked effect on the cocoa market as a result of the weather in major cocoa producing areas, with hot and arid conditions in West Africa projected to lessen production of the soft commodity. During previous El Niño cycles, the weather event has negatively impacted cocoa output. Prior to this year, the most recent iteration of El Niño was in 2015, when a sustained dry period decreased cocoa output. This saw cocoa prices rally to a 12-year high at the time after the weather phenomena caused a drought in

TOPICAL FOCUS SUPPLY CHAIN

several major producing nations, including Ghana and Ivory Coast, inhibiting global production. AO: What is the potential impact of rising cocoa prices on the confectionery industry? NJ: Cocoa is a key ingredient in the production of chocolate and chocolate confectionery products. For that reason, the rising price of the commodity will have a significant impact on the input costs of confectionery goods, leading to an increase in prices for end consumers. For example, cocoa accounts for between 35 and 55 percent of the total raw material cost in bars of milk chocolate. Therefore, the product’s price is expected to increase significantly due to the rising cost of the key ingredient used in the manufacturing process. With El Niño forecasted to cause a substantially lower supply of cocoa, chocolate confectionery products are due to increase in price during Q4 2023 and Q1 2024. This means that bakery and confectionery products which necessitate cocoa are set to bear the brunt of low output and firm prices of the ingredient.

What’s more, as cocoa’s price remains inflated, coupled with the demand for confectionery goods increasing as Halloween and the festive season fast approaches, confectionery products are also likely to rise in price. AO: What strategies can confectionery manufacturers adopt to mitigate supply chain disruptions? NJ: To safeguard their supply chains against disruptions during periods of increased cocoa input costs, confectionery producers ought to consider adopting a multipronged strategy to tackle low levels of output and exports. Firstly, it is vital for organisations operating in the confectionery industry to actively assess numerous suppliers and support their critical vendors. Instead of becoming overly dependent on a single provider and territory, supply chain professionals must strongly consider identifying suppliers in several different regions. This ensures that in the event a confectionery producer is purchasing cocoa from a region where the commodity’s output is falling, they’re able to pivot and purchase cocoa

from another area instead. Secondly, supply chain professionals ought to map supplier dependence. By conducting a thorough review of exposure to Ghanaian and Ivorian suppliers, businesses can ensure that the fall in cocoa production in these two nations doesn’t have a significant impact on their operations. Adding to this, mapping suppliers on a tier-by-tier basis will also provide confectionery companies with a transparent view of potential supply chain risks. Lastly, confectionery manufacturers should monitor disease outbreaks as they develop, as well as unseasonable weather conditions. Looking at the ongoing El Niño phenomenon, confectionery producers must track its progress and keep a close eye on how the impact it’s having on key West African cocoa producers is developing, as well as the potential future consequences it could have. This enables organisations to adjust their supplier portfolios accordingly. By adopting these measures, confectionery producers and manufacturers can avoid supply chain disruptions ahead of Halloween and the festive season – a period in which their products will be in high demand.

Africa Outlook Issue 104 | 19

BOTSWANA DIAMOND MANUFACTURERS ASSOCIATION (BDMA) INDUSTRY SPOTLIGHT

S P OT L I G H T O N T H E B OT SWA N A D I A M O N D I N D U S T RY It is well-documented that Botswanan soil is very rich in diamonds, which has secured its financial future with De Beers to improve the country’s living standards Writer: Rachel Carr | Project Manager: Dave West

he small landlocked nation of Botswana in Southern Africa is the second-largest producer of diamonds in the world. Furthermore, its colourless gemstones are essential to stabilising the country’s economy and building infrastructure. Indeed, Botswana relies on diamonds for 90 percent of its exports, and the industry is directly responsible for one in 20 jobs. Meanwhile, last year the gemstones accounted for around 30 percent of Botswana’s revenue, with De Beers depending on the nation for about 70 percent of its rough diamond supply, equating to 24 million carats. In order to operate in Botswana, De Beers founded the De Beers Botswana Mining Company in 1968, later evolving into Debswana. Today, the company has four diamond mines and is the world’s leading producer of diamonds by value. De Beers provided the necessary conditions for Botswana to experience the highest economic growth rate since its independence from Britain in 1966 when it agreed

20 | Africa Outlook Issue 104

to a joint venture with the government, accruing revenue from diamonds. However, since 2000, the economy’s growth rate began to stall and was below the sub-Saharan African average. To negate this, along with persistently high unemployment, the government of Botswana introduced a policy to diversify the economy. Additionally, Botswana is one of the few sub-Saharan African countries that has truly benefitted from its mineral wealth. Thanks to the iconic and timeless diamonds, it is now considered a middle-income country, a status it has been elevated to within the last 50 years. A major contributor to the country’s wealth is the Debswana Jwaneng Mine, located in the Naledi River Valley in Southern Botswana, which is one of the world’s deepest, most valuable diamond mines. Significantly contributing to the economy since it opened in 1982, approximately 50 percent of public revenue, 33 percent of GDP, and over 80 percent of foreign earnings, the mine is committed to empowering the community by tripling its

citizen spending and increasing employment. One of the most successful elements of the industry is diamond beneficiation – the downstream possessing of rough diamonds, which were previously exported as rough diamonds and processed elsewhere. In fact, the local marketing of domestically produced gemstones has helped the diamondcutting and polishing field, creating additional industrial jobs in the country. Consequently, it is now the largest manufacturing sub-sector in the country, growing at an exceptional rate, with factories continually adopting and employing new technologies. Botswana’s joint venture with De Beers has also facilitated publicity for its diamond industry from an unexpected source, as the British royal family is known to have a connection to its diamond market. Prince Harry, the Duke of Sussex, designed an engagement ring for

the Duchess of Sussex, Meghan Markle, with a cushioncut diamond, having travelled to the country to select it personally. Known as the Markle Sparkle effect, the Duchess’ influence extends to the Millennial population, who want to buy sustainable and ethical diamonds and emulate the antique aesthetic of the classic cushion-cut stone, ultimately benefiting the local population. This royal recognition is priceless for Botswana, placing its diamond industry as a producer of conflict-free jewels, which appeals to a new generation of diamond buyers. The social and ecological responsibility displayed by the Duke and Duchess of Sussex has, in some way, contributed to the country’s transformation into one of Africa’s economic success stories. In fact, the African Development Bank has praised Botswana for one of the world’s longest-sustained economic booms. Africa Outlook Issue 104 | 21

ADDING SPARKLE TO LIFE

We talk to Sedireng Serumola, Managing Director of DTC Botswana, about responsible diamond manufacturing and unlocking the value of both gems and people Africa Outlook (AO): Briefly introduce us to DTC Botswana. Sedireng Serumola, Managing Director, DTC Botswana (SS): Debswana is a 50/50 joint venture partnership between the Government of the Republic of Botswana and the De Beers Group. We are the world’s largest and most sophisticated rough diamond sorting and valuing operation. If you get the opportunity to come to Botswana, it is a wonderful world-class facility, and what we want to do for the future is also informed by what we have right now. Every organisation has its history, and ours is grounded on the visionary leadership that this country has had. For me, this is always a reminder to myself and my colleagues that we must take our responsibilities very seriously. You will find that one of the most important

things was one of the early decisions made in the 1960s by the national leadership, including the chiefs, that all mineral rights are invested in the state. These minerals then benefitted Botswana as both a society and a nation. The Government of the Republic of Botswana formed the Botswana Diamond Valuing Company (BDVC) in 1971, the same year that Botswana’s first diamond mine was established at Orapa. In 1982, the BDVC building, known as Orapa House, was opened in Gaborone. After sorting and valuation, diamonds were sold to the De Beers Central Selling Organisation (CSO) in London. In 2006, DTC Botswana replaced BDVC and opened its new premises in 2008. More specifically, our organisation was formed in the early 1970s, and in 2006, a new company called DTCB, replaced the old company, and we then moved to our new premises. What we do at DTC Botswana is clean, sort, and value diamonds coming from Debswana, which is another 50/50 partnership between the government and DTC Botswana. Once we have sorted

the diamonds according to the 2011 DTC Botswana business model sales agreement, we sell them to two parties, the ODC and De Beers Group Site Holder Sales (DBGSS). In the diamond pipeline – which includes exploration, mining and recovery, sorting, valuing, and sales, cutting and polishing, jewellery manufacturing, and, finally, retail – DTC Botswana falls in the midstream stage of the diamond value chain, i.e., the sorting, valuing, and sales. As part of our new strategy, we are actively finding ways to create linkages with the beneficiation sector, as beneficiation is of big importance for Botswana. AFR: What for you differentiates DTC Botswana from the competition? SS: DTC Botswana has the unique ability to sort up to 45 million carats annually. Due to prevailing market conditions, we currently sort about 23 to 24 million carats annually. Our main operations comprise three main processes: diamond cleaning, sorting, and valuation. Diamond cleaning consists of performing acid cleaning of all of Debswana’s diamond production and presenting the final product. Sorting ensures accurate valuation of all

production into the cut, colour, clarity, and carat size and results in consistent delivery of rough diamonds to customers Valuing consists of selling to two customers: 85 percent to DBGSS and 15 percent to ODC. For me, it would be amiss to not talk about DTC Botswana without talking about our employees. What we do, and primarily what we see, is that we use hand sorting and technology for the lower sizes. However we are still finding that for the final product, especially for the top end, we need to bring in people. We cannot replace people. AFR: Are there any recent key achievements that DTC Botswana has accomplished that you would like to highlight? SS: Our strategy at DTC Botswana aims to transform the company into a High Performing Organisation (HPO) with a significant value release (revenue). This strategy was purely developed in-house; traditionally, we get facilitators from outside, but this came out of a situation when we were in lockdown and realised that we could find better ways of being productive. As I have said at a personal level, this was one of the best decisions ever made because the

outcome is even better than anything I have seen in the past. The short version is that in terms of our ambition, we want to pioneer a new diamond world and sorting environment. We have the facility, and we have the skills and purpose. Our new purpose comprises unlocking diamond value and adding sparkle to life. Unlocking diamond value entails realising the best potential from our diamonds by enhancing their value – thus maximising their worth, delivering right the first time and on time to our customers, and revealing the natural beauty and uniqueness that captures hearts and holds a promise of eternal love. Adding sparkle to life entails impacting Botswana’s economy through the brilliance of our experienced workforce, which provides opportunities for sustainability and growth, an outstanding customer experience that draws exceptional satisfaction, and promotes opportunities for the betterment of lives in Botswana through more impactful social performance initiatives. Our new visions include pioneering a new diamond world in sorting and valuing, stepping up as an organisation to not just be an industry player, but to become an industry leader, defining diamond sorting and valuing by being the first to explore and drive innovation and technological advancement, and promoting sustainability – i.e., meeting the needs of the present without compromising the future.

AFR: Tell us about any major challenges DTC Botswana has faced and what steps have been taken to overcome them. SS: We have faced challenges over the years, and COVID-19 was one of them. We are still dealing, to a certain extent, with the lingering effects of the pandemic. Some of the challenges we have faced out of the pandemic, and the impact of the Ukrainian and Russian war, are the supply chain challenges. Some of the equipment and the goods you order also take longer, and generally, the high inflation environment is one of the things we deal with. It is important for us as an organisation to remain resilient and adaptable to ensure that we can ride the storm and be flexible in terms of our product offering. Our people, in my view, have been strong and able to deliver exceptional results despite all those challenges. AFR: Can you further detail the DTC Botswana Diamond Academy and the accreditation that it has earned from the Botswana Qualifications Authority (BQA)? SS: We have an in-house diamond academy that we have developed over the years so that we can train people who are now getting degrees and diplomas so that we can provide them with future skills. We have had some incredible trainees in the last two years or so, in fact, I can recall last year, one of our top-performing sorters was somebody with less than five years of experience. They have the opportunity to learn fast,

and we are also taking steps to look at this academy and see what we can do to ensure that it doesn’t only support DTC Botswana but also works closely with diamond manufacturers. Hence, the trainees have the necessary skills and the basics of sorting before they get to manufacturing. In some of our products, especially for the largest and most special stones, one of the things that we look at and try to build into our training is for people to have the final, polished outcome in mind for a diamond and to do so, you need to have the basic understanding of manufacturing as well. AFR: What is DTC Botswana’s core mission, and what are some current projects that you are excited about? SS: We don’t only work hard; we play hard as well. We had an event back in July celebrating a holiday where you dress up and go to the horse races. We also celebrate significant moments like DTC Botswana mothers and mother figures on Mother’s Day. The impact on life, the communities in Botswana, the society at large, and our customers are incredibly important. You can also think that adding sparkle to life really is the bling, bling in the literal sense for the customers. AFR: Looking ahead, what are DTC Botswana’s key priorities and endeavours for the future?

SS: In our environment, technology is key. We are leveraging technology to improve productivity, cost, and operational efficiency. It’s not only for us in the sorting environment and the sorting houses, but even for the manufacturing centre. People talk about strategy being about choices. For us, we settled on four strategic priorities around exceptional customer experience. That is where the value release will be, technologies and innovation – it’s a given. Sustainability is also a given, seeing where the world is going, along with intentional organisational capability. At the end of the day, our purpose and ambition is our impact on society, the shareholder distribution, and skills development for our employees and the community. We are looking forward with active excitement to also work with the government and the private sector so that we can transform this business. In my view, the government can’t do it alone and requires companies like DTC Botswana to be able to contribute to society at large.

dtcbotswana.com

INTERVIEW:

B OT SWA N A D I A M O N D M A N U FAC T U R E R S A S S O C I AT I O N ( B D M A ) BDMA’s objective is to represent and advocate for its members while advancing the interests of the diamond industry - the lifeline of the country’s economy. We speak to its Chairman, Siddarth Gothi, about the role BDMA plays in developing the dynamic presence of diamonds in the global gemstone market.

26 | Africa Outlook Issue 104

Africa Outlook (AO): Firstly, could you talk us through the origins of BDMA – what led to its creation and what is its current vision and mission? Siddarth Gothi, Chairman (SG): BDMA was established as a non-profit organisation (NPO) in 2007; today, it is the voice of Botswana’s diamond-cutting and polishing industry, consisting of De Beers Sightholder members and associated members, who are cutting and polishing license holders in Botswana and brokers for the industry. It began with a vision to create a sustainable diamond industry in Botswana by utilising the country’s most valuable resource in tandem with fostering inclusiveness, thereby driving the country’s sustainable economic development and social transformation.

BOTSWANA DIAMOND MANUFACTURERS ASSOCIATION (BDMA) INDUSTRY SPOTLIGHT

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AO: How has BDMA developed and progressed regarding its mission, and what has it achieved? SG: The initial mission was to represent the beneficiation and localisation of the industry in order to align it with government policies. This was followed by the aim to become the most important and responsible stakeholder in the Botswanan diamond industry and to ensure a stable and conducive business environment for industry players and relevant stakeholders. Subsequently, our core values remain in continuing to develop a culture of professionalism, integrity, trust, continuous learning, collaboration and consultation amongst the industry members and its stakeholders. AO: For you, what is the most exciting aspect of the diamond industry in Botswana? SG: Botswana has been lauded for its effective management of diamond supply. De Beers backs this through its Global Sightholder Sales (GSS) headquarters, which positions the country as an exciting destination for diamond cutters and polishers. This is due to the guaranteed access to diamonds,

available for local Sightholders of De Beers, who cut and polish their diamonds within the country. Furthermore, the country’s good governance and a red-carpet welcome to the diamond-cutting and polishing factories have made Botswana the favourite destination for these services. AO: Conversely, what are the biggest challenges facing the industry at present? SG: The absence of a diamond training school, which is vital for sustaining the diamond-cutting industry, is a current challenge. The key industry players do not have access to an available skilled workforce; therefore, the factories are expected to invest heavily in training the workforce locally. This leads to a higher cost in the production of diamonds within the country compared to India, which is the world’s largest and most economic diamond-cutting centre. Moreover, the sudden increase in Botswanan diamond-cutting factories during 2022 has led to a severe employee movement within the industry, due to the shortage of an available skilled workforce. Africa Outlook Issue 104 | 27

The role of BDMA is to ensure the industry is functioning smoothly and, therefore, to resolve any issues efficiently and appropriately

The fast increase was a shock to existing factories in Botswana, whilst putting a strain on the established cutting facilities, which were operating smoothly before the infusion of almost 20 new factories within one year. After a reduction in polished diamond purchases in the US and China, the global diamond industry slowed down as the industry’s midstream sector continued to take a cautious approach in Botswana. However, even though the factories are seeing a slowdown as a result of ongoing macroeconomic challenges, the future looks optimistic. AO: Are there any key aspects of the industry you would like to highlight? SG: As President of Botswana H.E. Eric K Masisi says, “Botswana are diamonds, and diamonds are Botswana.” We are a country heavily dependent on diamonds, as they have served the country well for over five decades since independence. Therefore, the diamond industry has helped the country move from poverty to upper middleincome status, accelerating its economic growth. During this time, additional high levels of public spending have created a better standard of living for the majority of the population.

28 | Africa Outlook Issue 104

Botswana’s economic growth also increased revenue, allowing for further developmental investment, and lifted national wealth levels rapidly, allowing for public services and facilities - once merely just aspirational to be developed. This includes free public healthcare, access to free primary and secondary education, and the development of transport, energy and water infrastructure. Botswana has managed to leverage the potential of its diamonds. As former president Festus Mogae states, “For our people, every diamond purchase represents food on the table, better living conditions, better healthcare, potable and safe drinking water, and more roads to connect our remote communities.” In addition to supporting local communities through cutting, polishing, and buying diamonds with known provenance from De Beers GSS, our members support local economic development. The diamond industry is a major contributor to the national economy, and by purchasing diamonds from the country, we contribute directly to the nation’s economy and add value to the local industry while supporting over 4,200 local jobs. Diamonds positively impact the community and country; the vital product has become value-added by being exported after being studded into beautifully crafted pieces of Botswana jewellery. Additionally, the benefits of working with Botswana Diamonds extend beyond the conflictfree label. Ethical diamonds mean no human rights abuses, and employees are fairly paid with safe working conditions and environmentally sound practices.

BOTSWANA DIAMOND MANUFACTURERS ASSOCIATION (BDMA) INDUSTRY SPOTLIGHT

AO: Are there any plans, goals or projects in the pipeline, or in the future for BDMA? SG: As an important stakeholder in the diamond industry, BDMA significantly impacts policy and decision-making with the relevant authorities in Botswana. We also participate in sector-level consultative meetings with various stakeholders. With the help of its members, BDMA strives to support communities through various programmes, such as supporting the health sector through its member Diacore, which organises Botswana’s most popular and largest marathon – the Diacore Gaborone Marathon. Alongside this, BDMA recently donated cars to Child Line Botswana

as part of its CSR project, and its members donate blood to the Botswana National Blood Transfusion Services to support the shortage of blood within the country. BDMA organises some of Botswana’s most exciting sporting events, such as the BDMA Football League, BDMA Cricket League, and BDMA Netball League. These matches help build employee morale and develop team spirit. Indeed, during a recent football final, the company had over 1,000 spectators watching the game, and employees stayed back for the sundowner party. Apart from this, BDMA hosts a few networking events and workshops where the members get to network and learn from the experts within the industry. AO: Finally, how do you see the industry developing over the next five years?

BDMA management team

“ O U R C O R E VA L U E S A R E D E V E L O P I N G A C U LT U R E OF PROFESSIONALISM, I N T E G R I T Y, T R U S T, CONTINUOUS LEARNING, C O L L A B O R AT I O N A N D C O N S U LTAT I O N A M O N G S T THE INDUSTRY MEMBERS A N D S TA K E H O L D E R S ” – S I D DA R T H G OT H I , C H A I R M A N , B O T S WA N A D I A M O N D M A N U FA C T U R E R S A S S O C I AT I O N

SG: The role of BDMA is to ensure the industry is functioning smoothly and, therefore, to resolve any industry issues efficiently and appropriately. We also conduct industry-related workshops occasionally for the purpose of knowledge sharing and shaping up the industry for a better future. We hope to see more beneficiation of the diamonds within the country and higher localisation through the inclusion of skills transfer and a greater citizen workforce. Apart from this, a reduced carbon footprint for diamonds using green energy and recycling is something that is crucial within the industry. Whilst a more businessspecific development would be value-adding Botswana Diamonds jewellery manufacturing. BDMA is a critical partner in boosting the success of the diamond industry in Botswana. The services it provides to its members help to develop businesses by finding optimal solutions and answers for any challenges. It organises regular meetings and workshops with the relevant authorities for its members and discusses industrywide solutions and facilitates knowledge transfer to its stakeholders. BDMA has always represented those in the diamond cutting and polishing industry through advocacy to advance the industry’s interests by giving one voice to members.

BDMA Tel: +267-75199501 official.bdma@gmail.com bdma.org.bw Africa Outlook Issue 104 | 29

Tell us your story and we’ll tell the world AFRICA OUTLOOK is a digital product aimed at boardroom and hands-on decision-makers across a wide range of industries on the continent. 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.

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ISIPANI CONSTRUCTION

Successful projects across the Western Cape

LETŠENG DIAMONDS

The jewel in Lesotho’s crown

Issue 104

SHOWCASING STATE-OF-THE-ART HYDROPOWER Tente Tente, Chief Executive of the Lesotho Highlands Development Authority enlightens us about recent developments in hydropower and water transfer

THE E P I TO M E O F DA M EXPERTISE

LESOTHO HIGHLANDS DEVELOPMENT AUTHORITY ENERGY & UTILITIES

Marketi ng Oppo rtunity

THE EPITOME OF DAM EXPERTISE

Facilitating a comprehensive synthesis between dam technology and energy production, Tente Tente, Chief Executive of the Lesotho Highlands Development Authority, the implementing agency for the Lesotho Highlands Water Project, enlightens us about the project’s most recent developments in hydropower and water transfer Writer: Lucy Pilgrim | Project Manager: Kyle Livingstone

ocated in a landlocked kingdom surrounded by South Africa (SA), the Lesotho Highlands Water Project (LHWP) resides in the broader Orange-Senqu River Basin, existing as a transboundary resource for SA, Botswana, Lesotho, and Namibia. As a result, the basin can be utilised as a lucrative opportunity to allocate, manage, and develop its water resources in such a way that it can define and impact

32 | Africa Outlook Issue 104

geopolitical relations and domestic resources for the region and the extended continent. In recent years, Lesotho has benefitted greatly from improved roads, telecommunications (telecoms), and power infrastructure, which is further supported by efficient skills transfer and capacity building that enables the country to manage and maintain necessary infrastructure and develop future LHWP phases.

Africa Outlook Issue 104 | 33

Muzi Shange, Chief Operations Officer of Richards Bay Industrial Development Zone Company (SOC) Ltd, reveals the impact of its megaprojects

www.africaoutlookmag.com/work-with-us

THE E P I TO M E O F DA M EXPERTISE Facilitating a comprehensive synthesis between dam technology and energy production, Tente Tente, Chief Executive of the Lesotho Highlands Development Authority, the implementing agency for the Lesotho Highlands Water Project, enlightens us about the project’s most recent developments in hydropower and water transfer Writer: Lucy Pilgrim | Project Manager: Kyle Livingstone

32 | Africa Outlook Issue 104

LESOTHO HIGHLANDS DEVELOPMENT AUTHORITY ENERGY & UTILITIES

Africa Outlook Issue 104 | 33

GIBB offers a wide array of services throughout Africa. For dams and hydropower projects these include early investigations, pre-feasibility studies, preliminary design, procurement, detailed design, construction supervision and project management as well as the role of Owner’s Engineer and Specialist Advisor. GIBB is the leading member of Matla-a-Metsi Joint Venture of the Polihali Dam project which is part of Phase II of the Lesotho Highlands Water Project (LHWP). GIBB is providing Professional Services for the design and construction supervision of the Dam. GIBB also offers services in tunnelling & underground works, water & infrastructure, transportation including roads, rail and airports, mining, power, petrochemicals & energy, and property. For a full range of services and a list of our flagship projects please visit: https://www.gibb.co.za/ Advert Hydro_Oct_Final.indd 1

2023/10/05 10:30:18

Our highly skilled, experienced and largely professional team provides the following expertise, to local, regional and global clients.

MPAMOT is proud to be part of the Matla a Metsi JV and associated with the Lesotho Highlands Development Authority on Phase II of the Lesotho Highlands Water Project. As a 100 percent black woman owned and led engineering and development consultancy MPAMOT has spearheaded transformation in the built environment for more than 25 years. MPAMOT Group and our subsidiaries MPAMOT Africa and MPAMOT Lesotho provides over 150 staff members with offices in Gauteng, Western Cape, KwaZulu Natal, Lesotho and various site offices. We offer a vast range of services to our clients across Africa, bringing comprehensive capability, proficiency and supplying a great depth of knowledge and service in this rapidly developing sector. As a consultancy with multinational links, we have the ability to draw on a range of international skills and insights from our global network. In this regard, MPAMOT’s ability to apply broad-ranging expertise and experience gives us a decisive edge in analysing problems and coming up with creative, sustainable solutions with added value on projects.

We welcome your comments, thoughts and suggestions on how we can partner to increase our value to all our stakeholders. Contact us by email, phone or follow us on social media. GAUTENG HEAD OFFICE 147 Bram Fischer Drive | Randburg | Gauteng +27 (0) 11 052 1000 info@mpamot.com www.mpamot.com

KWA-ZULU NATAL 21 Aurora Drive Street | Umhlanga | KwaZulu Natal +27 (0) 31 824 1000 info@mpamot.com www.mpamot.com

WESTERN CAPE 2 Heerengracht Street | Cape Town | Western Cape +27 (0) 21 820 5900 info@mpamot.com www.mpamot.com

LESOTHO 83A Caledon Road | Maseru West | Lesotho +27 (0) 11 052 1000 info@mpamot.com www.mpamot.com

Katsé dam project

Sustainable engineering solutions for water infrastructures worldwide With more than 100 years of experience, Tractebel provides high level engineering solutions to public and private organisations for the implementation and operation of large infrastructures in the field of Hydropower, Water Resources, Water Supply and Sanitation. tractebel-engie.com water@tractebel.engie.com

Consulting Engineers LYMA Consulting Engineers owes its roots in Lesotho, utilising locally developed talent of civil engineers. The company was formed by local Lesotho citizens with the vision to provide professional services in the development of critical infrastructure in the country. This culminated in growth that was exported to South Africa and the company aspires to greater participation on the African continent and beyond. LYMA is an active participant in the Lesotho Highlands Water Project Phase II as a partner in the Matla a Metsi Joint Venture, an entity that is responsible for professional services for the ongoing Polihali Dam construction. Matla a Metsi was appointed to supervise the design and construction of Polihali Dam, to be completed in 2028. The company currently has a footprint at various locations in South Africa, namely Kimberley, Johannesburg and Bloemfontein, as well as Maseru, Lesotho.

Contact: reception@lyma.co.za Maseru: Tel: +266 22312 078 Kimberley: Tel: +27 53 831 3330 Cell: +27 83 601 4294

AFRICA OUTLOOK: COULD YOU TELL US MORE ABOUT YOUR STAFF PROCUREMENT PROCESS? TENTE TENTE, CHIEF EXECUTIVE: “In terms of our staff, consultants, and contractors, we hold a peoplecentric focus and prefer to utilise local resources and people, particularly centred around Lesotho, SA, the South African Development Community (SADC), and member states, before referring to international resources if necessary. “We want to ensure that the procurement process fosters competitiveness, transparency, costeffectiveness, and quality. “Therefore, the objective of the company’s employment strategy is to create a professional team of experts with the best skills and experience to deliver the scope of work required.”

36 | Africa Outlook Issue 104

LHWP’s strategic location means that it can have a meaningful impact on the geographical and socioeconomic make-up of the country, particularly within the context of the wider African energy and utilities industry, and further its transition towards sustainability. “It is one of the most exciting industries to work in due to the global realities of climate change and resource management. Specifically, green resources and green energy have taken centre stage in global, regional, and local discourse,” opens Tente Tente, Chief Executive of the Lesotho Highlands Development Authority (LHDA).

LESOTHO HIGHLANDS DEVELOPMENT AUTHORITY ENERGY & UTILITIES

PHASE ONE – UTILISING RESOURCES Established as a mutually beneficial project in the 1980s, LHWP is a bilateral partnership between the governments of Lesotho and SA and managed by LHDA. In short, when SA receives muchneeded water for the province of Gauteng, Lesotho generates hydropower in the transportation process and subsequently earns royalties from the water that is transferred through the region. Through a series of dams and tunnels, LHWP envisages that it will ultimately transfer a total of 70 cubic metres (m3) of water per second

northwards towards the Vaal River system in Gauteng, whilst utilising the water delivery system to generate hydropower for domestic use in Lesotho and beyond. In 1986, Lesotho and SA signed the treaty that governed LHWP and committed the two countries to the implementation of the first stage, which was completed in two phases –1A and 1B – consisting of the main tunnel system and hydropower station. Phase 1A comprised the Katse Dam in the central Maluti Mountains, as well as the Muela Hydropower Station (MHS), with a capacity of 72 megawatts (MW), and the construction of a

45 kilometre (km) transfer tunnel and a 37km delivery tunnel. Meanwhile, phase 1B involved the construction of the Mohale Dam on the Senqunyane River, with a storage capacity of 958 million m3. Additionally, a 19 metre (m) high Matsoku Wier and 6.4km transfer tunnel were inaugurated. Overall, the first stage was completed in 2004, and approximately 4.8 billion m3 of water had been transferred by 2007. “The dams and tunnels built in phase one have greatly expanded the tourism sector in Lesotho, and provided muchneeded jobs and opportunities for local entrepreneurs,” Tente explains.

Polihali Lodge - under construction hase II of the Lesotho Highlands Water Project (LHWP) includes provision for augmenting the water transfer to South Africa through construction of the new Polihali Dam and a 38km transfer tunnel to Katse Dam. The Phase II works are being implemented under several work packages.

The areas of responsibility for the PIC JV members were as follows: 1. 2.

Polihali Infrastructure Consultants Joint Venture (PIC JV) comprising MPAMOT Africa (Lesotho Branch) and Khatleli Tomane Architects, formerly Khatleli Tomane Moteane Architects (KTM Architects) were awarded the advance infrastructure and enabling works contract at the Polihali area in Mokhotlong District and Katse in Thaba-Tseka District, construction sites which form part of the Lesotho Highlands Water Project Phase II.

MPAMOT Africa – Project Management, Civils/Roads, Water/ Wastewater, Electrical/C&I, Structural, Geotech, HSE. KTM Architects – Architecture, Building Services, Bulk Power/Telecoms, Quantity Surveying.

PIC JV provided services related to design, bills of quantities, construction and performance specifications, cost estimates and construction planning and monitoring for: 1.

Advance Infrastructure Civil Works and Utilities consisting of earthworks, temporary and permanent access roads, bulk water supply systems and reticulation, wastewater systems and reticulation, bulk power, telecommunications and reticulation, stormwater management infrastructure.

Consultants/staff Housing - completed The construction works were implemented via the following contracts: 1. 2. 3.

Katse Lodge - under construction 2. 3.

Construction of offices and work areas, management and labour accommodation camps. Permanent infrastructure designed for use both during construction and post-construction consisting of : 96 staff housing buildings, 32 room capacity 4 star rated visitors’ lodge, recreational centre, tennis and volleyball courts, Operations Centre, Commercial Centre and Primary School on Polihali site and 40 staff housing, upgrade of Katse Lodge to 41 room capacity 4 star rating, backpackers lodge, Caravan Park and upgrades to the Botanical Garden Information Centre at the Katse site.

4. 5.

Contract LHDA 4018A - Construction of Advance Infrastructure Civil Works and Utilities Contract LHDA 4018B - Construction of Polihali village Contract LHDA 4018C - Construction of Operations and Visitors Centre at Polihali Contract LHDA 4018D - Construction of Commercial Centre at Polihali Contract LHDA 4018E - Construction of Katse Village Housing

With the project located in the highlands of Lesotho where the weather is very cold in winter, all building facilities have been designed for energy efficiency through use of insulated cavity walls and the incorporation of a trombe wall in the north facing rooms in order to harvest and retain of daytime heat to release in the evening. The wall construction buildings has adopted a creative use of architectural gabion wall cladding in strategic places to relate with the environment of big engineering works of the dam and tunnel construction. The PIC JV team comprised 22 design and 18 site resources at its peak and oversaw approx. CAPEX budgets of R110 million (Consultants) and R1,2 billion (Construction).

Operation Centre - under construction

Nthedi Monapathi - PIC JV Project Manager 83A Caledon Road, Maseru 100, Lesotho Mobile +27 839509087 | +266 58496368 nthedim@mpamot.com

KHATLELI TOMANE ARCHITECTS

Khatleli Tomane Architects is a Black owned Architectural practice

with vast architectural experience operating.in both the Kingdom Khatleli Tomane Architects is a Black owned Architectural practiceof with vast architectural experience in both the since Kingdom Lesotho and the Republic of South operating Africa in the region 1962 of Lesotho and the Republic of South Africa in the region since and 1983 respectively. 1962 and 1983 respectively. Inter alia, the practice offers full architectural services in The offers full Architectural services the following sectors thepractice following sectors: commercial officeinand retail facilities, Educational facilities, andof cultural Town planning, Industrial inta alia : Health facilities,Urban Planning villages, commercial buildings, Transport terminals and Intermodal facilities, Police office and retail facilities, Educational facilities, Urban and Town station facilities, Correctional services facilities, Stadium and planning, Industrial buildings, Transport terminals and Intermodal sports facilities, Banking facilities.

facilities, Police Station facilities, Correctional Services facilities, Khatleli Tomane Architects takes pride in being associated with Stadium and sports facilities, Banking facilities. the Lesotho Highlands Development Agency on Phase II of the Lesotho Highlands Water Project through its partnership the Polihali Infrastructure Consultants JV. Khatleli Tomane Architects takes pride in being associated with the Lesotho Highlands Development Agency on Phase II of the Contact Us: Water Project through its partnership the Lesotho Highlands +266 5885 3126Consultants JV . Polihali Infrastructure khatlelib@ktmarch.co.is | ktmdrawings@gmail.com

khatlelib@ktmarch.co.ls / ktmdrawings@gmail.com

At MPAMOT we strive to support the following main sectors and client groups.

MPAMOT is proud to be part of the Polihali Infrastructure Consultants JV and associated with the Lesotho Highlands Development Authority on Phase II of the Lesotho Highlands Water Project. As a 100 percent black woman owned and led engineering and development consultancy MPAMOT has spearheaded transformation in the built environment for more than 25 years. We offer a vast range of services to our clients across Africa, bringing comprehensive capability, proficiency and supplying a great depth of knowledge and service to our clients. Diversity, equality, and inclusion form part of our ethos. Hence, MPAMOT is a signatory to the United Nations Global Compact Women’s Empowerment Principles. MPAMOT spearheads gender mainstreaming in the engineering and built environment and values the contribution of both men and women in structuring the future.

We welcome your comments, thoughts and suggestions on how we can partner to increase our value to all our stakeholders. Contact us by email, phone or follow us on social media. +27 (0) 11 052 1000 info@mpamot.com www.mpamot.com

LESOTHO HIGHLANDS DEVELOPMENT AUTHORITY ENERGY & UTILITIES

PHASE TWO – TRANSFORMING HYDROPOWER LHDA greatly celebrates the launch of the second phase of LHWP, which includes the construction of the Polihali Dam, the Polihalli Transfer Tunnel, the Oxbow Hydropower Scheme, and three major bridges. Phase TWO of the LHWP was officially kicked off in May 2023, officiated by Lesotho’s King Letsie III, and SA’s President Cyril Ramaphosa. These projects are complemented by an advanced infrastructure programme that includes main road networks to the Mokhotlong district and towns, project housing, access roads, as well as power and telecoms infrastructure, and social and environmental programmes to mitigate the impact of the project on surrounding communities. The awarding of the construction contracts for the Polihali Dam and 40 | Africa Outlook Issue 104

Polihali Tunnel, alongside the Senqu Bridge, which is the biggest of phase two’s major bridges, took place towards the end of 2022. “The Polihali Dam will be integral in meeting the demand for water in SA, as it has a storage capacity of 2,325m3. The increased volume of water transferred will simultaneously increase power generation to meet Lesotho’s domestic needs,” Tente urges.

Construction of the Polihali Dam commenced in August 2023, with the construction of a cofferdam to divert the Senqu River (Orange River) into diversion tunnels, leaving the downstream site for the cofferdam and the main Polihali Dam wall to dry and be readied for major works. It consists of two concrete faced rockfill dams (CFRD), the main dam, and a saddle dam. The Polihali Dam will have a height of 164m, with a

“ T H E S E C O N D P H A S E E N TA I L S COMPREHENSIVE SOCIAL AND E N V I R O N M E N TA L P R O G R A M M E S T H AT W I L L M I T I G AT E T H E I M P A C T O N COMMUNITIES IN THE PROJECT AREAS, A N D W I L L B E N E F I T L E S OT H O A N D B A S O T H O I N T H E L O N G -T E R M ” – T E N T E T E N T E , C H I E F E X E C U T I V E , L E S OT H O H I G H L A N DS DEVELOPMENT AUTHORITY

crest length of 915m, and is slated for completion in 2028. In counterpart, the Polihali Tunnel facilitates increased water flow from the Polihali resevoir to the Katse reservoir, subsequently increasing the waterflow available for hydropower generation. The tunnel will be 38m long in total, with a tunnel boring method used to excavate the main tunnel, whilst drilling

and blasting will be employed for various access adits and the lake tap. From the Katse reservoir, water will enter a 45km transfer tunnel via the intake tower, where it will then flow towards the underground MHS. Here, hydropower is generated for Lesotho’s domestic use before flowing through a delivery tunnel towards SA, supplementing its water supply. The increased volume of water

from the Katse reservoir will enable the MHS to operate for longer periods at maximum capacity, therefore increasing the amount of hydropower generated at the plant by approximately 40 percent. The Oxbow Hydropower Scheme, on the other hand, will have an annual energy output of approximately 33 percent of the current capacity of the MHS, as this station will operate for a specific number of hours per day. However, at full capacity, the station will be able to generate up to 80MW when in operation. The MHS already produces an independent power source for Lesotho, which was part of the infrastructure built in phase one. However, phase two will increase the current production capacity and is a significant step in the journey to securing an increased power supply to keep up with demand in the enclave.

Corporate and Investment Banking

BOLSTERING GROWTH THROUGH THE LESOTHO HIGHLANDS WATER PROJECT PHASE II Standard Lesotho Bank is the biggest financial services provider in Lesotho with the requisite pedigree to support big infrastructure projects in the country. Firmly rooted in the African continent, Standard Lesotho Bank is a subsidiary of the Standard Bank Group.

million cubic metres of water. This dam will add a further 400 million cubic metres of water to supply Johannesburg, the thirsty industrial hub of South Africa. The Bank is a partner to the main contractors who have won major tenders in building the dam wall, major bridges and a 38 kilometre tunnel The Group has a history spanning over 160 connecting Polihali and Katse main years of operating in Africa since 1862 and reservoir. is represented in 20 African countries, as well as in other selected emerging markets The Bank has surpassed local standards to outside Africa. The Group is the largest meet international benchmarks to support African bank in terms of assets and earnings multinational companies with bespoke banking and has a strong focus on Africa and other solutions valued in billions of Maloti to realise emerging markets. the construction of Polihali Dam, which is one of the biggest projects of our lifetime that is The Bank is currently the financial services poised to make a significant contribution in anchor to the M42 Billion Polihali Dam the growth of Lesotho’s economy for the next construction, which forms Phase II of the six years and into the future. Lesotho Highlands Water Project. This project is aimed at building a 166 metre It is not only the multinational companies that high dam with a storage capacity of 2 325 we have supported to bring the Lesotho *Terms and conditions apply. Standard Lesotho Bank is an authorised financial services and registered credit provider (NCRCP15)

Highlands Water Project to life; we have also enabled Basotho businesses to earn their stake and maximise their opportunities to grow in this project. That is why we have partnered with small and medium enterprises that service contractors who are building the dam and tunnels at the project. Commanding the largest market share, our purpose is Lesotho is our home, we drive her growth. We are deeply rooted in the Mountain Kingdom because we believe in her capabilities and her people. We believe that Lesotho is a country of opportunity and prosperity, that is endowed with resources and a great people. For that, we continue to pledge our unwavering support in the growth trajectory of our nation, because we believe in here!

8002 2221 lesothocorp@stanbic.com www.standardlesothobank.co.ls

WE BELIEVE IN HERE Lesotho

LESOTHO HIGHLANDS DEVELOPMENT AUTHORITY ENERGY & UTILITIES

LHWP’S ENVIRONMENTAL STRATEGY The company has recently implemented mitigation programmes that address the risks to plants, fish, birds, and other wildlife. Phase one of LHWP’s environmental action plan included an Integrated Catchment Management Programme (ICMP), which specifically addresses erosion and the impacts it has on reservoirs and the livelihoods of farmers. The programme combines training on sustainable land use, rangeland management, and erosion control, with practical interventions to manage rainwater runoff. Similarly, ICMP and the proposed Biodiversity Management Programme are currently being rolled out and are set to further protect local wildlife.

Finally, three major bridges are also being constructed in phase two of LHWP, namely Senqu, Khubelu, and Mabunyaneng. Upon completion, the bridges will provide access to Mokhotlong across the reservoir and retain connectivity to the national road network, which contains the main route to Lesotho’s capital city, Maseru. The bridges and road networks will improve 44 | Africa Outlook Issue 104

access to essential services for many Mokhotlong communities and increase economic activity in various sectors, especially ecotourism and agriculture.

ALLEVIATING DISRUPTION The implementation of large infrastructure projects such as LHWP can have many disruptive effects on the local environment and the lives

LESOTHO HIGHLANDS DEVELOPMENT AUTHORITY ENERGY & UTILITIES

of the people in the surrounding area. Phase two of the project is no exception to this. “The second phase entails social and environmental programmes that will mitigate the impact on communities in the project areas, which will benefit Lesotho in the longterm,” Tente assures. This includes a ‘bottom-up’ approach to managing the social and environmental impacts, enabling LHWP to work with local communities to specifically understand their preferences for replacement housing, livelihood restoration programmes, and compensation, as well as implementing environmental, cultural, and public health plans to reduce the impact of construction activities. “The most tangible disruption is the need to resettle people from where they are residing, these individuals mostly being subsistence farmers 46 | Africa Outlook Issue 104

“ S O U N D E N V I R O N M E N TA L M A N A G E M E N T U N D E R P I N S T H E S U S TA I N A B I L I T Y O F L H W P, A N D L H D A I S S T E A D FA S T I N I T S C O M M I T M E N T TO P R E S E RV I N G T H E I N T E G R I T Y O F T H E WAT E R S O U R C E S A N D R I V E R S T H AT F E E D L H W P A N D M I T I G AT E I T S I M P A C T O N T H E ENVIRONMENT” - T E N T E T E N T E , C H I E F E X E C U T I V E , L E S OT H O H I G H L A N DS DEVELOPMENT AUTHORITY

living on the ancestral coast,” Tente adds. For example, the construction of the Polihali Dam and the filling of the reservoir will cover over 5,000 hectares of land surrounding the Senqu and Khubela rivers, which necessitates permanent land acquisition and the displacement of households.

To alleviate this disruption, approximately 270 families will be resettled, working closely with community leaders and households to identify all the affected individuals. The first resettlement houses in the Mokhotlong district were handed over in early April 2023, whilst others who are yet to be directly affected have already had their assets registered

and will be resettled when their new dwellings have been constructed and all necessary consultations completed. LHWP also produces direct benefits for the people of Lesotho in various ways, including skills transfer, job creation, and expanded opportunities for Lesotho and South African businesses. For instance, the project facilitates efficient skills transfer in the use of 48 | Africa Outlook Issue 104

local architects, engineers, surveyors, and construction companies, who are exposed to large-scale infrastructure development projects throughout both phases of LHWP. “LHDA has put in place measures to ensure that the recruitment of unskilled labour is done in a transparent manner, through engagement with local leadership and relevant district government departments during the recruitment

process,” Tente explains. All project recruitment practices are conducted in a transparent and equitable manner for the people of Lesotho and SA, with an intent emphasis on sourcing skills locally as far as possible, regionally where needed, and globally for the rarest of expertise. For the supply of goods and services, preference is given to suppliers including consultants

LESOTHO HIGHLANDS DEVELOPMENT AUTHORITY ENERGY & UTILITIES

Cost-effective and energy efficient solutions

Tell us your story and we’ll tell the world

www.africaoutlookmag.com/work-with-us

As demonstrated in the completion of the LHWP phase two, Plantech provides our clients with a detailed and systematic multidisciplinary engineering service from design to completion, which strives to achieve modern, practical, and economical engineering designs and solutions. We achieve our goals through utilising the latest computerised modelling techniques and various software packages to unlock the full potential of each project. In addition, our project and contract management are based on a risk management approach which aims to identify and resolve challenges in advance. Our vibrant engineering team combines the correct mix of youth and experience to ensure we always have fresh ideas, brought to the review table with the required oversight and in strict accordance with national and international standards.

As part of the PlantechSM JV we were responsible for the full professional electrical engineering services for the following works: •

NEW 132 KV TRANSMISSION LINES AND ASSOCIATED UPGRADING.

•

REPOSITIONING AND EXTENSION OF EXISTING 33KV DISTRIBUTION LINES.

•

CONSTRUCTION OF HV AND MV SUBSTATIONS.

•

INSTALLATION OF BULK TELECOMMUNICATIONS SYSTEM INFRASTRUCTURE.

Contact Details Tel. : +27 12 349 2253 Email : plantech@plantech.co.za www.plantech.co.za

Africa Outlook Issue 104 | 49

LESOTHO HIGHLANDS DEVELOPMENT AUTHORITY ENERGY & UTILITIES

and contractors in Lesotho, SA, SADC member states, and then internationally in that order, provided that the procurement process fosters competitiveness, transparency, costeffectiveness, and quality.

IN THE PIPELINE As the company looks towards 2024, LHDA is developing the Polihali Tunnel and Dam as phase two continues. The primary goal for the Polihali Tunnel is to have the drill and blast tunnels completed to receive tunnel boring machines (TBMs) that can help achieve critical priorities and milestones, which include having the gate shaft ready for the first impoundment of the Polihali Dam. For the dam, the focus in the coming months is to complete the construction of the upstream cofferdam to prevent flooding in the main dam works area. Furthermore,

the largest of three main bridges, the Senqu River Bridge, is required to be operational by 2026, as the scheduled initial impoundment of the dam will flood the existing Senqu Bridge as well as the base of several low piers. Projects aside, LHDA will continue to provide support to the Ministry of Health, especially facilities near the project area, to augment a health management information system and improve the provision of healthcare services. Moreover, the implementation of the livelihood restoration programme will lead to community-based tourism initiatives that will raise awareness of the surrounding area during phase two, including its natural environment and sustainable economic benefits. “This will facilitate the training of community tour guides to equip them with the relevant skills and knowledge to guide tourists around natural

areas and historic buildings, as well as interpret the cultural and natural heritage to generate opportunities for alternative livelihoods and income generation,” expands Tente. This illustrates how LHWP expertly navigates a balance between efficient hydropower production to meet supply and demand, develop and manage large-scale bulk water infrastructure, and ensure that the local community and natural environment remain unharmed. LESOTHO HIGHLANDS DEVELOPMENT AUTHORITY Tel: +(266) 22246000 / 22311280 lhwp@lhda.org.ls lhda.org.ls Africa Outlook Issue 104 | 51

THE INDUSTRIA CHALLENGE IN

Emilie Delevallee, Managing Director, IROKO Africa

Launched by MANERGY at the beginning of this year, IROKO Africa is enabling the development of eco-resilient and competitive industry in Africa. With Managing Director, Emilie Delevallee, we learn more about the group’s first international subsidiary and how it is tackling the challenge of sustainable industrialisation in Africa in line with the Paris Agreement Writer: Jack Salter | Project Manager: Kyle Livingstone

52 | Africa Outlook Issue 104

A L I S AT I O N AFRICA A

s agriculture, commerce, and industry expand in Africa, the demand for energy in the continent is set to grow by 30 percent by 2030. This emerging market and its development will lead to a significant

increase of additional greenhouse gas (GHG) emissions in Africa by 2050. Minimising the impact of such growth on the environment is a key priority. The rapid industrialisation expected on the continent over the next

MANERGY ENERGY & UTILITIES

decade, if combined with energy efficiency measures and low-carbon energy technologies, could enable Africa to contribute to the global goal of reducing GHG emissions and thus mitigate the challenge of global warming. “I believe Africa can shape a path for sustainable industrialisation, from which the developed world can learn a lot, through combining sobriety, low-carbon energy technologies, and the circular industry,” outlines Emilie Delevallee, Managing Director of IROKO Africa.

Africa Outlook Issue 104 | 53

MANERGY ENERGY & UTILITIES

Dedicated to low-carbon and climate resilient industries, IROKO Africa was launched in January 2023 as the first international subsidiary of MANERGY, a fastgrowing consulting and engineering company specialising in energy and environmental transformation. With 350 consultants and engineers and 40 years of expertise, MANERGY operates in France, South Africa, and Ivory Coast. Its clients include Invivo, Corteva, Boortmalt, L’Oreal, Chanel, Novartis, Safran, Continental, Arcelor Mittal, Pesca Atlantic, Engie, Mitsubishi, Novakamp, and many small and medium-sized enterprises (SMEs). “Our multidisciplinary team brings to life over 40 years of global technical expertise through emerging African talents, adopting a holistic and comprehensive approach that integrates all the technical, financial, and regulatory aspects of a project,” Delevallee states.

ADDRESSING SIMULTANEOUS CHALLENGES IROKO Africa is where Delevallee has found her purpose, driven by Africa’s deep well of opportunities and resilience in the face of Earth’s limited resources, climate change, and the need for industrialisation. “While there may be material poverty here, I see a wealth of determination, grit, and an abundance of hope that should call the global community to action,” she mentions. To help African industries reach net zero emissions while being resilient, IROKO Africa’s strategy is based on four interconnected pillars: • Energy efficiency (energy audits, digital EMS solutions). • Off-grid hybrid energy (power, heat, cooling) systems (production, storage, digital EPS solutions). • Carbon management (carbon auditing, carbon finance, carbon reporting). • Climate adaptation (physical risks, 54 | Africa Outlook Issue 104

transition risks, scenario analysis). When it comes to industrial transformation and decarbonisation, there is still very little attention paid to heating and cooling processes, despite it representing more than half of industrial energy consumption and GHG emissions. However, with the emergence of new technologies such as waste heat recovery, thermal solar, high temperature heat pumps, heat batteries, district heating and cooling, and ocean thermal heat conversion just to name a few, it is now possible to address the energy challenge more holistically. That is IROKO Africa’s main focus. “This is complex, as designing such hybrid energy systems requires a very good understanding of how energy is consumed in various manufacturing processes. It is all about technologies and systems integration,” says Delevallee. As well as having more than four decades of expertise in heating and cooling technologies, another of IROKO Africa’s competitive edges is the services it offers through the entire low-carbon and climate resilient industry value chain, with the end purpose in mind. Over the next 30 years, value hot spots are going to migrate as new low-carbon technologies reach maturity, climate change impacts key industrial processes and supply chains, and consumer behaviour disrupts traditional business models. Progressively moving from an energy-efficient industry to a circular industry is a complex, transformative journey, but an equally interesting and fulfilling one. “We have decided to be a partner in the long run, addressing systemic, multi-disciplinary, and interrelated challenges. This is the result of our core values, as well as our ability to connect the dots and unpack complex issues into manageable pieces,” Delevallee tells us.

SPARKING ECORESILIENT AND COMPETITIVE INDUSTRIES IN AFRICA MANERGY stands firm in its commitment to sparking sustainable industries across Africa, grounded in the following values: AFRICAN GRIT – The grit and resilience that Africa brings to each challenge. COLLECTIVE CHANGE – Human connection beyond material wealth. MEANINGFUL ACTION – Dialogue that sparks it into action. PURPOSE-DRIVEN TECHNOLOGY – Technology applied with the end product in mind, in service of humanity.

ENGAGING WITH TECHNOLOGY INNOVATION IROKO Africa is technology agnostic, whose mission is to screen and integrate different technologies to provide industries with tailor-made energy solutions that guarantee maximum energy and GHG savings. “One of our strengths is technology screening. We constantly look for new technologies on the market; some of them are real game changers,” says Delevallee. As the climate change challenge has no frontier, IROKO Africa engages with technology providers across the world, from Africa to Western Europe, North America, Israel, Japan, and Australia.

SUCCESS STORIES

Cold Storage Facility in South Africa Through the implementation of a hybrid system comprising 270 kilowatt peaks (kWp) of rooftop solar PV, 400 kilowatt hours (kWh)

MANERGY ENERGY & UTILITIES

A WORLD LEADER WITH 15 YEARS OF EXPERIENCE IN ENERGY MANAGEMENT FOR A COMPETITIVE, CLEAN AND RELIABLE ENERGY. We partner with industries and energy system operators in Africa providing: • Energy flexibility management services to reduce load shedding • Software solutions to manage and optimize microgrids & renewables • Decarbonization expertise and energy management for large-scale industries.

SMART ENERGY MANAGER OF COMPLEX SYSTEMS

Through its Cold Storage Facility, IROKO Africa has allowed its client to save 65 percent on the cost of electricity while reducing its Scope 1 and Scope 2 GHG emissions by 35 percent

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MANERGY ENERGY & UTILITIES

of lithium-ion batteries, as well as a new cold storage technology, IROKO Africa has allowed its client to save 65 percent on the cost of electricity while reducing its Scope 1 and Scope 2 GHG emissions by 35 percent. Greenfield Malt Factory in South Africa The company has also carried out a concept and feasibility study for an offgrid hybrid energy system at a greenfield malt factory in South Africa, that is able to produce about 40 megawatt hours (MWh) of electricity and 225 MWh of heat a day on a 24/7 basis. These projects are great examples of how IROKO Africa is simultaneously tackling power supply security and low-carbon industries in South Africa. “Designing the most appropriate energy system can only be achieved through an in-depth understanding of the manufacturing process as both systems interact simultaneously, particularly when it comes to heating and cooling,” explains Delevallee. As a result of these two projects, IROKO Africa reduced GHG emissions by 25,000 tonnes a year, the equivalent of around 25,000 flights from Paris to New York. 56 | Africa Outlook Issue 104

CLIMATE CHANGE ADAPTATION On climate adaptation, meanwhile, Delevallee notes that Africa is the most vulnerable continent to the impact of climate change. The emissions trajectory for Africa in the Sustainable Africa Scenario (SAS), combined with that of the Stated Policies Scenario (SPS) across the rest of the world, would lead to a substantial rise in the average global

surface temperature, reaching 2.6°C in 2100. But if emissions in the rest of the world were to follow the trajectory described in the Net Zero Emissions by 2050 Scenario, with Africa following the SAS pathway, the temperature rise would be limited to just over 1.5°C in 2050, falling to around 1.4°C by 2100. In both cases, far more needs to be done to adapt to climate risks, and the industrial sector has a key role to play. Industrial sectors will face two types of risk – physical risk, such as rising sea levels, extreme weather events, droughts, and flooding; and transition risk, which includes compliance with new export regulation. “IROKO Africa helps industries to anticipate such risks using international and national frameworks to carry out climate resilience diagnosis and launch adaptation plans,” Delevallee informs us.

2024 PLAN AND PRIORITIES Looking ahead, IROKO Africa has three main priorities for the coming year. The first priority is to consolidate its low-carbon and climate resilient

MANERGY ENERGY & UTILITIES

implementation of a geothermal energy system (20 MW of heat and 15 MW of cooling) that will supply energy to the Olympic and Paralympic Villages,” Delevallee said. Thirdly, in partnership with Energy Pool, IROKO Africa is preparing to enter hard-to-abate industries, starting with cement. “The cement industry alone accounts for seven percent of the world’s carbon dioxide equivalent (CO2e) emissions and 45 percent of industrial CO2e emissions. Cement production is expected to increase by 25 percent by 2050, with most of the growth expected in Africa and India,” Delevallee concludes.

industry offer in South Africa and Ivory Coast, with a particularly strong focus on the agro-processing and food and beverage industries. Secondly, IROKO Africa will develop a compelling value proposition on geothermal energy for new industrial eco-parks for the East African Rift (EAR), which is endowed with significant geothermal potential for

electricity production, as well as the direct application of heat. Indeed, the group’s core business has been geothermal energy, with more than 100 geothermal projects executed from concept study to operation. “A great illustration is the 2024 Olympic Games where MANERGY has contributed to the design and

MANERGY Tel: +27 81 897 1852 edelevallee@manergy.fr www.iroko-africa.co.za Africa Outlook Issue 104 | 57

P E M B R O K E

N AT I O N A L B I O P R O D U C T S I N S T I T U T E

R E S O U R C E S

T R I T O N P O W E R | T O LY G R O U P

P R I M E T E C H N O LO G I C A L S E RV I C E S

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BOWEN COKING COAL

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ISIPANI CONSTRUCTION

Successful projects across the Western Cape

LETŠENG DIAMONDS

The jewel in Lesotho’s crown

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SHOWCASING STATE-OF-THE-ART HYDROPOWER

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TURNER CONSTRUCTION Transforming the lives of customers and employees

NORTEK GLOBAL HVAC Accessible heating and cooling for all

Jonny Harrison, CEO of Shine+ Drink, promotes the cognitive benefits of a health-boosting beverage and shares his plans to accelerate the brand’s growth

Muzi Shange, Chief Operations Officer of Richards Bay Industrial Development Zone Company (SOC) Ltd, reveals the impact of its megaprojects Zone Company (SOC) Ltd, reveals the impact of its megaprojects Muzi Shange, Chief Operations Officer of Richards Bay Industrial Development

Andreas Foerster, General Manager, tells us how BBS Automation’s forward-thinking automated assembly and testing systems are providing cutting-edge solutions automated assembly and testing systems are providing cutting-edge solutions Andreas Foerster, General Manager, tells us how BBS Automation’s forward-thinking accelerate the brand’s growth beverage and shares his plans to benefits of a health-boosting Drink, promotes the cognitive Jonny Harrison, CEO of Shine+

KESTREL COAL RESOURCES The value-driven mining company envisioning a future for responsible resources We revisit GO Plc and discuss the group’s continued impressive growth in Malta’s telecoms industry during the course of the past year, with CEO Nikhil Patil

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HYDROPOWER STATE-OF-THE-ART SHOWCASING Issue 104

Driving in the DNA

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C A M I L L E T H O M M E S , Director General of the Association of the Luxembourg Fund Industry tells us how ALFI is helping to bolster the sector

Speaking to Chief Executive of QRC, Ian Macfarlane, we learn about the association’s tenacious efforts towards achieving net zero by 2050

PIERLUIGI PARACCHI, Executive Committee Member at Federchimica Assobiotec, discusses leading the industry to a sustainable and safer society

Marija Dukovska-Pavlovska, General Manager of Makstil, speaks about the company’s environmentally-friendly steel production practices

Luxembourg Fund Industry tells us how ALFI is helping to bolster the sector C A M I L L E T H O M M E S , Director General of the Association of the

solutions. Co-Founder and CEO, Jim Brammer tells us more The Concert Stuff Group is the company of choice for live events

the association’s tenacious efforts towards achieving net zero by 2050 Speaking to Chief Executive of QRC, Ian Macfarlane, we learn about

Assobiotec, discusses leading the industry to a sustainable and safer society PIERLUIGI PARACCHI, Executive Committee Member at Federchimica

about the company’s environmentally-friendly steel production practices Marija Dukovska-Pavlovska, General Manager of Makstil, speaks

the course of the past year, with CEO Nikhil Patil impressive growth in Malta’s telecoms industry during We revisit GO Plc and discuss the group’s continued

RESOURCES COAL KESTREL

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Issue 55

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GLOBAL HVAC NORTEK employees of customers and Transforming the lives

CONSTRUCTION TURNER

mining in South African opportunities Investment

RESOURCES NDALAMO

www.mining-outlook.com • Issue 3

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mining Australian Advancing

COAL COKING BOWEN

N AT I O N A L B I O P R O D U C T S I N S T I T U T E

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development, and marketing of performance vehicles A global leader in the design, engineering,

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NEW BEDFORD PORT OF

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a renewed strategy to meet the needs of patients Strengthening the healthcare system and developing

for responsible resources company envisioning a future The value-driven mining

and conserving traditional industries Welcoming exciting new ventures

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A global leader in the design, engineering, development, and marketing of performance vehicles

Strengthening the healthcare system and developing a renewed strategy to meet the needs of patients

MARTINUS

hydropower and water transfer enlightens us about recent developments in Lesotho Highlands Development Authority Tente Tente, Chief Executive of the

WALKINSHAW GROUP

GROOTE SCHUUR HOSPITAL

The Concert Stuff Group is the company of choice for live events solutions. Co-Founder and CEO, Jim Brammer tells us more

generation railways Creating next-

DIAMONDS LETŠENG

Issue 1

Investment opportunities in South African mining

MARTINUS

crown The jewel in Lesotho’s

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NDALAMO RESOURCES

Creating nextgeneration railways

CONSTRUCTION ISIPANI

The convenient choice for primary healthcare services in Singapore

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www.mining-outlook.com • Issue 3

Driving in the DNA

Tente Tente, Chief Executive of the Lesotho Highlands Development Authority enlightens us about recent developments in hydropower and water transfer

the Western Cape Successful projects across

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PARABELLUM INTERNATIONAL

ONECARE MEDICAL

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PORT OF NEW BEDFORD Welcoming exciting new ventures and conserving traditional industries

WALKINSHAW GROUP

A M B U L A N C E

Emergency response and medical services to the resources, defence and government sectors

Advancing Australian mining

T R I T O N P O W E R | T O LY G R O U P

P R I M E T E C H N O LO G I C A L S E RV I C E S

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F R E E

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in Singapore primary healthcare services The convenient choice for

ONECARE MEDICAL

government sectors resources, defence and medical services to the Emergency response and

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Discover our exclusive content, delivered straight to your inbox Building on the global success of its regional titles – Africa Outlook, APAC Outlook, EME Outlook, and North America Outlook – Outlook Publishing is proud to introduce a digital magazine and web platform dedicated to the mining & 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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Characterised by its geographical position high in the Maluti Mountains of Lesotho, Letšeng Diamonds is known for its exceptional recoveries. We dig deep with CEO Motooane Thinyane to find out more about its mining operations Writer: Rachel Carr | Project Manager: Joshua Mann

60 | Africa Outlook Issue 104

LETŠENG DIAMONDS MINING

A CUT A B OV E

ith over 80 percent of Lesotho residing 1,800 metres (m) above sea level, it is the southernmost landlocked country in the world. It has the apt alternative moniker of the “Kingdom in the Sky”, as it is the only independent state on Earth that has such a lofty base altitude. Lesotho is also home to Letšeng Diamonds, famous for its large, topquality gemstones. Africa Outlook Issue 104 | 61

LETŠENG DIAMONDS MINING

Letšeng Diamonds’ open pit mine sits at an elevation of 3,200m, making it the highest diamond mine on the planet. The kimberlite deposits, from an igneous rock and a rare variant of peridotite, would later become Letšeng Diamonds’ and were discovered around 1957 by Peter Nixon, a British geologist. However, the deposits had already been worked by artisanal miners, where it is estimated that between 1958 and 1968, approximately 1 to 1.5 megatonnes (Mt) of alluvial gravel had been treated. Surface and underground sampling by Rio Tinto Zinc (RTZ) occurred in the late 1960s and early 1970s. Between 1972 and 1982, the mine was operated by De Beers until it was forced to close due to a downturn in the diamond market. However, it was not long until the untapped treasure deep inside the mountains of Lesotho was rediscovered and attracted global mining capital.

Letšeng Diamonds Discovery Centre

AFRICA OUTLOOK: HOW DO YOU MOTIVATE YOUR WORKFORCE, AND WHAT TRAINING AND EDUCATION PROGRAMMES DO YOU OFFER? MOTOOANE THINYANE, CEO: “Operating under extremes, we aim to release the potential of every employee by creating a work environment that is not only physically safe but also provides psychological safety for all. The mine is very remote from where people have families, and the physical conditions can also be very harsh. Therefore, it is essential to enable employees to do their best. We focus a lot on human development by offering on-the-job, outcome-based training to improve the competency levels at both individual and team level. “One of the core pillars of our safety culture is the Behaviour Based Care (BBC) programme, which puts safety at the front and centre of everything we do; it entrenches the behaviour of everyone always being a ‘brother’s keeper’. “Under the mining agreement, the site has established an educational trust providing scholarship funding to deserving students. To date, the mine has educated and trained more than 50 students in various disciplines over the years. We also run an internship programme that offers eight to 15 students per annum the opportunity to work in different aspects of the mine operations. Some recipients work for Letšeng Diamonds, while others have been gainfully employed elsewhere in Lesotho.”

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Worker in the sort house

“Letšeng Diamonds was established in Lesotho in 1995, leading to the first operating lease being granted in 1999 and production commencing in 2004. The acquisition was finalised in 2006 by Gem Diamonds PLC (70 percent) and the Government of Lesotho (30 percent),” opens Motooane Thinyane, CEO of Letšeng Diamonds. “Today, we employ around 1,500 people, both directly and through contractors. I joined Letšeng Diamonds in 2015 when it was looking for an engineering manager, and later became Head of Operations, responsible for overall mine functions, and at the beginning of July this year, I began my role as CEO,” he recalls.

RISING TO THE CHALLENGE Letšeng Diamonds is a place of extremities due to its location, making its operations isolated and challenging. With the high altitude of the mine and exposure to immoderate weather such as snow in winter and

Letšeng Diamonds Discovery Centre

exceptionally low temperatures or high winds, coupled with the difficulty of being remote, conditions can sometimes impact mining and treatment activities. To achieve a solid operational performance, ensuring an efficient and effective strategy is essential during periods of working in a volatile environment. Letšeng Diamonds’ economic viability hinges on its ability to produce large gemstones. Therefore, it has to employ relevant recovery processes to reduce damage and breakage of the

unusually sizable diamonds. “Compared with other operations, Letšeng Diamonds has a very low average grade of less than two carats per 100 metric tonnes, which is probably the weakest of any commercially operating diamond mine. On the balancing side, the mine is endowed with fine-quality diamonds and one of the highest average monetary units per carat diamond,” reveals Thinyane. The large, fine-quality diamonds are core to the uniqueness and, therefore, viability of the mine. Africa Outlook Issue 104 | 63

Moving Africa Forward

“We are leaders in Mechanical Engineering” Based in Lesotho and entirely Basothoowned, MS Fabrications and Engineering Pty Ltd (MSFE) is a mechanical engineering company defined by its people-centric professionalism and commitment to its customers. With operations starting in 2016, MSFE has always strived to provide the much needed professional machining and welding services that Lesotho’s economy needs. The company’s main original aim was to provide such services to the local agricultural industry, earth-moving equipment and logistics companies. Yet with time, MSFE recognised the need for expansion of services in its drive towards “moving the industry forward”. These were namely: mining, construction and logistics, and individual customers in the agricultural industry.

Today, MSFE’s central mission is to provide maintenance, fabrication, construction and manufacturing services within acceptable quality standards in the interest of all stakeholders through transparency and consistency, employing a professional, committed and wellmotivated workforce.

Our MSFE Services: • Coded welding compliant to ISO 3834-2 • Parent material identification - PMI • Non Destructive Testing - NDT • Mechanical Engineering design and consultancy • Coded welding services (SMAW, TIG, MIG) • Automated oxy-acetylene cutting • Fitting and machining (employing conventional machines: Turning, Milling, Drilling, Line Boring) • Repairs on pumps and pumping systems • Fabrications and erections of steel structures • Supply and installations of wear plates and hard facing materials • Condition monitoring Every company is motivated by their vision for the future. MSFE`s aim is to become a leader in the provision of mechanical fabrications and maintenance solutions and services in sub-Saharan Africa; a goal backed by its professionalism and industry expertise.

The company’s leadership is aware of the interconnectedness of the global economy and intends to become a major player as it realises its growth, particularly embracing the Africa Continental Free Trade Area (AfCFTA). Hence, there is an aggressive drive to acquire certification for International Standards such as ISO 45001, ISO 14001 and ISO 9001, which is commonly known as SHEQ, an Integrated Management System. Furthermore, the company has already acquired certification for ISO 3834 part 2 of 2021. It is a standard based on ISO 9001, specifically tailored for industry related to the quality requirements for fusion welding of metallic materials and related services in both the workshop and at field installations.

Building Africa Part by Part P.O Box 13676, Maseru 100, Lesotho +266 5849 5006 | +266 6381 6310 +266 5873 8807 | +266 22314496 msfabricationsengineering@gmail.com motlatsisekhesa@gmail.com info@msfabrications.co.ls www.msfabrications.co.ls

LETŠENG DIAMONDS MINING

At present, the industry faces various challenges that are also affecting other sectors, such as global economic impacts, increasing input costs, supply chain disruptions, exchange rate fluctuations, and diamond prices. Furthermore, climate change and commitments to reduce the carbon footprint produced by mining are always at the forefront of operations. “Particularly for us, there is a need to access clean power and manage the cost of production against an ore body that is getting deeper and therefore more costly to access and develop,” he shares.

UNEARTHING SIGNIFICANT MINE FINDS LESOTHO BROWN – Recovered in 1967 at 601 carats. LESOTHO III – 40.42 carats marquise, given to Jacqueline Kennedy on her engagement to Aristotle Onassis in 1968 STAR OF LESOTHO – Discovered in 2004, the large diamond is 123 carats. LESOTHO PROMISE – In 2006, the 603 carat white diamond was given a D rating, the top colour for diamonds. LETŠENG LEGACY – 2007 witnessed the discovery of a 493.27 carat diamond. It was sold to the Graff-SAFDICO partnership for USD$10.4 million. LESELI LA LETŠENG – In 2008, Gem Diamonds PLC announced that a highquality 478 carat diamond had been found — a type II D colour with no inclusions visible in its rough form. LETŠENG STAR – The 550 carat diamond was found in 2011. LETŠENG DYNASTY AND LETŠENG DESTINY – In 2015, the discovery of two large diamonds was announced at 314 carats and 357 carats, respectively. LESOTHO LEGEND – The largest diamond ever discovered at the Letšeng Diamonds mine in 2018. In the same year, a light brown diamond of 357.67 carats was found. LETŠENG DIAMOND – The 13.32 carat pink diamond was recovered in 2019 and sold for USD$8.75 million. LETŠENG ICON – The 439 carat Icon was recovered and sold in 2020 for USD$16.1 million. LETŠENG PRINCESS – In 2021, the 367 carat stone was sold into a partnership arrangement for USD$9.6 million which means that Letšeng Diamonds will also participate in the margin uplift on the sale of the polished diamonds.

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A MINING MAVERICK Although Letšeng Diamonds follows a traditional model for open pit operations, where the geological work is undertaken to define the mineral resource, leading to mine planning, some of the gemstones produced from a relatively small volume of kimberlite ore have been amongst the world’s largest and highest-value diamonds. “The mining operations involve ore extraction and processing. We have a mining contractor who undertakes the drilling, blasting, loading, and hauling of waste and ore. The ore extraction operations are also run by a contractor following standard crushing, scrubbing, screening, dense media separation, and sorting processes using X-ray technologies and hand sorting,” Thinyane outlines. The standard processes sometimes yield unexpected results, as the world’s fifth largest diamond of gem quality was recently unearthed from the Letšeng Diamonds mine. When the astounding 910 carat gem was discovered, it was reputed to be

LETŠENG DIAMONDS MINING

Sustainable Rehabilitation Cause leads to effect E-TEK applies this scientific principle to formulate strategies, expand our knowledge and maximise resource extraction. Our goal is to sustainably regenerate the earth. E-TEK embodies teamwork and our project teams consist of an integrated network of internal and external specialists, providing invaluable expertise pertaining to each project undertaken. The extensive practical and hands-on experience of the various team members makes E-TEK an obvious choice for practical and sustainable Mining, Rehabilitation and Environmental solutions.

Our Footprint

From the future of mining to the future of the earth E-TEK was established in 2007 and is a team of dedicated specialists, focusing on Mining and Industrial activities. Our approach to design is research-based while implementing Environmental Management strategies. E-TEK currently provides services to a variety of clients across Southern Africa, including South Africa, Botswana, Zimbabwe, Namibia, Lesotho, Eswatini and Burkina Faso.

Ubuntu Safeguarding future generations through sustainable practices E-TEK not only cares about the natural environment but also the people living and depending on it. Through our partnership with Mosaic, we give back to our community through various sustainable initiatives and strive to sustainably regenerate the earth one project at a time. Within an ever-changing environment, E-TEK is passionately committed to providing our clients with environmentally sustainable solutions through our collective set of skills, knowledge, and experience in the environmental, industrial and mining sectors. 11 Luke Street, Potchefstroom, North West, South Africa, with branches in Pretoria and Johannesburg. +27(0)18 294 3652 | admin@etekconsulting.co.za | www.etekconsulting.co.za

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LETŠENG DIAMONDS MINING

worth approximately USD$40 million. Representing near perfection on the diamond-grading scale, the colourless stone belongs to a category that represents less than one percent of all mined diamonds in the world and is one of the most expensive in history. “As a requirement of our mining agreement and a sign of commitment to the community, the mine allocates one percent of dividends declared or M5 million, whichever is greater, as an annual budget for the Community and Social Responsibility Investment (CSRI) projects. The agreement also commits the mine to allocate one percent of the “special stones” to a flagship community project,” he states.

FOCUSING ON THE FUTURE Letšeng Diamonds runs a CSRI programme to establish and maintain strong relationships with the local communities in which the mine operates, as well as with other 68 | Africa Outlook Issue 104

stakeholders and the entire nation of Lesotho, as part of its business strategy. “We have adopted a three-pronged approach, looking at sustainable projects, worthy causes, and using a bottom-up approach in identifying

community needs,” highlights Thinyane. The focus areas for the mine’s CSRI strategy are education, health, small and medium enterprises (SMEs), environmental conservation and management projects, donations to

LETŠENG DIAMONDS MINING POWERING YOU FORWARD

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“ONE OF THE CORE PILLARS OF OUR SAFETY C U LT U R E I S T H E B B C P R O G R A M M E , W H I C H P U T S S A F E T Y AT T H E F R O N T A N D C E N T R E OF EVERYTHING WE DO; IT ENTRENCHES THE B E H AV I O U R O F E V E R Y O N E A LWAY S B E I N G A ‘ B R OT H E R ’ S K E E P E R ’ ” – M O T O O A N E T H I N YA N E , C E O , L E T Š E N G D I A M O N D S

worthy causes, and infrastructure construction projects. “We have a rolling five-year CSRI strategy based on community needs analysis, and this is governed by the CSRI committee of the Board, including community representatives.” On the recovery of the special 910 carat diamond, known as the Lesotho Legend, a commercial egg production project was launched in the local community of Mokhotlong in 2019, in which local egg farmers are able to consolidate their produce and supply

eggs to the mine operations. Other community flagship projects include the Wool and Mohair Promotion Project, the vegetable production project in the district of Botha-Bothe en-route to the mine, the commercial dairy project in the Mokhotlong where the mine is located, as well as the footbridge and classroom construction projects which were built in 2017 and 2019 respectively. “Our key priorities are all aimed at ensuring the long-term sustainability of the mine operations, optimising

our requirements for stay-in-business capital, reviewing our business models, and managing the cost-pertonne to bring spending in line. “We are also aiming to manage the unit cost of production with a specific focus on the power supply cost to the mine operations, optimising the mine planning and mining methods, and reviewing the business model to ensure maximum productivity of the adapted structures. We are also benchmarking against other mining operations on unit production costs,” Thinyane finishes.

LETŠENG DIAMONDS Tel: +266 2222 1800 communications@letseng.co.ls www.letsengdiamonds.co.ls Africa Outlook Issue 104 | 69

RITLUKA MINING

70 | Africa Outlook Issue 104

D I S C OV E R I N G B E YO N D T H E EARTH’S CRUST As its business grows, so does Ritluka’s commitment to ensuring safety, meeting production targets, and performing at top operational capacity. We explore the company’s offering of mining, construction, and trading services in South Africa and beyond Writer: Ed Budds | Project Manager: Joshua Mann

he vast continent of Africa is endowed with abundant mineral resources, including gold, silver, copper, uranium, cobalt, and many other precious metals which remain key to manufacturing processes around the world. The mining and extractive industry has contributed and continues to represent a significant portion of Africa’s exports, revenue, and GDP annually. For example, in 2019, minerals and fossil fuels accounted for more than a third of exports from at least 60 percent of African countries. Additionally, 42 out of 54 African nations have now been classified as resource dependent. Africa Outlook Issue 104 | 71

DIG Group focuses on service excellence, safety and customer satisfaction. DIG provides specialised, individually tailored plant hire solutions. The company operates mainly in the open-cast mining and bulk civil earthworks environment and has positioned itself as a respected name in the plant hire supply industry. DIG Group is able to provide a full Opencast Mining service, including but not limited to the following: • Top soil stripping and stockpiling • Overburden / waste stripping • Drilling blasting and removal of blasted material • Parting excavation and removal • Box cut excavations • Rehabilitation of sub and top soil • Storm water drainage • Access roads • Leveling of dragline spoils The sizeable motor vehicle fleet is comprised of fully safetycompliant 4x4 vehicles which are used to transport staff and to provide support to the heavy duty mining equipment.

The considerable fleet of plant and mining equipment ranges in size from 20-tonne to 100-tonne machines. All machines are fitted with safety equipment in line with the strict requirements of the mines, which is routinely inspected, maintained and serviced by qualified field mechanics. The company is also able to supply larger, nonstandard equipment on request. The company is ably represented by Duncan Watson and Norman Matentji as directors; each with multiple years’ experience in Business, Mining and Plant Hire. The company’s dedicated management and field teams have proved their commitment to service of an unparalleled standard to customers in all areas of operations.

Telephone: +27 (0) 11 447 2443 Fax: +27 (0)11 880 3887 Fax 2 e-mail: +27 (0) 86 269 1418 E-mail:duncan@digearthmoving.co.za Website: diggroup.co.za

RITLUKA MINING

RITLUKA

VISION AND MISSION VISION The company strives to be the preferred supplier of African mining services by continuously providing improvements and expert solutions in all aspects of the field in which it currently operates – mining, construction, and commodity trading.

MISSION To provide services that are of high quality, and promote efficiency, innovation, and cost-effectiveness whilst always achieving its clients’ goals.

74 | Africa Outlook Issue 104

Furthermore, mineral resources continue to contribute a significant quantity of fiscal revenues, foreign currency reserves, and employment in African countries. Clearly, the mining and natural resources sector is critical in driving economic growth and development across the continent. Positioned within this crucial industry is Ritluka, a 100 percent Black-owned company offering a variety of services in the mining industry of South Africa and neighbouring countries. Founded in 2014, the company has gone on to position itself as the go-to group of experts in contract mining, drawing from more than 50 years of experience passed down from its founders. With diverse backgrounds in both mining and geology, Ritluka uniquely stands out as a company specialising in both open-cast and

underground services. The name Ritluka means “leaf” in Tsonga, which depicts and represents the company’s commitment to sustainability, a criterion for success that has become increasingly important in the mining sector as resource owners continuously look to enhance their environmental, social, and governance (ESG) scorecards. Ritluka provides premium solutions that are tailored to meet each client’s needs. This customisation and personalisation ensures that the company delivers its services optimally, on time, and on budget consistently. This ability to carefully meet client needs is further augmented by Ritluka’s steadfast commitment to finding innovative, technology-driven solutions designed to help clients extract the maximum value from their resources.

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A BUSINESS ONLY AS GOOD AS ITS PEOPLE Ritluka’s set of company values is firmly embedded in playing its part in uplifting the communities in which it operates across. The success of the company to date is rooted in its people, who Ritluka has invested a significant amount of

RITLUKA

SERVICES AT A GLANCE OPENCAST MINING • Earthmoving • Coal extraction • Road construction • Rehabilitation

DRILL AND BLAST • Blasting of trenches • Ground vibration and air blast monitoring • Blast preparation auditing • Public road construction drilling and blasting • Post-blast analysis

UNDERGROUND MINE SUPPORT • Sidewall support • Secondary roof support • Pillar pinning and strapping • Back-bye support • Meshing

UNDERGROUND CONTRACT MINING • Production mining (mechanised and conventional) • Dyke drilling and blasting • Stonework development • Conveyor belt construction, operation, and maintenance • Road construction and maintenance

76 | Africa Outlook Issue 104

time and resources in upskilling and empowering over the years. When the company refers to its people, it refers to both Ritluka employees and the communities in which it is intimately involved. Today, Ritluka’s team is assembled of qualified and experienced male and female professionals, boasting extensive experience in geology, project management, mine design, open-cast operations, and underground operations. Ritluka’s involvement in various operational and technical projects has positioned it as a company with high potential and capabilities in delivering projects and services of the greatest quality. At present, Ritluka employs over 1,000 people, located at a multitude of different sites. The need to make a positive impact forms part of the rationale behind Ritluka’s choice of world-class equipment alongside an absolute commitment to providing industryleading customer service for the entirety of the mining sector.

EMPOWERING THE COMMUNITY To date, Ritluka has developed a number of initiatives that have been deeply impactful. One of the initiatives that the company is most proud of is its work with the Kriel Football Association. For example, Ritluka hosted a

football tournament in 2020 as an official sponsor of the association. 10 football kits were also donated to all the teams taking part in the league, and throughout all the matches played in the season, Ritluka assisted in the provision of refreshments, transportation, and any other aid required by the association. Additionally, Ritluka has donated car wash and sewing equipment to two local companies that are 51 percent Black and female owned. This donation has assisted them in expanding their operations and in the development of their business. Furthermore, Ritluka now procures its personal protective equipment (PPE) from one of these companies. Elsewhere in the community, Ritluka has made significant donations comprising equipment (fridges, gas stoves) and food parcels to an old people’s home in Kriel. Since then, the company has continued to make monthly grocery donations. In terms of educating its communities, Ritluka has sponsored over 100 students from the University of Witwatersrand to attend a mine tour hosted by various, specially selected sites. By attending these tours, the students received valuable, first-hand experience of how the facilities function safely and efficiently, and in this way, Ritluka continues to enhance the mining industry at every level.

Providing mining companies with plant hire Tel No: +27(0)39 727 1462 / +27(0) 12 321 0850 • Cell number: +27(0) 82 092 4690 / +27(0) 82 062 0077 E-mail Address: accounts@mabonacivils.co.za / info@mabonacivils.co.za Website URL: https://mabonacivils.co.za/

ISIPANI CONSTRUCTION CONSTRUCTION

78 | Africa Outlook Issue 104

CONSTRUCTING THE WESTERN CAPE Wynand Smit, Managing Director, provides a comprehensive overview of Isipani Construction’s extensive project portfolio across the Western Cape of South Africa Writer: Jack Salter Project Manager: Kierron Rose

he construction industry in the Western Cape of South Africa (SA) is in a very strong place, more so than the rest of the country. Not only is the region well run, but there is also a strong level of accountability within its municipalities and structures. Additionally, the Western Cape is a safe place for developers and overseas investors, as infrastructure is kept to a high standard, and there are significantly less issues with its electricity network compared to other parts of SA. “We also see a big influx of people from Gauteng and other parts of SA moving to the Western Cape, bringing

with them new investment, skills, possibilities for extra growth, and potential for the region to expand through construction,” adds Wynand Smit, Managing Director of Isipani Construction (Isipani). Isipani is fortunate to be based and operating in the Western Cape, which includes SA’s legislative capital of Cape Town and the city’s central business district (CBD), making a big difference to the company’s order book compared to elsewhere in SA. “The future for us is very bright. We have been appointed to carry out a lot of work, and we have plenty of projects lined up,” Smit sets out.

WOODSTOCK QUARTER A respected building and civil contractor specialising in commercial, retail, industrial, governmental, and large residential construction, Isipani has more than 60 years of experience and a proven track record of successful projects.

Africa Outlook Issue 104 | 79

ISIPANI CONSTRUCTION CONSTRUCTION

One such project is Isipani’s work on the Woodstock Quarter mixed-use development in Cape Town. The project is ideally located in the city’s trendiest suburb, Woodstock, and is one of the company’s largest to date, with a peak of between 750 and 800 people working on the site. The flagship development involved the construction of 386 apartments, four levels of basement parking, and a retail footprint of 7,300 square metres (sqm) for 171 stores, with a total floor area of 55,000 sqm. A complex water reticulation system and a reverse osmosis purification plant was also added to make Woodstock Quarter entirely self-sufficient in terms of its water supply. The site was handed over to Isipani in May 2017, once the initial excavation and lateral support work had been completed. The excavation work, however, had exposed an

underground spring capable of delivering up to 350,000 litres of water per day. Groundwater management therefore remained a constant challenge for Isipani during the first few months of the project, until work finally reached platform level in December 2017. The narrow streets of Woodstock, meanwhile, created many logistical challenges for the company. “People had to be appointed to manage crane time and drop-off points, as the cranes were operating 12 hours a day, with two trucks negotiating very narrow streets to deliver building materials such as cement, sand, and bricks,” recalls Smit. “Space was another issue, especially during the early phases of the development, until the final slab was cast and site offices could be brought on site.”

Prior to working on Woodstock Quarter, Isipani completed work on the mixed residential and retail development, Hibernian Towers. The building was 65 metres (m) tall and accommodated 26 studio apartments, 81 luxury threebedroomed apartments, and two penthouses. The design comprised two towers of 12 and 18 levels, respectively, resting on a single podium. The podium, four levels high, was designed to accommodate shops, offices, and two levels of flats. The design linked the podium and two towers with a central 12-storey atrium and glass elevator.

WHALE COAST MALL Away from residential construction, Isipani has also worked on the Whale Coast Mall in the South African town of Hermanus. The Whale Coast Mall is a high-end regional shopping centre and was

Isipani’s largest contract at the time of construction. The flagship project, which went on to win the Spectrum Award at the 2018 Retail Design and Development Awards (RDDA), was originally conceptualised as a large open-air complex, but after considering the variable weather conditions in the region, the designers enclosed the structure under a single roof. Despite this modification to the original design, the mall’s interior retained an airy, contemporary feel. The design of the canopy at the shopping centre’s main entrance, meanwhile, was inspired by a whale’s tail. “Marine and nautical themes are evident throughout the building and include mosaics of turtles and dolphins, giant wire mobiles of whales, and images of ships and marine life,” Smit reveals. The mall’s retail space

“ T H E F U T U R E F O R U S I S V E R Y B R I G H T. W E H AV E B E E N A P P O I N T E D T O C A R R Y O U T A L O T O F W O R K , A N D W E H AV E P L E N T Y O F PROJECTS LINED UP ” – W Y N A N D S M I T, M A N A G I N G D I R E C T O R , I S I P A N I C O N S T R U C T I O N

accommodates two anchor tenants as well as 80 smaller shops and restaurants, a food court, and two cinemas. The main 179-seater cinema was designed to double up as a theatre, complete with a stage and dressing rooms for performers. This is complemented by the Beanbag Theatre, a cinema for kids that only shows child-appropriate films. “The theatre’s name is derived from the 30 large beanbags used for seating,” Smit informs us. The interior construction of the Whale Coast Mall included two lifts and two escalators, while exterior civil

works included 1,460 parking bays. The design also has many energy conservation features to maximise the use of natural light, as well as light sensors and LED lights. Isipani had 75 employees on site during construction of the project, which also created work opportunities for local builders and sub-contractors, while local children had the opportunity to help to create the glass mosaics installed in the mall’s ablution areas.

SUN VALLEY MALL Elsewhere, Isipani has also worked Africa Outlook Issue 104 | 81

We design to

please Kitchen City was first founded in January 2000 by Willie and Dawid de Lange, who have more than 55 years of joint experience in the cabinet-making industry. As a company, we use a powerful 3D design system to meet and even exceed our clients’ expectations. Assisted by a well-equipped workshop, we have successfully completed many projects over the last 23 years. We strive to deliver high-quality products at realistic prices. Furthermore, deadlines are also of the utmost importance to us, since our clients include a number of large construction companies who have to meet strict timings. As a multidisciplinary business, we have completed work in a variety of private homes, large housing developments, apartment/student accommodation developments, and shopping malls.

Our most recent work also includes data centres, hotels, factory admin offices, and reception areas. Regardless of the size of our clients’ development, we ensure that high-quality workmanship is maintained throughout. The products that we use cover the whole spectrum of melamine finishes, veneer and solid wood, wrap doors, and solid surfacing, such as sereno, granite, quartz and postform tops.

Some of the projects we have completed and/or are currently busy with, include:

• My Domain Wynberg Student Accommodation – 374 units • The Sanctuary Shopping Centre, Somerset West • Woodstock Quarter - 341 units • My Domain Observatory - 311 units • Urban Artisan - 41 units • SAFT Cold Storage • Fountain Centre - 56 units • R300 COVID-19 ICF • Laingsburg Hospital Extension • Packer Park, Epping • Spice Deli/MANE • Cederberg Development, Haasendal - 205 units • CPT061 Atlantic Hills Phase 3 • CPT062 Brackengate Phase 3 • We Think Code Training Centre • The Peak - 356 units • The Hudson - 77 units • Various Checkers and Pick n Pay Stores • Conradie Park, Pinelands - 410 units thus far, project still ongoing • Stay Melville, Ottery - 92 units • Keswick Village - 75 units • Africa Data Centres

We trust that Kitchen City will be of great value to make your next project a successful one. Contact Willie de Lange Mobile: 0828520469 Email: willie@kitchen-city.co.za

ISIPANI CONSTRUCTION CONSTRUCTION

on the Sun Valley Mall in Noordhoek, a village known for its scenic beauty, beaches, indigenous vegetation, and wetlands. This project comprised construction of the mall, a Virgin Active health club, as well as the surrounding 950-vehicle parking area. The build for the two-storey Virgin Active included a swimming pool, steam room, and a health bar. Numerous green technologies relating to the efficient use of light, skylights for natural lighting, as well as heat pumps, were also incorporated in the mall’s design. Isipani faced a number of environmental challenges on the site of Sun Valley Mall. Cape Town’s notorious South-Easter – the strong, often persistent and dry southeasterly wind that blows on the South African coast from spring to late summer – made working conditions particularly difficult. “With wind speeds in excess of 70 kilometres per hour (km/h), the cranes could no longer be operated with any degree of safety and the hours lost added to the pressure of meeting construction deadlines,” acknowledges Smit. “An excessive amount of 84 | Africa Outlook Issue 104

PROJECT OVERVIEW – BABYLONSTOREN, FRANSCHHOEK

and were constructed opposite one

Babylonstoren is one of the oldest

Although the two buildings were

farms in the Drakenstein Valley and

designed to look very similar on the

dates back to the late 17th century. It is

outside, they had very different inner

still a working farm, but also a popular

structures. The maturation store was

tourist destination that attracts

built on two levels with a basement

thousands of visitors every year. In

and a ground floor. The basement level

2010, Isipani completed two new builds

required bulk excavation to an average

for Babylonstoren — a wine cellar and a

depth of 5m; in contrast, the wine

maturation store. They were designed

cellar was built on one level with two

to harmonise with the estate’s old wine

mezzanine floors for offices and staff

cellar and other historic buildings,

areas. One of the main challenges was

another to reflect the traditional orientation of outbuildings on many old Cape Dutch farmsteads.

completing the buildings before the approaching grape harvest. VALUE: R14.7 million DATE: 2010 CLIENT: Babylonstoren ARCHITECT: Malherbe Rust Architects

underground water was also discovered while constructing Virgin Active’s swimming pool.” There were additional ecological challenges due to the development’s proximity to an important wetland that is the breeding ground of one of

the Western Cape’s endemic species, the western leopard toad. The species is under constant threat as all known breeding populations are found within Cape Town’s metropolitan areas, specifically Tokai, Muizenberg, Hout Bay, Noordhoek,

Providing value to our clients by ongoing product and service innovation Founded in 1999, Valley Electrical Contractors continues to strive for excellence in all the work that we do, whether it be industrial, commercial, or residential. We are proud of how much we have grown over the last two decades and maintain the standards which have allowed us to continually surpass our reputation for superior competency as Western Cape registered electricians and working in ways which consistently raise the bar for exceptionalism. As electrical contractors, we are committed to exceeding our clients’ expectations and achieving an uncompromised level of satisfaction whilst remaining committed to ethical employment practices and adhering to all current safety guidelines. Valley Electrical Contractors has further been at the frontline of South Africa’s exciting movement towards sustainable and reliable energy, making us one of the leading installation contractors for solar-powered electricity. Contact details: Offices: +27 21 552 0727 Email: info@valleyelectrical.co.za

ISIPANI CONSTRUCTION CONSTRUCTION

Observatory, and Grassy Park. In August every year, thousands of western leopard toads migrate to their respective breeding ponds to mate before returning to their urban habitats. In Noordhoek, volunteers and members of the Endangered Wildlife Trust erect toad barriers on Noordhoek Main Road. As the toads are unable to jump the barriers, they can be caught and safely carried to Lake Michelle where they remain until September, when volunteers once again help them cross the road. “In order to protect these endangered toads while Sun Valley Mall was under construction, the wetland area had to be fenced off as a no-go area,” shares Smit. “In addition, a water canal feeding the wetland area also had to be protected from potential spillages related to construction activity.”

PEPKOR HEAD OFFICE In the neighbouring suburb of Parow, Isipani has also completed several projects at Pepkor’s head office over the years, including a new boundary wall, a double-storey parking garage, and a four-storey parking garage. The parking facility completed in 2017 provided many challenges as it had to be constructed on top of the existing concrete roof slab of a “live” call centre. Direct access for support work was 86 | Africa Outlook Issue 104

forbidden to ensure the safety of the employees working in the call centre, so in order to access the roof slab, a self-supporting propping system had

THE ISIPANI FOUNDATION The Isipani Foundation, founded in 2014, makes a positive impact in and around Isipani’s construction sites. The foundation is mandated to initiate and support infrastructure development in disadvantaged areas, with a focus on improving education and healthcare services. Therefore, whenever Isipani commences a new project, the foundation actively looks to help a school, hospital, clinic, or any such entity in need of assistance. Activities include: • Infrastructure development • Enterprise and entrepreneurship development • Skills development training for the unemployed • Environmental initiatives such as rehabilitation and protection • Donations

to be designed by Peri, one of Isipani’s formwork suppliers. The propping system worked well, and the parking garage was completed within the specified timeframe. The most recent project at Pepkor’s facility included alterations to the existing building’s façade and offices. The refurbishment of Pepkor’s executive office space required a high level of craftsmanship with the introduction of oak timber cladding, oak flooring, and marble finishes. While renovating the façade of the factory’s canteen, meanwhile, three floors in the surrounding area had to be hoarded off in multiple phases and renovated before the project could progress. “The timings were sensitive, so we had to progress according to a tight schedule,” Smit says. Work was also done on the façade of the western parking building which had a steel substructure cladded with fenestra panels. Changes likewise had to be made to the underlying steel work to accommodate the signage mounted on the façade, whilst smaller renovation projects inside the building included changes to the building’s entrance and the remodelling of some of the offices. “For the construction team, the major challenge was to work while the building remained operative,” notes Smit.

CUSTOM MADE

SPECIALISED

DOORS

The Door Group’s doors can be found in hospitals, hotels, embassies and almost every other type of building in between, across the African continent. We offer a comprehensive end-to-end door and frame manufacturing process to the construction industry.

The group was started as a door merchant buying from existing door manufacturers and selling on to the construction and retail trade. Firehold NSA CC was then opened in 1994, manufacturing fire doors. In 2004, The Door Group CC was opened and started to manufacture flush panel doors. In 2014 we opened our own steel department, finalising the transition to manufacturing all major components in-house. We also have a joinery division run by a highly experienced master joiner. This department caters for the staple exterior hardwood doors all the way to the ultimate expression of customised luxury. From oak-panelled private libraries to kiaat boardroom doors, our joinery department has a proven track record of bringing ideas to life. We are able to provide the entire spectrum of doors ranging from fire doors to lead-lined doors for X-ray installations. We collaborate with our partners from the design stage to help ensure that the best value solutions are in place before construction even begins. Our experience in the industry enables us to assist architects and quantity surveyors to deliver the optimum solution for a given project. We then work in conjunction with project managers to ensure that the material is supplied to meet project deadlines.

Our fire doors have all been tested and certified in accordance with SANS 1253. We have recently had our bulletproof doors tested and certified in accordance with European EN1522 and EN1523 ballistic protection standards. The core ethos of the company is quality. Our founder, Irene Laemmle, has been in the door industry for over 40 years. A proud perfectionist, Irene has inculcated a family-like atmosphere in the company where every employee is proud of the products we manufacture. We established a permanent presence in the Western Cape in 2019, and while the COVID-19 pandemic made this expansion more challenging, we have succeeded in gaining the confidence of several large construction companies in the area.

Reg. No. CK 2004/014410/23 Tel: +27 11 9184850 Email: sales@thedoorgroup.co.za Website: www.thedoorgroup.co.za

Reg, No, CK 1994/22825/23 54 B Paul Smit Street Anderbolt, Boksburg North, 1459 P.O. Box 1199, Benoni 1500 + 2711 918 4850

ISIPANI CONSTRUCTION CONSTRUCTION

Massmart’s new centralised distribution centre in Brackefell

MASSMART DISTRIBUTION CENTRE The most recent project highlighted by Smit, however, is Isipani’s work on Massmart’s new centralised distribution centre in Brackefell. Completed in December 2020, the project included a large warehouse, a CDS office, and two pilot offices, altogether spanning a total of 67,000 sqm. “The massive warehouse structure is the most striking feature of this development. It has an under-roof space of 52,000 sqm, which is equivalent to seven rugby fields,” Smit comments. “The structure required 80,000 sqm of roof sheeting, and 1,140 tonnes of steel; the warehouse’s continuous roof sheeting system was designed to minimise weaknesses in the roof area.” At its centre, the vaulted roof has a maximum height of 15.5m. It is one of the largest single-roof surfaces in Cape Town, and the largest underroof warehouse undertaken by Isipani. The warehouse structure consists mostly of steel elements, with Rheinzink cladding used to give the office building a modern finish. 88 | Africa Outlook Issue 104

ISIPANI CONSTRUCTION CONSTRUCTION

Est. 2004 dark blue Pantone 533 light blue Pantone 298

We provide custom-made Solutions Insulated Door Systems cc (IDS) is based in Blackheath, Cape Town, South Africa. We manufacture and install various insulated products. Our insulated panels and doors are used in the agricultural, commercial, construction, food and beverage, industrial and pharmaceutical industries. We work together with construction, engineering and refrigeration consultants. IDS supplies throughout South Africa and neighbouring countries. Our product range includes abattoirs, cold and freezer rooms, CA rooms, distribution centres, laboratories, packhouses and processing facilities. 9 Rand Road, Blackheath | 021 905 3405 | info@idsinsulation.com www.idsinsulation.com

pandemic, however, once the subsequent lockdown was lifted, round-the-clock teamwork enabled Isipani to meet the December deadline.

PEOPLE AND PROCUREMENT

Reinforced steel fibre flooring was also used to create a surface with fewer joints to decrease maintenance and provide a smoother surface for forklift operations. “Tilt-up panels and columns were used to increase the speed of production,” continues Smit. “The slabs were first cast on special casting beds, then lifted upright onto their foundations to construct the exterior walls and columns.” The project was abruptly halted in March 2020 due to the COVID-19

None of these projects, past or present, would have been possible without the people at Isipani, who are the company’s biggest asset. “Without our people, we would not be able to do what we do,” Smit emphasises. “We also believe that training people in-house makes a big difference to the culture of the company and the quality of work that we strive for.” Partners are equally important to Isipani, who makes use of a select number of subcontractors for specialist work and procures quality products from its suppliers. Currently, Isipani is in a very fortunate position where it has also

procured a lot of work, taking the company well into 2024. Therefore, the priority is to deliver well-constructed, quality projects on time to clients that have entrusted Isipani with development. “Other targets for us are to be profitable and maintain our structures within the company so that we can be more effective and manage not only our projects, but also our people to the best of our ability,” Smit concludes. “Building further client relations is also something that we value highly, and we want to equip ourselves and move into the turnkey side of developments.”

ISIPANI CONSTRUCTION Tel: 021 868 3008 info@isipani.co.za www.isipani.co.za Africa Outlook Issue 104 | 89

PERFECTION, ELEGANCE,AND TIMELESS LUXURY

BERMAN BROTHERS GROUP CONSTRUCTION

Marika Abrahams, Project Director for Berman Brothers Group, speaks to us about the passion and dedication that goes into the poised elegance of modern, urban living Writer: Lauren Kania | Project Manager: Kierron Rose

In 1994, before Cape Town’s Riveria, also known as the Atlantic Seaboard, was the bustling and idyllic mini-metropolis that it is today, Paul and Saul Berman saw the infinite potential of this destination and utilised their entrepreneurial passion to create a cutting-edge development

company – Berman Brothers Group (Berman Brothers). Now proudly boasting nearly 30 years of innovative experience, Berman Brothers has created and strongly maintains a hard-earned reputation for reliability, financial jurisprudence, ethics, and creativity in an ever-changing environment. Africa Outlook Issue 104 | 91

“ U LT I M AT E LY, W E B E L I E V E I N T H E ENVIRONMENT IN WHICH WE CONSTRUCT A N D I N T H E P E O P L E T H AT W E C R E AT E THESE SPECIAL BUILDINGS FOR” – M A R I K A A B R A H A M S , P R OJ E C T D I R E C TO R , B E R M A N B R OT H E R S G R O U P

Marika Abrahams, Project Director for Berman Brothers, highlights the excitement of working within an evolving industry, the major projects that have defined the mythos of the company, and the truly untapped promise that the future holds. “It is a riveting space to be in and, given the nature of this industry, we are always innovating and problemsolving to best utilise and unlock the potential value of our properties,” she opens. With extensive experience in architecture and urban design, Abrahams has been working for Berman Brothers since 2017 and has since become enthralled by the construction management sector, with a focus on projects completed in the Atlantic Seaboard. “In an industry which has historically been dominated by men, it is great to be alongside women who are taking up pivotal roles in the construction process both on-site 92 | Africa Outlook Issue 104

and in management teams,” expands Abrahams. As a company that consists of a small team with no more than 20 people, Berman Brothers has never been timid about paving the way for an equal future and has always valued diversity and collective input, ultimately leading to the best product.

MAKING BIG PROMISES AND SURPASSING EXPECTATIONS With the delivery of high-quality projects, the technical strength of a multifaceted team, and a full and intimate dedication to achieving world-class results, Berman Brothers truly adds value to any community. “We do not simply hand over projects and walk away, but believe in what we produce and often remain involved in the ongoing management of the properties we build,” notes Abrahams. “We value community-centred buildings and provide for the

BERMAN BROTHERS GROUP CONSTRUCTION

Melco Elevator (South Africa)(Pty)Ltd Proud to be associated with

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“in-between” communal spaces as an extension of the living experience.” The brothers maintain that they leave a piece of themselves in every development and see the beauty in the individualistic design of a building that takes inspiration from its surroundings while always taking the space’s unique functional needs into account. The amount of love and passion that is poured into each design is evident and consistently growing as Berman Brothers employs young professionals who are positioned to offer tremendous value to the construction industry both now and in the future. “We aspire to be mentors and leaders in an environment which lends itself to outstanding growth and allencompassing sustainable lifestyles,” comments Abrahams. Additionally, with a compact team, staff are empowered to apply their expertise to various facets of the company and cross-pollinate

their skillsets, an environment that is conductive to personal growth and development.

BUILDING A SUSTAINABLE COMMUNITY With the Atlantic Seaboard being one of South Africa’s most densely built-up urban environments, it is the ideal location to develop in a brownfield urban environment, where existing buildings can be reimagined and redeveloped to maximise their potential. Not only does this allow for the development of trailblazing and pioneering new projects, but it contributes to the urban regeneration of its local context, further growing the opportunity for ultimate urban living in such a picturesque location. Similarly, the importance of environmental stewardship is becoming increasingly prominent and a primary conversation that those in the industry are examining at a critical level. Africa Outlook Issue 104 | 93

BERMAN BROTHERS PORTFOLIO • Suro Sea Point – A luxury apartment building on the highly sought-after Atlantic Seaboard; a haven of calm in a beautiful location. • Station House – An iconic collaboration by the Berman Brothers and D2E Properties that offers the ultimate match in modern living.

“The industry as a whole is waking up to the impact of climate change, and we have always taken a proactive approach to implementing technologies that best preserve our country’s natural resources, in particular harvesting solar energy and water,” narrates Abrahams. To begin this journey towards environmental efficiency, Berman Brothers recently launched its sister alternative energy company, which focuses on solar energy systems to offset the construction industry’s large carbon footprint. Looking towards the future, the company is currently in the application phase for two projects, one of which includes a hotel complex with approximately 50 sea-facing units and an apartment residential component of 50 units built above street-facing retail components. The second project, meanwhile, will comprise 120 residential units, expansive underground parking, a large retail footprint, and inclusive communal facilities. Each one of these locations will ensure that they follow best practices regarding environmentalism, indirectly employ a large workforce, and contribute hundreds of millions of rands to the local economy.

• Strand Beach Sea Point – Designed to reflect the harmony of the environment around it and touch on the essence of the surrounding coastline and mountains. • The Estate – A groundbreaking feat of design and lifestyle excellence that answers the question, “What does it really mean to have the best of everything?” • The Sage – Adevelopment done in partnership with RAWSON Developers consisting of 91 ultra-luxury apartments in one of Cape Town’s most popular neighbourhoods. • The Kings – A refreshingly

STATION HOUSE

contemporary offering set in the

Embodying Cape Town’s unique charm and capturing the essence of the city’s soul, Station House is where luxury living meets the heartbeat of the Atlantic Seaboard. As one of the most prestigious developments to date for Berman Brothers, this 200 residential unit, mixed-use building was completed at the end of 2022. Boasting a hotel consisting of 46 units, two restaurants, as well as a pool, beauty salon, laundrette, pet park, fitness centre, and co-working facilities,

vibrant and electric buzz of Sea Point’s main drag. • The Ivory – Modern-minded micoapartments that place their own spin on clever, compact space to deliver a larger-than-life impression. • The Point Mall – A wellness and lifestyle destination that redefines what is expected of shopping malls. • The Palms Woodstock – Originally the site of one of Cape Town’s first bakeries, this premises has an intriguing history dating back to the first quarter of the last century.

94 | Africa Outlook Issue 104

BERMAN BROTHERS GROUP CONSTRUCTION

“ H AV I N G A L E A D E R S H I P G R O U P W H I C H I S B O L D, A M B I T I O U S , A N D DA R I N G L E A DS T O U S U N C O V E R I N G VA L U E I N S I T E S A N D D E V E LO P M E N T O P P O R T U N I T I E S OT H E R S T E N D TO OV E R LO O K ” – M A R I K A A B R A H A M S , P R OJ E C T D I R E C TO R , B E R M A N B R OT H E R S G R O U P

Station House collectively employed over 200 people per day over a long horizon period of at least 10 years. “The project in its conception was born at a time when the COVID19 pandemic hit and brought the construction industry to a complete standstill. The developers reinvented how an apartment building is envisaged,” elaborates Abrahams. “Of the 33,000 square metre (sqm) constructed area, 3,000 sqm (10 percent) is set aside for amenities, bringing the embedded “sleep small, live large” concept to life. Usually, developers are not incentivised to provide these facilities, but we value the importance of community.” As an important intersection of the past, present, and future, Station House was named after and heavily inspired by the history of the site while still setting its gaze towards the infinite possibilities of the future.

BERMAN BROTHERS GROUP CONSTRUCTION

STATION HOUSE FACT SHEET: • Site area 3,023 sqm • Split zoning GB5 and GR5 • Construction timeline 2017 – 2022 • Construction cost R650 million • Excavated material 43,000m3 • Construction area including balconies/terraces 33,150 sqm • Amenities 3,193 sqm (10 percent of constructed area) • Concrete poured since foundations 12,994m3 • Total reinforcement tonnage since foundations 1,906 tonnes • Total bricks 1,496,381 • Glass window and shopfront area 3,286 sqm • Tiles 150,000 • User-friendly plumbing points 1,042

“In keeping with our company beliefs, the Station House name originated through uncovering the site’s history. The site is situated adjacent to where the Sea Point Tram Station was first opened in 1862, which enabled modern transportation and trade across the region,” notes Abrahams. “In a more modern context, Station House also pays homage to the Sea Point Fire Station situated outside of the entrance. The developers foresee the building having the hustle and bustle of a modern-day station platform.” While the complex itself is not certified as a green building, many of the design features that were incorporated in the project were centred around sustainability and long-lasting efficiency. This includes working with architects Vivid Architects, interior

architects In House Design Studio, and engineers Moroff and Partners Consulting Engineers on the provision of canopies and balconies around the building’s edge to provide sun protection, the use of performance glass to reduce the heat load, edges with green plants throughout the façades that have reduced the urban heat island effect, and the building itself being constructed as a concrete frame and slab system to provide embodied mass to aid in passive heating and cooling. A revolutionary approach was taken when constructing this project, split into two main contracts. Construction of the superstructure was completed by Viva Projects, who employed 120 labourers for eight months; the fit-out was completed by R+N Master Builders, who employed 250 labourers a day for 11 months. A project of this size is a big

investment into the local economy and therefore local suppliers, ultimately resulting in approximately R650 million being infused into the Cape Town economy and the surrounding area. With nearly 30 years and counting of innovative construction, commitment, and persistence under Berman Brothers’ belt, it is clear that consistency is always at the forefront, and that passion and enthusiasm are at the heart of every design the company produces. From the big aspects to the small, Berman Brothers paves the way for the future of next-level living, opening the doors for everyone.

BERMAN BROTHERS GROUP Tel: 021 439 9030 marika@bermanbros.co.za https://bermanbros.co.za/ Africa Outlook Issue 104 | 97

98 | Africa Outlook Issue 104

PPC BARNET DRC CONSTRUCTION

CEMENTING

SUCCESS PPC Barnet DRC has left its indelible footprint on the construction industry by providing concrete solutions across the Democratic Republic of the Congo Writer: Rachel Carr | Project Manager: Ryan Gray

stablished 130 years ago, PPC Barnet is a national institution in South Africa (SA) that has grown its position by expanding to the border of Southern Africa and into Ethiopia and Rwanda. In 2017, the company commissioned Chinese company Sinoma International Engineering to construct a plant so PPC Barnet DRC could be set up as a division of the Pretoria Portland Cement (PPC) group in the Democratic Republic of the Congo (DRC). It was another three years before the plant, a greenfield project with state-of-theart technology, was opened. Today, the company is among the country’s top three cement manufacturers and suppliers. The plant annually produces around 400 to 500 metric kilotonnes (kt) of cement, but the full capacity measures 1,200kt, which PPC Barnet DRC hopes to reach. Although DRC is rich in materials and minerals, it lacks infrastructure. However, PPC Barnet DRC is helping to change the landscape by supplying the construction industry with cement, aggregates, ready-mix concrete, premixes, and fly ash. DRC is a challenging environment, but due to the country’s need for development,

the construction industry is experiencing significant growth. There is a demand for roads, bridges, schools, hospitals, and housing, which has subsequently created opportunities for building companies and suppliers. Architects and contractors use PPC Barnet DRC’s cement for large building projects, and its factory is situated 300 kilometres (km) from the capital city of Kinshasa, along with two other cement manufacturers. These three companies are ideally located in central DRC and benefit from stable energy supply from the Inga hydropower plant project and its proximity to the Atlantic Ocean on the south bank of the Congo River, essential for importing materials.

CHALLENGES AND OPPORTUNITIES Despite the challenges that working in DRC presents, such as a complex tax system where cement companies have over 60 different taxes to pay, PPC Barnet DRC senses a strong willingness to invest and a lot of potential in the country. In addition to its involvement with significant projects over the last few years, the company has launched Digiciment, a revolutionary digital app that any store can Africa Outlook Issue 104 | 99

PPC BARNET DRC CONSTRUCTION

PPC BARNET DRC VALUES ALWAYS DO THE RIGHT THING – hold each other accountable and act with integrity. STRIVE FOR EXCELLENCE – excel in everything the company does. STRENGTH IN PEOPLE – value its people and recognise that each individual is essential to its success. PASSION FOR WINNING – inspire each other with a positive attitude and energy as it endeavours to be the best. CUSTOMER-FOCUSED – PPC Barnet DRC’s customers are at the heart of all it does, and the company exceeds their expectations every time.

100 | Africa Outlook Issue 104

register on, and customers can conveniently order cement products from. Digiciment has changed customer engagement across DRC and other African countries, as it allows a simple and secure automated credit card transaction for people who would otherwise have to visit PPC Barnet DRC’s commercial office. This would typically take around two to three days, whereas it is now instantaneous. The app also allows PPC Barnet DRC to track the delivery status of the order when it leaves the warehouse. The app connects the customer and the company, enabling a positive user experience; however, as PPC Barnet DRC discovered, not everything in the country is so well connected. As with every opportunity, there are obstacles that must be overcome. The construction industry faces difficulties in DRC through inadequate infrastructure, regulatory issues, and political instability, and these challenges can impact the progress

of building projects. The country relies on various materials, including cement, steel, and wood; this is where PPC Barnet saw the opportunity to open its DRC branch. To reach customers nationwide, PPC Barnet DRC adopts a multimodal approach when a location is not directly connected by road. It often sends products along the Congo River as there are only two main highways on the national road network through DRC, which is a large country covering 2.345 million square kilometres (sqkm) and populated by more than 100 million people. Cement is loaded onto barges and transported by sea for 25 days to the north and 20 to the south. To reach even further into southern DRC, the cement then travels by train, taking 50 to 60 days in total. As much as DRC is challenging regarding distribution, PPC Barnet DRC is in an ideal location to operate its plant, which runs on coal as gas is unavailable. There are no natural coal resources, so the

PPC BARNET DRC CONSTRUCTION

concurrent rehabilitation and maintaining biodiversity, as well as complying with environmental legislation, are practices that PPC Barnet DRC takes seriously. As expansion is something which PPC Barnet DRC is prioritising, the company will continue to add to its product line. With the expansion of products and warehouses, the workforce must also grow. Congolese talent from engineering schools and university programmes will provide the organisation with skilled labour, which helps to build the economy of local communities.

“A S W E N AV I G AT E A N I N C R E A S I N G LY C O M P L E X O P E R AT I N G E N V I R O N M E N T, E M B E D D I N G I N T E G R AT E D T H I N K I N G I N TO O U R B U S I N E SS H AS B E CO M E M O R E I M P O R TA N T T H A N E V E R ” – PPC BARNET DRC

company has to be situated close to a port for coal imports. Thanks to its unique location in the country, PPC Barnet DRC is a powerhouse when it comes to cement production. The company’s plant has a cement manufacturing capacity of 3,000 tonnes per day and is located near Kimpese, a town in the Cataractes District of Bas-Congo Province. It is a rotary kiln, dry process integrated cement plant, boosting employment in nearby villages. Nearly 250,000 tonnes of cement were produced by PPC Barnet DRC in Q1 and Q2 of 2022, up by six percent compared to the previous year. This represents a 40 percent utilisation of the plant’s total capacity.

CONSTRUCTING THE FUTURE OF DRC With plans for expansion in four new 102 | Africa Outlook Issue 104

locations, PPC Barnet DRC will create more employment opportunities for the local Congolese community. The company wants to grow by opening more warehouses in the southeast of DRC. Furthermore, the plan to improve its IT systems will assist in aligning the business with further structural developments for the organisation. Alongside quality, service, and delivery, PPC Barnet DRC ensures that sustainability is part of its business strategy by committing to reducing its fossil fuel usage, by adding biomass to its processes and minimising plastic waste. There is a degree of responsibility in working and operating in DRC as it is rich in biodiversity, with the second-largest rainforest in the world and Africa’s greatest expanse of tropical areas. Managing land through

To recognise the dedication and hard work of the PPC Barnet DRC team, the company holds an awards ceremony every quarter. Trophies are handed out to nominated employees across five categories – change management, special projects, customer service, health and safety, and industry performance - with a committee from all levels of the business deciding who the recipients are. Additionally, certificates are given to teams for collaborations that yield positive results. PPC Barnet DRC’s commitment to surrounding communities is paramount, ensuring it limits emissions to improve conditions. Therefore, the company is not only helping to build DRC, but paving the way for a bright future for the Congolese population.

104 | Africa Outlook Issue 104

RICHARDS BAY INDUSTRIAL DEVELOPMENT ZONE (SPECIAL ECONOMIC ZONE) SUPPLY CHAIN

S O U T H A F R I C A’ S

SOCIO-ECONOMIC P OW E R H O U S E Muzi Shange, COO at Richards Bay Industrial Development Zone Company (SOC) Ltd, located in close proximity to the international deep-water port of Richards Bay, reveals the impact of its megaprojects Writer: Jack Salter | Project Manager: Cameron Lawrence

Africa Outlook Issue 104 | 105

uzi Shange, the Chief Operations Officer of Richards Bay Industrial Development Zone Company (SOC) Ltd (RBIDZ), and former COO and Deputy Director-General responsible for Strategy, International Relations and State-owned Entity Oversight at the Department of Energy in South Africa, is buoyant about RBIDZ’s capabilities as a force for socio-economic change. “We represent various sectors of the economy and try to be a beacon of hope for the people of the KwaZulu-Natal province and the country at large. The investments will not only revive the struggling economy, but will also contribute immensely to industrial vibrance, job creation, skills development and transfer, alongside a sea of value chain possibilities, such as procurement and supply,” he emphasises. “There is optimism in the carnival of opportunities explored in the energy sector. Generally, I think there is an appreciation among engineers and other professionals that we need to work with government to solve the energy crisis. We prepare ourselves in anticipation to strategically engage openly with the development of gas infrastructure, pipeline reticulation, liquefied natural gas (LNG) terminals and storage, government regulations, and policies that guide the implementation of energy programmes, leaning on various policies and regulations coupled with the Gas Master Plan 2022, Integrated Energy Plan as well as other partnerships between the public and private sector,” introduces Shange. Just two hours commute by car from Durban on South Africa’s east coast, Richards Bay sits perched on the cusp of the Indian Ocean in the KwaZulu-Natal province, acting as a gateway to sub-Saharan Africa with its population of more than 300 million people. RBIDZ is tailored for the manufacturing of goods and production 106 | Africa Outlook Issue 104

The KwaZulu–Natal province is the host of the country’s two busiest ports, Richards Bay and Durban, which both play a vital role in national logistics and international trade. The Port of Durban’s annual throughput of containers is approximately one million, more than 60 percent of the country’s total, whereas the Port of Richards Bay is the main coal export harbour.

SOLVING THE ENERGY CRISIS

Shange has a wealth of experience in both the private and public sectors, with roles such as former Senior Advisor and Chief Business Analyst at Eskom Group Capital. He is also a former Chief Operating Officer and Deputy Director-General at Department of Energy. This is further supported by his Masters in Business Administration (MBA) and Masters Degree in Environment and Development (Land Information Management).

of services to boost beneficiation, investment, economic growth, and the development of skills and employment. RBIDZ is a Special Economic Zone (SEZ), a purpose-built and secure industrial estate with the purpose of facilitating the creation of an industrial complex. The SEZ offers a strategic economic advantage, and a highly attractive opportunity for fixed investment in export-orientated manufacturing and service industries, given the world-class industrial infrastructure already in place.

RBIDZ is at the forefront of driving energy-related projects with the aim of addressing the energy crisis in the country, powered by the potential of Richards Bay as an energy hub due to its existing infrastructure. Geared to host multi-billionrand energy projects, previously conducted studies have weighed up the possibility of importing LNG into Richards Bay for use in power plants, presenting various opportunities for the region to integrate the resources of other African countries. RBIDZ has been an integral part in the development of South Africa’s Gas Master Plan 2022. DMRE has placed the country’s natural gas market at just 2.6 percent of its total energy mix. RBIDZ stands ready to make submissions of the realistic demand, considering major surrounding industries and new investments in Richards Bay. The shareholder Department of Economic Development, Tourism

RICHARDS BAY INDUSTRIAL DEVELOPMENT ZONE (SPECIAL ECONOMIC ZONE) SUPPLY CHAIN

WHAT IS A SEZ? In terms of the Special Economic Zones Act (No. 16 of 2014), the purpose of creating SEZs, such as RBIDZ, includes: • Facilitating the creation of an industrial complex, having strategic national economic advantages for targeted investments and industries in the manufacturing sector and tradable services. • Developing infrastructure required to support the growth of targeted industrial activities. • Attracting foreign and domestic direct investment. Categories of SEZs in South Africa that may be designated as such by the Minister of Trade, Industry and Competition may include free ports, Free Trade Zones (FTZs),

Wimar Tanks for the edible oils refinery

and Environmental Affairs (EDTEA) leverages on the work of its entity, the RBIDZ, to stimulate economic growth and development, industrialisation, stability, and job creation.

MULTI-SECTOR OPPORTUNITIES One project that Shange highlights is the Nyanza Light Metals, an 80,000 tonnes per annum, ZAR9 billion titanium dioxide pigment processing plant which is being implemented in

IDZs, and Sector Development

three phases. The first phase valued at ZAR210 million being the Product Testing and Development Centre (PTDC) started operations in 2022 and will feed into the commercial plant that is about to commence construction as the second phase of the roll-out plan. “The Nyanza project will create 1,200 employment opportunities during construction and a further 550 direct operational jobs upon

Zones (SDZs).

completion,” Shange adds. Nyanza is one of many lucrative investment projects located in RBIDZ. The zone’s strategic goals drive much of its approach, including adherence to good governance, the assurance of legislative compliance and a focus on economic and environmental sustainability to establish a Africa Outlook Issue 104 | 107

The aerial view of RBIDZ Phase 1A landscape in close proximity to the Port of Richards Bay

world-class IDZ infrastructure, which provides opportunities for the province and attracts fixed investment in export-orientated manufacturing and services. “As part of the company’s growth and diversification, our economic sectors of focus are wide-reaching and afford investors a viable playground that is already vibrant, with a pool of multi-billion-rand projects that prioritise development, socio-economic improvement, and consider long-term sustainability, rather than one-sided profits,” Shange reveals. Furthermore, another anchor project is that of Wilmar Processing SA – Ubuntu Project, a ZAR1.5 billion crude palm oil beneficiation plant that commenced construction in October 2020, with completion expected around November 2023. “At full capacity, the plant is expected to create 202 operational jobs. The plant is also expected to facilitate indirect opportunities and jobs through its operations,” 108 | Africa Outlook Issue 104

“A S P A R T O F T H E C O M P A N Y ’ S G R O W T H A N D D I V E R S I F I C AT I O N , O U R E C O N O M I C S E C TO R S O F FO C U S A R E W I D E - R E AC H I N G A N D A F FO R D I N V E STO R S A S E C U R E , I N F R A S T R U C T U R E R E A DY A N D V I B R A N T P L AY G R O U N D ” – M U Z I S H A N G E , C O O , R I C H A R D S B AY I N D U S T R I A L D E V E L O P M E N T Z O N E C O M P A N Y ( S O C ) LT D

highlights Donovan Matlata, Project Director of Ubuntu (Wilmar) Edible Oil Refinery Project taking place in RBIDZ. RBIDZ also counts a ZAR141 million paint manufacturing plant – Prostar Export Paints – as part of its construction project portfolio. A manufacturer of high-quality decorative and industrial coatings, the expansion to RBIDZ has been motivated by the need for growth and the intent to expand into Swaziland, Mozambique, Zimbabwe,

and Zambia, while also supplying the local markets of South Africa. The construction of the plant is currently underway and expected for completion in March 2024.

A WIDE-REACHING MISSION The development of skills and employment are paramount to RBIDZ, enabling it to attract talent that possesses diverse acumen that can contribute strategically to the growth of the company. “Motivated employees are the most

RICHARDS BAY INDUSTRIAL DEVELOPMENT ZONE (SPECIAL ECONOMIC ZONE) SUPPLY CHAIN

INVESTOR INCENTIVES

Nyanza Light Metals’ 3D artist impression of the Titanium manufacturing plant to be constructed

RBIDZ has a dedicated team responsible for investor support services that assist the ‘investor’ from the first call throughout the required processes, to project implementation and beyond. The services provided are coupled with a one-stop shop that aims to fast-track services from one integrated centre. Core investor incentives provided by the South African government include: • Reduction in corporate income tax from 28 percent to 15 percent • VAT exemption for supplies procured in South Africa • Duty-free imports for production-related raw materials including machinery and assets used in production • Location in a secured and Customs Controlled Area (CCA) • World–class industrial infrastructure

productive; as such, it is in the heart of the organisation that the welfare of the employees is prioritised. This is done mainly by focusing on their personal development and growth through formal training, coaching, skills development and advanced learning in formal institutions of higher learning,” Shange explains. The company endeavours to offer opportunities and establish a culture of fairness, high performance, transparency and recognition for performance. “We are committed to maintaining a supportive management culture and encouraging open communication in all operations, whilst enforcing initiatives aimed at positioning the company as the employer of choice,” continues Shange. These initiatives include an employee wellness programme and provision of bursaries aimed at advancing employees’ capabilities, training and development. “RBIDZ also puts emphasis on organisational culture, that is

historically an enhancer of healthy working environments and concerted team efforts when it comes to the vision of the company. It is a fact that happy employees tend to be the engines of any company and strong brand ambassadors,” Shange adds.

AN IMPACT BEYOND PROFIT Through various programmes, RBIDZ continues its notable commitment to socio-economic development, with a focus on youth and women from disadvantaged backgrounds. The various initiatives from the organisation’s corporate social investment include academic support through the Study Assistance Programme, bursaries for tertiary students, a back-to-school support programme and STEM programmes for disadvantaged schools. In addition, the company offers sustainable agricultural projects for rural development and focused training programmes and support for rural cooperatives that aim to harness self-sustenance and food security. Africa Outlook Issue 104 | 109

Muzi Shange, COO, displaying the company’s BEE Contributor awards

“ O U R M I S S I O N I S T O AT T R A C T S U S TA I N A B L E I N V E S T M E N T S T H AT S T I M U L AT E E C O N O M I C G R O W T H , J O B C R E AT I O N , B E N E F I C I AT I O N OF RESOURCES AND THE EMPOWERMENT OF PEOPLE” – M U Z I S H A N G E , C O O , R I C H A R D S B AY I N D U S T R I A L D E V E L O P M E N T Z O N E C O M P A N Y ( S O C ) LT D

RBIDZ is a broad-based black economic empowerment (B-BBEE) Level 3 contributor, boasting a Most Improved B-BBEE Compliant Award (conferred by the Department of Economic Development, Tourism and Environmental Affairs), with Shange insisting, “this recognition is testimony to the company’s intent and commitment towards socioeconomic development and inclusive participation”. In its belt towards empowerment, the RBIDZ also has an on-going capacity-building programme in areas such as project management, health and safety, quality management, financial management, the application of information technology, marketing and advertising, and the provision of working implements, to name a few.

POWERING DEVELOPMENT ACROSS SUPPLY CHAIN In the past financial year (2022–2023), RBIDZ recorded a cumulative of almost ZAR48 million for the cumulative procurement expenditure of small, medium and micro enterprises (SMMEs), inclusive of contract participation goals. Further supporting strategic efforts of inclusive participation and driving development of SMMEs, RBIDZ’s Nal’ithemba Enterprise Development Programme focuses on specific sectors of the economy, with the aim of creating direct opportunity linkages between suppliers and RBIDZ investors. To date, identified programme beneficiaries operate in sectors such as metals beneficiation, technology and innovation, agro-processing,

Front seated: RBIDZ Board Directors (3rd from the left - Board Chairperson Adv. B. Mbili) and Executive Management. Back: SMME Beneficiaries mentored under the Nal’ithemba ED Programme.

110 | Africa Outlook Issue 104

logistic and chemicals, and more. The programme includes masterclass training, workshops with financing, and sector-specific partners. “Apart from the expected impact of this incubation programme, further advantages are the creation of a streamlined platform for SMMEs to compete and increase opportunities for B-BBEE, as well as preparedness to supply big investor operations,” adds Shange. Nal’ithemba further aims to see SMMEs grow into exporting enterprises and sub-contracting partners with investors or bigger industries. “Our mission is to provide a conducive environment that attracts appropriate investment for sustainable economic development and inclusivity,” concludes Shange. SEZs have been tasked with transforming the South African economy, and in the example of Richards Bay IDZ, the impact of their work is being felt in the local communities, across provincial borders into neighbouring states, and in the enhanced status of the rainbow nation as a major player in the continent’s economic growth.

Tel: 035 797 2600 info@rbidz.co.za / invest@rbidz.co.za www.rbidz.co.za

RICHARDS BAY INDUSTRIAL DEVELOPMENT ZONE (SPECIAL ECONOMIC ZONE) SUPPLY CHAIN

world-class supporting infrastructure,

products that have historically been

enables it to maintain a competitive total

manufactured outside the continent’s

cost of production for its products.

shores, such as titanium dioxide

TRANSFORMING SOUTH AFRICA’S TITANIUM INDUSTRY

NYANZA LIGHT METALS

available on the continent. A strong collaborative approach will therefore

its second phase, which comprises

be required between the African-based

the main plant and some ancillary

manufacturers and companies abroad

infrastructure such as a sulphuric acid

that have these skills and equipment.

etc. This plant will transform South

Government’s mineral beneficiation

Africa’s titanium industry, as it will be

strategy, as promulgated by the

the only plant on the African continent

Industrial Policy Action Plan (IPAP),

producing titanium dioxide pigment and

privately-owned Nyanza Light Metals

related products.

titanium minerals value addition

and equipment that are generally not

the next 36 months is to construct

In response to the South African

an initiative to create South Africa’s

amongst others. This will require skills

The company’s main objective over

plant, steam boiler plant, gas plant,

(Nyanza) was established in 2011 as

pigment and various lithium products,

Nyanza has partnered with a Chinese company to develop its world-class plant and transfer the requisite skills to local employees and service providers. Nyanza also expects its employee base of 30 people (55 percent female)

The manufacturing industry in Africa

to increase to 800 over the next 48

is poised to grow and develop new

months.

industries. Nyanza is currently constructing an 80,000 tonnes per annum titanium dioxide pigment and chemicals manufacturing plant in the RBIDZ. Rob Mhishi, Chief Operations Officer for Nyanza, gives us an insight into their Richards Bay project… SERVING THREE CONTINENTS Nyanza produces titanium dioxide pigment using the sulphate process, servicing clients all over the African continent, Asia, and Europe. The first phase of its operations was

Titanium dioxide product testing undertaken at the laboratory

commissioned in June 2023, with the production of samples for customer trials and acceptance. Most of these customers have now placed orders and are switching some of their product lines to Nyanza’s pigment. A second phase of operations will be commissioned in 2026. Nyanza will have one of the most modern pigment plants in the rest of the world outside of China, deploying the latest production technologies and equipment. Its proximity to most of its inputs and raw materials, coupled with

Nyanza Light Metals Product Testing and Development Centre (PTDC)

Africa Outlook Issue 104 | 111

RICHARDS BAY INDUSTRIAL DEVELOPMENT ZONE (SPECIAL ECONOMIC ZONE) SUPPLY CHAIN

A BRIEF LOOK AT WILMAR INTERNATIONAL Wilmar International, founded in 1991, started as a palm oil trading company in Singapore. In the same year, the company built its first oil palm plantation and palm oil refinery in Indonesia, and in 1993, it ventured into China and constructed the first large-scale, integrated oils and grains manufacturing complex in the country at the time. In 2000, Wilmar established its inaugural footprint in Africa, investing in an oil trading firm selling mainly to South Africa and Tanzania. Today, Wilmar is in 16 countries across Africa

THE WILMAR APPROACH

in the plant. The plant provides an

Wilmar’s strategy is to build

opportunity to service customers in

an integrated business model,

KwaZulu - Natal and Eastern Cape. More

encompassing the entire value chain of

than 1,000 temporary jobs and business

the agricultural commodity business,

opportunities for the local community

from origination to processing, trading,

were created during the construction

merchandising branded products

phase and about 200 permanent jobs

and distribution. With over 500

will be created during the operation

manufacturing plants and an extensive

phase.

distribution network, it can extract margins at every step of the value chain through scale and integration, thereby reaping operational synergies and cost efficiencies.

Randfontein Plant Wilmar also invested over ZAR1 billion in a crush plant in Randfontein, Gauteng in 2019 and a fractionation plant in 2018. Since 2019, it has procured over

Supported by a multinational

700,000 tonnes of local soybeans to

workforce of about 100,000 people,

support the local agricultural industry.

Wilmar embraces sustainability in its global operations, supply chain and

DRIVING FUTURE ECONOMIC GROWTH

communities.

IN SOUTH AFRICA

KEY PROJECTS

approximately 1.1 billion people is a

Ubuntu Edible Oil Refinery project in

key driver of the next phase of global

Richards Bay

economic growth. The young and

A USD$86 million investment in

rapidly growing demographical profile

In 2006, Wilmar’s oil palm business was

Richards Bay, South Africa, the

is set to drive consumption and hasten

listed on the Singapore Stock Exchange

manufacturing complex is situated

urbanisation. The United Nations

and in the following year, Wilmar merged

next to the Richards Bay port, from

projects Africa’s population to double

with the Kuok Group’s oils and grains,

where imported oils will be received

by 2050, making up 20 percent of

and oil palm plantation business. This

through a pipeline to the tank farm.

world population. More than 70 percent

transformational merger created the

The manufacturing complex consists

of Africans are currently employed

largest integrated agribusiness group

of a 500 tonnes per day (TPD) refinery,

in the agricultural sector and this is

in Asia with complementary products

500 TPD dry fractionation plant, a tank

where Africa’s transformation will likely

and businesses such as sugar, rice, flour,

farm, utilities, water treatment plant,

be seen. Wilmar is investing more in

condiments, biodiesel and more recently,

packaging plant and a warehouse. Both

processing plants and optimising its

Central Kitchen Food Parks.

palm and soft oils will be processed

distribution channels in Africa.

and is one of the largest oil palm plantation owners, edible oils refiners and producers of consumer pack oils, soaps and detergents, as well as the third largest sugar producer.

Wilmar Edible Oil Refinery under construction at RBIDZ

112 | Africa Outlook Issue 104

Africa’s youthful population of

NATIONAL BIOPRODUCTS INSTITUTE HEALTHCARE

THE P OW E R OF PLASMA N

estled snugly in an unassuming corner of Pinetown’s Paradise Valley, National Bioproducts Institute (NBI) provides a vital service for South Africa (SA). The world-class facility produces much-needed plasma-derived products for South African patients, something that the state-of-the-art facility has been doing for more than three decades. To date, NBI has worked tirelessly to develop a rich history of serving the needs of patients in its highly specialised area of plasma-derived medicinal products (PDMPs) and diagnostics. The company is a private, non-profit pharmaceutical manufacturer of human PDMPs, with NBI’s manufacturing site and head office currently located in Pinetown, KwaZulu-Natal, SA. 114 | Africa Outlook Issue 104

National Bioproducts Institute aims to establish itself as the leading African manufacturer and supplier of quality therapeutic proteins and diagnostic products. Shanay Singh, Head of Business Development, tells us more Writer: Ed Budds Project Manager: Cameron Lawrence

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In 1968, in response to local demand for PDMPs, the Natal Blood Transfusion Service (NBTS) established a small fractionation facility, known as the Natal Fractionation Centre. The facility was later relocated to the site in Pinetown in 1979, where it still stands today. Due to a raft of changes to medicinal legislation in SA, the company was required to re-register as a manufacturing pharmacy. Therefore, in 1994, NBI was subsequently registered as a separate pharmaceutical company. A decade later, the company name was changed to its current alias in order to reflect the national scope of its operations across SA. “Our small but growing biotechnology department specialises in monoclonal antibody development together with the production of near-patient test kits, and in doing so has gained an impressive reputation,” begins Shanay Singh, Head of Business Development at NBI. “The department supplies customers around the world but continues to focus on disease states that are pertinent to NBI’s mission. Our range of pharmaceutical products includes clotting factors, immunoglobulins, albumin solutions, and solvent detergent treated dried plasma,” he adds. Having previously headed up portfolio management as part of the new business development team at Aspen Pharma Group, Singh joined NBI in July 2020 and is responsible for the sales and marketing as well as export functions of the business, in addition to overseeing the expansion of the company’s portfolio and pipeline. Singh is also a registered pharmacist with Master’s degrees in clinical pharmacy and business administration, meaning he brings a valuable mix of clinical and commercial expertise to the role. 116 | Africa Outlook Issue 104

PERFECTING THE PLASMA PROCESS • NBI receives fresh frozen plasma for fractionation from blood transfusion services. These units are tested for several viral markers before they are combined to form a plasma pool. • Various manufacturing processes are applied to extract different proteins which are formulated into sterile products. NBI utilises a process of cold ethanol fractionation to separate plasma of human origin into intermediate protein fractions. The various fractions undergo purification by precipitation, centrifugation, and filtration. Formulations and sterile filling processes are then employed to produce sterile final products. • After extensive quality control testing, products are released and distributed to pharmacies throughout SA and in SADC countries. PRODUCT SAFETY • Plasma is sourced from voluntary, non-remunerated blood donors. • Each individual donation is tested by the blood service and additional testing is performed on the plasma by NBI. • Manufacturing processes include validated effective viral inactivation steps. • NBI’s product range meets international quality standards.

CARING FOR THE NATION NBI’s comprehensive range of products is registered with the South African Health Products Regulatory Authority (SAHPRA), while several of its products are also listed in the SA Essential Medicines List as well as the World Health Organisation’s Essential Drug List. Now displaying an impressive portfolio of work, the biotechnology department within the company develops and manufactures diagnostic kits and monoclonal antibodies for the South African and international diagnostics market.

“Back in 1994, NBI employed 63 people. Flash forward to today, and over 270 dedicated individuals come together each day to form the NBI team, driven and united with the purpose of providing plasma-derived medicinal products to the patients of SA and, where possible, beyond the nation’s borders to the inhabitants of sub-Saharan Africa,” details Singh. “In the future, we intend to extend our service commitment into areas which are largely underserved in terms of PDMPs. We aim to closely collaborate, both nationally and internationally, with like-minded

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NATIONAL BIOPRODUCTS INSTITUTE HEALTHCARE

organisations whose vision, mission, and values closely match our own,” he sets out. For now, NBI’s core business is to manufacture pharmaceutical products from human plasma using a process of cold ethanol fractionation.

NBI MISSION NBI strives to meet the needs of patients and improve their quality of life by providing protein therapies and services within Southern and sub-Saharan Africa, and diagnostic products globally. This will be achieved by: • Building and maintaining value-added partnerships with stakeholders in the public health environment. • Continuously providing a dynamic range of products and services. • Being cost-effective, efficient, and competitive. • Strict compliance with internal, national, and international quality standards and regulatory requirements. • Committed employees who are qualified, competent, and empowered. • Behaving in a socially and environmentally responsible manner. • Respecting that donated human plasma is a scarce national resource and therefore optimising its use for patients. • Showing care and concern for the well-being of employees, patients, and the wider community.

118 | Africa Outlook Issue 104

The majority of NBI’s plasma requirements are met from local sources, including the South African National Blood Service (SANBS) and the Western Province Blood Transfusion Service (WPBTS). Products are then distributed throughout SA, and to the Southern African Development Community (SADC) and other developing countries. NBI and SANBS continue to work in tandem and collaborate towards achieving the Department of Health’s goal of ensuring the self-sufficiency of blood, blood products, and plasmaderived medicinal products for all patients in SA. “To this end, we endeavour to provide products and services from regional resources using plasma from healthy, voluntary donors,” Singh elaborates.

QUALITY AND EMPOWERMENT NBI has a firm commitment to quality. Therefore, the company’s Quality Management System (QMS) is aimed at assuring that the desired product quality is routinely met, suitable process performance is achieved, set controls remain appropriate, and continual improvement opportunities are identified and evaluated in great detail. The QMS applies to all areas of NBI and has been implemented to ensure compliance with current Good Manufacturing Practice (cGMP) requirements as well as utilising many of the elements of ISO systems. Other areas that are key to NBI’s service assurance include the company’s focus on integrating quality principles into strategic planning to ensure that its commitments to patients, regulators,

“ W E A I M T O M O T I VAT E A N D E X C I T E S TA F F C O N S TA N T LY T H R O U G H O U T T H E Y E A R T O H E L P K E E P E V E R YO N E A P P R A I S E D A N D I N V O LV E D I N E V E R Y T H I N G T H AT ’ S G O I N G ON IN THE BUSINESS” – S H A N AY S I N G H , H E A D O F B U S I N E S S D E V E L O P M E N T, N AT I O N A L B I O P R O D U C T S I N S T I T U T E

and other stakeholders are fulfilled. Elsewhere, NBI ensures that all its systems meet or exceed cGMP requirements and good laboratory techniques, strives to ensure that it has suitably qualified and experienced staff to meet its commitments, and responds positively and appropriately to the changing needs of its stakeholders and their concerns. This also entails a commitment to engaging in continual improvement to ensure safe and effective products, reliable and accurate operations, and reduced production losses through routine surveillance of NBI’s systems.

Similarly, each staff member, as well as NBI as a whole, is responsible for striving for excellence in the manufacture, sale, and distribution of relevant biological products. To help empower its staff to achieve this, NBI recognises the need to create a shared feeling of excitement and empowerment amongst its people, who the company acknowledges as the most crucial cog in the machine of its ongoing success and prosperity. “We always try to include everyone who wants to join our strategic teams, and we welcome their ambition with open arms. In doing this, our

employees can contribute their input into the broader company strategy and simultaneously gain a sense of accomplishment and purpose beyond the great work that they already do in their operational roles,” Singh describes. “We aim to motivate and excite staff constantly throughout the year to help keep everyone appraised and involved in everything that’s going on in the business,” he adds. The proud teams that NBI has meticulously grown will no doubt continue to distinguish themselves and the company as one of the industry leaders in providing such a vital service within the South African healthcare sector for many years to come.

Tel: +27 (0)31 714 6700 info@nbisa.org.za www.nbisa.org.za Africa Outlook Issue 104 | 119

BESTMED MEDICAL SCHEME HEALTHCARE

A C U LT U R E OF CARE With comprehensive and competitive healthcare strategies that are leading South Africa’s medical aid industry, Bestmed Medical Scheme is a titan in preventative care. Principal Officer and CEO Leo Dlamini tells us more Writer: Lucy Pilgrim | Project Manager: Cam Lawrence

120 | Africa Outlook Issue 104

he medical scheme industry is a vital part of South Africa’s functioning healthcare system. Yet, the sector has experienced recent challenges and remained stagnant due to prevailing economic circumstances that have restricted short to medium-term growth. The medical scheme industry has become highly regulated, with organisations in the sector

consistently reviewing their procedures and processes. To compound this, both public and private medical schemes are acutely aware of the developments related to the South African government’s implementation of National Health Insurance (NHI). As such, the funding for NHI and the overall future of medical schemes is still unclear. On the contrary, Bestmed Medical

Scheme (Bestmed) is optimistic about the future, as the organisation is a proactive part of the industry through its participation on the Board of Healthcare Funders, which monitors and contributes to the development and representation of the South African private healthcare industry in the face of the new NHI bill. “We believe that medical schemes have the opportunity to make a Africa Outlook Issue 104 | 121

BESTMED MEDICAL SCHEME HEALTHCARE

AFRICA OUTLOOK: TELL US ABOUT THE ORGANSIATION’S SUPPLY CHAIN OPERATIONS AND THE IMPORTANCE OF THESE RELATIONSHIPS? LEO DLAMINI, PRINCIPAL OFFICER AND CEO: “To ensure mutually beneficial relationships with our various stakeholders, Bestmed continues to commit to our promise of being ‘Personally Yours’ via stakeholder engagements. At the centre of our stakeholder management plans is the aspiration to extract value for the Scheme and its members, while also positively impacting various spaces in which we operate. We achieve this by understanding any concerns or opportunities that stakeholders have and identifying measures that manage these effectively. “Bestmed has also built strong relationships with hospital groups, the healthcare advisor community, corporates, industry bodies, and service providers, and continues to foster a transparent and independent relationship with the Council for Medical Schemes (CMS). Ultimately, Bestmed’s stakeholder engagements ensure that we reach our goals of greater transparency and good corporate governance, as well as ensuring the Scheme’s sustainability.”

difference in people’s lives,” opens Leo Dlamini, Principal Officer and CEO of Bestmed. “We have reassured our members that Bestmed will do everything in its power to protect the rights of the Scheme and its members to ensure that access to quality healthcare is not compromised,” he explains.

BESPOKE OFFERINGS This tenacity and drive stems from Bestmed’s flourishing history, providing medical aid for nearly six decades. With in excess of 240,000 lives under its care, Bestmed is the largest self-administrated scheme and the fourth-largest open medical scheme in South Africa. To cater to its vast base of members, the organisation has approximately 18,000 competent healthcare providers and ancillaries nationwide, making it one of the country’s most extensive healthcare networks. Bestmed offers its members 14 structured plans, which include competitive preventative care benefits such as flu vaccines, female contraceptives, and baby growth 122 | Africa Outlook Issue 104

and development assessments. The organisation also offers managed healthcare interventions to ensure efficient, cost-effective, and highquality healthcare services including oncology, HIV/AIDS, dialysis, and maternity care. Significantly, the preventative care and managed healthcare interventions not only help minimise the risk of prolonged illness and impairment, but save members the associated treatment costs in the long-term. One of the organisation’s fundamental focuses is to ensure accessibility to as many members as possible. Bestmed prides itself on having an incredibly accessible member administration contact base, with walk-in centres in Pretoria, Cape Town, Durban, Port Elizabeth, Nelspruit, and Polokwane, where members can make appointments, obtain membership cards, and change contact details and dependants. “The Scheme’s promise of being ‘Personally Yours’ has become synonymous with Bestmed, distinguishing our people, our culture, our partners, and how we deliver

exceptional service to our members every day in every interaction,” Dlamini tells us. A key part of the organisation’s value proposition is its wellness programme, Tempo, which comes at no additional cost. “The Tempo wellness programme includes Nutritional Health, Fitness (Get Active), and Emotional Wellbeing Journeys to promote a healthy, balanced lifestyle,” he adds. Members can complete a health assessment to access two consultations each with a Tempo partner biokineticist and dietician, both playing a vital role in the patient’s Fitness and Nutritional Health Journeys. The consultations with a biokineticist include a fitness assessment and personalised exercise plan, alongside a nutritional assessment and the development of a tailored eating plan with a dietician. In 2023, the Tempo wellness programme was expanded to include a Get Active Journey, to incorporate physical activity into the wellness plan. Furthermore, all journeys are available on the Bestmed App and online member portal.

BESTMED MEDICAL SCHEME HEALTHCARE

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Africa Outlook Issue 104 | 123

BESTMED MEDICAL SCHEME HEALTHCARE

“The Get Active Journey allows all members to set personal goals and sync their fitness devices for exercise tracking. Members also have access to challenges in which they participate, including on-demand Tempo exercise classes, with a library of health and wellness topics,” highlights Dlamini. In a competitive environment, it is an important focus for Bestmed to differentiate itself from competitors. To achieve this, it has two payment runs every week, whilst members pay child-dependant rates for children up to 24 years old and registered students are covered as child dependants up to 26 years old, inter alia. From a financial perspective, the CMS requires all medical schemes in South Africa to have a minimum solvency ratio of 25 percent to ensure financial sustainability in the event of

124 | Africa Outlook Issue 104

“BESTMED WILL DO EVERYTHING IN ITS P OW E R TO P R OT E C T T H E R I G H TS O F T H E S C H E M E A N D I T S M E M B E R S T O E N S U R E T H AT A C C E S S T O Q U A L I T Y H E A LT H C A R E I S N O T COMPROMISED” – L E O D L A M I N I , P R I N C I PA L O F F I C E R A N D C E O, B E S T M E D MEDICAL SCHEME

an unexpected increase in claims. Bestmed has a solvency ratio of 41.7 percent as of December 2022, maintaining a strong financial position, and forecasts a promising growth trajectory.

IT INNOVATION Regarding the wider industry, the realm of virtual consultations is shaping the delivery of benefits and services for medical scheme members.

As an industry leader in this area, Bestmed was the first medical scheme to partner with Intermedix in 2020 to create the innovative iCanRefer™ digital referral programme. This has been instrumental in enabling general practitioners (GPs) to find cost-effective and Schemeapproved specialists near a patient’s home, through the use of an e-scripting web application that allows healthcare professionals to generate a digital

prescription to track and record their patients’ medical history. The application also makes costeffective medicine included in the Scheme’s medicine formularies available, issues a digital prescription, and lets GPs send the digital prescription and digital script to the retailer or courier pharmacy via an advanced electronic signature. “Through this process, the iCanRefer™ programme creates a digital footprint that ensures greater compliance and adherence by health professionals and patients. It also guarantees, through data analytics, a better overall health outcome for the individual,” Dlamini elaborates. Elsewhere, to strengthen the organisation’s position and remain competitive in the industry, Bestmed has strategically invested in improving its ICT infrastructure and systems to benefit the end user and enhance the efficiency of the organisation’s operations. In line with the organisation’s Africa Outlook Issue 104 | 125

BESTMED MEDICAL SCHEME HEALTHCARE

strategic objectives and need for agility, it refreshed the Scheme’s binary digit (BIT) administration hardware last year not only to remain relevant in the industry, but to enhance projects and add value to the member experience. “Businesses need to be agile, flexible, and willing to embrace new ideas and new technologies. We will continue to enhance our infrastructure throughout 2023 and into next year with the aim of providing an even better service for our members and other stakeholders.”

EMPOWERING LOCAL OPPORTUNITIES Alongside its strategic investment in digital infrastructure, the Scheme has an equally well-defined corporate social investment (CSI) framework. Bestmed’s main intent is to benefit previously disadvantaged members of society in a sustainable manner and engage as a good corporate citizen.

Matseke Primary School, Atteridgeville

126 | Africa Outlook Issue 104

BESTMED’S CSI INITIATIVES PARTNERS FOR POSSIBILITIES – Facilitating a partnership between schools and businesses that ensures personal growth and development opportunities at grassroots level over the space of 12 months. Last year, the initiative offered health assessments and a financial wellness presentation at Matseke Primary School in Atteridgeville, donating computers, projectors, desktops, tables, and chairs. UNJANI CLINIC HEALTH POD SPONSORSHIP – Funding a mobile clinic that is equipped with the necessary medicine and medical equipment to provide access to primary healthcare in underserved and vulnerable communities in and around the George region, where primary healthcare services are not usually accessible. PARTNERSHIP WITH SUPERSPORT LET’S PLAY – As a partner of SuperSport Let’s Play’s modified hockey programme, Bestmed helps make hockey more accessible to communities that previously had little to no exposure to the sport. STUDENT TRANSPORT DONATION TO NELSON MANDELA UNIVERSITY - A Bestmed-branded 22-seater bus was donated in March 2023 to the Faculty of Health Sciences at Nelson Mandela University in the Eastern Cape. The faculty continuously strives to produce fit-for-purpose graduates by ensuring they get practical training at clinics and hospitals throughout the Eastern Cape.

Student transport donation to Nelson Mandela University

Unjani Clinic Health Pod sponsorship

In addition to the CSI budget, Bestmed also implements initiatives that require its employees to contribute to society and nurture an organisational culture of caring. “Bestmed’s achievements of winning the Titanium Award for Excellence in Creating Access to Quality Healthcare, presented by the Board of Healthcare Funders (BHF), for three consecutive years is testament to our commitment to making a difference in South African communities.” The award seeks to honour organisations from across the healthcare industry who are driving programmes, initiatives, and campaigns that create access to quality healthcare for underserved communities. Alongside its corporate social responsibility (CSR), Bestmed also hopes to continue to enhance its brand and value proposition into next year. This will span several different areas, including increasing its service

provider network, growing its brand awareness, and remaining the preferred choice for members and healthcare providers. “We will actively continue to reposition Bestmed as a next-generation healthcare business that can achieve high growth and exceptional service whilst maintaining sustainable financial performance. “Caring for our employees also remains critical. We will support and build resilience in the ranks through various health and well-being initiatives that continue to provide a stellar member experience,” Dlamini closes.

BESTMED MEDICAL SCHEME Tel: +27 (0)86 000 2378 service@bestmed.co.za www.bestmed.co.za Africa Outlook Issue 104 | 127

NATIONAL INSTITUTE FOR COMMUNICABLE DISEASES HEALTHCARE

CARING FOR THE SOUTH AFRICAN COMMUNITY Dedicated to surveillance and research, the National Institute for Communicable Diseases has an essential role in preventing epidemics. Executive Director, Adrian Puren explains how it responds to outbreaks Writer: Rachel Carr Adrian Puren, Executive Director

Project Manager: Cameron Lawrence

Vaccine roll out at Bara, 25th February 2021

128 | Africa Outlook Issue 104

erving as a resource of knowledge and expertise on infectious diseases to the South African government, the National Institute for Communicable Diseases (NICD), a division of the National Health Laboratory Service (NHLS), is a national health institute serving healthcare workers, policymakers, and the general public by providing science-based, up-to-date information and articles. “NICD/NHLS serves as the national arm of the National Department of Health in terms of communicable diseases surveillance, which is its main focus,” introduces Adrian Puren, Executive Director of NICD.

Prof. Paweska and Dr Weyer working in the Biosafety Level 3 lab, 12th May 2020

With a long history of detecting and preventing infectious diseases, the Poliomyelitis Research Foundation was established to develop a vaccine in response to the global polio outbreak in the 1940s and 1950s. However, the foundation was quickly superseded regarding research and vaccine developments. After being taken over by the National Department of Health, it was changed to the National Institute for Virology, and from then onwards, it was developed as part of a more cohesive strategy for laboratory services called NHLS, a network of around 230 laboratories of which NICD is a division.

“There will be further evolution, just like what happened with Public Health England, which is now the UK Health Security Agency. Primarily a laboratory-focused surveillance institution, there is now a strong epidemiological focus on communicable diseases, although one of its biggest strengths is its laboratories,” Puren reveals. The core of NICD is centred around scientists, medical technologists, and epidemiologists. Additionally, epidemiology provides a rounded approach similar to how a public health institute responds to communicable diseases. “We have the largest number of

epidemiologists in the country in a single focal space. That’s what gives us a unique blend of being able to respond from a laboratory perspective and perform epidemiological analysis. This is alongside having just under 500 staff supporting the institute and addressing all the challenges we regularly face,” Puren informs us.

VIGILANT ABOUT VIRUSES Being forever aware and watchful is a significant part of NICD’s operations. Alongside examining emergency outbreak responses, its overall communicable disease surveillance includes the Notifiable Medical Conditions (NMCs) arm. Africa Outlook Issue 104 | 129

COMMUNICABLE DISEASES COVERED BY LABORATORYBASED SURVEILLANCE EPIDEMIC-PRONE DISEASES: Meningococcal disease, typhoid, shigellosis, and viral haemorrhagic fevers. VACCINE-PREVENTABLE DISEASES: Polio, measles, haemophilus influenzae, and streptococcus pneumoniae. DISEASES TARGETED FOR ERADICATION OR ELIMINATION: Polio and measles. OPPORTUNISTIC INFECTIONS: Those associated with HIV, which can create incorrect statistics connected to AIDS-related diseases. Infections such as cryptococcus spp, pneumoniae, and invasive salmonella spp.

130 | Africa Outlook Issue 104

Opening of the RDDC, 9th December 2022

“NMCs are the diseases we keep under surveillance, especially because if there are larger or more severe outbreaks, it is critical that we know what is in circulation so we can respond accordingly. The International Health Regulations (IHR) also have notifiable specific diseases,” Puren outlines. Early detection is imperative as the broader South African population can be informed and take the necessary precautions. Furthermore, the World Health Organisation (WHO) must be notified about specific outbreaks. “We have different diseasespecific centres, diverging into HIV or tuberculosis, for example. Our Centre for Respiratory Diseases and Meningitis would have been intimately involved with the COVID-19 pandemic; it was critical in setting up diagnostics because we diagnosed the first case in South Africa (SA).” The Outbreak Response and Emergency Operations at NICD play a leading role

in responding to outbreaks with the various NICD centres. Indeed, during the pandemic, NICD expanded beyond diagnostics by collecting data through its data centre and providing technical support to the National Department of Health, the medical profession, and the public, as well as technical support to other regional and international laboratories. “HIV surveillance and antimicrobial resistance is a vital part of our activities. It is a mixture of implementation science, blue skies research, and surveillance at the institution’s core.” Although NICD has the capacity for disease surveillance, training, outbreak response, research, proficiency testing schemes, and diagnostic services, it practices prevention interventions such as HIV vaccine programmes and developing diagnostic reagents. There is a growing emphasis on

NATIONAL INSTITUTE FOR COMMUNICABLE DISEASES HEALTHCARE

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“ W E H AV E T H E L A R G E S T N U M B E R O F EPIDEMIOLOGISTS IN THE COUNTRY I N A S I N G L E F O C A L S P A C E . T H AT ’ S W H AT G I V E S U S A U N I Q U E B L E N D O F B E I N G A B L E TO R E S P O N D F R O M A L A B O R AT O R Y P E R S P E C T I V E A N D P E R F O R M E P I D E M I O L O G I C A L A N A LY S I S ” – A D R I A N P U R E N , E X E C U T I V E D I R E C T O R , N AT I O N A L I N S T I T U T E FOR COMMUNICABLE DISEASES

the importance of laboratory-based surveillance in all countries due to the potential rapid transmission of emerging infections, and NICD is continuously analysing and interpreting data collected from laboratories and research and providing feedback to all relevant parties.

PANDEMIC PREPAREDNESS Preparedness during the COVID19 pandemic, and laboratory

preparedness in particular, was integral to NICD’s approach to the outbreak. Moreover, it ensured that its diagnostic capabilities were ready and available so its approach could be expanded further. “It was essential to develop guidelines for the public, outlining the correct responses. Of course, those changed over time, but so did clinical responses. That was a key role for NICD from a data perspective.

We were critical in collating all the data from the laboratory networks where testing was done, including the private sector,” Puren details. NICD played an important role in reporting events. SA has a strong and well-developed private sector, whose data informed NICD about what was happening around the COVID-19 pandemic. Subsequently, discussions around vaccines became available, and NICD knew which approach to adopt. “There were areas of controversy and debate over how to move forward given the limitations surrounding access to vaccines, who receives them, and the costs around that.” Various committees, such as National Incident Management Teams (IMTs), were set up to respond to events and implement key modelling programmes around the trajectory of the various “waves”. “We had a range of activities, from basic diagnostics to more advanced Africa Outlook Issue 104 | 131

NATIONAL INSTITUTE FOR COMMUNICABLE DISEASES HEALTHCARE

and complex areas such as policy decisions,” he notes. The COVID-19 pandemic highlighted specific challenges for NICD, so there is now an impetus to develop vaccines and reagents within the country. Internal development would certainly mitigate SA’s increasing vulnerability regarding sourcing materials. “As famously quoted by Louis Pasteur, “chance favours the prepared mind”, but the COVID-19 pandemic caught us out. We were busy preparing for the flu, and then this blindsided us. Being sensitive and aware of what is happening in one’s environment using data is underestimated. “To gain a level of preparedness, we need to be agile around diagnostics, rapidly scale up and respond to it, and utilise data. We learned many lessons

from the COVID-19 pandemic in terms of integrating and reporting data,” Puren acknowledges.

RESEARCH, REPORT, AND RESPOND One of the major projects NICD is undertaking is integrated disease reporting. Through a laboratory network in NHLS, the disease surveillance warehouse is critical in

“HIV SURVEILLANCE AND ANTIMICROBIAL R E S I S TA N C E I S A V I TA L P A R T O F O U R AC T I V I T I E S . I T I S A M I X T U R E O F I M P L E M E N TAT I O N S C I E N C E , B L U E S K I E S R E S E A R C H , A N D S U R V E I L L A N C E AT T H E INSTITUTION’S CORE” – A D R I A N P U R E N , E X E C U T I V E D I R E C T O R , N AT I O N A L I N S T I T U T E FOR COMMUNICABLE DISEASES

Cancer Surveillance Workshop, 22nd August 2023

Fungal Awareness Day at Sandringham High School, 19th September 2023

looking at emerging cases. “There are notifiable medical conditions where patterns may change, so the warehouse is a powerful tool which enables us to respond appropriately. Suppose there is a measles or cholera outbreak, as there was recently – in this case, the laboratory network is critical for us to keep tabs on the outbreak, and of course, work with our counterparts

Opening of the RDDC, 9th December 2022

internationally through Africa CDC,” explains Puren. Establishing weekly reporting that scans the horizon means NICD can be alerted to what is happening. For example, a report of increases in legionella cases can determine the implications; similarly, the Nipah virus in India could have repercussions for the population of SA. “We keep track of events using an integrated disease tool; we upload our data and start horizon scanning. The data warehouse is a good example of setting a baseline because some diseases are endemic. They can be severe, but they may be in circulation constantly,” he states. An important investment for NICD is a sequencing core facility. Nextgeneration sequencing has played an important role in identifying variants of concern, as proven during the COVID-19 pandemic because it

NICD CENTRES • EMERGING ZOONOTIC AND PARASITIC DISEASES • ENTERIC DISEASES • HEALTHCARE-ASSOCIATED INFECTIONS, ANTIMICROBIAL RESISTANCE, AND MYCOSES • HIV AND STIs • RESPIRATORY DISEASES AND MENINGITIS • TUBERCULOSIS • VACCINES AND IMMUNOLOGY • PUBLIC HEALTH SURVEILLANCE AND RESPONSE DIVISION • NATIONAL CANCER REGISTRY • TRANSVERSAL FUNCTIONS

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shows what is in circulation and the implications of new variants. “Next-generation sequencing has taken off, and the COVID-19 pandemic has been an example of utilising those data types. Analysing and uploading the data so it becomes part of the broader scientific community and the general population is all about knowing what is in circulation,” Puren elaborates. As the world has seen with mpox, future outbreaks and infectious agents will be subjected to those types of analysis. Although it was a more stable virus, it was still important to show its origins. Additionally, great strides have been made in ensuring that NICD has kept up with different types of technology and equipment. “Across the different centres of the institution, technology is an important area regarding surveillance types. Wastewater surveillance has become essential, especially for polio.

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If the design is appropriate, we can triangulate what we see in wastewater with our clinical data to show whether the data is in sync with early alerts, which the wastewater is supposed to show,” Puren concludes. Indeed, systems and investments are crucial alongside development and rigid approaches for the prevention of and response to communicable disease outbreaks and epidemics. NICD prides itself on having the only Biosafety Level 4 containment facility in Africa. The return on investment from such a facility for SA and the African continent is tangible.

NATIONAL INSTITUTE FOR COMMUNICABLE DISEASES Tel: +27 11 386 6400 www.nicd.ac.za Africa Outlook Issue 104 | 133

I N N OVAT I N G H E A LT H I E R POSSIBILITIES The future of healthcare is changing, and GE Healthcare is paving the way by advancing personalised, connected, and compassionate medical care while simplifying the patient journey Writer: Lauren Kania | Project Manager: Cameron Lawrence

nly 16 years after the patenting of Thomas Edison’s light bulb, his colleague and General Electric (GE) co-Founder, Elihu Thomson, modified the electric lamp technology to develop an early X-ray machine that enabled doctors to diagnose bone fractures and locate foreign objects in a patient’s body for the first time. Today, GE Healthcare now boasts over 50,000 employees across 160 countries, with African offices in the likes of Algeria, Ivory Coast, South Africa, Egypt, Kenya, and more. The company operates at the centre of an ecosystem that actively works towards precision health, digitising healthcare, helping drive productivity, and improving outcomes for patients, providers, health systems, and researchers in Africa and around the world. With a long and storied history of innovation, GE Healthcare has served patients and providers for more than 100 years and currently makes everything from magnetic resonance

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imaging (MRI) machines to 4D ultrasound scanners, super-resolution microscopes, and bioreactors. Proud to be a stand-alone company, GE Healthcare is an undeniable leader in care provision, infusing forwardthinking strategies with patientfocused technologies to enable better care. It is dedicated to providing integrated solutions that ultimately make hospitals more efficient, clinicians more effective, therapies more precise, and patients healthier. GE Healthcare’s vast portfolio of solutions addresses the biggest challenges facing the healthcare industry today, including helping to provide better outcomes and improve productivity. Ultimately, these qualities foster a community of strong trust, loyalty, and partnership with the organisation’s global customer base. The company is constantly rising to the challenge of building a world that works, bringing forth an era of more precise, connected, and compassionate care for all.

GE HEALTHCARE HEALTHCARE

Africa Outlook Issue 104 | 135

GE HEALTHCARE HEALTHCARE

INNOVATING ACROSS THE WORLD With the aim of providing a broad array of healthcare tools and technologies to the largest number of people possible and a promise to differentially impact underserved populations, GE Healthcare is focused and passionate about making a difference and breaking down barriers to transform today’s personal challenges into tomorrow’s breakthrough solutions. Partnering with customers to fulfil healthcare’s greatest potential through ground-breaking medical technology, intelligent and connected devices, and care solutions, GE Healthcare knows that better tools enable better patient care in the long run. As a leader in digital healthcare innovation, along with being one of the world’s top three medical technology companies, the organisation works diligently to

“ W E W O R K T O D E V E L O P, M A N U FA C T U R E , A N D M A R K E T A B R OA D P O RT FO L I O OF PRODUCTS, SERVICES, AND C O M P L E M E N TA R Y D I G I TA L S O L U T I O N S U S E D I N T H E D I A G N O S I S , T R E AT M E N T, A N D M O N I T O R I N G O F P AT I E N T S ” – G E H E A LT H C A R E

produce complex technology that simplifies healthcare. Whether it’s pin-sharp imagery that provides confidence for physicians, or digitally-led solutions that change how healthcare is delivered around the world, the company’s machines, software, and people make a genuine difference and never lose sight of what healthcare really needs – a human touch. In Africa and beyond, millions of people every day feel the beneficial impact of GE Healthcare’s intelligent

devices, advanced analytics, and artificial intelligence (AI). Paving the way as a global medical technology and digital solutions innovator, the organisation enables clinicians to make faster, more informed decisions through intelligent devices, data analytics, applications, and services, all supported by its Edison intelligence platform. By embracing creativity, acting boldly, and unlocking endless possibilities, GE Healthcare is creating a world where healthcare has no limits.

GE HEALTHCARE HEALTHCARE

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CARBON ROADMAP As evident through all of GE Healthcare’s time-tested and steadfast work, it dreams big to deliver an accessible future for healthcare, including in Africa. This dream includes upholding a spirit of integrity and prioritising sustainability in all decisions made and steps taken. From safety and environmental stewardship to human rights and investment in local communities, GE Healthcare is dedicated to building a healthier environment where everyone can thrive. Specifically, climate actions are an integral part of the company’s mission to improve outcomes for patients, healthcare providers, and researchers around the world, and GE Healthcare is steadfast in the belief that it is the organisation’s responsibility to intensify its actions to further reduce emissions. This is especially important in Africa, a continent that is highly

GE HEALTHCARE STRATEGIC PILLARS: PRECISION INNOVATION: Delivering better outcomes at better costs along the connected care pathways, through the digitalisation of healthcare. GROWTH ACCELERATION: Growth in revenue streams by strengthening and developing its commercial capabilities and product leadership. BUSINESS OPTIMISATION: Operational efficiencies, sustainable margin expansion, and strong cash flow by focusing on optimisation. PEOPLE, PATIENTS, AND CULTURE: Optimising its people and the way it works to serve customers.

vulnerable to the impacts of climate change. With the growing threat of climate change, systemic inequality, and global health disparities in Africa and indeed worldwide, the company

recognises that following through on its sustainability goals has never been more essential than right now. GE Healthcare is looking to enable earlier, better, and faster diagnostics and treatment for people Africa Outlook Issue 104 | 137

GE HEALTHCARE HEALTHCARE

in need while reducing, or ideally even eliminating, its impact on the environment. To date, the company has made significant progress on these goals. GE Healthcare has seen a 27 percent reduction in operational greenhouse gas (GHG) emissions since 2019, directly in line with its near-term goal to reduce Scope 1 and 2 emissions by 50 percent by 2030 and achieve net zero by 2050. The company has also introduced the GoldSeal circularity programme, which has reused and recycled 5.15 million kilogrammes (kg) of material from 6,700 recovered machines. These environmental, social, and corporate governance (ESG) considerations are central to the GE Healthcare vision, and the company is embedding sustainable principles into the core of the business as it seeks to create a more sustainable and healthier world.

THE PEOPLE OF GE HEALTHCARE GE Healthcare highlights the progression of diversity, equity, and inclusion within its company and for its people. It is strong in its belief that every voice makes a difference, which builds a healthier world. By embracing these diverse perspectives, GE Healthcare is ultimately better equipped to help improve lives in the moments that matter. It intentionally uses the word colleague when speaking about its many employees in order to reinforce a more team-based and less hierarchical culture. This desire for an inclusive and supportive work culture is furthered by its recent installation of a Chief Diversity, Equity, and Inclusion (DEI) Officer, a set of cultural operating principles that is designed to serve,

guide, and inspire GE Healthcare’s people, and a supplier diversity council to integrate diversity into its supplier selection process. Advancing new cultural operating principles is not just about programmes and initiatives, and GE Healthcare is well aware of this. So much so, that it has recently initiated a transformation in its culture via a multi-year, phased, and integrated change process. This process was formed to align awareness and understanding at all levels of the company to drive the adoption of the new principles and to foster the new culture across the entire company ecosystem. Ultimately, GE Healthcare recognises that to shape a culture of equity and inclusion, driving thoughtful engagement of all colleagues is of the utmost importance and that people are at the centre of all positive change.

GE HEALTHCARE OFFICES IN AFRICA: • ALGERIA • IVORY COAST • SOUTH AFRICA • EGYPT • KENYA • TUNISIA • GHANA • NIGERIA

DELIVERING THE FUTURE OF HEALTHCARE Impacting the lives of billions around the globe, many of which live in Africa, is a responsibility that GE Healthcare takes very seriously. With the ultimate goal of expanding access to care, the company believes that the advancement of precision health, greater digitisation of healthcare, and increasing access to quality care are all essential to accomplish this goal. GE Healthcare plays a critical role in helping healthcare systems and governments improve accessibility and outcomes for every patient by leading with a lean mindset. This mindset is how the company executes its strategy, aligns its priorities, and runs its business. GE Healthcare simplifies the complex, eliminates waste, and solves problems with speed and agility while being dedicated to safety and quality

to deliver on its commitments to patients, customers, and stockholders. The company is firm in its belief that everyone it interacts with, from patients and providers to colleagues and customers, deserves the absolute best and to be heard with an open mind. GE Healthcare, in partnership with its global supplier network, strives to conduct business ethically, responsibly, and with integrity in order to deliver the highest quality products for the many patients in Africa and across the world who rely upon its services. With the company’s extensive history of innovating and setting the standards of healthcare, GE Healthcare has spearheaded the future of the industry, and today its dedicated team, leading technologies, and global reach help the world work more efficiently, reliably, and safely. Africa Outlook Issue 104 | 139

COMMITTED TO T H E CONTINENT Sowing the seeds of a more sustainable future, OCP Africa is transforming the agriculture industry one crop at a time. We dig through the company’s inspirational story with Country Manager, Oluwatoba Asana, and Chief Operating Officer and Senior Vice President (East Africa), Mohamed Hettiti Writer: Ed Budds | Project Manager: Bex Middleton

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OCP AFRICA AGRICULTURE

frica is the land where life began. The continent possesses the unique potential to feed the entire world, but to do so, it requires fertile land and rich soil to produce the right products at the right time. Today, African agriculture is at a transformational moment in its history and finds itself at a time of incredible possibility and promise for farmers and industry players alike. The question of whether Africa can become a world leader in sustainable farming, using local resources to realise the continent’s vast agricultural potential and help feed its growing population, is one which continues to surface year after year.

OCP Africa believes that the answer to this question is a resounding yes. “We are committed to working hand-in-hand with the people who will make this a reality, notably the African smallholder farmers, and enabling them to move from subsistence to a more modern way of farming,” opens Oluwatoba Asana, Country Manager of OCP Africa. As a subsidiary of OCP Group - a leader in plant nutrition and the world’s largest producer of phosphate-based fertilizers – OCP Africa was created in 2016 to contribute to the sustainable development of African agriculture. “We develop fertiliser solutions customised to local conditions, soil and crop needs, and we also work

with partners in many different African governments, non-profits, and private enterprises to connect farmers to the agricultural services, knowledge, and resources they need in order to prosper,” he sets out. Based in Morocco and now boasting a presence in more than 35 countries, as well as 12 subsidiaries and employees representing 17 nationalities, OCP Africa is proud to be a multicultural African company working together with farmers and partners across the continent. “At OCP Africa, we understand the diverse and complex needs of Africa’s soils, and we are committed to offering the right fertiliser products at the right time, in the right place, at the right price,” says Asana.

Wheat production supervision by partners from NCRI

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OCP AFRICA AGRICULTURE

It remains entrenched in the company’s DNA to support smallholder farmers to thrive. As such, OCP Africa has invested heavily in developing strategic partnerships with governments, institutions, experts, and other players in the agricultural field to provide the full range of support farmers need to prosper. “I am very passionate about developing the agricultural sector in Africa and committed to making a positive impact on the continent,” outlines Mohamed Hettiti, Chief Operating Officer and Senior Vice President (East Africa) of OCP Africa and Managing Director of OCP Africa Fertilisers Nigeria Limited. “Agriculture provides us with food, fuel, and fibre, and it plays a vital role in the global economy,” he adds. OCP Africa provides a comprehensive range of services to farmers and supports the robust development of the African

agricultural sector. It has been proven throughout history that one-size-fits-all farming processes and fertiliser systems do not work. It is for this exact reason that OCP Africa is aiming to contribute to the transformation of the agriculture industry.

PUTTING SMALLHOLDER FARMERS FIRST OCP Africa takes an end-to-end ecosystem approach that starts and finishes with the smallholder farmer, whom the company always puts first. “We develop fertiliser solutions customised to local conditions, soil and crop needs,” Hettiti divulges. Smallholder farmers make up 70 percent of sub-Saharan Africa, and the company believes that empowering this population is key to improving agriculture yields and producing enough food to feed the constantly growing population. OCP Africa does this by focusing

AFRICA OUTLOOK: HOW DID YOU FIRST BECOME INTERESTED IN THE AGRICULTURE INDUSTRY? MOHAMED HETTITI, CHIEF OPERATING OFFICER AND SENIOR VICE PRESIDENT (EAST AFRICA): “I became interested in the agricultural industry because I believe it is essential to our survival and well-being. I am also interested in finding solutions to the challenges and opportunities facing the industry today, such as climate change, food security, sustainable agriculture, and turning subsistence farmers into commercial farmers. “I am a seasoned leader with 25 years of experience in the mining and engineering, procurement, and construction (EPC) industries. I have a track record in delivering complex projects, driving growth, and leading teams towards success. “I joined OCP Africa in 2001 and in 2008 I became a Project Manager, responsible for the group’s development programme in the mines before being promoted to Project Director in charge of the slurry pipeline downstream facilities. “In 2018, I was appointed Managing Director of OCP Africa’s subsidiary in Nigeria before being named Senior Vice President for West Africa in 2021. “In September 2023, I was appointed the Chief Operating Officer of OCP Africa and Senior Vice President (East Africa).”

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on four main areas, the first of which is using customised fertilisers, soil nutrient mapping, and agronomic testing. “We invest in soil nutrient mapping and soil and crop management testing, and we develop new customised fertiliser formulas to increase crop yield,” Asana elaborates. So far, more than two and a half million farmers have benefitted from OCP Africa’s programmes and initiatives. Elsewhere, in terms of holistic, farmer-centric support, OCP Africa brings together partners throughout the value chain to provide the full range of support that farmers need to thrive – from skills training and soil testing to accessing financing and insurance. “Regarding AgriTech innovation, we are exploring digital agriculture and other innovations that can increase crop yield and assist farmers with other necessary inputs, services, and marketing tools.” Finally, concerning infrastructure and logistics, OCP Africa is investing heavily in production and logistics, including fertiliser blending and storage facilities in many countries. “We are tremendously excited about what digital agriculture could mean for Africa. We have developed a digital platform, UDONGO, to meet the needs of all stakeholders in the agricultural value chain, hosting many value-added solutions,” Hettiti acclaims enthusiastically.

INVESTING IN THE FUTURE One crucial development for the company arrived when Trade Hub recently awarded a USD$1.4 million co-investment grant to OCP Africa. The hub, funded by the United States Agency for International Development (USAID), aims to help boost specialised fertiliser production in Nigeria to help farmers grow crops on a commercial scale and support food security in the country.

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OCP AFRICA AGRICULTURE

“The co-investment grant has also helped in supporting the installation of modern equipment within the Kaduna fertiliser blending plant facility. The best-in-class blending equipment produces specialised fertilisers that will guarantee bumper harvests for farmers and support food security in the country,” explains Hettiti. “This facility and range of equipment produces various fertiliser blends customised to the needs of rice, maize, soybean, cassava, tomato, and other staple crops grown in Nigeria,” he continues. These specialty blends of fertilisers have been proven to increase farmers’ yields by 50 to 85 percent per hectare depending on the crop, and complement the Nigerian government’s policy to leverage locally available resources in the expansion of food production capabilities. The grant was given in furtherance of USAID’s Feed the Future initiative and its objective to ensure food security in Nigeria.

INNOVATIVE VENTURES Agribooster is a flagship programme for OCP Africa that aims to support smallholder farmers across the continent increase their productivity and incomes. The programme

OCP AFRICA KEY FIGURES USD$43.1 MILLION – Invested in establishing modern blending plants in Nigeria in Kaduna, Ogun and Sokoto states. 37 – Percentage increase in maize yields in Ethiopia due to customised fertilisers. 650,000+ – Farmers benefitted from OCP Africa’s School Lab programme across the continent.

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provides farmers with access to affordable and appropriate fertilisers, as well as training and support on best practices for crop management and soil conservation. The programme is currently operating in 10 African countries and has benefitted over one million farmers since its launch in 2017. The project is important to OCP Africa because it is a key part of the company’s mission to contribute to the sustainable development of African agriculture.

Elsewhere, the Women in Agribooster programme is a targeted initiative within the broader Agribooster programme that aims to empower and support female farmers. “The Women in Agribooster programme is important to OCP Africa because we recognise the important role that women play in African agriculture. It has been established that about half of smallholder farmers are women and they produce 70 percent of Africa’s food, but they do not have access to resources like their male

OCP AFRICA AGRICULTURE

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“ T H E WO M E N I N AG R I B O OST E R P R O G R A M M E I S I M P O R TA N T T O O C P A F R I C A B E C A U S E W E R E C O G N I S E T H E I M P O R TA N T R O L E T H AT W O M E N P L AY I N A F R I C A N A G R I C U LT U R E ” – O L U WAT O B A A S A N A , C O U N T R Y M A N A G E R , O C P A F R I C A

counterparts,” Hettiti outlines. The initiative intends to address the gender gap in agriculture and promote gender equality in the African food system.

FARM AND FORTUNE Farm and Fortune is a Nigerian agricultural talk show that was launched in 2020 by OCP Africa at the height of the COVID-19 pandemic. The show is currently in its fourth season and is hosted by Helen Paul and Frank Donga.

“The show features interviews with farmers, entrepreneurs, experts, and other stakeholders in the agricultural sector. Farm and Fortune aims to promote agriculture as a viable business and inspire young people to become farmers and agripreneurs,” Hettiti reveals. “It also features segments on the latest agricultural technologies and innovations. The show is a valuable resource for anyone interested in learning more about agriculture in Nigeria.”

This year, OCP Africa has introduced a new bootcamp segment –#NextGenFarmers – aimed at engaging students who are agriculture enthusiasts and their teachers from secondary schools across Nigeria in an interactive programme that promotes innovation, problem-solving, and critical thinking. The bootcamp has allowed students to showcase their ideas, propose solutions to real-world challenges, and collaborate on agricultural advancements. Africa Outlook Issue 104 | 145

OCP AFRICA AGRICULTURE

OCP SCHOOL LAB Across the continent, OCP Africa is working relentlessly to bring together partners throughout the value chain to provide the full range of support that farmers need to thrive. “One prime example is our School Lab programme. The school lab is a mobile soil laboratory that travels to meet the farmers, helps them test their soil, then makes fertiliser application recommendations for their soil and crop mix for free,” Asana explains. The school lab has already helped more than 650,000 farmers across Kenya, Nigeria, Togo, Burkina Faso, Ghana, Tanzania, Senegal, Rwanda, and Ivory Coast, and OCP Africa hopes to reach half a million within the next three years. In cooperation with the International Center for Research in Agroforestry and CGIAR, OCP Africa’s School Lab programme also helps The school lab is a mobile soil laboratory that travels around the farming community, helping farmers test and analyse their soil

raise awareness of the importance of soil testing by providing demonstrations with SoilCares technology. The mobile laboratory goes to most remote areas during two to three defined campaigns, each lasting from six to 10 weeks when the vehicle is continuously on the road. “Every day, the project stops in a new village to meet with smallholder farmers. The programme offers free live soil testing to between 30 and 50 key opinion leaders who have been pre-identified with the help of local institutions, but also from live training sessions for farmers from the surrounding area,” he maps out. This innovative programme aims to increase the strategic crop yields and incomes of smallholder farmers by offering interactive training sessions with live demos on good agricultural practices (GAP) and animated videos for higher impact.

UTILISING A FERTILE ENVIRONMENT Today, fertiliser use in Africa is much lower than it should be – the average amount used in sub-Saharan Africa is only 16 kilogrammes per hectare (kg/ ha), compared to the global average of 138 kg/ha. The logical and measured use of fertilisers is the only way to substantially increase crop yields per ha, thus limiting the expansion of agricultural land at the expense of already depleted forests. When applied correctly by OCP Africa, fertiliser helps to maximise short-term land use and, even more importantly, preserve it in the long term. Developing customised products requires a deep understanding of the soil, crops, and the farmer’s practices; in this way, OCP Africa’s approach is based on several detailed levels of information. “Firstly, we carry out an in-depth

Fertiliser Blending Plant in Ogun State

An agripromoter redistributing fertilisers to farming communities

Supporting wheat production in Nigeria

Quality Control Lab at the Kaduna Blending Plant

“ W E U N D E R S TA N D T H E D I V E R S E A N D C O M P L E X N E E D S O F A F R I C A’ S S O I L S , A N D W E R E M A I N CO M M I T T E D TO O F F E R I N G FA R M E R S T H E R I G H T F E R T I L I S E R P R O D U C T S AT T H E R I G H T T I M E , I N T H E R I G H T P L A C E , AT THE RIGHT PRICE” – O L U WAT O B A A S A N A , C O U N T R Y M A N A G E R , O C P A F R I C A

assessment of soil and crop response, which includes soil analysis to get fertility data of strategical and targeted regions, on-site field trials testing the crop response of developed fertilisers, and partnerships with local research and agronomy institutes to facilitate the dissemination of our results,” details Asana. Using an in-depth assessment of current agronomic practices, the company also engages in several partnerships to collect macro

information on individual farmers and their environment. The aim is to develop adaptable, affordable, and scalable solutions for farmers. Additionally, OCP Africa utilises geospatial technologies for developing nutrient management platforms. The company frequently deploys satellite imagery and geospatial data to enhance the quality of its results and help make decisions about the development of new formulas. “The geospatial tools are important

for developing digital soil mapping (DSM) related to soil fertility and yield forecasts,” Asana acclaims. Finally, OCP Africa carries out field trial programmes in Africa to address crop production issues that limit increased and sustained crop yields and smallholder farmers’ income. These field trials are designed and implemented to determine the best inputs that can be offered to smallholder farmers depending on their country, crops, and agroecological specificities. It is this level of care and attention that OCP Africa prioritises giving towards critical industry players, such as the continent’s farmers, that will prove most crucial in helping Africa reach its agricultural potential.

OCP AFRICA communication@ocpafrica.com / contact@ocpafrica.com

www.ocpafrica.com Africa Outlook Issue 104 | 147

THE FINAL WORD To round off each issue, we ask our contributing business leaders for their views on the same question

What does good leadership look like to you? Marika Abrahams Project Director, Berman Brothers Group “The company is governed through a staff and people-centred approach, with a flat leadership structure, maintaining respect for all regardless of role, position, or level of skill. We are in the unwavering pursuit of perfection, treating every aspect of a project as if it were our own home. Principles such as honesty, hard work, dedication, and trust are etched into the foundation of Berman Brothers Group and the work that we continue to produce.”

Leo Dlamini Principal Officer and CEO, Bestmed Medical Scheme “To be a good leader, it is important that the brand’s values resonate with your own to ensure 148 | Africa Outlook Issue 104

authentic leadership. You need to make sure that your team is aligned at all times regarding the brand’s philosophy and the organisation’s objectives. You also need a committed and passionate team, as the leader is only as good as their team, and everybody should be aligned. Ultimately, if you become complacent and do not nurture your brand, the culture will inevitably erode.”

Tente Tente Chief Executive, Lesotho Highlands Development Authority “There are specific anchors and tenets of leadership that can increase the chances of success once in place. These, in my view, are ethics, accountability, and compassion. I believe that with the right ethical conduct, it can filter through to the rest of the team and organisation.”

Motooane Thinyane CEO, Letšeng Diamonds “Engaging meaningfully, enabling and giving opportunities, allowing for growth, being transparent, being intentional, giving clarity of purpose, and being situationally adaptable.”

Wynand Smit Managing Director, Isipani Construction “A good leader is someone that can upskill, invest in, and mentor people at a lower level than themselves, to such an extent that they grow as both a person and a leader.”

Are you a CEO/Director interested in telling your story? Contact Africa Outlook now!

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