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EDITORIAL
Head of Editorial: Jack Salter jack.salter@outpb.com
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Welcome to our 108th edition of Africa Outlook magazine.
KFC, the world-famous fried chicken franchise, is present in more than 145 countries and territories around the world, including 24 in Africa.
Spreading its wings on this issue’s front cover is Kuku Foods East Africa, the regional KFC franchisee for Kenya, Uganda, and Rwanda.
Part of Kuku Foods East Africa’s mission is to ensure that KFC and its Finger Lickin’ Good chicken is accessible to as many people as possible in the region.
“We are deeply passionate about the KFC brand and our customers, and strongly believe in supporting regional industry by localising most of our supply chain,” explains Jacques Theunissen, CEO, who highlights how the company and its KFC restaurants are key to accelerating youth employment in the region.
From East Africa to South Africa, NetcarePlus is the new affordable way for people to obtain quality private medical treatment in the country, no matter their backgrounds.
Given that private healthcare is largely accessed by individuals who belong to a medical scheme, the company provides alternative ways to make it a reality for more people.
“We adopted an approach focused on solving the medical needs of people by providing certainty in accessing private healthcare in a cost-effective and straightforward manner,” details Managing Director, Teshlin Akaloo.
In neighbouring Botswana, Maatla Resources is powering the future of energy security and changing the narrative around mining with high-quality coal and sustainable operations.
The company’s mission is to develop the coalfields of Mmamabula, providing a stable energy source while simultaneously fuelling the economy.
“Coal forms an integral part of Africa’s future energy security as it is an abundant, affordable source that needs to be utilised responsibly with existing clean power generation,” says CEO, Jacques Badenhorst.
Elsewhere within this edition, we spotlight KPMG Zambia as the clear choice for financial solutions, B&E International’s premium crushing, mining, and mineral processing services, Syrah Resources’ critical graphite and anode products, and more.
We hope that you enjoy your read.
Jack Salter Head of Editorial, Outlook Publishing
Botswana
The pride of Mozambique
BEAN AND GONE
DUE TO A COCOA SHORTAGE following three years of poor harvests in Ivory Coast and Ghana, the latter is delaying deliveries as the supply crisis worsens. As the world’s second-largest cocoa producer, Ghana has pushed 350,000 tonnes back to the next harvest season.
Halting operations could lead to a global chocolate crisis as prices are set to soar for consumers. Usually, the market is regulated, however in times of scarcity, local dealers often pay farmers a premium to secure beans. Meanwhile, chocolate makers have already raised prices, with retailers in the US charging 11.6 percent more for products compared to 2022.
DIGITAL ROLLOUT ACCELERATES
AIRTEL KENYA HAS made significant strides in expanding its 5G network infrastructure, now covering 39 countries and 285 wards nationwide. With over 690 operational 5G sites, the telco is capitalising on a surge in demand for 5G connectivity, with plans to launch
ECONOMY
DIAMONDS NOT CUTTING IT
DUE TO GLOBAL AND domestic constraints, Botswana’s economy may fall short of the government’s 4.2 percent growth target for this year. In a budget speech in February, Finance Minister, Peggy Serame, projected an increase in GDP; growth was expected to accelerate from 2023 due to an improved performance in the diamond sector.
However, Botswana’s mining industry, dominated by diamonds, is still struggling, reflecting global market conditions. Sales at Debswana Diamond Company, a joint venture between the Southern African country’s government and Anglo American’s De Beers unit, were down 48 percent year-on-year in Q1 2024.
an additional 1,000 sites by the end of the year.
Moreover, Airtel Kenya has highlighted the transformative potential of 5G technology in various sectors, including smart cities, education, healthcare, AgriTech, transportation systems, and entertainment. Indeed, Kenya has witnessed an uptick in 5G adoption in recent years, leading to a major expansion for the company.
FINANCE
A DROP IN CHOICE
PAN-AFRICAN
BROADCASTER
MULTICHOICE has reported a steep loss in subscribers in its key South African and Nigerian markets as the naira continues to slump against the dollar.
Additionally, South Africa, MultiChoice’s biggest market, has grappled with power shortages over the past few years. Meanwhile, the economy barely grew in 2023, and unemployment remained close to a record high.
Despite these challenges, sports content continues to be a robust
GOVERNMENT
INCREASE ELIMINATED
THE KENYAN GOVERNMENT has scrapped tax increases that were initially included in its controversial finance bill after protesters took to the streets in Nairobi.
The tax rises, including levies on cars and bread, are the latest effort by
investment for the platform, with major sporting events bolstering engagement. Furthermore, earnings were rescued by cost-cutting measures that saved the company ZAR1.9 billion. However, this was negated by foreign exchange losses of ZAR4.5 billion, the bulk of which was due to the devaluation of the naira.
President William Ruto’s administration to boost revenue and reduce borrowing, but they have instead triggered widespread opposition. Last year, the government introduced a housing tax and increased contributions to the national insurance scheme, which sparked protests. Moreover, the hikes are currently still being challenged in court.
OIL & GAS
LUBRICATING THE ECONOMY
IVORY COAST EXPECTS to increase its oil output more than threefold by 2027, boosted by recent resource discoveries at the West African nation’s Baleine and Calao offshore fields.
More than USD$15 billion is expected to be invested in the country’s oil sector, which is predicted to grow to an output of around 200,000 barrels per day (bpd) from 60,000 bpd in the next three years.
Eni S.p.A., an Italian multinational energy company, has pledged to invest USD$10 billion in developing the Baleine field, which will happen in three phases, enabling Ivory Coast’s economic growth to be forecast at seven percent between 2024 and 2027.
MANUFACTURING
OPEN FOR BUSINESS
SOUTH AFRICA’S JEWELLERY manufacturing precinct, located inside OR Tambo International Airport’s special economic zone (SEZ), has officially opened its doors. SEZ Precinct 1 has been under construction since 2018. The milestone, which marks the end of the development, was celebrated at an event attended by key government leaders, investors, tenants, and stakeholder partners.
Manufacturing activities also include fresh food production, as the facilities have the capacity to package more than 1,400 products and can employ a large number of people, supporting the country’s objective of creating much-needed job opportunities.
Retail Infrastructure Transformation Across Africa: An Evolution and Revolution
In the dynamic and ever-changing retail landscape, ongoing transformation is a strategic necessity to cater to the primary reality that the customer is king, writes Henry Myburgh, Strategic Key Account Manager at Vertiv Africa
Written by: Henry Myburgh, Strategic Key Account Manager, Vertiv Africa
Retailers must be adaptive to change in order to meet new customer demands.
The intricate interplay of consumer behaviours, driven by the unstoppable surge of the digital revolution and accelerated by global events such as the COVID-19 pandemic, has highlighted the need for a comprehensive re-evaluation of IT infrastructure, including power sources.
However, the ongoing evaluation of IT infrastructure takes place in a landscape characterised by intricacies and challenges.
Across Africa, retailers face unique complications, in that they are required to deal with issues such as erratic power supplies and IT infrastructure levels that are often less developed than in other parts of the globe.
NAVIGATING THE DIGITAL REVOLUTION
The foundation of the retail sector is shifting as consumers continue to embrace digital platforms.
The impact of the pandemic significantly sped up this process, pushing retailers to adapt to online
models to meet consumer demands far more quickly than had been previously planned. However, this move is not just a reaction to events such as the pandemic; it reflects a broader trend in consumer behaviour as people enjoy the speed and convenience of online shopping.
Success in the retail environment hinges on retailers’ ability to blend short-term responsiveness with a visionary outlook, ensuring that while continuing to meet today’s needs, they also keep adapting to the digital trends shaping the future of retail.
The achievement of consistency across diverse channels is central to the success of businesses in the sector. The line between online and offline experiences continues to blur, necessitating a seamless transition between virtual and physical interactions with brands. In addition, the optimisation of systems, streamlined logistics, and maintaining
consistent stock levels all emerge as integral components of a positive and consistent customer experience.
THE DIGITALISATION OF RETAIL ACROSS AFRICA
Technology in the retail space provides a competitive advantage for successful business. However, it requires a robust infrastructure platform to enable resilience to failure, cost efficiency in operation, efficacy in delivery, and agility to adapt.
In African markets – from Lagos to Nairobi, Cairo, and Casablanca – the numerous traditional trade outlets remain the biggest segment in most markets across the continent. As a result of structural and infrastructure challenges such as the absence of modern malls, transportation issues, currency fluctuations, and unreliable electricity supply, traditional retailers
continue to be an integral part of the retail landscape. South Africa remains an exception, with a large and developed modern retail sector that contributes more than 65 percent of the country’s consumer goods sales.
According to market intelligence and advisory centre, 6Wresearch, the African retail and wholesale market size is expected to see significant growth between 2022 and 2028, whilst a report by the Boston Consulting Group (BCG) states that African consumers on average continue to buy more than 70 percent of their food, beverages, and personal care products from the continent’s 2.5 million+ small, independent shops.
It can thus be seen that the digitalisation of traditional markets across Africa suggests strong business and growth opportunities.
However, despite its popularity and resilience, traditional retail in Africa faces many challenges, including the expansion of modern retail, the rise of e-commerce, and changes in consumer behaviour. In response to such challenges, a growing portion of traditional shops are slowly adopting digital retail services.
According to BCG, the proportion of retailers in Kenya offering remote ordering rose from 27 percent in early 2019 to 39 percent in late 2021. As the informal retail sector adopts more technological solutions, technology can play a crucial role in digitalising traditional retailers with innovative solutions to resolve bottlenecks and accelerate transformation.
REGULATORY CHALLENGES AND ENVIRONMENTAL CONSIDERATIONS
Compliance with local and international environmental regulations further amplifies the intricacies of retail processes –retailers must navigate a complex landscape of rules and standards while striving to build efficient and resilient
infrastructure.
African companies are also required to assess the regulatory impact on their systems and processes, including distribution regulations and transport bands. For example, in some countries on the continent, companies are not permitted to distribute products directly to their outlet base if they don’t have a manufacturing facility.
Ongoing success for retailers demands not only an acute understanding of the current regulatory landscape but also an ability to strategically position infrastructure in alignment with emerging environmental standards and the latest technology innovations. This dual focus ensures compliance as well as a resilient and forwardlooking foundation capable of withstanding all regulatory changes that might lie ahead.
A MUST-HAVE FOR RETAILERS
According to the Associated Press, many of Africa’s cities have erratic electricity supplies, while large parts of the continent’s rural areas have no power at all.
As reported in 2021, 43 percent of Africans (about 600 million people) lacked access to electricity, with 590 million residing in sub-Saharan Africa, according to the International Energy Agency.
Energy experts warn that the electricity shortages that plague many of African countries are a serious drain on the continent’s economic growth. The Associated Press adds that in recent years, South Africa’s power generation has become inadequate to the point that the continent’s most developed economy has been forced to cope, at various times, with rolling power blackouts of up to eight to 10 hours per day, implemented to prevent the South African electricity grid from a total collapse.
As reported by the Daily Investor, load-shedding in South Africa affects
retailers in many ways, such as lower foot traffic and increased retailer operating costs as many businesses have had to spend millions monthly on diesel to power their generators. In addition, food retailers have been particularly affected by load-shedding, as unlike clothing or furniture retailers, they must keep fridges and freezers running during power cuts.
An uninterruptible power supply (UPS) is not only needed in the case of a power failure – it can help a retail business to be more efficient with the monitoring and predictive maintenance it offers. Additionally, the type of UPS and battery backup required depends greatly on the devices and applications it is supporting.
STRATEGIC PLANNING FOR LONG-TERM RESILIENCE
At the core of future-proofing retail infrastructure lies strategic, long-term planning.
The evolving retail landscape demands not just adaptability to current challenges but a proactive stance towards emerging trends. Scalable solutions that flexibly accommodate future requirements, coupled with a comprehensive understanding of regional and global dynamics, are essential for resilience in the face of uncertainty and change.
Providers of critical infrastructure solutions play a pivotal role in empowering retailers for the digital age. Beyond being solution providers, they must also be strategic
partners committed to delivering the continuous availability, reliability, and efficiency of essential elements in evolving retail settings.
Partners with a comprehensive approach – from innovation and design to manufacturing and ongoing support – will provide a seamless and efficient experience throughout the infrastructure life cycle.
Close collaboration with retailers to craft bespoke strategies that align with their unique requirements, such as the meticulous creation of comprehensive data profiles for each customer type, will make a critical difference. This empowers retailers to gain invaluable insights and make informed, datadriven decisions to propel their businesses forward.
FIT FOR THE FUTURE
The retail landscape, characterised by perpetual change, demands a proactive approach from retailers. It’s not enough to react to current challenges; retailers must envision and enact infrastructure capable of navigating the uncertainties that lie ahead.
The journey towards implementing the right infrastructure is not a one-time event; it’s an enduring commitment which involves creating a resilient and adaptable IT infrastructure that can withstand disruptions while also leveraging emerging opportunities and harnessing the power of digital infrastructure partners.
Through this ongoing commitment, retailers can position themselves
as trusted partners in the present retail ecosystem as well as architects shaping a brighter, more sustainable future for the entire industry.
Therefore, to survive and thrive, retailers must embrace a continuous journey of evolution by ensuring that their infrastructure responds to current needs, while also anticipating the transformative trends shaping the retail industry of tomorrow.
Retail infrastructure should be more than a swift adaptation to immediate needs; retailers are also required to look ahead, consider formidable existing challenges, and navigate change armed with foresight and strategic acumen.
ABOUT THE EXPERT
Henry Myburgh is a skilled and dynamic individual with over 22 years of experience in the field of IT. Myburgh has extensive expertise in commercial, industrial, and enterprise markets, with specialised knowledge in hydrogen production, data centre infrastructure, modular datacentre environments, commercial, industrial and mining markets, and more.
A BUZZ AROUND ACCESSIBILITY
Accessible digital currency wallet, Centbee, securely facilitates instant transactions between users. Lorien Gamaroff, CEO, explains how the company is able to offer hassle-free, low-cost, and global payments by leveraging the Bitcoin Satoshi Vision blockchain
Writer: Lily Sawyer
Centbee is a digital currency wallet designed to enable its users to buy, spend, and send digital cash with ease across the globe.
“It offers a simple, user-friendly interface, which means the software
is accessible to everyone, even those new to digital currencies,” introduces Lorien Gamaroff, CEO.
Established in 2016, Centbee’s consumer offering today is more than just a digital wallet – it’s a social network for money.
“OUR SERVICES ARE TAILORED TO MEET THE NEEDS OF AFRICAN USERS, PROVIDING A RELIABLE AND CONVENIENT WAY TO HANDLE DIGITAL CASH IN A REGION WHERE TRADITIONAL BANKING CAN BE LESS ACCESSIBLE”
-LORIEN GAMAROFF, CEO, CENTBEE
The ability to connect with friends, family, and fellow users makes it easier than ever for people to send and receive money within their social circles.
“The app’s social aspect turns everyday spending into a more interactive and engaging experience, adding virality through chatting and social interaction,” Gamaroff adds.
Centbee utilises the Bitcoin Satoshi Vision (BSV) blockchain as its primary currency, providing a secure and efficient platform for transactions whilst ensuring users can send and receive money quickly and with
minimal fees.
By leveraging the BSV blockchain to enable low-cost, global, and instant payments, Centbee presents itself as an ideal choice for international and everyday transactions alike.
AHEAD OF THE CURVE
As a currency platform with a difference, Centbee stands out from the competition with features like Chat Pay, e-gift shopping, cashback, and rewards.
money directly through chat messages, making transactions quick and convenient, whilst the e-gift shopping feature enables digital vouchers to be purchased from a variety of global retailers.
Chat Pay allows users to send
“Additionally, Centbee rewards users with cashback through its Honey Rewards system, which adds a fun and rewarding element to spending and saving,” Gamaroff outlines.
Centbee also offers group chats and the ability to send money to whole groups, making it easier for friends and family to
CENTBEE’S REVENUE SOURCES
In the interest of its users, Centbee seeks to implement transparency across its business model. As such, the company shares where and how it generates revenue through three main channels:
1. Fees on digital gift cards – Every time a user purchases a digital gift card, Centbee earns a fee.
2. Fees on sending money to fiat bank accounts – When users transfer money to traditional bank accounts, a small fee is charged.
3. Top-ups – Users can top up their Centbee wallets using various methods, with a fee applied to these transactions.
manage shared expenses.
Another of Centbee’s key features is its ability to send money directly to bank accounts, mobile money, and cash collection points, providing flexibility and convenience for all users.
“Our gamification system also incentivises users to engage with the wallet and refer friends, enhancing user interaction and growth,” he adds.
A DIGITALLY INCLINED DEMOGRAPHIC
As the international prevalence of digital currencies continues to grow, Centbee focuses its product offering primarily on two key emerging segments.
Firstly, the company has a strong focus on the youth market, specifically targeting people between the ages of 16 and 25.
“Our app is designed to be engaging and easy to use, appealing to younger users who are likely to
be tech savvy and social mediaoriented,” Gamaroff points out.
As such, to appeal to this demographic, Centbee aims to make digital cash transactions fun and interactive.
Secondly, as the prevalence of mobile money continues to grow in the country, Centbee has a strong focus on Africa.
“Our services are tailored to meet
the needs of African users, providing a reliable and convenient way to handle digital cash in a region where traditional banking can be less accessible.”
By customising its technology for use by African audiences, Centbee addresses limitations and high fees often placed on international monetary transactions in the country by banks and third parties.
“OUR GOAL IS TO MAKE DIGITAL CASH ACCESSIBLE AND ENJOYABLE FOR EVERYONE”
-LORIEN GAMAROFF, CEO, CENTBEE
“We aspire to become the WeChat of Africa by seamlessly integrating social and financial services,” he prides.
COINING A LEGACY
In line with the company’s international ethos and the importance it places on accessibility, Centbee accepts a range of local currencies through partnerships with numerous payment providers across different countries.
“These partnerships enable seamless integration with local banking systems, allowing users to easily convert and use digital cash in their local currency,” Gamaroff explains.
In addition, the company is excited to announce that the app will soon be adding a USD stablecoin to its wallet.
This currency is intended to provide users with a stable and reliable digital currency option in addition to the BSV blockchain, making it even easier to manage their finances and conduct transactions.
This comes at a time when stablecoins, a burgeoning class of digital currency, are rising in popularity due to their comparatively less volatile nature.
FINANCING THE FUTURE
As it continues to evolve, Centbee is engaging in various projects, such as its integration with leading retailers
for its e-gift shopping feature.
“This is one of our standout projects, as it allows users to spend their digital cash with major international stores and brands,” Gamaroff comments.
Additionally, Centbee is investing in expanding its network of payment providers to enhance the company’s global reach and offer more options to its users.
Going forward, the company’s key priorities include expanding its user base, enhancing in-app features, and forging new partnerships with retailers and payment providers for the rest of 2024 and beyond.
“Ultimately, we aim to make Centbee the go-to digital wallet for everyday transactions and social payments,” he asserts.
As a company that is constantly innovating to improve its user experience, Centbee strives to continually add value to its services.
“In short, our goal is to make digital cash accessible and enjoyable for everyone,” Gamaroff concludes.
CENTBEE
Tel: +27 87 094 0995
support@centbee.com centbee.com
MORE THAN JUST CIDER
With a journey that begins in South African soil and ends with all-natural cider, Larry Whitfield, Founder of Loxtonia Cider, shares how the family-owned business produces delicious and sustainable cider while still remaining true to the farm’s roots
Writer: Lauren Kania
Cider is an ancient beverage with a global and intrepid history.
The first recorded reference to the drink stems from Julius Caesar’s initial attempt to invade Britain in 55 BCE, where he stumbled across the Celtic people fermenting crabapples.
From that initial taste, which was perhaps quite bitter by today’s standards, the drink was adopted around the world and slowly interpreted through different cultural lenses until it became the beloved beverage served in pubs and grocery stores.
The different tastes and flavours that are celebrated today are the result of over 5,000 years of cider
production.
One such example of perfecting the cider-making experience is Loxtonia Cider (Loxtonia). Situated in the heart of the Western Cape farmlands in a lush valley known for producing the finest deciduous fruit in South Africa, Loxtonia is a premium cider brand made from only the highest-quality apples grown and juiced in the worldrenowned Ceres Valley.
Owned by the Whitfield family since 1990, it has been a sustainable leader in the agricultural industry for over three decades, with cider as the farm’s latest venture, which it launched into the South African market in October 2018.
“Our cider journey began in 2013 at Loxtonia Farm, our family-run farmstead, when we identified a market need for a premium ‘orchard to bottle’ cider,” introduces Founder, Larry Whitfield.
“After extensive research on apple cultivar blending and learning from various cider-making regions, we named our product after our home and farm – Loxtonia!”
With a range that includes 13 different cider products with a variety of flavour profiles, the farm is adamant in its belief that the perfect cider can be found in the natural nutrients delivered by its soil, water, and the Ceres Valley sunshine.
“Our ciders reflect our family’s dedication to quality and environmental sustainability. We take pride in Loxtonia’s heritage and recognise our responsibility to produce a delicious product that is also kind to the planet,” prides Whitfield.
FROM ORCHARD TO BOTTLE
The farm’s ‘orchard to bottle’ philosophy is at the core of everything it does, meaning the apples are handpicked from its very own orchards, pressed, fermented, and thereafter bottled with no artificial interference, resulting in a premium apple cider.
Loxtonia believes in bringing to life the true essence of apple cider while capturing the goodness of the magnificent fruit in a bottle.
The utmost care is taken in the orchards to grow and nurture each and every one of the farm’s apple
“OUR CIDERS REFLECT OUR FAMILY’S DEDICATION TO QUALITY AND ENVIRONMENTAL SUSTAINABILITY. WE TAKE
PRIDE IN LOXTONIA’S HERITAGE AND RECOGNISE OUR RESPONSIBILITY TO PRODUCE A DELICIOUS PRODUCT THAT IS ALSO KIND TO THE PLANET”
– LARRY WHITFIELD, FOUNDER, LOXTONIA CIDER
varieties.
All of the ciders are made in the most simple, natural, and carefully thought out way possible. Not only does the farm champion natural ingredients, but its whole production process is run off solar energy and sustainable practices are used throughout.
“We wanted to create a cider that was different to the current offering
in the South African market and one which has sustainability at the forefront,” details Whitfield.
“We use sustainable farming practices, a water-efficient apple press, and leftover apple pulp as fertiliser for the following year’s harvest. We have also used the wood from the box that our apple press was transported in to build the interior of our tasting room.”
EXPERIENCE LOXTONIA CIDER
FIRSTHAND
Tasting Room Experience
Book a tasting experience today and revel in the opportunity to sit back and enjoy breathtaking views of the verdant apple orchards and rolling Ceres Valley with one of Loxtonia’s refreshing ciders.
Cellar Tour Experience
Embark on a truly special journey through the Loxtonia cidery with a cellar tour.
Led by knowledgeable guides who are experts in all things cider, this tour offers customers the opportunity to delve into the art of cider-making, from orchard to bottle, and learn about the company’s innovative processes along the way.
And as a special bonus, guests will be treated to a delightful glass of Loxtonia’s signature MTC to savour as they journey through the cidery.
LOXTONIA CIDER FOOD & BEVERAGE
Loxtonia’s ‘orchard to bottle’ process reduces the farm’s carbon footprint and produces one of the most sustainable products on the market.
Loxtonia’s products are proudly preservative-free, gluten-free, and vegan-friendly. Additionally, the cider is made with zero artificial flavouring, and the farm does not compromise the value of the apple at all by changing the extracted juice in any mechanical or chemical way.
“We are profoundly committed to environmental stewardship and take our responsibility to protect our planet very seriously. Every step of our production process is designed with sustainability in mind, from using the highest quality apples to implementing eco-friendly practices,” expands Whitfield.
NOT YOUR AVERAGE CIDER
Loxtonia is proud to be a family-run enterprise with the values of honesty, commitment, and sustainability embedded into its DNA since the farm’s inception.
“A key aspect of family-owned business culture is the importance of
“WE ARE PROFOUNDLY COMMITTED TO ENVIRONMENTAL STEWARDSHIP AND TAKE OUR RESPONSIBILITY TO PROTECT OUR PLANET VERY SERIOUSLY. EVERY STEP OF OUR PRODUCTION PROCESS IS DESIGNED WITH SUSTAINABILITY IN MIND, FROM USING
THE HIGHEST QUALITY APPLES TO IMPLEMENTING ECO-FRIENDLY PRACTICES”
– LARRY WHITFIELD, FOUNDER, LOXTONIA CIDER
LOXTONIA CIDER
family values and traditions. These shape the way the business is run and how we interact with each other and with employees,” explains Whitfield.
“It is a great privilege to work alongside my daughter, Alexandra. We’ve had the joy of watching our brand come to life and have experienced significant success over the past few years.”
Not only has the Loxtonia brand taken off, but the cidery has received numerous accolades over the years, including the Supreme Champion award at the International Cider Challenge (ICC) for its Blush MTC
and winning gold at The Global Cider Masters 2023 for its African Sundowner Apple Cider.
“Our Blush MTC was originally created for Alexandra’s wedding, but we thought we might as well enter it into the ICC, and we ended up being recognised as the best in the world!” excited Whitfield.
Loxtonia truly exemplifies how making what one loves, naturally and sustainably, can result in a passionate success that brings families and communities together for a better, more delicious future.
LOXTONIA CIDER
Tel: 023 004 0930
ali@vanloveren.co.za www.loxtonia.co.za
FARMS OF THE FUTURE
Aquaponics, an advanced aquaculture system, is expected to improve food security and revolutionise farming across Africa. We dig into this exciting new process and evaluate the enormous potential for transforming an entire continent’s agricultural prospects
Writer: Ed Budds
One of the greatest and most urgent challenges facing the world is how to meet the nutritional needs of a growing population that is currently projected to reach 10 billion by 2050.
To meet these ominous additional demands, global food production must identify new ways to increase yields by up to 50 percent.
The vast continent of Africa, with its myriad climates, diverse array of landscapes, and numerous agricultural challenges, is increasingly turning its attention to more innovative and sustainable farming methods in order to enhance and secure the future of its food production for an ever-expanding population.
Increasing pressure on water resources, reduced land water
availability, and concerns over food security have spurred the evolution of many innovative and complex food production processes across the continent.
A transformative and key new agricultural method that continues to gain momentum is the practice of aquaponics, a symbiotic farming system that innovatively combines aquaculture (fish farming) and hydroponics (soil-less plant cultivation).
Promising to transform the global farming landscape, this method is uniquely suited to address some of the agricultural challenges experienced across Africa and contribute to a more sustainable and resilient food system.
Aquaponics relies on a mutually
beneficial relationship between fish and plants, which involves the former excreting waste that is then broken down into vital nutrients used by the latter for nourishment.
In return, plants act as natural filters, purifying the water and allowing fish to thrive in a clean and healthy environment.
As such, within this clever closedloop system, water circulates between fish tanks and plant beds, creating a symbiotic relationship and a wholly sustainable agricultural cycle.
TACKLING WATER SCARCITY AND EFFICIENCY
Across Africa, many regions continue to face water scarcity issues, which cause severe complications for traditional farming methods, making these practices far less sustainable.
Climate change is undoubtedly the
primary cause, as the continent must contend with unpredictable weather patterns and events which have left many of its communities grappling with water scarcity, including areas of South Africa, Kenya, Ethiopia, and Somalia.
However, in the face of such environmental turmoil, the revolutionary practice of aquaponics is highly water-efficient, requiring up to 90 percent less water compared to conventional agriculture.
CLIMATE RESILIENCE AND LOCALISED PRODUCTION
Africa is a continent of diverse climates, from arid regions to vast tropical zones, each of which poses unique challenges for traditional farming methods.
However, aquaponics allows for year-round cultivation in controlled
environments, which subsequently mitigates the severe impacts encountered from climate variations.
Now possessing the beneficial ability to set up aquaponics systems in greenhouses or controlled indoor spaces, African farmers hold greater control over temperature, humidity, and other crucial environmental factors, ensuring consistent and reliable yields.
BENEFITS OF AQUAPONICS
• Uses one sixth of the water required to grow eight times more food per acre compared to traditional agriculture.
• All-natural fertiliser is sourced from fish waste.
• No reliance on inorganic and manufactured fertilisers.
• Efficient, sustainable, and highly productive.
• Produces both fish and vegetables.
• Fish are free of growth hormones and antibiotics.
• Vegetables are free from pesticides and herbicides.
• Allows continuous production of food.
• Eliminates the risk of soilborne diseases.
offers the capability of enhancing localised food production by greatly reducing the need for long-distance transportation and minimising the carbon footprint associated with traditional methods of food distribution.
Furthermore, this decentralised approach is empowering communities to produce their own fresh, nutritious food whilst also contributing to food security and decreasing dependence on external sources.
DIVERSIFICATION AND EDUCATION
Across the African continent, smallscale farmers continue to experience
economic uncertainties because of their reliance on a single crop.
Tackling this problem, aquaponics allows for the cultivation of fish and a range of crops simultaneously, helping diversify farmers’ income streams.
As such, by incorporating varying species of fish and a fresh selection of vegetables and herbs, farmers can now access multiple markets, increasing their resilience to potentially harmful market fluctuations.
Implementing the process of aquaponics introduces new, sustainable farming techniques that require comprehensive levels of training and education.
This enables the exciting opportunity for skills development and capacity building in rural African communities, where agricultural, governmental, and non-governmental organisations all now have the chance to play a vital role in providing
training programmes to empower farmers with the knowledge needed to establish and maintain successful aquaponics systems.
Aquaponics farming, therefore, holds exceptional potential for addressing the unique challenges faced within the African agriculture sector.
Improved water efficiency, climate resilience, and the ability to support localised food production
have established this technique as a compelling solution, tailor-made for a continent striving for sustainable and self-reliant agricultural practices.
As awareness grows and support systems are secured, aquaponics holds the exciting potential to emerge as a transformative force in reshaping the future of agriculture in Africa, alongside enhancing food security, economic development, and environmental sustainability.
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EAST AFRICA
HATCHING THE LEADERS OF TOMORROW
Regional KFC franchisee Kuku Foods East Africa is unwaveringly committed to offering exclusively Finger Lickin’ Good chicken for its customers. Jacques Theunissen, CEO, highlights how the company and its KFC restaurants are key to accelerating youth employment in the region
Jacques Theunissen, CEO of KFC’s franchise holder in East Africa, Kuku Foods East Africa (Kuku), has always had a keen interest in the hospitality industry, originally stemming from his weekend job as a waiter at school.
Following the completion of his university degree, Theunissen’s love for the culinary scene drew him to Putney in London, where he worked as a restaurant manager.
However, in a turn of events, the owner of the establishment he worked at in his younger years asked if he wanted to buy the restaurant from him. After consulting his father, Theunissen accepted the offer, marking a new chapter in his career.
“My passion continued to grow as the days progressed. I worked seven days a week, 365 days a year. Subsequently, I franchised the business and opened another two restaurants,” Theunissen opens.
After exiting the company, he was invited to take up the position of Area Manager with KFC in Cape Town, South Africa, where he jumped at the opportunity to work with such a significant brand in the global quick service restaurant (QSR) space.
After five years in this role, Theunissen briefly transferred to another company where his passion for the African food and beverage industry truly blossomed, before finally returning to the internationally beloved chicken restaurateurs.
“I went back to KFC as I realised that it was the only brand for me. I have been in the restaurant business my whole working life and I love it more every day. It is an industry that in
many ways is looked down upon in the corporate world, but very few realise the actual impact we make on the ground,” he notes.
BUILT ON PEOPLE
Theunissen’s love for the brand means he is ideally positioned at the helm of Kuku, the KFC franchisee for Kenya, Uganda, and Rwanda.
Since opening its first restaurant in Junction Mall, Kenya, in 2011, the business has grown substantially to now own and operate 55 KFC locations across East Africa, with big ambitions to continue expanding the brand in the years to come.
As a company built on people, Kuku currently employs over 1,300 individuals across the region who are the secret to its success.
“Kuku is a high-performance business, driven by our heart-led culture. We are deeply passionate about the KFC brand and our
customers, and strongly believe in supporting regional industry by localising most of our supply chain,” Theunissen explains.
In line with this commitment, the company is in the process of delivering delectable chicken meals in six to eight new restaurants over the coming year.
Kuku prioritises local recruitment when opening a new restaurant, aiming to create 20 to 30 direct jobs alongside several indirect roles with its local suppliers as demand increases.
“It is part of our mission to ensure that KFC is accessible to as many people as possible in the regions where we operate, as everyone deserves
to experience our Finger Lickin’ Good chicken,” he adds.
Furthermore, Kuku leverages a localised supply chain to ensure the best flavours and adherence to food safety standards across its restaurants. This is a key contributor to its growth as partnering with local contractors positively impacts the business from a working capital perspective, whilst also mitigating the volatility of local currencies, making significant contributions to the economies in which it operates.
Food safety is a non-negotiable factor in the business, to the extent that Kuku has numerous systems and checks in place to guarantee that every product served over the counter is completely traceable.
“IT IS PART OF OUR MISSION TO ENSURE THAT KFC IS ACCESSIBLE TO AS MANY PEOPLE AS POSSIBLE IN THE REGIONS WHERE WE OPERATE, AS EVERYONE DESERVES TO EXPERIENCE OUR FINGER LICKIN’ GOOD CHICKEN”
– JACQUES THEUNISSEN, CEO, KUKU FOODS EAST AFRICA
As such, quality is ingrained throughout the company, as evidenced by the several feedback mechanisms in place that alert staff if the quality and safety standards of any food products have been compromised.
RISING STARS
Kuku and the KFC brand have become very important in recent years to the development of East Africa’s growing young workforce, particularly since youth unemployment continues to be an increasing issue in the region.
Consequently, the company is proud that 90 percent of its workforce is below the age of 30, whilst many of those in management roles have developed from team member positions.
This is a personal win for Theunissen, as many individuals have progressed to find themselves running restaurants, areas, or even entire KFC country divisions.
“I am a big believer in the idea that you cannot tell someone how to do something if you have not done it
Absolutely Chicken!
Rahim Manji, Executive Director
of HMH-Kuku provides us with an insight into his role and shares how despite the crowded market, the company continues to flourish
Briefly introduce us to HMH-Kuku.
HMH Kuku Ltd is the parent company of the Yo Kuku! and Yo Kuku! Feeds brands, established in Uganda in 2011 and commissioned by H.E President Museveni in 2013. It is a joint venture company limited by shares between Ugandanowned Hudani Manji Holdings Ltd (HMH) and Africa Poultry Development (APD) Limited. The vertically integrated business employs close
to 700 staff across the broiler farms, feed mill, processing facilities, distribution centre, Kuku shops, and offices, all of whom collaborate closely together. The company’s farms and facilities are in various areas in Kampala and Semuto with its headquarters at Plot 2-10 Hamu Road, Bugolobi, in Kampala.
Yo Kuku! has consistently delivered on its commitment to provide high-quality nutritious and safe processed chicken products to their customers in Uganda and the surrounding region. Our diverse
range of products, including whole chicken such as muchomo, standard, specialties such as drumsticks and thighs, and byproducts such as liver, gizzards, and necks, are all crafted with uncompromising food safety standards in mind.
Over the years, our company has built an impressive customer base that includes global fast-food outlets, hotel and restaurant chains, and leading supermarkets, among others. Some of our customers, such as KFC, expect very high quality and safety standards.
Yo Kuku! has been able to meet these requirements and supply them since they established operations in Uganda. Additionally, we take pride in operating a strong retail footprint of Kuku shops in 10 major towns across the country.
We have also expanded our reach into neighbouring countries supplying distributors in Kenya, South Sudan, and Burundi.
Yo Kuku! Feeds produces chicken feed for both broilers and layers, offering products to cater to the different stages of growth. We operate 20 retail outlets in Kampala, Mukono, Jinja, Mbale, Masaka, Hoima, and Gulu, with multiple distributors and retailers extending our footprint across Uganda.
What are some ongoing or recent projects that you are most interested in showcasing?
We recently completed a new addition to our broiler farms, significantly increasing our production capacity,
Could you tell us more about any environmental initiatives that you have in place?
We share APD’s purpose of ‘enabling shared prosperity through sustainable food production’. This means that from our farms to all our operations, we integrate sustainable practices across the entire value chain to minimise our environmental footprint in food production.
Most notably, HMH Kuku Limited uses environmentally friendly biodegradable material (carton boxes) for its secondary packaging to avoid environmental degradation, and where propylene sacks areused for secondary packaging, they are always reused and recycled before disposal.
Also, our wastewater treatment is purely a natural process and so, friendly to the environment. We use cow dung for wastewater treatment through the natural oxidation ponds, which poses minimal risk to the environment compared to chemical treatment methods.
which will help us continue to satisfy our existing customers and attract new ones.
Additionally, we have upgraded our logistics with new bulk trucks to ensure top-notch cold chain delivery and maintain the high quality of our products in transit.
What, for you, differentiates your business from the competition?
We are the market leader in the supply value chain for chicken and we are channeling strategic moves to ensure that we maintain this position in Uganda. Our broilers are grown and fed on organic feeds made from just maize, sunflower cake, and soya. Consumers are becoming increasingly healthconscious about what they eat and about the inputs that go into what they eat, including chicken. We offer our clients fresh, tasty, tender chicken products, untainted by fish or other unacceptable additives. We are focused on producing the safest and most nutritious chicken products. Our state-of-the-art facilities are accompanied by strict quality standards that are enforced from the arrival of day-old chicks at the farm, to the end processing and delivery of chicken and chicken products to the customer. With a strong retail presence, we ensure our chicken products are easily accessible to all customer segments through our Kuku Shops, as well as through supermarkets, hotels, and restaurants we supply.
Could you tell us about some of the major challenges faced within the industry and the business itself and then detail how these have been overcome?
Fluctuations in the cost of raw materials
particularly the inputs used in making feed, rising global and local inflation, increase in the cost of fuel all directly impact our business and operations. We also continue to contend with political and other barriers to fully develop our export supply chain. We’ve got a highly motivated team that pulls together to find innovative solutions to these challenges.
What are your major future ambitions going forward and how will these goals be achieved?
Plans are in motion to grow our investments in Uganda and support existing export trade. This could be through expanding our broiler farm capacity to meet increasing demand or to enhance our processing and feed production capabilities. When new opportunities arise, we need to be ready to strategically explore the possibilities of expanding our footprint.
What are you most proud of in relation to the company overall?
Celebrating our 10-year anniversary in November 2021 was a significant milestone for us.
Not many businesses reach their fifth year, let alone their tenth. HMH-Kuku is now 13 years old and thriving thanks to the support from our customers, staff, and other stakeholders, who have positioned us as a leader in the dressed chicken market.
During this time, HMH-Kuku has successfully partnered with different players in the poultry industry. Most recently, we have partnered with Africa Poultry Development Limited (APDL), a prominent business conglomerate operating across Zambia, Kenya, Tanzania, and Uganda.
What does the next 12 months look like for the business?
We are looking to rapidly grow our business over the next year, by prioritising customer needs, particularly those planning to expand their outlet base in Uganda. Additionally, we plan to continually increase our brand distribution to new markets in the region, particularly the DRC.
To improve our service delivery and enhance customer convenience, we are embracing technology to innovate around the online marketplace. We’re also looking to strengthen sustainability partnerships with other brands to foster community build-up and support initiatives through CSR activities.
Sustainability will continue to remain at the heart of our business and a top priority, in trying to achieve a triple bottom line for future generations.
HMH -KUKU
Contact us:
Website: www.yokuku.com
Phone: +256 740 035 223
Email: info@yokuku.com
Facebook: @YokukuUganda
Instagram: @yokuku_shop
YouTube: Yo Kuku! Uganda
X: @yokuku_ug
yourself, and through the internal development processes that we have in place, every promoted person has done the work of the team they are leading,” he shares.
In fact, Kuku has seen first-hand the vital impact that its internal development processes have had, as many people from diverse backgrounds have now become remarkably successful.
“Businesses have a responsibility to make a difference. What bigger impact can you have than creating employment opportunities in a community and providing each team member with the skills and tools necessary to develop personally and professionally?”
Moreover, Kuku believes strongly in diversity, equity, and inclusion,
ensuring that everybody has a seat at the table. As such, the company has fostered an environment in which its staff can grow, regardless of age, gender, or qualifications.
Currently, half of Kuku’s workforce comprises women, a statistic which stems across management and leadership teams. The company also participates in many fantastic programmes such as Women on
the Move, which prepares talented employees both personally and professionally for their journey ahead.
“Across Kuku and KFC, our winning culture is the recipe for our success. Over the years, we have made sure that our employees have a voice and a seat at the table, as well as guaranteeing that we walk the walk as a leadership team,” Theunissen assures.
Kuku has also introduced mandatory
“AS A BRAND, WE MUST KEEP THINGS EXCITING AND ENSURE THAT WE EXCEED OUR CONSUMERS’ EXPECTATIONS EVERY DAY, ONE TRANSACTION AT A TIME”
– JACQUES THEUNISSEN, CEO, KUKU FOODS EAST AFRICA
KFC VALUES
Service – The company has an undeniable passion for food and serves its chicken with pride. KFC also helps its employees be the best versions of themselves and treats every customer like a friend, ensuring that they leave each restaurant happy and satisfied.
Food – With crave-worthy and internationally recognised food items, KFC is the original fried chicken expert. Everything the company does reflects its passion for serving Finger Lickin’ Good food – be it an adaption of its world-famous and iconic recipes, innovative ways to serve chicken, or new menu items inspired by its original roots.
Restaurants – Chicken is prepared and cooked from scratch in all locations and celebrates the founding story of KFC. Across East Africa, each restaurant uses high-quality, natural ingredients and creates a welcoming and comfortable atmosphere. The brand is consistently evolving in the name of chicken; from inventing new ordering methods to rejuvenating its restaurant formats, KFC is not afraid to try new things.
training initiatives that equip the entire staff base with the necessary knowledge and skills to efficiently execute the required standards consistently.
“We have received numerous awards over the years, and I am immensely proud to say that we were recognised as the Heart-Led, Inclusive Culture Leader of the Year at the 2023 Global Franchise Convention,” he smiles.
FINDING VALUE IN LOCAL SUPPLIERS
Since its inception, Kuku’s supply chain has been the lifeblood of the business as it not only ensures the company’s success but also guarantees that it can efficiently operate on the world stage.
This is illustrated by the company’s appointment of a
Kenchic: Elevating Chicken Quality with Sustainable Production
In the realm of culinary pleasures, few dishes rival the allure of a perfectly cooked piece of chicken. Whether it’s the crispy delight of fried drumsticks or the succulent tenderness of roasted breasts, chicken dishes have long held a special place in our hearts for their versatility and flavour. Yet, behind every delectable meal lies a pivotal process often overlooked—the raising and nurturing of chickens. Kenchic stands firm in its commitment to ensuring that its chickens result in healthy, flavorful and safe meat. Known for our day-old chicks and premium chicken meat, we are on a transformative path, driven by the conviction that providing top-quality products elevates the poultry industry and nurtures healthier, more prosperous communities.
For four decades, we have delivered high-quality, nutritious, and safe processed chicken products to customers in Kenya and beyond. Our commitment has built an impressive customer base, including global fast-food outlets like KFC. Since its establishment in Kenya, Kenchic has supplied KFC, adhering to stringent quality and safety standards. Additionally, KFC implements a Hazard Analysis and Critical Control Points (HACCP) programme, identifying and mitigating potential hazards in food production.
Kenchic’s ‘Farm to Fork’ model is a complex yet fascinating process that underscores the importance of ethical and meticulous practices
in chicken production. This comprehensive programme ensures quality at every stage, from sourcing the best breeder eggs to the final processing at their state-of-the-art facilities. As Kenchic’s MD Jim Tozer explains, “Our journey starts at the breeder farms, continues through the hatchery, and culminates in our farms or with selected contract farmers. The chicken is then expertly processed into a variety of delicious meat products at our state-of-theart processing plant.”
As far as our certifications go, we achieved a great milestone on receiving the ISO 9001:2015 certification at the Hatchery. This prestigious recognition highlights our unwavering commitment to exceptional practices in collecting, receiving, and processing hatching eggs, along with impeccable incubation monitoring, chick processing, and delivery to customers. Our in-house laboratory is the only one of its kind in Kenya to be ISO 17025-certified, demonstrating to customers, regulators, and other stakeholders that it
is competent to perform its testing and calibration activities. Kenchic slaughters its birds at maturity adhering to global FSSC 22000 and halal requirements. In 2011, Kenchic was the first company in Kenya to attain Food Safety System Certification 22000 (FSSC 22000). Kenchic was recently re-certified for the most comprehensive food safety management system standard and is recognised by the Global Food Safety Initiative.
Sustainability is at the heart of our business. We are committed to protecting the environment for future generations. We use sustainable practices throughout our operations, which helps both nature and our business goals. We are dedicated to leading the way in sustainable food production.
“We know that implementing these stringent measures has increased our production costs, however, as a responsible business, we firmly believe in not compromising the health and safety of our customers for the sake of quick profits,” Jim remarks.
Quality Assurance Manager who works across the supply chain at all levels to ensure its counterparts are 100 percent compliant with international food standards and audited by third-party compliers.
Furthermore, its suppliers not only work with KFC but also other supermarket retailers in modern food trade. Therefore, by working in conjunction with these suppliers to improve food safety to global standards, the company’s reach can be felt far beyond its own customer base.
However, Kuku has not been immune to the pressures caused by increasing input costs that have resulted in recent market depreciation. Nevertheless, a localised supplier strategy helps mitigate the effects of currency devaluation.
AFRICA OUTLOOK: HOW HAS KUKU OVERCOME RECENT CHALLENGES IN THE QSR SECTOR?
Jacques Theunissen, CEO: “Numerous macroeconomic challenges have arisen since the COVID-19 pandemic in 2020. We have seen high inflation, currency devaluations, increasing input costs, raw material shortages, and a decline in consumer disposable income over the last few years.
“Additionally, the QSR sector is highly competitive, but I believe one of the main reasons for our success has been our focus on hiring and retaining the best people who consistently deliver on the unmatched KFC quality and customer experience.
“New sales channels, such as food delivery, have also elevated our service offerings and made the brand easier to access from the comfort of consumers’ homes. Therefore, we continuously ensure that we remain distinctive and that there is always something new and exciting for our customers.”
“Our local suppliers have been incredibly supportive during these times, and we partnered with these
businesses to tackle the problem together and ensure that we can continue to make our products accessible to our customers,”
Theunissen expands.
Kuku has additionally focused on automating certain systems to help navigate industry challenges, enabling it to obtain accurate and reliable data and ensure quick decision-making.
The company’s state-of-the-art systems are also supported by an innovative mindset – one of Kuku’s most valuable assets in uncontrollable market conditions and an expansive supply chain.
This is most aptly illustrated by Kuku’s implementation of its Sales Overnight and Brand Overtime (SOBO) strategy, which helps guarantee that the business remains
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KFC’S FARM TO FINGERS PRACTICES
Chicken welfare – In 2020, the KFC brand introduced new chicken welfare policies that it is set to expand worldwide. The metrics are an extension of the existing guidelines that outlined the improved conditions of the environments for raising chickens.
Sustainable packaging – With a clear history of moving towards sustainable packaging, the company’s most recent innovations include its commitment to using recoverable and reusable customer-facing plastic packaging, as well as sourcing all fibre-based packaging from certified or recycled resources.
relevant in all consumer sectors, ultimately making the brand more accessible and distinctive in its service and product offerings.
For instance, Kuku was the first QSR organisation in Kenya to introduce self-service kiosks across a number of restaurants in 2023 and will continue to roll out this technology across its expanding portfolio in the coming year.
Additionally, the introduction of home delivery services is transforming its customer interactions, becoming integral to making KFC’s delectable dishes more accessible and convenient.
“As a brand, we must keep things exciting and ensure that we exceed our consumers’ expectations every day, one transaction at a time.”
DELIVERING ON A PROMISE
Kuku is set to continue its trajectory of growth and effectively navigate industry challenges by utilising the local workforce and supply chain communities that actively benefit from socioeconomic growth.
Meanwhile, the customer experience will remain a top priority for the foreseeable future, as the company strives to exceed their expectations
and consistently deliver on its service and quality promise.
“Our customers must leave with a smile every time they visit; this is non-negotiable,” Theunissen concludes.
On top of this, the company will continue to expand its core mission in youth employment and people development with programmes that have been created to further build exceptional staff capabilities and steer the business towards growth.
FULL OF GOODNESS
Dedicated to delivering quality poultry products to South African businesses and consumers since 1948, Sovereign Foods is today the third largest poultry producer in the region
Sovereign Foods (Sovereign) has a proud 75-year history of chicken farming in the Eastern Cape. What started as a family business in 1948 has now grown into a fully-fledged and integrated poultry business.
Today, Sovereign emerges as one of the major poultry producers in Africa. With a focus on quality, the company seeks to continue to provide superior
produce and exciting meal solutions for both its national and international customers.
As a major contributor to the Eastern Cape’s local economy, Sovereign has based its operations in and around the Rocklands Valley near Uitenhage since its inception and is deeply committed to supporting its home province through job creation and social investment.
Providing 1,300 direct jobs and over 4,000 indirect jobs for citizens of the Eastern Cape, this is no small operation; the company’s recent exponential growth has necessitated expansion.
Having extended to include the addition of its Hartbeespoort facility, Sovereign hopes to continue to grow, whilst having a positive impact on the local communities in the areas where it operates.
ONGOING SUSTAINABLE DEVELOPMENTS AT SOVEREIGN
Having already implemented solar power at two of its farms, Sovereign has recently partnered with energy supplier, Repower Africa, to install solar photovoltaic (PV) systems at three additional sites, which will a further four megawatts of solar power across its facilities.
In addition, a state-of-the-art water treatment and recovery plant has been installed at Sovereign’s processing plant in Kariega. Backed by Talbot, a sustainable water solutions expert, the plant’s objective is to clean and recycle the company’s wastewater, significantly reducing strains on local water supplies.
Furthermore, a recent upgrade of Sovereign’s refrigeration plants will see waste heat recycled back into the factories’ heating and cooling systems for energy savings.
In this way, Sovereign’s investment in renewable systems reflects its dedication to maintaining high environmental standards.
A STREAMLINED OPERATION
Contributing to Sovereign’s historical success is a streamlined, efficient operation that seamlessly delivers value to its customers, suppliers, and stakeholders.
Over the years, Sovereign has struck the delicate balance between reducing waste and increasing efficiency by carefully monitoring each aspect of its production, all while maintaining the high-quality products It has become known for.
Having invested in state-of-the-art equipment, Sovereign’s facilities have gained a reputation for excellence. The company uses world-leading Stork processing equipment, whilst its storage and loading facility ensures the safe handling and storage of products. An FSSC 2000-accredited processing and packing facility ensures full consumer transparency
in the sense that labelling and safety regulations are guaranteed.
With every aspect of its operations underpinned by value, innovation, and sustainability, Sovereign sets itself apart from the competition.
Striving to deliver goodness that provides not only nutritional value, but value for money, Sovereign’s fully integrated operation ensures efficiency coupled with high standards of food security.
A SUSTAINABLE SUPPLIER OF CHOICE
As an industry leader in eco-friendly practices, Sovereign’s reputation as a sustainable South African poultry supplier of choice precedes it.
Committed to making continual improvements to reduce its environmental impact, the company’s approach to sustainability is
Firstly, the welfare of its birds is paramount to Sovereign, and employees are rigorously trained in bird welfare standards and the Animal Handling Code of Conduct. As such, the company’s livestock thrives in a 120-metre chicken house, complete with a climate control system to ensure the health and well-being of each bird.
Secondly, as a company driven by innovation, Sovereign is equipped with leading farming and processing equipment designed
with sustainability in mind. Its high-quality facilities and fully integrated operations contribute to the company’s overall sustainability by achieving maximum efficiency.
Thirdly, increasing energy efficiency and reducing energy consumption are integral to Sovereign, whose facilities have consistently achieved a NOSA Five-Star rating. More recently, the company has been exploring the use of solar energy to power parts of
Finally, in recycling all dry waste and implementing water recycling measures across its facilities, Sovereign epitomises safe and responsible waste disposal and sets a precedent for the wider industry. four-pronged.
SOCIALLY RESPONSIBLE
Introduced to serve and enhance the social and economic landscape of the areas surrounding its sites, Sovereign Cares is the company’s corporate social responsibility (CSR) programme that focuses on the development of previously disadvantaged individuals and aids projects that support, uplift, and grow the local community.
SOVEREIGN CERTIFICATIONS
With quality products backed by trusted certifications within the food, safety, export, and farming industries, Sovereign has obtained a multitude of certifications that guarantee its authenticity:
• FSSC 22000 – a certification model well respected in the food manufacturing industry, that guarantees the food safety of a product and its related supply chain.
• NOSA Five-Star – an independent audit undertaken to ensure that the best principles of occupational risk management in everyday operations are upheld.
• Proudly South African – a certification that requires a company’s produce to be local to South Africa whilst adhering to the country’s labour and environmental legislations.
• Muslim Judicial Council Halal Trust HT 5753 and HT 2619 –ensuring halal compliance.
• National Independent Halal Trust certification – Halal auditing and certification
Each year, the company sponsors not-for-profit organisations around the Eastern Cape and Gauteng Province, providing items such as food vouchers, educational toys, and stationery, to name just a few. For example, initiatives such as Leamogetswe Place of Safety and Kutullo Disability are financially supported by Sovereign Cares. The former focuses on the needs of young people in Atteridgeville, Pretoria West, whilst the latter provides care for those living with disabilities in the Brits area.
In this way, community members assisted by Sovereign Cares have benefitted from the initiative, contributing to the company’s overall dedication to making a positive impact on the areas in which it operates.
STAFF AT THE CENTRE
Sovereign maintains that its hardworking, committed staff are what has made the poultry company what it is today. Affectionately known as the ‘Sovereign Family’, the company’s staff enjoy a work culture rooted in respect, efficiency, customer satisfaction, self-belief, quality, and team success.
As such, it believes in empowering employees and improving their skill sets through relevant training and development initiatives.
Regular training programmes and workshops support employee growth, whilst many benefit from Sovereign’s assistance in enrolling them in university certified training courses.
Not only do these training initiatives provide opportunities for advancement, but they also contribute to employee morale.
In addition, Sovereign’s annual Long Service Awards seek to celebrate the
company’s dedicated employees.
This year’s ceremony honoured longstanding staff members who had been with the company for 10, 15, 20, and 25 years.
Going forward, Sovereign hopes to continue cultivating and rewarding its loyal staff base by prioritising their needs and investing in their continued growth.
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To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.
BLENDING EXPERT CARE WITH PRODUCT INNOVATION
Bringing affordable private healthcare to more people, NetcarePlus is a new way for people across South Africa to receive quality medical treatment, no matter their backgrounds. Teshlin Akaloo, Managing Director, tells us more about the company’s promise and mission for a more accessible healthcare future for all
Writer: Lauren Kania | Project Manager: Cameron Lawrence
We have all been in a situation where a loved one needed urgent attention but couldn’t get the necessary care due to affordability constraints.
“Growing up, I saw many family members in compromised health situations because they couldn’t afford to join a medical scheme.”
This all-too-common experience, as recalled by Teshlin Akaloo, Managing Director, is part of the inspiration behind NetcarePlus, a new affordable way to get private healthcare in South Africa (SA).
Bringing people private healthcare products that offer better access to quality care, higher coverage for emergencies and unexpected costs, and more value for day-to-day needs, NetcarePlus doesn’t just provide medical insurance and prepaid healthcare; it gives everyday people more ways to access private care through world-class doctors and facilities, whether they have medical aid or not.
Born from Netcare, the largest private healthcare group in SA, NetcarePlus set out with the intent to make private healthcare more accessible to South Africans.
“Given that private healthcare is largely accessed by individuals who belong to a medical scheme, we wanted to provide alternative ways to make private healthcare a reality for more people. We adopted an approach focused on solving the medical needs of people by providing certainty in accessing private healthcare in a cost-effective and straightforward manner,” details Akaloo.
The company has been able to introduce a range of products and ensure they reach the end user through partnering with various financial service providers in the market. Amid the current regulatory environment, NetcarePlus’ goal is to
address clients’ primary, secondary, and tertiary needs through a plethora of products and solutions.
Ultimately, the company is motivated by a belief in the sanctity of human life, viewing it as a privilege to serve the South African people in a time of need and vulnerability.
REVOLUTIONISING HEALTHCARE IN SA
In 2019, when Dr Richard Friedland, CEO of Netcare, contacted Akaloo to discuss his vision of making healthcare more accessible to South Africans, it deeply resonated with him.
“This was not only because of my passion for being in the healthcare delivery space but also because it reminded me of the struggles my loved ones faced when they couldn’t afford private healthcare. At that
moment, I realised I could help make a difference in people’s lives,” he reflects. Despite pursuing a degree to become an actuary, Akaloo quickly immersed in solving SA’s market needs in his first job as an Actuarial Analyst, discovering a passion for developing innovative solutions to
address real-world challenges.
In every role since, he has aimed to fulfil this passion, driven to make a meaningful impact.
“Currently, the provision of healthcare in SA is a real challenge that needs solving. When Netcare approached me, the opportunity spoke to the very thing that drives my purpose and what I stand for – helping to make a tangible difference,” further details Akaloo.
Subsequently, the company has come to set itself apart from the rest of the competition in a variety of ways.
The NetcarePlus names was created to demonstrate that people can obtain private healthcare plus have an alternative way to afford it. By packaging funding products with healthcare provision, the company is uniquely placed to deliver its promise of quality healthcare to all.
“We are different from the competition for one simple reason: we provide access to healthcare, not just funding products,” insights Akaloo.
“At NetcarePlus, we pride ourselves on our values and competitive edge. Being a healthcare provider first and foremost means that we own the
value chain and, as a result, the entire client experience. We always provide healthcare, not just insurance.”
THE NETCARE PROMISE
With a promise to care for its clients in a way that places them and their families at the centre of everything the company does, Netcare provides the best and safest care when and where people need it most.
This was most succinctly demonstrated during the recent COVID-19 pandemic when the company pivoted itself entirely to ensure it could treat those in need of medical care.
“With hospitals around the country, we conducted multiple daily online meetings to ensure we were adequately prepared to best treat the patients we expected to see, bearing in mind that the treatment modalities were evolving daily,” details Akaloo.
Committed to Sustainable Health
Our commitment to sustainable healthcare
At BD, we believe in doing whatever it takes to advance sustainable healthcare, prioritising safety and quality–now and in the future. We’re committed to helping you address your most acute healthcare challenges such as adverse patient safety events, staff shortages and inefficiencies along the continuum of care and across multiple departments. With our unique portfolio of technologies, services and capabilities, we strive
to provide relentless support and tailored solutions to help your institution succeed no matter what tomorrow brings. Enhancing Vascular Access Management: Vascular access management is a critical aspect of patient care.
To address these challenges, BD (Becton, Dickinson and Company), in collaboration with Netcare, initiated a pioneering project known as the “VAM Discovery Tool.” The VAM Discovery Tool aims to establish a comprehensive baseline of current vascular access practices. This project focuses on several key areas:
1. Device Selection: Choosing the appropriate device based on patient needs and clinical guidelines.
2. Site Preparation: Ensuring the insertion site is properly prepared to minimize infection risks.
3. Device Placement: Accurately placing the device to maximize efficacy and reduce complications.
4. Securing the Device: Implementing techniques to secure the device and prevent dislodgement.
5. Connecting the Device to Treatment:
Ensuring correct and efficient connection of the device to the necessary treatments.
6. Device Maintenance: Ongoing care and maintenance to ensure device longevity and functionality.
The assessment process for the VAM Discovery Tool involved clinical interviews conducted by the BD team. These interviews were guided by local and international best practice guidelines. The effectiveness of the recommendations derived from these assessments was contingent upon the quality of the collected data.
After completing the assessments, the data was analyzed against best-practice standards and guidelines.
This analysis produced detailed and actionable recommendations aimed at improving the care and maintenance of vascular access devices.
The resulting road map facilitated targeted training and the implementation of best practice recommendations aligned with the relevant guidelines. Through this collaboration, BD and Netcare sought to enhance the standard of care in vascular access management.
By focusing on training and adherence to best practices, they aimed to reduce IV complications and improve the overall success and longevity of medication delivery systems.
“During this period of great uncertainty, we did everything possible to preserve the sanctity of life.”
This promise to protect and safeguard the South African people also extends to the projects and research NetcarePlus is developing to further the products and opportunities it is able to offer its clients.
Recently, the company launched several products aimed at transforming paradigms in the current insurance space, including two highly distinguished insurance initiatives –EmergencyCare and GapCare.
“We recognise that in a medical emergency, time saves lives. The ability to get the right paramedic as quickly as possible, transport people to the right facility, and have the right team of medical professionals ready to receive them can make the
“WE ARE CONSTANTLY CHALLENGING OURSELVES TO FIND NEW WAYS TO DELIVER HEALTHCARE THAT NOT ONLY IMPROVES HEALTH OUTCOMES BUT DOES SO IN THE MOST COST-EFFECTIVE WAY”
– TESHLIN AKALOO, MANAGING DIRECTOR, NETCAREPLUS
difference between life and death,” Akaloo explains.
“As such, our EmergencyCare product leverages our world-class emergency services, Netcare 911, and our facilities to deliver comprehensive emergency healthcare.”
EmergencyCare is the only product in the market that provides unlimited medical treatment costs in an emergency, and NetcarePlus is steadfast in its belief that this is crucial in delivering on its promise of providing certainty and peace of mind
in an emergency without fear that one’s healthcare costs may exceed their benefit limits.
Similarly, gap cover products have grown in favour among medical scheme members due to increasing out-of-pocket expenses resulting from changes in medical scheme rules.
“Our GapCare product was designed when looking at instances where members incur out-of-pocket expenses and how we can best deliver a smooth experience throughout
their healthcare journey. As a result, we have built unique features into our product based on real client needs,” expands Akaloo.
The scale of these projects, alongside others NetcarePlus is currently exploring, is insurmountable. By constantly exploring new ways to blend compassion with cutting-edge capabilities, the company is setting the standard for high-quality and dedicated service.
A HEALTHIER, MORE ACCESSIBLE FUTURE
The heartbeat of NetcarePlus is the people who comprise the company and the diverse culture that encourages continuous
growth, improvement, and communication.
“Our goal has always been to foster a culture that nurtures creativity and provides ample opportunities for people to grow professionally and personally,” prides Akaloo.
“We have always aimed to hire people who are better than ourselves at what they do. As leaders, our job is to set down a vision that is crafted as a collective and then remove obstacles for people so that
they can be the best they can.”
Akaloo credits the diverse and collaborative thinking of the team, who came together and built the business from the ground up in record time, officially launching NetcarePlus into the market in April 2021.
“This was made possible by their unparalleled diversity of skills, a feat that is a privilege to witness in action on a daily basis.”
Parallel to the momentous emphasis placed upon Netcare’s people is the organisation’s imperative of working towards a more
We believe in SERVING WITH HUMILITY
Leaders in Medical Surgical Consumables, Infection Control Products and Capital Equipment
Mlungisi Healthcare (Pty) Ltd is an independent, 100% black female owned, South African company that provides healthcare solutions by supplying and manufacturing medical consumables and devices. We pride ourselves in offering quality products and excellent service at competitive prices.
Our product categories range medical equipment and consumables namely gloves (nitrile and surgical),
We also provide eye safety tapes, clear vision lens, postpartum balloons, umbilical catheters, probe covers, c-arm drapes, CSSD range (both equipment and consumables) and we have recently added an allnatural immune booster on our range (Thorntina-74)
Email: admin@mlungisihealthcare.com
About our founder
Phumeza Langalibalele is the founder and the Managing Director of Mlungisi Healthcare. As the founding member, she is involved in the creation and execution of the company’s strategy, business development and stakeholder management.
Website: www.mlungisihealthcare.com
Prior to establishing Mlungisi Healthcare, Phumeza has worked for more than twenty years in senior positions for both public and private healthcare sectors. She has also worked as an independent consultant and is passionate about youth development.
Phumeza obtained her B.Pharm from UWC, Certificate in Business Management from North-West University (Potchefstroom Campus), MDP (SABEP) and MBL from UNISA.
AFRICA OUTLOOK: HOW IMPORTANT ARE PARTNER AND SUPPLIER RELATIONSHIPS TO THE SUCCESS OF NETCAREPLUS?
Teshlin Akaloo, Managing Director: only be solved through partnerships. No single institution can solve it on their own.
“We have partnered with insurance companies to utilise their skills and capabilities in managing insurance risk. Additionally, we have worked with many healthcare advisors in the market who currently advise individuals and companies regarding their healthcare needs.
“As the healthcare landscape becomes increasingly complex, employers aiming to address their employees’ healthcare needs must consider both the affordability and availability of solutions in the market. This is a consuming exercise, and healthcare consultants possess the skills to assimilate solutions across a multitude of licenses to best meet the needs of employees and employers alike.
“In addition, we have partnered with healthcare providers. These partnerships are of utmost importance to us, as we believe they can revolutionise the provision of healthcare in a way that has not been done before.”
“OUR GOAL IS TO REVOLUTIONISE HEALTHCARE SOLUTIONS IN SOUTH AFRICA. WE ALL COME TOGETHER TO BUILD A LEGACY – ONE THAT IS BIGGER THAN US ALL”
– TESHLIN AKALOO, MANAGING DIRECTOR, NETCAREPLUS
sustainable future.
One such initiative is MyWalk, a programme that has provided more than 200,000 pairs of shoes made from recycled PVC to underserved school children and diverting the thermoplastic polymer from landfills.
Netcare prioritises contributing to society at large beyond just its healthcare delivery chain. As the company continues to look towards the future, it aims to find more innovative ways to solve the
healthcare needs of South Africans and, in doing so, introduce more products into the market.
“I learned from my brother a long time ago that if you are better than someone at something, it is your responsibility to help, and if you can’t help, don’t take away,” concludes Akaloo.
This is the mindset that NetcarePlus maintains as it works day in, day out to provide the best and safest care for its clients, no matter their background.
Tel: 0860 101 151 servicecentre@netcareplus.co.za
LEADING SECURE GAS SUPPLY
Ambitiously operating a gas pipeline across Mozambique and South Africa, Mlandzeni Boyce, CEO of the Republic of Mozambique Pipeline Investments Company (ROMPCO), tells us about the organisation’s tenacious efforts towards expansion and the successes of its publicprivate partnership
Writer: Lucy Pilgrim | Project Manager: Joshua Mann
Historically, the African oil and gas industry has had to work hard to keep pace with global industrialisation efforts, despite its abundance of coal and oil reserves.
Therefore, it has become necessary for many energy organisations across the continent to locate and leverage the most plentiful sources of gas, whether it be in Nigeria, Namibia, or more recently, Mozambique.
“The majority of electricity in the Southern African Development Community (SADC) – approximately 60 to 70 percent – comes from coal-fired plants,” introduces Mlandzeni Boyce, CEO of ROMPCO.
Heating, meanwhile, is generated using biomass and the burning of wood, which can significantly contribute to CO2 emissions. However, a turning point has been reached in the emergence of gas as a transition fuel, which will play a significant role in reducing emissions whilst also elevating the continent further into an industrialisation space.
As part of this evolution, Africa has begun to cater to the global liquefied natural gas (LNG) market with areas such as Mozambique starting to export energy and become a key player in the international oil and gas industry, despite being a small country.
DILIGENTLY MEETING DEMAND
As a leading gas transmission pipeline operator across Mozambique and South Africa (SA), ROMPCO transports gas molecules, owned by shippers, from the production site in Temane to end users located in Mozambique and SA. The ROMPCO pipeline transports and supplies 90 percent of SA’s gas demand.
“We do not own the molecules, we simply transport them,” details Boyce.
ROMPCO was born from the need to cater to rising energy demands in both countries, identifying potential gas availability in Pande and Temane gas fields in the vicinity of Vilanculos, Mozambique, which was used to address the market gap.
As it was considered stranded gas at the time, global energy and chemicals company Sasol therefore devised a way to transfer the gas to the Mozambican and South African markets. As such, ROMPCO was created to undertake and manage the pipeline operation.
Following its establishment, there was a cross-border agreement signed between the two countries’ governments to manage how the gas molecules would be sold.
A concession license was then granted in 2001, which gave ROMPCO the right to construct, own, and operate the pipeline from Temane to Secunda in SA, spanning 865 kilometres (km) and transporting 120 to 126 petajoules (PJ) per annum.
Construction of the pipeline began in 2002 and was completed in just two and a half years.
However, due to geographical
difficulties, it initially faced challenges in developing the necessary infrastructure and extending its presence.
“Because of where we are, it’s difficult to get ahead of the market and start building, so you need to have the necessary demand beforehand to ensure that the expansion is worth it,” affirms Boyce.
Consequently, after recognising that there was a growing market in the region, the company extended its pipeline accordingly.
The first development project was the implementation of a compressor station which facilitated an additional 27 PJ per annum to the pipeline, before implementing Loop Line 1 in Mozambique and Loop Line 2 in SA, increasing the gas transmission capacity to approximately 212 PJ per annum and roughly about 1,200km of pipeline.
COMPREHENSIVE CROSSBORDER OPERATIONS
Since its inception, ROMPCO has been a shining example of the successes that can be afforded by a publicprivate partnership (PPP).
“THE BEAUTY OF A PPP, NOT ONLY IN AFRICA BUT ACROSS THE WORLD, IS THAT WHEN GOVERNMENT AND PRIVATE SECTOR COME TOGETHER, THERE IS A POLITICAL WILL, WHICH MEANS THAT THE PROJECTS IN QUESTION USUALLY MOVE AND PROGRESS QUICKLY”
– MLANDZENI BOYCE, CEO, REPUBLIC OF MOZAMBIQUE PIPELINE INVESTMENTS COMPANY
In the early days of the pipeline, the governments of SA and Mozambique each owned 25 percent, whilst Sasol owned the remaining 50 percent.
Sasol sold part of its stake in 2021 to reduce its ownership to 20 percent, granting greater government ownership.
“The beauty of a PPP, not only in Africa but across the world, is that when government and private sector come together, there is a political will, which means that the projects in question usually move and progress quickly,” insights Boyce.
As part of the partnership, ROMPCO contributes the necessary financiers and skilled workers that are needed to build the pipeline. The government administration, meanwhile, aligns policy and regulation which helps to increase the productivity of a project.
PPP always benefits the government and citizens in the long run. The private sector normally provides the financial capital and skills for project development, which often outlive the financing period, leaving the country with developed infrastructure that is leveraged by its citizens.
The company’s cross-border operations and workforce provide a competitive edge, as it allows ROMPCO to be agile in catering to the different requirements of the two countries.
Its dual activity also means that the company has a varied customer base. In Mozambique, the majority
“THERE NEEDS TO BE A DISCUSSION BETWEEN GOVERNMENTS AROUND HOW WE MOVE MOLECULES FROM THE COUNTRIES THAT HAVE SIGNIFICANT GAS RESOURCES TO THE ONES THAT ARE ENERGY STARVED, AND WE ARE READY TO LEAD THAT CONVERSATION”
–
MLANDZENI BOYCE,
CEO,
REPUBLIC OF MOZAMBIQUE PIPELINE INVESTMENTS COMPANY
of its shippers are owners of the gas molecules, whereas in SA its shippers are industry businesses.
Being part of a joint venture also means that the company must work hard to meet the standards of both the public and private sectors.
“We have to keep our stakeholders happy on a government-togovernment level as well as on a business-to-government level. Being
a part of this partnership means you have to navigate between these responsibilities,” asserts Boyce.
PROGRESSING THE PIPELINE
Currently, ROMPCO is committed to addressing depleting reserves in Mozambique, particularly in Pande and Temane, which offers the sole source of natural gas imported into SA. As such, the company is pursuing a tie-in
New Nation Construction
Providing construction services in South Africa
for its pipeline that will enable the flow of LNG into SA and ensure a stable and robust gas supply for the future.
Additionally, ROMPCO is gearing up its pipeline for potential capacity expansion in preparation for an expected gas demand as a result of the South African government’s request for proposal for gas-to-power projects to produce 2,000 megawatts (MW) under the Gas Independent Power Producer Procurement Programme (GIPPPP).
Fortunately, the pipeline’s infrastructure was designed in such a way that the capacity could be expanded as and when the demand arose. Evidently, its capacity can be doubled, as indicated by hydraulics models created in preparation for the expansion.
ROMPCO estimates that it can guarantee approximately 205 to 212 PJ per annum, whilst the implementation of more loop lines can facilitate an additional 180 PJ annually.
The company also wishes to capture remote gas hotspots by introducing smaller virtual pipelines in Northern Mozambique. These would be used in cases where gas sources are 100 to 150km away from the main pipeline and having a significant secondary pipeline may not be economically feasible.
“Virtual pipelines allow us to take hold of a certain market, particularly in distant mining areas, and is part of our new way of thinking and diversification as a company,” highlights Boyce.
Elsewhere, ROMPCO is looking internationally for more flourishing investment opportunities. For instance, it has been engaging with different governments in Southern Africa where it believes it can provide pipeline assistance.
“We also strive to position ourselves as a leading gas transmission and gas infrastructure company. Given our experience over the last 25 years, we can provide significant knowledge in this area,” he adds.
TACKLING INDUSTRY CHALLENGES
ROMPCO has maintained a symbiotic relationship with Sasol as its primary customer and operator. Indeed, in areas where the company can’t reach, it relies on Sasol and its relationship
ON THE FOREFRONT OF INVESTMENTS
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AFRICA OUTLOOK: COULD YOU PROVIDE SOME INSIGHT INTO YOUR CAREER IN THE NATURAL GAS SECTOR?
Mlandzeni Boyce, CEO: “I was one of the few fortunate young men from the small town of Uitenhage in the Eastern Cape to receive a bursary to study in the city.
“At university, I majored in chemistry and physics, earning both honours and master’s degrees. Subsequently, I specialised in organic synthesis and joined Sasol in SA soon after in 2003.
“I started as a senior scientist in the company’s lab before moving into strategic and business intelligence and then later to commercial. My role was to look for oil and gas assets that Sasol could invest in, scanning the world for possible project partnerships, whether it be a gas-to-liquid or oil-to-liquid operation.
“I grew and developed skills with the job as I searched for strategies and business developments across the world in areas like China, India, and Uzbekistan, looking at how to engage and build business in the region.
“Therefore, I have been exposed to gas throughout my career from both a technical and business standpoint, gaining an understanding in how different contracts are drafted and at what range.
“I returned to SA while still working for Sasol, where my role entailed sourcing gas from Mozambique and buying it for the SA market. From there, I was appointed as General Manager in 2019, before being appointed as CEO of ROMPCO a year later.”
with the government to tap into these markets.
Government relations are also utilised by ROMPCO to assist in areas such as procurement and the in-line inspection process of its pipelines, the latter of which the company conducts every five years to monitor pipeline integrity.
This undertaking requires the support and expertise of many suppliers across Africa and the rest of the world, including Italy and the UK.
“Our partnership with the government means it is easy for us to obtain permits for workers and the movement of materials.”
ROMPCO has also focused on integrating small to medium-sized enterprises (SMEs) into the supply chain across Mozambique and SA in the last five years.
“We appoint the owners of SMEs
who have not been in the industry long but have the necessary knowledge, and we partner them with larger companies so that skills are transferred across the two countries,” explains Boyce.
Although this can be a costly exercise, it means smaller business owners can efficiently run their companies with greater exposure and higher standards.
“We see this as a corporate social investment (CSI) from a developmental perspective rather than a project stance, advancing the overall landscape of the industry,” he adds.
This initiative is part of ROMPCO’s wider expansion plans going forward as it pushes to solve the problems caused by the emerging depletion of gas.
One of the company’s main priorities is to bring the right partners to the table and secure the long-term
growth of LNG in SA.
ROMPCO also wishes to lead the conversation around what industry players can do to solve widespread oil and gas issues.
“There needs to be a discussion between governments around how we move molecules from the countries that have significant gas resources to the ones that are energy starved, and we are ready to lead that conversation,” concludes Boyce.
Tel: 011 523 3600
info@rompco.co.za
https://www.rompco.co.za
INSPIRE CONFIDENCE, EMPOWER CHANGE
Offering audit, tax, and advisory services across the entirety of Zambia, Jason Kazilimani Jr, Senior Partner and CEO of KPMG Zambia, tells us about the firm’s proud history of delivering multidisciplinary finance and accounting skills based on deep industry knowledge
In today’s interconnected global landscape, the importance, serving as the driving force behind
“From the intricate mechanisms of accounting to the risk management strategies of insurance and the fundamental
The opening words of Jason Kazilimani, Senior Partner and CEO of KPMG Zambia, demonstrate one of the most compelling aspects of the finance industry - its remarkable dynamism. History has shown the sector’s unique capacity for both innovation and turbulence, exemplified by events such as the 2008 downturn. This moment of upheaval serves as a poignant reminder of the industry’s everchanging nature, necessitating constant adaptation and resilience from stakeholders.
Moreover, the regulatory landscape governing finance is constantly evolving to address emerging challenges and promote transparency and accountability.
One such company inspiring confidence and empowering change in a world where rapid evolution and unprecedented disruption are the new normal is KPMG Zambia, a leading professional services firm offering a wide range of solutions, including audit, tax, and advisory services.
“Our expertise spans various industries, providing tailored solutions to meet the diverse needs of clients. With a strong commitment to quality and integrity, we continue to be a trusted partner for companies seeking to navigate the complexities of today’s business environment,” expands Kazilimani Jr.
Having operated in Zambia for nearly seven decades, the firm has worked diligently to develop a reputation for delivering a globally
consistent set of multidisciplinary finance and accounting capabilities based on deep industry knowledge, regardless of current hurdles or unexpected economic environments, thus showcasing the importance of a well-oiled financial machine.
“As we navigate through an era of change and uncertainty, the enduring relevance of the finance industry remains steadfast. Its multifaceted role in facilitating economic growth, managing risk, and allocating resources underscores its indispensable nature,” asserts Kazilimani Jr.
SERVING PUBLIC INTEREST
Despite initially aspiring to become a lawyer, Kazilimani Jr eventually decided to go into the financial industry after learning how fulfilling a career in accountancy could be from Emmanuel Hackipuka – a close friend of his father and one of Zambia’s first qualified chartered accountants.
“I embarked on my professional journey in 1992 with what was Zambia Consolidated Copper Mines, where I spent two years in its group accounting unit before transitioning to other roles with KPMG Peat Marwick, eventually being made a partner at KPMG Zambia in 2004,” he explains.
Alongside the usual auditing and consulting work, Kazilimani Jr has worked in various positions throughout the KPMG network. After spending just over four years at the Financial Services practice in Nigeria, he returned to Zambia in 2011 as the Senior Partner for the newly reconstituted KPMG firm in the country.
Most recently, he led a major receivership assignment for one of the country’s largest copper mines that lasted for over a year and a half.
This lifetime of hard work, dedication, experience, and passion for the industry has culminated in a
KPMG ZAMBIA’S VALUES AND PURPOSE
Each of KPMG Zambia’s five values are designed to bind the firm together across different backgrounds and represent the foundation of its culture.
Empowered by its people and purpose, KPMG Zambia is building a values-led organisation of the future.
• Integrity – Doing what is right.
• Excellence – Constantly learning and improving.
• Courage – Thinking and acting boldly.
• Together – Respecting one another and drawing strength from differences.
• For better – Doing what matters.
KPMG Zambia’s purpose is to inspire confidence and empower change. By inspiring confidence in people, clients, and society, the company helps empower the change needed to solve the toughest challenges and lead the way forward.
“WE HAVE BEEN IN ZAMBIA FOR NEARLY 70 YEARS NOW, ENSURING THAT WE SERVE OUR CLIENTS WITH OUR FULL PURPOSE, WHICH IS TO SERVE THE PUBLIC INTEREST IN EVERYTHING WE DO”
– JASON KAZILIMANI JR, SENIOR PARTNER AND CEO, KPMG ZAMBIA
workplace that prioritises excellence every step of the way.
Through the guidance and leadership of Kazilimani Jr, KPMG Zambia sets itself apart from the competition through its commitment to delivering innovative solutions, leveraging cutting-edge technology, and providing deep industry expertise.
“We have been in Zambia for nearly 70 years now, ensuring that we serve clients with our full purpose,
which is to serve the public interest in everything we do,” he prides.
“Additionally, KPMG Zambia’s global network enables access to a wealth of resources and insights, allowing us to offer comprehensive and tailored solutions to clients. Our focus on building strong client relationships and delivering valueadded services ensures we remain a preferred partner for businesses looking to achieve their goals effectively and efficiently.”
NAVIGATING TODAY’S FINANCIAL ENVIRONMENT
Currently, Zambia is in the process of debt restructuring, which is expected to lead to an increase in foreign direct investment (FDI).
With greater FDI, local production sectors such as farming, mining, and manufacturing will be boosted, thus enhancing the nation’s export capabilities and, in turn, strengthening the economy and exchange rate.
“Zambia’s debt restructuring will have significant implications for both the country and firms like KPMG Zambia, as it could result in access to much-needed capital for infrastructure development, job creation, and economic growth,” highlights Kazilimani.
“In this respect, we are currently setting up a specialised infrastructure team to address the opportunities that will arise, as this increase in FDI could translate into new business opportunities and demand for our services.”
As investors seek to navigate the complexities of entering or expanding
“BY EMBRACING INNOVATION, FOSTERING RESPONSIBLE PRACTICES, AND NAVIGATING REGULATORY COMPLEXITIES, THE FINANCE INDUSTRY CONTINUES TO SHAPE AND PROPEL THE WORLD FORWARD”
– JASON KAZILIMANI JR, SENIOR PARTNER AND CEO, KPMG ZAMBIA
the Zambian market, they will turn to KPMG Zambia for assistance with company registrations, financial and tax advice, risk management, and other consulting services.
Additionally, the firm is open to supporting the government and stakeholders throughout the debt restructuring process, providing expertise in different financial analyses and implementation.
Alongside the preparation for this potentially industry-changing event, KPMG Zambia has recently integrated into the newly launched Southern African partnership, comprising
Botswana, Namibia Zimbabwe, Mozambique, Mauritius, South Africa, and Zambia.
“This integration into one large Southern African firm will bring several potential benefits for the future of our Zambian business. For example, it will provide access to a broader pool of resources, expertise, and specialised services from other parts of the region,” expands Kazilimani.
This will enhance KPMG Zambia’s capabilities, allowing it to offer more competitive solutions to clients and operate more effectively within the market.
Additionally, being part of this larger regional entity will strengthen the firm’s position in attracting and retaining top talent, as it will have access to enhanced training and development programmes, career advancement opportunities, and the
Zamgreen Agriculture Limited is a fish company which falls under the Sun Share Group of Companies umbrella. Zamgreen Agriculture is also known as ZamFresh. Zamgreen was established in Zambia in 2018.
Currently, Zamgreen is the biggest fish company in Zambia with over 300 massive fish cages on the great Kariba Dam, in Siavonga District, Southern Province of Zambia. Zamgreen supplies high quality fresh Kariba Tilapia (fish) to the whole country, neighbouring countries and other countries on the African continent.
ability to work on more diverse and complex projects.
Furthermore, the integration is fully expected to lead to operational synergy, resulting in improved efficiency, streamlined processes, and cost savings.
Zamfresh fish is sold in all supermarkets in Zambia like Zambeef, Choppies, Pick n Pay, Shoprite, JUMBO, etcetera. Zamfresh also sells its fish to other fish companies like Capital Fisheries, small merchants who are mainly based in small communities, butcheries, fish centers, and to the general public.
Apart from Zambia, Tanzania, Zimbabwe and Uganda, our fish business continues to grow every year, recently expanding to South Africa. In addition, aside from fish, Zamfresh also produces and sells high quality fish feed.
“Overall, the integration into a larger Southern African firm presents exciting opportunities for the future growth and success of KPMG Zambia, positioning us as a leading professional services provider in the region,” asserts Kazilimani.
CHAMPIONING THE FUTURE OF ZAMBIA
Recognising the incredible and dedicated team members who continue the firm’s time-tested legacy is a priority for Kazilimani Jr and the rest of KPMG Zambia.
“Our staff are critical to the success of the business. Without our people, we cannot deliver services to clients and meet our strategic vision, mission, and objectives,” he details.
The firm aspires to be ‘the clear choice’ by recruiting exceptional, high-calibre staff who contribute positively to achieving KPMG Zambia’s overarching strategy.
“Our ambition is to be the most trusted professional services firm and grow our market share, which is dependent on our ability to recruit quality staff and engage and retain talent.”
Equally, the firm places high importance on its corporate social responsibility (CSR) practices and the ways in which it contributes to a positive future for the country and the people it serves.
KPMG Zambia recently partnered
with Build Zambia 2064, a civil society organisation working to support the government in its agenda to transform Zambia into an economically prosperous nation.
“The organisation’s focus is on facilitating a positive mindset change and skills training for citizens, specifically younger generations,” informs Kazilimani Jr.
The organisation is ultimately championing Zambia’s mission of attaining first-world status by its
100th independence anniversary in 2064. One of the primary ways this is being accomplished is by actively engaging schools and universities in debate programmes to raise interest in discussing national development.
“We partnered with Build Zambia 2064 because its initiative resonates and aligns with our agenda to sponsor corporate social initiatives (CSI) for FY24 that speak to positioning KPMG Zambia in the education sector,” he explains.
AFRICA OUTLOOK: WHAT PROJECTS HAVE KPMG ZAMBIA EMBARKED ON THAT HAVE CONTRIBUTED TO THE SUCCESS OF THE BUSINESS?
Jason Kazilimani Jr, Senior Partner and CEO: “In a high-risk and highly publicised role, KPMG Zambia took on the challenge of serving as the receiver for one of the country’s largest mining companies through my appointment as agent of the mine’s provisional liquidator.
“With diverse stakeholders vying for consensus, we successfully maintained operational stability, ensuring the mining company continued to function.
“This experience showcased our ability to navigate complex stakeholder dynamics, make strategic decisions under pressure, build trust with various interest groups, drive consensus-building efforts, and lead with integrity in a high-profile setting.
“This experience demonstrates our capacity to handle sensitive, high-stakes situations and my ability to collaborate with diverse stakeholders to achieve a common goal.”
As the firm continues to look towards a positive future for itself and the community it serves, it is determined to continue to inspire confidence and empower change as it confidently navigates this dynamic environment.
“Our key priority for the coming year is to strategically expand our business operations by capitalising on opportunities for growth in both new and existing markets,” concludes Kazilimani Jr.
KPMG Zambia is committed to quality and excellence in everything it does, bringing its best to clients and earning the public’s trust through actions and behaviours.
Being a part of the financial solution has driven the firm since its inception, and as the world evolves, the company is determined to keep learning and improving, working alongside others to do the same.
Tel: 0211372900
https://kpmg.com
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DEVELOPING STABILITY
Bolstering Botswana’s economy while powering the future of energy security, Maatla Resources is changing the narrative around mining with high-quality coal and sustainable operations. CEO, Jacques Badenhorst, discusses the Mmamabula coal mine site’s activities and challenges
Writer: Rachel Carr | Project Manager: Thomas Arnold
Numerous dominant physical features adorn the African continent, and buried beneath them is a wealth of critical mineral commodities.
The rich reserves are scattered across the land, encompassing precious metals such as gold, copper, and iron ore, intermingled with diamonds, cobalt, bauxite, and one of its most significant and controversial exports — coal.
Therefore, the mission of Maatla Resources (Maatla) is to develop the coalfields of Mmamabula in Botswana as a mid-tier mining company, providing a stable energy source while simultaneously fuelling the economy. Indeed, Maatla is dedicated to providing sedimentary rock to enhance the country’s finances.
The company’s coal mining activities are aligned with responsible and ethical practices, whilst its
principles strictly adhere to in its approved environmental impact assessment (EIA).
Furthermore, it is not just interested in profit but will go the extra mile to collaborate and actively participate in using innovative coal technologies.
“Coal forms an integral part of Africa’s future energy security as it is an abundant, affordable source that needs to be utilised responsibly with existing clean power generation
technologies,” opens Jacques Badenhorst, CEO of Maatla.
“We want to distinguish ourselves from the traditional perception of coal miners as ‘dirty’, which will be evident in our downstream projects,” he adds.
Badenhorst is optimistic about Africa’s future in responsible mining, as he believes the continent’s primary focus on developing its economies is improving the lives of its citizens by lifting them out of poverty and ensuring a robust energy source.
“The industry thrives in its care for employment, infrastructure development, communication, and knowledge. It has become too easy to label coal and fossil fuels as ‘dirty’; organisations such as Future Coal advocate this principle, and Maatla fully supports any effort to change the narrative,” he posits.
A CHALLENGING PROCESS
Maatla was founded in 2016 after acquiring 85 percent of a prospecting
“COAL FORMS AN INTEGRAL PART OF AFRICA’S FUTURE ENERGY SECURITY AS IT IS AN ABUNDANT, AFFORDABLE SOURCE THAT NEEDS TO BE UTILISED RESPONSIBLY WITH EXISTING CLEAN POWER GENERATION TECHNOLOGIES”
– JACQUES BADENHORST, CEO, MAATLA RESOURCES
license in the final part of a second renewal that was about to expire.
The original licence owners will remain 15 percent shareholders on a free-carry principle within the company until the Mmamabula coal mine is established and production commences.
The majority shareholders and development team have extensive experience in the mining industry, having developed numerous projects.
Thus, they have systematically used their knowledge and funds to progress the site to its current state.
Until 2018, the completed processes included a Competent Persons Report (CPR), EIA approval, surface rights acquisition, feasibility study, and mining license application.
“While developing the coal project, we encountered several challenges, such as securing financing and dealing with the prevailing negative
sentiment towards fossil fuels.
“We explored different funding options, including original equipment manufacturers (OEMs), mining contractors, and pre-offtake funding from commodity traders. However, we were unable to find anyone willing to take on the equity at the time,” Badenhorst reveals.
The delay in approving and issuing the mining license under Section 39 of Botswana’s Mines and Minerals Act was due to the requirement of a 1:3 equity-to-debt ratio on the project implementation capital expenditure (CapEx).
This, combined with the challenges posed by the COVID-19 pandemic, made the process difficult. However, despite these obstacles, the team remained committed to the project and its principles.
“In the pursuit of fairness, a South African Mineral Asset Valuation (SAMVAL) was conducted, leading Maatla to secure its current majority shareholder, HMS Bergbau AG. As a result, in 2021, an appropriate equity partner and commodity trader with a global presence formed part of the team and our mining license approval,” reports Badenhorst.
THE MAATLA MINING MAP
Maatla’s mining license encompasses three areas - A, B, and C - with the first
area being the initial development site. With construction activities underway, the company is on track to begin its initial production in Q2 2025.
“Area A is conveniently situated near the village of Mookane and 20 kilometres (km) from the A1 main road corridor between Gaborone and Francis Town. Area B is near the village of Mpashalala, and Area C is close to Dovedale village and 30km from the Stockport border post,” Badenhorst outlines.
Furthermore, Mookane Coal, a company registered in Botswana, oversees construction and mine development activities and is a shareholder in Maatla.
“Mookane Coal uses Botswana citizen-owned companies as subcontractors to perform a significant portion of the engineering, procurement, and construction management (EPCM) work.
“We have appointed Trollope Mining as the contractor, and the company has a site established with a small interim team to commence with the box-cut and supply suitable material for backfilling into the processing plant area as well as the run-of-mine (ROM) ramp and wing wall.”
Throughout the construction phase, the number of individuals on-site will fluctuate between 50 and 150.
EPS-Environmental & Process Solutions
Engineering solutions for Minerals, Gas Cleaning, Energy, and Power Generation
Briefly introduce us to EPS.
EPS-Environmental & Process Solutions (EPS): The company was first registered as EPS cc in August 2005 before converting in 2008 to a company (Pty) Ltd.
The company’s each have more than 30 years of experience in the pyrometallurgical, environmental, petrochemical, and energy industries with a similar combined experience of 30 years for our senior engineers.
EPS consists of a team of chemical and mechanical engineers alongside draughtsmen and support staff based in Pretoria, South Africa. We have longstanding associations with electrical, instrumentation, civil and structural, engineers for complete design solutions.
Having an agile professional engineering team allows us to provide personalised services that cater to each client’s unique needs and preferences. Unlike larger organisations, where processes might be standardised and more
complex, we can adapt swiftly and customise our offerings. Our close-knit team fosters direct communication, ensuring we truly understand our clients’ requirements. We pride ourselves on building strong relationships and delivering quality tailored solutions.
EPS brings value to our customers in a wide range of business sectors, including minerals and metals, environmental, power generation, waste-toenergy, and gas treatment. Our engineering solutions encompass
a comprehensive range of services fitted to meet our clients’ specific needs.
EPS’ core competencies include:
• Specialist consultancy, e.g., CFD modelling, gas flow modelling, root cause analysis, and fault finding.
• Compliance assessments, e.g., hazardous area classification, HAZOP studies, major hazardous installation assessments (MHI) coordination, and pressure equipment regulations.
• Due diligence review.
• Desktop, concept, and bankable feasibility studies.
• Project development support to financial close.
• Project financing.
Some of EPS’ previous projects that
ACP heat-to-power project, which has received numerous awards for its innovative heat-to-power approach, is still in operation today producing up to five megawatts (MW) of electricity from thermal heat. The project has generated approximately 50,000 MWh since its inception. The project was a Hall of Fame Winner at the SA Innovation Awards 2015, African Energy Innovation Winner at the African Energy Awards 2016 and SANEDI RECORD/ RERE COMMERCIAL APPLICATION AWARD 2016.
• Project execution as owner’s project manager and owner’s engineer.
• EPCM and lump sum turnkey projects.
Here’s how we add value:
• Unique solutions: Every project is unique, and we thrive on innovation. Whether it’s solving complex challenges or designing custom solutions, we pride ourselves on creativity and practicality.
• Feasibility studies: We conduct feasibility studies from conceptual up to bankable studies, considering technical, economic, and environmental aspects. Our goal is to determine project viability, identify risks, and propose optimal solutions with bankable signoff.
• Detail engineering designs: Our team can provide basic engineering designs up to complete detailed engineering packages in line with industry standards. Our engineering deliverables include process flow diagrams, piping and instrumentation diagrams, specifications, and detailed engineering drawings up to a complete issue-for-construction (IFC) package.
EPS’s expertise includes but are not limited to:
• Pyrometallurgical industries: EPS’ roots started in the pyrometallurgy industry and include ferrochrome, ferromanganese, steel, and platinum. Our experience ranges from materials handling, sinter
that we take immense pride in include:
SA Calcium Carbide power project, where EPS completed the process and detailed engineering for the 6 MW off-gas handling system and cogeneration plant for SACC. EPS further provided procurement and installation support alongside commissioning services. The SACC project was awarded the Most Innovative African Co-Generation Project (Africa Energy Awards).
Flashback arrestor CFD simulation and 3D model
The IFM Gas to Power Project was designed and constructed to produce up to 17 MW of electricity.
plants, and smelters to gas cleaning.
• Speciality gas: With our gas cleaning background, we have completed a diverse range of gas studies and projects, from gas cleaning applications for environmental regulatory requirements to applications
Zamanco Expansion Project
EPS completed a bankable feasibility study for a Mn smelter in Zambia.
for combustible gases such as carbon monoxide and hydrogen.
• Power generation: We have a strong focus on power generation and have completed various studies and projects relating to Thermal HarvestingTM heat-to-power, gas-to-power,
Our clients include junior companies up to large companies such as Maatla Resources, Anglo Platinum, SamancorCr, and BHP Billiton (South32).
What, for you, differentiates EPS from the competition?
EPS: We have a track record for creating innovative solutions for the unique challenges that clients face, as demonstrated through our award-winning engineering and projects. We have existing relationships with most stakeholders and extensive knowledge of the core processing operations alongside gas handling circuits.
EPS is technology agnostic and selects the technologies and equipment packages that best fit the application and our clients’ requirements. This unique perspective and experience ensures our clients receive value for money on difficult solutions. Our commitment to direct interaction and personalised service creates a unique experience for our clients, fostering trust and long-lasting relationships.
Can you tell us about EPS’ mission and vision?
2 MVA DC Arc Furnace –Brazil
EPS designed, supplied, and commissioned a 2 MVA DC Arc Furnace (FeTi, FeMo, FeCr), including electrode arm and mast, copper anode, power supply and rectifier, bag filter, and related services equipment.
BHP Billiton (South32) Metalloys
EPS completed various concept studies related to Thermal HarvestingTM at the Meyerton West and South Plants, as well as the reduction of emissions and greenhouse gasses for the whole complex.
EPS: We strive to provide an optimum process solution to our clients through innovative engineering and technology applications. The EPS team are pioneers in establishing solutions to reduce carbon footprint, add value to waste streams, and power and energy consumption.
Could you elaborate on your partnership with Maatla Resources? How do the two companies mutually benefit each other, and what complementary strengths do you bring?
EPS: We have maintained a longstanding partnership with Maatla Resources, offering engineering studies and continuous support. Our collaborative efforts aim to contribute to Maatla’s success in various endeavours.
EPS and Maatla Resources are collaborating on an exciting upcoming project: a heat-to-power initiative. This innovative project aims to utilise the heat generated from Maatla’s charring plant for power generation. By harnessing this thermal energy, it can contribute to sustainable, efficient, and cost-effective electricity production.
Khumani Expansion Project
EPS completed a conceptual study and EPCM costing for a 20 million tpa iron ore crushing and screening plant.
Thermal Beneficiation Plant
precious metals refinery
EPS assisted a precious metals refinery (PMR) in implementing a thermal beneficiation plant thermally treat organic byproducts and recycle PGMs back into the process, complementing a previous project that eliminated soot emissions and reduced dioxin furan formation.
What projects or projects in the pipeline that you would like to highlight?
EPS: We are actively engaged in diverse projects, spanning power generation – waste to energy, gas cleaning, hydrogen production, and iron ore processing. However, our anticipation is highest for the upcoming collaboration with Maatla, where we will harness waste energy to generate electricity.
Ferrochrome Smelter Cogeneration Plant
Looking ahead, what are EPS’ key priorities?
EPS: Stay with our core
EPS plans to stay committed to its core, which includes flexibility, specialised engineering, and ethical and technical competence.
Life cycle optimisation
Improving life cycle and environmental footprints for our clients on their carbon emissions, legacy wastes, and energy areas of their business. This will happen through waste minimisation and dump and airspace impact reduction for mining and industrial waste, domestic waste, or coal fines by converting these to high-value commodities with economical, power generation, activated carbon, or high energy fuel value.
Focus
on waste-to-energy
With EPS’ references in this sector, it would be difficult not to focus on this for the next five to 10 years, including thermal waste heat, waste gas, MSW, biomass to landfill and liquid wastes to electrical power, liquid fuels, hydrogen, and carbon sequestration in the future.
Specialised energy sources
Within this market, EPS has
EPS completed the EPCM for the demonstration plant gas conditioning unit as input to a cogeneration plant.
Specialty gas conditioning and cleaning
EPS successfully completed the design, installation, and commissioning of a wet scrubber at Lanxess capable of removing Cr6 and recovering the chrome as a saleable byproduct.
done design engineering and construction of plant processing and producing, syngas, carbon monoxide, hydrogen, and electrical power in the mining and minerals space. This includes energyintensive commodities, with our next goal consisting of ammonia, LNG/CNG, and green fuels.
Partnerships
As a small company, EPS understands the value of partnerships. Examples include Maatla as a power plant development partner, Vuselela Energy as an operational partner, and Environmental and Carbon Trading Solutions (ECTS) as a gas partner. These partnerships provide EPS with the ability to develop, design, execute, and operate small facilities in the industrial, mining, and minerals space.
Specialised equipment design and heavy-duty
table feeder
Specialist in-house design for unique equipment pieces such as table feeder for wet chromite suitable for heavy fines up to 90tph. Various units are supplied to ferrochrome producers.
DC Smelter Cogeneration Plant
EPS completed the process and detailed engineering for the pilot plant gas conditioning as input to a cogeneration plant. EPS further provided procurement and installation support as well as commissioning services.
COMPLETED CONSTRUCTION ACTIVITIES
• The new installation of a 22km, 33 kilovolt ampere (kVA) powerline from the Sererome sub-station to the mining site
• A temporary accommodation camp
• Processing plant civil work
• 90 percent completion of the processing plant fabrication
• Motor Control Centre (MCC) fabrication
• A 4.5km access road from the new Dibete – Martins Drift tarred road
• Bush clearing of all infrastructure areas
• Water supply boreholes
• Mining area fencing
• Wing wall and ROM ramp
During the first six months of planned ramp-up activities, the workforce will exceed 270; in a steady-state operational phase, this number will rise to over 420.
“As part of the preparations for construction, Maatla completed in-fill drilling activities in Area A. This resulted in the discovery of additional measured coal resources and confirmed specific qualities of the coal, such as low ash and phosphorus, which will yield a premium in certain markets. Additionally, the D1 and M2 seams planned to be mined also exhibit charring characteristics,” enlightens Badenhorst.
QUALITY AND PEOPLE FIRST
The company used data from its exploration activities to ensure that specific markets are targeted, and reliable and consistent-quality coal will be supplied as a ‘Maatla-branded product’.
“Our commitment to providing a first-rate product is evident in
“OUR COMMITMENT TO PROVIDING A FIRST-RATE PRODUCT IS EVIDENT IN OUR APPROACH TO THE DESIGN OF OUR PROCESSING PLANT AND OUR VERSATILITY IN DELIVERING DIFFERENT SPECIFICATIONS AND SIZING FOR VARIOUS CLIENTS”
– JACQUES BADENHORST, CEO, MAATLA RESOURCES
our approach to the design of our processing plant and our versatility in delivering different specifications and sizing for various clients.
“This impacted planning which areas within the opencast mines and coal seams should be targeted first to ensure quality is achieved at the highest possible yield and lowest mining cost,” Badenhorst explains.
The development strategy is focused on distinguishing ‘Maatlabranded’ coal by concentrating on
quality advantages such as low ash and low phosphorus products.
“The charring characteristics of our coal will allow us to collaborate with a local company for upwards of 20 to 25 percent of Maatla’s washed sized coal products destined for the charring facility, partaking in a symbiotic relationship where we enjoy a sustainable local market for some of its sized coal production.
“In addition, the company will benefit from secure green power that
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will be generated from the excess heat from the charring process in an Organic Rankine Cycle (ORC) plant,” he details.
Not only is Maatla dedicated to producing quality coal, but the company will also create more than 420 permanent job opportunities for people in the local communities of Mookane, Mpashalala, Dibete, and Dovedale in the future.
This will lead to the development of primary and secondary industries in the area, resulting in significant employment prospects.
“This is complemented by our neighbour, Jindal Botswana, who is developing a 300 megawatt (MW) coal-based power station that will also create more than 1,000 permanent jobs,” Badenhorst divulges.
The impact of coal mining on Botswana’s communities will be significant, and Maatla is looking forward to witnessing the positive effects.
“Unfortunately, the Western world controls the narrative through banking and financing systems, making securing funding for new coal projects difficult.
Unlike traditional bankers and financiers, Maatla considers environmental, social, and governance (ESG) aspects.
“We strongly believe that coal will continue to play a vital role in the energy and industrial sectors. Developing a project in this area will benefit the communities around Maatla and contribute to Botswana’s Vision 2036. This will help alleviate poverty, transform the country into a knowledge-based economy, and support its growth targets as a developing nation,” he prides.
Moreover, the company’s pipeline of downstream projects will undoubtedly strengthen the business case for the Mmamabula coal mine and further contribute to sustainable employment in the area.
A SUSTAINABLE SUPPLY
The Earth is currently in the Anthropocene age because humans have become the most influential species, causing significant global warming and other changes to the land.
Therefore, responsible mining practices are essential to Maatla, whilst environmental monitoring is necessary for any experienced mining company to ensure minimal impact.
However, Badenhorst thinks the narrative created by the developed world that coal and fossil fuels are ‘dirty’ and should be eradicated at all costs is extremely dangerous.
With this in mind, Maatla aims to grow into a responsible mid-tier coal and energy company that is strongly focused on not only being recognised as a coal miner but also as an innovator, utilising existing technology and participating in downstream projects that will propel sustainability, echoing Botswana’s export-driven and diversified mining
economy.
“They are playing with lives as people are less impoverished than they were a century ago, and the reason for this is due to the energy that was used to develop countries, build infrastructure, and create healthy societies. This was achieved on the back of affordable and abundant energy sources such as coal,” he voices.
Badenhorst believes that eradicating coal or fossil fuels as a reliable and cost-effective base load source of energy and replacing it with highly subsidised, expensive solar and wind power, without even considering their true environmental impact and carbon footprint, will increase poverty in developing countries.
“As the global population continues to grow and more people require electricity, there is a greater need for alternative energy sources. The idea that we should completely transition away from fossil fuels and replace
AFRICA OUTLOOK: WHAT SPECIALIST SKILLSET DOES YOUR TEAM POSSESS THAT MAKES IT SO SUCCESSFUL?
Jacques Badenhorst, CEO: “Our team is exceptional. We are blessed with a strong, experienced team that has interacted, worked together, or been business partners for over 20 years. For example, three development team members have managed junior listed mining entities.
“Moreover, we have an extremely solid in-house design, engineering, fabrication, and construction team with over 30 years of project management experience, complemented by a robust financial control and entrepreneurial team.
“We lacked the logistical and marketing skillset on the team, but those particular capabilities were brought on board by HMS Bergbau AG. Although we would be marketing our initial production from Area A into the regional-sized coal market, there are plans for tap into the worldwide network and experience of our majority equity partner with future production from our Area C secondary mine.”
them with renewable power is not a practical model.
“You need a diverse energy mix in the future, incorporating new generation capacity such as nuclear, solar, wind, hydro, and clean coal technology, rather than simply replacing existing fossil fuels with renewables,” Badenhorst expresses.
PLANNING AHEAD
Maatla is currently collaborating with technology partners and strategic companies on two downstream projects.
These will enhance the company’s sustainability, carbon footprint, competitiveness, shareholder returns, and social impact in Botswana.
“One project is at the feasibility level, while the other is at the prefeasibility level. We also understand that logistics play a crucial role in getting the product to market, and we need to find innovative solutions to ensure our clients receive their branded product on time and at a competitive price,” insights Badenhorst.
Additionally, the company has been instrumental in collaborating with other stakeholders over the past few years to advocate for the Mmamabula to Lephalale rail link.
This will provide freight owners in Botswana with a logistical solution for accessing both the sea-borne export and regional markets. The proposed railway will pass through Maatla’s mining license area and cross the Limpopo River into South Africa.
“The realisation of the rail link will enable Maatla to develop our secondary mine earlier than anticipated. This will create obvious employment, export, and supply chain opportunities for local businesses.”
Moreover, construction activities are progressing well for Maatla, and the company is confident it will begin to ramp-up production in Q2 2025.
“We will have day shift operations for the first six months of production to ensure sufficient pit room in the mine and facilitate personnel training. Our focus is on hiring from local communities before transitioning to a 24/7 operation.
“We intend to produce over 50,000 tonnes per month (tpm) of saleable coal product during the initial six months of operation, before increasing to to over 100,000 tpm. The processing plant will be operated at 80 percent of its nameplate capacity within a 24/7 operational cycle, allowing for additional tonnages to be processed and minimising the impact of unplanned stoppages,” Badenhorst concludes.
As Maatla’s plans continue to unfold, driven by its unwavering dedication to producing high-grade coal and its ambitious development goals to ensure a stable energy supply for the future, it will be a rewarding story of progress for both the company and Botswana.
info@maatlaresources.com
www.maatlaresources.com
DEDICATED TO INTEGRATED SOLUTIONS
Offering integrated crushing, mining, and mineral processing solutions, B&E International is the partner of choice for the mining and construction industries in South Africa. Chris Weideman, Managing Director, discusses the company’s premium services
Writer: Jack Salter | Project Manager: Joshua Mann
Being exposed to construction and mining, we get around and have a good feel for the pulse of both sectors.”
In South Africa (SA), the former has been under severe pressure for the past few years due to several factors, namely government policies inconducive to growth and capital formation, corruption and crime, and a lack of investment from foreign and domestic sources.
The view of SA as an unfavourable investment destination has been exacerbated by the severe
downswing in construction activity over the past five to seven years, which has seen the country lose a large number of skilled workers.
“There is a dire need for investment in our existing infrastructure, which is under severe pressure and ageing fast,” emphasises Chris Weideman, Managing Director of B&E International (B&E).
“Quite a few large projects are out to tender, but after the recent election at the end of May, we are not sure if this is just government electioneering or whether they are truly intent on investing in infrastructure.”
Mining in SA has been negatively impacted by this lack of investment, as the country’s port capacity is insufficient, the railways are not fully functional, and there is a critical energy shortage.
There is likewise virtually no investment in exploration, according to Weideman, who cites regulation, political factors, and social engineering as responsible for hampering the sector’s growth.
With the above driving off many competitors, opportunities abound for the likes of B&E.
INTEGRATED SOLUTIONS
Founded in 1972 as a drilling and blasting entity, B&E today offers integrated crushing, mining, mineral processing, and engineering solutions.
The company was acquired by Raubex Group in 2008, giving B&E further access to advanced mining and construction expertise and services, as well as capital.
“B&E is a diverse entity that offers a wide range of services and can address specific problems and challenges in the field. Amongst other things, we specialise in crushing and screening on a contract basis for infrastructure-related projects,” outlines Weideman, who remarkably has now worked at the company for 31 years.
Paramount to sustainability and profitability, B&E offers crushing and
screening services to commercial chrome, gold, manganese, iron ore, copper, platinum group metal (PGM), and coal mining ventures throughout sub-Saharan Africa.
“We are particularly well-invested in the coal industry and have a rather large capacity for crushing and screening capabilities in this field, as well as the washing and sweetening of coal. Here, we also offer purpose-built coal washing solutions,” he adds.
“We have a very large mobile contract crushing and screening plant fleet and probably boast the greatest capacity in Southern Africa.”
Mineral processing and engineering services are also offered by the company to set up greenfield mining operations from scratch or rehabilitate existing projects.
On the mineral processing front,
B&E has ventured into the chrome recovery business, which it intends to continue growing as part of its offering.
Meanwhile, the company’s Build, Operate, Own, Transfer (BOOT) concept allows clients to own an entire greenfield mineral processing plant that is designed, manufactured, installed, operated, and even financed
“B&E IS A DIVERSE ENTITY THAT OFFERS A WIDE RANGE OF SERVICES AND CAN ADDRESS SPECIFIC PROBLEMS AND CHALLENGES IN THE FIELD”
on their behalf by B&E.
“The BOOT concept is unique in our market as we may finance certain ventures which meet our criteria,” Weideman shares.
More than ever, B&E is making headway in establishing long-term relationships through its BOOT concept, as it appeals to many of the company’s risk-averse mining clients and is a significant departure from typical models that form a significant part of the company’s strategy.
“The risk is shared with this model
– CHRIS WEIDEMAN, MANAGING DIRECTOR, B&E INTERNATIONAL
as the plant we supply to the client is operated by us, so we address and solve any defects or issues. In this way, we share the pain, if there is any,” he explains.
Maintenance and repair services, such as excavator and frontend loader bucket rebuilds, are additionally offered not only for B&E’s in-house operations, but also to third parties.
“Machine rebuilds have become sought after in SA due to the rising cost of capital equipment,” notes Weideman.
Last but not least, the company provides comprehensive drilling and blasting solutions for the mining, quarrying, and construction industries.
REGIONAL PRESENCE
In terms of its geographical footprint, B&E has a long history in Southern Africa and has no qualms about working in most African countries.
The company is looking to grow in the Southern African Development Community (SADC), where, along with SA, it is currently present in the
SADC nations of Botswana, Lesotho, Mozambique, and Namibia.
In the latter, B&E is currently working for Namdeb in the diamond mining town of Oranjemund, where it performs beach accretion and overburden stripping while also constructing and maintaining the seawalls.
The Namdeb contract accounts for most of the ZAR500 million spent on capital expenditure (CapEx) this year by B&E, along with upgrading
HILLHEAD 2024
and expanding its drilling and blasting capabilities. The organisation is also pursuing other opportunities in the area, including the Tschudi Copper Mine.
In Mozambique, meanwhile, B&E hopes to start up a liquefied natural gas (LNG) project, where it has already supplied 200,000 tonnes (t) of aggregates and sea defence materials out of the two million required.
Elsewhere, the business is looking at ventures in Zimbabwe and is poised
At the end of June, B&E will be visiting Hillhead 2024, the UK’s largest quarrying, construction, and recycling exhibition.
This year’s show builds on the record-breaking 2022 event, which hosted over 600 exhibiting companies and was enjoyed by 18,500 unique visitors.
B&E always tries to keep abreast of the latest developments and technologies in the sector.
“I would like to extend an invitation to any mining entities who are keen to get involved in Africa, especially sub-Saharan Africa, to visit us and get in contact. We believe that we can offer value to partnerships or even as contractors,” Weideman urges.
to enter Australia in 2025, where its three sister companies – West Force and Raubex Australia, who are already well-established in the country, and Road Mac Australia – are present.
There are, however, projects that the company will walk away from due to certain inherent risks. Specifically, the risk that B&E is most acutely aware of is whether it will be able to deliver on its promises.
“Unfortunately, in contracting, one’s success is quite often determined by knowing which projects to walk away from,” acknowledges Weideman.
Good working relationships are therefore maintained by B&E, whose strategy for the next five years, together with Raubex Group, is to establish and foster a strong order book with quality clients that appreciate and can afford its services.
These long-term partnerships, along with the company’s dedicated workforce and culture of delivering high-quality service, provide exceptional returns for stakeholders.
“Being in the mining sector, capital is always an issue, and we are focused on jacking up our return on investment (ROI), which is something
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At Online Global Supplies & Engineering we are more than just suppliers; we are a family-driven team committed to providing unparalleled service in the field of Engineering and Mining Supplies. Established in 2017, we have quickly become a trusted name, specialising in delivering quality products promptly to our valued clients. Our ethos revolves around trust, reliability, and personalised service. We understand the urgency and importance of your projects, and that’s why we go the extra mile to ensure quick and dependable delivery as skilled business and project Managers with an outstanding background in successful business operations, sales and project planning strategies.
Online Global Supplies (OGS) are seeking to align ourselves with a progressive company that is poised for strong growth and success. With extensive experience supervising talented business teams, meeting tight schedules and delivering first-class operations and sales. Online Global Supplies (OGS) are confident that we can help you meet your organisation’s most ambitious goals.
• Electrical installations - supply and install of borehole equipment
• OEM of high-density polyethylene and light density polyethylene
• MPVC – pipes and fittings
• Irrigation supplies
• Conveyor belt Structures
• Water purification equipment
• Generators
• Borehole drilling
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• Labour hire
• Importer & Exporter
• Valves Specialist
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B&E – SELECTED PROJECTS
• Crushing contract for Raubex KZN – B&E supplies the base course and asphalt aggregates for the highway upgrades through the city of Ladysmith, SA.
• Moeijelijk Chrome Mine – The company produces around 22,000t of chrome per month at the Moeijelijk mine, where the quality of the minerals is exceptional.
• Kookfontein processing plant
– B&E will process around 80,000t of ore per month at this facility, which has just been commissioned.
• Crushing contract for Rumdel – This project to upgrade a section of the N2 highway in the Eastern Cape will last around 10 months.
• Raumix Aggregates plant – B&E has just been awarded a contract to supply and install a large upgrade at Raumix Aggregates’ Rossway plant.
• Gabosh Dam – The company is performing the drilling and blasting, as well as the crushing and screening of materials, to build this new dam in the small town of Amsterdam in Mpumalanga.
• Wind farms – B&E has been awarded the crushing and screening and aggregate supply at several wind farms.
“THE BOOT CONCEPT IS UNIQUE IN OUR MARKET AS WE MAY FINANCE CERTAIN VENTURES WHICH MEET OUR CRITERIA”
– CHRIS WEIDEMAN, MANAGING DIRECTOR, B&E INTERNATIONAL
that shareholders keep an eye on,” Weideman informs us.
“The returns are not quite what we would like them to be yet, but this is partly driven by the fact that we have large exposure to the construction and infrastructure sectors.”
AMBITIOUS TARGETS
Weideman admits that B&E will have its work cut out to achieve the budget
goals it has set for FY 2025.
However, he hopes that there will be an economic upswing following the May election in which infrastructurerelated projects that are on the table will be awarded and executed.
Secondly, the company has certain health, safety, and environment (HSE) targets that it is very keen to meet, one of which is to achieve an entire year with zero lost time injuries (LTIs).
Another of B&E’s goals is to expand its drilling and blasting offering as well as its processing capabilities in the fields of chrome, PGMs, and other minerals.
The latter will particularly come in handy for the projects that B&E is actively seeking and working on throughout Africa and north of the Limpopo River.
“Finally, we are very focused on
the use of technology to improve our service offerings and performance,” concludes Weideman.
Offering premium services made possible by a culture of excellence and long-term relationships, B&E is on a mission to become the partner of choice to the mining and construction industries in Southern Africa and beyond.
We revisit Syrah Resources with Agnaldo Laice, General Manager of Institutional Relations and Corporate Services, who recaps the company’s impressive status as one of the world’s largest natural graphite producers outside of China and outlines its ongoing aspirations amidst a challenging industry landscape
Writer: Lily Sawyer | Project Manager: Joshua Mann
Graphite is considered a critical mineral by authorities such as the US government and the EU, and the anode materials it produces continue to provide vital fuel for the ever-growing global electric vehicle (EV) market. As such, many countries have developed various strategies to
secure the supply of these soughtafter materials.
Capitalising on the exponential growth of the EV market of late, the strategy of Syrah Resources (Syrah) has historically been rooted in the vertical integration of its graphite mining operations in Mozambique, alongside its battery anode
manufacturing operations in the US.
Today, Syrah is proud to be the first vertically integrated natural graphite and active anode material company in the world outside of China. Its high-quality natural graphite is mined and processed out of its Balama graphite plant in Mozambique before being further processed and purified
A TIMELINE OF SYRAH’S KEY MILESTONES SINCE JULY 2022
July 2022 – Received a USD$102 million binding loan from the US Department of Energy for the initial expansion of Vidalia.
July 2022 – Entered into a non-binding memorandum of understanding (MoU) with Ford Motor Company and SK On for AAM material supply to the BlueOval SK joint venture.
October 2022 – Entered into a non-binding MoU with LG Energy Solution for natural graphite AAM supply from Vidalia.
December 2022 – Tesla exercised its option to offtake an additional 17 kilotonnes per annum (ktpa) of natural graphite AAM from the Vidalia 45 ktpa expansion.
April 2023 – Vidalia’s definitive feasibility study (DFS) confirmed that expansion to 45 ktpa of AAM production capacity is technically viable, financially robust, and expected to generate significant value for Syrah.
August 2023 – Natural graphite binding offtake agreements executed with Graphex Technologies and Westwater Resources for Balama natural graphite to be supplied to proposed US-based AAM processing facilities.
August 2023 – Non-binding MoU with Samsung SDI for natural graphite AAM supply from Vidalia.
September 2023 – USD$150 million conditional loan commitment for Balama approved by the US Development Finance Corporation (DFC) Board of Directors.
February 2024 – Fully integrated AAM production commenced from 11.25 ktpa Vidalia facility.
March 2024 – Binding long-term offtake agreement with Posco Future M for Balama natural graphite.
April 2024 – 10 kilotonne (kt) breakbulk sale to PT Indonesia New Energy Materials.
at its brand-new Vidalia plant in Louisiana, US and shipped to battery manufacturers and automotive original equipment manufacturers (OEMs) all over the world.
Since last speaking to Syrah in July 2022, the company has progressed even further in evolving its facilities and product offerings whilst sustaining its production amidst market challenges and developing its deep-rooted dedication to environmental, social, and governance (ESG) activities and local community engagement.
“As a business, we have a unique value proposition based on the fact that we are a major supplier of natural graphite and active anode material (AAM), with upstream and downstream expansion potential underpinned by our world-class Balama asset,” introduces Agnaldo Laice, General Manager of Institutional Relations and Corporate Services at Syrah’s operating subsidiary in Mozambique.
“We’ve evidently become one of the largest natural graphite producers in the world, whilst our vertical integration with the AAM operation in the US is the first of its kind outside of China,” he confirms.
The company’s client base includes a broad range of customers in the steel, battery manufacturing, and automotive sectors across China,
“AS A BUSINESS, WE HAVE A UNIQUE VALUE PROPOSITION BASED ON THE FACT THAT WE ARE A MAJOR SUPPLIER OF NATURAL GRAPHITE AND ACTIVE ANODE MATERIAL, WITH UPSTREAM AND DOWNSTREAM EXPANSION POTENTIAL UNDERPINNED BY OUR WORLD-CLASS BALAMA ASSET”
- AGNALDO LAICE, GENERAL MANAGER OF INSTITUTIONAL RELATIONS AND CORPORATE SERVICES, SYRAH RESOURCES
Indonesia, South Korea, Japan, India, Europe, and the US, whilst a significant amount of product continues to be supplied to the former, which remains dominant from both a natural graphite demand and AAM production perspective.
With aspirations to further expand its downstream operations at Vidalia in the coming years, the company is focused on continuing to deliver shareholder value while participating in the key decarbonisation trend of electrifying the global transportation fleet.
RAMPING UP
The ongoing development at Syrah’s Vidalia plant in Louisiana has been focused on establishing an AAM production facility that can compete and is a viable option for critical mineral supply to Asia, primarily China.
After initiating the development of downstream technology in 2016, followed by the feasibility, engineering, and construction of the processing facility, the company successfully completed commissioning of the plant in late
2023 and further commenced AAM production in February 2024. Syrah is now fully engaged in the downstream integration, progressively increasing production throughput and product quality from the Vidalia facility.
“We are currently committed to completing the qualification process, whilst ramping up AAM production volumes to supply our existing and new customers,” Laice affirms.
However, recent volatile market conditions and weaker pricing have led to a significant reduction of natural graphite production at Balama, which presents a near-term challenge for the company in contrast to the strong medium and long-term outlook for AAM demand outside China.
Late last year, the Chinese government announced the introduction of export licensing controls for graphite products. These have increased uncertainty, administrative barriers, and delays in export supply of graphite materials from China, which in turn has impacted demand for Syrah’s natural graphite from Balama.
“Therefore, driven by short-term lower market demand, production at Balama has been moderated through the adoption of a campaign production mode, in which we are focused on maintaining operating capacity and market presence, whilst also reducing costs, managing finances, and ensuring readiness for improved market conditions,” he reveals.
Syrah’s approach specifically aims to reduce single-country dependency
Nucleus Mining Logistics will show you the HOW behind the WOW, how we add FLARE behind the WHERE, and how to STRUT behind the WHAT
Nucleus Mining Logistics recognises the importance of fostering collaborative and strategic partnerships to drive progress and overcome the obstacles present in today’s supply chains.
Successfully implementing a strong customer focused model is the cornerstone of our longterm relationships with our clients in Africa.
Nucleus Mining Logistics is at the forefront of independent freight management and crossborder logistics in Southern, Eastern, Western, and Central Africa.
Nucleus Mining Logistics is focused on the process of planning, implementing, and controlling the efficient, effective flow and storage of goods, services, and related information from point of origin to final point of delivery.
We are committed to optimising and merging essential logistical processes to reduce overall logistics costs and enhance delivery efficiency.
With a focus on excellence, we aim to enhance the efficiency and effectiveness of supply chain operations for our valued clients.
We fully understand that focus on working together with the client on transformation efficiencies, thus redesigning not only the supply chain but sometimes also the overall business process and internal organisation.
As a leader in the logistics industry with over 10 years of experience in Africa, we pride ourselves on delivering reliable, efficient, and cost-effective solutions to meet our customers’ diverse transportation and supply chain needs.
At Nucleus Mining Logistics we offer a wide range of logistics services, including transportation, warehousing, freight forwarding, customs clearance, and more. Our team of logistics experts provides tailored solutions that align with our clients’ business objectives and help them achieve their goals.
What sets us apart is our commitment to excellence, innovative technology solutions, and personalised service. Whether you’re looking for delivery solutions, global freight forwarding services, or comprehensive freight management, we have the expertise and resources to meet your needs.
Let’s make contact and share how we can grow together; we firmly believe opportunities multiply as they are seized.
We’ve had the privilege of partnering with clients across the mining industry to streamline their logistics operations, reduce costs, and improve efficiency. Our track record of success speaks for itself, and we’re confident that we can deliver the same exceptional results for your business.
We look forward to the opportunity to discuss how our logistics capabilities can benefit your organisation. We offer a wide range of services, such as:
• Total warehouse management service; Secure bonded and warehouse facilities in Johannesburg, Durban, Kitwe, Lubumbashi, Kolwezi and Accra
• A dedicated point of contact; Consolidation of loads; Optimisation of loads; Load configuration; Documentation management
• Supply of adequate material equipment able to accommodate containers, break bulk, bulk and out of gauge cargo
• Shipping capabilities – sea, air, road, express and abnormal, consolidations, charter
• Spares and parts “milk run” on weekly basis with multiple stops
• Exploration and green field logistics; Project logistics; Operational logistics; Expediting
• Global cross trade network (from anywhere in the world to Africa)
A LEADING ESG AND SUSTAINABILITY PROFILE
Syrah’s leading health, safety, and environmental (HSE) standards include:
• ISO:45001 (health and safety management systems) and ISO:14001 (environmental management systems) certifications at Balama
• ISO:9001 (quality management systems) certification at Vidalia
• Vidalia project being developed in line with best practice ESG standards
• Critical Risk Management Framework embedded across the group
The company’s best practice sustainability frameworks are guided by:
• Global Reporting Initiative (GRI)
• United Nations Sustainable Development Goals (UN SDGs)
• International Council on Mining and Metals (ICMM)
• Initiative for Responsible Mining Assurance (IRMA)
Syrah also proudly implements a robust community development and stakeholder engagement strategy.
and has resulted in several positive developments, including a recently announced offtake agreement with Posco Future M (Posco), a major South Korean battery materials producer and one of the largest AAM producers globally. The company is also currently in commercial discussions with several other customers outside China, as well as various automotive OEMs and battery manufacturers.
“In 2025, we’re going to begin supplying Posco with natural graphite from Balama whilst continuing to engage with other customers who are inevitably seeking to diversify natural graphite supply away from China,” Laice details.
SUPPLY CHAIN DEVELOPMENTS
Due to the impacts of the COVID19 pandemic on the shipping industry, which previously caused problematic backlogs and even stranded product shipments, Syrah introduced breakbulk shipments from Pemba in 2022. This approach has allowed for greater vessel charter options to better cater to customers’ requirements.
“By working together with our logistics provider, Grindrod, and Pemba port operator, CFM, we were able to ensure that we not only procured and mobilised adequate capacity breakbulk vessels but improved landside logistics, highlighting opportunities for future
This included the establishment of a new warehouse in the Pemba facility, where Syrah’s product is temporarily stored, enabling product to be transferred to vessels more efficiently.
Fast-forward to today, and the company utilises two export channels – its traditional container port in Nacala, including exclusive access to a state-of-the-art Cross Dock Facility and the breakbulk shipments port in Pemba.
to service its customers and global markets, emerging stronger from the experience.
AN ACTIVE COMMUNITY PLAYER
standards in the world.
“Although we’re still to receive the final report of the independent audit, I believe that we’re well positioned to ensure we substantially meet most if not all of the +400 different requirements,” Laice declares.
Due to its achievements at Balama in partnership with key stakeholders and continued maintenance of worldclass responsible mining operations, the company believes it has built a strong foundation to achieve IRMA certification, a first of its kind across the global graphite industry.
In addition, as Laice informed us in 2022, he is personally committed to upholding strong sustainability practices and continued community engagement, especially in his role as Chairperson of the Local Development Committee.
“The Local Development Committee continues to hold regular meetings with representatives of the host communities and the local district government. These meetings provide a structured framework to discuss, select, and prioritise the implementation of sustainable development initiatives and projects aligned with the needs of communities.
The company’s Sustainable Income Generation Activities (SIGA) programme continues to offer opportunities for local producers and farmers to learn new farming techniques, scale up production, and access markets.
“As part of our sustainability strategy, we’ll certainly continue this work for years to come, driven efficiencies,” Laice prides.
Thus, despite the export limitations imposed by the COVID-19 pandemic, Syrah has successfully leveraged this challenge to its advantage. As a result, the company now utilises more than one major port
As part of its sustainability strategy, Syrah is committed to operating safely, ethically, and efficiently to create value for its people and stakeholders. Hence, to continue solidifying its ESG credentials, Syrah has embarked in a process of undertaking an independent assessment of Balama’s social and environmental performance against the IRMA Standard for Responsible Mining, which is one of the most comprehensive and rigorous mining
There are several initiatives in place under the SIGA programme yielding encouraging results including, amongst others, improved vegetable production, poultry farming, cashew production, and beekeeping. Syrah continues to work with local implementing partners to ensure that communities ultimately benefit from the programme.
“WE’VE EVIDENTLY BECOME ONE OF THE LARGEST NATURAL GRAPHITE PRODUCERS IN THE WORLD, WHILST OUR VERTICAL INTEGRATION WITH THE ACTIVE ANODE MATERIAL US OPERATION IS THE FIRST OF ITS KIND OUTSIDE OF CHINA”
- AGNALDO LAICE, GENERAL MANAGER OF INSTITUTIONAL RELATIONS AND CORPORATE SERVICES, SYRAH RESOURCES
by the commitment we’ve made to communities and, of course, to the Government of Mozambique,” he acknowledges.
ONWARDS AND UPWARDS
Since speaking to us in 2022 about its offtake agreement with Tesla, Syrah has, in the meantime, completed
the product qualification process and commenced commercial scale operations at Vidalia.
This marks progression towards becoming a vertically integrated natural graphite AAM supply alternative for US and European battery supply chain participants and OEM customers.
The company is currently working to ramp up production at the 11,250 tonnes per annum (tpa) AAM Vidalia facility to fulfil the offtake agreement with Tesla, subject to confirmation of consistent production of quality AAM aligned with contractual and technical requirements.
Syrah is also progressing commercial and technical engagements with additional
customers and supply chain participants. This includes nonbinding MoUs with Ford Motor Company, LG Energy Solution, and Samsung SDI to evaluate AAM supply from Vidalia. The company expects to announce further progress of Vidalia AAM offtake agreements in the near future.
“We’re talking about a product that goes into EVs driven by people. These vehicles need to perform, and, of course, Tesla seeks to ensure that the batteries are performing at the level customers expect,” Laice explains.
“We’re also progressing with engineering and procurement activities for the expansion of Vidalia’s production to 45,000 tpa, which will be subject to a Final Investment Decision (FID) by the Syrah board,” he adds.
In addition, its position as one of the world’s largest vertically integrated producers of natural graphite and AAM outside of China continues to bolster the company’s status
and strategic importance in critical minerals supply chains.
“Our strong value proposition with upstream and downstream expansion potential, underpinned by the worldclass Balama asset positions us as a viable alternative to China, particularly for the US, Europe, and other major players in the global EV markets,” Laice outlines.
A major contributor to the company’s value proposition is its leading ESG credentials, which represent a significant competitive advantage, enabling automakers and battery manufacturers to audit their supply chains all the way to the source due to Syrah’s fully integrated single chain.
“More and more, customers today seek sustainable products with low greenhouse gas (GHG) emissions and carbon footprint. Our strong ESG credentials can be verified at any time to reassure customers of the sustainability of our products,” he concludes.
Furthermore, with a potential natural graphite production capacity of 350,000 tpa at its Balama mine, which has a lifespan of 50+ years – the largest integrated natural graphite operation globally – Syrah has the capacity to fulfil a higher output year-on-year.
With projections in the EV space indicating a significant increase in demand for natural graphite and AAM outside of China in the next few years, combined with the company’s efforts to differentiate its products and further strengthen its ESG credentials, a bright future and opportunities are expected for Syrah.
Tel: +258 21 921 2978
twigg.admin@syrahresources.com.au
syrahresources.com.au
PERFECTING THE PROCESS
Vulcan Mozambique stands stoically as its nation’s largest and most successful mining company, having established itself amongst the most wellrenowned and prominent employers in the country. We dig deeper into its environmental initiatives and exceptional work at the Moatize coal mine with CEO, Dr. Mukesh Kumar
Writer: Ed Budds Project Manager: Joshua Mann
Proudly shining as its nation’s largest business and the responsible operator of the impressive Moatize coal mine, is Vulcan Mozambique (Vulcan), a fully-owned subsidiary of Vulcan International.
Like the mighty god of flames, patron of the fire of volcanoes, deserts, metalworking, and the forge in ancient Roman religion and myth, Vulcan, like its mythic namesake, has forged and sculpted an enviable reputation within the African mining sector, flying the flag proudly for Mozambique.
Founded in 2010, IRISS-FAST has since had a clear vision: to meet the demands of professionals and continue to be a reference in the industrial fastening sector. Its successful trajectory began in Luanda, but it quickly gained a foothold throughout the Angolan market. With an approach centered on quality and customer satisfaction, offering a wide range of products from prestigious international brands, IRISS-FAST soon made a name for itself in the market, becoming a preferred choice among professionals in the field.
But IRISS-FAST’s ambition pointed to greater horizons. And in 2014, the company began a process of expantion, its presence and its brands into other African markets. This strategic move was carefully planned and executed, taking into account the specific opportunities and challenges of each region. The next stage of this expansion journey began in Mozambique. With facilities strategically located in Maputo, Nacala and Pemba, IRISS-FAST has earned the trust and credibility of the market, building a solid, strong and respectful client base that is constantly growing.
Logistics, which are crucial to the success of international operations, are coordinated from Portugal, guaranteeing an efficient supply chain. The communication strategy is guaranteed by the same team, developing marketing materials and visual communication adapted to each type of market, resulting in the consolidation of the IRISS-FAST brand.
Fixing Solutions
IRISS-FAST stands out for a comprehensive presence in the market and the professional offer it provides. Their commitment to excellence is evident in all areas of its operation. The company has an exceptional relationship with Vulcan, which includes the Northern Development Corridor (CLN), and Nacala Integrated Logistics Corridor (CDN), suppling this partnership with a wide range of materials, such as power tools, silicones, screws, among others.
Customer offer: IRISS-FAST prioritizes providing customers with the best products and solutions at competitive prices. Always at the cutting edge of innovation, it frequently updates its product portfolio with the latest and most proven solutions.
Quality Services: IRISS-FAST guarantees excellence in both its products and services. Its efficient structure maintains high quality standards, from pre-sales service to after-sales support, with a dedicated team ready to offer technical guidance and personalized assistance.
Notable Projects: Since its foundation, IRISS-FAST has had the privilege of being involved in the construction of important national projects, supplying products of superior quality and technical expertise, guaranteeing efficiency and safety, resulting in recognition and notoriety.
Av. Karl Marx, nº 787 - R/C Bairro Central Maputo, Moçambique +258 846 823 276 maputo@mz.iriss-fast.com
Social Responsibility: In addition to its commitment to excellence and customer satisfaction, IRISS-FAST has also responded in terms of social responsibility. Recognizing the importance of this concept as an agent of positive change in the communities where it operates, the company is committed to creating local jobs, contributing to training national talent and investing in the educational, cultural and economic development of its employees’ future.
Nacala, Moçambique
Rua de Mogás, Talhão A21/22 Edifício Semedo Bizarro Armazém 4 e 5 Nacala(porto), Moçambique +258 858 002 844 nacala@mz.iriss-fast.com
Rua de Mogás, Talhão A21/22 Edifício Semedo Bizarro Armazém 4 e 5 Nacala(porto), Moçambique +258 858 002 844 nacala@mz.iriss-fast.com
Pemba, Moçambique
Pemba, Mozambique
Pemba, Moçambique Porto, Portugal
Pemba, Moçambique Porto, Portugal
Summarizing, IRISS-FAST is more than just a leading company in the industrial fastening sector; it is an example of excellence, social commitment and corporate responsibility.
Porto, Portugal
Rua da Cavda nº 72 4590 - 5549 Paços de Ferreira + 351 255 096 791 ventas@iriss-fast.com
As a crucial part of this worldwide venture, Vulcan is not only a mining specialist but is committed to the growth and development of Mozambique, focusing on driving innovation, efficient production, and most importantly, valuing its people.
“Africa is a land of opportunities and has vast untapped potential. However, large exploration efforts are needed to map its obvious geological potential” introduces CEO, Dr. Mukesh Kumar.
“Some of the world’s largest and best reserves of various metals like copper, aluminium, lithium, niobium, uranium, tantalum, vanadium, titanium, manganese, and graphite are all available in Africa,” he sets out.
Following its recent acquisition of the Moatize coal and corridor logistics operations, Vulcan is strategically
positioned to achieve optimal production capacity in the near future.
This is exemplified by its consistent monthly production of over one million tonnes (t) of coal since June 2022.
This impressive upward trajectory is attributable to astute investments in production and maintenance processes, coupled with favourable market prices across the industry. As a result, Vulcan has emerged as the leading exporter in the mining sector within the East African country.
Besides its exceptional coal mining industry, Mozambique is rich in natural resources, biologically and culturally diverse, and boasts a tropical climate.
Its extensive coastline fronts the Mozambique Channel, which separates mainland Africa from the island of Madagascar, and offers some of the continent’s best natural harbours.
These ports have afforded Mozambique an important role in the maritime economy of the Indian Ocean, while the nation’s gorgeous white sand beaches are a vital and vibrant attraction for the growing tourism industry.
Abundant, fertile soil in the northern and central areas of the country has yielded varied and abundant agriculture, whilst the mighty Zambezi River provides ample water for irrigation and the basis for a regionally important hydroelectric power industry.
SETTING NEW BENCHMARKS
Now existing as a truly global mining company, Vulcan demonstrates a strong commitment to sustainability and community well-being through its work at one of Africa’s largest coal mines.
“The justification for our existence is to offer unique solutions to persistent engineering problems encountered on a day today running of business”
INSTALLATION
Our engineers are available to supervise the client’s personnel and help them install or work on products.
MAINTENANCE
We repair pumps and help with troubleshooting. Our engineers also help with value engineering on useful equipment
PROJECTS
Our engineers can help in project management especially water and sewage treatment plants
COST-EFFECTIVE INDUSTRIAL SOLUTIONS
We pride ourselves in providing the best, cost effective solution to your projects, capcitated by the use of our skilled Engineers and state of the art technology
ROBUST INVENTORY OF PRODUCTS
We have a wide range of products, which range from pumps which utilized different forms of energy,, electrical motors and transformars, industrial steel and industrial ceramics
The business leverages cuttingedge technology and efficient logistics for operational excellence, upholding recognised sustainability practices to reduce global warming and promote responsible environmental stewardship.
As a trailblazer in the vast African mining industry, the company aspires to set new benchmarks for excellence and responsible business practices, driven by its unwavering dedication to philanthropic initiatives that foster community development at the heart of the company’s core values.
Furthermore, Vulcan is not only a prominent mining company but is also well known for being the largest employer in Mozambique, creating
hundreds of jobs annually, with a focus on opportunities for young people in technical, operational, and administrative roles.
Meanwhile, as an equal opportunities company, Vulcan prioritises diversity, inclusivity, and workplace safety to foster a successful professional career for all its people.
In this way, Vulcan’s employees are vital to its success, and the company values their energy and innovative ideas. This aligns with Vulcan’s company-wide goal to cultivate an engaged, talented, and motivated workforce that will drive the growth and success of the entire business, setting new industry standards for future generations.
“We believe in empowering our people so that our operations are self-driven and require limited intervention from management. No change is impossible if your team is standing with you, and I am proud of my employees who show extreme ownership and dedication in every part of our activities,” Kumar excites.
“Our goal is to cultivate an engaged, talented, and motivated workforce that will drive the growth and success of the company, setting new industry benchmarks for future generations,” he continues.
“We feel proud to be part of the Mozambique growth story and are making efforts to increase our contribution further.”
“CUSTOMISED LOGISTICS IDEAS” – That is the driving concept and philosophy behind our company and what our company name stands for – C L I. For any task that requires an exceptional level of sensitivity, professionalism and trust, you are in the right hands with CLI. We implement transport and logistics solutions that precisely match your business and your customers’ requirements.
Do you want to transport complete industrial plants, mining equipment or machinery weighing many tonnes, wind power turbines or sensitive goods? Our comprehensive specialist knowledge, country-specific know-how and direct line to authorities pave the way for demanding, large-scale projects that require high levels of skill and experience.
CLI is the ideal service partner for mine operators, machine and plant manufacturers, heavy industry and any other company that has to ship into or from remote parts of the world, especially in Sub-Saharan Africa.
CLI has been chosen by Vulcan Mozambique for this very reason. Since 2019 CLI has been a key partner and contracted logistics operator based in Johannesburg, South Africa. Our team of professionals work closely together to plan, optimise and execute the worldwide inbound logistics requirements for the mine and the terminal operations in Nacala.
From our logistics hub in the east of Johannesburg, we offer the following bespoke services:
• Worldwide airfreight services
• Worldwide seafreight services – FCL, LCL or breakbulk
• Air or Sea Charters
• Roadfreight for normal or abnormal cargo
• Bonded Storage in Johannesburg with Removal in Transit to anywhere in Africa
• Customs Clearance
• Purchase Order line-item checking, counting and verification
Freight Costs form a large part of the overheads of any mine operating in Africa. Spare parts for machinery, equipment, pumps, construction materials, even stationery generally have to be shipped in from far away, often imported from origins across the world. If orders can only be verified for correctness and completeness once the goods arrive at the mine, the logistics costs have already been incurred even for incorrectly supplied materials, which would need to either be accepted or shipped back.
CLI has implemented a very important add-value service to our mining customers. If orders can be verified at origin to ensure correct and complete supply, the freight costs to the mine are then only incurred for verified orders.
Inbound shipments are consolidated to maximise transport efficiency and lower overall cost per shipment allowing reduction in total logistics costs. Suppliers are able to react much quicker and more effectively should errors in supply have occurred. Valuable time is saved and Customer Satisfaction is improved.
For mines, business customers or end users, partial or full loads, project or general cargo, we have the right transport solution in our range for all large and small shipping tasks.
MOATIZE COAL MINE
Moatize is the principal town and administrative centre of the Moatize District in Tete Province.
Located on the eastern side of the Zambezi River at the confluence of the Moatize and Revuboe Rivers, it is the second largest urban area by population in Western Mozambique.
The Moatize coal mine concession is located 17 kilometres (km) northwest of the provincial capital of Tete along the Zambezi River, 180km southwest of the Cahora Bassa reservoir and 80km south of the border with Malawi.
Today, the vast 25,000 hectare mine site is one of Vulcan’s main assets in the area and presents differentials that place it in a prominent position in the world market, with estimated resources of over 1.5 billion t.
“Vulcan is going to play a major role in the future of our industry, as the type of coal available in our mines
THE MOATIZE COAL MINE IN NUMBERS
The impressive Moatize coal mine, operated by Vulcan, now boasts an impressive annual capacity of raw coal thanks to its state-of-the-art processing methods.
• 52 million t – The total capacity of raw coal produced per year.
• 8,000t - The plant is comprised of eight modules, each capable of feeding 1,000t of coal per hour.
• Zero Discharge with 60 percent water recycled – This includes water used in the plant’s overall operations, which is now recycled efficiently.
• 50 sprinkler systems - These have been implemented to avoid particulate emissions.
is unique because of its low volatile matters and is available in very limited countries,” Kumar acclaims.
An essential input for the transformation of iron ore into steel, the Moatize coal mine produces two types of coal – metallurgical and thermal.
The former, used in steel manufacture, is the focus of Vulcan’s operations and projects and the company’s main global export product.
Thermal coal, meanwhile, is also produced by Vulcan’s operations and is used to generate heat and power in thermoelectric plants.
The Moatize Coal Mine is a coking coal mining operation, which is required for making iron and steel. The annual global demand of steel is likely to increase from its present value of 1.9 billion to around 2.5 billion by 2030, out of which nearly 70 percent shall be made using coking coal.
“As the ash in coking coal is a critical
requirement, we have set up one of the most modern coal washery operations that has a capacity of around 50 million t per year and will go through further upgrades to maintain our quality and status as the most preferred supplier,” Kumar states.
EQUIPPED TO SUCCEED
Vulcan counts on state-of-the-art technology including equipment of various types and functions, namely excavators, off-highway trucks, wheel loaders, and auxiliary equipment such as crawler tractors, motor graders, drilling machines, and tanker trucks, among others.
Within this fleet, one of the company’s most trusted pieces of machinery is the CAT 797F, which is one of the largest off-highway trucks in the coal mining industry.
A trusted vehicle present at the Moatize coal mine, it has the capacity to carry up to 364t of nominal payload.
The truck uses the biggest tyre in the world at four metres in height, while its fuel tank has a standard capacity of
3,785 litres and 4,000 horsepower.
In addition to this, Vulcan utilises the abilities of the CAT 793D, Hitachi EH5000AC-3, and the Caterpillar 6090 FS, which is the largest hydraulic excavator in the world reaching a load of 93t in each bucket pass.
Finally, Vulcan’s main loading and transport equipment is supported by auxiliary mine infrastructure
equipment such as bulldozers, motor graders, and water sprinkler trucks to keep the access routes humidified, thus greatly reducing remissions.
GROWING TOGETHER WITH THE MAMBAS
Vulcan is now proudly an official sponsor of the Mozambique national football team.
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Under the inspiring slogan “Together to grow with the Mambas”, Vulcan and the Mozambican Football Federation (FMF) initiated a historic sponsorship agreement in April 2024, aimed at strengthening and promoting the development of football in the country.
What Vulcan has achieved here is not isolated, but rather another big step in favour of the growth of sport in the country. Indeed, the company has been carrying out various other initiatives, such as its Community Sports Project, which focuses on teenagers and young people, as well as supporting local teams with sports equipment.
CHANGING LIVES
Vulcan seeks to establish healthy and prosperous relationships that include a range of influential actors
Decarbonisation of the Mining Fleet with ABB eMine™
Decarbonizing the mining industry requires a purposeful and practical methodology combined with an industry leading suite of solutions. This is especially important in countries throughout Africa where the considerations to convert to ‘all-electric’ mines are critical for a sustainable mining future.
ABB eMine™ focuses on supplying power directly to mining vehicles by implementing fit-for-purpose electrification to achieve the most optimized electrified process. The solution integrates energy management, peak demand management and operational management excellence for the overall purpose of improving Energy consumption within the specity mining operation.
A critical component of keeping the all-electric mine running is ensuring that the equipment performs consistently and that trucks can charge when required. ABB provides charging station infrastructure as an engineered solution to meet the needs of modern mining operations. ABB eMine™ FastCharge is vehicle type and original equipment manufacturer (OEM) agnostic by supporting an interoperable approach based on proven standards to provide a reliable way to charge battery electric vehicles (BEVs).
In regions where underground mining is prominent, the company’s FastCharge solutions are further enhanced by integrating their Short Interval Control (SIC) digital solution. This synergy of electrification and digitalization has completely changed the efficiency with which underground operations are managed.
Interest in ABB eMine™ Trolley System is also increasing. As a testament to the harsh mining conditions required; the ABB eMine™ is implemented at a mine site 100km above the Arctic Circle where the mine’s hybrid trucks with on-board electrical systems are attached to a 700m long trolley line.
This trolley line saves approximately 830m³ diesel annually while transporting 70 million tons of ore every year and ultimately reducing the mine’s greenhouse gas emissions related to transportation by up to 80%.
ABB was responsible for the off-truck trolley assist infrastructure and provided engineering, project management, equipment supply, system commissioning and construction management for the custom designed overhead catenary system (OCS) infrastructure and 12MW of rectifier substations to power the system. This solution is monitored and controlled by the existing ABB Ability™ System 800xA® distributed control system (DCS).
Moreover, the company’s lifecycle services are tailored to the specific challenges of customers in the mining industry. Through remote services, predictive maintenance, upgrades and retrofits, ABB helps mining companies ensure maximum performance throughout the mine’s lifecycle by leveraging advanced digital mining solutions to collect and analyze mining assets and operational data. This technology backbone empowers the identification, categorization and prioritization of actions that will ultimately transition mining operations from costly and reactive time-based maintenance to planned preventive and predictive interventions.
Effective ABB eMine™ implementation requires early involvement to conduct the critical technology, economic, geographic, regulatory and cultural assessment through comparative simulations studies. These studies empower both ABB and specialty consultants to understand a particular mining operation, provide guidance for strategic project decisions, and thus customize the best fit for electrification, automation and digitalization solutions.
ABB is committed to creating sustainable progress for today and future generations by helping our mining clients through their energy transition.
in society and works to build a network of partnerships with the aim of contributing to the development and economic sustainability of the communities where it operates, therefore generating long-term value for the entire production chain.
The company does this through the promotion of dialogue and understanding, engagement and relationships with communities, and restoring livelihoods to mitigate the impacts resulting from the Moatize coal mine.
Fostering income generation and social inclusion is another way of supporting local development and transforming lives, as is Vulcan’s Agriculture Support Programme.
At present, around 1,200 families benefit from training activities within the Fazenda Modelo, located
in the Cateme locality in Moatize, where block production and horticultural techniques are taught in demonstration plots and home gardens. Certified seeds, technical assistance, production tools, and mechanised tillage are also provided by Vulcan.
The geographical area of the mine, including Moatize and Cateme, is the focus of the project, which involves hiring agricultural companies to provide inputs, technical assistance, offtake agreements, and geographical mapping to farmers.
“We are working in many areas including schools, roads, airports, mobile connectivity, health, and more, where we believe in sharing the benefits of a project with the community so that inclusive growth can be ensured,” Kumar explains.
GOING FURTHER
Vulcan’s objectives in Mozambique include creating job opportunities and supporting tax collection efforts. The company collaborates closely with local suppliers through training programmes and visits to the Moatize coal mine while also monitoring and supporting the development of national suppliers.
Additionally, Vulcan continues to recognise the crucial role of women in the development of the community. In this sense, its community programmes aim to encourage the continuity of girls’ studies in secondary school and reduce the rate of dropouts through training in vocational courses such as microfinance, entrepreneurship, cooking, cutting, and sewing.
With the support of this initiative,
Manica Freight Services (Moçambique) S.A.
– a leading logistics provider and shipping agency in Mozambique – is standing tall since its inception 130+ years ago and is a wholly-owned Mozambican company with its own fully fledged offices in all five major ports of Mozambique such as Maputo, Beira, Nacala, Quelimane, Pemba and serves Mozambique and the Southern African region with a massive, skilled, professionally-trained and well-experienced staff force.
Throughout its years of existence, Manica has seen an exponential and progressive increase in its clientele (in both forms of shipping - Liner and Tramp) and this is purely achieved by practicing great and quality customer care and providing all types of shipping solutions for ships and cargoes, be it Bulk (Wet/Dry), Breakbulk or Container in a flexible, tailor-made and transparent manner for various and diverse clients of the shipping industry with unique demands and requirements who are based locally, regionally or internationally.
The stronghold of Manica has always been that it can provide an array of services with different business verticals such as Ships agency, Clearing, Freight forwarding, Warehousing (including bagging facilities and transit-bonded zones with
Ships agency • Clearing and forwarding • Project warehousing • Tank farm • Marine division
road/rail access), Airfreight, Ship/Cargo surveys, Marine services, Project cargo handling, land transport, Oil & Gas, and Mining to name a few and all of this under “one roof “ with competitive pricing structures and covering all major ports of Mozambique as well as providing cargo solutions to/from hinterland countries in the southern African region.
Building trust, satisfaction and long-term relationships with all of its clients, Manica has always given importance a quality service offering and to this end has ensured the implementation and maintenance of ISO certified quality standards (ISO 9001;2015 and ISO 45001) thereby ensuring all its work processes are continually monitored and improved year on year. The company was the first in Mozambique to be awarded with an ISO quality standards accreditation. Manica is also a member of IATA (International Air Transport Association) and has facilities for Air Cargo at all major Mozambican locations.
Manica Freight Services (Moçambique) S.A. is a member of the Multiport group (the largest Shipping Agency network in the world) and is also quality certified by FONASBA – The Federation of National Associations of Ship Brokers and Agents,
based in UK). Manica is also TRACE certified – a globally recognised anti-bribery business association and the certification underscores Manica’s commitment to transparent commercial transactions.
When it comes to Nacala & Beira, the ports have long remained as the natural and prime gateways for Southern African region through the Nacala and Beira Corridors. With improvements being made to the road and rail infrastructures the ports would see a considerable influx of international businesses owing to the advantages that can be derived using these corridors.
In Nacala and Beira, Manica works closely with a number of major clients such as key fertiliser and grain importers, as well as sugar, granite and tobacco exporters from Malawi, Zambia, Zimbabwe, and the DRC. Manica is also the ships/ cargo agent for Vulcan, handling coal exports from Tete - Mozambique’s main mining province and handling Vulcan’s wagon shipments imported through Nacala port.
Manica can also offer fully equipped transit bonded warehouse space to meet customer demands for the storage of diverse cargoes destined to the hinterland.
which currently covers about 300 girls living in Moatize and Cateme, many who had dropped out of school have now returned with the ongoing support of Vulcan.
The project also educates girls about entrepreneurship and menstrual health, alongside distributing reusable menstrual kits with the aim of promoting re-integration into secondary school.
Similarly, to train young Tete residents in interpersonal and technical skills, Vulcan is implementing the Programme for Preparation for the Labour Market (PPMT).
“We want the communities around us to be in a position where their lives have improved significantly in terms of health, well-being, and livelihoods” confirms Kumar.
VULCAN’S SUSTAINABILITY PHILOSOPHY
In the Moatize industrial complex, there are 14 environmental management programmes that reflect Vulcan’s commitment to sustainability.
The key processes include:
• Management and monitoring of air quality, weather conditions, noise, vibrations, water quality, and effluents.
• Recovery of degraded areas and management of the biotic environment.
• Management of solid waste.
• Environmental training and education programmes.
A CONCEPT BEYOND PROFIT
In order for Vulcan to ensure sustainability across its entire business, it is necessary to balance the environmental, social, and economic aspects of its operations.
This entails protecting and preserving the natural environment, promoting social equity and inclusivity, and fostering economic growth that is equitable and beneficial for all stakeholders.
By striking a synergistic equilibrium among these three pillars, Vulcan aims to create a sustainable future for both current and future generations, where environmental stewardship, social wellfare, and economic prosperity can coexist and thrive in harmony.
As such, flora and fauna are a huge concern for the company, and in this sense, Vulcan employs its Biotic Environment Management Programme,
Mining Boffins is a leader in providing value-added mining equipment to our customers.
We offer a complete product range incorporating brands such as: Schneider Electric, Circuitor, ABB products, electrical and motion, Electrical panels, ACDC products, and Allight Sykes products - mobile lighting and power solutions.
Some of the clients that we supply mining equipment to include: Vulcan Mozambique, Royal Bafokeng, Impala Platinum in South Africa, and Copperbelt Mine in Zambia, to name but a few. We also provide short and long haul transportation. Our mission is simply to continue to provide quality mining equipment supplies and technical and management services to our customers. We strive to implement a long-term relationship with our clients based on safety, quality, timely service, and an anticipation of their needs.
where actions and activities are carried out to mitigate and control the impacts on the biotic environment in which the company operates.
This includes the systematic collection of the largest possible number of seeds from the areas to be mined, and the monitoring of periphytic algae and aquatic macrophytes, and more.
In addition to this, Vulcan has a robust environmental recovery plan that includes a plant nursery with a production capacity of around 60,000 seedlings per year, with the aim of recovering the mined areas and restoring the natural ecosystems and landscape in the medium and long term.
Alongside numerous examples of native species, fruit trees and shade trees are also being produced by Vulcan for educational institutions, government, and civil society that
operate in Moatize and Tete for urban afforestation.
For Vulcan, environmental education is understood as the
processes by which individuals and collectives build social values, knowledge, skills, attitudes, and competencies towards environmental
conservation, which is essential to a healthy and sustainable quality of life.
At Vulcan, this programme aims to continue to raise awareness, educate, and empower communities and employees about the need to preserve the environment and change behaviours.
AIR AND NOISE POLUTION
Another key area of environmental stewardship that Vulcan is contending with is the management of air quality and atmospheric emissions.
To control the level of emissions from the open pit mining process, among other stages of coal processing, and comply with current legislation, Vulcan has an atmospheric emissions mitigation control system composed of water trucks and sprinkler systems.
Vulcan also has Mozambique’s only automated air quality monitoring
network, which is certified by European Union (EU) and US Environmental Protection Agency (EPA) standards and monitors particles, gases, and weather conditions.
In addition to preventive equipment maintenance and noise and vibration monitoring, Vulcan also prioritises environmental sustainability in its mining operations. Through careful planning and the implementation of best practices, the company strives to minimise the negative effects of mining on local ecosystems.
Finally, through regular monitoring and the assessment of noise levels and seismic vibrations, as well as taking corrective measures to reduce any potential impacts, Vulcan is proactively managing these factors and aims to ensure responsible mining practices that prioritise environmental protection and sustainability.
www.vulcaninternational.com
THE FINAL WORD
To round off each issue, we ask our contributing business leaders for their views on the same question
WHO DO YOU LOOK UP TO FOR INSPIRATION?
Jacques Theunissen CEO, Kuku Foods East Africa
“I really look up to both my parents and my wife. My father taught me to work hard, and that honest work will always be rewarded. I have learned so much from him about life and doing business. My mother and my wife both motivate me and remind me how lucky I am to be able to do something that I love so much every day. They are the engines and steering wheel behind my ship!”
Teshlin Akaloo Managing Director, NetcarePlus
“Dr Richard Friedland, CEO of Netcare, has always amazed me with his unwavering commitment to contributing to healthcare. He has been instrumental in building Netcare as a whole and has silently been part of a team that has saved countless lives over the last three decades. His humility is astounding.
“I look to my team for inspiration on a daily basis. I always look forward to interacting with them, and they give me the confidence and energy to be the best that I can be – both for the business and for them.
“I also look to my wife – she has a profound way of seeing the world, one that pushes me to be a better leader, employee, father, and person.
Jacques Badenhorst CEO, Maatla Resources
“First and foremost, I look up to our Lord and Father for inspiration, who has made everything possible. Even through the difficult times the company has faced, we have always found a way to push forward.”
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