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EDITORIAL
Head of Editorial: Jack Salter jack.salter@outpb.com
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BUSINESS
CEO: Ben Weaver ben.weaver@outpb.com
Managing Director: James Mitchell james.mitchell@outpb.com
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TRAINING & DEVELOPMENT DIRECTOR Joshua Mann joshua.mann@outpb.com
BUSINESS DEVELOPMENT DIRECTOR
Thomas Arnold thomas.arnold@outpb.com
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Callam Waller callam.waller@outpb.com
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Sales & Partnerships Manager: Donovan Smith donovan.smith@outpb.com Josh Rayfield josh.rayfield@outpb.com
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RIPE WITH COLOUR
Welcome to our 109th edition of Africa Outlook magazine.
Brightening the front cover of this issue is Orange Middle East and Africa (OMEA), the predominantly Africa-based arm of one of the world’s leading telecommunications operators and digital service providers.
At the forefront of the continent’s digital transformation, we peel back the layers of OMEA’s extensive African footprint and learn how financial and digital divides are being bridged across the region.
“We invest more than €1 billion every year to bridge the digital divide and make sure we address population coverage with the latest broadband technologies such as 4G and 5G,” emphasises Jérôme Hénique, CEO of OMEA.
Elsewhere, green energy sources such as solar, wind, hydro, and biomass endow Nigeria, where the Rural Electrification Agency (REA) is on a mission to bring power to disadvantaged and remote communities.
Despite being ranked as one of the continent’s energy titans, Nigeria is struggling with chronic electricity shortages. However, it can harness these renewable resources to scale up supply, and the REA is in a prime position to improve access to electricity for millions of residents.
“We are saddled with the responsibility of increasing electricity access to the rural, underserved, and unserved communities in Nigeria,” acknowledges CEO, Abba Abubakar Aliyu.
Premium Edible Oil Products (PEOPL), meanwhile, manufactures a range of fast-moving consumer goods (FMCGs) under the Golden Penny brand, as well as business-to-business (B2B) products such as soybean meal, refined soya oil, olein, and more for local clients.
With a population upwards of 1.4 billion, there are huge food production and processing opportunities for PEOPL, a subsidiary of the Flour Mills of Nigeria Plc (FMN) Agro-Allied division.
“We are ready to capture the opportunities that lie ahead and unlock them for the benefit of FMN. We will drive the route-to-market and traverse the whole of West Africa with our Golden Penny brands,” affirms Austin Pam Dalyop, Head of Sales and Marketing.
This vibrant issue also features colourful corporate stories from Simam Côte d’Ivoire, GPC Groupe, Herotel, MEGA Distribuição Moçambique S.A., Radiometer, and many more.
We hope that you enjoy your read.
Jack Salter Head of Editorial, Outlook Publishing
FEATURES
ENERGY & UTILITIES
42 Rural Electrification Agency
Equalising Energy Access
Connecting Nigerian communities
FOOD & BEVERAGE
58 Premium Edible Oil
Products
Feeding the Nation, Every Day Nigeria’s leading edible oil producer
64 KFC Ghana
The Sharing Bucket of Success
Chicken with a side of golden opportunity
72 Lato Milk
From Grass to Glass
Supporting farmers, nourishing children
OIL & GAS
80 Simam Côte d’Ivoire
Distribution With a Difference
Leaders in butane gas distribution across Ivory Coast
98 Naledi Mining Services Company
Creating Limitless Mining Possibilities
A vital player in Botswanan mining
106 Jindal Africa
Unearthing the African Spirit
Economic expansion through exploration
112 Kudumane Manganese Resources
Stewards of Manganese Communities
An overarching commitment to sustainable development
CONSTRUCTION
120 Tractionel Enterprise
Elevating Infrastructure
Unwavering quality and integrity
TECHNOLOGY
128 Herotel
The Ultimate Connection
A new continuum of internet service
140 4G Capital
Next-Generation Business Lending Instant-access working capital loans and enterprise training
148 MEGA Distribuição Moçambique S.A.
Mega Flavour for Mozambique
A long-standing stalwart of the country’s food retail landscape
MANUFACTURING
158 Radiometer
A Legacy of Innovation
Refining deep knowledge and experience in healthcare
FINANCE
162 Hollard Trade Credit
Trade Credit That Protects
Product offerings shaped around South Africa’s trade credit insurance needs
HEALTHCARE
170 University of the Witwatersrand
An Epicentre of Knowledge
Over a century of innovation and education
90 GPC Groupe
Builders of the Future
Redefining the Guinean industry locally and worldwide
GOVERNMENT & EDUCATION
176 City of Windhoek
Namibia’s Urban Centre
A sustainable and caring city
PROMOTING PLANT-BASED HAIR
WHILST VISITING A local farm, Ugandan entrepreneur Juliet Tumusiime quickly recognised a significant number of banana stems being discarded during cultivation.
Yearning to reduce the excess waste, she came up with Cheveux Organique, a company that manufactures hair made from banana fibres as an alternative to synthetic extensions.
Her business, which promotes
EDUCATION
naturally sourced and environmentally friendly alternatives to synthetic hair, is transforming the beauty industry and empowering women to make informed decisions about what products they use.
With Uganda being Africa’s largest producer and consumer of bananas, Tumusiime works closely with local farmers to buy stems that would otherwise be discarded.
BOOK DONATION SCHEME EXPANDING TO KENYA
AFTER FINDING SUCCESS in shipping textbooks to schools in Nigeria, the University of Bath’s Readcycle Bath project is now expanding the initiative to send books to Moi University in Kenya.
Primarily focusing on management and engineering textbooks, this programme is more than just a donation
of surplus books but a symbol of a partnership between global institutions in fostering academic excellence and promoting knowledge sharing.
Conceptualised by Dr Teslim Bukoye, the scheme is anticipated to grow even further, eventually reaching other parts of Africa, Asia, the Caribbean, and the Middle East.
AEROSPACE
INSPIRING THE NEXT GENERATION OF ASTRONAUTS
SIAN PROCTOR, AN American geoscientist, astronaut, and community college educator, spoke to space travel enthusiasts at the most recent general assembly of the International Astronomical Union (IAU) in Cape Town, South Africa, declaring that the next generation is ready to play a key role in the future of humanity in space.
This assembly was the first time the largest gathering of international astronomers and space lovers had been held on the African continent, boasting over 2,000 delegates from 82 countries.
The event also featured a 10-minute live radio link-up with the International Space Station, allowing South African schoolchildren the opportunity to ask crew members questions.
OIL & GAS
GHANAIAN OIL HUB CONSTRUCTION BEGINS
HAVING OFFICIALLY BEGUN the first stage of construction for a 300,000 barrel per day (bpd) oil refinery in the city of Jomoro, Ghanaian President Nana AkufoAddo has expressed his hopes that the project will turn the West African country into the region’s petroleum hub despite the reservations of many critics.
The refinery promises to be a cornerstone of the nation’s development, which began producing oil in
AUTOMOTIVE
EVS TAKING OVER ETHIOPIA’S ROADWAYS
ETHIOPIA IS CURRENTLY experiencing a rapid transition to electric vehicles (EVs) in its streets due to the government taking the extraordinary step of banning the import of all gas-powered passenger vehicles – becoming the first nation in the world to do so.
2010 and currently has an output of approximately 132,000 bpd of crude oil and 325 million standard cubic feet of natural gas per day.
The project aims to supply enough refined oil and by-products to supply the region by 2036.
HEALTHCARE
HIGH ALERT FOR MPOX
THE WORLD HEALTH Organisation (WHO) officially declared its highest alert level for mpox, formally known as monkeypox, after the Africa Centres for Disease Control and Prevention (Africa CDC) declared the viral disease a continental emergency.
Endemic to parts of Central and West Africa, mpox is related to the virus that caused smallpox and was renamed in 2022 to reduce stigma.
WHO has stated that cases have been detected in 13 African countries, as well as Sweden, Pakistan, and the Philippines, with overall cases up 160 percent in 2024 compared to the previous year.
This government-led effort to get more EVs on the roads has resulted in nearly 100,000 electric cars, trucks, buses, and motorbikes being driven across cleaner, quieter, and more sustainable streets.
It is estimated that this number will quadruple by 2032 as the country leans hard into the widespread use of EVs to combat the massive expense of importing foreign fuel.
ENERGY & UTILITIES
MIRROR ROOFING BRINGING DOWN TEMPERATURES
AFTER ATTEMPTING TO cool down the increasingly hot temperatures of Sierra Leone’s capital city of Freetown, a new initiative has found recent success, whereas other ideas have failed.
In Kroo Bay, a few dozen households have installed heatreflective roofing sheets constructed from recycled plastics in a new pilot programme that will be expanded to cover approximately 35 percent of residents across all informal settlements in the city.
With a full evaluation to be made at the end of the year, initial results show reductions in house temperatures by as much as six degrees Celsius.
AI-Driven Supply Chain Optimisation: A Green Cataylyst for Africa
Onyekachi Izukanne, CEO of TradeDepot, details how profitability and environmental stewardship in Africa’s supply chains can work side-by-side by optimising the vast potential of artificial intelligence
Written by: Onyekachi Izukanne, CEO, TradeDepot
Africa stands at a pivotal moment, where economic aspirations meet the pressing need for environmental stewardship. The continent is rich with potential, yet its supply chains often grapple with inefficiencies and unsustainable practices. This is where artificial intelligence (AI) emerges not just as a technological advancement but as a strategic imperative for businesses determined to thrive in a future that demands sustainability.
AI is not just a buzzword; it’s a suite of advanced technologies — such as AI-based decision-making systems and AI-enabled personalisation tools — that can revolutionise how we produce, transport, and consume goods, all while minimising environmental impact and fostering economic growth. Africa’s supply chains, characterised by their complexity and vastness, present both challenges and opportunities that these AI technologies are uniquely positioned to address. By embedding sustainability at the core of supply chain operations, AI can fundamentally
transform business practices, ensuring that growth does not come at the expense of the environment.
DYNAMIC ENVIRONMENTAL IMPACT ASSESSMENTS
One of the most transformative applications of AI in supply chain management is its capacity for dynamic environmental impact assessments. AI-based decisionmaking systems can adjust production schedules based on real-time environmental data, analysing global ecosystems to predict the consequences of supply chain decisions.
Often referred to as the “Green Algorithm”, this approach integrates sustainability into everyday operations by suggesting alternative production schedules or routes that minimise ecological harm.
For instance, AI tools can reroute logistics to avoid environmentally sensitive areas or recommend production adjustments during periods of high environmental stress,
thereby making sustainability an intrinsic part of business strategy.
REDUCING WASTE AND ENHANCING EFFICIENCY
AI-driven demand forecasting systems are revolutionising inventory management, reducing overproduction, and minimising excess inventory. This directly cuts down on waste, aligning production more closely with actual demand.
Moreover, AI enhances recycling and waste management processes within the supply chain. By identifying patterns and inefficiencies, these systems not only decrease environmental impact but also lead to cost savings and increased operational efficiency, ensuring that sustainability and profitability go hand-in-hand.
PROMOTING SUSTAINABLE SOURCING AND ONSHORING
AI-enabled sourcing systems are crucial for promoting sustainable practices. These systems meticulously
track and verify the origins of products, ensuring they are sourced ethically and sustainably. TradeDepot sources from diverse markets, including Africa, China, India, Europe, Southeast Asia, and the US, working closely with producers and manufacturers to uphold strict ethical standards.
As part of our broader strategy to reduce carbon footprints, we are increasingly focusing on onshoring and import substitution. AI-based analytics tools play a pivotal role in this process by analysing extensive data to identify the most strategic opportunities for relocating production closer to consumer markets.
By leveraging these AI systems,
we can assess factors such as transportation emissions, cost efficiencies, and local resource availability, enabling us to make informed decisions that optimise sustainability and profitability.
Currently, TradeDepot is in exploratory phases with key partners, including a leading supplier in India and a major manufacturing partner in China, to establish local production facilities on the African continent. These initiatives, guided by AI insights, are designed to reduce environmental impact, lower costs, and bolster local economic development, positioning TradeDepot as a leader in sustainable supply chain innovation.
OPTIMISING TRANSPORTATION FOR LOWER EMISSIONS
Transportation is a significant contributor to carbon emissions, and AI offers powerful solutions to optimise this aspect of the supply chain. AI-enabled logistics systems analyse traffic patterns, weather conditions, and fuel efficiency to identify the most efficient delivery routes, reducing fuel consumption and emissions.
For example, by leveraging AI-driven logistics optimisation, TradeDepot has been able to lower the carbon footprint of its delivery operations across the continent, contributing to broader sustainability efforts and setting a benchmark for
environmentally responsible logistics in Africa.
SUPPORTING A CIRCULAR ECONOMY
AI is instrumental in supporting the transition to a circular economy by enhancing the efficiency of recycling and the reuse of materials.
AI-based lifecycle analysis tools can track the lifecycle of products and materials, offering insights into how they can be recycled or repurposed at the end of their useful life.
This reduces reliance on raw materials and minimises waste, aligning with TradeDepot’s commitment to promoting a sustainable and resilient supply chain while also serving the growing
needs of the world’s next billion consumers.
OVERCOMING CHALLENGES AND SEIZING OPPORTUNITIES
While the potential of AI in Africa’s supply chains is vast, challenges such as data availability, digital infrastructure, and a shortage of skilled talent persist.
However, these challenges also present opportunities for innovation and partnerships. Governments, businesses, and civil society must collaborate to create an enabling environment for AI development and adoption across the continent.
A CATALYST FOR SUSTAINABLE GROWTH
Africa’s path to sustainable development is intrinsically linked to its ability to harness the power of advanced technology. AI-driven supply chain optimisation offers a promising pathway to achieving this goal. By addressing environmental challenges, reducing waste, promoting ethical sourcing, and optimising transportation, AI stands as a catalyst for sustainable growth in Africa.
As African businesses, including those partnered with TradeDepot, embed sustainability into the core of their operations, they not only enhance their competitiveness but also contribute to a greener planet. TradeDepot and other leading supply chain and distribution platforms are pioneering this shift, setting new standards for sustainable business practices.
This approach demonstrates that profitability and environmental stewardship can indeed go hand-inhand, leading the way to a sustainable future for the continent.
ABOUT THE EXPERT
Onyekachi Izukanne
CEO of TradeDepot brings over two decades of experience in entrepreneurship and management consulting to spearhead Africa’s integration into the global supply chain. His vision focuses on elevating Africa’s role in the global economy through improved trade and distribution networks. A specialist in digital transformation, strategic growth, retail insights, and financial technologies, Onyekachi is committed to redefining Africa’s trade dynamics.
A BRIGHT ORANGE FUTURE
We peel back the layers of Orange Middle East and Africa, whose CEO, Jérôme Hénique, reveals how the company is bridging financial and digital divides in the region
Writer: Jack Salter
The telecommunications (telecoms) sector plays a key role in fostering the digital transformation of the African continent.
Orange, one of the world’s leading telecoms operators and digital service providers, is at the forefront of this transformation.
“We can see the results of our investments in the day-to-day lives of our customers and the economic developments of the countries where we operate,” outlines Jérôme Hénique, CEO of Orange Middle East and Africa (OMEA).
“There is a direct correlation between internet penetration, for instance, and GDP growth, and we can feel that when we work in the field which is really rewarding.”
A predominantly Africa-based operation, OMEA is present in 18 countries across the continent, particularly in Western, Northern, and Central Africa, with an additional Middle Eastern location in Jordan.
Thanks to this extensive footprint, OMEA is responsible for more than half (156 million) of Orange’s 285 million total customers worldwide as of 30th June 2024.
The business is a key component of Lead the Future, Orange’s strategic plan presented in February 2023 that aims to generate value from the recognised excellence of its core business and grow sustainably in Europe, the Middle East, and Africa (EMEA).
Fostering the development of Africa and the Middle East is one of the plan’s four pillars, with the region representing 18 percent of Orange’s total group revenues, which amounted to €39.7 billion in 2023.
“We had double-digit growth of above 11 percent in 2023 and Q1 2024 and are a key contributor to the group’s overall gross profit,” Hénique notes.
GROWTH ENGINES
These impressive numbers are due to OMEA’s four regional growth engines, the first of which is the huge potential for mobile data penetration through smartphone adoptions and 4G and 5G deployments.
Fixed broadband is the second growth engine, with OMEA installing fibre alongside other technologies such as fixed wireless access across Africa.
OMEA – IN NUMBERS
• 18,000 employees
• 18 countries
• 156 million customers
• 35 million+ active monthly Orange Money users
• 100 million+ registered Orange Money accounts
• 1.5 million+ OBA customers
• 10 million+ active Max it users
• 18 percent of total group revenue
• 32.8 percent of energy came from renewable energy sources at the end of 2023
Another of OMEA’s growth engines is business-to-business (B2B) through small and medium-sized enterprises (SMEs) and large IT projects.
Through Orange Money, meanwhile, OMEA provides mobile financial services that address the continent’s need for financial inclusion. Indeed, less than 35 percent of people in subSaharan Africa have access to a bank account.
Orange Money has become an essential contributor to financial inclusion as it gives customers the convenience that comes with a bank account, allowing them to access financial services.
“There are currently over 35.6 million active monthly Orange Money users and close to 100 million registered accounts,” reveals Hénique.
As part of its mobile financial services strategy, OMEA also
launched Orange Bank Africa (OBA) in 2020, a fully mobile and digital bank located in Ivory Coast.
Using Orange Money, OBA provides fully digital savings and microcredit products that allow customers to borrow small amounts of money which they can use immediately to tide them over.
The bank has proven extremely popular, with more than 350,000 customers registering within the first six months, over half of which applied for a loan.
“More than 1.5 million Ivorian customers have now been able to take a loan from OBA to finance their needs, with merchants and small businesses in particular benefitting from it,” Hénique states.
VIRTUOUS MODEL
The OMEA model is considered virtuous as it bridges the continent’s gaps in financial as well as digital inclusion, reinforcing its operational and financial performance.
Digital inclusion is at the core of OMEA’s business, with huge annual investments in the deployment of both mobile and fixed networks in Africa.
“WE LAUNCHED MAX IT LAST YEAR TO EASILY AND DIRECTLY PROMOTE ALL OUR SERVICES IN ONE PLACE, AND WILL CONTINUE TO ROLL IT OUT IN THE 12 REMAINING COUNTRIES THIS YEAR”
– JÉRÔME HÉNIQUE, CEO, ORANGE MIDDLE EAST AND AFRICA
“We invest more than €1 billion every year to bridge the digital divide and make sure we address population coverage with the latest broadband technologies such as 4G and 5G,” emphasises Hénique.
More than 200 start-ups have been supported by Orange Digital Centres (ODCs) and Orange Ventures has invested in more than 20 of them.
Beyond the realms of financial and digital inclusion, OMEA is launching products to deal with the key need for the African population to access clean power.
Following the success of Orange Money in offering financial services to millions of people, Orange Energies provides access to clean, reliable electricity for more than 300,000 households.
“Orange Energies is a platform to support mini grid projects as well as solar home systems and autonomous solar kits to enable people to access reliable and green energy,” Hénique explains.
OMEA evidently goes beyond the traditional role of a telco through increasing financial and digital inclusion as well as access to clean energy.
The company seeks to embed all of this in its super-app, Max it, which was launched in November 2023 to simplify the digital experience for people in Africa and the Middle East.
Max it brings together the worlds of telecoms, financial services, and e-commerce in one single smartphone interface to meet all the daily needs of its users.
The app has great potential in the African region, where smartphones are the gateway to everyday digital life. So far, it has been rolled out in six countries and has more than 10 million active users, which is expected to rise to around 45 million by 2025.
“We launched Max it last year to easily and directly promote all our services in one place, and will continue to roll it out in the 12 remaining countries this year,” shares Hénique.
LOCAL TALENT
As Africa has a very young population, with the majority of people being under 30 years of age, OMEA also has a part to play in training digital skills.
Through the company’s 16 ODCs, which are dedicated to delivering digital innovation and training to all, OMEA has now upskilled more than one million beneficiaries in areas such as coding, the cloud, IT, and cybersecurity.
The 18,000 African and Middle Eastern colleagues at OMEA are crucial components of the company’s success.
OMEA promotes a local anchorage model in which all of its operations are carried out in Africa, by Africans.
“We have more than 15 different nationalities in our operational headquarters that represent the best talents in our operations, so we are very proud of that,” acclaims Hénique.
This year, the company launched Engage for Change, enabling employees to take three working days to directly take part in corporate social responsibility (CSR) initiatives.
The launch has been extremely successful, with 3,000 staff members already partaking in the programme.
“It’s a way to make people proud of what Orange is doing in the field and to feel the direct impact that we have on the digital transformation of the continent and the day-to-day lives of our customers, so it’s a great initiative,” Hénique concludes.
As part of its CSR practices, OMEA also has an important role to play in Orange’s commitment to net zero by 2040, with the energy transition a core concern for the group.
Currently, 32.8 percent of OMEA’s
energy comes from renewable sources, a figure it is working to improve as the company continues to enable financial and digital inclusion across the continent.
REACHING THE HIGHEST PEAK
PRare earth development company, Peak Rare Earths, is developing the Ngualla Rare Earth Project in Tanzania. CEO, Bardin Davis, shares details of the project and outlines its significance in distinguishing East Africa as a leading mining location
Writer: Lily Sawyer
eak Rare Earths (Peak), headquartered in Perth and listed on the Australian Stock Exchange (ASX), maintains a Tanzanian head office in Dar es Salaam.
Peak is primarily focused on advancing of one of the world’s largest and highest-grade undeveloped rare earth projects – the Ngualla Rare Earth Project (Ngualla Project).
“The Ngualla Project has Australasian Joint Ore Reserves
Committee (JORC)-compliant Ore Reserves of 18.5 million tonnes with a total rare earth oxides (TREO) grade of 4.8 percent, which supports an initial mine life of greater than 24 years,” introduces Bardin Davis, CEO.
Notably, the project’s ore reserves represent less than 20 percent of Peak’s overall mineral resources, which provides scope for potential mine expansions and life extensions.
For light rare earth projects such as the Ngualla Project, the most
important contained elements are neodymium (Nd) and praseodymium (Pr), which are typically used in the production of high-strength permanent magnets.
The Ngualla Project’s ore reserves have an NdPr grade of 1.02 percent, second only to the Lynas Mount Weld mine in Western Australia (WA).
“The Ngualla Project deposit also benefits from very low levels of radionuclides such as thorium and uranium,” Davis reveals.
As such, the development will be able to avoid environmental and radioactivity issues that have typically plagued other rare earth activities.
A CAREFULLY CONSIDERED MODEL
Peak’s sequenced approach entails the initial development of the Ngualla Project as a mine and concentrate operation, before seeking to move further downstream.
“Under this approach, the development will initially produce a high-grade bastnaesite concentrate that will be sold to our strategic partner and offtaker, Shenghe Resources Holding Co., Ltd (Shenghe), for further processing,” Davis tells us.
Internationally active rare earth company,
Shenghe, is listed on the Shanghai Stock Exchange (SSE) with a market capitalisation of approximately USD$2 billion. It is the largest importer of rare earth concentrate into China and is globally recognised for its expertise in the mining and processing of rare earths.
Once fully optimised, Peak intends to evaluate the development of a Tanzanian rare earth refinery that could further upgrade its concentrate to either a mixed rare earth carbonate or chloride product.
Longer-term, the company could potentially move into the production of rare earth oxides.
Mirroring the successful strategy adopted by MP Materials (MP) at its Mountain Pass Project in North America, this approach reduces upfront capital requirements and lowers technical execution and development risk.
SUPPORTED BY SHENGHE
As the most advanced rare earth development project in the world, the Ngualla Project has been substantially derisked from a technical, regulatory, offtake,
and funding perspective.
Completed technical studies include a bankable feasibility update and a front end engineering design (FEED) study. As such, all key regulatory approvals are in place, including a special mining licence and binding framework agreement with the Tanzanian government.
“Through a strategic partnership with our major shareholder, Shenghe, we have been able to establish an integrated offtake, development, and funding solution,” Davis affirms.
Shenghe previously played a critical role in supporting the restart of MP’s Mountain Pass Project by providing technical, offtake, investment, and funding support.
“Our binding take-or-pay offtake with Shenghe covers 100 percent of our rare earth concentrate and 50 percent of any downstream rare earth products for a period of seven years,” Davis details.
Peak has also recently announced the signing of a non-binding term sheet that supports an integrated investment, funding, and
“THROUGH OUR PARTNERSHIP WITH SHENGHE, WE HOPE TO POSITION THE NGUALLA PROJECT AS THE WORLD’S NEXT RARE EARTH PROJECT”
– BARDIN DAVIS, CEO, PEAK RARE EARTHS
development solution for the Ngualla Project.
As part of a fully funded solution, Shenghe is set to invest AUD$96 million for a 50 percent interest share in a Peak wholly-owned subsidiary, which holds 84 percent effective interest in the Ngualla Project.
The remaining development costs are to be funded via a Shenghearranged debt facility. As such, upon completion, Peak will no longer have to contribute development equity to the Ngualla Project.
ENDLESS POTENTIAL
Peak believes that the Ngualla Project has the long-term potential to be both a multi-generational and multicommodity project and a key supplier of a range of critical minerals.
The mine is also highly prospective for a range of other critical commodities, including phosphate, fluorspar, and niobium.
For example, earlier this year, the company completed a drilling campaign at the Ngualla Project targeting these commodities, which confirmed a major
A GREEN TRANSFORMATION
Characterised by their unique magnetic properties, rare earth elements are often utilised in advanced technological applications, including the high-strength permanent magnets used to support renewable energy and transport electrification.
For example, NdPr is a key component of neodymium iron boron (NdFeB) magnets, which are used in the production of electric vehicles (EVs) and direct drive wind turbines.
high-grade fluorspar discovery as well as widespread and high-grade phosphate mineralisation.
More recently, Peak signed a memorandum of understanding (MoU) with Tanzanian fertiliser group, Minjingu Mines & Fertiliser Limited, supporting the potential co-development of phosphate from the Ngualla Project.
“We see an exciting opportunity supplying phosphate to the Tanzanian and East African agricultural sector, which continues to be constrained by low crop yields and fertiliser supplies,” Davis informs.
Looking to the future, Peak is working closely with Shenghe to rapidly advance the Ngualla Project and complete its investment, funding,
and development agreement ahead of a targeted final investment decision by the end of December 2024, which would support the commencement of construction early next year.
“Through our partnership with Shenghe, we hope to position the Ngualla Project as the world’s next rare earth project,” he concludes.
As a new and impactful process revolutionises urban planning and transcends the bounds of imagination, we take a closer look at the immersive, interactive, and innovative intersection between architecture and virtual reality, a realm where physical and digital worlds converge
Writer: Rachel Carr
In the ever-evolving landscapes of construction and technology, two sectors are amalgamating: architecture and virtual reality (VR). This fusion holds the potential to transform how the industry designs, visualises, and constructs the built environment.
It has already played a notable role in various building projects worldwide, such as business centres, hospitals, hotels, and resorts.
Indeed, in the past few years, VR has become an increasingly vital tool in the construction and engineering industries, with this rapidly advancing
technology significantly impacting planning and design. Importantly, it has also improved safety, as sites can be virtually explored without risk, providing a sense of reassurance and security.
As technology continues to reshape global construction, many of the latest developments are taking root across Africa. From laser scanning and 3D printing to on-site robots and small drones, these innovations have proven to deliver more cost-effective projects.
Now, VR as well as augmented reality (AR) are taking this a step further, and many companies are adopting both components to enhance efficiency and productivity. VR creates a simulated environment
NEW
that allows users to interact physically and virtually, while AR enhances this technology by superimposing visual content onto a real-time environment.
Both VR and AR provide an excellent opportunity for collaboration across different industries, inviting owners, contractors, and other stakeholders to use these technologies to envision and track a building’s progress from the initial planning stages to final delivery.
Compared to AR, VR is more commonly used in construction, particularly in building information modelling (BIM). However, recent advancements mean that the two technologies can be combined into mixed reality (MR).
This technology trend forges a promising path for Africa’s construction industry, as the dynamic market presents considerable opportunities for companies and investors alike.
Therefore, with rapid urbanisation, ongoing infrastructure development, and a strong focus on sustainability, the integration of VR and AR is influencing the future and igniting optimism and anticipation for what lies ahead.
COLLABORATIVE CREATIONS
Although VR has existed since the late 1960s as a headset, it was primarily used for mapping and video games over the following four decades. Its growing popularity was proven
in 2016 when approximately 230 companies, including Amazon, Facebook, Google, Microsoft, Sony, and Samsung, were discovered to be developing VR-related products, predominantly for the entertainment industry.
Only in recent years has this versatile technology been applied to crucial industries such as healthcare, manufacturing, and the military, which are leveraging its endless potential and possibilities. Today, it is also being used in the full construction cycle, from the initial concept through to the building and implementation stages.
Furthermore, Africa has embraced Industry 4.0, a new era defined by various technologies that combine the digital, physical, and biological realms
THE BENEFITS OF VR IN THE CONSTRUCTION INDUSTRY
• Explore different material options
• Simulate and streamline processes
• Decrease guesswork
• Plan projects from start to finish
• Experience immersive design walkthroughs
• Create constructible models using 3D graphics that allow contractors to make more informed pre-construction decisions
• Reduce time spent on revisions
• Provide content reusability
• Make training safer
• Save on costs and materials
• Improve team coordination
• Boost worker engagement
• Make presentations effective
and are reshaping economies and industries, fundamentally transforming the continent’s way of life.
With Africa’s construction landscape experiencing significant growth, the market is expected to reach new heights. This rapid development will lead to increased projects, with a substantial portion of the work occurring in cities, making it essential for infrastructure to keep pace with this expansion.
By definition, construction is a highly collaborative sector that requires teamwork from all disciplines. Visualisation is therefore essential for cooperation and communication, which VR facilitates by allowing stakeholders to interact remotely with 3D models in real time, making it easier to convey design intentions and project visions.
BIM additionally facilitates synergistic work across different sectors by enabling the simultaneous sharing of information in a standardised format.
Alternatively, VR uses computer technology to create interactive, lifelike environments, offering users an immersive experience that enhances their understanding of projects’ size, scale, and details.
PERFECT PARTNERS
Recently, a South African-based global engineering consulting firm, SMEC, used advanced technology to improve its design abilities.
One of its projects utilised VR during the design phase of the Montrose Interchange for Trans African Concession (TRAC) near Mbombela in Mpumalanga.
As the original road construction from the 1970s was unable to handle the current volume of traffic in the area, the objective was to create a new grade-separated interchange to improve free flow.
Located on the only east-west route between the Crocodile and Elands Rivers, the Montrose Interchange is
expected to boost the economies of South Africa (SA) and neighbouring Mozambique and Botswana.
Because the area was challenging to survey due to limited space, SMEC’s team deployed unmanned aerial vehicles (UAVs) for drone photography and Bentley’s ContextCapture software to generate a 3D reality mesh of the site for the preliminary design.
The project combined SMEC digital engineering modelling with VR technology, an HTC VIVE Pro headset, and motion controllers. The team and the client then experienced an enhanced walkthrough or flyover of the site after the company realised that traditional strategies would not be
enough to deliver the complex project. Encouragingly, upon completion, the client determined that working in a collaborative digital environment saved around 2,500 hours of design time and an estimated ZAR2.5 million in design costs, further cementing SA’s position at the forefront of implementing Industry 4.0 across Africa’s industrial landscape.
A WORLD WITHOUT LIMITS
Technology and construction form an ideal partnership as VR allows engineers to detect and rectify flaws and potential risks by offering a 3D preview of their work. Thus, embracing this cutting-edge method is transforming the construction industry in Africa.
Indeed, many companies are leveraging VR and AR to push the boundaries of modern construction, but can these technologies be effectively applied to the African environment?
As VR and AR become more agile and are increasingly integrated into standard construction, they will gain acceptance, become more costeffective, and deliver better return on investment (ROI), presenting exciting new opportunities for the continent’s construction industry.
The advantages of adopting this new method of operating projects are evidenced by SMEC’s client, who has praised its digital engineering modelling on the Montrose
Interchange because there have been no fatalities since August 2023. This ingenuity in design approach has paved the way for VR to be applied to construction projects and smaller infrastructure solutions, such as road signs and guardrails, in the future.
Pioneering and transformative, VR, AR, and even MR offer boundless possibilities in construction, including streamlining operations and fostering productivity.
The strategic use of these technologies, combined with the expertise of specialist teams, can provide innovative solutions to address challenges and improve processes, working more efficiently to reduce costs and save lives.
SPOTLIGHT ON MINING IN BOTSWANA
Botswana’s mining and exploration industry is a primary sector that has spearheaded the national economy since the 1970s. We dive head-first into the internationally recognised industry to learn about its admirable history and plans for a prosperous future
Currently one of the world’s fastest-growing economies, averaging approximately five percent growth per annum over the past 10 years, Botswana’s impressive standing is primarily due to its mining and exploration industry.
Mining activities here have been taking place since the 19th century with the advent of the gold rush in the northern part of the country. Since then, the industry has come to dominate Botswana’s national economy and is anticipated to sustain it even further into the future.
Despite the country’s mining sector being hit hard
during the COVID-19 pandemic due to performance being tied to global demand, it continues to be an international stalwart, bringing in approximately one-third of total revenues and 80 percent of foreign exchange earnings.
Botswana’s mining industry is primarily dominated by diamonds, as it is currently the world’s largest producer by value and the second largest by volume.
While it is best known for its robust and lucrative gemstone mining endeavours, the country also produces copper, nickel, silver, coal, manganese, soda ash, gold, granite, and other semi-precious stones alongside its
untapped uranium, lead, and zinc reserves.
Revenues from diamond mines, combined with sound economic policies, have helped to build infrastructure and keep the economy stable, allowing Botswana to be one of the few sub-Saharan African countries that has rapidly benefitted from its mineral wealth.
Since independence in 1966, Botswana’s transformation into a middle-income country, substantial reduction in poverty, and improvement in overall living standards have been remarkable.
This successful transformation is credited to the
country’s prudent and transparent management of its mining revenues, allowing it to be consistently ranked among the top global 50 countries in terms of governance and contribute to significant savings which can stabilise the economy in case of emergencies and be used for future investments and generations.
The mining industry remains one of the main drivers of economic activity in the country and is poised to further Botswana’s prosperity and international recognition as it prepares to continue making waves in the sector.
INTERVIEW:
BOTSWANA CHAMBER OF
Established to serve the interests of the nation’s mining and exploration companies, together with associated industries, the Botswana Chamber of Mines boasts a proud history of helping to drive economic success. We speak to Charles Siwawa, CEO, to learn more about the organisation’s formation and plans for a collaborative and diverse future
With the objective of promoting and protecting the interests and image of the mining industry, the Botswana Chamber of Mines was formed in 1986 to serve the national mining houses and influence policy decisions and strategic intents within the government, non-governmental organisations (NGOs), and related bodies.
Today, with a variety of registered members and companies, the organisation is proud to be a respectful, effective, and unified voice for the mining industry that works to educate and share knowledge with its dedicated stakeholders and ultimately represent the shared interests
OF MINES
and needs of the internationally prominent mining industry.
Africa Outlook (AO): Firstly, could you explain the origins of the Botswana Chamber of Mines – when was it founded and what was your initial vision?
Charles Siwawa, CEO (CS): The Botswana Chamber of Mines was formed in the early 1980s with the idea of looking at our mining processes and, in particular, focusing on the safety and health of employees. As a country, we had just started mining 10 to 15 years
Botswana Chamber of Mines facts and figures
• Established in 1986
• 36 registered members
• 10 mining companies
• 13 exploration companies
• Six contractors
• 13 suppliers
earlier, so ensuring the utmost health and safety of employees was an issue we wanted to formally address. Therefore, the genesis of forming the Botswana Chamber of Mines was to combine all mining companies together into one collective body. We started with about four to five members, and because there were so few, we used one of the mining houses to accommodate the secretariat of the chamber.
From there, two individuals were picked from the mining houses to oversee the chamber. However, with time, there was an increase in the number of mining houses and companies in Botswana, and the issues to be discussed also grew.
We found that only two individuals in charge of the chamber were unable to adequately cope as they also had to contend with their own normal working duties. So, in 2010, the chamber decided to establish an official secretariat, which was located in Gaborone, the capital of Botswana. The secretariat is dedicated to running the chamber, and we have been operating this way ever since.
AO: What is your current take on mining in Botswana? Is it a particularly exciting or challenging environment to work in?
CS: There are no two days that are the same in the mining industry. It is challenging, but if you look at where we came from as a country to where we are today and the achievements that have been made, you realise that while there are some challenges, there have also been plenty of successes, especially as Botswana was the third poorest country in the world at the time of independence in 1966.
Since then, we’ve used Botswana’s mineral wealth to develop into a middle-income country, and we are trying to go even further and achieve upper middle-income status. We believe that minerals in the country will help us get there.
So, there are exciting things that we are doing which we believe can help us achieve even more based on the history we’ve had in terms of mineral development.
FRASER ALEXANDER
Mining services trusted partner with more than a century of experience
Lourens de Koning
About Fraser Alexander
Fraser Alexander is a pioneer in the mining industry and has been a trusted partner to mining Clients since 1912. Our purpose of “Transforming Mine Waste into Societal, Environmental and Economic Value” aligns us well with industry and all our stakeholders. We are the world leader in the mining service industry, headquartered in Johannesburg, South Africa, and operate across Africa and South America with approximately 3000 employees and more than 100 operations. FA Botswana was established in 1997. Our services include re-mining of tailings, material handling, mineral processing, tailings management, and water treatment. We are the world’s leading hydro re-mining company and the largest outsourced tailings management contractor. We manage over 100 tailings storage facilities (TSFs) worldwide and process over 20 million tons per year through our mineral processing plants. We provide innovative and sustainable solutions that add value for our mining and industrial clients, and we are passionate about improving safety and minimising environmental impact in the industry through technology adoption and a high standard of services delivery.
Ongoing Projects in Botswana
We are particularly proud of the Khoemacau Copper Mine Tailings Storage facility where we undertake tailings deposition management and mechanical maintenance of the return water system on behalf of the client.
We are excited to welcome Mr Peter Phiri to the Fraser Alexander team as the Snr Business Unit Manager (Zambia & Botswana).
Peter has over 23 years of local and international experience in the mining and metals industry and holds a Bachelor of Mineral Sciences in Mining Engineering from the University of Zambia (UNZA) and a Master’s in Business Administration from the Copperbelt University (CBU). We are looking forward to Peter leading FA Botswana to greater heights. Peter can be reached at peterph@fraseralexander.com.
What differentiates Fraser Alexander From other businesses
We bring the right combination of more than 100 years of experience in the mining industry, meticulously selected human resources ingrained in our culture of excellence, innovation, integrity, care and teamwork, combined with the most advanced and innovative technologies in the industry. We, at Fraser Alexander, offer our clients a disruption-free day by ensuring that they comply with local and international standards as well as international best practices. We provide leading industry services through continuous investment in innovation and co-creating solutions with our clients, customised to their exact needs.
Alongside this, Fraser Alexander is working with industry leaders in finding dry tailings solutions that can offer excellent alternatives for dewatering tailings material and reducing the possibility of tailings facility disasters.
Major Challenges Faced Within the Industry
The mining industry is facing significant challenges such as economic pressures from low commodity prices and high costs, as well as socio-economic factors such as environmental and safety concerns. Fraser Alexander has overcome these by maintaining efficient and safe operations as well as supporting our employees.
Our focus on R&D and new tailings solutions resulted in improved safety measures for all stakeholders. Amid these challenges, we operate responsibly and focus on positively impacting the industry and communities where we operate. Fraser Alexander’s emphasis is on TSF management, adhering to the Global Industry Standard for Tailings Management (GISTM) guidelines, and mitigating risks with our in-house Technical and Operational Risk Assessment System (TORAS).
The pace of innovation in the mining sector is accelerating, and with it comes new opportunities and growth.
Being over a century old, Fraser Alexander places a firm focus on health and safety, having a low impact on the environment, empowering the community in which it operates, and providing the latest technology to ensure sustainable success.
Furthermore, as an industry leader, Fraser Alexander adds value to the mining and industrial value chain and is passionate about helping its clients avoid daily disruption and maximise value. By maintaining control, visibility, and ensuring safety for all, Fraser Alexander has celebrated success with its clients as their trusted service provider and operator. Fraser Alexander’s strategy is to invest in technology, assets, and relationships that will enable it to remain a leader in facilitating the circular economy and to create value for mining communities.
AO: Please tell us more about the Botswana Chamber of Mines’ vision and purpose.
CS: The vision of the chamber is to be a united voice for the mining industry and advocate it to government and NGOs, alongside other sectors of the economy.
In so doing, we believe we will achieve our goals and make sure that the mining industry progresses in a smooth manner.
AO: How important are the values of unity, good governance, meritocracy, good corporate citizenship, and safety to the Botswana Chamber of Mines, and how do they contribute to your overall success?
CS: There are various pillars that we use to achieve these values, with the health, safety, and working environments of employees, as well as corporate social investment (CSI), of particular importance.
When we look at our figures and statistics, they indicate that we stand shoulder-to-shoulder with any other mining country in the world in terms of safety as we’ve managed to achieve our slogan – zero harm to employees. We fully expect our employees to go to their workstations at their various mines and return home in the same condition that
“THE VISION OF THE CHAMBER IS TO BE A UNITED VOICE FOR THE MINING INDUSTRY AND ADVOCATE IT TO GOVERNMENT AND NGOS, ALONGSIDE OTHER SECTORS OF THE ECONOMY”
– CHARLES SIWAWA, CEO, BOTSWANA CHAMBER OF MINES
they left in. We believe all employees should feel safe while working in our mines.
We also recently signed a memorandum of understanding (MoU) with the University of Botswana to establish an occupational hygiene programme that we can utilise at our mines to further enhance the health of employees.
In terms of the environment, I believe we are very much ahead. We comply with and subscribe to international environmental standards and ensure that all our mining companies comply with these regulations and expectations.
Regarding CSI, all mines run programmes within their respective communities with the intent of making a positive impact in local areas. We even look to transcend the regions within the country in terms of our CSI initiatives.
AO: How is the Botswana Chamber of Mines developing its strategy?
CS: One of the strategies we are currently looking at is a five-year plan which acknowledges that minerals will not last forever.
There will come a time when some of these minerals will be depleted; therefore, as a mineral-rich country, we’ve made the decision to utilise our combined purchasing power and establish a supplier development programme where we engage citizens to supply goods and services to our mining sector, such that we are even able to start manufacturing some of these products within the country. In doing so, we’re further diversifying the economy by creating a manufacturing base within Botswana. It’s a significant part of the strategy for us, and
we want to ensure that we supply goods and services from within the country to create employment and retain capital.
AO: How does the Botswana Chamber of Mines aim to ensure that legislation in the country is conducive for mining companies while also developing good working relationships with the legislator?
CS: Looking at the Fraser Institute’s Annual Survey of Mining Companies, Botswana’s mining activities and procedures over the last decade have been the best in Africa and amongst the top 10 in the world.
The survey tells us that our policies are conducive to attracting investment in mining. We are proud of this because we believe our advocacy for the mining industry is paying off.
We also know the government is keen to attract investment into the country. So, if you’re looking for a favourable mining destination, I believe Botswana is a prime option, and we’ve seen quite a significant number of companies seeking investment in our mining industry.
Whenever legislative instruments, i.e. policies and acts,
“WHEN WE LOOK AT OUR FIGURES AND STATISTICS, THEY INDICATE THAT WE STAND SHOULDER-TO-SHOULDER WITH ANY OTHER MINING COUNTRY IN THE WORLD IN TERMS OF SAFETY AS WE’VE MANAGED TO ACHIEVE OUR SLOGAN –ZERO HARM TO EMPLOYEES”
– CHARLES SIWAWA, CEO, BOTSWANA CHAMBER OF MINES
are being made or reviewed in the country, the chamber gets involved in an effort to assist in drafting legislation that will be user-friendly to the members.
AO: How do you play a strategic role in promoting the mining industry’s socioeconomic progress?
CS: This is one pillar that we believe will assist the mining industry in investing in the principle of social license to operate. We engage in corporate social responsibility (CSR) initiatives and encourage all mining houses and companies to participate in them.
Each mining house publicises what they’re doing for the local communities they work in. It’s very strategic, and some of the projects we see involve the community on a short, medium, and even long-term basis.
At the end of the day, there is a significant contribution made by the companies themselves in terms of ensuring that the communities that surround their mining operations are assisted with different initiatives and benefits.
AO: Can you outline your strategy map and what it entails for the collective interests of Botswana mining industry?
CS: Our strategy as a chamber is to fully cooperate on all issues and future projects.
There are issues that we believe the government should manage, and there are issues that we believe the industry should resolve itself.
For example, Botswana does not currently have a hazardous waste landfill site. We export our hazardous waste outside the country, but we’ve now realised that it is time to construct this facility ourselves.
We engaged the government to initiate this project, in particular the acquisition of land. As the private sector, we went ahead and said we are going to create this hazardous waste landfill site in this country, and we’re currently handling the processes through a project involving all members one way or the other.
We’ve secured the land, and we’re now doing an environmental impact assessment. We believe that we’ll be able to start construction on this site by the end of the year.
This collaborative effort by all the mining houses showcases our ability and desire to work cohesively as a team.
AO: How will the Botswana mining industry continue to remain the main driver of economic activity and sustain the future of the economy?
admin@medupimining.com
CS: Firstly, we need to generate the ability to create more mines. We plan to do so by exploring for more minerals with our very strong and robust mineral exploration programme that is currently ongoing. We believe we’ll find even more minerals in this country than we’ve done in the past.
We’re also trying to get more people involved in the supply chains of mining companies and ensure that the industry continues to grow.
If the supply base is there, and delivery is both time and cost-effective, you’ll see our industry grow a lot larger than what it is at the moment.
AO: Finally, what are the goals and priorities of the Botswana Chamber of Mines, and what strategies will you employ to facilitate and implement them?
CS: First and foremost, our goal is to look after the employees of the mining industry. We have to ensure safety across the organisation is maintained and taken care of. We have a robust programme that ensures that the safety of our employees is done appropriately, and there’s no exception. Whenever we see a member not pulling their weight in terms of the safety programme, we approach them and redress the shortfall.
Secondly, the health of our employees is important
Lucient Engineering and Construction builds, assembles, repairs and maintains heavy duty industrial plant and machinery.
Our Purpose To lead the transformation of Africa through engineering
Our Vision To build a world-class African organisation capable of transforming our continent and the lives of our people.
because some occupational diseases are latent in nature. In other words, somebody could be working for an organisation, but you could then find out 10 years later, after they’ve left, that they’ve contracted a disease, so you want a programme that is available to prevent this type of scenario.
When tackling employee health in the past, we focused on curing diseases, but we believe that what we need to do is look at the preventative arena and try to prevent employees from contracting diseases in the first place; this is really the strategy that we are aiming to take forward. It is a difficult space to work in but with concerted efforts we can achieve our goals.
Tel:
SOUTH AFRICAN OIL AND GAS SPOTLIGHT
South Africa’s strategic geographical location, proximity to major shipping routes, and well-developed financial sector, alongside an abundance of indigenous natural resources, combine to present an ideal location for onshore and offshore oil and gas exploration
Poised to capitalise on growing market opportunities, South Africa’s (SA) positioning within sub-Saharan Africa renders the country a well-established industrial base for upstream and midstream oil and gas exploration.
In fact, this sector has seen some development over the past decade, whilst the country’s infrastructure, skilled workforce, and well-established ports make it a prime industry location.
SA’s relative proximity to major international shipping routes and hydrocarbon deposits to the west and east of Southern Africa further enhances its appeal as a logistical hub for the broader African oil and gas space.
As such, the South African government has started to recognise the untapped potential of its resources and begun to implement policies to attract international investment and foster local industry growth as a result.
With the advent of advanced exploration technologies and a global push towards energy diversification, the country anticipates a surge in exploratory and developmental operations.
Therefore, although offshore activity is currently heavily focused in West, East, and Central Africa, increased activity off the coast of SA is expected to occur within the next few years.
Furthermore, the country’s well-developed financial sector and regulatory framework provide a stable environment for both foreign and domestic investors.
Meanwhile, as the global energy landscape evolves, the region’s oil and gas sector is expected to play an increasingly important role in meeting the continent’s energy needs. Its anticipated expansion is also likely to stimulate economic growth, create job opportunities, and enhance energy security not only for SA but also neighbouring countries.
It is hoped that this growth will additionally drive technological innovation and infrastructure development, further solidifying SA’s position as an important regional player.
INTERVIEW:
SOUTH AFRICAN OIL & GAS ALLIANCE
Adrian Strydom, CEO of the South African Oil & Gas Alliance (SAOGA), outlines the overall goals of the organisation and provides commentary on how the region requires increased energy security to remain an attractive investment location
Africa Outlook (AO): Firstly, could you talk us through the origins and primary goals of SAOGA?
Adrian Strydom, CEO (AS): SAOGA celebrates its 21st birthday this year. We serve the interests of our members and the industry in the upstream and complementary midstream oil and gas and energy sectors, primarily in SA and regionally
across Southern Africa.
The organisation operates as an industry body, carrying out a range of development activities to promote the interests of SAOGA members.
It is overseen by an independent volunteer Board of Directors from within the sector, alongside a number of other key stakeholders.
Our aim is to be a primary industry body, servicing the upstream and midstream sectors of the oil and gas and energy value chain across Southern Africa, attracting investment and developing capacity within the region to service and supply the oil and gas industry with goods and services for the benefit of all stakeholders and our valued members.
We seek to play a key role in developing the industry by providing our members with a comprehensive platform, driving the growth of oil and gas and energy entities through aggregating relevant local and regional intelligence, facilitating networking events, capacity building, compiling knowledge, and maximising government, institutional, and private business resources.
We do this in close collaboration with industry and government partners.
Our popular industry events, conferences, and missions will continue to serve as important vehicles for networking and promoting the goods and services of our members.
Skills development and capacity building initiatives will stay in sharp focus well into the future as SAOGA is registered as a Joint Action Group with the Department of Trade Industry and Competition.
AO: What is your current take on the oil and gas industry in SA?
AS: The South African oil and gas landscape is both challenging and exciting. Whilst the country is relatively underexplored, several promising oil and gas discoveries have been made in the past. Therefore, we owe it to our people to continue with the exploration and production of our natural resources, particularly given the recent challenges with power outages that have demonstrated the need to focus more sharply on energy security.
AO: Who is SAOGA’s membership open to and what are its key benefits?
AS: Our member companies are the primary and preferential beneficiaries of all our activities, therefore we exist primarily for our members.
Their involvement and feedback is key and provides an opportunity to become part of a collective voice for the industry. Members help in working with public and private sectors to improve the overall competitiveness of the oil
and gas sector.
Both corporate entities and individuals can become members of SAOGA. Where relevant, company employees will receive the benefits of membership afforded to individuals.
SAOGA has historically had a two-tier membership structure, with an associate membership level open to all interested companies and a full membership level open to a subset of qualified organisations who meet defined quality and competence criteria.
Any institution, legal entity (private or public), individual, partnership, or firm that provides goods and services across the upstream and midstream oil and gas and energy industries can join SAOGA, as can members of the ship repair and boatbuilding sector, logistics, and other related industry value chains.
The alliance’s member companies form part of a searchable database, providing additional online exposure for members.
OFFSHORE AND ONSHORE EXPLORATION ACTIVITY
SAOGA is actively engaging with the industry, government, and stakeholders to promote participation in the following projects:
• SA offshore: Exploration activity off the coast of SA is expected to ramp up in the next 18 to 24 months.
• SA onshore: Onshore exploration for natural gas is continuing.
• Sub-Saharan Africa offshore: Offshore activity in Namibia is expected to continue, whilst significant growth can be anticipated from offshore activity in East Africa.
ONGOING ONSHORE AND OFFSHORE PROJECTS
Offshore exploration:
• Northern Cape Ultra Deep (NCUD) exploration.
• Deep Western Orange Basin (DWOB).
• DWOB straddles the borders of Namibia and SA, with 60 percent of it on the South African side. This holds huge potential for the country’s oil and gas industry.
Onshore exploration:
• Kinetiko, Renergen, and D3 had several onshore discoveries.
• Renergen is producing helium and progressing to Phase 2.
• Kinetiko is about to drill appraisal wells.
• D3 has drilled exploration wells.
Future floating storage and regasification units (FSRUs) envisaged:
• Richards Bay will be starting with a floating storage unit (FSU)
Future pipelines envisaged:
• Orange Basin – Saldanha Bay
• Hydrogen Projects
• Pipeline from Namibia
• Lilly pipeline upgrade
• Secunda pipeline link
AO: How does SAOGA’S strategic geographic position provide a distinct advantage?
AS: Recent years have seen a dramatic increase in Southern African exploration activities. For example, Namibia, Mozambique, and Angola are making huge strides in oil and gas discovery.
SA is in a favourable position to support regional oil and gas exploration and production. More coordination and collaboration with these countries will optimise economic benefits for the region.
Our location also means that SAOGA’s industry missions give members access to regional business and networking opportunities.
AO: How extensively does SAOGA contribute, advise, and comment on policy, legislation, and regulatory frameworks which may affect the oil and gas industry?
AS: Legislative and regulatory certainty and clarity are key for investment attractiveness. We have unfortunately seen TotalEnergies recently indicate that it may not continue to develop its offshore exploration activities in the 11B/12B exploration block in Mossel Bay.
How can the South African Government of National Unity (GNU) turn this around? We need energy security and financial incentives –renewable energy alone will not cut it. The TotalEnergies of the world will simply opt to go elsewhere if the region does not become an attractive investment location.
Navigating the Future of South Africa’s Gas Market: SLG’s Strategic Vision
The South African gas market is confronting a pivotal challenge: the decreasing supply from established gas fields in Mozambique. This decline, projected to impact availability between 2026 and 2028, underscores the urgency for alternative energy solutions to safeguard our country’s energy security. In this context, the importation of liquefied natural gas (LNG) emerges as the most viable solution to meet the substantial energy demands of our industrial sector, particularly given the existing pipeline infrastructure that South Africa already possesses.
However, the transition to LNG is not without its complexities. It necessitates considerable investment in port infrastructure, meticulous contract management, and a strategic approach to aggregating market demand to ensure the viability of LNG on a large scale. These are significant undertakings, but they are essential to the continued resilience and growth of our energy sector.
At SLG, we are acutely aware of these challenges and are committed to leading the charge in this energy transition. With over 23 years of industry experience, our comprehensive action plan is designed to facilitate a seamless shift to LNG, underpinned by our unwavering commitment to innovation, collaboration, and sustainability. Our objective is clear: to secure a robust and reliable energy future for our customers and the broader South African economy.
Our strategy is ambitious yet grounded in the realities of the market. SLG aims to aggregate 100PJ/a of gas and secure
the necessary Gas Supply Agreements (GSA) and Gas Transportation Agreements (GTA) by 2026. Drawing on our experience as a direct importer of gas from Mozambique, we are well-positioned to manage the upstream commercial risks associated with sourcing LNG, ensuring that we can offer our customers a supply that is both reliable and costeffective.
Collaboration is at the heart of our approach. By working closely with infrastructure owners, we are aligning demand profiles with infrastructure planning, ensuring that LNG supply integrates seamlessly into South Africa’s existing pipeline network. This includes active engagement in the development of LNG port infrastructure and the crucial connections to the transmission network.
Furthermore, through our subsidiary, SLG Power, we are spearheading significant gas-to-power projects. These initiatives are not only critical drivers of gas demand but also pivotal to the broader energy transition within South Africa. They represent our commitment to leveraging LNG as a cornerstone of our country’s future energy landscape.
SLG is unwavering in its dedication to the sustainability and growth of the natural gas industry in South Africa. As we look to the future, with LNG at the forefront of our strategy, we are confident in our ability to navigate the challenges ahead and to continue our journey as a leading energy partner in the region.
In addition to offshore and onshore projects, SAOGA is actively monitoring the delivery of oil and gas and hydrogen operations and related infrastructure development in South Africa and in the region.
SOUTHERN AFRICAN REGION:
• Namibia - Offshore and Onshore exploration and appraisal drilling by TotalEnergies, Shell, Galp, Sagittarius (Rhino), Chevron, BW Offshore are increasing rapidly.
• Mozambique - Mozambique has the third largest gas reserves on the continent.
• Tanzania - Tanzania is expected to become a significant gas producer.
• Uganda – The Uganda-Tanzania Crude Oil Pipeline project is making steady progress.
• Export potential to SA and the world is rapidly increasing.
• Hydrogen projects in Namibia are progressing well.
• LNG infrastructure development will increase rapidly over the following years.
• African Continental Free Trade Agreement-related programmes will increase.
• Gas and hydrogen pipeline infrastructure will be needed.
• The export potential of gas and hydrogen will increase.
SOUTH AFRICA:
• A gas-to-power request for proposal (RFP) was released for 2 gigawatts (GW) electricity supplyDecember 2023.
• An integrated resource plan (IRP) issued for 7.2-8.6 GW gas-to-power - January 2024.
• A draft Gas Masterplan was circulated for commentApril 2024.
• A draft Oceans Economy Masterplan to serve on parliament shortly.
• A proposed Richards Bay LNG Terminal - A Transnet National Ports Authority (TNPA) procurement process identified a Vopak lead consortium as the preferred bidder.
• President Ramaphosa is expected to sign the Upstream Petroleum Resources Development (UPRD) Bill into law soon.
SAOGA is an important stakeholder and actively involved with the government’s master-planning processes. We have made extensive legislative submissions to government departments, parliament, the presidency, and the National Council of Provinces (NCOP) on behalf of our members in the past and will continue to actively do so.
AO: Are you optimistic about the future of the oil and gas industry in SA?
AS: I am very optimistic. Gas is not only a transitional fuel in the future of energy in SA but an accepted European Union (EU) norm. In our case, it is also an enabler of renewable energy and an ideal supplement to solar and wind power.
It is important to note that more economically developed countries have gas readily available, which they can switch on when needed.
However, this is not the case in Africa. We have a totally different prevailing scenario that is not always understood, and the gas market and infrastructure in the continent are relatively underdeveloped.
Invariably, SAOGA member companies are also active in the renewables industry.
At the risk of stating the obvious, hydrogen is a gas. As such, pivoting from natural gas to hydrogen, if necessary, would be a relatively easy transition.
Therefore, I believe we should take a hydrogen-ready approach that will help SA to develop a balanced energy mix, although the importation of liquid natural gas (LNG) will be necessary in the interim.
Meanwhile, Africa will see significant population growth over the next 50 years, while the population of the rest of the world, except for China, will plateau.
Africa is energy-poor, yet we have a growing energy market ahead of us, and it is for this reason that we need to plan accordingly.
AO: Finally, what are SAOGA’s key priorities to continue serving the interests of upstream and midstream oil and gas sectors in Africa?
AS: SA must create an attractive environment for investment. The new GNU has its work cut out to facilitate this. It is not going to happen automatically – an intentional commitment and a strong partnership with industry is needed.
SAOGA has clearly indicated its willingness to support the GNU in co-creating an SA we want to live in and do business in – the nation and wider region has huge potential.
I believe the GNU is well placed to make a difference
“WORLD-CLASS SKILLS AND INDUSTRY CAPACITY BUILDING ARE NEEDED REGIONALLY, AND SAOGA WILL CONTINUE TO PLAY A KEY ROLE IN THIS RESPECT”
–
ADRIAN STRYDOM, CEO, SOUTH AFRICAN OIL & GAS ALLIANCE
in the lives of our people by making the country more attractive for the exploration of resources that we have been abundantly blessed with.
Further to this, energy security, industrialisation, and local oil and gas exploration and production are gamechangers in the war against unemployment and poverty in SA and the wider region. As such, SAOGA will continue to pursue opportunities to promote collaboration and develop the oil and gas and energy industry locally and regionally.
We have a critical role to play to help provide credible information about the sector and responsibly negotiate the path to net zero carbon emissions, without destroying opportunities for industrialisation, economic development, and job creation.
SAOGA will continue to lobby government to improve investment attractiveness and enhance legislative and regulatory certainty.
Ongoing engagement with communities that are
affected by exploration activities is also required to provide them with reliable information. SAOGA can play an important role in this sense as a trusted industry body, capable of building relationships with co-users of areas under exploration.
World-class skills and industry capacity building are needed regionally, and SAOGA will continue to play a key role in this respect.
A survey we did before the COVID-19 pandemic clearly indicated that appropriate skills will invariably translate into employment creation. We found that of the 2,000 beneficiaries who benefitted from SAOGA’s apprenticeship programme, 96 percent were gainfully employed.
This programme was rolled out in partnership with Technical and Vocational Education and Training (TVET) colleges, Sectoral Education and Training Authorities (SETAs), and government.
The Rural Electrification Agency is on a mission to bring power to disadvantaged and remote communities in Nigeria. CEO, Abba Abubakar Aliyu, sheds light on the economic benefits of connecting the population
On Africa’s western coast, Nigeria, ranked as one of the continent’s energy titans, is struggling with chronic electricity shortages.
Indeed, approximately half of the country’s 200 million-strong population lacks access to the electrical grid, whilst many rural communities have no service at all.
The capacity to generate electricity is also insufficient to meet demand in Africa’s largest and most populous
country, with ageing and poorly maintained infrastructure leading to frequent breakdowns.
However, Nigeria’s climate is primarily tropical, providing abundant sunlight and making it an ideal location for solar energy generation.
As well as solar, the country is endowed with other renewable energy resources, such as wind, hydro, and biomass, which it can harness to scale up its supply, however it requires a deliverable solution.
Thankfully, assistance is already underway in the shape of the Rural Electrification Agency (REA), which the Federal Government of Nigeria appointed under the Federal Ministry of Power.
The REA came into existence and was fully operational by 2006, following the initiation of the electricity market reform agenda with the advent of the National Electric Power Policy (NEPP) in 2001 and the Electric Power Sector Reform Act (EPSRA) in 2005. With a workforce of around 200
public servants across the agency’s headquarters and six geopolitical zonal offices, plus several embedded consultants to aid the development of organisational capabilities on key projects and initiatives, the REA is in a prime position to improve millions of Nigerians’ access to electricity.
“We are saddled with the responsibility of increasing electricity access to the rural, underserved, and unserved communities in Nigeria,” opens Abba Abubakar Aliyu, CEO of the REA.
This mandate is implemented through the various 14 programmes at the REA, which includes the Capital Projects, Rural Electrification Fund (REF), Nigeria Electrification Project (NEP), and Energizing Education Programme (EEP), among others.
“Traditionally, the REA’s original mandate was undertaking grid extension projects to connect lastmile customers. However, with the operationalisation of REF Call projects and the NEP, the focus has shifted to private sector-led electrification models utilising distributed energy resources (DERs), mostly solar mini-grids and stand-alone systems, while promoting public-private partnerships (PPPs),” Aliyu sets out.
ENSURING ACCESS TO ENERGY
To ensure optimum results, the REA is achieving its mandate by fulfilling the immense task of universal electricity access under the guidance of the
AFRICA OUTLOOK:
Rural Electrification Strategy and Implementation Plan (RESIP).
“The RESIP was developed in line with the federal government’s plan for rural electrification by 2016 and provides an execution framework and measures for driving access to energy across Nigeria through on-grid and off-grid solutions,” states Aliyu.
The national goal is to increase access to electricity by 75 percent and 90 percent by 2020 and 2030, respectively, with renewable energy contributing at least 10 percent to the mix by 2025 as outlined in the NEPP of 2001 and the Rural Electrification Policy (REP) of 2005.
“We are currently reviewing the RESIP and our electrification targets in congruence with the lofty ambition of universal access by 2030 in line with the “double down, triple up” mantra popularised at COP28, which calls for a tripling of renewable energy deployment around the world,” he affirms.
HOW WILL THE
STUDENTS
INVOLVED IN THE DESIGN OF THE MINI-GRID PLAY A PIVOTAL ROLE IN THE FUTURE OF NIGERIA’S ENERGY SUPPLY?
Abba Abubakar Aliyu, CEO: “The EEP is rooted in the need for reliable electricity in educational institutions and the potential to power learning for future generations while facilitating gender equality and skills development. The EEP STEM programme is comprised of female students primarily enrolled in areas of STEM who are onboarded through a rigorous process.
“The objective is to expose these students to renewable energy concepts, knowledge, skills, and experience, which will be instrumental in shaping their future in this burgeoning sector. Furthermore, they are encouraged to develop fresh perspectives and innovative ideas in renewable energy to drive sustainability and reduce our dependence on fossil fuels. More than 480 women are trained during project delivery and over 1,500 at our world-class training centre, which is built alongside the power plants.
“At the end of these programmes, students will be influential in designing, implementing, and managing future energy projects, conducting research for development, and shaping policy and regulations for a sustainable future.”
The REA is implementing electrification initiatives through grid extension projects and solar infrastructure such as isolated and interconnected hybrid mini-grids, stand-alone systems, captive power plants, and energy-efficient productive use equipment (PUE).
“Adopting the Results Based Framework (RBF) in pushing for the completion and sustainability of projects has proven successful in guaranteeing delivery along with the best outcome,” Aliyu notes.
AGENCY IDENTITY
The REA has not only outlined its comprehensive plan for rural electrification but is also introducing a new approach to its role in Nigeria.
“THE REA HAS SIGNIFICANTLY IMPACTED THE LIVES OF NIGERIAN PEOPLE IN RURAL, UNDERSERVED, AND UNSERVED AREAS BY INCREASING ACCESS TO RELIABLE AND SUSTAINABLE ELECTRICITY”
This strategic shift is being accompanied by a rebranding initiative aimed at enhancing the agency’s effectiveness and impact across the country.
“Our rebranding efforts are encapsulated by two key phrases: scaling up and opening up. The former signifies the REA’s renewed ambition to enhance all aspects of business and operations, from core electrification initiatives to organisational culture, taking everything to a significantly higher level and amplifying its impacts accordingly.
“Our desire to support the development of utility-scale renewable energy service companies (RESCOs), for example, is a crucial tenet of the scaling-up ethos.
“Opening up reflects the REA’s commitment to transparency and openness; we believe that our mission of achieving universal access should involve everyone given its critical importance to national development,” clarifies Aliyu.
By embracing transparency, the REA actively encourages greater public scrutiny and engagement, aiming to build trust, foster collaboration, and drive innovation, ultimately amplifying the effectiveness of its initiatives.
Consequently, the REA is dedicated to providing the public with regular progress reports, which offer valuable insight into the agency’s efforts to fulfil the universal electricity access mandate.
Founded by three Nigerian undergraduate students following their win of the Institute of Electrical and Electronic Engineers (IEEE) President’s Change the World Project Challenge in 2009, Green Village Electricity (GVE) Projects is currently leading the way in the development of distributed renewable energy solutions in Nigeria and West Africa using solar photovoltaic (PV) microutility technology.
GVE provides renewable energy solutions through the design, sales, installation and maintenance for residential, commercial, industrial and rural off-grid or underserved communities with a cumulative capacity of 8.5MW of installed since inception. GVE is leading a renewable energy revolution and its vast experience in the provision and development of renewable energy solutions for off-grid electrification in rural Nigeria has been specifically key to impacting livelihoods in Nigeria’s most remote areas. Engaging 90 percent of locals in the implementation workforce, GVE’s dedication to creating jobs locally, transferring skills and building capacity has
Boldly Leading Nigeria’s Energy Transition
guaranteed wealth creation in local economies takes place through wages and related operating expenditures.
GVE’s Energy+ initiative ensures other complimentary services such as productive use stimulation, smart agriculture and e-Mobility solutions are accessible in communities where it operates for enhanced productivity, energy transition and cost effectiveness. By doing this, GVE has over the years driven direct impact on the underprivileged and their livelihoods, thereby enhancing the way they go about their daily activities.
GVE’s pioneering Interconnected Mini-Grid model ensures energy reliability for economic clusters in per-urban and urban areas in Nigeria in collaboration with the licensed Electricity Distribution Companies thereby ensuring mutual benefits for all stakeholders while significantly offsetting greenhouse gas emissions by displacing polluting petrol and diesel generators in these clusters. This we believe will be Nigeria’s electricity industry’s future; leading to improved efficiency in the
industry, significantly reduced technical and commercial losses and ultimately improving on the service level and delivery.
Commercial and Industrial Solution
Through our C&I solar solution, we empower businesses and industries to achieve their energy goals using innovative solar solutions. From small businesses to large industrial operations, our team of solar experts has the knowledge and expertise to design and install custom solar systems that optimise energy efficiency and cost savings for businesses with special focus on healthcare electrification.
Residential Solar Solution
Our residential solar solutions are designed to enable homeowners harness the power of the sun and save money on their electricity bills. We offer custom solar installations tailored to your unique energy needs, using only the highest-quality materials and ensuring our clients become free from problematic traditional power sources.
EMPOWERING INDUSTRIES
Aliyu is a passionate advocate for the vital importance of reliable electricity access in every community.
He equates this access to the lifeline that powers every sector of society, breathing life into the economy and driving overall prosperity.
“The REA has significantly impacted the lives of Nigerian people in rural, underserved, and unserved areas by increasing access to reliable and sustainable electricity. Through our various initiatives, communities have been transformed through these energy services, enhancing living standards and boosting economic growth.
“For example, enhanced electricity services for over 260 healthcare centres powered by solar energy
nationwide have impacted more than 89,000 maternity patients with a 65 percent increase in outpatient care recorded,” he reports.
Healthcare isn’t the only sector that the REA has improved; standalone solar systems powering agricultural equipment for irrigation has benefitted over 5,000 farmers nationwide, significantly boosting productivity, as well as over 18,000 micro, small, and medium-sized enterprises (MSMEs).
“We have substantially contributed to economic growth through our targeted interventions, particularly within the agricultural value chain. We have installed over 600 kilowatts (kW) of solar systems in agricultural clusters and deployed 1,000 solar irrigation pumps, enabling the decommissioning of approximately 60 diesel generators,” Aliyu emphasises.
“140 FEMALE STUDENTS WILL RECEIVE STEM TRAINING DURING PLANT CONSTRUCTION, FURTHER NURTURING SKILLS DEVELOPMENT AND GENDER EQUALITY IN EDUCATION UNDER PHASE II OF THE EEP”
By reducing reliance on costly and polluting machinery, the REA has lowered expenses and increased the efficiency of agricultural activities. This transition to sustainable energy sources has not only improved the livelihoods of farmers but also promises to stimulate broader economic growth, fostering a more prosperous agricultural sector.
Equally, more than 828,000 students will soon experience the advantages of enhanced electricity services from projects soon to be commissioned by the EEP.
In addition, 480 female STEM students stand to gain from specialised training on renewable energy throughout the project delivery timeline.
INCREASING STANDARDS
By virtue of its programmes, the REA is a huge off-taker of renewable energy solutions and products, whether directly or indirectly. As such, its role in facilitating the development of the renewable energy sector as a whole is vital.
However, the promotion of competition in the electricity market falls under the jurisdiction of the Nigeria Electricity Regulatory Commission (NERC).
“Within the scope of the REA, our deliverables include implementing higher technical standards for projects, which is crucial for boosting confidence in the market and driving the adoption of renewable energy technologies (RETs), consequently increasing demand for high-quality products.
“We have made exceptional progress as we scale up our PPPs to support this drive,” Aliyu expands.
It is crucial to adopt a proper RBF to provide grants to developers for distributed energy resource delivery models such as mini-grids.
“We have also experienced great success with the NEP as the grant framework provided has resulted in the development of the mini-grid market in the country, with over 150 mini-grids fully functioning and more in the pipeline,” he says optimistically.
Additionally, enabling developers to access capital in the off-grid space is paramount. This involves providing technical assistance to companies with the necessary expertise to execute renewable energy projects and supporting institutional competence in structuring business models conducive to scaling up activities.
SOLAR HOME SYSTEMS
One of the components under the NEP is Solar Home Systems (SHS), which provides fixed-rate grants for the deployment of stand-alone solar systems to qualified SHS companies once the sale has been verified.
SHS has manifold benefits as it supplies clean electricity for phone charging, extends productive hours for households and MSMEs, enhances evening studying, and decreases dependence on fossil fuels such as kerosene for lighting, leading to lower greenhouse gas (GHG) emissions and improved air quality.
SHS units are an essential element of electrification as they serve as the entry point for communities yet to be connected to the grid, growing appetite and demand for renewable power.
Furthermore, they complement communities that already have the grid but no access to reliable electricity. The NEP SHS grant has enabled over 1.4 million connections, benefitting more than seven million Nigerians across households and MSMEs.
Renewable Energy Solutions
Could you introduce us to Royal Power & Energy Limited (RPE), including a brief overview of your main products and services, client base, and locations across Africa?
At RPE, we pride ourselves on being a leading provider of sustainable and renewable energy solutions. Our main products and services include solar power systems, battery storage solutions, and
energy-efficient technologies tailored to meet the unique needs of various sectors. We serve a diverse client base ranging from residential customers to large industrial clients across Africa. Based in Nigeria, our operations span multiple countries on the continent, where we have established a strong presence and a reputation for delivering reliable and innovative energy solutions. Our mission is to deliver economically, environmentally, and socially viable energy options that contribute to the sustainable development of
Could you share some key details about your multi-sector approach and how this has contributed to defining RPE as a leading power and energy solutions provider in Nigeria?
Our multi-sector approach has been pivotal in establishing RPE as a premier energy solutions provider
in Nigeria. By addressing energy challenges across various sectors, such as telecommunications, banking, and industrial operations, we have developed comprehensive and effective solutions tailored to each sector’s specific needs. Leveraging our in-house expertise and resources, we have fostered innovation, leading to efficient and sustainable energy solutions. This holistic approach allows us to integrate different energy systems seamlessly, ensuring our clients receive optimised and reliable power solutions that enhance their operational efficiency and reduce costs.
Rural electrification is another key sector for RPE as it is a significant aspect of Nigeria’s development strategy, aimed at enhancing the socio-economic status of its rural population. We were proud to partner with the Rural Electrification Agency (REA) in the World Bank supported initiative to provide 50 kilowatt (kW) hybrid container solutions to power federal hospitals across Nigeria. While Nigeria faces significant challenges in rural electrification, ongoing initiatives
which are supported by REA and Nigeria Electrification Project (NEP) offer promising avenues for increasing electricity access in rural areas.
How important is social responsibility and being environmentally-conscious to RPE? How do you enact this in your day-to-day activities?
Social responsibility and environmental consciousness are core values at RPE. We recognise the significant impact our industry can have on the environment and are committed to minimising this through sustainable practices. We adopt renewable energy sources, improve energy efficiency, and implement technologies that reduce waste and emissions. Our daily operations are guided by these principles, from the design and installation of energy systems to ongoing maintenance and support. We understand by adopting renewable energy sources and improving efficiency, we can greatly reduce our clients’ carbon footprint.
Embracing social responsibility and environmental consciousness not only aligns us with global trends
and regulatory requirements but also drives innovation and positions us as a strategic partner in our clients’ sustainability journeys.
Could you tell us more about your Power-as-a-Service offering, and how it enables you to provide customers with a renewable energy supply at a fixed monthly fee?
Our Power-as-a-Service (PaaS) offering is designed to make renewable energy accessible and affordable for our customers. We offer both fixed and variable PaaS options. The fixed cost model allows customers to benefit from a reliable renewable energy supply without the upfront capital investment typically required for such systems, paying a predictable monthly fee that covers installation, maintenance, and support. The variable cost model, on the other hand, is directly linked to the amount of power (kWh) consumed, providing flexibility and ensuring customers only pay for what they use. Both models reflect our commitment to innovation and customer-centric solutions, making sustainable energy a viable option for businesses of all sizes.
Given the company’s recent growth, what are your key priorities, targets, and goals for the future?
Building on our recent growth, our key priorities include expanding our footprint across Africa, enhancing our technology offerings, and deepening our commitment to sustainability. We aim to scale our operations to serve more communities and industries, invest in cutting-edge technologies that drive efficiency and performance, and continually improve our environmental impact. Our ultimate goal is to lead the way towards a brighter, more sustainable Africa by providing innovative energy solutions that empower our clients and communities.
Finally, is there anything that hasn’t been touched upon that you would like to mention?
RPE’s focus has always been to generate and supply quality and reliable power across Nigeria and beyond. We firmly believe that the supply of accessible power is the pathway to sustained economic growth and we welcome the opportunity to play our part to help achieve Africa’s development goals. We would like to emphasise our dedication to our team, research, and development. We know that our human capital is one of our greatest assets and key to driving our success. Our employees amalgamated with innovative ideas is our perfect recipe for excellence. At RPE, we are constantly exploring new technologies and methodologies to improve our offerings and address emerging energy challenges.
Our commitment to innovation is matched by our focus on building strong relationships with our clients, understanding their needs, and delivering customised solutions that drive their success. We believe that our passion for excellence, combined with our deep industry expertise, positions us as the partner of choice for renewable energy solutions in Africa.
Address; 1218B, Sam Adegbite Close, Victoria Island, Lagos, Nigeria
Email: sales@rpeltd.com
Phone: +234 817 007 6925
Website: www.rpeltd.com
These measures promote competition and foster a robust ecosystem for renewable energy development, aligning with broader national objectives of sustainable energy access and economic growth.
PROJECT DEVELOPMENT
The REA is about to commission Phase II of its EEP, a federal government initiative to enhance electricity supply to national educational institutions with solar hybrid captive power plants.
“Under Phase II of the EEP, seven federal universities and two teaching hospitals will benefit from these power plants with a total capacity of 32 megawatts (MW). This is expected to assist over 301,600 students, 80,000 teaching staff, and 1,000 medical staff with clean and consistent electricity,” prides Aliyu.
In addition to the direct benefits of an enhanced electricity supply, these projects will contribute to empowering and building the capacity of Nigeria’s youth.
“As part of the initiative, 700 students will undertake renewable energy courses at the Renewable Energy Training Centre, while 140 female students will receive STEM training during plant construction, further nurturing skills development and gender equality in education under Phase II of the EEP,” he enthuses.
In terms of its project pipeline, the REA is engaging the aviation sector to provide technical assistance in a decarbonisation strategy while leveraging the success of the EEP to design specific interventions to decarbonise Nigerian airports.
“We are currently participating
in pre-development activities to de-escalate the risk potential of interconnected mini-grid projects at 40 pilot sites as part of the Distributed Access through Renewable Energy Scale-Up (DARES) project. The World Bank is supporting this effort, bringing the Rocky Mountain Institute on board to provide technical assistance,” Aliyu discloses.
FUNDING THE FUTURE
Traditionally, the federal government funds many of the REA’s initiatives, particularly grid extension projects.
With its programmatic interventions, however, the agency has largely moved from project-byproject contracting to a more sectoral approach.
This includes collaborating with respective stakeholders across different sectors, including education,
health, agriculture, entrepreneurial, and aviation.
“Through NEP and REF projects, we have provided catalytic grants to project developers, which have successfully mobilised private capital to support the country’s electrification initiatives. This has primarily been with aid from donors, partners, bilateral relationships, and development finance institutions (DFIs) such as the World Bank and the African Development Bank (ADB),” informs Aliyu.
The REA grants have attracted additional private-sector funding of over USD$190 million. It has also received other types of support through technical assistance for projects in the form of in-kind grants that have achieved high-impact results.
“The Korea Institute for Advancement of Technology (KIAT), with the support of the Korean
government, the European Union (EU), the Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ), and the USAID Power Africa (PA) programme, have all helped the REA in this regard,” Aliyu reveals.
A key priority for the REA is to complete high-impact initiatives that are currently ongoing, which include commissioning Phase II of the EEP and launching DARES.
“The EEP Phase II projects are at the final stages of construction, and we plan to commission them by Q3 and Q4 of 2024.”
The DARES project, which succeeds the achievements of the NEP, is set to launch this year with a USD$750 million facility from the World Bank.
“This project will provide grants for solar hybrid mini-grids and stand-alone solar systems through a results-based framework and is expected to attract additional funding
of over USD$1 billion into the Nigerian renewable energy sector,” concludes Aliyu.
Indeed, the REA is enthusiastic about these two specific activities and is increasing its efforts accordingly.
Continuing the commitment to accelerating energy access will result in Aliyu and his team improving lives across Nigeria.
1. 25kW Bukuro Community, Kawara State
Bukuro Community, Kawara
Making Solar the Smart Choice
Nearly one billion people around the world lack access to electricity, and millions more have to deal with the consequences of unreliable access.
The widespread use of diesel generators to help meet these demands has resulted in significant implications in terms of cost, environmental impact, and public health consequences.
It is therefore imperative to look at off-grid solar as part of the solution to combating climate change and expanding energy access. With solar technology being a clean, costeffective, zero-emission option for companies and communities alike, it serves as a critical tool to help government institutions, programmes, and businesses meet their national and organisational climate targets.
This is where we at Sun King Energy Solutions shine.
Historically focused on selling, installing, and servicing individual solar products for households and businesses, Sun King expanded its focus in 2023 by launching our new ‘Energy Solutions’ service. This service leverages our directto-consumer operations to cater to
institutional clients looking to transition their multi-facility operations to solar in challenging off-grid or weak-grid locations.
With years of experience addressing electrification challenges in Africa and Asia, we have shaped our model to tackle three critical challenges: energy, accessibility, and finance.
For energy, our goal is to replace diesel or petrol-powered generators and kerosene lighting by designing our own
SUN KING’S IMPACT, AT A GLANCE
• 140 megawatts (MW) of solar products installed
• USD$952 million of solar loans extended to clients
• Over 24 million solar products sold
• Over 40 countries where Sun King products are sold in large quantities
green energy products that outperform fossil fuel-based solutions and eliminate the practical obstacles that block people from adopting solar.
To increase access, our hyperlocal workforce, boasting 300 shops and 26,000 sales agents across Africa and Asia, facilitates customers’ access to solar technology and allows us to identify and install suitable solar products for each client.
Finally, regarding the financial aspect, we abolish affordability barriers by offering financial products that break down the high upfront cost barriers that block customers from transitioning to solar and unlock long-term cost savings.
For institutional clients, we are trialling an ‘energy-as-a-service’ arrangement, where clients pay for solar systems on a monthly basis. The energy-as-a-service offer means that institutions don’t have to purchase solar systems outright.
Instead, Sun King ensures a consistent energy supply in exchange for monthly payments. Sun King covers installation and maintenance and only receives payment if the agreed energy targets are met over the course of the contract.
ESTABLISHING A DEPENDABLE ENERGY SUPPLY
Sun King offers a complete end-to-end service for customers – in other words, we do it all.
We design our own solar systems, install them, monitor performance, and manage and maintain them on our customers’ behalf. These partnerships are designed for the long term, allowing us to strike ongoing service agreements and provide uptime-guaranteed energy-as-a-service arrangements to suit even the most specific requirements.
It is recognised that establishing a dependable energy supply is an expensive and time-consuming challenge for those in operation in areas without reliable access to the traditional electrical grid.
With approximately 140MW of solar deployed across over 24 million homes, businesses, and public buildings, we use our vast technical and practical experience to deliver suitable solar solutions to education, healthcare, humanitarian, and commercial facilities. From one-room schoolhouses to small hospitals, each solar system is tailored to the facility’s needs, ranging from 200 watt-peak (Wp) to 20-kilowatt peak power (kWp) of solar power, along with requisite battery storage and smart, global system for mobile communication (GSM) enabled inverter technology.
This enables loads for lighting, refrigeration, ventilation, educational devices, medical equipment, and office equipment to function smoothly.
With a proven track record of installing solar solutions in rural, hard-to-reach facilities, we offer comprehensive system configuration and project management, site surveys, product delivery, installation, and ongoing remote performance and service for anyone looking to make the smart switch to solar.
Together, we can overcome barriers that prevent communities, economies, and businesses from realising their full solar potential.
AT THE FOREFRONT OF THE SOLAR INDUSTRY
For years, Sun King has specialised in business-to-consumer (B2C) solar installations, having installed over 24
million solar systems, predominantly in homes. Through our B2C operations, we have established shop branches, distribution centres, and a workforce trained in deploying and servicing solar solutions for millions of households. These skilled installers are now prepared to extend their support to large-scale businesses and institutions for their multi-site solar needs.
As the largest off-grid solar provider in the world, Sun King utilises an integrated approach to ensure we craft products and services with unparalleled speed and precision, addressing the specific demands of the clients we serve at scale.
These demands and initiatives include harnessing significant technological progression and cost-effectiveness for off-grid and weak-grid customers.
Furthermore, Sun King’s work pushes forward UN development and climate targets, creating quality solar, and providing local green jobs in areas of high unemployment.
The technology behind our solar systems is adaptable to most settings, from urban shopfronts and businesses to hospitals and rural health centres to refugee camps in humanitarian settings.
As our expansive network spans over 40 countries, we are proudly positioned as the ideal partner to advance the priorities of businesses and international development leaders in Asia and Africa.
Sun King empowers our partners by providing end-to-end solutions, being cost-competitive, providing market leadership and reliability, having an established local presence, offering a global support network, providing advanced cloud-based technology, and having quality products backed by warranty.
We have experience working with the US Agency for International Development (USAID), UK aid, the World Bank, and other donors and implementing partners, having built strong relationships with private sector partners, including TotalEnergies and Orange, as well as leading governments and intergovernmental organisations.
With the growth of our highly efficient and sustainable solar inverter range, we have developed new pathways to deepen these existing partnerships, strike new collaborations, and expand our network across Africa and Asia.
We proudly stand at the forefront of the solar and energy storage industry, offering ready-made and bespoke solutions tailored to diverse organisations’ specific needs.
Author: Anish Thakkar, Co-Founder, Sun King
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Through this compelling new venture, Food & Beverage Outlook foregrounds the movers and shakers of the industry by confronting unprecedented change, showcasing technological innovations and incorporating critical environmental sustainability agendas.
To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.
THE NATION, EVERY DAY FEEDING
Austin Pam Dalyop, Head of Sales and Marketing at Premium Edible Oil Products, provides details on the company’s burgeoning status as a major food manufacturer in Nigeria, its extensive and wide-reaching portfolio, and its ambitions for the future
With a growing population of over 1.4 billion, Africa’s food and beverage industry is by no means short of demand.
However, amidst a harsh economic climate, disposable income has become limited, and affordability is now a major challenge for much of the population, leading to stagnation for many businesses, especially small and medium-sized enterprises (SMEs).
In addition, a lack of energy availability and high factory running costs across the continent have recently presented serious problems, even for commercial giants and large businesses.
Coupled with company revenues facing high rates of taxation and banks setting interest rates as high as 25 to 30 percent, many are being outpriced.
“These are major challenges for any entrepreneur, particularly those involved in the manufacturing
industry,” opens Austin Pam Dalyop, Head of Sales and Marketing at Premium Edible Oil Products (PEOPL), a subsidiary of the Flour Mills of Nigeria Plc (FMN) Agro-Allied division.
With a proud history of over 64 years in FMN’s Nigerian food landscape, PEOPL remains one of the country’s leading edible oil producers and maintains its vision for growth and expansion despite these socioeconomic obstacles.
Having recently opened FMN offices in Accra, Ghana, and acquired free trade zones in several of its West African locations, it hopes to continue increasing trade routes within the region.
“We are ready to capture the opportunities that lie ahead and unlock them for the benefit of FMN stakeholders. We will drive the routeto-market and traverse the whole of West Africa with our Golden Penny brands,” Dalyop confidently affirms.
A COMPREHENSIVE PRODUCT PORTFOLIO
Headquartered in Nigeria, PEOPL’s primary raw material is soya seed, which is processed into soya oil and soybean meal (SBM). Its business focus is on three categories, including the export of SBM organic products into EU and Asian countries as well as business-to-business (B2B) and business-to-consumer (B2C) trade.
“We source crude palm oil from an owned plantation and third-party plantation owners for processing and refining,” Dalyop expands.
The company is then able to stir in additional, high-quality ingredients to produce ready-to-eat products.
PEOPL’s clientele fall into three specific market categories – export clients; B2B, such as the bulk sale of SBM, refined soya oil, palm oil, palm kernel oil, and olein to corporate food chain and traders; and B2C, including the sale of fast-moving consumer goods (FMCGs) such as packaged soya oil, vegetable oil, spreads, margarines, and mayonnaise.
In the export market, PEOPL predominantly focuses on exporting
SBM to Europe and Asia, averaging around 8,000 to 10,000 tonnes (t) per month. It likewise sells SBM to local feed millers and poultry owners in Nigeria who mill feed for livestock.
“We also supply oil in bulk to more than 15 food chain companies across the country, the FMN Foods division, and Golden Penny Pasta & Noodles, an in-house brand that uses over 900t of refined soya, palm oil, palm kernel, and olein per month for its production,” he reveals.
In addition, many other customers utilise PEOPL’s oil products, such as
established soap manufacturers, who purchase its refined palm kernel oil for use in soap manufacturing.
Regarding its B2C offerings, the company specifically manufactures FMCGs such as Golden Penny Soya and Golden Penny Vegetable Oil in various sizes such as 750 millilitre, 1 litre (L), 2.75L, 4L, and 5L containers.
Other brands include Golden Penny Mayonnaise, Golden Penny Spread, and Golden
Penny Margarine, with packaging in various consumer sizes ranging from 15 grams (g) to 900g and 10 kilogrammes (kg) to 15kg.
A UNIQUE VALUE PROPOSITION
Due to its production of ready-to-eat products, hygiene, high quality, and safety are of paramount importance to the PEOPL team.
“We have a dedicated team overseeing quality assurance that ensures ready-to-eat products follow proper food processes and that we always exceed regulatory hygiene standards,” Dalyop comments.
Enforced by a robust team of food safety personnel, control over these processes helps PEOPL to ensure the highest food safety protocols are followed. This extends to third parties that frequent the premises, such as transporters.
“When you come to our premises, there are regulations you must follow and kit you must wear. Even before suppliers drive in, safety measures are in place for vehicles that deliver, collect, or lift goods out,” he emphasises.
“Nigeria’s wider agricultural landscape primarily utilises generic seed. However, because we buy our seed from local suppliers and work with farmers to ensure the quality of their farm practices, product yields, and processes, we are able to have these generic products,” Dalyop details.
Whilst exporting SBM to European markets, PEOPL identified an unmet demand for non-GMO products in the region, which the company realised could also attract higher margins.
As such, it embarked on the widespread exportation of non-GMO SBM to Europe, which now accounts for a large proportion of the business.
“We started with one supplier, and today we have multiple suppliers in other regions we could sell to,” he tells us.
“WE ARE READY TO CAPTURE THE OPPORTUNITIES THAT LIE AHEAD OF US AND UNLOCK THEM FOR THE BENEFIT OF FMN STAKEHOLDERS”
– AUSTIN PAM DALYOP, HEAD OF SALES AND MARKETING, PREMIUM EDIBLE OIL PRODUCTS
INNOVATION AND SUPPLY PIPELINES
When looking at the region’s population of up to 1.4 billion people, there are huge food production and processing opportunities.
In this way, PEOPL’s current focus is on processing soya as a nutritional
food item to support the global fight against malnutrition.
As soya processing can produce upwards of 200 food items, the company’s innovation pipeline is concerned with ascertaining which soya products it could feasibly derive and identifying areas of the African food
supply chain where it could add value.
“Food is cultural, and we must align with the needs of African culture. Our R&D function is working on innovation for new food products.”
However, to develop such products, Dalyop is conscious of the capital expenditure (CapEx) needed to fund new machinery. Today, capital is expensive and prioritising where it is required with maximum returns is difficult.
Nevertheless, PEOPL remains dedicated to innovating marketable soybean products that will meet the nutritional needs of the people and be an affordable and accessible alternative to meat for the improved health of the region’s citizens.
“If we consider Nigeria’s meat
industry, it is entirely unsustainable for us to depend on animal nutrition products alone. There are huge nutritional benefits to soya products, and that’s why we’re looking at developing the value chain,” he confirms.
The company’s abundant access to soya bolsters its product development, enabled by its centralised supply chain.
PEOPL’s parent company, FMN, is responsible for supplying local farmers with soya seed, fertiliser through the Golden Penny Fertiliser brand, and extension services.
Once these commodities have been aggregated from the fields, PEOPL is able to purchase the soybeans directly from these farms
via FMN aggregators in the field and interaction with the farmers.
Having collaborated with local farmers for many years in the past, FMN and PEOPL have uncovered an advantageous, mutually beneficial business and partner relationship with these farmers.
Farmers receive pre- and postharvest educational seminars from FMN and PEOPL alongside guidance on planting seeds and applying fertiliser in exchange for giving the company direct access to their soya produce.
“These farmers can see the benefits of working with the FMN team – their yields increase, they make more money, and we provide useful farming tips,” Dalyop points out.
PEOPL PRODUCT PORTFOLIO
The company produces a range of ready-to-eat B2C brands, including:
• Golden Penny Soya Oil
• Golden Penny Pure Vegetable Oil
• Golden Penny Spread
• Golden Penny Margarine
• Golden Penny Chocoh
• Golden Penny Mayonnaise
It also offers high-quality products for export and B2B products for local clients such as:
• SBM
• Refined soya oil
• Olein
• Refined palm oil
• Refined palm kernel oil
• Several by-products from oil refinery
“FOR US TO FEED THE NATION EVERY DAY IS A HUGE TASK. IT MEANS WE MUST WORK HARD 24/7, AND THAT’S WHAT WE’RE DOING”
– AUSTIN PAM DALYOP, HEAD OF SALES AND MARKETING, PREMIUM EDIBLE OIL PRODUCTS
TRAINING AND DEVELOPMENT
In addition to bolstering native agriculture, FMN and PEOPL are keen to develop young, local talent from Nigeria and surrounding areas.
FMN’s Agro-Allied division runs two youth training programmes, one aimed at graduates and the other focused on technical skills for nonmanagerial positions.
Carried out every two years, the graduate training programme
attracts applicants aged between 26 and 28, who undergo a selection and interview process until they are deemed suitable for the scheme.
“The graduates are enrolled in the training programme, during which they work exclusively for one department to another for over two years. Once completed, each graduate is offered an opportunity to gain experience in different departments depending on their
qualifications, areas of interest, or where management have a need or preference,” Dalyop explains.
Following this, each graduate is assessed, approved, and confirmed as a manager in FMN or in the wider Agro-Allied division.
“We carry out our graduate training programme every two years so that we have a sufficient injection of fresh talent into the organisation,” he adds.
FUTURE AMBITIONS
The overall ambition of FMN AgroAllied is to continue to engage in maximum growth opportunities in subSaharan Africa’s animal nutrition, oils, and fats landscape in the coming years.
In line with its motto, which is emblazoned on the logo, the Agro-Allied division seeks to take responsibility for ‘feeding the nation, every day’, as a significant task that Dalyop is acutely aware of.
“For us to feed the nation every day is a huge undertaking. It means we must be working hard and smart 24/7, and that’s what we’re doing. We must also understand how to manage volatility, uncertainties, complexities, and ambiguities (VUCA) in the
agricultural sector. When it happens, it is an opportunity to make good margins,” he asserts.
To action this ambitious statement, FMN Agro-Allied continues to provide citizens across Nigeria with highquality animal nutrition, oils, and fats.
The division also draws attention to its important role in fuelling Africa’s poultry industry by way of supplying it with SBM and soya products for feed production.
“We have the capacity, production facilities, and human resources required to continue penetrating these markets. As such, we are ready for the future, and to sustain feeding the nation, every day,” Dalyop confidently concludes.
info.rom@peopltd.com peopltd.com
THE
OF BUCKET SHARING SUCCESS
Colonel Sanders’ iconic fried chicken franchise, KFC, has spread its wings from Kentucky to open restaurants in Ghana. Roshan Mohinani, Strategy and Transformation Manager of the Mohinani Group, discusses the company’s efforts to provide opportunities for communities
As an industry vital to economies worldwide, food and beverage is constantly in flux as trends, lifestyles, and consumer preferences evolve.
In addition to streamlined manufacturing processes, supply chain activities continue to influence the market further, helping to fuel the rising demand for ready-to-eat food and boosting industry growth.
Over the past two decades, fast food brands have expanded into many countries across Africa, spurred on by an increase in urbanisation. In Ghana specifically, some international quick service restaurants (QSRs) now occupy the streets of metropolitan areas.
Furthermore, the West African country is undergoing a demographic transition, with a burgeoning population of young individuals and an expanding middle class, which has led to a growing preference for fast food and fine dining experiences amongst these groups.
This presents an opportunity for global brands that offer high standards and great-tasting food, such as KFC Ghana, with its famous Finger Lickin’ Good chicken.
The country’s dynamic and constantly evolving food and beverage industry positively and negatively impacts Ghanaian businesses. Indeed, while the sector’s growth presents opportunities for companies to thrive, it also brings challenges such as increased competition.
“Our country is currently facing economic instability, which has impacted sales over the years, forcing us to change the status quo and quickly adapt. Nonetheless, we are optimistic about the future and our position as industry leaders,” introduces Roshan Mohinani, Strategy and Transformation Manager of the Mohinani Group.
Masco Foods Limited, which operates as KFC Ghana, was founded by the Mohinani Group, a thirdgeneration family business with a diverse portfolio that includes packaging, consumer durable brands, distribution, electronics, retail, real estate, QSRs, and hospitality. This year, the fast-food outlet opened its 34th restaurant in the capital, Accra.
“We intend to continue expanding and greatly contribute to employment by hiring over 100 more Ghanaians in 2024 and 2025, making us undeniably the largest restaurant employer in the country,” he adds.
GALVANISING GHANA’S WORKFORCE
Ashok Mohinani, Chairman of the Mohinani Group, believes that all employees are key stakeholders in the business.
As such, KFC Ghana has made major investments in its staff, including comprehensive and continuous training programmes.
“These are provided to both new and old staff alike with the sole purpose of equipping each individual with the skills needed to perform optimally and develop their careers,” Roshan outlines.
At KFC Ghana and across the wider group, there is a strict policy of internal advancement that prioritises the development and promotion of existing employees before seeking staff elsewhere.
“Putting people first is a core value of the Mohinani Group, and employees must respect these principles to create a safe, supportive, and healthy environment for everyone.
“One of Ashok’s cherished projects is the Boafo Scheme, a unique fund designed to help employees who are dealing with adverse situations. It offers support in different areas such as education, healthcare, housing, and burials for staff in urgent need or unforeseen circumstances.”
The Chairman’s philanthropy is underpinned by his passion for ensuring that KFC Ghana has an inclusive employment policy that does not discriminate against anyone based on religion or background.
The Mohinani Group has demonstrated this commitment by embarking on a substantial project that focuses on employing people with disabilities.
“We are assessed by the board based on the number of employees with disabilities, and we are proud to announce that we have a considerable number of such individuals across the group,” enthuses Roshan.
A BENEVOLENT ENTERPRISE
In May, KFC Ghana launched a social intervention initiative called #KFCLunchWithSchools, a marketing campaign aligned with the group’s core values.
“We issued a public call for nominations of basic schools to receive a free lunch from KFC Ghana. The response was overwhelming, with over 300 nominations from across the country. We are pleased with the
success of this project and intend to continue contributing to support the less privileged,” prides Roshan.
Alongside this crucial social project, the Mohinani Group recently commenced work on two important bottle-to-bottle plastic recycling facilities in Ghana and Nigeria through its subsidiary companies, Polytank Ghana and Sonnex Packaging Nigeria. KFC Ghana supports the project with polyethylene terephalate (PET)
bottles across all its stores.
“These state-of-the-art recycling plants, valued at millions of dollars, will greatly benefit the environment as we aim to reduce pollution and promote a better and more sustainable way of life,” Roshan expresses.
However, it is equally important to recognise the challenges that unemployment poses for young people. KFC Ghana is extremely pleased to contribute to creating job opportunities nationwide and maintaining its position as the largest employer in the country’s QSR industry.
“We are committed to supporting local farmers and suppliers by sourcing our ingredients from them. We are making great progress and are on track to reduce our imports by 60 percent by the end of 2024.
“Our ultimate goal is to procure
“OUR ULTIMATE GOAL IS TO PROCURE 90 PERCENT OF OUR SUPPLIES LOCALLY BY THE END OF THE YEAR. THIS MOVE WILL BE HIGHLY ADVANTAGEOUS FOR THE GHANAIAN ECONOMY WHILE PROMOTING SUSTAINABLE AGRICULTURE”
– ROSHAN MOHINANI, STRATEGY AND TRANSFORMATION MANAGER, MOHINANI GROUP
90 percent of our supplies locally by the end of the year. This move will be highly advantageous for the Ghanaian economy while promoting sustainable agriculture,” he shares.
Supply chain operations are also pivotal, and KFC Ghana’s corresponding in-house department ensures its success and sustainability, encompassing procurement, logistics, and distribution.
“At our company, we have a strong
emphasis on building and maintaining robust relationships with our partners and suppliers, recognising that they are essential for ensuring quality, efficiency, and consistency for the business,” Roshan affirms.
ENHANCING THE CONSUMER EXPERIENCE
From both a consumer and company perspective, KFC Ghana’s introduction of self-service kiosks has
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FINGER LICKIN’ GOOD FACTS ABOUT KFC GHANA
• REGIONAL RESTAURANTS – Branches are located across eight regions of Ghana: Greater Accra, Western, Northern, Eastern, Central, Ashanti, BrongAhafo, and Volta.
• FIRST OF THE FRANCHISES – The Ghanaian flagship restaurant was opened in 2011 in the Greater Accra region.
• ORIGINAL OPTIONS – In addition to the famous secret blend of 11 herbs and spices found in all KFC restaurants, Ghana offers a special menu with unique items not available anywhere else. Some standout options include the delectable honey-dunked wings and zesty lime chilli wings.
• FROM CHICKEN WINGS TO LOVE RINGS – On Valentine’s Day this year, KFC Ghana went the extra mile for couples to celebrate their wedding proposals on-site. It orchestrated a special package that included promise rings, Streetwise Duo meals, Krushers, champagne, and chocolates in a romantic setting, playing Cupid for the couples.
been a success.
“These machines allow customers to place their orders quickly and efficiently, reducing wait times. It is a quick and convenient way of ordering food, which is particularly appreciated by busy travellers at our new location in Kotoka International Airport (KIA) and our high-traffic branch in Osu, both in Accra,” Roshan explains.
The kiosks’ modern technology provides a seamless and pleasant ordering process, adding to a positive overall experience. Moreover, the system generates valuable data on customer preferences and ordering patterns, which will be used to refine menu offerings and enhance service in the near future.
“As everyone is aware, Generations Z and Alpha are always seeking
new trends and innovations. By introducing the self-service kiosks, we have positioned ourselves as forwardthinkers and a customer-centric brand,” he posits.
Reflecting on the company’s achievements so far this year, Roshan is rightly proud and optimistic about the rest of 2024.
“One of our goals is to expand into underserved locations, and we are excited to witness the progress of this target.”
As the brand’s customer base grows, it is imperative for the company to develop a solid and efficient delivery process to stay ahead of competitors and, most importantly, meet the public’s needs. However, to make such improvements, KFC Ghana must
invest in its employees.
“It remains a top priority for us to enhance our training programmes and equip our staff with the skills and knowledge necessary to provide exceptional services while also improving our menu to offer variety and ensure the food is tasty,” Roshan closes.
Tel: +233554888444
wecare@mascofoods.com
https://www.kfc.com.gh/
AFRICA OUTLOOK: HOW DOES KFC GHANA MAINTAIN ITS POSITION IN THE INDUSTRY?
Roshan Mohinani, Strategy and Transformation Manager:
“Honestly, when you have flavourful and well-prepared chicken, half the work is already done. However, I want to highlight the incredible collaboration amongst our marketing, supply chain, and operations teams. We work hand-in-hand to ensure campaigns are flawlessly executed from beginning to end.
“Beyond just serving great food, we are always focused on delivering quality service to our customers. Our team truly believes that ‘the world always looks brighter from behind a smile’, so we bring that positivity into every interaction. We’re not just selling chicken; we’re sharing moments of happiness.
“We are also keen on staying up-to-date with trends and are continuously exploring new and innovative products that will wow our customers.”
FROM GRASS TO GLASS
Lato Milk is changing the livelihoods of smallholder farmers in the East African region whilst creating a resilient next generation for the continent by catering to the nutritional needs of children, as Rohit Rajasekharan, CTO, sets out
Writer: Jack Salter | Project Manager: Josh Rayfield
The dairy industry in Africa is at a pivotal moment, with the continent presenting both significant opportunities and challenges that are unique to the space.”
Indeed, there is a growing demand for dairy products in Africa, driven by a rising middle class, urbanisation, and an increasing awareness of nutrition and health.
Consumers are equally becoming more discerning and looking for high-quality products that meet international standards, which is pushing the industry towards greater innovation and efficiency.
However, there are also infrastructural limitations, fragmented supply chains, and the need for more widespread adoption of modern farming and processing techniques.
Despite these hurdles, the potential for growth is immense, as Africa’s diverse climate and vast agricultural resources provide a strong foundation for a thriving dairy industry, particularly with ongoing investments in technology, sustainability practices, and capacity building.
“The need for farmers in the region is mainly access to affordable capital, with which they can tap
into their existing infrastructure and supplement with minimal capital expenditure for double digit growth in milk yields,” continues Rohit Rajasekharan, CTO of Lato Milk (Lato).
In East Africa, where Lato operates, the dairy sector is evolving rapidly with local producers increasingly able to compete on a global scale.
This transformation is driven by a combination of factors, including
government initiatives, private sector investments, and a strong focus on improving productivity and quality across the value chain.
“There have been a lot of investments in the region for building capacity and soft skills through training, transferring knowledge, and bringing them on par with Western nations from a dairy farming point of view,” notes Rajasekharan.
“The need of the hour is to empower producers with the capital they require to invest in water management, silage making, pasture management, etc. at their farms to increase their productivity multifold with minimal investments.”
HEALTHY LIVING
Pearl Dairy Farms (Pearl), the
dairy market.
“As a food and beverage company with a core focus on nutrition, Pearl has undergone a transformative journey, evolving from a traditional dairy processor to a leader in the industry with a mission-driven purpose,” Rajasekharan outlines.
Despite being just over a decade old, Lato has become synonymous
instrumental in transforming Uganda into a net exporter of dairy products within the East African Community (EAC), significantly contributing to the region’s agricultural economy.
Its ultimate ambition is to become the leading nutrition company in East Africa, offering high-quality, innovative products that positively impact the lives of farmers and help to reduce malnutrition.
Lato exemplifies this commitment by providing consumers with nutritious options that are essential for healthy living in a region with pressing childhood anaemia and stunting concerns.
Approximately 53 percent of children under the age of five in Uganda and 42 percent in Kenya suffer from anaemia, while 29 percent
FORTIFIED PRODUCTS
Addressing these challenges is central to the mission of Lato, whose product range includes instant milk powders, UHT milk, yoghurts, butter, ghee, porridge, and juices.
In line with its commitment, the company has made a conscious decision to fortify its products to combat malnutrition in the region.
“Our offerings include fortified milk powders tailored for children aged 3-5 and 6-12, as well as DHA
and vitamin-fortified flavoured milk products designed to meet the specific preferences and nutritional needs of the local population,” Rajasekharan informs us.
Innovation and investment in packaging and branding likewise ensure Lato and its products remain top-of-mind and serve a purpose by addressing consumer pain points.
AFRICA OUTLOOK: WHAT MAKES THE DAIRY INDUSTRY SO FULFILLING TO BE A PART OF?
Rohit Rajasekharan, CTO:
“It’s an environment that demands continuous innovation and adaptability, which makes every day both challenging and rewarding.
“The opportunity to contribute to the development of a sector that is so vital to the continent’s economic and nutritional well-being is what makes working in the African dairy industry not just exciting, but also deeply meaningful.”
Lato has always been deeply attuned to the markets it operates in, with a strong focus on affordability.
The company’s consumer studies have provided profound insights into purchase patterns, consumption behaviours, palate preferences, and more.
“Our Product Innovation team ensures that every product we conceptualise and launch not only meets a specific consumer need and enhances the consumption occasion but also delivers a compelling value proposition,” enlightens Rajasekharan.
“By adopting a portion pack strategy, we’ve successfully reached a broad consumer base. Additionally, our flavour innovations offer more choices, enabling us to penetrate the market even further.”
AFRICA OUTLOOK: CAN YOU TELL US ABOUT YOUR ENTRY INTO THE DAIRY INDUSTRY?
Rohit Rajasekharan, CTO:
“My entry into the dairy industry was quite serendipitous.
“The board had identified significant growth potential in this sector, particularly within East Africa, and decided to focus on expanding this business.
“I was entrusted with supporting the management’s vision to create a brand that would become synonymous with milk in the region, and the challenge was one I couldn’t resist. I was deployed to Tanzania, where I supported the Country Manager in scaling up operations across the country.
“That year in Tanzania was pivotal in my entry into the dairy sector. I was directly responsible for sales, business development, marketing, distribution, logistics, warehousing, finance, and law – essentially setting up operations from scratch, including hiring staff, establishing warehouses and offices, creating distribution routes, and renting delivery vehicles.
“This hands-on experience was instrumental in helping the team achieve 15-fold business growth in just nine months.”
Lato’s products are manufactured at its two state-of-the-art facilities in Kenya and Uganda, the latter of which is the company’s primary plant.
Located in the heart of the cattle corridor in Mbarara, the secondlargest city in Uganda, this facility is certified by ISO, HACCP, and NEMA standards.
Quality is the keystone of Lato’s production processes, with stringent quality controls further strengthened by these certifications as well as
regulatory bodies to ensure full compliance.
SUPPORTING FARMERS
With over 2,000 employees working across the company’s facilities, Lato is a proud equal opportunities employer actively working towards gender parity within the organisation.
“We have made significant investments in enhancing our processing capabilities and expanding our distribution network, allowing
“THE OPPORTUNITY TO CONTRIBUTE TO THE DEVELOPMENT OF A SECTOR THAT IS SO VITAL TO THE CONTINENT’S ECONOMIC AND NUTRITIONAL WELL-BEING IS WHAT MAKES WORKING IN THE AFRICAN DAIRY INDUSTRY NOT JUST EXCITING, BUT ALSO DEEPLY MEANINGFUL”
– ROHIT RAJASEKHARAN, CTO, LATO MILK
us to reach consumers in over 15 countries across Africa and several in Asia,” shares Rajasekharan.
Lato also has over 50 Dairy Development Officers who work together with farmers to train and support them with all matters such as improving yields and hygiene, as well as managing quality, water, pastures, diseases, and feeds, amongst others.
“We have received additional support and collaborated with several globally recognised partners like the International Finance Corporation (IFC), GIZ, Nederlandse Financierings-Maatschappij voor Ontwikkelingslanden N.V. (FMO), Mastercard Foundation, Private Sector Foundation Uganda (PSFU), TetraPak, aBi trust, SNV, the US Agency for International Development (USAID), and more to further support farmers in the region,” he details.
Throughout the several consumer studies that Lato has conducted in its markets, one word is consistently quoted across all demographics and geographies – taste.
Uganda is very similar to other leading dairy producers such as New Zealand and Ireland as the cattle are almost 100 percent grazed, meaning they have a naturally richer flavour profile.
Moreover, because the cows are not fed by grains, the milk has no risk of aflatoxin contamination.
“The 100 percent grazing, combined with local respective breeds, generates a higher fat content in the milk of up to five percent or even higher,” Rajasekharan acclaims.
PROCESS IMPROVEMENTS
All of Lato’s processes from grass to glass have been developed and improved continuously to ensure
We create PACKAGING SOLUTIONS for life’s essentials.
and
“WE HAVE MADE SIGNIFICANT INVESTMENTS IN ENHANCING OUR PROCESSING CAPABILITIES AND EXPANDING OUR DISTRIBUTION NETWORK, ALLOWING US TO REACH CONSUMERS IN OVER 15 COUNTRIES ACROSS AFRICA AND SEVERAL IN ASIA”
– ROHIT RAJASEKHARAN, CTO, LATO MILK
best practices are followed across the value chain.
For example, at its 30 milk collection centres, the company gathers milk directly from farmers along with procurement from cooperatives and aggregators.
“Unlike our Western counterparts, the price for milk in East Africa has historically been dictated by volumes and not quality,” observes Rajasekharan.
Quality-based milk payment systems were introduced in 2024, where suppliers are now paid based on solids rather than just volumes.
Incentives are provided through better price realisation based on the fat and solids not fat (SNF) percentage of the milk delivered at collection centres.
quality, supplier name, price based on quality, and logistics, whilst Lato’s enterprise resource planning (ERP) system automates payments to farmers.
Through route optimisation processes and machine learning (ML), information is also fed to the management team to inform decisions based on business goals.
As CTO, this information helps Rajasekharan continue to drive the transformation and growth of Lato, whose vision he remains deeply committed to.
The milk collection process is also completely digitalised to capture incoming milk details such as quantity, https://latomilk.com/
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Because Integrity
Commitment are critical, Greif is proud to work with Pearl Dairy Farms Ltd for the supply of FDA approved food grade lined steel drums for butter oil packaging. Our teams of experts are here to help.
DISTRIBUTION WITH A DIFFERENCE
A leader in butane gas distribution across Ivory Coast, we learn more about Simam Côte d’Ivoire with its General Administrator, Karim Ousmaes, who outlines the company’s recent achievements and ambitious future
Writer: Lucy Pilgrim | Project Manager: Ryan Gray
The Ivorian gas distribution sector has experienced rapid growth over the past decade, with a sustained increase of over 10 percent per annum.
New players have entered the market during this time, making it a highly competitive environment that consistently challenges oil and gas organisations across the country.
Karim Ousmaes, General Administrator of Simam Côte d’Ivoire (Simam CI), was immersed in the petroleum product distribution sector from a young age.
“My family began in this field in the 1950s and 1960s, managing petrol stations in the countryside of Ivory Coast, specifically in Gagnoa,” he details.
Upon completing his studies and returning home in 2000, Ousmaes took over the management of a petrol station on behalf of ExxonMobil before starting a strong partnership with Ivorian giant, Petro Ivoire, granting him substantial knowledge and experience in the industry.
“OUR DETAILED UNDERSTANDING OF THE FIELD, INTEGRATED LOGISTICS, AND STRATEGIC INVESTMENTS HAVE ALLOWED US TO OWN ONE OF THE LARGEST FILLING CENTRES AND TRUCK FLEETS IN IVORY COAST”
– KARIM OUSMAES, GENERAL ADMINISTRATOR, SIMAM CÔTE D’IVOIRE
In 2012, he joined the management team of Simam CI, at which point the business was producing 50 tonnes (t) of gas per month. However, thanks to the company’s cohesive and committed team, as well as significant external investments, Simam CI has grown to become the Ivorian leader in gas distribution.
“Our in-depth knowledge of the field, customer expectations, and operational
constraints remain our strength today as a marketer,” Ousmaes highlights.
ENVIABLE DISTRIBUTION NETWORK
Simam CI’s main operations primarily revolve around the distribution of butane gas in B6 and B12 cylinders for households and other products such as fuel, lubricants, and bulk gas to businesses.
Situated in the Yopougon Industrial Zone of Abidjan, the company’s state-of-the-art filling centre was built in two phases and represents an investment of over €20 million.
Moreover, Simam CI’s centre has an impressive production capacity of over 700t per day and butane gas storage capacity of 2,600t, signifying unmatched operational abilities.
The company’s facilities are diligently managed by a workforce of around 900 employees who, alongside a fleet of 130 trucks and the circa three million cylinders currently in circulation, enable Simam CI to supply its network of over 3,000 resellers every day.
“Our detailed understanding of the field, integrated logistics, and strategic investments have allowed us to own one of the largest filling
SIMAM CI VALUES
PUTTING HEALTH AND SAFETY FIRST
- Demonstrating safe behaviour in everything it does.
- Ensuring that all work and travel is done safely.
- Promoting health and safety in the workplace.
EMPLOYEE ACHIEVEMENT
- Continuing to develop oneself and others.
- Seeking solutions to help remove obstacles and encourage others to improve.
- Participating in the life of the employee and being socially responsible.
- Contributing to social well-being.
TEAM SPIRIT AND COLLABORATION
- Treating colleagues as one would like to be treated.
- Trusting each other’s abilities.
- Actively seeking different points of view and new ideas.
- Breaking down barriers between professions.
CLIENT SATISFACTION
- Putting the customer at the heart of the company’s concerns.
- Responding to customer needs by taking into account their expectations and complaints.
- Offering added value in all interactions with customers.
centres and truck fleets in Ivory Coast, which sets us apart from industry competitors,” highlights Ousmaes.
In terms of pricing, the cost of gas is determined by Ivory Coast’s administration, with a differentiation made based on the ability to offer clients discounts. Therefore, ensuring customised services and high responsiveness are key success factors for Simam CI’s business-tobusiness (B2B) and business-toconsumer (B2C) activities.
Meanwhile, thanks to a unique distribution strategy, gas bottles are supplied daily across the company’s
extensive network of depots. As a result, consumers can conveniently find a distributor near their residence for gas purchasing and refills.
Going forward, Simam CI’s distribution model will be more costeffective as the company becomes increasingly integrated into the value chain.
RECOGNISING GREATNESS
A major player in the distribution of butane gas, Simam CI’s leadership has received multiple awards and ranks amongst the top organisations in the hydrocarbons sector.
“WHENEVER POSSIBLE, WE PRIORITISE INTERNAL PROMOTIONS ACROSS OUR RECRUITMENT PROCESS”
– KARIM OUSMAES, GENERAL ADMINISTRATOR, SIMAM CÔTE D’IVOIRE
In 2023, the company’s tenacious efforts were recognised when it obtained ISO 9001:2015 certification, something Simam CI remains very proud of.
“Achieving this certification is the result of three years of hard work during which we formalised all
business processes, identified our risk areas, and drafted all job descriptions.
“Our quality management system now operates effectively, allowing us to handle various situations with confidence,” Ousmaes asserts.
Additionally, the digitalisation of Simam CI’s activities is of strategic
importance as its operations generate a significant volume of transactions, from accounting to sales and human resources.
Operating in a regulated sector where information traceability is crucial, the completion of this streamlining venture will prove crucial as it allows the company to improve the efficiency of its work processes, reduce operational risks, and ultimately enhance its overall performance.
Elsewhere, the company’s procurement department manages the sourcing and purchasing of factory equipment, tools, and gas bottles for transportation, ensuring the best quality at the best price.
EMPLOYEE AUTONOMY
Simam CI possesses a young, proactive, and dynamic workforce, with the average staff member being 34 years of age.
The company has also hired several workers through the Employment Assistance Programme (EAP), demonstrating its strong emphasis on youth.
From the outset, employees are given important responsibilities and provided with the autonomy to make
SIMAM CI’S QUALITY POLICY
INCREASING CUSTOMER SATISFACTION
- Consistently listening to customers in respect of its commitments.
- Delivering a supply of products and services in accordance with its customers’ needs and applicable legal and regulatory requirements.
GUARANTEEING HYGIENE, SAFETY, AND ENVIRONMENTAL PROTECTION
- Evaluating risks for the health and safety of the company’s collaborators.
- Sensitising and training personnel to reduce accidents and incidents.
- Applying effective prevention plans and strictly respecting safety measures.
PRESERVING
EQUIPMENT AND INFRASTRUCTURE
- Diligently implementing preventative and corrective maintenance.
- Regulatory compliance of Simam CI’s sites and equipment.
CONTINUOUSLY IMPROVING PERFORMANCE
- Recruiting competent people and improving their skills through training.
- Strengthening the company’s market position.
- Improving the reliability of Simam CI’s data by carrying out regular checks.
- Consolidating financial profitability by optimising costs.
decisions and carry out their own tasks.
“We have implemented a quarterly awards system to recognise the performance of Simam CI’s top employees, as well as a proactive training policy to help our team members enhance their skills.
“Finally, whenever possible, we prioritise internal promotions across our recruitment process,” outlines Ousmaes.
Additionally, the company is committed to the well-being of its employees, which is reflected in the paramount importance given to the safety of personnel during operations, the provision of healthcare for employees, and the introduction of a social policy to support staff during difficult periods.
Amongst its other corporate social responsibility (CSR) commitments, Simam CI contributes to the fight
against climate change by distributing gas to households that cook with firewood.
Additionally, the company also supports the ATEF OMAÏS Foundation (FATOM), a non-political, non-denominational, and nonprofit organisation that promotes sustainable human development through actions that benefit vulnerable populations. In the coming year, Simam CI
is placing greater attention on its marketing department to strengthen brand awareness across Ivory Coast. This will include billboard and television advertising campaigns, as well as community outreach efforts in order to get closer to customers.
“Meanwhile, we will begin the process of aligning with ISO 14001 and ISO 45001 standards, with the goal of achieving certification,” closes Ousmaes. Tel: + 225 27 21 21
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BUILDERS OF THE FUTURE
Bringing the quality of the Guinean mining industry to the global stage, GPC Groupe is connecting its country, powering Africa, and transforming the world. We speak to Aly Kaba, CEO, to learn more about the company’s inception and bold plans for a sustainable and innovative future
Writer: Lauren Kania | Project Manager: Joshua Mann
The West African country of Guinea is one of the richest in the world in terms of minerals, boasting high-quality bauxite, open-pit iron ore mining with 75 percent purity, and some of the finest gold deposits.
Over the past decade, the country’s local content standards have significantly improved to meet the strict requirements of the international corporations operating in the country, allowing ripe opportunities to arise for local companies to grow within this framework.
Guinea’s mining potential is so significant that it is considered one of the levers of its national economy, with the industry contributing approximately 15 percent of the country’s GDP.
“Our country’s mineral endowments have been poorly exploited for a long time, but since 2013, the government has implemented a new mining policy aimed at promoting greater profitability for investors, broadening the country’s tax revenue base and encouraging more locally added value,” introduces Aly Kaba, CEO of GPC Groupe (GPC).
“As you can see, the opportunities in this sector are endless and the business climate is conducive.”
AFRICA OUTLOOK: COULD YOU TELL US ABOUT GPC’S REBRAND AND NEW WEB PRESENCE?
Aly Kaba, CEO: “The rebranding has been in preparation for about a year and a half. The objective of this initiative was not only to increase our visibility but also to reflect the significant growth of GPC over the past 10 years. The previous logo, which had remained unchanged until 2023, no longer reflected our modern identity and expanding capabilities.
“Simultaneously, we revamped our communication strategy, focusing on professional networks such as LinkedIn and actively participating in industry events. These platforms and events provide valuable opportunities for potential clients to engage with us directly at our booths and gain deeper insights into the company. With a strong presence on these platforms, our strategy emphasises building close relationships with both existing and potential clients.
“Furthermore, this rebrand signifies our commitment to opening up to the international market. We aim to leverage our strengthened brand presence and network engagements to explore new opportunities globally, ensuring GPC’s continued growth and relevance on an international scale.”
One such organisation taking full advantage of these opportunities and making waves both locally and internationally is GPC, a seasoned group of Guinean companies specialising in building and public works (BTP), logistics, transportation, construction, and mining.
With over a decade of experience in delivering world-class services, GPC’s dedication to excellence has been a key driver of its exponential growth.
“Our vision is to establish ourselves as a leading integrated service provider in BTP, logistics, and general trade, not only within Guinea but also across Africa. We aim to offer superior service quality that meets the unique needs of our clientele,” insights Kaba.
Boasting a team of talented managers and engineers who bring a wealth of expertise to its projects, GPC prides itself on its professionals’
recognised capability in all facets of civil construction.
“Ultimately, we aim to generate the financial substance necessary to support the company’s development and meet our clients’ requirements through quality service, controlled cost, and human capital development.”
CONNECTING GUINEA, EMPOWERING AFRICA
With over 16 years of experience working for multinational companies in the iron ore, bauxite, and gold industries, Kaba boldly decided in 2016 to dedicate himself full-time to GPC, which had been established eight years prior with his brothers Amadou and Idrissa.
“GPC is the very first fully owned Guinean company to have signed a mining services contract covering
“AT GPC, WE DON’T JUST AIM TO COMPETE; WE STRIVE TO SET NEW BENCHMARKS IN THE INDUSTRY, DRIVEN BY A PASSION FOR CONTINUOUS IMPROVEMENT AND A DEDICATION TO CREATING VALUE THAT ENDURES”
– ALY KABA, CEO, GPC GROUPE
the entire production chain, from bush clearing, drilling and blasting, transportation, and crushing, all the way to delivering the product to trains – an accomplishment we are exceptionally proud of,” he enthuses. What has come to differentiate the company and its services is an unwavering commitment to excellence in every aspect of its operations. GPC prides itself on delivering products and services
that not only meet but exceed international standards.
With client satisfaction at the core of its philosophy, the company prioritises understanding and meeting each client’s unique needs, ensuring their success and forging long-term partnerships built on trust and reliability.
Equally important is its dedication to the well-being and development of employees.
Standpipe exit road
Early morning meeting
WMF East side
Maintenance area
“We prioritise a safe and supportive work environment, investing in continuous training and career growth opportunities. We believe that by nurturing our team, we empower them to deliver their best and contribute to our collective success,” details Kaba. From project managers to engineers, skilled tradespeople, and administrative personnel, their expertise, commitment, and hard work are the recognised bedrock of GPC’s operations.
By investing significantly in their development through training and professional growth opportunities, the company fosters a culture of excellence and innovation within the industry.
Moreover, GPC’s proactive approach to leveraging cutting-edge technologies and innovative practices enables it to consistently optimise efficiency and maintain the highest levels of environmental and social responsibility.
“ULTIMATELY, OUR COMMITMENT EXTENDS BEYOND BUSINESS SUCCESS; WE ARE DEDICATED TO POSITIVELY IMPACTING THE LIVES OF THE GUINEAN POPULATION. THROUGH JOB CREATION, COMMUNITY ENGAGEMENT INITIATIVES, AND SUSTAINABLE PRACTICES, WE AIM TO CONTRIBUTE TO THE
SOCIOECONOMIC DEVELOPMENT OF GUINEA, FOSTERING A BRIGHTER FUTURE FOR GENERATIONS TO COME”
– ALY KABA, CEO, GPC GROUPE
GUINEAN EXCELLENCE ON THE GLOBAL STAGE
The Simandou Iron Ore Project – one of Africa’s largest mining ventures –was officially launched in 2022 after much delay, with the government mandating that priority be given to local companies well-equipped to propel the development forward.
GPC was one of the selected firms awarded a contract for construction activities and services for this integral and transformative endeavour. This project represents a unique opportunity to transform Guinea comprehensively, and the company is determined to play a significant role in its realisation, with the objective of
improving the living conditions of the population.
“Mining projects in Guinea, especially the Simandou Iron Ore Project, will have a significant impact on the region given their historical, natural, economic, and social interconnection within West Africa,” expands Kaba.
GPC’S VISION AND MISSION
VISION: To be the leading partner of choice for clients active in the mining, construction, and logistics sectors, both in Guinea and across the broader West African region.
MISSION: Building the future of Guinea and Africa with optimism and excellence. The company knows what it needs to do to achieve this, and it knows it can deliver. Its countless successful projects and satisfied clients speak for the value it adds.
In addition to this project, which is anticipated to redefine the regional industry as a whole, GPC is in discussions for other new mining projects in the country, both in bauxite and iron ore, reflecting the company’s ongoing commitment to expanding its contributions to Guinea’s mining sector.
“We aim to leverage our expertise to further develop these resources, contributing to the country’s economic growth and infrastructure development,” explains Kaba.
Furthermore, the company continues to engage with the government to identify priority projects where it can assist, both on the technical side and in structuring finances with partners.
These include the construction of highways, bridges, and public infrastructure, alongside water supply and electricity provision projects, with GPC’s goal to support these projects and ensure they are implemented with sustainable and effective solutions.
In parallel, the company is ambitious about developing its own mining project by continuing
exploration activities on its mining permits. In the medium term, it hopes to have internally developed all the necessary skills and resources to launch its own mine, allowing GPC to further solidify its position in the industry and invest more in Guinea’s economy.
“In the meantime, all our efforts are focused on the successful execution
M24 project
M24 project
of our important ongoing projects, with customer satisfaction remaining our top priority,” dictates Kaba.
FORGING AHEAD FOR A BETTER WORLD
The critical need for infrastructure construction in Guinea drives GPC’s initiatives to lay the foundations for future generations.
From real estate developments to academic institutions and multinational mining operations, the company has recently made significant investments in its construction department, including expanding into new activities such as road infrastructure.
“Central to our growth strategy is our commitment to giving back to communities. Through innovative, sustainable projects that prioritise
community impact, we’ve successfully delivered essential infrastructure like roads and water supply systems,” insights Kaba.
“Our approach integrates cuttingedge technologies, eco-friendly materials, and community-centred planning, ensuring our projects enhance public safety, environmental sustainability, and community
spaces.”
The recent contract for constructing and asphalting 10 kilometres (km) of road in Conakry marks a significant milestone, as it’s the first contract signed with the Guinean government since GPC’s inception.
Despite being new to the construction sector, the company is proud to have achieved first place in the recent rankings published by the Ministry of Infrastructure and Public Works on the performance of companies involved in Conakry road contracts.
“This distinction encourages us in our efforts towards building a modern Guinea and reminds us that we must redouble our efforts to achieve this goal,” emphasises Kaba.
Looking ahead, GPC anticipates undertaking more significant road and construction projects in Guinea and the West Africa region, aiming to leverage its expertise and resources to contribute to regional development and infrastructure growth as well as supporting economic advancement and societal well-being across the region.
Additionally, the company is working to continue its sustainable
growth by focusing efforts on several strategic initiatives for the remainder of 2024, including consolidating its position in current activities and markets.
More specifically, GPC’s key priorities include project execution and delivery, expansion and diversification, innovation and sustainability, community engagement and enhancement, and talent development and retention.
“Our primary focus remains on customer satisfaction and ensuring safety in all our operations. At GPC, we don’t just aim to compete; we strive to set new benchmarks in the industry, driven by a passion for continuous improvement and a dedication to creating value that endures,” concludes Kaba.
Tel: +224 613 33 25 25
contact@gpc-groupe.com
gpc-groupe.com
M24 project
CREATING LIMITLESS MINING POSSIBILITIES
Proving itself to be a vital player in Botswana mining, we speak to Bokang Thitoyamore, CEO of Naledi Mining Services Company, about providing vital mining services for the management of the world’s richest diamond mine
Writer: Lucy Pilgrim | Project Manager: Thomas Arnold
The Botswana mining industry continues to be an indomitable force within the international mining landscape, dispensing some of the world’s most desired treasures, including diamonds, copper, and nickel.
A vital link in this international chain is Naledi Mining Services Company (Naledi), who operates as a renowned service provider in the African mining sector, specialising in delivering strategies to key areas of mining activities.
Established in August 2022, Naledi started its operations in January 2023, providing labour and management for the Jwaneng Cut 9 project, as well as maintenance services for earthmoving vehicles and fixed plants.
“The company was founded with a focus on real-time strategy execution and robust corporate governance from the outset,” introduces CEO, Bokang Thitoyamore.
Since its inception, Naledi has rapidly grown to become one of Botswana’s largest mining services companies, employing over 1,000 staff.
A subsidiary of Debswana, the world’s leading diamond producer, Naledi contributes significantly to its success by handling critical aspects of the Cut 9 waste stripping of the Debswana Jwaneng Mine (Jwaneng), the world’s richest diamond mine by value.
Furthermore, the company’s experienced team delivers top-tier services, including optimised mine planning, drilling, blasting, loading, and hauling with diverse skills and knowledge across the mining process.
“The key to our success is improving efficiencies and productivities to deliver mandates safely and cost-effectively.
“Therefore, our focus remains to provide highly skilled human resources to the most inefficient areas in an operation, which would add most value to the process if improved,” expands Thitoyamore.
On top of this, the safety of its people, environment, and communities remains a cornerstone of Naledi. In aid of this commitment,
the business has recently modified its mining contracts to include a hybrid model that has significantly improved citizen participation in local communities.
STRENGTH IN UPSKILLING
Amongst Naledi’s plethora of current projects, the company also plans to explore the realm of underground mining, which requires significant investment in new technologies and training as well as close collaboration with industry leaders.
“OUR GOAL IS TO POSITION NALEDI AS THE PREMIER DESTINATION FOR MINING EXPERTISE IN BOTSWANA”
– BOKANG THITOYAMORE, CEO, NALEDI MINING SERVICES COMPANY
“This presents new ways of working such as adapting to different mining conditions, implementing new safety protocols, and acquiring specialised equipment. However, we are preparing to meet these new requirements by upskilling our workforce and investing in cutting-edge technology,” informs Thitoyamore.
Currently, the company is upskilling eight mining engineers to degree level, with particular focus on underground mining. Two engineers have already graduated from the programme and are ready to put their skills to the test in the current mining climate.
In fact, upskilling is a central focus
of Naledi’s expansion, particularly in response to current socioeconomic factors in Botswana.
“When developing our growth strategy, we realised that Botswana was very strong in production-related environments, but there was a need to upskill the engineering, procurement, and construction management (EPCM) space,” Thitoyamore details.
To realise this upskilling, the business partnered with DRA Global to initiate joint projects and professionalise local workers in the EPCM domain. The collaboration also supported the development of human capital and the introduction of competition into the market, ultimately having a positive impact on end users.
NALEDI’S CORPORATE VALUES
• SAFE – Create a work environment where all employees, contractors, and stakeholders are protected from harm.
• FAIRNESS – Treat all stakeholders equitably and ethically.
• SUSTAINABILITY – Conduct operations to preserve and protect the environment, communities, and resources for current and future generations.
• EXCELLENCE – Commit to achieving the highest standards across all mining activities.
• AGILE – Adapt to changing market conditions, technological advancements, and operational challenges.
• LOVE – Dedicated to caring for employees, communities, and stakeholders.
Internally, the partnership with DRA Global also allows the company to develop its underground skills going forward and enables Naledi to stay ahead of the employee skills curve. This prepares the business for future changes in the industry where underground mining will be the main mode of operation.
More broadly, Naledi has implemented dedicated programmes and investments to develop staff expertise across every level of the organisation, from leadership to operative employees.
In the production side of the company, for instance, Naledi has trained over 100 housekeeping staff to operate machinery, 55 of whom have now become full-time operators.
“We believe that anyone in our operation can be upskilled to the next level with the right investment,” expresses Thitoyamore.
“Our goal is to position Naledi as the premier destination for mining expertise in Botswana.”
ROBUST RELATIONSHIPS
Naledi’s growing supply chain partners are critical to its success. Indeed, strong relationships with both international and local partners and suppliers ensure that the company has reliable access to high-quality materials and equipment.
“These relationships help us manage costs, mitigate risks, and maintain operational efficiency.
NALEDI’S CURRENT PROJECTS
• JWANENG CUT 9 PROJECT – This major project involves waste stripping at one of the world’s richest mines and has become crucial for sustaining mine operations and maximising resource extraction. The mine aims to expose ores to create a sustainable feed for the region’s plants without risking a revenue gap for Debswana.
• JWANENG MOBILE EQUIPMENT MAINTENANCE SERVICES – Naledi provides comprehensive maintenance for earth-moving vehicles, ensuring optimal performance and longevity of critical machinery. Skills retention is also key to this project, as most of the equipment used is specific to the Jwaneng operation.
It also helps create an increased understanding of each other’s cultures and businesses that enhance transformation and innovation,” Thitoyamore enthuses.
Naledi is also in the process of onboarding an enterprise resource planning (ERP) system to optimise its supply chain operations. The system will help boost engagement with suppliers and generate more opportunities and synergies for collaboration.
Additionally, the company has made significant strides in corporate social responsibility (CSR) through its recent partnership with the Botswana Football Association (BFA), developing an Olympic football
programme to cultivate the country’s talent for the 2028 Olympic Games.
This initiative reflects Naledi’s commitment to sports and educational excellence across local communities. In parallel, the company has also invested substantially in supporting schools and encouraging learners to succeed.
“As a business, these investments go beyond building and maintaining good relationships with our communities. They are a testament to our vision of creating limitless possibilities for a better tomorrow,” Thitoyamore prides.
Going forward, Naledi’s key priorities include onboarding five new high-value clients and generating
BWP1 billion in revenue by 2026 whilst expanding into new project areas and continuing to diversify its service offerings to meet evolving market demands.
“Our main future focus is on the implementation of our growth blueprint and creating pipelines to achieve the overall goal of our corporate strategy,” finishes Thitoyamore.
Tel: +267 584 001
THE AFRICAN SPIRIT UNEARTHING
Jindal Africa’s presence on opportunity to utilise its mining impact on the communities Goyal, discusses the company’s
Writer: Rachel Carr | Project Manager: Thomas
Parshant Goyal, CEO
UNEARTHING
on the continent represents an mining potential and make a lasting communities in which it operates. CEO, Parshant company’s crucial role and positive future
Thomas Arnold
Home to a third of the world’s minerals and a quarter of its energy reserves, mining companies are drawn to Africa’s abundant resources.
Leading multinational organisation, Jindal Steel and Power Limited (JSPL), has identified this wealth of exploration and development
opportunities and is diligently working to expand its footprint in the continent through Jindal Africa.
Established in 2008, Jindal Africa’s mission was to discover metal and mineral commodities for JSPL’s steel production in India, and four years later, it began its coal mining operations in Chirodzi, Tete,
Mozambique.
As a burgeoning company under the JSPL umbrella, Jindal Africa is part of O.P. Jindal, an industrial conglomerate and principal player in the steel, power, mining, coal-toliquid, oil and gas, and infrastructure sectors.
The company’s operations span
Mozambique washplant
South Africa (SA), Mozambique, Botswana, and Namibia, producing high-quality coal and working on iron ore, thermal, and solar power projects.
As CEO of Jindal Africa, Parshant Goyal is responsible for these operations as well as new projects in Zimbabwe.
“My vision is that we should be a
major thermal power producer in this region and in SA with coal, before expanding into renewables such as solar. Additionally, we aim to extract manganese, chrome, and base metals required for steel production, and we currently produce 12 million tonnes (t) of steel in India and Oman,” he confirms.
UNITY IN THE COMMUNITY
Africa has always been Goyal’s top choice for JSPL’s mining endeavours as he sees the industry’s future heading in that direction.
“I love working in the African region due to the numerous benefits for both us and the communities in which we operate,” he enthuses.
Jindal Africa takes its corporate social responsibility (CSR) seriously, ensuring that its activities comply with the laws of respective countries. For example, the company has an approved Social and Labour Plan (SLP) in SA, which is valid for five years.
“We take care of communities according to the SLP, but we also accomplish many things for schools and medical facilities. In Botswana, we fulfil residents’ basic requirements and essential needs, such as providing books for children and necessary amenities for hospitals. Furthermore, we offer education on farming and agriculture,” Goyal insights.
Keen to improve local socioeconomic conditions, Jindal Africa prioritises community employment.
“In SA, we have around 550 employees, with only three being expatriates; the rest are from nearby areas. In Mozambique, a community was based in the mining field, so we relocated 325 houses, provided residents with agricultural land in the rehabilitation colony, and ensured they had access to a hospital, school, church, and market.”
The community was in decline before Jindal Africa intervened by starting work on the mine around 12 years ago. As well as providing
drinking water, which was in scarce supply, over half of the citizens went from not having a bicycle to owning a vehicle.
“We have witnessed significant growth in these areas, and as part of our CSR commitments, we are even offering banking facilities – we are wholeheartedly devoted to community development,” prides Goyal.
STRIVING FOR SUCCESS
Jindal Africa believes it is crucial to nurture relationships with local communities while maintaining strong connections with suppliers.
Approximately 90 percent of the company’s supply chain in SA is local. In Mozambique, however, this figure sits between 70 and 80 percent as many materials are procured from neighbouring SA, where suppliers also have manufacturing units.
As a people-centred company, Jindal Africa provides opportunities and economic support for communities, suppliers, and the workforce.
“We enjoy motivating our employees by providing training that aligns with their needs or interests. For example, our Mine Manager in SA, who initially worked as a
JINDAL AFRICA’S EXPLORATION EXPANSIONS
MOZAMBIQUE – The Chirodzi coal mine has an expected 25-year life of mine, and Jindal Africa intends to expand the mine in the newly allocated area adjacent to the present mine.
SA – Kiepoersol Colliery remains a prominent producer of high-quality anthracite and lean bituminous coal, adding to Jindal Africa’s portfolio. Additionally, in Melmoth, a small town situated in KwaZulu-Natal, SA, magnetite resources are expected to have a substantial socioeconomic impact in the area.
BOTSWANA – Mmamabula has attracted Jindal Africa, who aims to operate open-cast mines and a 600 MW power plant in the coalfields.
NAMIBIA – Windhoek has an iron ore mine, and the company has been involved in activities in this previously unexplored region.
Mozambique washplant
geologist, received our support to obtain his blasting ticket and now holds a significant position within the company, exemplifying the kind of motivation and development opportunities we offer.
“When there is a conference such as Mining Indaba, we allow highperforming employees to attend, providing them with an opportunity to gain exposure to the industry,” Goyal highlights.
Jindal Africa aims to provide continuous training to its workforce, ensuring they are up to date with the latest industry trends. In this way, the company values its employees as the backbone of the organisation.
STRATEGY FOR THE ECOSYSTEM
As a responsible mining company, Jindal Africa operates within the confines of environmental, social, and governance (ESG) practices.
“We plant trees and use the waste
from the wash plant as a power source instead of burning extra coal. We also have a large upcoming project in Botswana where we are constructing a power plant with 600 megawatts (MW) of thermal power integrated with a 5 million t coal mine,” Goyal reveals.
Aligning with Botswana’s journey to Vision 2030 and the UN’s Millennium Development Goals (MDGs), Jindal Africa continues to maintain a strong presence throughout the country.
The company is not only committed to achieving its sustainability goals but also aims to significantly boost the nation’s economy by generating employment opportunities in the rich coalfields of Mmamabula.
To demonstrate this commitment, the company has already implemented solar power for its camp workers and plans to expand this initiative to ensure that construction power is utilised to its full potential. Moreover, the region has the
potential to generate new jobs for over 3,000 people in the future.
“We intend to invest in solar energy and are determined to reach our targets this year. Our key priorities are in Botswana, and we are also exploring opportunities in Zimbabwe,” Goyal finishes.
We revisit Kudumane Manganese Resources with Thembelani Gantsho, the company’s ongoing status as a major supplier of manganese within critical minerals landscape and its overarching commitment to sustainable
Writer: Lily Sawyer | Project Manager: Thomas Arnold
STEWARDS
Gantsho, CEO, who recaps within South Africa’s sustainable development
Responsible for 80 percent of the world’s mineral reserves, 35 to 45 percent of which is made up of manganese from the resourcerich Kalahari Basin, South Africa (SA) has historically been renowned as a lucrative destination for mining exploration and development.
Located in the John Taolo Gaetsewe (JTG) district municipality, known for its abundance of manganese reserves, Kudumane Manganese Resources (KMR) is ideally placed to prosper as a leading producer of the sought-after mineral within the country’s mining landscape.
Having commenced its mining operations in 2012, KMR expanded exponentially. Today, it operates two open-pit mines, York and Hotazel, as well as a processing plant and various support infrastructure, all of which are primarily sustained by dedicated staff from the local area.
Despite the common perception that often frames mining as socially and environmentally unsustainable, KMR works hard to prove this is not the case.
“Sustainable development is something we take very seriously,” introduces Thembelani Gantsho, CEO of KMR.
As such, the company believes it has an important part to play in leaving a legacy of growth and development wherever its operations take place.
In this way, KMR plays an integral role within SA’s mining landscape, not only as a key producer of manganese and critical minerals but also as a social and environmental steward and guardian of the communities it serves.
“SUSTAINABLE DEVELOPMENT IS SOMETHING WE TAKE VERY SERIOUSLY”
Since transitioning out of the COVID19 pandemic in 2021, the company’s primary focus has been on returning to normality.
At the same time, SA’s mining industry was experiencing a postpandemic rebound and therefore benefitting from higher commodity prices.
However, over the past three years, KMR has witnessed a relative pullback in commodity prices which, coupled with rising operational costs and infrastructure constraints, has led to SA missing out on some sectorspecific booms.
“Some of the changes that the industry has faced recently reflect both challenges and opportunities
within an evolving landscape,” outlines Gantsho.
For example, profitability for mining companies has been confronted by rising costs and volatile commodity prices of late, whilst logistical limitations, frequent power outages, and exorbitant tariff increases have had a negative impact on production, resulting in increased operational costs.
Meanwhile, the use of critical minerals to progress the global clean energy transition has presented various opportunities, such as the use of critical minerals in the production of electric vehicle (EV) batteries and renewable energy.
As such, despite its challenges, SA’s mining landscape continues to enjoy emerging opportunities.
Managed Data Solutions for Industry
As an integrated information technology (IT) and visual solutions company proudly South African-owned, led, managed, and constituted, Virtualscape is here to take your business from good to great.
Founded in 2002 and based in Johannesburg, South Africa (SA), Virtualscape has serviced over 300 clients, proudly completing approximately 1,000 projects to date.
Focused on scalable solutions in mining, logistics, and industrialised sectors of the African economy, the company is on a mission to not just work with data but to make data work for the businesses it serves, allowing clients to unlock endless potential through personalised data collection.
Virtualscape is a partner dedicated to helping you make connections that matter by understanding the relationship between data points that may appear disconnected on a surface level but actually represent your business’s ability to grow, increase performance, and deliver meaningful impact through actionable insights.
With a reputation for bridging the digital divide through solutions that result in notable impact on the industrial sector with purpose-built, sophisticated innovation for Africa, by Africans, the business boldly services some of the leading companies in the mining and logistics industries, having become a first-choice provider.
Virtualscape’s footprint extends across the continent, its solutions designed to help industrial businesses better understand their world by connecting data points and interpreting the pivotal moments in between.
This data by design, meticulously crafted to enhance business decisions and performance, allows the company to glean immediate insight into the data sources required by today’s executives and workers, resulting in greater operational efficiency and new revenue streams to be optimised.
PROVIDING SCALABLE SOLUTIONS
Sens Mining – a proprietary smart mining platform that concentrates on the opencast mining sector – is a methodology and range of tools that allow companies to accurately monitor and collect data from their business activities.
The holistic solution comprises hardware, firmware, and software intellectual property (software IP),
developed exclusively by Virtualscape. This full value chain monitoring and reporting is proudly associated with Kudumane Manganese Resources alongside other leading mining houses across the African continent, seeking to further leverage data into insights for management at all levels of the production value chain.
The company emphasises its mantra of ‘measure, manage, decide, trust’ within its culture to identify what is to be measured, how that is to be managed, what decisions need to be cultivated, and how it all can be trusted on a consistent basis to deliver continuous success for stakeholders.
This mindset serves as a differentiator for the business, which approaches each project and client holistically. Additionally, it allows the company to provide the most comprehensive and advanced smart mining solutions developed in Africa with some of the best-seasoned technology solutions-oriented architectural minds in the sector.
The success of Virtualscape and its Sens Mining solution lies in its ability to collaborate with others as a hardware and software agnostic platform that leverages existing ecosystems to deliver augmented value and insights.
The company recognises that there has always been power in knowledge; but now, there is also money in knowledge, and Virtualscape is here to help you obtain it.
KMR CORE VALUES
ZERO HARM – KMR believes in preserving the environment around it and ensuring each employee returns home unharmed.
INTEGRITY – The company demonstrates honesty, truthfulness, and strong moral and ethical practices in every interaction with its shareholders and stakeholders.
RESPECT – KMR exhibits polite regard and consideration for all.
RESPONSIBILITY AND ACCOUNTABILITY – Focusing on important issues for the business and individuals, the company takes full responsibility for the delivery of its projects.
INNOVATION – KMR applies better solutions to meet new requirements and anticipated needs.
“OUR SUCCESS DOES NOT JUST BENEFIT OUR SHAREHOLDERS, BUT ALL STAKEHOLDERS”
“With the private sector working together with the government through public-private partnerships, the full potential of the industry can be realised,” he confidently affirms.
CORPORATE SOCIAL INVESTMENT
As a socially and environmentally responsible company, sustainable development is of utmost importance to KMR, as is cultivating a sense of stewardship for its local communities.
In a move to offset carbon emissions and increase energy efficiency, the company recently installed solar panels to power its administrative buildings and workshops.
It is also heavily involved in social responsibility and prioritises infrastructure improvements,
education, and healthcare, which is evident in its myriad corporate social investment (CSI) projects.
“CSI remains important to us as it demonstrates our commitment to the welfare of our host communities and fosters stronger relationships with the people there to create a stable and supportive operational environment,” he explains.
Gantsho also outlines how many of the company’s strategies and policies are aligned with broader social and environmental objectives which seek to benefit the community and society at large, creating shared values with residents.
“In short, our CSI initiatives earn us a social licence to operate,” Gantsho summarises.
Some examples of KMR’s CSI, which aims to achieve both social impact
Efficient. Secure. Reliable
Tech Vantage
Tech Vantage is at the forefront of technological innovation, delivering a comprehensive range of IT, ICT, solar power and surveillance solutions tailored for the South African mining sector. With deep expertise in networking, data center, surveillance, and IT management services, Tech Vantage ensures that mining operations run smoothly and securely, even in the most challenging environments.
Founded on the principles of excellence and sustainability, Tech Vantage offers a unique blend of cutting-edge network engineering, solar farming and security camera solutions to protect business assets in urban or remote areas. These services not only optimize operational efficiency but also contribute to the mining industry’s sustainability goals, making Tech Vantage a trusted partner in modern mining technology.
At Tech Vantage, we believe in delivering value fast and building long-term partnerships with our clients by delivering solutions that meet the specific needs of their operations. Our end-to-end services, from planning and implementation to ongoing support, enable mining companies to focus on their core business while we handle the complexities of technology infrastructure.
Our Expertise Includes:
• IT Management Services: Handling dayto-day IT operations, including network management, system maintenance, and vendor contracts, so mining companies can focus on their core operations without worrying about their IT infrastructure
• Microsoft Office 365 Migrations: Seamlessly transitioning businesses to the cloud, ensuring secure and efficient collaboration across operations
• Server upgrades: Management of simple to complex server upgrades to cloud or onsite installations
• 5G Solution: Providing robust communication solutions in remote locations to ensure continuous connectivity and operational safety
• Fiber Solution: We offer network design, fiber and network equipment installation, and firewall protection. Our services offer high performance data transmission and connectivity for mining operations, ensuring high-speed and reliable infrastructure
• WiFi Site Upgrades: Upgrading and expanding WiFi networks to cover large mining sites, remote offices in challenging terrain, improving productivity and communication
• VoIP Solutions: Implementing Voice over IP solutions for clear, cost-effective communication across geographically dispersed sites
• Surveillance Solution: Deploying advanced surveillance systems across mining sites to enhance safety and monitor key operational areas, helping to secure assets and improve response times
Tech Vantage continues to drive the future of mining technology, combining our passion for innovation with our commitment to sustainable solutions. Partner with us for IT and solar solutions that transform your operations and pave the way for long-term success.
and business growth, include a shoe drive at the start of each academic year in which the company provides footwear for school children.
Similarly, a sanitary pad drive has seen KMR provide sanitary products and menstrual education for young people, whilst the elderly have been supplied with blankets and food hampers by the company.
“We have also refurbished community halls, upgraded water infrastructure, and provided resources to fix streetlights and install new ones,” he exemplifies.
Moreover, KMR is in the process of constructing three early childhood development centres (ECDCs) and a clinic in the villages of Mosekeng and Glenred, which will provide preschool education for around 100 children, further bolstering its commitment to local communities.
IMPACTFUL PROJECTS
Alongside its CSI outreach initiatives,
KMR seeks to promote a positive social impact through various community infrastructure projects.
For example, water projects in KiloKilo and Glenred have supplied 150 local households in the villages with abundant access to clean water.
“Our Skerma village livestock handling facility project has additionally allowed over 80 households to immunise their livestock and prepare cattle for transportation to auction,” Gantsho details.
Meanwhile, a health clinic project in the villages of Mgobing and Magojaneng is still in progress and will provide 200 households with access to primary health care.
Furthermore, by financially supporting around 30 small to medium-sized enterprises (SMEs), KMR’s Procurement, Enterprise, and Supplier Development Programme (PESDP) increases its positive social output.
“The PESDP model is aimed at fostering genuine transformation by helping our suppliers and other nonsuppliers to grow and graduate into recognised SMEs,” he clarifies.
As part of its unique procurement model, KMR focuses on acquiring most of its components from local, female, and youth suppliers in a bid to bolster their growth amidst a competitive economic climate.
POWERFUL PARTNERSHIPS
To power both its mining operations and community outreach projects, KMR relies on a robust network of partners, suppliers, and developers.
Asia Minerals Limited (AML) for example, has enjoyed an ongoing relationship with KMR and continues to be an integral part of its mine-tomarket business value chain.
The company has identified AML’s strong relationships with its target customers as a competitive advantage.
“This gives us the flexibility to align our mining operations with our customers’ unique requirements,” Gantsho informs.
As such, KMR’s relationship with AML continues to go from strength to strength.
Furthermore, the company views its contractors and suppliers as business partners, who it works closely with to achieve success and collective benefits.
“Our success does not just benefit our shareholders, but all stakeholders,” he discloses.
Equally, Transnet remains a key logistics partner to KMR. Despite various operational challenges, the relationship remains collaborative whilst it seeks to address issues as they arise.
In addition, KMR can count Impact Catalyst amongst its plethora of partners. An agent of change in the Northern Cape (NC), the collective organisation creates mechanisms
POJK Mining Solutions
to drive large-scale socioeconomic development through collaboration with government and private sectors.
“Through our partnership with Impact Catalyst, we have collaborated with several mining companies in NC to drive meaningful projects that will have maximum impact,” Gantsho reveals.
A BRIGHT FUTURE
Going forward, KMR’s focus is on ensuring that it optimises its processes through operational efficiency.
It also seeks to better manage its mine design, source new open castable resources in its properties, and find synergies wherever possible with its neighbours.
“We are not currently focused on underground operations as we see that as being somewhat outdated,” Gantsho tells us.
Further to this, since 2021, KMR’s capital expenditure (CapEx) has been
reduced as many of its initiatives have yielded their intended outcomes, such as mine life extension, increased material processing efficiencies, and improved train loading speeds.
“Having said this, we continue to spend on stay-in-business CapEx to ensure we are improving and optimising our operations.”
Today, KMR has reached a steady state in line with the limited rail capacity in SA.
“Our focus remains on our continued initiatives relating to cost optimisation, operational efficiencies, and exploration for growth,” he concludes.
South Africa’s Tractionel Enterprise (Tractionel), a business now widely admired and considered a dynamic force in the expansive realm of electrical infrastructure and engineering, has undergone a remarkable transformation since its notable acquisition by parent company, Enza Construction (Enza).
Enjoying a rich legacy of technical excellence spanning decades, Tractionel has evolved seamlessly into an empowered entity, aligning its mission and values collaboratively with those of Enza.
In this way, both organisations now share and champion a family-owned ethos, underpinning a distinctive culture and effective approach to every facet of operations throughout the business. This ethos centres around meticulous attention to detail, having a profound impact, and a steadfast dedication to its vast spectrum of stakeholders, from employees and clients to shareholders.
The impressive integration into the wider Enza group has further enriched Tractionel with over 23 years of experience from a Black-owned parent company, deeply enhancing its standing as a preferred infrastructure developer across the nation.
Therefore, this strategic pivot positioned the company as a key player in the rail infrastructure market, a cornerstone of Enza’s evolved focus.
“Established as a niche rail electrification company in 1982, our heritage, spanning over 40 years, has entrenched us as the preferred overhead track equipment (OHTE) solutions provider in South Africa (SA),” introduces Neresh Pather, Group CEO.
“As an industry specialist, our open, collaborative approach has enabled Tractionel to exceed the varying railway electrification needs of our clients,” he sets out.
Moreover, the company welcomes early collaboration between design engineers, its project teams, and supply partners to create sustainable,
ELEVATING INFRASTRUCTURE
For over four decades, Tractionel Enterprise has been a key player in the South African electrical infrastructure and engineering industry. Driven by its commitment to being a solutions-orientated business and providing unwavering quality and integrity, we get the full story with Group CEO, Neresh Pather, and COO, Diaan Viljoen
Writer: Ed Budds | Project Manager: Thomas Arnold
INFRASTRUCTURE
whole-life solutions that are aligned with the goals of its customers.
The latest industry thinking, use of emerging technology, and modern methods of construction are all embraced by Tractionel to improve its service quality and reduce the costs of its projects.
“Our extensive rail electrification experience allows us to guide our clients through the countless possible solutions from concept ideas and feasibility studies to design, construction, managed maintenance, and even specialist training solutions.”
As part of the company’s portfolio,
rail electrification and its use of OHTE is used widely used in international markets, as well as overhead contact distribution systems (OCDS).
“Our rail electrification division offers an extensive array of OHTE solutions that integrate a multitude of technologies and related services, including traction substations, yard area lighting, power supply projects, and managed maintenance solutions,” Pather elaborates.
THE PERFECT PARTNER
In order to outpace competitors, align with evolving market demands, and embrace cutting-edge technology,
businesses require an innovative and forward-thinking electrical infrastructure partner.
Tractionel prides itself on being that perfect partner, now boasting an accomplished team of engineers, project and contract managers, and safety and environmental advisors who collectively spearhead the expert management of clients’ infrastructure projects every step of the way from initiation to culmination, whilst always upholding the highest safety standards.
“Collaboration forms the bedrock of our approach, as we ensure that our clients, communities, and stakeholders synergise their efforts for a mutually beneficial outcome,” Pather tells us.
Evidently driven by a philosophy of collaboration, Tractionel sets the stage for fruitful partnerships with the local community, respected supply chain partners, subcontractors, and the broader public sector.
“OUR PROMISE TO OUR CLIENTS IS TO DELIVER EXCEPTIONAL WORK AND SERVICES. QUALITY IS INCORPORATED WITHIN EVERY ASPECT OF OUR BUSINESS AND IS TIGHTLY CONTROLLED DURING CONSTRUCTION”
– DIAAN VILJOEN, COO, TRACTIONEL ENTERPRISE
“These synergies manifest through projects that exemplify broad-based empowerment and transformation, contributing to employment initiatives and the realisation of consensual empowerment targets,” he expands.
Additionally, as a communityminded company, Tractionel firmly believes that its projects can translate into life-changing sustainable initiatives that generate long-term benefits for all its people and partners, establishing the true measure of transformation.
Elsewhere, as a diversified and trusted electrical contractor, the company ensures its suite of electrical infrastructure construction solutions provides customers with complete turnkey solutions.
“Our clients demand superior project execution, and we strive to always deliver to these standards. From collector systems and switchyards, to engineering and bus work, our extensive and expert skill set and resources help bring any project vision to life.”
Moreover, Tractionel’s teams are
Providing total service excellence
BBBEE (Broad-Based Black Economic Empowerment) – Mico is a level 1 contributor specifically aimed to contribute to transformation
• CIDB level – PE 7 EP (Electrical engineering works – Infrastructure –Potential Emerging), PE 7 CE (Civil engineering – Potential Emerging.)
Mico Construction is dedicated to delivering excellence through top-tier performance, efficiency, and superior workmanship. We are committed to fostering sustainable growth, development, and social transformation within South Africa and Africa. Our company also prioritizes the health, safety, and well-being of our employees, while striving to minimize environmental impact as we pursue service excellence.
Power Infrastructure
Construction of Powerlines from 66kV – 400kV, Maintenance of infrastructure and Loop in – Loop out configurations
Live Line Speciality works
Conductor spacer replacements, re-insulation and line crossings all under live line conditions
Telecommunications
Leading contractor for installation of ADSS and OPGW Fibre in South Africa and surrounding countries, with more than 3000km successfully installed.
Substations
• Foundations: Pouring of concrete foundations for transformers, circuit breakers, and other heavy equipment.
• Control Buildings: Construction of buildings that house control systems, relay panels, and communication equipment.
• Cable Trenches: Installation of underground conduits and cable trenches for power and control cables.
well-versed in performing substation work under engineer-procureconstruct (EPC) and construct-only methods of project delivery, with the company’s vast experience spanning decades of substation operations
GAUTRAIN RAPID RAIL LINK
GAINING TRACTION
Over the years, Tractionel has meticulously constructed a highperforming team of diverse and talented individuals.
With an unwavering commitment to
A historic, crowning achievement for Tractionel included securing the design and electrification contract for the Gautrain Rapid Rail Link – a transformative endeavour that has not only heightened connectivity between Johannesburg, Pretoria, and the surrounding areas, but has also ushered in a new era of modern, efficient, and dependable transport.
Not only did Tractionel execute this project, but the company continues to maintain the OHTE related to the railway today, 13 years since the beginning of operations.
The Gautrain Rapid Rail Link is a one-of-a-kind South African rapid transport service that safely, efficiently, and reliably transports commuters and airport travellers in Gauteng.
“In 2011, Tractionel was appointed as the main electrical contractor for the Bombela Operating Company. We are proud to have been a key partner in this project for more than 10 years and still take responsibility to ensure the continuity of the Gautrain operation,” prides Pather.
excellence, and four strong decades of experience under its wing, the company has firmly entrenched itself as an industry expert in the electrical infrastructure construction and maintenance landscape in SA.
Furthermore, Tractionel employs industry leading experts to keep pace with global demand and best practices, constantly challenging itself to improve service delivery and bring its clients’ ideas to life.
With an exceptional team of resident engineers, draftsmen, project managers and planners, health and safety practitioners, quality assurance officers, and a fully-fledged project office, Tractionel’s workforce ensures that its clients’ electrical infrastructure needs are not only effectively managed from start to finish, but are also executed to the highest quality, safety, health, and environmental standards, from implementation stage right through to final completion and maintenance.
“Our promise to our clients is to deliver exceptional work and services. Quality is incorporated
Griffcor’s Journey of Innovation and Excellence in Renewable Energy
At Griffcor, we owe much of our success and growth to our valued partnership with Tractionel Enterprise. This collaboration has been instrumental in our development and diversification into various specialities within the renewable energy space. Founded in 2018 by Boyd Griffiths, our visionary Founder and CEO, Griffcor has rapidly emerged as a leader in providing bespoke cable sealing solutions across the renewable energy, marine, rail, and industrial sectors throughout Africa.
From the outset, Griffcor has been dedicated to minimising risk exposure and protecting critical processes, a mission that is absolutely crucial in industries where millions of rands could be lost in equipment, production, and recapitalisation. With a base in Cape Town, our reach extends across the continent, ensuring that our innovative solutions contribute to the stability and efficiency of vital infrastructure projects. Our journey into the renewable energy market began in earnest in 2019. Through interactions with various engineers in the sector, it became evident that there was a pressing need for cost-effective, reliable, and resilient cable sleeve sealing solutions.
Existing solutions were plagued by constant maintenance requirements and an inability to maintain functionality over long periods. Griffcor rose to the challenge, developing a seal that is fireproof, watertight, UV and vermin resistant, maintenance-free, with the ability to retrofit cables. This breakthrough solution set a new standard in the industry and significantly reduced the operational burdens on our clients.
Our skilled and experienced technicians are at the heart of Griffcor’s ability to provide customised sealing solutions tailored to our clients’ specific needs. This capability has positioned us ideally to serve the burgeoning renewable energy market, and our track record speaks for itself. We have successfully executed projects on numerous wind and
solar farms throughout Southern Africa, sealing IPP and Eskom substations, equipment yards, cable entries into turbines, PTK units, BESS units, switchgear and control rooms, junction and inverter boxes, PV panels, and more.
Our impressive portfolio includes landmark projects such as Karusa 147 MW, Soetwater 140 MW, Nxube 140 MW, Kangnas 140 MW, Perdekraal 110 MW, Kenhardt 540 MW, and the monumental BESS (Battery Energy Storage Systems) Kenhardt 1140 MWh. Each project reflects our commitment to quality, reliability, and innovation, and underscores our role as a trusted partner in the renewable energy sector.
As Griffcor continues to evolve and grow, our dedication to innovation and excellence remains unwavering. Through new ventures and projects, we strive to be supportive of every client, meeting their needs with exceptional customer service, professionalism, honesty, and the best possible value. Our goal is not just to meet expectations but to exceed them, ensuring that every partnership we forge is marked by success and mutual growth.
In collaboration with Tractionel Enterprise, we look forward to a future where Griffcor’s solutions continue to drive progress and sustainability in renewable energy and beyond. Our journey is one of passion, expertise, and a relentless pursuit of excellence—a journey that we are proud to share with our clients and partners.
within every aspect of our business and is tightly controlled during construction,” ensures COO, Diaan Viljoen.
“As a result, our clients experience a smooth transition from construction to operation, supported by a suite of accurate compliance records. At Tractionel, we believe in doing the right thing, at the right time, all the time,” he confirms.
UPGRADING AFRICA
As the vast continent of Africa strides boldly towards sustainable development, renewable energy systems continue to emerge as a beacon of hope for achieving energy security and economic growth. Its vast natural resources, ranging from abundant sunlight to powerful winds and geothermal springs, present an unparalleled opportunity to achieve environmental growth.
Undoubtedly, renewable energy systems play a vital role in achieving energy security and sustainability in Africa and offer numerous benefits, such as reducing greenhouse gas
(GHG) emissions, creating job opportunities, and enhancing energy independence.
However, the journey towards the widespread adoption of clean energy is fraught with difficulties.
One of the most significant challenges is the lack of adequate infrastructure and advanced technology. Many regions across the continent still lack the necessary grid infrastructure to support large-scale renewable energy projects.
Additionally, the technology required to harness and store the required systems efficiently is often expensive and difficult to access.
In the face of these challenges, however, Tractionel is at the forefront of the renewable energy revolution in Africa.
“Our expertise and comprehensive range of services enable the successful implementation of renewable energy projects across the continent. From project design to maintenance, Tractionel is committed to enhancing energy access and reliability,” Pather excites.
“Our projects not only provide clean energy but also drive economic growth and social progress,” he concludes.
The rise of renewable energy systems is crucial for Africa, and as the company continues to mobilise these technologies, the continent’s energy landscape is set to transform, promising a sustainable and prosperous outlook.
By harnessing the power of the sun, wind, water, and geothermal resources, and with the help of organisations such as Tractionel, Africa can build a resilient and sustainable energy infrastructure and expect an optimistically bright future.
Products:
• All outdoor substation equipment
• Mobile sub-stations and skids
• Dry type/resin transformers
• Distribution transformers
• Power transformers
• Mini substations
• Ring main units
• Cable
THE ULTIMATE CONNECTION
Herotel has grown exponentially, becoming a major player in the telecommunications industry in South Africa. Primarily a fixedbroadband service provider, the company builds, operates, and sells on its own fibre and wireless networks across the nation, as we find out with co-Founder and CEO, Van Zyl Botha
Writer: Ed Budds | Project Manager: Kyle Livingstone
internet.
This initial vision was accelerated through a nationwide consolidation of 33 owner-operated businesses, which now all proudly fly the Herotel flag.
“We united these businesses to help bring meaningful change to an industry that desperately needed a shake-up. Internet connectivity has become an essential service in everyday life – it’s how people make money, school their children, connect with their loved ones, and entertain themselves after a hard day’s work,” introduces Herotel’s co-Founder, Van Zyl Botha.
“By building world-class fibre and wireless networks, we enable our customers to become the heroes of their communities,” he opens.
Today, Herotel is the largest fixed wireless internet service provider in South Africa and the third largest player in the local fibre industry, reaching 585,000 premises. The company’s networks connect over 235,000 home and business users to the internet across more than 500 towns, cities, and suburbs throughout South Africa.
“We are tireless in our endeavour to bring fast, affordable internet to as many South Africans as possible. It empowers the nation’s citizens in both their personal and professional lives, uplifts and develops communities, and is a platform for
learning, healthcare, security, business development, entertainment, and almost all aspects of everyday life.”
Moreover, Herotel believes that internet connections must be accessible to everyone if the country is to unlock its full potential and compete in the global economy.
Therefore, the company has a crucial role to play in ensuring that broadband reaches everyone, not just the large metros, towns, and cities.
To achieve this, Herotel has focused its fibre expansion on lower income areas where it has built fibre to 340,000 homes, with the remaining 245,000 in more traditional suburbs and the wireless network extending beyond these towns into more rural areas.
ENGAGEMENT IN THE COMMUNITY
Committed to community engagement and striving to make a positive impact through various ongoing projects, Herotel regularly undertakes initiatives such as blanket drops and providing necessities for elderly care and children’s homes. It also connects more than 300 schools and community sites to free internet.
“Our goal is to actively participate in the communities we serve, showing that we are here to stay and not just to provide services and take money,” Botha assures.
One of these projects is the Ekangala fibre build, which went live in June 2024, initially budgeting for 50 installations per month.
However, the local community’s response exceeded all expectations, with over 400 installations in the first month – 800 percent more than forecast.
“To support this high demand, we established a local presence with a container placed in a high-traffic area of Ekangala, surrounded by local shops. We also branded a local spaza shop to serve as a convenient payment point. This project is a testament to the strong demand for connectivity and our commitment to bringing high-speed internet to underserved areas,” he continues.
Elsewhere, Herotel was proud to be the main sponsor of the iDiski 99 soccer event in Duduza.
This project was special as it
allowed the company to engage directly with the community, supporting local talent and fostering a spirit of unity and sportsmanship.
“We sponsored the prize money for the event, which provided an exciting incentive for the participants and helped highlight the importance of community sports,” outlines Botha.
Herotel’s involvement in iDiski 99 goes beyond sponsorship; it’s about giving back to the community and supporting activities that bring people together and promote healthy, active lifestyles.
Finally, at the Thembisa Mile road race, Herotel stepped in as the timing sponsor and also provided a water point for participants. This event, known for its vibrant atmosphere and enthusiastic participation, offered the company an opportunity to contribute to a well-loved local occasion.
“By sponsoring the timing, we ensured accurate results for the competitors, enhancing the overall experience of the event. Additionally,
our water point provided hydration to the athletes, demonstrating our commitment to our community heart value,” Botha enthuses.
Herotel’s involvement in Thembisa Mile underscores its undeniable dedication to being more than just a service provider, but an active and engaged member of the community, dedicated to connecting South Africa one mile at a time.
COMMITTED TO THE CUSTOMER
Herotel believes in placing the customer first, which is why it remains both a direct-access and vertically integrated business.
Moreover, the business also champions the concept of fibre to the home or business when at a fixed location to complement the use of SIM cards or eSIMs when on the move.
“Our direct access model, and the fact that we build predominantly aerial networks, mean that we can build our networks at lower costs than traditional trenched networks,” Botha informs us.
“We’re able to pass these savings on directly to the customer, so our products represent great value for money. It also means that we can build networks in smaller towns and cities that aren’t necessarily viable for traditional operators,” he adds.
Another significant differentiator is Herotel’s extensive local presence with over 80 offices across South Africa, deeply embedding the company in the communities it serves.
This footprint allows it to provide personalised and responsive customer support, unlike many competitors who only service areas remotely.
“Our commitment to being local ensures that our support teams are accessible and understand the unique needs of each community. We then extend this fibre network with a fixed wireless network of 2,000 masts, reaching even more customers in outlying areas.”
“OUR COMMITMENT TO BEING LOCAL ENSURES THAT OUR SUPPORT TEAMS ARE ACCESSIBLE AND UNDERSTAND THE UNIQUE NEEDS OF EACH COMMUNITY”
– VAN ZYL BOTHA, CEO, HEROTEL
‘Orange is the New Green’ is another mantra Herotel is committed to, and the company is always actively looking for new ways to be environmentally friendly.
One of the key sustainability advantages of fibre optic technology is its low power consumption, as networks do not require fuel-powered generators to operate during load shedding. Instead, they rely on solar-powered batteries, making them an energy-efficient solution for
connectivity.
“Additionally, we are increasingly using solar power at our wireless masts and at some offices. By harnessing solar energy, we further reduce our reliance on fossil fuels and decrease our environmental impact,” Botha elaborates.
TRUST IN THE CHAIN
Partner and supplier relationships, both internal and external, are crucial to Herotel’s success.
KPE Projects and Construction
THE DIGITAL VILLAGE STORY
Herotel’s pledge regarding its collaboration with Digital Village is that for every paying customer, it will connect someone in need.
The company is passionate about bringing faster, more affordable internet services to all communities, including those in need that Herotel is able to serve through this ongoing partnership.
Digital Village is a registered non-profit organisation committed to providing free or heavily subsidised internet connectivity to communities across South Africa.
Furthermore, Digital Village strives South Africans. After years of expertly delivering on this commitment across the Garden Route district, the organisation is now gearing up to do this right across the country in partnership with Herotel.
Digital Village was born from a group of private companies and individuals who wanted to give their communities access to the kind of internet they had always dreamed about for their own families.
Now, in partnership with Herotel, Digital Village has a new sponsor and will expand its footprint throughout South Africa, enacting a future where everyone is connected to fast, reliable, and affordable internet.
“When you are operating at scale, it’s vital that you don’t have equipment or skills shortages. Internally, we work with local communities and suppliers in most of the towns where we operate, and we also employ and train local staff across all functional disciplines in the business,” Botha divulges.
This not only uplifts the community, but ensures that Herotel maintains a skilled pool of valuable employees as close to its customers as possible.
Externally, trusted suppliers play a pivotal role in the company’s operations, from marketing to network infrastructure.
“Having strong relationships and a clear understanding with our suppliers is essential. For instance, our marketing efforts are supported
by reliable partners who specialise in specific markets and help us reach our target audience effectively,” he clarifies.
In terms of network infrastructure, Herotel’s suppliers provide the equipment and technology necessary to maintain and expand its fibre and wireless networks.
Good communication and relationships with suppliers are paramount as it can lead to missed targets and operational delays if, for example, a supplier fails to deliver on time due to poor communication or a lack of understanding.
Herotel prioritises building and maintaining strong, transparent relationships to ensure smooth operations and the timely delivery of services.
OPPORTUNITY AND RECOGNITION
Botha is proud to lead an organisation that is committed to the empowerment and recognition of its staff.
“Our performance is driven by a diverse group of highly competent and experienced leaders and teams. We are dedicated to fostering an inclusive and collaborative high-performance culture that not only achieves business objectives but also creates opportunities for every employee, leveraging the richness of diverse perspectives,” he tells us proudly.
“The core values of accountability and integrity, while leveraging a learning mind, improvement attitude, community heart, and pioneering spirit, are not only integral to our
culture but also form the foundation of our commitment to empowering and recognising our employees.”
Empowerment is at the heart of Herotel’s approach, and the company actively invests in the growth and development of its talent, providing opportunities for career progression and innovative initiatives that bring out the best in its people.
“Elsewhere, our training and development programmes, particularly through the Herotel Academy, are designed to unlock the potential of our team members. So far, we have awarded more than 9,000 certificates through the academy,” Botha prides.
Furthermore, Herotel believes in the power of open communication, a testament to which is its latest culture survey, where the company rated highly in several key areas.
For instance, more than 80 percent of employees rated the brand as compelling and felt empowered to do their jobs effectively.
“WE ARE DEDICATED TO FOSTERING AN INCLUSIVE AND COLLABORATIVE HIGH-PERFORMANCE CULTURE THAT NOT ONLY ACHIEVES BUSINESS OBJECTIVES BUT ALSO CREATES OPPORTUNITIES FOR EVERY EMPLOYEE, LEVERAGING THE RICHNESS OF DIVERSE PERSPECTIVE S”
– VAN ZYL BOTHA, CEO, HEROTEL
By providing employees with the opportunity to voice their opinions, Herotel has gained valuable insights into its strengths and identified opportunities for growth and enhancement.
This transparent exchange of feedback is essential as it strives for continuous improvement and excellence.
“Recognition of our staff’s wellbeing is a priority, as it is crucial that they feel valued, acknowledged, and psychologically secure. “Our Employee Wellness Programme also reflects this belief and has yielded encouraging results.”
PRESEEM
Elsewhere, within the vast South African telecommunications landscape, Preseem is the proactive growth, customer support, and network operations platform for internet service providers.
The company has established itself as a trusted, long-term network solutions partner dedicated to providing high-speed service to unserved and underserved areas.
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AFRICA OUTLOOK: WHAT WAS YOUR INITIAL INTRODUCTION TO THE
WORLD OF TELECOMMUNICATIONS?
Van Zyl Botha, CEO: “I grew up in a technology-obsessed home. My father founded a company that built IT and telecommunications (telecoms) networks in South Africa. We had our first computer in the house back in the 1980s, a Commodore that functioned using a cassette tape. Next was the 286, and so the computer age began.
“I enrolled at Stellenbosch University for a business degree but was then convinced by my friends to change to Chartered Accounting. I always had a passion for connecting people and business. After qualifying, I founded my own firm and focused on corporate finance.
“Subsequently, I was reintroduced to telecoms through an influential family and a good friend. It was clear that the copper network in South Africa was failing, and it would not be able to support the internet speeds that future customers would require. That was when we founded Herotel.”
We
are Optic Fiber Network Infrastructure Build specialists
We have branches in:
• South Africa
• Namibia
Namibia builds:
• LightStruck Fibre
• Demshi Network
South African builds:
• Herotel Networks
“OUR GOAL IS TO ACTIVELY PARTICIPATE IN THE COMMUNITIES WE SERVE, SHOWING THAT WE ARE HERE TO STAY AND NOT JUST TO PROVIDE SERVICES AND TAKE MONEY”
– VAN ZYL BOTHA, CEO, HEROTEL
While a formal reward and recognition programme is in the developmental phase, Herotel is actively seeking innovative ways to celebrate team member contributions.
THE FUTURE FOR HEROTEL
Herotel has spent the last few years rapidly building out its fibre networks.
The company’s primary focus now is to connect as many customers to these networks as possible, whilst Herotel Business was recently created to focus on the specific needs of business customers.
“We’re now also looking to bring
meaningful digital services to our customers through online healthcare and home automation, including reliable and cost-effective solar energy solutions,” Botha prides.
“Our goal for the 2025 financial year is optimising our service excellence, and we have identified several mustwin battles to achieve this, including intentional leadership, quality service, and improving process flow.”
In addition to expanding its customer base and service offerings, Herotel is focusing on improving its internal processes and systems, which will undoubtedly help the company
to enhance its sales, marketing, and customer experience.
“Finally, we are excited about the upcoming launch of our new website, which will be complemented by a new customer relationship management (CRM) system developed in-house. This CRM will streamline operations and enhance customer interactions, helping us achieve our goals of quality service and improved workflow,” Botha concludes.
Once South Africa is connected, Herotel will turn its focus to the continent and connect everyone in Africa.
Wayne Hennessy-Barrett, Founder and CEO, reveals how 4G Capital grows businesses with instant-access working capital loans and enterprise training
Writer: Jack Salter | Project Manager: Kyle Livingstone
It’s still clear that we’ve only just begun to realise the potential of mobile and data technology in our lives.”
A lover of technology and its practical applications, Wayne Hennessy-Barrett is the Founder and
CEO of 4G Capital, a digital lending company that provides micro and small businesses with instant-access working capital loans and enterprise training.
The former is especially important in Africa’s vast informal economy,
which comprises over 80 percent of the continent’s GDP.
4G Capital, whose mission is to grow businesses with capital and knowledge, solves this financial inclusion challenge through last-mile digital financing via distributors,
“IN ADDITION TO REPAYMENT RATES, WHICH HAVE ALWAYS BEEN INCREDIBLY HIGH BY RETAIL BANKING STANDARDS AND EVEN MORE SO FOR UNSECURED CREDIT, WE FOCUS ON CUSTOMER GROWTH AND RETENTION”
- WAYNE HENNESSY-BARRETT, FOUNDER AND CEO, 4G CAPITAL
digital channels for both financial transactions and knowledge access.
These impressive figures exemplify how 4G Capital helps businesses to grow sustainably through capital loans and business training.
other aggregators, and its own hybrid channel.
“We have over 1,000 employees that serve the growing informal African market, including physical relationship managers in 192 locations across Kenya and Uganda,” HennessyBarrett informs us.
“72 percent of our clients are women, and on average they increase their revenues by 82 percent year-onyear using our services.”
Sustained growth is forecast in Africa over the next century thanks to the rising penetration of
“We came up with a simple, shortterm, unsecured loan design and an onboarding process centred around the individual customer. This evolved to include business training,” outlines Hennessy-Barrett.
From the get-go, the company’s culture and mission have been aligned around the success of its resilient, innovative customers.
“While liquid funds are usually lacking, the one thing our customers have in abundance is dignity. We therefore treat them with the respect they deserve and stand with them in
both the good and bad times.
“Our staff are taught from day one that we succeed when our customers succeed. We also relate to our customers; many of us have tough backstories and parents or siblings who struggle from day to day,” shares Hennessy-Barrett, who himself was raised by a single mother that had to brave financial uncertainty during his upbringing.
BUILDING BLOCKS
4G Capital is focusing on its core markets of Kenya and Uganda, where it is well-positioned for growth.
The company looked at a multicountry strategy before deciding to concentrate on EBITDA (earnings before interest, taxes, depreciation, and amortisation) and cashflow positivity in the two East African countries whilst evolving its tech stack and artificial intelligence (AI) capabilities.
These will be deployed this year and deliver a step change in both user experience and scalability.
“With the ability to do more and do better in already successful markets, we will set the conditions to help small businesses across Africa and elsewhere in the future,” HennessyBarrett affirms.
Meanwhile, the company is putting in place scalable financing structures to support its growth rate.
Blessed to have tremendous backing to date from international and local banks in Kenya, as well as
THE FUTURE IS AFRICAN
The time to engage and invest strategically is now.
“I express my profound thanks to all our customers for the inspirational example they set. The majority are women, who raise and educate the next generation of African entrepreneurs.
“US Ambassador to Kenya, Meg Whitman, is inspirational in her representation of the African opportunity. As she correctly says, by 2050, 25 percent of humanity and 30 percent of working-age people will be African – this is a huge market opportunity.
“In Kenya, 93 percent of power comes from renewable sources.
Both Kenya and Uganda also have an industrious, entrepreneurial, and ingenious workforce able to serve the technology, manufacturing, and other investment sectors. Amid some grim daily news, there is a tremendously good story growing by the day, and one that has global application.”
- Wayne Hennessy-Barrett, Founder and CEO
private impact funds, 4G Capital has high levels of ambition for the next five years as it diversifies its credit products and looks at other productive business assets it can finance.
“We’re building investment relationships and deal flow now so that we can focus on designing new products and managing growth,” he sets out.
The company has built its technology and management infrastructure to grow in a controlled and sustainable way.
For example, over the past few years, 4G Capital has moved to an entirely cloud-based banking-as-aservice (BaaS) architecture, allowing it to swap out various components when better options become available.
Equally, its evaluation algorithm (EVA) machine learning (ML) system ensures that the company lends the right amount for customers’ business dynamics.
Now that almost all of its clients have smartphones, compared to around a third a decade ago, 4G Capital also looks forward to supercharging the customer experience with a mobile app that will improve their journey and access to
the right financial products, training, knowledge, and business toolkits.
“I was privileged to be part of one of our regular customer feedback sessions in April. We draw enormous strength and inspiration from our customers, who have the best view of their needs. They’re candid, smart, funny, and great company!” smiles Hennessy-Barrett.
NXTGEN SERVICE
As well as last-mile financing, 4G Capital has set up a high-fidelity, offbalance sheet lending service it calls NXTGEN.
The company works with institutions seeking to allocate capital to access grassroots businesses, providing experienced and seamless lending and fund management.
“We provide cutting-edge financial inclusion services to customer segments traditionally deemed too high-risk for retail credit,” HennessyBarrett explains.
Together with finance partners such as the Mastercard Foundation, 4G Capital helped over 40,000 small businesses survive the COVID-19 pandemic.
Since last August, the company has also assisted more than 20,000 female and youth start-ups in Kenya,
US Ambassador to Kenya, Meg Whitman, meets a 4G Capital field team, Nairobi, November 2023
“IT’S STILL CLEAR THAT WE’VE ONLY JUST BEGUN TO REALISE THE POTENTIAL OF MOBILE AND DATA TECHNOLOGY IN OUR LIVES”
- WAYNE HENNESSY-BARRETT, FOUNDER AND CEO, 4G CAPITAL
as well as pioneering electric vehicle (EV) asset financing.
“NXTGEN allows us to offer our success to other finance partners in non-competing sectors and geographies,” he states.
Along with its finance partners, Hennessy-Barrett highlights the importance of 4G Capital’s partnership with local distributors, who represent an important channel to reach thousands of small retailers.
“We boost their sales, and those of their clients, effectively purchasing the inventory that the store is capable of selling. We take the strain so everyone grows together.
“This extraordinary success is complemented by our small teams of relationship officers, who are the heroes of the company,” champions Hennessy-Barrett.
As genuine business skill mentors in their communities, having these
teams in the field provides 4G Capital with real-time feedback from clients and market conditions, enabling the company to pivot quickly to respond to local developments.
HELPING HAND
The core business of 4G Capital makes a remarkable contribution to the pathway to formality for lowincome traders to integrate with their economies, attested by its B Corp
Roseanne Masila, COO, with customers affected by flooding, May 2024
Meg Whiteman meets Wayne
4G Capital staff gather flood relied donations in Nairobi, May 2024
King Charles III with World War II veteran Corporal Samwel Nthigai Mburia, November 2023
4G CAPITAL VALUES
• COURAGE
• RESPECT
• EXCELLENCE
• COMMITMENT
• GROWTH
score of 145 out of 200.
On top of this, the company’s field teams also partake in other corporate social responsibility (CSR) practices and try to make a difference in other ways where they can.
Support is currently being provided to victims of flooding in Nairobi, for example, where many of 4G Capital’s customers have been affected.
“In under a week, our wonderful team had donated over USD$5,000 along with clothing and bedding to help those affected, and we’re using
company vehicles to help deliver this support,” Hennessy-Barrett prides.
During the COVID-19 pandemic, 4G Capital was also one of the few credit providers to continue lending and trading throughout the crisis.
“We knew our customers needed us to keep their businesses alive and provide essentials to their communities. We discounted our prices by 10 percent across the board and waived all late penalty fees for everyone since our inception in 2013,” he reveals.
learning disabilities, and works with a local Christian charity to support a maternity clinic that it helped to build with donor funds, which has brought down infant mortality in the region from 30 percent to five percent.
The company additionally provided customers with locally-made, legallyrequired face masks to enable them to continue working during the pandemic.
Standing by its customers allowed 4G Capital to meet pent-up demand in 2021, and saw the company rewarded with outstanding loyalty in return.
Today, 4G Capital also carries out regular market clean-ups in the areas where it operates, makes donations to cover fees for school children with
“We also support an initiative to honour the Kenyan veterans of WWII with replacement campaign medals to recognise their heroism in the fight against global fascism, which threatened the entire world in the last century,” adds Hennessy-Barrett.
FUTURE ROADMAP
4G Capital has a laser focus on its roadmap for the future – upgrading its technology, securing debt funding, and being the best version of itself before looking outwards to new countries.
The company is blessed to have amazing customers, great products that work for them, incredible staff, and strong relationships with regulators, investors, and
stakeholders.
“Together, this builds a level of resilience that allows us to push through global macro headwinds and demonstrate that East Africa delivers great returns in a sustainable way which investors can be proud of,” enlightens Hennessy-Barrett.
Thus, the company’s immediate priority is accessing local currency and putting those funds to work in the local economy.
“We can deliver competitive riskadjusted yield to coupon holders because of the efficiency of our model, which in turn builds equity value to allow us to reach more customers,” he concludes.
Tel: +44 7797 754203
whb@4g-capital.com
www.4g-capital.com
MEGA FLAVOUR FOR MOZAMBIQUE
João Paulo Seara, CEO of MEGA Distribuição Moçambique S.A., a major Mozambiquan food retailer and distributor, reflects on how the region’s recent economic evolution has contributed to the company’s expansion and development
Due to the expansion of natural gas exports and a relatively stable political landscape, Mozambique’s economy has seen steady recent growth which has led to subsequent currency stability.
Specifically, its capital Maputo has seen significant economic development, including improvements to the quality of its public and private services when compared to other African nations.
This has not only created a favourable environment for expatriates and encouraged them to stay for longer periods, further bolstering the economy, but it has also brought business acumen to the region and
boosted commerce.
“I believe Mozambique has the potential to develop a fast-growing middle class which could accelerate business growth, especially in the food retail sector,” opens João Paulo Seara, CEO of MEGA Distribuição Moçambique S.A. (Mega).
As a long-standing stalwart of the Mozambican food retail landscape, Mega has undergone significant expansion over the years, benefitting from the current economic climate.
“Initially trading as a regular cash and carry business, Mozambique’s dynamic retail climate has allowed us to expand into the food distribution sector, where we now represent major food and beverage
brands across the country,” Seara details.
Today, the company continues to operate as a cash and carry business through its major store in Maputo whilst proudly distributing brands such as Super Bock, Delta, MasterChef, Nobre, Upfield/Rama, and Pernod Ricard to major cities across Africa.
João Paulo Seara, CEO
“We also identified the potential to expand in the retail space through our LOKAL convenience stores located all over the city,” he continues.
Mega continues to work hard to grow its businesses and plans to expand its number of LOKAL stores to 25 in Maputo, as well as introduce two additional cash and carry stores to the city by 2026.
“Our team is also creating conditions to increase the number of partnerships with other major companies and brands,” Seara reveals.
A STRONG VALUE PROPOSITION
Undoubtedly, Mega is committed to delivering a strong value proposition to its clients through high-quality
products and competitive prices.
“This strategy has been fundamental since our inception,” Seara affirms.
As a company with inherent Portuguese influence, Mega initially introduced native brands such as Super Bock and Nobre to Mozambique, leveraging their recognition amongst customers due to the historical ties between the two countries.
“BY LEVERAGING OUR RELATIONSHIP WITH A LARGER RETAILER SUCH AS JERÓNIMO MARTINS FROM PORTUGAL, OR TOP INTERNATIONAL SUPPLIERS LIKE NESTLÉ OR DELTA, WE ARE ABLE TO OFFER OUR MOZAMBICAN CUSTOMERS EXCEPTIONAL VALUE AND UNIQUE PRODUCTS”
–
JOÃO PAULO SEARA, CEO, MEGA DISTRIBUIÇÃO MOÇAMBIQUE S.A.
Over time, the company has diversified its product sourcing process, gradually tapping into more competitive markets to offer around 3,000 stock-keeping units (SKUs) today, 50 percent of which comprise its private label, Pingo Doce.
Well known in Portugal, Pingo Doce offers a robust price-to-quality ratio and introduces innovative products to niche markets where smaller retailers typically lack the capacity to develop.
“By leveraging our relationship with a larger retailer such as Jerónimo Martins from Portugal, or top international suppliers like Nestlé or Delta, we are able to offer our Mozambican customers exceptional value and unique products,” Seara tells us.
Mega’s partnerships are carefully selected to ensure customers get value for money and structured to avoid conflicts of interest.
A dedicated commercial team, supported by a marketing department, collaborate closely with the brands that Mega represents. Together, they develop promotional strategies to ensure each brand’s image is optimised.
“This approach aims to cultivate long-term relationships that preserve brand value and prioritise consumer interest through our value propositions,” he reflects.
CHAMPIONING LOCAL PRODUCE
Mega recognises that the number of local brands available in Mozambique is far from extensive and that not all locally produced goods meet its stringent quality standards.
“Nevertheless, we actively seek out national products and distinguish them with unique signage in our stores,” Seara passionately confirms.
In this way, one of Mega’s key objectives is to support local production, whether in agriculture or industry.
“Relying solely on imported goods in the long term isn’t sustainable, so we continuously monitor the market and are open to including more local products in our portfolio,” he emphasises.
Currently, Mega offers locally produced vegetables, fruits, beverages, hygiene items, cleaning products, and more at its cash and carry sites and LOKAL stores, whilst it aspires to expand its selection of local
goods significantly in future.
Another example of Mega’s commitment to homegrown products is its partnership with a local legume producer.
As well as championing local agriculture, Mega is able to maintain control over quality from farm to shelf through this collaboration, ensuring that it grows exactly what is needed whilst delivering products that best meet customer needs.
This mutually beneficial partnership also enables the company to address market gaps by offering high-quality, local products.
“Our efforts are yielding positive results, reflected in the growing number of clients we serve,” Seara notes.
NEW HORIZONS
Mega is currently at an exciting juncture as it anticipates establishing itself as a leading retail company in Mozambique.
With ambition being one of its key competencies, Mega’s primary focus is therefore on expanding each of its business units and assembling teams of employees aligned with the company’s core values.
“Whilst we are expanding our network of convenience stores and partnerships, our most exciting endeavour at present is the launch of a new cash and carry brand with a
MEGA BRANDS
The company is authorised to sell a wide range of leading, high-quality brands at competitive prices, including:
• Nestlé
• Delta
• MasterChef
• Upfield/Rama
• Nobre
• Pingo Doce
• Super Bock
• Vitalis
• Qampo
• Aveleda
distinct value proposition compared to our existing stores,” Seara reveals.
This new concept is tailored toward lower-income market segments and will be strategically located near informal street markets in Maputo.
Having already developed the brand image and store layout, and identified the initial locations for its first two new stores, Mega is in the final stages of refining and sourcing its product offerings.
“While this is a new project and somewhat confidential at this stage, we are highly optimistic about its potential,” he excites.
TEAMWORK MAKES THE DREAM WORK
The company’s team consists of highly skilled professionals with international experience and a strong commitment to the Mozambican retail market.
“They understand consumer
needs and economic conditions, and I am confident in our ability to successfully navigate the transition to becoming a mass-market retailer and an important player,” Seara divulges.
Currently, nearly 300 people work for Mega, and the company takes pride in its low staff turnover, which it attributes to robust human resources (HR) policies.
“We offer competitive salary packages, a supportive working environment, and comprehensive training programmes aimed at both retaining our colleagues and delivering exceptional service to our clients,” he explains.
Given that Mega operates three distinct businesses, its salary packages vary accordingly. Across all sectors, however, it strives to provide benefits such as food and health assistance alongside performance-based bonuses.
“OUR EFFORTS ARE YIELDING POSITIVE RESULTS, REFLECTED IN THE GROWING NUMBER OF CLIENTS WE SERVE”
– JOÃO PAULO SEARA, CEO, MEGA DISTRIBUIÇÃO MOÇAMBIQUE S.A.
Looking ahead, Mega recognises the need to do even more for its staff to acknowledge their dedication and hard work. As such, it is committed to enhancing its offerings as the business continues to grow.
“Our team understands and trusts that these improvements will materialise over time,” Seara affirms.
A BRIGHT FUTURE
Leveraging experience from other markets where there is a significant growth trend in the convenience store retail format, Mega seeks to continue its expansion.
“This is an area where we possess strong knowledge and established partnerships that can help us win the market,” Seara comments.
Beyond 2026, the company plans to explore opportunities for further expansion into new regional areas. In the meantime, it is focused on enhancing its service levels, logistics
capabilities, and product assortments.
Having received positive feedback from its clients thus far, Mega anticipates encountering new challenges as it expands its number of stores, particularly as the company transitions from its prior niche position towards becoming a massmarket retailer.
“Our primary goal is to achieve an overall turnover of USD$100 million by the end of 2026. To accomplish this objective, we are focusing on developing each of our three core businesses,” he explains.
Key to Mega’s growth strategy is becoming the number one recognised food retail partner in the region by enhancing its logistics capabilities throughout Mozambique and building a strong sales force to support its retail partners.
Additionally, it plans to expand its network of convenience stores and introduce the new cash and carry
concept which is aimed at capturing consumer interest of all classes.
“Achieving these goals will require significant effort, energy, and resources, but we are fully committed to their realisation,” Seara concludes.
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Every day, nearly one million blood samples are tested globally using Radiometer equipment, equating to 10 samples a second, 600 a minute, and almost 40,000 an hour.
As a result, millions of lives are touched annually by the information that the company’s solutions provide, which is why Radiometer strives to be the very best.
“In our line of business, innovation doesn’t occur overnight. Creating impactful development requires uncompromising persistence and passion, which must be maintained for years,” introduces Moira Ellie Jimba, General Manager of South Africa and Sub-Saharan Africa at Radiometer.
“We believe that breakthrough results are made by specialists rather than generalists. We are driven to push the boundaries of innovation to find new and improved solutions,” she continues.
Built on a proud legacy of innovation, Radiometer developed the world’s first commercially available blood gas analyser in 1954.
This groundbreaking discovery to support the diagnosis and treatment of polio patients was the basis for the company’s entry into medical technology and has forever transformed
the healthcare industry, impacting countless lives.
However, the Radiometer story dates back even further to 1935, when the company was founded and originally set out to focus on electronic measuring instruments for the growing radio industry.
A LEGACY OF INNOVATION
Radiometer is focused on providing best-in-class solutions to support caregivers into the future. We speak to Moira Ellie Jimba, General Manager of South Africa and Sub-Saharan Africa, about the company’s fascinating history in the medical industry and discover the details of its present day excellence
Writer: Ed Budds | Project Manager: Cameron Lawrence
Fatefully though, when the polio epidemic swept across Europe in the early 1950s, Professor Poul Astrup and anesthesiologist Bjarne Ibsen discovered that Radiometer meters could be used to measure the pH value in blood.
Today, building on its carefully
constructed legacy, Radiometer continues to advance acute care diagnostic solutions with dedication, clinical evidence, attention to detail, and heartfelt passion.
“We are immensely proud of our 70 years of innovation and partnerships and are equally excited about the
Vital to the company’s legacy of success is its foundation of integrity, compliance, and sound governance, which Radiometer refers to as the foundational elements of its sustainability programme, underpinning the three pillars of the company –innovation, people, and the environment.
BECOMING INDUSTRY SPECIALISTS
Radiometer, a part of leading global life sciences and diagnostics innovator, Danaher Corporation, is a medical device company that provides acute care diagnostic solutions by working together with hospitals and healthcare professionals around the world to continuously improve the diagnostic experience and quality of patient care.
“To date, our products and solutions are used in hospitals, clinics, and laboratories in more than 120 countries worldwide. Our business model consists of devices, consumables, and the services we provide,” Ellie Jimba confirms.
Today, healthcare professionals use Radiometer’s blood gas analysers, immunoassay analysers, transcutaneous monitors, syringes, and its Connect & Care integrated digital solutions and services to care for patients in hospitals, clinics, and other acute care settings.
“Our promise is that whatever comes next, we make sure life comes first. We recently celebrated seven decades of excellence in the acute care diagnostics space and currently have approximately 4,000 associates worldwide,” she adds.
The company’s acute care diagnostics solutions are designed to improve workflows and are used daily in emergency departments, intensive care units, neonatal intensive care units, and laboratories across the globe.
By providing information on a broad number of parameters and biomarkers, healthcare professionals can use this crucial information to diagnose and treat patients in hospitals, clinics, and other acute care situations.
COMMUNITY HEALTHCARE GUARDIANS
The overall wellness of its people and the communities it serves is vitally important to Radiometer as a team and an organisation.
“We are extremely proud of our partnership with House of Paradise, which is based in Katlehong in the south of Johannesburg, South Africa,” Ellie Jimba enthuses.
The organisation’s main objective is to provide community service and support to orphans, widows, abused women, and those with chronic diseases, alongside rendering services like feeding the hungry, giving moral and mental education, providing support to rape and domestic violence victims, and protecting them from abuse, neglect, exploitation, and violence.
The joint initiatives within this
“WE RECOGNISE THAT TO TRULY MAKE A DIFFERENCE IN GLOBAL HEALTHCARE, WE NEED TO HARNESS THE POWER OF DIVERSE PERSPECTIVES, EXPERIENCES, AND TALENTS”
- MOIRA ELLIE JIMBA, GENERAL MANAGER OF SOUTH AFRICA AND SUB-SAHARAN AFRICA, RADIOMETER
partnership have also included delivering care packages to House of Paradise beneficiaries.
Additionally, Radiometer is extremely proud to have sponsored the construction of a further new classroom that enabled the organisation to accommodate more children in need within the community.
“We will continue to drive this initiative with future planned activities where help is most needed. The partnership speaks to how we actively live our company motto of whatever comes next, we make sure life comes first,” she impassions.
Elsewhere at Radiometer, its commitment to diversity, equity, and inclusion is not just a goal but an integral part of the company’s mission to help caregivers save lives through diagnostic solutions.
“We recognise that to truly make a difference in global healthcare, we need to harness the power of diverse perspectives, experiences, and talents.”
While Radiometer shares a common identity as a blood specialist and a unified purpose of improving patient care, the company embraces the fact that individuals don’t all look, act, or think the same.
This diversity within a shared mindset fuels Radiometer’s breakthrough thinking and drives its ability to understand and serve a varied customer base worldwide.
CONTINUOUS ENHANCEMENT
Radiometer creates everything with its patients in mind, remaining focused on best-in-class solutions to support caregivers into the future.
RADIOMETER MISSION AND VISION
MISSION – TO HELP CAREGIVERS MAKE DIAGNOSTIC DECISIONS THAT SAVE LIVES.
VISION – TO IMPROVE GLOBAL HEALTHCARE WITH RELIABLE, FAST, AND EASY PATIENT DIAGNOSES.
“We aim to grow and develop an increased focus on diversity, equity, and inclusion across the globe in terms of talent attraction but also customers representation and, by extension, their patients,” Ellie Jimba divulges.
“Additionally, we‘re working towards becoming a sustainable business. This dedication has been further reinforced with a commitment to net zero greenhouse gas emission reduction targets by 2050.
“We are dedicated to minimising our impact on the environment. Through tangible goals and actions, we work to mitigate our impact while simultaneously keeping our associates safe and healthy,” she declares.
Furthermore, Radiometer is driving change in how it supports customers
by giving them a superior experience, using digital tools and exploring the use of artificial intelligence (AI) across its entire portfolio.
To continue improving and delivering some of the world’s most advanced healthcare solutions, the company knows it must consistently learn and develop.
“We highly prioritise continuous improvement, not just in business, but also personal and professional development,” Ellie Jimba concludes.
Tel: +27 10 442 9590/2
info@radiometer.co.za www.radiometer.co.za
TRADE CREDIT THAT PR OTE CTS
We speak to Gareth Joubert, Managing Director of Hollard Trade Credit, about the company’s personalised and customer-focused product offerings that are shaped around South Africa’s trade credit insurance needs
Writer: Lucy Pilgrim | Project Manager: Ben Weaver
Gareth Joubert attained his position as Managing Director of Hollard Trade Credit, a trade credit insurance provider underwritten by Hollard Insurance Ltd, due to his deep commitment to fostering business opportunities in South Africa (SA).
“Insurance is typically about when things go wrong, either when your house burns down or you have a car accident. Trade credit insurance is about enabling trade for businesses,” he introduces.
Hollard Trade Credit was formed to serve the South African economic and corporate environment, creating insurance products that work in favour of the nation’s diverse range of businesses.
During his eclectic career, Joubert has worked in various areas of Hollard, amassing substantial knowledge and expertise before
eventually settling into the Group Business Development area of the organisation.
“Before taking over as Managing Director of Hollard Trade Credit, I was part of a team that was the eyes and ears to any innovations in the insurance space. People would raise opportunities and we would conduct feasibility studies on anything new or needing a facelift.
“This included previously nonexistent insurance products for weather indices, divorces, weddings, and intellectual property - one of those products was trade credit insurance,” he recalls.
“In the two years that I worked on establishing the trade credit insurance concept, I fell in love with it and the role it fulfils beyond the realm of insurance, enabling clients’ continued success.”
Hollard Trade Credit was
established in 2016 to provide compelling products that would facilitate trade in SA and help overcome various socioeconomic difficulties.
In the past eight years, these challenges have included periods of flooding and social unrest, along with the COVID-19 pandemic and global conflicts, each having a substantial impact on international trade and supply chain management.
The negative effects of these events have made it increasingly important that Hollard Trade Credit
provides clients with comprehensive insights into the economic and insurance environment so they continue to thrive.
“Our job is about ensuring access to sustainable trade and making sure we are doing the right thing for our clients,” Joubert emphasises.
SERVING SOUTH AFRICAN NEEDS
Upon inception, Hollard Trade Credit found that national penetration of the trade credit insurance market was approximately 15 percent.
This meant only a small number of businesses had leveraged trade credit insurance, which was surprising given the South African economic climate at the time.
Following further investigation, the company realised that existing trade credit insurance products were derived from a European model which has been in use since the 19th century.
As such, the trade credit insurance product used in SA was based around a more developed economy, in which it is easier for insurance companies to support their clients’ cash shortfalls.
“Significantly, trade credit insurance policies only respond six months after default, which is fine if inflation is low and the cost of raising large amounts of money quickly is achievable.
“However, in an emerging economy such as SA’s, the cost of raising cash is high, which results in greater repository and interest rates, causing a substantial devaluation of returns over six months,” Joubert explains.
For this reason, the European model of trade credit insurance was deemed unsuitable for the country’s financial climate.
A SELECTED BUYERS APPROACH
Alongside its trade credit product solution being tailored specifically around South African businesses, Hollard Trade Credit stands out from other major competitors thanks to its selected buyers approach, which reflects the company’s philosophy of putting the customer first.
Typically, insurance providers force clients to offer all their debtors for cover, which means that they are often spending premium on debtors they are not worried about and not fully covered on the ones they are worried about.
Hollard Trade Credit, however, offers a much more personalised approach by striving to have a greater understanding of its customers’ entire risk landscape.
“The customer tells us what keeps them up at night, and we’ll underwrite the risk and let them know if it’s a single trade or multiple. Plus, because of our holistic credit management solution, we can share the results of the underwriting with our clients.”
Furthermore, in the event that Hollard Trade Credit declines a risk, the company informs the client of the reason for doing so, which puts them in a position to make the right decision for their business.
As a result, Hollard Trade Credit created a trade credit insurance product built specifically for the South African market, with applicable qualities for other distressed or emerging economies.
The company’s product suite enables a policyholder or seller to insure any trade, from a single buyer to all of their buyers.
Hollard Trade Credit offers both domestic and export policies within its trade credit risk management solutions. Regarding the latter, its product use extends to buyers in the US, China, Europe, and other regions across the globe.
With its primary offices in Johannesburg, SA, the company also currently operates across Botswana and Namibia.
By following the footprint of Hollard Insurance Ltd, which has insurance licenses and entities across Africa, the business hopes to help secure trade
in Ghana, Kenya, Mozambique, and Zambia next.
With an expansive presence across Africa and beyond, the company creates trade credit solutions that are specifically tailored to the needs of customers.
“Our philosophy builds a product that revolves around our clients’ businesses, as opposed to the traditional corporate approach that forces them to fit inside the confines of a single offering.
“As long as the credit risk is something that is palatable to us, we can tailor the insurance product to respond appropriately for both the policyholder and ourselves,” Joubert highlights.
HOLISTIC CREDIT MANAGEMENT SOLUTIONS
A key component of Hollard Trade Credit’s portfolio is its holistic credit management solution. As part of this
offering, the company also assists clients in managing document risk and credit agreements.
This allows the company to differentiate itself from the wider market due to the fact it is more concerned about upskilling and creating a robust credit framework for clients, rather than simply offering a risk transfer mechanism.
Hollard Trade Credit also makes sure that all its credit agreements are up to date with any legal requirements or precedents such as the National Credit Act and the Protection of Personal Information (POPI) Act.
Going forward, the company additionally strives to facilitate the entire risk management framework.
“We share the decision-making tree so our clients understand why we might not be comfortable with a particular risk, enabling them to make the best decisions for their business,” Joubert insights.
“OUR PHILOSOPHY BUILDS A PRODUCT THAT REVOLVES AROUND OUR CLIENTS’ BUSINESSES, AS OPPOSED TO THE TRADITIONAL CORPORATE APPROACH THAT FORCES THEM TO FIT INSIDE THE CONFINES OF A SINGLE OFFERING”
As part of its innovations in the trade credit insurance space, Hollard Trade Credit is currently introducing a single policy that includes a trade credit and a contingency policy which gives its clients the opportunity to accumulate their own funds for risk management, allowing them to create an insurance pool rather than paying a third-party organisation.
Combined with the company’s current credit policy, clients still have
access to Hollard Trade Credit’s claims teams, lawyers, collection agents, resolutions, and much more – even for the risks that the company ultimately does not support.
“In this way, we can instil a great management philosophy to allow the customer to become self-insured,” Joubert shares.
As a result, the company can help build a robust framework within a business, stepping in to provide extra support only during peak exposure times.
GENERATING INDUSTRY CHANGE
Looking towards the future, Hollard Trade Credit is focusing on the diversification of its risk management pool to ensure that it continues to operate in a sector that generates change in SA.
One such area is the improvement of credit mismatching and the impacts this has on the country’s agriculture and food security.
For instance, farmers across SA operate on an annual income that can only be obtained during the harvest season. Therefore, to enable the farmer to pay for necessities such as fertilisers and appropriate inputs on a seasonal basis, Hollard Trade Credit provides support by taking on their credit risk for the year and, in turn, solving the credit mismatch.
Meanwhile, Hollard Trade Credit also strives to improve South African manufacturing by boosting domestic product capabilities so that the country’s industries don’t have to export materials to be made elsewhere.
“If we stimulate the domestic manufacturing industry, we can also create more job opportunities and help to solve the huge unemployment issues in SA,” Joubert impassions.
This further subscribes to Hollard Trade Credit’s philosophy of enabling clients to have a greater understanding and control of their insurance products, as Joubert endeavours to rewrite the reputation of the trade credit insurance sector.
Additionally, the company ensures that the products it delivers are in line with the client’s perception of what they’ve purchased and that each business is satisfied with the offering.
Therefore, Hollard Trade Credit’s comprehensive and thoughtful service offering, alongside its dedicated team, has cultivated exceptional customer retention over the past eight years.
A FAMILY CULTURE
Hollard Trade Credit has maintained its upward trajectory by emphasising a family culture in the workplace, which means that it fights for what matters.
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Debtsource specialises in a comprehensive credit management solution that will channel the credit potential in your company into a single minded, tailormade method to grow your client base, build customer loyalty, maximise your profits. and buy you peace of mind.
“The reason I say we are like a family is because I want us to fight for our customers’ cause, consistently push the boundaries, and have difficult conversations about how to improve,” Joubert expresses.
The company’s culture also encourages making mistakes, viewing them as opportunities for learning and growth.
“Making mistakes also means you are constantly pushing the status quo and you cannot change the landscape without challenging the framework.”
Additionally, the Hollard Trade Credit team prioritises constantly assessing its work and unpacking its
methods of doing business so that it is in a constant state of improvement.
“Because I did not originally come from the industry, I don’t have blinkers on saying that this is exactly what trade credit insurance should be. I question everything, and that is also how my team operates,” Joubert affirms.
Another philosophy that he instils into the business is making sure the team enjoys their everyday activities and giving employees the opportunity to determine their career path.
“They tell me where they want to be and how they want to behave, and as long as that aligns with the business,
we can hire other people to do the tasks they don’t enjoy.”
This ensures that staff have the capacity and time to complete higherlevel tasks and conduct their role efficiently.
“My team and I fundamentally believe that trade credit insurance has an important role in stimulating the country, and if we do our job well, we can recover the South African economy to a point where it becomes an investment destination and a great place for future generations,” Joubert concludes.
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AN EPICENTRE OF
KNOWLEDGE
Internationally distinguished for its research, high academic standards, and commitment to social justice across Africa and beyond, the University of the Witwatersrand in Johannesburg, South Africa boasts over a century of innovation and education. We speak to Shabir A. Madhi, Professor of Vaccinology, to learn more about this elite institution
Writer: Lauren Kania | Project Manager: Cameron Lawrence
With a footprint that extends beyond its globally acclaimed lecture theatres and research laboratories, the University of the Witwatersrand (Wits University) boasts a time-honoured legacy that has made a formidable impact on society over the course of its monumental 102-year history.
Having maintained a reputation of excellence by consistently providing quality higher education and asserting itself at the forefront of innovation, the university has proven critical to the transformation of South Africa (SA) through its teaching, research, and societal engagement.
“Our Health Sciences faculty at Wits University was established in 1922 and is regarded as one of the
most reputable institutions for health sciences education in sub-Saharan Africa,” proudly opens Professor of Vaccinology, Shabir A. Madhi.
With a faculty that prepares students for a future in the healthcare sector worldwide, the university offers undergraduate degrees in dentistry, medicine, medical and health services, nursing, occupational therapy, physiotherapy, and pharmacy, alongside graduate medical and physiotherapy programmes, master’s degrees in science and medicine, and a PhD programme.
“Our teaching programmes are student-centred, internationally recognised, socially responsive, and exemplify excellence in all dimensions. More than 1,200 professionals
graduate annually and are soughtafter nationally, regionally, and globally,” details Madhi.
The institution consists of seven different schools within the faculty, namely Clinical Medicine, Public Health, Therapeutic Sciences, Pathology, Oral Health Sciences, Physiology, and Anatomical Sciences, alongside several divisions within each school, making it the largest faculty in the university.
Additionally, a number of programmes for training the next
Shabir A. Madhi, Professor of Vaccinology
generation of academics are provided through the faculty.
One such programme is the Consortium for Advanced Research Training in Africa (CARTA), a multidisciplinary initiative aimed at growing professional, academic, and research capacity in the continent through the field of public health.
The focus of CARTA’s Pan-African research includes reproductive health and sexuality alongside killer diseases in Africa, most notably tuberculosis, HIV, and malaria.
A WORLD-CLASS HEALTH SCIENCES FACULTY
Alongside holding the title of Professor of Vaccinology, Madhi is the Dean of the Faculty of Health Sciences, Director of the South African Medical Research Council Vaccines and Infectious Diseases Analytics (VIDA) Research Unit, and co-Director of the African Leadership in Vaccinology Expertise (ALIVE).
Having completed both his Bachelor of Medicine and Bachelor of Surgery (MBBCh) degree and PhD at Wits
University, Madhi is a stalwart of the school’s ability to produce unparalleled and passionate professionals who shape the way society functions.
“I only really started to enjoy medicine once I specialised in paediatrics, but more importantly, that’s when I realised the huge potential for medicine, and particularly vaccines, to make a big difference over a short period of time on both an individual and a community level. That’s what really drove me into the research space,” he reflects.
A National Research Foundation (NRF) A-rated scientist of international recognition for his research on vaccines against lifethreatening diseases in childhood, pregnant women, and respiratory diseases, alongside further studies on vaccines for people living with HIV, Madhi led the first two COVID-19 vaccine studies undertaken in Africa and has been involved in multiple epidemiological studies on the virus in SA.
Currently, the health sciences and education industries are facing exciting and dynamic developments as seen through several compelling trends, such as technological integration, focus on preventative care and wellness, global health challenges, interdisciplinary collaboration, equity and access, and research and innovation.
Specifically, technology integration is proving revolutionary, with advancements in telemedicine,
AFRICA OUTLOOK: WHAT MAKES WITS UNIVERSITY A TOP RESEARCHER IN AFRICA FOR HIV AND NONCOMMUNICABLE DISEASES?
SHABIR A. MADHI, PROFESSOR OF VACCINOLOGY: “Wits University has been at the forefront of HIV research for several decades. We host Wits RHI, which is one of the largest and most influential research entities in Africa.
“Wits RHI focuses on HIV prevention, treatment, and care, contributing significantly to global knowledge and interventions. Its work includes groundbreaking research on HIV vaccines, antiretroviral therapies, and public health strategies to curb the spread of the virus.
“Wits RHI collaborates with various international and local partners to explore the epidemiology, prevention, and management of these diseases. The South African Medical Research Council (SAMRC) and other global health organisations often fund and support its initiatives, which are essential in shaping health policies and interventions across the continent.
“In addition to the university’s HIV research, the institution itself is also a leader in the study of noncommunicable diseases (NCDs), such as diabetes and cancer. Our research in this area is vital, given the rising burden of NCDs in Africa.”
artificial intelligence (AI)-driven diagnostics, and personalised medicine improving patient outcomes and allowing for more accessible healthcare.
“In e-learning platforms, virtual reality (VR) and AI-driven learning is actively transforming how students learn and educators teach,” insights Madhi.
INSPIRING TEACHING AND KNOWLEDGE
In 2022, Wits University celebrated its 100th anniversary and utilised the opportunity to galvanise the community and cement its place as one of the world’s greatest institutions, mapping a bright future for the school and further strengthening its impact.
“As we recently commemorated our centenary milestone, the university stands at a pivotal juncture to reflect on our rich history and chart a visionary path for the future,
recognising our role in both the challenges and triumphs of SA’s past,” Madhi informs.
As the institution continues to look towards another 100 years, it is emphasising key initiatives such as embracing inclusive excellence, advancing transformative research, strengthening community engagement, fostering global partnerships, and promoting dialogue and reconciliation.
To ensure inclusive excellence, Wits University aims to foster an environment in which diversity is not only acknowledged but celebrated.
“By promoting policies that ensure equal access to education, we are dedicated to breaking down barriers that have historically marginalised certain groups,” he expands.
As such, scholarship programmes, outreach initiatives, and partnerships with underrepresented communities are central to the university’s mission. Additionally, the school has come to differentiate itself from other
places of higher education through its continued academic excellence, research and innovation, historical significance, prime location, alumni network, and facilities and resources.
“We are situated in Johannesburg, the economic heart of SA. This urban setting offers a vibrant culture and social experiences, complementing academic life,” details Professor Madhi.
This hub for progressive thought and activism is equipped with stateof-the-art facilities, including modern laboratories, libraries, and technology resources, supporting both learning and research activities alongside hosting several specialised research institutes and centres.
The university’s alumni network is strong and influential, boasting notable figures in various fields such as politics, business, science, and the arts. This network provides valuable connections and opportunities for current students and graduates.
WITS UNIVERSITY AT A GLANCE
• In the TOP ONE PERCENT of universities in the world
• The Faculty of Humanities is ranked NUMBER ONE in Africa
• TOP 100 in health and clinical medicine
• The university has produced FOUR Nobel Laureates, 91 Rhodes Scholars, FOUR National Planning Commissioners, 32 Mandela Rhodes Scholars, and TWO Chief Justices
• 1,500 academics
• 6,000 employees
• 2,500 joint staff
• 41,000 students
• FIVE faculties.
• 22 schools
• TWO campuses spread across 400 acres
• 11 libraries
• 17 residences
“BY LEVERAGING OUR ACADEMIC STRENGTHS AND EMBRACING OUR ROLE AS A CATALYST FOR POSITIVE CHANGE, WE ASPIRE TO LEAD BY EXAMPLE, GUIDING SA AND THE BROADER GLOBAL COMMUNITY TOWARDS A MORE UNITED AND EQUITABLE FUTURE”
– SHABIR A. MADHI, PROFESSOR OF VACCINOLOGY, UNIVERSITY OF THE WITWATERSRAND
ENSURING BETTER HEALTH FOR ALL
Currently, Wits University is engaged in myriad projects and initiatives which act as an investment towards its continued future as a leader in education, scientific innovation, and social justice.
One such project is the Wits Bara Satellite Campus at the Chris Hani Baragwanath Academic Hospital, which is expected to be completed by December 2024.
This pioneering development is set to create a dedicated space for those working in the hospital.
“It is our belief that this project will significantly enhance the academic and practical experiences of our staff and students,” explains Madhi.
The satellite campus will not only foster a more integrated and collaborative learning environment, bridging the gap between theoretical
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knowledge and clinical application, but also represent the university’s commitment to advancing healthcare education by closely aligning academic pursuits with real-world medical experiences.
In parallel to these various initiatives, Wits University is highlighting further priorities, including human capacity developments, research initiatives, and curriculum rejuvenation.
Recognising the need to support and develop its people, the institution is formulating and implementing a comprehensive strategy that aims to cultivate the next generation of academics through the enhancement of postgraduate throughput rates and targeted expansion of postgraduate programmes and courses, thereby fulfilling educational and research imperatives.
Wits University is also undertaking an extensive review of its MBBCh
programme that reflects its dedication to evolving with the needs of 21st-century healthcare.
“The MBBCh class starting in 2024 will be the first to embark on a revamped curriculum, which will spiral through the rest of students’ training. The implementation of this new programme is designed to enrich their journey and equip them with the knowledge and skills needed to excel in the modern healthcare environment,” distinguishes Madhi.
The changes to the MBBCh curriculum come at a critical juncture in the provision of healthcare, particularly with the rapid advances in large language models such as AI. Already, tools such as ChatGPT have been shown to outperform clinicians in the diagnosis of complex medical conditions as well as demonstrate higher levels of empathy towards patients.
“Consequently, it is imperative
that as part of the education of future doctors and other healthcare disciplines, we incorporate AI into medical training and practices, ensuring we upskill healthcare workers for the 21st century,” concludes Madhi.
Striving to be a sustainable and caring city by 2027, we explore the ways in which the City of Windhoek enhances the quality of life for its people and facilitates socioeconomic growth
Writer: Lucy Pilgrim | Project Manager: Tom Cullum
As Namibia’s only city, Windhoek is quickly transforming into an urban metropolis at the centre of the country.
Positioned at the helm of the area’s development is the City of Windhoek (CoW), a municipality that delivers services to the region to maintain the well-being of its residents and business landscape.
Established under the Local Authorities Act 23 of 1992, it provides comprehensive services around water and electricity supply, waste management, sewage collection and disposal, roads and stormwater drainage, entertainment and welfare, and much more.
A highly proactive administration, CoW only provides the best for its residents by ardently maintaining strong client relations worldwide
and ensuring that it meets people’s expectations of its services.
A HISTORY OF PERSERVERENCE
Despite now existing as a place of expansion and innovation, Windhoek’s first recorded settlement groups were attracted by the abundance of hot springs that populated the region.
Consequently, the area garnered the name of ‘Ai-Gams’ from the Nama people, translating to ‘fire water’, and ‘Otjomuise’ by the Herero tribe, translating to ‘place of steam’, both of which relate to the plentiful resources that surrounded them.
In the mid-19th century, Jan Jonker Afrikaner settled in the area and was the main mediator between the two warring groups at the time.
Afrikaner’s influence quickly grew as he soon became a significant figure in Windhoek’s history, building a stone church that was large enough to house 500 people before becoming a school soon after.
Despite prospering under two Rhinesh missionaries named Hugo Hahn and Heinrich Kleinschmidt under German rule in the subsequent years, disaster struck the region towards the late 1800s when war broke out across Namibia, destroying many of Windhoek’s resources.
However, a turning point in the area’s history occurred when colonial Windhoek was founded in October 1890 by Imperial German Army Major, Curt von François, who laid the foundation stone at what is now known as the Old Fortress.
In the following 14 years, Windhoek gradually became more administrative as both government and private buildings were erected,
whilst agricultural holdings were established for fruit, tobacco, and dairy cattle farming.
By 1907, Windhoek had welcomed many settlers from South Africa and Germany, which triggered the inception of many businesses along Independence Avenue, then known as Kaiser Street, coupled with a selection of houses and three magnificent castles.
The German colonial era came to an end after World War I, before Windhoek gained access to more capital following World War II to improve the area’s economy.
Infrastructural development gained momentum as a result, with large public projects undertaken in the 1950s including the building of new schools and hospitals, the completion of road networks, and the construction of dams and pipelines to create a stable water supply for Windhoek’s residents.
Finally, Namibia’s independence in 1990 opened the doors to significant international investment, which allowed the city’s suburbs to develop and the infrastructure to significantly increase paving the way for Windhoek’s innovative business future.
COLLECTIVE POWER
Following Windhoek’s turbulent history and the opportunities afforded by Namibia’s independence, CoW champions the idea of collective leadership to implement legislation and changes that have a meaningful and positive impact on the people.
Despite being positioned at the centre of the administrative government, Windhoek’s mayor ensures that decisions are made in collaboration with other stakeholders, meaning that all those impacted have a say in what happens to the operational environment of the city.
Alongside their administrative duties, as a public figure, the mayor boosts morale amongst the city’s residents by attending important events such as business openings, school events, and community functions.
The mayor’s executive power was established, and is still set out by, the Local Authorities Act 23. These powers include the ability to initiate and formulate planning and development policies, establish and promote the creation of employment, closely monitor the implementation of policies, and be accountable to the inhabitants of the local authority.
On top of these duties, the mayor must always act in consultation with the municipal council and investigate and endeavour to solve any issues relating to the local authority.
As a result, the mayor’s ultimate role is to ensure the creation and growth
of social well-being for the city’s 500,000 residents.
Working diligently alongside the mayor to ensure the security and prosperity of CoW is the Office of the Chief Executive Officer.
Within this department, the Corporate Communication, Marketing, and Public Participation division is responsible for creating and promoting strong relations with stakeholders and maintaining CoW’s positive reputation across Namibia.
The division manages and oversees all corporate communications across the municipal organisation and its stakeholders. This is conducive to building a relationship with the public, producing newsletters, responding to media and public enquiries, and maintaining CoW’s digital presence.
The marketing and events management section works hard to promote the corporate image of CoW,
emphasising how it is a dynamic and responsible organisation that strives to meet the needs of its residents. The team also advocates for Windhoek as a destination of choice, which in turn advances the region’s economic landscape.
Thirdly, the public participation section drives CoW’s public participation strategy by ensuring that everyone is involved in the area’s developmental agenda. On the other hand, the team also closely listens to any public grievances, which are then incorporated into the city’s strategic formulation and development plans.
Additionally, the public participation section also coordinates and conducts the establishment of neighbourhood committees, whilst raising awareness and educating residents and stakeholders about the city’s council programmes and services.
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A STREAMLINED ORGANISATION
CoW’s myriad departments, which include City Police; Electricity; Finance and Customer Services; Infrastructure, Water, and Technical Services; ICT; Human Capital and Corporate Services; and Economic Development and Community Services, amongst many others, are integral to the smooth running of Windhoek.
Regarding the latter, CoW’s Health and Environment Services division is an integral component of the department’s activities. These include the monitoring and controlling of all business operations within the municipal area, as well as safeguarding the environment and managing natural resources.
Moreover, the division controls and prevents communicable and noncommunicable diseases, whilst also coordinating the municipal council’s role in disease prevention and control according to the Ministry of Health and Social Sciences.
Finally, the Health and Environment Services division ensures the safety of food and water across the municipal area and a clean, safe environment throughout the city.
Elsewhere, the Department of Housing, Property Management, and Human Settlements is critical for maintaining the city’s property ladder, whilst also ensuring that the environment remains habitable.
For example, the Housing and Land Delivery division of the department accounts for the delivery of serviced land and housing for the residents of Windhoek. As part of this, the team is committed to the establishment of sustainable infrastructure funding models that are supported by comprehensive cost recovery and revenue protection mechanisms.
Additionally, the Geomatics team ensures that any valuated and approved properties are appropriate
for the region, following the provision of land surveying and mapping services.
BUILDING INFRASTRUCTURE
CoW recently launched the Affordable Housing Programme to cater for the needs of low to middleincome residents, thus boosting the social well-being of a large demographic group.
The programme offers different types of houses ranging in price from NAD$300,000 to NAD$650,000. Currently in the piloting phase, eight trial houses are being constructed in Khomasdal, with a further 77 housing units in the application stage.
Going forward, CoW plans to expand the Affordable Housing Programme to other suburbs of Windhoek, including Cimbebasia, Otjomuise, and Rocky Crest, where it aims to build at least 200 houses.
Road maintenance has also recently been completed in other areas of the city’s suburbs, including Havana and Goreangab, in the hope that it will enhance the infrastructure and safety of the area’s streets.
CoW’s other projects include the refurbishment of the Sam Nujoma Stadium, after spending NAD$3.2 million over a decade ago on a feasibility study for the ground’s eventual upgrade.
In addition, Windhoek, alongside its sister city of Bremen in Germany, recently implemented a state-of-theart solid waste management strategy.
Partially funded by the European Union (EU), the project strives to reduce the amount of waste that goes to landfill, increase the city’s recycling rate, and generate local job opportunities.
It is also hoped that the solid waste management strategy will help Windhoek return to its former glory as one of the cleanest cities in Africa. The project will additionally help to spread environmental awareness and generate a greater green consciousness across the city.
CoW mandate
Derived from the Local Authorities Act 23, the mandate outlines CoW’s powers, duties, functions, rights, and obligations:
• Supply water.
• Provide, maintain, and operate a sewage and drainage system for residents.
• Secure waste removal.
• Establish and maintain cemeteries.
• Construct and maintain streets and public spaces.
• Supply electricity or gas.
• Establish, carry, and maintain public transport services.
• Implement housing schemes.
• Construct and lease market houses, auction and sale rooms, stalls, and warehouses.
• Establish, operate, and maintain abattoirs, aerodromes, ambulance services, bands and orchestras, dipping tanks, museums and libraries, and traffic services.
• Acquire, hire, mortgage, and sell immovable property.
• Borrow money and accept donations.
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This mindset will likewise filter into the city’s education system, as the benefits of waste reduction and recycling will begin to be taught in schools.
A waste buy-back centre was additionally introduced last year in the centre of the city, which recycles, packages, and manages different types of waste. The centre recycles up to 2,000 tonnes of refuse and has 100 drop-offs per month, substantially impacting the sustainability of the city.
EMPOWERING WINDHOEK’S YOUTH
As part of CoW’s social development, it strives to progress the city’s corporate realm by expertly and regularly identifying any areas in which both small to medium-sized enterprises (SMEs) and larger companies are struggling, before expertly providing solutions to address their grievances.
The Economic Development division, a key part of the Department of Economic Development and Community Services, recently introduced a local economic development strategy to create a database that could efficiently monitor the city’s businesses. As a result, CoW was able to create a highly proficient Business and Training Development Unit that is purpose-built to develop the
CoW’s values
• Teamwork: CoW works together towards a common goal whilst also fostering creativity, team spirit, trust, and mutual support.
• Customer focus: The municipality renders efficient, professional, and reliable services to all stakeholders by embracing total quality management (TQM) principles.
• Communication: CoW shares clear, timely, and relevant information in a transparent manner through regular communication platforms with internal and external stakeholders.
• Fairness and equity: All staff and residents are treated in a just and unbiased manner by the municipality, whilst respecting individual differences, career aspirations, and needs.
• Integrity: CoW practices high standards of ethical behaviour, duty, and care.
capacity, skills, and knowledge of entrepreneurs, whilst inspiring others to enter into the city’s corporate arena.
The programme is conducted on a monthly basis at the ICT Training
Centre located in the Oshetu Community Market using 10 state-ofthe-art computers.
The Business and Training Development Unit is offered to all company owners in Windhoek,
as well as those classed as youth entrepreneurs between the ages of 18 and 35, to empower and strengthen the city’s future.
Urging a similar sentiment, CoW’s Junior Council has become a key initiative of the municipality’s Social and Youth Development division.
By being a part of the council, younger generations can garner extensive knowledge of civic affairs and set an example for other learners to participate. The Junior Council also acts as a proactive form of communication between school learners and CoW, enabling the administration to reach out to the city’s younger audiences.
Most importantly, the Junior Council creates a platform whereby vital business skills and future leaders can be cultivated.
This represents CoW’s overarching aim to transform Windhoek into a city for future leaders and act in the interests of its people.
To round off each issue, we ask our contributing business leaders for their views on the same question
WHAT TRAITS DO YOU LOOK FOR IN AN EMPLOYEE?
Roshan Mohinani Strategy and Transformation Manager, Mohinani Group
“We look for traits that align with our group's core values: an employee with a pioneering spirit, someone who is well grounded in humility and thrives through practicality, works collaboratively with others, and goes the extra mile in achieving his or her goals.”
Gareth Joubert
Managing Director, Hollard Trade Credit
“The candidate needs to be personable, not married to their ideas, and prepared to be wrong. I also like someone that doesn’t stick to the status quo but challenges everything
all the time and questions why we do things.
“Attractive candidates are also those who want more out of life and can have a frank conversation about want they want to achieve, so that we can help them do that.”
Karim Ousmaes
General Administrator, Simam Côte d'Ivoire
“We are looking for an employee who is committed to satisfying their clients, whether internal or external, and is willing to self-assess to improve and deliver high-quality work. Team spirit is also essential for success at Simam Côte d'Ivoire, as is adherence
to safety regulations. In return, the company will do everything possible to support its employees on their path to professional fulfilment.”
João Paulo Seara CEO, MEGA Distribuição Moçambique S.A.
“I always prioritise three qualities: commitment to the project, adherence to core values – such as responsibility, honesty, humility, and openness to change – and work capability. With proper training, I'm confident that everything else will follow.”
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