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AFRICA ISSUE 62

BUSINESS TRAVEL GUIDE 20 Johannesburg: Looking to the Future

BRITISH AMERICAN TOBACCO IN WEST AND CENTRAL AFRICA 82

Investing in integrative processes

EQUATORIAL COCA-COLA BOTTLING COMPANY IN GHANA 98

MACROCOMM 112 Innovating for a smarter tomorrow

Delivering sustainable business in the community

ALSO FEATURING: WSP | MOHAMOOD MOHAMED DUALE TRANSPORT | NIGERIA MINING WEEK


ADVERTORIAL

East Africa Hub: Voith’s new center for hydropower projects in East Africa

Symbolic hand-over of the key for the new Voith Hydro East Africa Hub in Addis Ababa, Ethiopia

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erman technology group Voith has recently opened a new facility in Addis Ababa, Ethiopia that will be a center for hydropower projects in East Africa. The new East Africa Hub will coordinate large and small hydropower projects in nine countries – Ethiopia, Egypt, Kenya, Sudan, South Sudan, Rwanda, Tanzania, Uganda and Zambia. “Voith has been supporting the development of clean energy generation in Africa since the 1940s. We are reinforcing this commitment through the opening of our facility in

Addis Ababa,” said Voith Hydro CEO Uwe Wehnhardt. Voith will work with customers and investors to continue to play an active role in developing a sustainable energy supply in Africa. In this context, training measures are an important element for Voith and will in future be coordinated from Addis Ababa. The purpose of the training is to pass on the company’s extensive expertise in hydropower to local experts. Because Voith sees its role in the region not only as a supplier of cutting-edge hydropower technology but also as a full partner for developing energy infrastructure.

T + 49 7321 37-0 F + 49 7321 37-7890

www.voith.com


W E L C O M E

AFRICA

The End of an Era AFRICA As we reach 2018’s middle, we conversely come to an end of two landmark journeys here at Africa Outlook. The first signals the final instalment of our post-Mining Indaba coverage, and the grand finale is befitting of such significance as IAMGOLD Corporation rounds off the series with one of our largest ever profiles. The Canadian organisation’s African adventure has been lucrative, complex and fascinating, and we spoke with three of the Company’s leading figures to find out the key to the business’s success, the logistics of its flagship site at Essakane in Burkina Faso, and its vision for even more concerted development in the future. “West Africa is a highly prospective region for gold and other minerals,” IAMGOLD’s Regional Vice President for West Africa, Oumar Toguyeni says. “The region remains under-explored and there is potential to find more resources. In order for this to happen, it is important that host governments and policy makers ensure that the legal frameworks remain attractive for potential investors and provide some level of predictability to mining companies… “…we place the emphasis on finding the right balance to support the growth of the mining sector through a better integration of the mining sector in local economies, while also ensuring we develop sustainable projects which will benefit communities and the country beyond the closure of the mine.” Household names, British American Tobacco and Coca-Cola Bottling Company of Ghana provide a more consumer-based perspective on industry in West Africa as part of a remaining showcasing segment that includes input from technology, energy, oil & gas and supply chain realms. Meanwhile our front-of-book assortment comprises incisive overviews of three critical trends emanating from the north, west and south of the continent. Morocco’s renewable drive, Ivory Coast’s enhanced cocoa production and South Africa’s infrastructural evolution leads nicely into our Business Travel Guide which explores a key component of the latter. Phoebe Calver’s overview of Johannesburg’s business travel acumen aptly represents her exit from African business through the continent’s traditional gateway. As she moves on to pastures new, all of us at Africa Outlook would like to thank her for all her hard work, and to wish her the best of luck for the future. www.africaoutlookmag.com

ISSUE 62

BUSINESS TRAVEL GUIDE 20 Johannesburg: Looking to the Future

BRITISH AMERICAN TOBACCO IN WEST AND CENTRAL AFRICA 82

Investing in integrative processes

EQUATORIAL COCA-COLA BOTTLING

COMPANY IN GHANA 98 Delivering sustainable business in the community

MACROCOMM 112 Innovating for a smarter tomorrow

ALSO FEATURING: WSP | MOHAMOOD MOHAMED DUALE TRANSPORT | NIGERIA MINING WEEK

EDITORIAL Editorial Director: Matthew Staff matthew.staff@outlookpublishing.com Deputy Editor: Phoebe Calver phoebe.calver@outlookpublishing.com

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BUSINESS Sales Director: Nick Norris nick.norris@outlookpublishing.com Operations Director: James Mitchell james.mitchell@outlookpublishing.com Project Directors: Joshua Mann joshua.mann@outlookpublishing.com Tom Cullum tom.cullum@outlookpublishing.com Head of Projects: Kane Weller kane.weller@outlookpublishing.com Training Development Manager: Eddie Clinton eddie.clinton@outlookpublishing.com Sales Managers: Joe Palliser joe.palliser@outlookpublishing.com Ryan Gray ryan.gray@outlookpublishing.com Project Managers: Callam Waller callam.waller@outlookpublishing.com Donovan Smith donovan.smith@outlookpublishing.com Josh Hyland josh.hyland@outlookpublishing.com Lewis Bush lewis.bush@outlookpublishing.com Matt Cole-Wilkin matt.cole-wilkin@outlookpublishing.com Vivek Valmiki vivek.valmiki@outlookpublishing.com

ADMINISTRATION Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com Office & Finance Manager: Sophia Curran sophia.curran@outlookpublishing.com WEB DESIGN: Hamit Saka IT: James Le-May

OUTLOOK PUBLISHING Managing Director: Ben Weaver ben.weaver@outlookpublishing.com CONTACT Outlook Publishing Ltd Woburn House, 84 St Benedicts Street, Norwich, Norfolk, NR2 4AB, United Kingdom Sales: +44 (0) 1603 959 652 Editorial: +44 (0) 1603 959 655 SUBSCRIPTIONS Tel: +44 (0)1603 959 655 Email: matthew.staff@outlookpublishing.com

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Matthew Staff

Editorial Director, Outlook Publishing

Enjoy the issue!

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In this issue...

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NEWS

All the latest stories from across Africa

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ENERGY AND UTILITIES Charging Africa

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ECONOMY The Value of Infrastructure

Moroccan renewables give the continent a much-needed energy boost

South Africa’s vision for a thriving society

S E C T O R F O C U S

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FOOD & DRINK On a Mission

The Ivory Coast ramps up cocoa production

BUSINESS TRAVEL GUIDE

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JOHANNESBURG Looking to the Future


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SHOWCASING LEADING COMPANIES

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Tell us your story and we’ll tell the world

MINING & RESOURCES

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REGIS The King of Industry Driven by diversification

MINING FOCUS Mining Indaba 2018: Africa’s Premier DealMaking Forum The event that the African mining industry needs

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IAMGOLD CORPORATION Worth its Weight in Gold

T E C H N O L O G Y

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Robust and responsible mining

MACROCOMM Smart Made Simple Innovating for a smarter tomorrow

ENERGY & UTILITIES

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GRUNDFOS KENYA Fluid Innovation

SHIPPING & LOGISTICS

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A trendsetter in water technologies

MOHAMOOD MOHAMED DUALE TRANSPORT Liquid Logistics

40 years of unbeatable transport services

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VOLCAN HOLDINGS Delivering Tomorrow’s Cargo Today Extensive and trustworthy handling capacities

A G R I C U L T U R E

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BRITISH AMERICAN TOBACCO IN WEST AND CENTRAL AFRICA Next Generation Thinking

Investing in integrative processes

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TENAGA NASIONAL BERHAD (TNB) Better, Brighter Reimagining the future of utilities

CONSTRUCTION

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RMD KWIKFORM Bringing Structures to Life

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Making the impossible possible and the breath-taking achievable

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& D R I N K

EQUATORIAL COCA-COLA BOTTLING COMPANY IN GHANA Passion, Excellence and Diversity Delivering sustainable business in the community

SHREEJI ENTERPRISES (KENYA) LTD Realising a Vision Safe and sustainable supply

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CAR & GENERAL Power for Better Living A sustainable future awaits

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F O C U S

NIGERIA MINING WEEK Enabling and promoting global mining practices through good governance and resource mobilisation

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Outlook Creative Services Complementing the production of Africa Outlook, Asia Outlook and Europe & Middle East Outlook magazines, Outlook Publishing’s award-winning in-house team is now utilising these same specialist production skills to offer a full and bespoke range of editorial, design and marketing services via its new Outlook Creative Services division. For more information on how we can work with you in providing a plethora of completely flexible and customisable production services, please visit www.outlookpublishing.com/creative-services

CONTACT DESIGN: Stephen Giles +44 (0) 1603 959 656 steve.giles@outlookpublishing.com

E D I TO R I A L : Matthew Staff +44 (0) 1603 959 655 matthew.staff@outlookpublishing.com

Devon Collins +44 (0) 1603 959 661 devon.collins@outlookpublishing.com

Phoebe Calver +44 (0) 1603 959 660 phoebe.calver@outlookpublishing.com


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Techno Brain Appraised Again at CMMI Maturity Level 5 Techno Brain Research & Development Centers recently announced that they have been reappraised at Level 5 of the CMMI Institute’s Capability Maturity Model Integration (CMMI)®. This implies that its implementation of Quality Management System (QStep) for all its processes have been successfully appraised at optimising level. CMMI® is a capability improvement approach that provides organisations with the essential elements of effective

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processes that ultimately improve their performance. An appraisal at maturity level 5 indicates that the organisation is performing at an “optimising” level. At this level, an organisation continually improves its processes based on a quantitative understanding of its business objectives and performance needs. The organisation uses a quantitative with statistical approach to understand the variation inherent in the process and the causes of process outcomes.

Techno Brain is a global digital organisation providing innovative IT solutions, training and outsourcing services to government, private and non-profit clients across Africa, Asia, Europe, Middle East and America. Techno Brain with a 1,200-plus strong workforce has delivered more than 450 large-scale projects in the past 20 years and serviced customers across 33 countries. “Our Research and Development Centers being reappraised at CMMI Level 5 is a major milestone for Techno Brain and this accomplishment is an indication of our continuing commitment to deliver high quality solutions to our customers worldwide,” said, Manoj Shanker, CEO, Techno Brain Group. He also added: “Level 5, the highest rating will give us a great competitive edge and is evidence of our commitment to quality across all our services. This assessment validates Techno Brain’s process capability based on the CMMI standards.” Anand Mohan, COO, Techno Brain Group, said: “This is a testimony to our promise of excellence. I would like to congratulate each and everyone involved in the quality process and appreciate everyone’s efforts to maintain highest standards.” Techno Brain was the first company in Africa to achieve CMMI Level 5 status, which immediately puts Techno Brain on a level footing with the 200 other companies in the world with the same standing. Congratulating the teams who have worked hard on such a challenging endeavor and attained this remarkable milestone, Mr. Shanker added that: “This achievement is yet again a demonstration our commitment to exceptional service quality and delivery excellence.”

GO TO WWW.AFRICAOUTLOOKMAG.COM/NEWS FOR ALL OF THE LATEST NEWS FROM AFRICA


AFRICA MANUFACTURING

Kenya Tries to Tackle Illicit Goods to Boost Manufacturers Kenya has started a campaign against what the Government calls illicit goods to help local manufacturers. The goods involved range from sugar to cigarettes, and they account for 40 percent of all traded goods in Kenya, said Carol Kariuki, the chief executive of the Kenya Private Sector Alliance (KEPSA), an umbrella body for local companies. Some of those are imports supposedly intended for transit to a neighbouring country, then diverted to the local market with no import fees paid, Kariuki said. Others are disguised as imports of lower value, thereby evading taxes. Still others are local counterfeits. All of them compete with goods produced by Kenyan manufacturers,

whose promotion President Uhuru Kenyatta has made one of his four priority areas. He wants to double their share of annual economic output to 15 percent by 2022, helping to create much-needed jobs. The head of the state-run standards body, seven other officials at the agency and two businessmen were charged with attempted murder recently for allowing imports of substandard fertiliser containing mercury, part of the campaign. KEPSA’s Kariuki said the fight against

illicit goods was necessary to protect local manufacturers and their investments from unfair competition. Ayub Savula, an opposition lawmaker whose sugar-growing constituents in western Kenya have borne the brunt of the illegal sugar imports, dismissed the Government’s efforts. “We don’t have faith in this crackdown. This is just cosmetic,” he added, saying some illegal importers had been facilitated by government officials.

producer after South Africa and the metal is the country’s top export and its leading earner of foreign exchange. The Government said in February it had begun talks to revive a law mandating the Precious Minerals Marketing Company (PMMC) to certify all exports by mining firms. “PMMC officials now have permanent access to our gold rooms

during gold pours for a first-hand view of the processes, and to take assay samples for analysis and comparison and participate in pre-shipment sealing and processes,” he said. Ghana earned $5.78 billion from exports of the metal last year, up 17.6 percent on 2016, central bank data showed. Akufo-Addo, who took office last year, has said about $5 billion worth of revenues from gold exports to the United Arab Emirates are unaccounted for. Industry watchers say the unreported shipments represent smuggled gold produced by artisanal miners from Ghana and neighbouring countries. The Government has yet to lift a ban on small-scale mining as part of a general clamp-down on illegal miners last year.

MINING

Ghanaian Gold Miners Welcome New Government Export Tests Gold mining giants in Ghana such as Newmont, Gold Fields and AngloGold Ashanti welcome new Government tests to certify the value of their exports, the main industry association said on Wednesday. The tests that come in addition to customs checks and internal company tests are part of an attempt by President Nana Akufo-Addo’s government to tighten control of the sector and tax it appropriately. Ghana is Africa’s second biggest gold

GO TO WWW.AFRICAOUTLOOKMAG.COM/NEWS FOR ALL OF THE LATEST NEWS FROM AFRICA

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Congo Mining Regulations to be Signed into Law on Friday Democratic Republic of Congo’s Prime Minister will sign into law regulations to immediately implement a new mining code without any concessions to industry demands that key provisions be amended. The move could set off a legal battle between the Government and major mining companies operating in Congo, including Glencore and Randgold, which threatened legal action against the Government last week if their concerns about tax hikes and the elimination of exemptions were not addressed. A spokeswoman for Randgold, who has been handling media queries on behalf of seven of the largest foreign companies operating in Congo, did not immediately respond to a request for comment. The new code scraps 10-year protections for existing projects against changes to the fiscal regime, imposes a windfall profits tax and increases royalties. Congo is Africa’s top copper producer and the world’s leading miner of cobalt.

MANUFACTURING

Volkswagen Opens Rwanda’s First Car Plant Rwanda’s first domestically built car rolled off the assembly line at Volkswagen’s new factory in Kigali as Europe’s biggest carmaker taps into demand for ride-sharing to expand in the region. Despite low levels of car ownership in Rwanda, Volkswagen hopes to both sell vehicles and use them in an Uber-like car-sharing system that will allow people to FINANCE

South African Accounting Body Charges Former Eskom CFO with Misconduct The South African Institute of Charted Accountants (SAICA) said it would charge former Eskom’s Chief Financial Officer, Anoj Singh with serious misconduct related to a R600 million ($43 million) loan to the Gupta business family. Singh was suspended as CFO of the cash-strapped state firm last July before

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book rides using their smartphones. Some will also be sold into neighbouring nations. VW has started a community car-sharing service mainly aimed at companies in Kigali and plans to launch a ride-hailing offering later this year. The Polo is the first model being made at the site and the German automaker plans to reach annual production of 5,000 cars in the first phase, by also building its Passat, Tiguan, Amarok and Teramont models. President Paul Kagame, who attended the event, said it was an important step for the country. resigning in January as investigations into corruption at Eskom began. Eskom came under scrutiny in 2017 after leaked documents put it at the centre of allegations of improper dealings in the granting of lucrative coal-supply contracts to companies linked to the Guptas and former President, Jacob Zuma. The Guptas and Zuma have repeatedly denied any wrongdoing. But their relationship will be the focus of a government corruption inquiry due to start in August. SAICA said Singh’s conduct was “dishonest and irregular” and that a number of financial decisions he made showed a conflict of interest and undue influence by external players.

GO TO WWW.AFRICAOUTLOOKMAG.COM/NEWS FOR ALL OF THE LATEST NEWS FROM AFRICA


AFRICA of the market. Its property portfolio includes shopping malls, hospitality, housing, student accommodation and offices. Executives in the industry say the life insurance business has growth potential due to low penetration rates of less than Switzerland’s Swiss Re is set to acquire a 13.81 percent stake in Kenyan 10 percent of the population. Britam, and privately-held Plum LLP, insurer, Britam Holdings from an which is selling the shares, did not individual shareholder. disclose the value of the transaction, Britam is the biggest company in but they said 348.5 million shares were the Kenyan life insurance and pension annuity sector with more than a fifth under consideration. FINANCE

Swiss Re to Acquire Minority Stake in Kenyan Insurer Britam

RETAIL

Steinhoff Seeks Further Debt Standstill from Creditors Troubled retailer, Steinhoff said it is seeking a further three-week standstill from creditors on its debt obligations as a financial restructuring nears agreement. Earlier this month letters of support were agreed with several creditor groups, including a group representing 61 percent of the external financial indebtedness of Steinhoff Europe AG (SEAG), a majority of the total convertible bonds issued by Steinhoff Financial Holding Co (Holding) and creditors to certain group companies to which SEAG and Holding are indebted through intra-group financing arrangements. The Company is now seeking a further short extension until and including 20 July. Steinhoff said in a statement, confirming an earlier report from Thomson Reuters LPC. TRAVEL & TRANSPORT

TECHNOLOGY

Kenya Airways to Restart Hedging to Counter Current Oil Price Volatility

South Africa’s Vodacom to Increase Black Ownership South Africa’s Vodacom Group said it will increase the stake held by black shareholders by up to 6.25 percent in a R17.5 billion black empowerment transaction. Vodacom said current black shareholders in Vodacom South Africa and a newly formed staff scheme will exchange their current shareholding for a stake of between 5.8 percent and 6.25 percent in Vodacom Group. Under black economic empowerment rules, South African

companies are encouraged to meet quotas on black ownership, employment and procurement as part of a drive to reverse decades of exclusion under apartheid. Meeting government rules on black ownership makes a company more likely to qualify for government tenders.

Kenya Airways’ immediate biggest challenge is oil price volatility, and the airline will restart price hedging. “The volatility of the oil price has been really tremendous. Addressing this is of utmost concern,” Sebastian Mikosz told a news conference after the Company’s annual meeting. The airline had stopped fuel hedging after it was blamed for massive losses during the years the carrier went through a slump and a financial crisis. Mikosz said they were already discussing with banks and trading houses to restart the hedging.

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C H A R G I N G

A F R I C A

Charging

AFRICA

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aced with water shortages and a lack of readily available sources of energy, Morocco started its environmental revolution during the second part of the 20th century. 15 years ago, Morocco accelerated this revolution to finally pass the framework law n°99.12 on 6 March, 2014, which enacted the National Charter for Environment and Sustainable Development (the “Law”). The Law provides a regulatory framework to ensure that the country’s sources of energy are sustainable. Ultimately, Morocco aims to have 52 percent of its energy be renewable energy by 2030. The Law acts as a road map for all of Morocco, from the Government to businesses and citizens, by setting out a number of principles. One such example is the integration principle, which states that decisions must be taken with a global perspective in mind, such as when the authorities implement new public policies. The

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Law also states that investors should receive incentives - including tax incentives, loan incentives, education, training and more - to achieve their goals. It also directs the private sector to invest in the environmental sector and associations to act in that field. On 21 June, 2018, a new bill was approved by the Government in accordance with the Law, which imposes environmental impact studies as a requirement for the administration before any new regulations are put into place or investments made into any project. This bill is now before Parliament and should be voted on in the next few

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Morocco’s 2030 energy goals have already made the country Africa’s renewable driving force Written by: Oussama Fraikech, partner at Globalaw’s firm in Morocco, Fraikech Associés

weeks, signalling Morocco’s next step forward in environmental law. To support the Law, and on the basis of its vision for renewable energy, Morocco has also set up the National Agency for the Development of Renewable Energy (“Masen”) which monitors and supports all energy projects in Morocco. Now, five massive public renewable energy projects across the country are up and running. This includes the biggest solar power plant in Africa, located close to the city of Ouarzazate, which plans to produce 580MW. These public projects are complemented by various private ones. In fact, Morocco has built multiple high voltage projects by leveraging innovative public-private partnerships which enabled the country to raise sufficient funds and attract high level partners. It is now expected that the country will also focus on new regulations to enable the development of medium voltage projects.


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All this has led to Morocco becoming the African leader on renewable energy. The country has put in a tremendous amount of effort to be on the world map in renewable energy. Morocco has organised international climate talks, the COP 22, in November, 2016 in Marrakech, and continues to organise various conferences; the latest of which was the North Africa Renewable Energy Summit in Casablanca in May, 2018, during which various projects in Morocco, Algeria, Tunisia and Egypt were highlighted. Morocco also shares its expertise with other African countries as contacts and cooperation agreements are being developed. In 2014, for example, the environmental authorities went to Burundi to explore the possibility of setting up a cooperation programme on liquid and solid sanitation, and in 2015, the Moroccan Environment Minister, Hakima El Haite signed a

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cooperation programme with Egyptian Environment Minister, Khalid Fahmi, on environment and sustainability. Indeed, Morocco is now exporting its expertise to other African countries. As such, various projects are being established across Africa supported by Moroccan entities, particularly by Masen, but also by small private entities. For example, a project has recently been put in place to support the installation of solar panels in remote villages across Northwest Africa. Morocco also organises, twice a year, an International Congress of Renewable Energies - called Photovoltaica - under the Patronage of King Mohamed VI. It is an event which many African delegations attend and during which environmental expertise is exchanged and projects are decided. Photovoltaica states that “its objective is to become a forum for researchers, companies and entrepreneurs, authorities and

‘...in 2015, the Moroccan Environment Minister, Hakima El Haite signed a cooperation programme with Egyptian Environment Minister, Khalid Fahmi, on environment and sustainability’

other organisations - at national and international level - to exchange ideas, views and experiences to contribute to the development of renewable energy in Morocco and Africa, especially in solar.”

A regional hub

In its efforts to share its vision with other African countries, Morocco has also established Casablanca Finance City (“CFC”) which has as an aim, among others, for Morocco to become a regional financial hub. Becoming a CFC company enables investors to obtain a license that gives the company tax advantages, among other benefits. One of the conditions to become a CFC licensee, however, is that the company must aim to export most of its services to other African countries - the majority of the company’s turnover must originate from non-Moroccan African business. Indeed, the Moroccan authorities are supporting all Moroccan businesses in investing in the rest of the African continent, particularly banks, insurance companies, building companies and environmental players. All non-Moroccan businesses can also benefit from CFC advantages as long as they set up a branch in Casablanca, Morocco. In conclusion, Morocco has gained a large expertise on environmental and renewable energy issues. Both the public and private sectors in Morocco work to support the environment and encourage regional cooperation. Morocco’s dedication to renewable energy and its willingness to share its knowledge makes the road to its 2030 goals that much smoother.

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Value of

Infrastructure Mathieu du Plooy of WSP in Africa rethinks South Africa’s infrastructural strategy Written by: Mathieu du Plooy, Managing Director of WSP, Africa

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he National Development Plan (NDP) notes that to “achieve sustainable and inclusive growth by 2030, South Africa needs to invest in a strong network of economic infrastructure”. And, as we are a little more than a decade away from the targets set for 2030, now is the time to take stock of investments to date, current and planned infrastructure projects. The need for infrastructure investment and development has not

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gone away. In fact, it is more apparent than ever: built projects are levers which should be used to drive growth within the economy. I believe that this is still possible, even in the country’s current economic climate, and that South Africa still offers immense opportunity for investment and infrastructure development. What we need, however, is a change in focus to leverage on opportunities that will show immediate economic contributions in the short-term, without compromising

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their adaptability to incorporate new technologies. In this way, we could effectively future proof the country’s infrastructure networks and ensure an attainable long-term vision of sustainable and inclusive growth.

Building confidence in the new guard

Despite wide-felt market optimism, there seems to remain some reservations within the private sector on how the country will fair under the new leadership of President Cyril Ramaphosa. There are a number of influencing factors causing the private sector to be ‘a bit shy to invest, right now’. Political and environmental uncertainty, reduced planned expenditure by Government on large-scale infrastructure projects, and


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the stretched balance sheets of stateowned enterprises (SOEs) - which also continue to come under public scrutiny - are all contributors. That being said, there are investors keen to develop and get involved in projects across the country. Overall, the private sector needs stability - which will come from clear government policy and leadership - in order to feel confident about investing. The market is eagerly awaiting clarity on some key policy issues and the new guard’s turnaround strategies for the SOEs.

Regional integration to deliver on opportunities and projects

PHOTO: ERFAN KOUCHARI

In my view, we are not leveraging on regionally integrated opportunities within the Southern Africa or SADC region to stimulate mutually beneficial opportunities and growth as well as we could be. If we look just within the power industry, for example, there is a huge concentration of investment in power projects in South Africa to grow the country’s power outputs. Therefore, within the SADC region, focus could be placed on developing trade corridors and investing in building transmission and distribution

lines to transport the power; rather than each country looking to invest in power infrastructure development independently. Some progress towards this is being achieved by the Southern African Power Pool (SAPP), which is currently driving a number of transmission interconnector projects. These projects link or strengthen power interconnections between various countries in the SADC region, with the intention to create a large power pool that will offer countries with a power deficit the facility to import power, and those with excess power the options for exporting their surplus energy. Similarly, regional cooperation and collaboration can play an enormous role in developing a robust gas-topower industry that currently does not exist in Southern Africa. For instance, as Mozambique sits on the precipice of major infrastructure projects around its gas fields - from gas-to-power stations, transmission and distribution lines between the north and south side of the country, and pipelines to export gas assets - South Africa is ideally placed to support the development of these projects.

‘If we look just within the power industry, for example, there is a huge concentration of investment in power projects in South Africa...’

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“...looking at these projects collectively and as part of a regionally integrated plan - rather than looking at each project in isolation - will support the development of the gas-to-power industry within South Africa...�

Kusile Power Stations

To put this in context, as Medupi and Kusile Power Stations have come online, there is a substantive contingent of skilled people who need to be mobilised. Currently, investment into and development of mega power infrastructure projects in South Africa - whether coal, gas or nuclear base-load generation plans - is on hold. Without a continuation of projects in the country, we face a very real risk of losing these crucial skills as these professionals seek valuable employment opportunities in other markets. Through improved regional collaboration between Mozambique and South Africa, South African

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skilled professionals could bring their experience to work on the projects in Mozambique, not only to help build the gas industry but to transfer needed major infrastructure project skills to local teams. If done correctly this will enable upskilling within the neighbouring country, developing

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regional expertise to deliver on these projects as a priority. Additionally, looking at these projects collectively and as part of a regionally integrated plan rather than looking at each project in isolation - will support the development of the gas-to-power industry within South Africa, thus supporting the co-creation of a regional industry.

Focus placed on social infrastructure

The national Government has looked at ways to curb spending over the next three years in an effort to reduce the national budget deficit. And, although there are fewer public projects coming


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In the short to medium-term, boosting social infrastructure can have a significant influence on growth in the country. From immediate development opportunities, to improving access to services, they have a powerful impact on quality of life for those previously excluded from the mainstream economy. And, the impact of these projects on society is easily measurable and complementary to the state’s vision for long-term, sustainable and inclusive growth. Though not traditionally included under the ‘social infrastructure’ heading, telecommunications certainly must be considered a social and growth enabler. And with expansive private sector fibre and Wi-Fi roll-out projects underway across the country, digitalisation presents incredible opportunities for South Africa to leapfrog some of the traditional development trajectories. While in its infancy in South Africa, improving cost effective internet access and adopting digital technology could drive radical changes that can boost access to social infrastructure in the short to medium-term, such as e-Learning and e-Health services, for example. Furthermore, in the longterm, embracing disruptive innovation

as part of the process to deliver complex and sustainable projects presents opportunities to implement changes now that will transform how we view and use infrastructure, ensuring that it is enriched and futureproofed. For now; there is some promise for investment underway in primary, secondary and tertiary infrastructure development. Public and private sector-driven infrastructure projects range across transport, power, water, healthcare and education; which, although more localised, are interchangeable with the country’s long-term infrastructure objectives. To continue driving investments into each of these sectors, increased engagement and collaboration between public and private sectors must become a priority. It is only when government, private sector and labour work in unison towards common objectives that we’ll be able to push the boundaries and develop a truly strong network of economic infrastructure: a futureproofed network that will deliver long-lasting benefits for communities, industries and the economy; and will ensure a future where our society can thrive.

through the pipeline, funding has been allocated in the 2018/19 National Budget for facilitating social infrastructure development. This particularly includes education and healthcare. In relation to this, we are seeing some projects being procured through the Development Bank of South Africa (DBSA), which is already involved in a number of projects to build schools, hospitals and clinics. The private sector, and public private partnership (PPP), are also driving a number of projects within these sectors. It’s encouraging to see that, despite more subdued growth in the mainstream economy, these developments are still coming to ground.

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S E C T O R

F O C U S

On a Mission There appears to be a new wave of ingenuity for top cocoa producer, Ivory Cocoa Products, with plans that will see it at the top of the market by 2022 Written by: Phoebe Calver

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op cocoa producer, Ivory Cocoa Products is putting plans in place that means it could potentially grind 50 percent of its current output locally by 2022, boosted by fiscal measures and incentives given to companies in the sector, the Deputy Head of the Coffee Cocoa Council (CCC) marketing board noted in a recent meeting on the topic. “Yes, it is possible to hit one million tonnes by 2020-2022 because of the fiscal advantages the Government has given to companies to help them invest massively, and that is what is happening,” CCC deputy head, Yao N’goran added. Ivory Cocoa Products has an installed grinding capacity of 712,000 tonnes, which it hopes will increase that capacity and new grinding units will enable it to reach the target within the next four years. The Government agreed a convention with multinational companies in the sector including Cargill, Olam and Barry Callebaut in 2017, in which the companies agreed to increase their bean grinding by 7.5 percent each, so as to benefit from the Government incentives. Mariam Kone, executive secretary of the GEPEX, a lobby representing multinational cocoa exporters and grinders, said nearly all companies had signed the convention. Kone added that for the target to be reached, it was necessary for the Government to give additional incentives. “The Cocoa Coffee Council had promised to pay back our excess electricity costs after power prices were increased inconsiderately a few years ago, so far, we are still waiting for it,” Kone said. According to Ivorian cocoa grinders, energy costs, the cost of importing machinery, and getting qualified plant maintenance specialists, are factors that make local grinding less attractive compared with options outside Ivory Coast.

“I think it can be done by 2022, but we will need more tax and other incentives,” Loic Biardeau, Barry Callebaut Managing Director of Ivory Coast. “The cost of energy remains a negative factor compared with western countries, so there are efforts to be made on that side,” he said.

Ramping-up production

Ivory Cocoa Products (ICP) and Eurofind Group plan to begin cocoa grinding at a new 32,000 tonne plant near Ivory Coast’s main city of Abidjan by 2019. The expansion will make ICP the fourth-largest grinder in Ivory Coast, the world’s top cocoa producer, behind Barry Callebaut, Olam and Cargill. The new plant will mostly produce cocoa butter and cake. By increasing its capacity, it expects to receive tax benefits offered by the Government for any increase in capacity, Al Khalil said. All output from the new plant will be sold to Theobroma, a unit of Swissbased Ecom Trading. Ivory Coast is aiming to process domestically half of its cocoa bean production by 2020 in a bid to boost the value of its exports and protect its economy from the volatility of global commodity markets.

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J O H A N N E S B U R G

JOHANNESBURG ohannesburg is commonly known as the rapidly changing heart of South Africa, and recognised by many as Jo’burg, the city is back on the up. At its core, Johannesburg has a true feel of optimism about it after a somewhat tough two decades of decline, with its centre becoming a smart hub of modern construction. Included in this re-haul

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Johannesburg is emerging from a long period of struggle, establishing itself as a new business hub that marks an exciting turning point for the city

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Writer: Phoebe Calver Project Manager: Joe Palliser

are a selection of lofts, apartments and office developments that are interchangeable with the more ‘hipster’ neighbourhood of Maboneng. This new development of Johannesburg is placing it firmly back on the map as one of the world’s most successful urban-renewal projects in the world. Despite this success, it will still be evident upon your trip to the city that there is a stark divide in wealth and


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Languages: English, Zulu, Afrikaans Population (2016): 4.4 million GDP (2015): 83.9 billion Currency: Rand Time zone: GMT +2 Dialling code: +27 Internet TLD: .za

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subsequently the longstanding issues with crime and poverty are yet to be completely eradicated. Not only is the city’s infrastructure on-the-up, but also its business industry, making it the perfect place to spend a long business trip with plenty of variety. Although it is important to bear the aforementioned in mind, Jo’burg remains an incredibly friendly city, with an endless array of options when it comes to where and how to spend your free time. Whether you are interested in accessing the city’s present culture, or immersing yourself in its past, there is something for everyone to enjoy.

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J O H A N N E S B U R G

The Business End SINCE 2014, ACCORDING to Mastercard’s Global Destination Cities’ Index (GDCI), Johannesburg has emerged as Africa’s most visited city. Two years later the city welcomed 4.57 million international overnight visitors, which stood at an impressive 24 percent increase on the previous year’s 3.69 million. Jo’burg has also successfully topped the rankings in Africa when it comes to international visitor expenditure, with travellers spending approximately US$2.46 billion in 2016. As the economic hub of South Africa and one of the continent’s most exciting cities, Johannesburg offers cultural, leisure activities, sports, fashion and lifestyle activities that have made it the leading destination for both leisure and business tourists. The city is recognised as the financial capital of South Africa, providing homes for 74 percent of the corporate

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headquarters in the country as well as the Johannesburg Stock Exchange – rating as one of the top 20 exchanges in the world in terms of market capitalisation. As it is the most powerful commercial centre currently operating on the African continent, Jo’burg generates 16 percent of South Africa’s GDP and employs 12 percent of the national workforce. It is a particularly exciting place to find yourself when considering that fact, alongside the fact that its new infrastructure matches the leading first world cities, with a far lower cost of living. Johannesburg plays host to an array of key industries and key areas of innovation, including banking and finance, gold mining, manufacturing, health sciences, transport, business services, information and communication technologies, automotive, television, film and creative industries.

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Exterior of the Johannesburg Stock Exchange building in South Africa

Office buildings in Sandton, Johannesburg


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Out & About

IT IS PERTINENT that that development of the tourism scene in Jo’burg during the past 20 years has seen a huge increase, particularly in the number of precincts, museums and attractions that highlight the city’s fascinating story. You will note that a number of new an exciting sites have been reborn, including the Origins Centre at Wits, the Apartheid Museum at Gold Reef City, the award winning Liliesleaf Farm,

Hector Pieterson and Chancellor House museums and the epic Constitution Hill complex that is home to South Africa’s Constitutional Court. The aforementioned are just the tip of the iceberg when it comes to the developments seen in Johannesburg at present; there are a number of diverse themes and attractions for all to enjoy. Accommodation in Johannesburg is widely varied, with establishments that range from one to five-stars.

With excellent business connectivity, hotels such as Faircity Falstaff and The Indaba Hotel will provide you with a comfortable and spectacular home away from home. Depending on where you are based during your trip, both of the aforementioned hotels provide you with the close proximity required for ease of travel, while also being far enough out to allow you to enjoy your free time.

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J O H A N N E S B U R G

Johannesburg Tourism PERFECTLY IN KEEPING with the city’s reputable credentials, Johannesburg Tourism came to fruition in 2000 – the year that the city hosted the World Summit on Sustainable Development. Councillor Leah Knott, Member of the Mayoral committee for Economic Development explains how the tourism board is working to continue with Johannesburg’s exceptional growth. Africa Outlook (AfO): Since inception, how has Johannesburg Tourism developed and progressed in terms of its key objectives and the messages it tries to get across? Leah Knott (LK): As the City’s mandated DMO (Destination Marketing Organisation), Jo’burg Tourism is dedicated to promoting tourism growth in the City. Its primary function is to promote Johannesburg as a business, lifestyle, sport and leisure destination, both locally and internationally. Its operations include running a Convention Bureau, a Visitor Services Bureau, as well as coordinating citywide tourism marketing programmes,

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tourism information gathering and analysis. AfO: To this end, how would you say Johannesburg has developed in recent years as a business travel hub and what are the key reasons behind its growing appeal? Anton van der Merwe, Head of Market Development at Mastercard, South Africa (AVDM): The City of Gold has shown the highest year-on-year growth in visitor numbers of all the African cities ranked in the 2016 index, illustrating that its mix of shopping, iconic attractions and tourism offerings is clearly hitting the mark with international travellers. Significantly, Jo’burg also reported a four percent increase in international expenditure from 2015 – much greater than South Africa’s GDP growth of 0.3 percent in 2016. This indicates that Johannesburg is well positioned to be an engine of broad economic growth for the country. Jo’burg boasts excellent transport connectivity (serviced by some 55 airlines and Africa’s largest inland port/ freight hub at City Deep), a BRT and Africa’s only high-speed train service (Gautrain).

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Home to 4.9 million people - the majority of whom are aged between 19 and 39 – Jo’burg is not only a youthful city, but also one of the youngest, significant global cities. Established in 1886 with the discovery of the world’s richest gold deposits, it is only 132 years old. It is also one of the world’s biggest cities that has not been established on - or close to - a large body of water such as a bay or large river. AfO: Taking a more general industry stance, how would you evaluate the tourism sector in Johannesburg now compared to its condition when the Tourism Board began? LK: Vilakazi Street in Soweto, the Maboneng Precinct to the east of the CBD, as well as Braamfontein further north, are just some of the lively neighbourhoods and precincts which have come into their own over the past decade or more. The city was also named the 33rd most economically powerful city globally, out of 84 leading financial cities in the 2015 edition of the Global Financial Centres Index.


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Joburg is home to the iconic 94 736-seater FNB stadium, the largest venue in South Africa. It has hosted some of the biggest international and local events including a Memorial Service for Tata Nelson Mandela, and musical acts including U2, Lady Gaga and Justin Bieber. It also plays host to major sporting events such as the final of the 2010 FIFA World Cup ™, the African Cup of Nations final in 2013, as well as major football matches like the popular Soweto Derby that involves two South African Premier Soccer League football giants, Kaizer Chiefs and Orlando Pirates. Jo’burg has around 20 lifestyle and destination markets - some only focus on food, others are broader and include everything from food and fashion to art & crafts; they range from daily to monthly in frequency. Accessibility by road, rail & air - including Gautrain, Africa’s first high speed rail network and 55 airlines link Johannesburg to the rest of the country, continent and the world are incredibly important. AfO: What is in store for Johannesburg over the course of 2018 and beyond to continue the good work already commenced and to enhance its reputation as a tourism and business travel hub further in the future?

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LK: Jo’burg Tourism’s operations are guided by the City’s 10 Priority Implementation Plans (PIPs). The Tourism department contributes significantly to two of them, namely: five percent Economic Growth and Job Creation - reducing unemployment to under 20 percent by 2021. The Department of Economic Development’s strategic objective is to promote Johannesburg to be the number one African destination of choice for both business and leisure in an effort to: Improve seasonality, length of stay and tourist spend during visits to Joburg, improve the diversity of the tourism offering in Jo’burg and build a positive image for the city among local, national and international audiences. AfO: Finally, looking forward, if we were to speak again in three-five year’s time, what progress and development would you hope and expect to be able to report back, both in regards to Johannesburg Tourism as an entity, and in regards to the business travel industry in Johannesburg as a whole? LK: The Department of Economic Development’s aim is to ensure that tourism plays a significant role in emphasising Johannesburg’s positioning as the ideal business events destination. Aside from

the significant role played by tourism in strategically creating and strengthening international relations, and contributing significant economic benefits, hosting business events also contributes to the knowledge economy of host cities, countries and communities. As an administration we are dedicated to establishing an enabling environment to achieve five percent economic growth and improve investor confidence in Johannesburg. We are committed to creating a visitor-friendly city in line with the Executive Mayor’s growth targets of five percent, the top 10 Mayoral priorities and initiatives like A Re Sebetseng (cleaning up the city), Buya Mthetho (by-law enforcement) and Diphetogo (business unusual). We hope to have made a marked increase in the number of leisure tourists that visit Jo’burg. By marketing the full spread of attractions in the city, we aim to achieve a broader distribution of money spent in Jo’burg. Tourists currently spend most of their time in Sandton and will perhaps take a short trip to Vilakazi Street in Soweto. The city obviously has a lot more to offer than that. By increasing awareness of the attractions in all corners of the city, we can increase tourism spend in lesser-known areas and contribute to economic growth in those areas.

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J O H A N N E S B U R G

Outlook Recommends “The city is awash with superb museums, mostly offering deep insight into South Africa’s troubled past such as the Apartheid Museum. Delve in and experience the buzz of a city undergoing an incredible rebirth.” – Lonely Planet

HOTELS Faircity Falstaff Hotel

RESTAURANTS The Indaba Hotel Situated just north of the fast-paced, business-minded Sandton, lies the perfectly placed Indaba Hotel, Spa & Conference Centre. You will quickly discover that the hotel provides the perfect escape for a business traveller, nestled beneath the incredible vista of the Magaliesberg Mountains. The hotel provides a balanced blend of businesslike convenience and efficiency, while also providing a relaxed and warm atmosphere for all.

The Falstaff Faircity hotel provides guests with both an intimate and elegant experience, situated in a hotel that is hidden in the peaceful suburb of Morningside, Sandton. A stay at the hotel will provide you with an expanse of beautiful gardens, a spacious pool to provide a surprising escape that is only a short distance from the Sandton Gautrain Station, Sandton Convention Centre, major highways, shopping centres and restaurants. Initially the vision for the Falstaff was an eight-bedroom guest house, however, as the design process progressed the vision expanded to a 41-room boutique hotel that perfectly caters to the requirements of both leisure and corporate.

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Marble Restaurant Urban Garde Cuisine Moyo BARS Stanley Beer Yard Hell’s Kitchen Bolton Road Collection MUSEUMS Origins Centre Apartheid Museum Standard Bank Gallery RETAIL

Protea Hotel Johannesburg Parktonian All-Suite

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Sandton City 27 Boxes Oriental Plaza


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Railway coaches at Park Station, Johannesburg

ALONGSIDE THE IMPRESSIVE draw Johannesburg attracts for the business community, the city also draws-in 60.4 percent of all domestic trips to Gauteng, accounting for 67 percent of all trips undertaken for entertainment, 72.7 percent of those undertaken for education purposes, 78.3 percent of trips for medical purposes, 75 percent of trips for sports participation, and 83 percent of

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Location of Johannesburg’s O. R. Tambo International Airport

trips taken to the province by sports spectators. In order to support this, Jo’burg has a world-class infrastructure that branches across from its international airports, high-speed trains, excellent road infrastructure, great public transport network, a huge range of quality accommodation options and meeting venues. All of the aforementioned

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developments perfectly showcase the city’s extraordinary story and continued infrastructural developments such as the Gautrain, Rea Vaya BRT and the arrival of the City Sightseeing Bus - Johannesburg’s first hop-on-hop-off tourist bus and hundreds of tour guides and transport companies operating in the private sector are aiding the positive perception of the city.

MAP BY OPENSTREETMAP CONTRIBUTORS - OPENSTREETMAP.ORG, CC BY-SA 2.0,

Transport Links


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Constitutional Court of South Africa

“Inaugurated in 2004, with its design based on the African concept of ‘justice under a tree’, the Constitutional Court is a very real symbol of modern South Africa. Incorporating some 150,000 bricks and the former stairwells of the Awaiting Trial Block that was demolished after the end of apartheid, the court houses a highly impressive contemporary art collection showcasing both local and international art.” – Lonely Planet

Apartheid Museum

“Since its inception, the Apartheid Museum in Johannesburg has kept South Africans and international visitors informed about the affects of apartheid, and the changes that were brought by the new dispensation.” – www.apartheidmuseum.org

Constitution Hill

BY THE HERITAGE PORTAL - OWN WORK, CC BY-SA 3.0,

“Constitution Hill is a living museum that tells the story of South Africa’s journey to democracy. The site is a former prison and military fort that bears testament to South Africa’s turbulent past and, today, is home to the country’s Constitutional Court, which endorses the rights of all citizens.” – www.constitutionhill.org.za

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PHOTO: ANDRÉ-PIERRE FROM STELLENBOSCH, SOUTH AFRICA.

Landmark Attractions


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“Nothing sums up the changing fortunes of inner-city Jo’burg better than Ponte City, which can be visited on tours with Dlala Nje. This 54-storey cylindrical skyscraper was hijacked in the late 1980s by squatters and rapidly declined into a vertical urban slum. Flash forward a couple of decades – the building’s owner, Kempston, has taken back control and refurbished the structure, which is now safe and home to an ethnically mixed community of working- and middle-class South Africans.” - Lonely Planet

AFRICA L Ron Hubbard House

“From the teak parquet floors and the zebra skin rug to the view of Johannesburg’s twinkling skyline, the house looks exactly as it did when Hubbard, the science fiction writer turned Church of Scientology founder, lived here with his family.” – www.pri.org

Johannesburg Art Gallery

“Fenced off from the southern end of sketchy Joubert Park is this elegant Lutyens-designed gallery dating from 1915. The JAG has one of the largest art collections in Africa; however, only a tiny fraction of it is ever on display and usually the gallery rooms that are open host temporary exhibitions. The entrance is just off Klein St.” – Lonely Planet

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Tell us your story and we’ll tell the world. AFRICA OUTLOOK is a digital and print product aimed at boardroom and hands-on decision-makers across a wide range of industries on the continent. With content compiled by our experienced editorial team, complemented by an in-house design and production team ensuring delivery to the highest standards, we look to promote the latest in engaging news, industry trends and success stories from the length and breadth of Africa. We reach an audience of 185,000 people across the continent, bridging the full range of industrial sectors: agriculture, construction, energy & utilities, finance, food & drink, healthcare, manufacturing, mining & resources, oil & gas, retail, shipping & logistics, technology and travel & tourism. In joining the leading industry heavyweights already enjoying the exposure we can provide, you can benefit from FREE coverage across both digital and print platforms, a FREE marketing brochure, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and to grow your business. To get involved, please contact Outlook Publishing’s Managing Director, Ben Weaver, who can provide further details on how to feature your company, for FREE, in one of our upcoming editions. www.africaout

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ISSUE 62

IAMGOLD

CORPORATION

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Worth its weight in

IAMGOLD Corporation’s global prevalence in the gold mining arena reaches new levels as leaner, more sustainable operations pave the way for increased productivity in West Africa Writer: Matthew Staff Project Manager: Donovan Smith

GUIDE 20 BUSINESS TRAVEL Looking to the Future Johannesburg:

ALSO FEATURI

TOBACCO IN BRITISH AMERICAN AFRICA 82 WEST AND CENTRAL processes Investing in integrative

BOTTLING EQUATORIAL COCA-COLA 98 COMPANY IN GHANA business in the community

112 MACROCOaMM smarter tomorrow

ince the early 1990s, Canadian enterprise, IAMGOLD Corporation has become one of West Africa’s pioneering operators in the mining sector, applying unparalleled industrial expertise to some of the region’s most lucrative mines, in the most sustainable and locally sensitive way. Embracing the development of the new and modern gold era, the journey started with the establishment of the Sadiola gold mine, and since then the Company has grown from junior status to become one of the most prominent mid-tier gold specialists across Mali, Burkina Faso, Senegal and Guinea. Leveraging experience from working on three continents, more than 400 Koz of its global production emanates from West Africa specifically; a testament to the enriching and responsible strategy that was introduced upon IAMGOLD’s inception in the region. “Our strategy is essentially based on nurturing a strong health & safety track record, developing our talents, and sharing values and benefits with our stakeholders, while continuously seeking to improve mining practices in a cost-effective manner,” affirms the Company’s Regional Vice President

for West Africa, Oumar Toguyeni. “We know how to operate in West Africa, we have built an excellent reputation in this region and we continue to look for growth opportunities in order to cement our leadership position in this part of the world. “Moreover, IAMGOLD is really committed to the region; we always look for qualitative growth through adding short-term capacity within our existing operations: Essakane’s heap leach project for instance, as well as long-term capacities such as our Boto project which is currently at feasibility study stage. We also have a solid pipeline of exploration and development projects in Burkina Faso, Mali, Senegal and Guinea.” From its origins as a junior exploration visionary in the early 1990s, IAMGOLD never professed to have any operating experience when discovering the Sadiola Mine in Mali, and subsequently brought in AngloGold Ashanti’s vast development expertise to construct and operate the project. Such a significant partnership is somewhat indicative of the positive relationships the Company has continued to form ever since, to compound its own inevitable – and extensive – rise in experience in the years following.

I A M G O L D C O R P O R AT I O N

Robust and responsible mining

Innovating for

Delivering sustainable

ORT ED DUALE TRANSP OOD MOHAM NG: WSP | MOHAM

GOLD

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WEEK | NIGERI A MINING

+44 (0) 1603 959 650 ben.weaver@outlookpublishing.com

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Mining Indaba 2018:

AFRICA’S PREMIER

DEAL-MAKING FORUM When mining companies source investment, not only do the companies themselves benefit, but Africa does too; and no event facilitates such widespread, continental industry progression than the annual Investing in African Mining Indaba Writer: Matthew Staff

ince Euromoney acquired the Investing in Mining Indaba conference, the esteemed gathering’s credence has escalated to new heights, and in 2018 the upward trajectory continued as a 15 percent increase in attendees came together to discuss the biggest trends in continental mining and resources. Arriving from as many as 95 different countries - again an increase on 2017’s 84 - the global significance of the event is affirmed beyond doubt in a climate crying out for knowledge sharing and innovation. Diversification of attendees

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was a similarly positive trend as well though, with 37 percent emanating from the mining executive world, 17 percent comprising investors, and 25 percent from Governmental positions; something which Managing Director, Alex Grose believes contributed to the best instalment of Mining Indaba yet. “Since Euromoney acquired Mining Indaba, the event has undergone significant changes and investment to take it back to a focused deal-making forum while supporting the needs of Africa’s mining industry,” he says. “In 2018 there was a more deliberate balance between investors, mining

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companies, government and service providers, and this really came to fruition with features like the Junior Mining Showcase where 50 junior mining companies, all with projects in Africa, were for the first time hosted in the middle of the event in a focused deal-making area.” Head of Investor Relations, Kael O’Sullivan adds: “The Investor Relation programme was also expanded in 2018, providing investors with even more meetings with mining companies across the week.” For the first time ever, Mining Indaba also worked in tandem with


community and civil society groups in 2018 to define a common vision for sustainable development in the continental sector. “This meant the 2018 event played host to even more dialogue than ever before,” enthuses Head of Content, Harry Chapman. Africa Outlook spoke with Grose, O’Sullivan and Chapman about the key take-home messages from this year’s groundbreaking Indaba. Africa Outlook (AfO): What specific industry trends dictated the key talking points at this year’s

event and in what ways did the event address these? Alex Grose (AG): The themes of any year are driven by the research done with all the key stakeholder groups in the months leading up to the event. This year the industry told us that exploration projects were beginning to shoot up across the continent once more, which is why our overriding theme for the whole event was providing a platform for sustainable junior, mid-tier and major growth. For that reason our Investment Battlefield was expanded to enable 22 junior mining companies to pitch

their projects to leading investors, and hosted the final on the Main Stage. Harry Chapman (HC): Sustainable development was a key theme at the 2018 Mining Indaba, being discussed not only at the packed Sustainable Development day on Tuesday, 6 February, but also featuring in many conversations throughout the event. Addressing the lack of trust between communities and mining companies, looking ahead to community engagement and working together to define a sustainable vision of Africa’s mining sector, these themes came up regularly throughout the week, and is

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clearly going to continue to be a big theme going forwards. Given the changing political landscape across the continent, a key theme at the event was cooperation and knowledge sharing between governments. The Intergovernmental Summit hosted panel sessions between African and non-African governments, to ensure that African governments have improved interaction with governments outside the continent. AfO: Could you also talk me through some of the speakers at Mining Indaba 2018 and what you feel they brought to the table in terms of industry knowledge and international expertise?

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“For five days the world’s most influential investors, CEOs from the world’s largest mining companies, mining ministers from a majority of African nations, government representation from key countries, and top media brands all meet to share insight and knowledge with each other.”

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HC: For 2018 the Main Stage moved away from static presentations, and instead focused on interviews with industry visionaries to give the audience the opportunity to really delve into their wealth of experience. We were delighted to host a fireside chat between Anil Agarwal, Group Chairman, Vedanta Resources, and Evy Hambro, Chief Investment Officer, Natural Resources and Managing Director, BlackRock, where they discussed strategies for long-term shareholder value and where growth can be found in the mining sector. One highlight included H.E.Olusegun Obasanjo, the former President of Nigeria and Chairman of the Brenthurst Foundation and author of the Zambezi Protocol, who delivered a keynote


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address entitled “Partnership: A New Narrative for Africa’s Mining Industry”. AG: With the introduction of the Intergovernmental Summit, Mining Indaba saw the number of ministers speaking on the programme increase from 28 in 2017, to 36 in 2018. African countries represented included Angola, Malawi, Ghana, Zambia, Botswana and Senegal, with global representation from Venezuela, Russia and Ecuador. Kael O’Sullivan (KOS): 2018 also marked the introduction of Mining 2050, focusing on where companies should be investing in the age of disruption. Industry leaders such as Michelle Ash (Chief Innovation Officer, Barrick) and Donovan Waller (Group Head of Technology, Anglo American) discussed the latest disruptive technology and innovation strategies.

issues unfolding over the next 12 months? AfO: What other new and fresh AG: This is an extremely exciting impetuses were added to the time for mining in Africa: President Indaba schedule this year? Mnangagwa has recently said AG: The Junior Mining Forum that Zimbabwe may lift the 51 provided emerging mining companies percent ownership/ “indiginisation” with the opportunity to present and requirement for platinum and diamond take part in panel discussions with mining companies. In Angola, newly leading experts across the three days. elected President, Joao Lourenco HC: 2018 also saw the Franco-Mine has also made moves to win the trust programme move to within the Mining and support of the global investment Indaba programme, a platform for community. Angola sent a ministerial exchanges in French, discussing recent delegation to Mining Indaba. or planned changes to mining codes Of course, in South Africa, Cyril in African countries, as well as recent Ramaphosa returned from the developments and best practices. World Economic Forum saying that KOS: Additionally, the World Gold “Investors are applauding the dawn Council took part in Mining Indaba for of a new era and are waiting for us the fir st time in many years, hosting to follow through with reforms and a session and reception highlighting policy changes”. He has also said that gold’s value as a strategic asset and its SA cannot afford to miss out on the positive contributions to economies commodities boom that could unlock and society, attracting key figures from the mining industry. across the African mining sector. Our aim at Mining Indaba is to provide a platform where the sector AfO: From a more general industry can debate the big issues, to enable perspective, what do you feel are connections to be made, and most the biggest challenges and trends importantly to create the ‘space’ for influencing the mining industry in Africa these engagements. We are mining at present, and how do you see these event professionals, not mining analysts.

However, we bring together many commentators and experts at Mining Indaba who discussed this and made predictions about the year ahead. AfO: Similarly, from the Mining Indaba’s perspective, what are your aspirations and expectations for Mining Indaba moving forward and how would you like to see it grow from 2018 onwards? AG: Mining Indaba is a global platform. For five days the world’s most influential investors, CEOs from the world’s largest mining companies, mining ministers from a majority of African nations, government representation from key countries, and top media brands all meet to share insight and knowledge with each other. No other event creates the networking platform that is Mining Indaba. Looking to the future, we want to continue to deliver the event that the African mining industry needs, and connect mining companies with investors. We believe that when mining companies source investment, not only do the companies themselves benefit, but Africa also benefits.

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I A M G O L D

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C O R P O R AT I O N

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M I N I N G

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R E S O U R C E S

Worth its weight in

IAMGOLD Corporation’s global prevalence in the gold mining arena reaches new levels as leaner, more sustainable operations pave the way for increased productivity in West Africa Writer: Matthew Staff Project Manager: Donovan Smith

GOLD ince the early 1990s, Canadian enterprise, IAMGOLD Corporation has become one of West Africa’s pioneering operators in the mining sector, applying unparalleled industrial expertise to some of the region’s most lucrative mines, in the most sustainable and locally sensitive way. Embracing the development of the new and modern gold era, the journey started with the establishment of the Sadiola gold mine, and since then the Company has grown from junior status to become one of the most prominent mid-tier gold specialists across Mali, Burkina Faso, Senegal and Guinea. Leveraging experience from working on three continents, more than 400 Koz of its global production emanates from West Africa specifically; a testament to the enriching and responsible strategy that was introduced upon IAMGOLD’s inception in the region. “Our strategy is essentially based on nurturing a strong health & safety track record, developing our talents, and sharing values and benefits with our stakeholders, while continuously seeking to improve mining practices in a cost-effective manner,” affirms the Company’s Regional Vice President

for West Africa, Oumar Toguyeni. “We know how to operate in West Africa, we have built an excellent reputation in this region and we continue to look for growth opportunities in order to cement our leadership position in this part of the world. “Moreover, IAMGOLD is really committed to the region; we always look for qualitative growth through adding short-term capacity within our existing operations: Essakane’s heap leach project for instance, as well as long-term capacities such as our Boto project which is currently at feasibility study stage. We also have a solid pipeline of exploration and development projects in Burkina Faso, Mali, Senegal and Guinea.” From its origins as a junior exploration visionary in the early 1990s, IAMGOLD never professed to have any operating experience when discovering the Sadiola Mine in Mali, and subsequently brought in AngloGold Ashanti’s vast development expertise to construct and operate the project. Such a significant partnership is somewhat indicative of the positive relationships the Company has continued to form ever since, to compound its own inevitable – and extensive – rise in experience in the years following.

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匀䘀吀倀  䴀䤀一䤀一䜀  眀愀猀  攀猀琀愀戀氀椀猀栀攀搀  椀渀  ㄀㤀㤀   戀礀  椀琀猀  昀漀甀渀搀攀爀  琀栀攀  䐀䤀䄀䰀䰀伀ᤠ猀  䘀愀洀椀氀礀Ⰰ  搀甀爀椀渀最  最漀氀搀  攀砀瀀氀漀爀愀琀椀漀渀猀 戀漀漀洀 椀渀 䴀愀氀椀 愀猀 愀 猀洀愀氀氀 䴀愀氀椀愀渀ⴀ戀愀猀攀搀  攀愀爀琀栀洀漀瘀椀渀最 愀渀搀 戀漀爀攀栀漀氀攀 搀爀椀氀氀椀渀最 挀漀洀瀀愀渀礀Ⰰ 愀搀搀椀渀最  琀漀  栀椀猀  最爀漀甀瀀  ⠀䐀匀䜀  䜀刀伀唀倀⤀  漀昀  瀀爀椀瘀愀琀攀氀礀  漀眀渀攀搀  椀渀搀甀猀琀爀椀愀氀 挀漀洀瀀愀渀椀攀猀⸀ 吀栀爀漀甀最栀  愀  昀漀挀甀猀  漀渀  昀漀猀琀攀爀椀渀最  猀琀爀漀渀最  挀氀椀攀渀琀  吀栀爀漀甀最栀 爀攀氀愀琀椀漀渀猀栀椀瀀猀  愀渀搀  搀攀氀椀瘀攀爀椀渀最  焀甀愀氀椀琀礀  瀀爀漀樀攀挀琀猀Ⰰ  琀栀攀  戀甀猀椀渀攀猀猀 栀愀猀 猀椀渀挀攀 最爀漀眀渀 椀渀琀漀 漀渀攀 漀昀 圀攀猀琀 䄀昀爀椀挀愀ᤠ猀  瀀爀攀洀椀攀爀 洀椀渀椀渀最 愀渀搀 挀椀瘀椀氀 挀漀渀琀爀愀挀琀漀爀猀 愀渀搀 椀猀 愀 氀攀愀搀椀渀最  瀀氀愀礀攀爀 椀渀 琀栀攀 瀀爀漀瘀椀猀椀漀渀 漀昀 琀栀攀猀攀 猀攀爀瘀椀挀攀猀 愀挀爀漀猀猀 琀栀攀  爀攀猀漀甀爀挀攀猀Ⰰ  最漀瘀攀爀渀洀攀渀琀  椀渀昀爀愀猀琀爀甀挀琀甀爀攀Ⰰ  戀甀椀氀搀椀渀最  愀渀搀  洀愀渀甀昀愀挀琀甀爀椀渀最 椀渀搀甀猀琀爀礀 猀攀挀琀漀爀猀⸀ 一甀洀戀攀爀 漀昀 攀洀瀀氀漀礀攀攀猀 㨀 ㄀㈀    匀䘀吀 匀䘀吀倀  䴀䤀一䤀一䜀  椀猀  愀  圀攀猀琀 䄀昀爀椀挀愀渀  洀椀渀椀渀最  挀漀渀琀爀愀挀琀漀爀  眀椀琀栀 漀瀀攀爀愀琀椀漀渀猀 椀渀 䴀愀氀椀Ⰰ 䌀漀琀攀 搀ᤠ䤀瘀漀椀爀攀Ⰰ 䈀甀爀欀椀渀愀 䘀愀猀漀  愀渀搀 匀攀渀攀最愀氀⸀ 圀攀 愀爀攀 戀甀椀氀搀椀渀最 愀 爀攀瀀甀琀愀琀椀漀渀 昀漀爀 戀攀椀渀最  愀 猀愀昀攀 愀渀搀 栀椀最栀 瀀攀爀昀漀爀洀椀渀最 漀瀀攀渀 瀀椀琀 洀椀渀椀渀最 猀攀爀瘀椀挀攀猀  挀漀渀琀爀愀挀琀漀爀⸀  圀攀  愀爀攀  搀爀椀瘀攀渀  戀礀  琀爀礀椀渀最  琀漀  攀砀挀攀攀搀  漀甀爀  挀氀椀攀渀琀✀猀  攀砀瀀攀挀琀愀琀椀漀渀猀Ⰰ  戀漀琀栀  椀渀  琀攀爀洀猀  漀昀  猀愀昀攀琀礀  愀渀搀  瀀攀爀昀漀爀洀愀渀挀攀⸀ 吀栀攀 挀漀氀氀攀挀琀椀瘀攀 琀愀氀攀渀琀 愀渀搀 攀砀瀀攀爀琀椀猀攀 漀昀 漀甀爀 眀漀爀欀昀漀爀挀攀  吀栀攀 椀猀 琀栀攀 欀攀礀 琀漀 漀甀爀 猀甀挀挀攀猀猀Ⰰ 愀渀搀 眀攀 愀爀攀 愀氀眀愀礀猀 氀漀漀欀椀渀最  昀漀爀 琀愀氀攀渀琀攀搀 瀀攀漀瀀氀攀 琀漀 樀漀椀渀 漀甀爀 戀甀猀椀渀攀猀猀⸀ 圀攀 猀攀攀欀 琀漀  戀甀椀氀搀  琀攀愀洀猀  眀栀漀  愀爀攀  氀漀礀愀氀Ⰰ  挀漀洀洀椀琀琀攀搀  琀漀  漀甀爀  挀漀洀瀀愀渀礀  瘀愀氀甀攀猀  愀渀搀  搀攀搀椀挀愀琀攀搀  琀漀  栀攀氀瀀椀渀最  漀甀爀  挀氀椀攀渀琀猀⸀ 

匀攀爀瘀椀挀攀猀 圀攀 漀瀀攀爀愀琀攀猀 琀眀漀 戀甀猀椀渀攀猀猀 甀渀椀琀猀 琀栀愀琀 搀攀氀椀瘀攀爀 愀 眀椀搀攀  爀愀渀最攀  漀昀  洀椀渀椀渀最  愀渀搀  挀椀瘀椀氀  挀漀渀猀琀爀甀挀琀椀漀渀  猀攀爀瘀椀挀攀猀  愀挀爀漀猀猀  琀栀攀  爀攀猀漀甀爀挀攀猀Ⰰ  漀椀氀  愀渀搀  最愀猀Ⰰ  最漀瘀攀爀渀洀攀渀琀  椀渀昀爀愀猀琀爀甀挀琀甀爀攀Ⰰ  戀甀椀氀搀椀渀最  愀渀搀  洀愀渀甀昀愀挀琀甀爀椀渀最  猀攀挀琀漀爀猀⸀  伀甀爀  䌀椀瘀椀氀  搀椀瘀椀猀椀漀渀  猀瀀愀渀猀  琀栀攀  欀攀礀  挀椀瘀椀氀  愀爀攀愀猀  漀昀  戀甀氀欀  攀愀爀琀栀眀漀爀欀猀Ⰰ 猀椀琀攀 瀀爀攀瀀愀爀愀琀椀漀渀Ⰰ 爀漀愀搀 挀漀渀猀琀爀甀挀琀椀漀渀Ⰰ 爀漀愀搀  渀攀琀眀漀爀欀  洀愀椀渀琀攀渀愀渀挀攀Ⰰ  戀爀椀搀最攀  挀漀渀猀琀爀甀挀琀椀漀渀Ⰰ  洀愀椀渀琀攀渀愀渀挀攀Ⰰ 洀愀椀渀琀攀渀愀渀挀攀Ⰰ  洀愀樀漀爀  挀漀渀挀爀攀琀攀  眀漀爀欀猀Ⰰ  爀愀椀氀  挀漀渀猀琀爀甀挀琀椀漀渀Ⰰ  搀愀洀猀Ⰰ  瀀椀瀀攀氀椀渀攀猀  愀渀搀  琀栀攀  猀甀瀀瀀氀礀  漀昀  焀甀愀爀爀礀 洀愀琀攀爀椀愀氀猀⸀ 伀甀爀  䴀椀渀椀渀最  琀攀愀洀  瀀爀漀瘀椀搀攀猀  漀瀀攀渀  瀀椀琀  洀椀渀椀渀最Ⰰ  搀爀椀氀氀椀渀最  愀渀搀 戀氀愀猀琀椀渀最 猀攀爀瘀椀挀攀猀Ⰰ 漀昀昀ⴀ爀漀愀搀 愀渀搀 漀渀ⴀ爀漀愀搀 栀愀甀氀愀最攀Ⰰ  愀渀搀  挀爀甀猀栀椀渀最  愀渀搀  猀挀爀攀攀渀椀渀最  猀攀爀瘀椀挀攀猀  琀漀  椀琀猀  挀氀椀攀渀琀猀⸀  圀攀  漀瀀攀爀愀琀攀  漀瀀攀渀  瀀椀琀  洀椀渀攀猀Ⰰ  戀甀椀氀搀  栀愀甀氀  爀漀愀搀猀  愀渀搀  戀爀椀搀最攀猀Ⰰ  愀渀搀  挀漀渀猀琀爀甀挀琀  愀渀搀  洀愀椀渀琀愀椀渀  洀椀渀攀  愀渀搀  愀猀猀漀挀椀愀琀攀搀 椀渀昀爀愀猀琀爀甀挀琀甀爀攀⸀ 䄀猀 瀀愀爀琀 漀昀 漀甀爀 昀氀攀砀椀戀氀攀 愀渀搀  椀渀渀漀瘀愀琀椀瘀攀  愀瀀瀀爀漀愀挀栀  琀漀  挀漀渀琀爀愀挀琀椀渀最Ⰰ  琀栀攀  挀漀洀瀀愀渀礀  瀀爀漀瘀椀搀攀猀 瀀爀漀瘀椀搀攀猀 栀椀最栀氀礀 猀瀀攀挀椀愀氀椀猀攀搀 愀渀搀 琀爀愀椀渀攀搀 圀攀猀琀 䄀昀爀椀挀愀渀  眀漀爀欀 昀漀爀挀攀猀 愀渀搀 瀀攀爀猀漀渀渀攀氀⸀ 伀甀爀 琀攀愀洀 漀昀 攀砀瀀攀爀椀攀渀挀攀搀  氀漀挀愀氀 猀琀愀昀昀 椀渀挀氀甀搀攀猀 爀攀猀椀搀攀渀琀 洀椀渀攀 洀愀渀愀最攀爀猀Ⰰ 瀀爀漀樀攀挀琀  洀愀渀愀最攀爀猀Ⰰ 攀渀最椀渀攀攀爀猀 愀渀搀 猀甀瀀攀爀瘀椀猀漀爀猀Ⰰ 攀渀猀甀爀椀渀最 眀攀  挀愀渀 漀昀昀攀爀 愀 栀椀最栀 焀甀愀氀椀琀礀 昀爀漀渀琀氀椀渀攀 洀愀渀愀最攀爀 眀椀琀栀 昀甀氀氀礀  椀渀琀攀最爀愀琀攀搀 猀攀爀瘀椀挀攀 琀漀 漀甀爀 挀氀椀攀渀琀猀⸀ 吀栀攀 挀漀洀瀀愀渀礀 栀愀猀  攀砀琀攀渀猀椀瘀攀 漀瀀攀爀愀琀椀漀渀愀氀 攀砀瀀攀爀椀攀渀挀攀 椀渀 洀愀樀漀爀 瀀爀漀樀攀挀琀猀 椀渀  琀栀攀  琀栀攀 䔀挀漀渀漀洀椀挀  䌀漀洀洀甀渀椀琀礀  漀昀  圀攀猀琀  䄀昀爀椀挀愀渀  匀琀愀琀攀猀  ⠀䔀䌀伀圀䄀匀⤀  椀猀 洀愀搀攀 甀瀀 漀昀 昀椀昀琀攀攀渀 洀攀洀戀攀爀 挀漀甀渀琀爀椀攀猀  琀栀愀琀 愀爀攀 氀漀挀愀琀攀搀 椀渀 琀栀攀 圀攀猀琀攀爀渀 䄀昀爀椀挀愀渀 爀攀最椀漀渀⸀ 伀甀爀  瀀爀漀樀攀挀琀  琀攀愀洀猀  愀爀攀  戀愀挀欀攀搀  戀礀  愀渀  攀砀瀀攀爀椀攀渀挀攀搀  挀漀爀瀀漀爀愀琀攀  洀愀渀愀最攀洀攀渀琀  琀攀愀洀Ⰰ  愀渀  椀渀琀攀最爀愀琀攀搀  愀渀搀  椀渀渀漀瘀愀琀椀瘀攀  挀漀渀琀爀愀挀琀  洀愀渀愀最攀洀攀渀琀  猀礀猀琀攀洀Ⰰ  愀渀搀  愀  猀琀爀漀渀最 挀漀洀洀椀琀洀攀渀琀 琀漀 猀愀昀攀琀礀 愀渀搀 琀栀攀 攀渀瘀椀爀漀渀洀攀渀琀⸀ 


䬀攀礀 挀漀渀琀爀愀挀琀猀 匀䘀吀 䴀䤀一䤀一䜀  栀愀猀  栀攀氀瀀攀搀  搀攀猀椀最渀Ⰰ  戀甀椀氀搀  愀渀搀  漀瀀攀爀愀琀攀  匀䘀吀倀  猀漀洀攀  漀昀 䄀昀爀椀挀愀ᤠ猀  氀愀爀最攀猀琀  洀椀渀椀渀最  愀渀搀  挀椀瘀椀氀  挀漀渀猀琀爀甀挀琀椀漀渀  瀀爀漀樀攀挀琀猀⸀  吀栀攀猀攀  椀渀挀氀甀搀攀  眀漀爀氀搀ⴀ挀氀愀猀猀  搀攀瘀攀氀漀瀀洀攀渀琀猀  猀甀挀栀  愀猀  琀栀攀  ⠀䈀甀爀欀椀渀愀  䘀愀猀漀㨀  䠀䜀伀Ⰰ  䔀匀匀䄀䬀䄀一䔀⤀  倀爀漀樀攀挀琀猀Ⰰ ⠀䤀瘀漀爀礀 䌀漀愀猀琀㨀 䈀伀一䤀䬀刀伀 愀渀搀 䠀䤀刀䔀Ⰰ 䤀吀夀 䌀䤀䰀Ⰰ  匀䴀䤀Ⰰ  匀椀猀猀攀渀最甀攀⤀Ⰰ  匀攀渀攀最愀氀  䴀䄀䬀伀Ⰰ  倀刀伀䨀䔀䌀吀⸀  伀甀爀  挀氀椀攀渀琀猀 椀渀挀氀甀搀攀 猀漀洀攀 漀昀 琀栀攀 眀漀爀氀搀ᤠ猀 氀攀愀搀椀渀最 攀渀最椀渀攀攀爀椀渀最  愀渀搀  愀渀搀 爀攀猀漀甀爀挀攀猀  挀漀洀瀀愀渀椀攀猀Ⰰ  猀甀挀栀  愀猀  刀愀渀搀最漀氀搀  刀攀猀漀甀爀挀攀猀Ⰰ  䔀渀搀攀愀瘀漀甀爀  䴀椀渀椀渀最Ⰰ  一攀眀挀爀攀猀琀  䴀椀渀椀渀最Ⰰ  倀攀爀猀攀甀猀  䴀椀渀椀渀最Ⰰ  䤀䄀䴀䜀伀䰀䐀Ⰰ 䄀渀最氀漀  䜀漀氀搀Ⰰ  匀䔀一䔀吀  愀渀搀  䰀礀挀漀瀀漀搀椀甀洀⸀

䐀䔀嘀䔀䰀伀倀䤀一䜀 伀唀刀

倀䔀伀倀䰀䔀Ⰰ 䜀刀伀圀䤀一䜀 伀唀刀

䈀唀匀䤀一䔀匀匀 眀 眀 眀 ⸀ 搀 愀 渀 搀 猀 漀 渀 猀 最 爀 漀 甀 瀀 ⸀ 挀 漀 洀


I A M G O L D

C O R P O R A T I O N

“Some time after Sadiola, we brought in Yatela as a nearby second mining operation, again in partnership with AngloGold Ashanti,” Executive Vice President & Chief Operating Officer, Gordon Stothart picks up the story. “IAMGOLD went public in 1996 and later merged with Repadre Capital Corp., which added an interest in Tarkwa and Damang mines in Ghana. Later, in 2006, IAMGOLD first acquired a mine in Botswana and later acquired Cambior, which brought in significant talent and mines such as Rosebel in Suriname, as well as Doyon, Mouska, Sleeping Giant, and Niobec in Quebec, Canada. “In 2009, we acquired Orezone, which gave us the Essakane operation in Burkina Faso and construction commenced bringing it to production in 2010. As IAMGOLD began to fully leverage its skill and experience in developing and operating mines, it also began to divest its interest in non-operating mines; such as its 18.9

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The acquisition of Trelawney in 2012, which brought on the Côté Gold project in Ontario, Canada, is the latest acquisition and brings us to the current look of IAMGOLD today

percent interest in the Tarkwa and Damang mines in 2011, as well as the divesting of non-gold assets such as Niobec in 2014. “The acquisition of Trelawney in 2012, which brought on the Côté Gold project in Ontario, Canada, is the latest acquisition and brings us to the current look of IAMGOLD today.”

Operational and exploration success

In summary, IAMGOLD’s portfolio currently comprises four operating mines in the form of Rosebel, Westwood, Sadiola and Essakane, in addition to development projects, Côté Gold and Saramacca. The likes of Boto Gold in Senegal, Pitangui in Brazil, Monster Lake, and Nelligan then represent the Company’s burgeoning array of advanced exploration projects. Outside of Africa, Rosebel in Suriname, South America has been able to demonstrate its acumen since 2004 across a huge 170 square


SFTP MINING S

FTP MINING was established in 1990 by its founder the DIALLO’s Family, during gold exploration’s boom in Mali as a small Malian-based earthmoving and borehole drilling company, adding to his group (DSG GROUP) of privately owned industrial companies. Through a focus on fostering strong client relationships and delivering quality projects, the business has since grown into one of West Africa’s premier mining and civil contractors and is a leading player in the provision of these services across the resources, government infrastructure, building and manufacturing industry sectors. Number of employees: 1,200 SFTP MINING is a West African mining contractor with operations in Mali, Cote d’Ivoire, Burkina Faso and Senegal. We are building a reputation for being a safe and high-performing open pit mining services contractor. We are driven by trying to exceed our clients’ expectations, both in terms of safety and performance. The collective talent and expertise of our workforce is the key to our success, and we are always looking for talented people to join our business. We seek to build teams who are loyal, committed to our company values and dedicated to helping our clients. Services We operates two business units that deliver a wide range of mining and civil construction services across the resources, oil & gas, government infrastructure, building and manufacturing sectors. Our Civil division spans the key civil areas of bulk earthworks, site preparation, road construction, road network maintenance, bridge construction,

maintenance, major concrete works, rail construction, dams, pipelines and the supply of quarry materials. Our Mining team provides open pit mining, drilling and blasting services, off-road and on-road haulage, and crushing and screening services to its clients. We operate open pit mines, build haul roads and bridges, and construct and maintain mine and associated infrastructure. As part of our flexible and innovative approach to contracting, the Company provides highly specialised and trained West African workforces and personnel. Our team of experienced local staff includes resident mine managers, project managers, engineers and supervisors, ensuring we can offer a high quality frontline manager with fully-integrated service to our clients. The Company has extensive operational experience in major projects in the Economic Community of West African States (ECOWAS) which is made up of 15 member countries that are located in the Western African region. Our project teams are backed by an experienced corporate management team, an integrated and innovative contract management system, and a strong commitment to safety and the environment. Key contracts SFTP MINING has helped design, build and operate some of Africa’s largest mining and civil construction projects. These include world-class developments such as the (Burkina Faso: HGO, ESSAKANE) Projects, (Ivory Coast: BONIKRO and HIRE, ITY CIL, SMI, Sissengue), Senegal MAKO, PROJECT. Our clients include some of the world’s leading engineering and resources companies, such as Randgold Resources, Endeavour Mining, Newcrest Mining, Perseus Mining, IAMGOLD, Anglo Gold, SENET and Lycopodium.


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kilometre open pit operation; commencing commercial production with 2.4Moz of reserves and a 10-year mine life. “As at the end of 2017, Rosebel had produced more than 4.7Moz of gold to date and has 3.5Moz of reserves contributing to an updated mine life, excluding Saramacca, of 2028,” Stothart notes as a prime example of what IAMGOLD has always done best – extract the most possible out of a mine. He continues: “The mine continues to experience operational and exploration success as a multi-deposit regional operation that currently produces from more than seven pits, while we look to declare reserves and commence production at Saramacca in the near future. “At our Rosebel Mine in Suriname, our strategy is focused on consolidating land packages within a 45-kilometre radius of the mill. We acquired the Saramacca property and declared a resource that exceeded our initial target. We expect to bring this into production in 2019.” 2018 has also seen IAMGOLD acquire the rights to the Brokolonko property located on the same mineralisation trend, where there is the potential for a similarly significant resource. As a result of the mine plan’s optimisation and cost reductions at Rosebel, reserves have increased by 69 percent, net of depletion. And a similar trajectory and success story can be found at Westwood, as Stothart adds: “The Westwood underground mine is a high-grade narrow-vein site located on our Doyon property in the Abitibi Gold Belt in Bousquet Township. The mine is 100 percent owned by IAMGOLD, and entered commercial production in July, 2014. The mine continues to ramp-up, achieving total production of 125,000 ounces in 2017. “Full production is expected in 2020 with a lifecycle which will take us to 2033 and hopefully beyond.”

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Extracting the most out of each mine

In addition to Westwood and Rosebel, Côté Gold further represents one of Canada’s largest underdeveloped gold projects, with six million ounces of reserves; but it also signals a flexibility among IAMGOLD’s project strategy as it adapts to industry trends and challenges – most pressing being the general industry downturn and slump in gold prices. Stothart explains: “During the downturn, we turned our focus to completing activities that required less capital but were necessary to moving the project forward. This included forming a joint venture with Sumitomo Metal Mining, obtaining environmental assessment approvals, and completing a prefeasibility study. The feasibility study should be completed by the end of this year, with a potential construction start next year. We are targeting a production start for Côté in 2021. “We also continue to advance Greenfield exploration projects

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During the downturn, we turned our focus to completing activities that required less capital but were necessary to moving the project forward


Water Treatment Specialist Experienced in the African Mining Sector since 2010

> Filtration > Softner > Disinfection > Potable water production > Water network with points of use > Project planning

Ave. Thomas Sankara X Ave. du Burkina Faso 11 B.P. 1842 Ouaga CMS 11 Ouagadougou Burkina Faso

Tel: +226 25 30 88 54 info@umttechnologies.com

w w w. u m t t e c h n o l o g i e s . c o m


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and since the downturn began we confirmed initial resources at five Greenfield projects. Boto in Senegal now has reserves and we are completing a feasibility study so this is potentially a new development project.”

An incredible asset

Such global experiences and heightened awareness of industry curves have been pivotal in driving IAMGOLD’s success in Africa, where trends can often be exacerbated; especially as an international entity looking to prove itself as a trustworthy and responsible entrant to a prospective country. This is where the business’s early ingratiation into the continent via the Sadiola open pit operation in Mali has been critical; paving the way for the later Essakane triumph. As Sadiola winds down with a view to being put into suspension in 2019, the latter Burkina Faso operation is fast becoming

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Essakane has been a very successful acquisition for IAMGOLD, which incepted with the acquisition in 2009 and was ramped-up from a production perspective in 2013 when we found a higher percentage of hard rock under the surface, and therefore an extension in terms of the life of the mine

IAMGOLD’s flagship African asset. Ninety percent owned by the Company (the Government of Burkina Faso owning the final 10 percent), Essakane represents a more than 1,200 square kilometre land mass with exponential potential for further regional prospects. Acquired in 2009 and entering production in 2010, further mill expansions since then have made it the largest gold mine in the country, and this is just the start. “Essakane has been a very successful acquisition for IAMGOLD, which incepted with the acquisition in 2009 and was ramped-up from a production perspective in 2013 when we found a higher percentage of hard rock under the surface, and therefore an extension in terms of the life of the mine,” states Essakane’s General Manager, Bruno Lemelin. “With this realisation, we also needed to increase the capacity of the mill in order to produce the forecast production levels of around 400,000 gold ounces per annum.


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Operational excellence achieved with utmost health & safety protocols

“Taking into account the initial construction conversion, and the subsequent expansion, we have invested nearly $1 billion at Essakane; a major investment not just for IAMGOLD, but for Burkina Faso as a whole.” Essakane is now thriving as the country’s largest mine, with record production of 432,000 gold ounces in 2017; no mean feat given the complexities of the site itself. Lemelin continues: “It’s a low grade open pit mine which means we need good volumes to accomplish good yields. Without overemphasising Essakane’s accomplishments to date,

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Taking into account the initial construction conversion, and the subsequent expansion, we have invested nearly $1 billion at Essakane; a major investment not just for IAMGOLD but for Burkina Faso as a whole

I can genuinely say it is an incredible asset and a world-class operation; but by no means is it easy. “Essakane’s mineral resources are complex, so you need very smart

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exploration and research in order to understand the mineralisation and how it is distributed in the ground.” Sound geology expertise, exploration acumen and engineering


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The golden touch

shrewdness has culminated not only in mitigating the challenges that Essakane presents but has ...as we’ve found less accessible hard rock deeper also resulted in a continuous and down, we have had to be more innovative, and ongoing expansion of the pit as new opportunities are unearthed. have gone on to implement lots of good engineering “Originally there was a mine lifecycle attributes and methods in order to extract the of up to 2020 and over the years we minerals have been able to continuously expand and continue to discover more and more,” Lemelin adds. “Of course, as we’ve found less accessible hard rock deeper down, we have had to be A real success story more innovative, and have gone on to has once again demonstrated its In terms of this aforementioned, implement lots of good engineering willingness and ability to remain agile seemingly never-ending expansion that even amid the most complex and vast attributes and methods in order to is occurring at Essakane, IAMGOLD extract the minerals.” of operations.

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JA DELMAS

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A Delmas, with its network of representatives, has been a CAT dealer for more than 85 years in West Africa. Present in sectors such as construction, forestry, power generation and mining, IAMGOLD stays ahead of its competition by striving for customer service excellence with an ever-growing presence and the best people in the industry. JA Delmas strives to become IAMGOLD’s chosen partner. IAMGOLD has a range of exciting projects in West Africa, where we hope to accompany them from the Greenfield to fully productive mining operations, as we have done for many other international mining customers.

As initial soft deposits paved the way for more complicated harder rock, the mill was expanded; which, while profitable in terms of boosting capacities, was also more energy consuming than initial projections had accounted for. “Now we are primarily in this hard rock material , we are working both to stabilise production at over 400,000 gold ounces, and to continuously invest in order to increase capacities, and simultaneously improve efficiencies,” Lemelin states. “It’s a major competitive advantage in the region, and with that we’re looking at ways to find other satellite deposits near the mine. If we can find some smaller ones near Essakane, even though they’re harder, we can extend the life of the mine by a year or two each time and it makes a big difference.” This is precisely what happened in 2015 when further commercial production was initiated from a

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JA Delmas and its representatives seek to further reduce the cost per tonne for its customers by applying creative technologies, processes and skills to each site. Investment into the JA Delmas infrastructures has doubled in the past year, ensuring we can respond to the needs expressed by customers.

...we’re looking at ways to find other satellite deposits near the mine. If we can find some smaller ones near Essakane, even though they’re harder, we can extend the life of the mine by a year or two each time and it makes a big difference

Proximity and ease of doing business makes JA Delmas a natural choice in West Africa. With the strong and reliable Cat equipment and a network of experts, this is the perfect recipe for success. More specifically, with IAMGOLD extending its operations into Senegal, the network has improved its presence considerably through, for example, brand new local facilities with a new warehouse and large workshops. These service features are enriched with training facilities and a customer reception area. We wish IAMGOLD the best success in their future ventures into West Africa!


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The JA Delmas network is proud to celebrate 8 5 y e a r s o f p a r t n e r s h i p w i t h C a t e r p i l l a r. We t h a n k a l l o u r c u s t o m e r s f o r t h e i r l o y a l t y.

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10/3/13 11:56:00 AM

YOUR CAT DEALER IN WEST AFRICA ®

OUR SCOPE OF OPERATIONS · Construction & Infrastructures · Mining · Energy, Manufacturing & Services OUR EXPERTISE · Equipment & Spare Parts · Training · Maintenance Contracts · Technical Consulting & Support · Financing · Used & Rental Equipment · New Technologies OUR NETWORK · Benin · Burkina Faso · Cote d’Ivoire · Gambia · Guinea · Guinea Bissau · Mali · Mauritania · Niger · Senegal · Togo

Visit us on www.jadelmas.com © 2017 Caterpillar | All Rights Reserved. CAT, CATERPILLAR, BUILT FOR IT, their respective logos, “Caterpillar Yellow,” the “Power Edge” trade dress and Product Link, as well as corporate and product identity used herein, are trademarks of Caterpillarand may not be used without permission.


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TECHNO SECURITY

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ecurity specialist Techno Security is a company that is disrupting the private security space on the African continent. Sticking to its ethos of providing a dynamic and competent approach to real world security issues, the Company is now one of the region’s leading private security firms with more than 2,000 employees across Burkina Faso. Headquartered, in Ouagadougou, the company was borne 13 years ago in 2005, having quickly evolved into the regional player that it is today by offering a unique and comparatively unrivalled service. Whilst many security systems have become reliant on electronic sensory technologies that are prone to inaccuracies and shortfalls, Techno Security takes an alternate approach with its internal system that ensures its security officers are always at hand.

We have numerous prospects of land around the mine with a good indication of mineralisation, with projects we’re already working on already. This compounds a core pillar of our strategy to make sure we extend the life of the mine as much as we can

satellite deposit near the main pit, and has since evolved to become a “magnificent deposit yielding better grade minerals than the main pit at Essakane”. With a lifecycle of five years, the Falagountou satellite deposit isn’t necessarily ground-breaking in its own right but contributes to the overall prosperity of Essakane and the surrounding region – especially when considering how many of these smaller opportunities exist in the area. “If we succeed in finding other opportunities like Falagountou then it will help us out more and more with the overall life of the mine,” Lemelin

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affirms. “We have numerous prospects of land around the mine with a good indication of mineralisation, with projects we’re already working on. This compounds a core pillar of our strategy to make sure we extend the life of the mine as much as we can. “The second pillar and strategy we have is to understand fully what we have under our feet. There’s an old saying that the best place to find a mine is either next to a mine or under a mine. We have yet to explore all of the main zone and what we did last year is to look at going even deeper to see if there was another expansion project

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With officers required to make a call every 20 minutes between the hours of 9pm and 6am using Techo Security’s central management platform, the system provides a more transparent and accurate way of ensuring that its security professionals are both stationed and alert at their designated posts. By running a specially trained mobile intervention unit in the event of any breaches alongside this secure structure, Techno Security prides itself on running one of the most effective private security services across the sector. The company works readily with IAMGOLD across Burkina Faso, namely where it helps to secure its Essakane mine with a team of more than 200 employees committed to this end, 90 percent of which are locally employed as is in line with IAMGOLD’s personal ideals

T 50 25 70 99 E technosecurity@technosecurity-bf.com

www.technosecurity-bf.com


TECHNO SECURITY Votre sécurité, notre souci majeur

01 BP 4871 Ouaga 01 / Tél : 50 25 70 99 Mail: technosecurity@ technosecurity-bf.com Site Web: www.technosecurity-bf.com

TECHNO SECURITY Votre sécurité, notre souci majeur

01 BP 4871 Ouaga 01 / Tél : 50 25 70 99 Mail: technosecurity@ technosecurity-bf.com Site Web: www.technosecurity-bf.com


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ATLAS COPCO

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oming from the split of ATLAS COPCO into two separates entities, Epiroc is a leading company in the mineral, natural resources and infrastructure industries, and strives to develop advanced innovative and modern solutions for the future. What makes Epiroc an obvious choice for our customers and industry standard is our customer centricity and our extraordinary people investing passion and enthusiasm in our everyday working life. At Epiroc, we listen to our customers. We listen to their needs and based on that, develop, produce and deliver products which provide our clients with long-term, reliable and profitable experience. We are always striving to provide our customers with the best added values and sustainable profitability in terms of offering various products and services shaped around Total Cost of Ownership (TCO). Epiroc in West & Central African Francophone Countries consist of two legal entities, Epiroc Burkina Faso Sarl and Epiroc Mali Sarl with a shared management and operational team, covering 15 countries (Burkina Faso, Mali, Senegal, Côte d’Ivoire, Guinea, Niger, Togo, Benin, Chad, Cameroon, Central Africa Republic, Guinea Equatorial, Congo, Gabon, and Mauritania).

Best practice requires motivated and skilled employees

possible for the main pit.” It wasn’t long before a layer of low grade material was found, sitting above a plethora of high grade minerals, and following the latest injection of smart engineering and mining skills, the Company soon found that a further 1.4 million gold ounces could be added to the reserve projections, increasing the life of the mine by a further three years. Lemelin enthuses: “The main pit

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is still very lucrative, we are yet to complete and find everything there, and there is a lot of action ongoing both in the centre and next to the main site. Whereas before we had a life of mine to 2020, this has already gone up to 2023 and now 2026. We are even now looking towards 2030, all the while reducing our costs and ingratiating ourselves locally to make Essakane a real success story.”

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With a fully organized team including senior managers and around 20 technicians located in the region, Epiroc Burkina Faso and Epiroc Mali are dedicated to support Epiroc Mining and drilling equipment from logistics to technical support to our customers. Epiroc is one of the most dynamic, exciting and spirited company in the world.

Ali Pektas Regional General Manager Epiroc Mali Sarl - Epiroc Burkina Faso Sarl


Ready for the future.

United. Inspired.

Epiroc was formed to be a stronger partner for you in mining, infrastructure and natural resources. A complete drill string for any application in Mining, Civil Engineering, Quarrying or Exploration. Our state of the art facilities, support in manufacturing innovative products that enhance the custome’s productivity. The Epiroc Network is available anytime anywhere and so that you can count on us to deliver the performance you need.

For more information visit: epiroc.com

Epiroc West & Central African Francophone Countries Epiroc Burkina Faso Sarl Phone: +226 25 36 47 80 Email: contact.burkina@epiroc.com Epiroc Mali Sarl Phone: +223 20 21 17 97 Email: contact.mali@epiroc.com


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LE GROUPE ECI SARL

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roviding a comprehensive array of industrial services across West Africa, Le Groupe ECI Sarl has spent the past five years expanding and diversifying its remit to become a leading one-stop shop provider. Based out of Ouagadougou in Burkina Faso and Lomé in Togo, the Company’s inception in 2013 kick-started a journey which has since taken the business across fields of activity that include construction, transportation, industrial maintenance and installation, general trade services, equipment supply, and training. Thriving as a young, dynamic and fearless enterprise, ECI welcomes a challenge and has turned this proactive nature into an advantage through its ability to meet customer commitments. Such requirements incorporate not just quality but also timeliness, health & safety and environmental consciousness; and in addressing each of these parameters, the Company can currently boast numerous long-term industry partners, including IAMGOLD Corporation.

Investments and improvements

Essakane now serves as a perfect example of IAMGOLD’s credentials and ambitions; the expansions and ability to overcome concerted challenges epitomising the Company’s strengths from a mining perspective. What the project has also done though is serve as a showcase of what the Company is able to achieve from an infrastructural perspective and in terms of embedding itself in a previously unfamiliar location. As Lemelin noted, extensive investments have been made to realise this notion, beginning with aspects that many outside of the industry would be forgiven for not taking into account. “For example, when we first started the mine we would try to hire as many people as possible from the local neighbourhood but all the required skills were not readily available here. So Essakane decided to construct a camp outside of the main zone, where people who worked on rotation

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Whereas before we had a life of mine to 2020, this has already gone up to 2023 and now 2026. We are even now looking towards 2030...

Similarly successful from an internal structure point of view, the business comprises 345 contract workers to complement its core permanent team, facilitating a vital flexibility that perfectly suits the business’s multiindustry coverage. “GROUPE ECI sarl wants, on the horizon, to be a successful business, meeting great challenges, while respecting the quality, punctuality, environment and well-being of these workers and contractors in our various fields of activity,” the Company emphasises. “We are forcing ourselves to become the best in our areas of intervention to serve as an example for future generations. “We have an ambition to implant ourselves in different countries of West Africa like Mali, Côte d’Ivoire and Benin.”

www.eci-bf.com


The strength of a Team Our equipment and supply of materials: - Heavy equipment (BULLDOZER D8R-HYDROLIC EXCAVATOR 345 B-NIVEULATIVE 140H-COMPACTOR 20TONNES AND 12TONES-TRACTOPELLE CHARGER LEVER 980G AND 988G LOADER...) - Health and safety equipment, - Technical equipment, - Plumbing equipment and many more

Our services and equipment: Indeed, we already have experience in many companies as well as in mines thanks to skilled workers, in several fields namely: - PIPING - WELDING - INDUSTRIAL ELECTRICITY - SERVICE DELIVERY - INSTALLATION AND INDUSTRIA MAINTENANCE - BTP - HEALTH AND SAFETY TRAINING

TEL : +226 78 82 65 89 +226 78 62 08 27 +226 25 38 00 92 Geographical situation: Ouagadougou sector: 07; Avenue Oumarou KANOZOE, gate: 665 WWW.ECI-BF.COM


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MICHELIN What if you could maximise productivity, increase revenue, reduce cost and downtime all at the same time? When millions of dollars are at stake, every minute counts. MICHELIN’s revolutionary tread patterns and our proprietary mixing processes increase tire endurance, decrease wear rates and minimise downtime. MICHELIN has been the proud partner of IAMGOLD since 2010. OUR KEY PRODUCTS & SERVICES FOR MINING: • MICHELIN XDR 3 • MICHELIN XTRA DEFEND (for articulated dumper) New! • MICHELIN XTRA LOAD GRIP (for rigid dumper) New! • MICHELIN XTRA LOAD PROTECT (for rigid dumper) New! • MEMS4 (Complete monitoring platform for tyre and site condition)

G MINING SERVICES INC. IAMGOLD Involvement

after travelling back and forth from Ouagadougou could stay,” Lemelin details. “We would have 25-30 people living in the neighbourhood at any one time, and we had a contract with a local transportation company to arrange transport to and from the capital.” Infrastructural expansion has been every bit as important as each of IAMGOLD’s mine expansions; one not able to stabilise itself without the other. And such capital expenditures

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have gone on to infiltrate every aspect of an operation, both at Essakane and across each of the Company’s other successful projects. “At Essakane, we have partnered with Total EREN to construct a 15MWp solar farm made from approximately 130,000 solar panels which was unveiled in March, 2018,” Stothart offers as an example. “This will save the Essakane mine approximately six million litres of fuel a year and eliminate 18,500 tonnes of carbon

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Since 2007, we have been very pleased to collaborate with IAMGOLD, contributing and adding value to many of their projects. Our most important achievement being our involvement in their Essakane Gold Mine from the very beginning with a Feasibility Study, various technical reports and most importantly, construction of the mine facilities leading to commercial production. We also provide IAMGOLD with on and off-site mining engineering services and our geology group performs mineral resource estimates for many of their mining projects. We wish IAMGOLD every success in future endeavours.


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IMPROVING YOUR EFFICIENCY EASIER THAN EVER BEFORE

www.michelin.com

ABOUT US Established in 2006 by Louis Gignac, Canadian Mining Hall of Fame inductee, our firm is based in Canada and active in mining projects globally. G Mining Services Inc. is a multidisciplinary mining company which offers a wide range of services to both underground and open pit projects. We assist our clients through all project development phases; from exploration, feasibility studies, construction and into operations. We integrate with the client’s team to self-perform project development, hence to build fit-forpurpose and cost effectively.

CURRENT CONSTRUCTION PROJECT: FRUTA DEL NORTE PROJECT – Ecuador – Lundin Gold Inc. • Estimated CAPEX: USD 684 M • First Gold: Q4 2019 RECENT CONSTRUCTION PROJECTS: MERIAN MINE - Suriname - Newmont Mining Corp. • Construction Costs: USD 738 M • Completed USD 178 M Under Budget • Delivered One Month Ahead of Time • Great Safety Record ESSAKANE MINE - Burkina Faso - IAMGOLD Corp. • Construction Costs: USD 447 M “Building Together”

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IMALAYA

P H OTO: WÄ R TS I L Ä

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malaya has been working with IAMGOLD for more than a decade, and together a reliable and long-lasting partnership has been established. The Company supplies to the Essakane operations parts for Sandvik and Atlas Copco machines, Man, Renault, Mega Corp, Ingersoll Rand, along with specific tools and other parts. We trust that the quality of our parts meets with the project’s requirements. We wish the best to IAMGOLD for future mining explorations and we will always remain at their side for current and future projects.

T 0033 1 64 62 10 52 E ife@imalayafrance.fr

Cost reductions and sustainable efficiencies are of paramount importance

dioxide each year. “Additionally, we have constructed a carbon fines treatment plant and intensive leach reactor to improve gold recoveries and reduce gold-in-process inventory. An oxygen plant is planned to be commissioned in Q4 of 2018 to further improve recoveries.” At Westwood the trend of continuous improvement and modernisation reappears via the introduction of underground electrical equipment; at Côté Gold, the usage of automated haulage and drilling is being explored; as the Saramacca project comes online, an additional fleet will be unveiled at Rosebel; and as part of the LOM planning, an additional fleet will also be required at Essakane in the near future – coming full circle on a whistle-stop tour of just a select few investments and improvements that keep IAMGOLD ahead of the game on a year-by-year basis.

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www.imalayafrance.fr

ORYX ENERGIES BURKINA FASO

...we have constructed a carbon fines treatment plant and intensive leach reactor to improve gold recoveries and reduce gold-in-process inventory. An oxygen plant is planned to be commissioned in Q4 of 2018 to further improve recoveries

O

ryx Energies has been present in Burkina Faso since 2003, and today operates a network of service stations across the country and supplies high-quality lubricants to the market. Clients range from domestic end users to large mining and industrial customers. The Company has developed into an integrated logistics organisation, with access to a modern fleet of vehicles, to ensure reliable product transport and monitoring from terminals in both Benin and Senegal right to its customers’ premises in all areas of the country.

T + 226 25 35 56 70 E info@oryxenergies.com

www.oryxenergies.com


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Express Service and Quality Our speciality Supplier of equipment for the mining, utilities, construction and energy industries. - Best quality, prices and delivery times (Express delivery available)

Tel : 0033 1 64 62 10 52

- Major Brands : Atlas Copco, Sandvik, Caterpillar, Manitou, Komatsu,...

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ife@imalayafrance.fr

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www.imalayafrance.fr

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Weathering the storm

Not only do such investments address the very latest demands and trends from the wider mining world, but they also put IAMGOLD in as strong a position as possible to overcome potential challenges of the future; a lesson that was learned all too dramatically in 2015 as the industry suffered its most troubling period in decades. Lemelin recalls: “Right after the expansion in 2013 when we decided to build the second production line, the gold price was at $1,600 an ounce, but the minute we finished completing the expansion, the gold price declined to $1,200 an ounce – a 30 percent loss of top line revenues which we did not anticipate. “For that first year it was a very frightening climate where the gold price was trending towards $1,050 and some predicting it could even go sub-$1,000. At that point you’re very vulnerable!”

EFS

We knew that gold prices are cyclical and go up and down. But to be robust when the industry is at its worst, we wanted to never be exposed to a low cycle again

F

atou Soumnana, known as EFS, has had an excellent partnership with the mining company IAMGOLD Essakane SA since 2012. Thanks to the quality of its food delivery services, the Company has secured assurances from IAMGOLD Essakane SA to entrust the Company with several projects, particularly in the construction of housing, rental of mining equipment and the supply of aggregates. With the principle of always strengthening our collaboration, we work to always deserve this trust placed in us which allows us to always benefit from their support for the Company’s development.

T +226 78 35 15 95 +226 71 56 3193 E etsfatousoumana@gmail.com

PPS SARL

S

olar Solutions PPS Sarl is a company which specialises in the design and installation of solar photovoltaic systems. On top of this, the firm also offers after-sales services for various solar products. Further, PPS Sarl is a company specialising in training solutions. PPS offers customers numerous ranges of gearmotors, synchronous motors with permanent magnets, asynchronous motors and speed variators. The Company also supplied the mining industry with vital equipment. It is an official distributor of Leroy-Somer and CDS LS (Leroy-Somer Service center) products. PPS offers a wide range of products and accompanies clients in their development strategy in the fields of innovation, (R&D) and IT systems.

130,000panelsmakeup the 15MWp solar farm

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P H OTO: WÄ R TS I L Ä

T (+226) 25 34 22 24 E contact@ppsenergy.bf

www.ppsenergy.bf PHOTO: WÄRTSILÄ


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Always do Better! ION

CONSTRUCT

RENTAL OF ION CONSTRUCT MACHINERY

OD AND SUPPLY OF FO ODUCTS PR CLEANING

DELIVERY OF AGGREGATES

- CONCEPTEUR DE SOLUTIONS SOLAIRES EN AFRIQUE - EXPERT EN OPTIMISATION ENERGETIQUE - DISTRIBUTEUR OFFICIEL ET CDS LEROY SOMER 11 BP 1895 OUAGADOUGOU 11 TEL: (+226) 25 34 22 24

Email: contact@ppsenergy.bf Web: www.ppsenergy.bf

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The more we can extract, for as long a time as possible, the more the country receives in taxes and royalties and every type of contribution

INGENIUS

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nGenius Sarl combines a local presence with an international expertise that allows us to respond quickly to your needs. As a West African engineering firm, our excellent knowledge of the mining and industrial sectors as well as local suppliers and contractors guarantees you competitive pricing and management methods adapted to the realities of the local and regional markets.

IAMGOLD’s reaction was immediate and pertinent, consequently initiating a programme which not only helped stem the tide at that moment, but would also make the Company much more prepared to weather such storms in the future. “As part of the programme, we went back to the drawing board and announced our “400,000 ounces at $850/oz” initiative to be robust

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through the price cycle,” Lemelin continues. “We knew that gold prices are cyclical and go up and down. But to be robust when the industry is at its worst, we wanted to never be exposed to a low cycle again. Even though it was bold, it was one of those things where you don’t know it’s possible until you do it. We had a target to aim at and introduced a programme designed to accomplish this target.”

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Our engineers are experts in the use of modern software and design methods (3D modelling, finite element analysis, etc.) to offer you optimal solutions for your projects.

T +226 55 06 60 73 E info@ingenius.africa


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Based in Italy GSI LUCCHINI S.p.A. is a European leader in the manufacturing of steel forged grinding media mainly for the mining industry. We offer more than 45 years of manufacturing expertise and application knowledge to provide the best solutions for grinding applications.

GSI LUCCHINI S.p.A. Italy E: gsilsales@gsilucchini.com T: 0039 0565 64661

Electrical engineering and instrumentation

Wear protection

Machining and steel fabrication

Piping and pumping solutions Engineering, procurement and construction management (EPCM)

Geology Construction services in all fields

Turnkey projects Civil engineering, concrete

Programming and network design

and structural design

Process engineering and ore treatment

Surface or underground dewatering

Mechanical engineering

Design - Solutions - Support - Training

PASSION & EXPERTISE Rue 13.43 Quartier Zone du Bois, 06BP 9374 Ouagadougou, Burkina Faso

Tel: +226 55 06 60 73 info@ingenius.africa www.ingenius.africa

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FASO PLANTES

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ASO PLANTES SARL est une société burkinabè créée en 2006. Elle dispose de deux départements:

• Faso Plantes Hygiène Publique et Phytosanitaire • Faso Plantes environnantes La Société fournit des interventions curatives ou préventives pour éliminer les organismes nuisibles afin de rendre l’environnement plus sain et plus agréable par des actions qui respectent votre santé et celle de l’environnement. Ces services sont conformes aux normes nationales et internationales. La Société fournit également des services dans le secteur phytosanitaire, y compris les traitements curatifs et préventifs des maladies des arbres fruitiers ou des plantes ornementales et la création et l’entretien des jardins. T + 226 25 48 38 00 E infos@fasoplantes.com

www.fasoplantes.com The programme wasn’t unveiled purely to safeguard profits, rather it signified a solidifying of the business’s overall ambitions. With long-term mine lifecycles at its immediate disposal, sustainability is of paramount importance and by stabilising the situation and preparing for the worst, IAMGOLD can now rest easier in the knowledge that it can withstand similar predicaments should the cycle come around again in the future. Lemelin adds: “Such an approach is also warmly received by the governments of countries we’re operating within. The more we can extract, for as long a time as possible, the more the country receives in taxes and royalties and every type of contribution. It was in our, Burkina Faso’s, the Government’s, and the community’s best interests for us to make sure that Essakane remained on-course and successful, and our programme has ensured this is the case.”

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STI

It was in our, Burkina Faso’s, the Government’s, and the community’s best interests for us to make sure that Essakane remained on-course and successful, and our programme has ensured this is the case

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TI counts nearly 30 years’ experience in international global supply, servicing the mining and industrial sectors in Africa. Harnessing the flexibility and dynamics of an SME, the Company takes charge of the different aspects of its customer’s supply chain provisioning: sourcing, buying, moving, storing, packing, controlling, clearing and shipping. Located in Belgium, with direct access to countless renowned keysupplier multinationals, and with two international hubs next door, the port of Antwerp and the airport of Brussels, the Company enjoys a global reach that allows it to add excellent performance to a competitive pricing structure. T 0032 10 23 96 00 E sti@fsti.be

www.fsti.be


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Avenue Pasteur, 9 1300 Wavre - Belgium Tél : +32(0) 10 23 96 00 Fax : +32(0) 10 23 96 09 sti@fsti.be www.fsti.be

Global supply for the African Industry

STI counts nearly 30 years experience in international global supply, servicing the mining and industrial sector in Africa. Harnessing the flexibility and dynamics of an SME, STI takes charge of the different aspects of its customer’s supply chain provisioning: we source, buy, move, store, pack, control, clear and ship. Located in Belgium, with direct access to countless renowned, key-supplier multinationals. With two international hubs next door, the port of Antwerp and the airport of Brussels, we enjoy a global reach that allows us to add performing lead times to competitive prices.

SERVICES • Steels • Handling Equipment • Machinery and Vehicles • Spare parts light • Vehicles and trucks • Spare parts yellow trucks • Lubricants • Hardware Equipment • Chemicals • Tools • Pumps • Electricals • Conveyor Belts • Office Equipment • PPE • Drilling Tools • Crushing • Raw Materials

• Mining • Oil & Gas • Quarries • Plantations • Transport • Civil Engineering

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Reducing costs and improving productivity

Naturally, for any company to implement an amendment in strategy or in approach, the full backing of each employee is required. For IAMGOLD though, this realisation was taken up a notch, with the Company using the industry downturn as an opportunity to instil a strong sense of efficiency and wider company sustainability within each member of staff. “We had to train people on the methodology because it’s okay to say to a person that we have to cut costs, but if you don’t give them a toolbox of ways to discuss it then the preaching is aimless,” Lemelin says. “We therefore implemented lean Six Sigma methodologies within a training programme that was given to all 2,200 employees on site. It was a bold plan, took three-four years, and was presented in different ways to different individuals, but the end result was the same – to raise awareness of

Each employee has been introduced to lean Six Sigma methodologies

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TROUVAY & CAUVIN

We therefore implemented lean Six Sigma methodologies within a training programme that was given to all 2,200 employees on site. It was a bold plan, took three-four years, and was presented in different ways to different individuals...

E

veryone at Trouvay & Cauvin Group is dedicated to delivering project piping packages that leverage its stocks, logistical capabilities and services. As the Company’s reputation has grown, other industries have started calling on its expertise, which has enabled expansion into critical sectors, such as offshore and onshore production facilities and major infrastructure projects, including those in the mining sector. Its international team, which spans the globe from Seoul to Houston, stands ready to meet your global requirements with a local approach.

T +226 25 48 09 82 E info.ouagadougou@trouvaycauvin.com

www.trouvaycauvin.com


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COMPLETE RANGE OF STEEL PRODUCTS        OUR HISTORY OUR H HISTORY              

Process and Line Piping • Seamless and Welded Pipes • Butt Weld & Forged Fittings • Flanges • Bolts & Nuts, Gaskets

Structural steel • Hot Rolled Plates • Seamless and Welded Tubulars • Section Beams, Columns & Channels

Valves & Actuators packages • Valves • Actuators (Electronic, Pneumatic, Hydraulic) • Valve Automation Centre • Dedicated Services

Pressure Vessels, Boilers & Tanks • Hot Rolled Plate • Tubes

Valves & Actuators packages • Valves • Actuators (Electronic, Pneumatic, Hydraulic) • Valve Automation Centre • Dedicated Services

Piping for Building, Water & Infrastructure • Ductile Iron Pipes and Fittings • Cast Iron Pipes and Fittings • Seamless and Instrumentation • Pressure • Temperature • Level • Flow • Test & Calibration

Trouvay & Cauvin was founded

in 1881 in Le Havre, France, by in was founded in  Trouvay & Cauvi Georges Trouvay and Cesar Cauvin. 1881 in Le Havre e, France, by  The company began as an industrial supply store providing Pipes, Valves Georges Trouvayy and Cesar  and Gauges to the ocean liners Cauvin. The com mpany began as  travelling between the French port  pply store  an industrial sup and New York. providing Pipes,  Valves and  In the recent years, the biggest change came  incean liners  2002 with the Gauges to the oc restructuration of the company travelling betweeen the French  and the creation of the Trouvay & port and New Yo ork.  Cauvin Group with its central hub   ars, the biggest  In the recent yea and headquarter in Jebel Ali, Dubai – U.A.E. change came in  2002 with the  T&C growth has been strong and restructuration o   of the company  steady from this date and we and the creation n of the Trouvay  are again today a reputed global & Cauvin Group  with its central  piping solution provider with a local presence.  uarter in Jebel Ali,  hub and headqu Dubai – U.A.E.  T&C growth has been strong and    steady from thiss date and we are  again today a reputed global  piping solution p   provider with a  local presence. 

   

Special Site Equipment • Construction project-related services and equipment • Accommodation and site equipment for projects in remote

Sales split per

gauge hatches, vents and blanketing valves • Sample coolers Valves & • Bird screens  Valves & & Actuators packages Actuators • Subsea special forgings • Valves 23 % • Actuators (Electronic,  Steam & Hot Water Solutions Pneumattic, Hydraulic)  • Steam Traps & Manifolds • Valve A Automation Centre  • Hot Water Boilers ated Services  • Steam Boiler • Dedica • Calorifiers • Heat Exchangers Valves & & Actuators packages • Solar Systems • Valves • Heat Pumps • Control Panels • Actuators (Electronic, 

Boiler  Pressure Vessels, B & Tanks  • Hot Rolled Plate Piping • Tubes  61 %

 Piping for Buildingg, Wat & Infrastructure  • Ductile Iron Pipes and  Pneumattic, Hydraulic)  Fittings  www.trouvaycauvin.com • Valve A Automation Centre  • Cast Iron Pipes and  info@trouvaycauvin.com • Dedicaated Services  Fittings  • Seamless and  

Pharmacie Cellal

 Instrumentation  Special Site Equipment • Pressure  • Construction project‐related  GLOBAL PRESENCES & NETW WORK OF FACILITTIES • Temperature  services and equipment  La pharmacie et Laboratoire CELLAL est • Accom situé au Burkina Faso plus • Level  modation and site  précisément à Dori, créé depuis 2008. Elle estent for projects in remot devenue en quelques te   • Flow  equipme   années un acteur incontournable dans la promotion de la santé au• Test & Calibration sahel.

  Dr Malick Abdoulaye BA Chevalier  de l’Ordre du Mérite Directeur General Pharmacie   & Laboratoire Cellal BP 296 Dori - Burkina Faso Tel :+22624460657   Mob :+22671289702

COMPLEETE R

Speciality Piping Products • Filters: simplex, Process duplex, filter s and Line Piping   Structural steel and cartridge • Hot Rolled Plates • Seamleess and Welded Pipes  • Strainers: Y & T types, • Butt W Weld & Forged Fittings  • Seamless and Wellded  temporary Tubulars  • Sight glasses • Flanges  Water • Silencers & Nuts, Gaskets  olumn • Bolts & • Section Beams, Co 4 % Structural • Flame arresters: deflagration & Channels  3 % and detonation, in-line and Building end-of-line 9% • Tank furniture: relief valves,

La pharmacie propose un large choix de médicaments et de consommables médicotechniques de qualités à ses clients.

Son laboratoire biomédical dispose des meilleurs appareils de pointe lui permettant de réaliser 90 % des examens biologiques demandés par les médecins dans l’orientation de leur diagnostic. En 2017 la Fondation 225 décerne le PRIX AFRICAIN DE DEVELOPPEMENT en tant que meilleur promoteur africain d’infrastructures de santé privée à son Directeur Général Dr Malick Abdoulaye BA pour son œuvre porteuse de développement pour son pays et l’Afrique.

Sa vision : Offrir à tous un accès à des prestations de qualité, en toute sécurité et en parfaite dignité.

S Sour

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CONTINENTAL

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ontinental has been providing innovative bulk material handling solutions to resource, mining, smelting and cement industries for more than 50 years. Our broad product range allows us to offer fully-integrated systems or standalone equipment and components alike. Robust designs serve clients in heavy duty applications throughout the world in harsh, hot and cold environments. Our strength resides in the knowledge and skills of our team of more than 250 employees providing value engineered, purpose-built equipment and systems coupled with acute understanding of bulk handling systems which provides our clients with cost effective, robust solutions, specifically tailored to their applications.

T +1 418 338 4682 E infoqc@continentalconveyor.ca

www.continentalconveyor.ca the implications of reducing costs and improving productivity.” In 2017 the rewards of this initiative were already being reaped to the tune of $8 million in savings. Lemelin enthuses: “It may take a while but you have to stay the course in order to see these benefits. It’s a case of effective execution from start to finish, but then also – importantly – celebrating the success of achieving the goal. “At the mine, every single day we wake up and have to solve problems. So if we don’t celebrate successes like the effectiveness of this training programme, then we’re promoting a negative culture where nothing ever reaches a point of success. It’s important that people understand and acknowledge when we’re getting better or when we’ve accomplished something so that they know we’re heading in the right direction, largely thanks to their contribution.” Improving efficiencies, reducing

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costs and becoming more sustainable can often be brought about by necessity, as was the case with IAMGOLD’s situation in Africa, but can quite often turn into a longer-term, more positive way of conducting business. Since being forced into taking this path out of necessity, the Company can now report heightened efficiencies, and a greater respect for resources and the effects their profitability can have not only on the Company, but on the surrounding communities and even the wider country as well. Stothart elaborates: “The Company continues to focus on productivity and on optimising costs, backed up by strong technical analysis, while maximising throughput of the plant and minimising capital investment. “IAMGOLD likes to construct most of its own projects, and for projects it does not construct it still provides a significant amount of input and insight into the development. This allows

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the Company to perform a significant amount of detailed risk analysis and focus on how to best protect itself from the downside of projects. “Over the years, we have focused on identifying numerous opportunities to reduce both operating and capital costs during the mine design and mine planning process.”

Share the wealth

When discussing the idea of sustainability, Lemelin is keen and quick to clarify that this doesn’t just encapsulate the notion of environment and CSR-related activities that are often highlighted in these instances. Rather he emphasises the fusion of business and community-based initiatives, a blend of local ingratiation and more business-typifying economic drivers. “You need to share the wealth and that’s exactly what we’re doing,” he says. “We’re strongly invested in the local communities around Essakane


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Proud Partner of IAMGOLD Essakane

Whether you need quality conveying

components or complete systems, benefit from Continental’s half century of experience as a premier supplier of bulk handling equipment. Contact us to see how we can help you convey bulk materials.

www.continentalconveyor.ca

Thetford Mines, QC, CA +1 418 338 4682 Napanee, ON, CA +1 613 354 3318 Vancouver, BC, CA +1 604 233 2008 New Orleans, LA, USA +1 985 290 8739

E.T.L.F

LOGISTIQUE & DIVERS Confection et pose de Grillage de tous genre ; Aménagements et entretiens de sites construction et livraison de matériels de construction ; Bâtiments et travaux publics

#1 Crane & Forklift Parts Supplier in Canada Large parts warehouse at all three branches Parts for all makes/models Terex parts distributor of the year Canada’s largest Manitex parts dealer

Find All-Terrain Cranes, Crawler Cranes, Hydraulic Truck Cranes, Knuckle Cranes, Tower Cranes Boom Trucks and Rough Terrain cranes on our website www.cropac.com

TEL : (00226) 76 66 66 18 / 71 48 44 27 / 76 64 60 58 E-mail: eafgrillage@yahoo.fr BURKINA FASO

514-617-6077 patrick@cropac.com

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to make sure we retain strong ties with stakeholders and understand their needs. Mining is a non-renewable resource, so you have to have the diligence and find a responsible way of managing the resources. “You only get one good shot at it. And when you’re done you want to know that the communities are better off, and that the mineral rent has improved their situation. We never stop thinking about that.” In proving its sensitivity to the local cause and in cementing its position as a locally responsible operator, IAMGOLD has fostered a harmonious, communicative, collaborative relationship with the local community; who in turn realise that the ongoing success of Essakane will directly, and positively, impact their own lives. Consequently, with becoming an employer and business partner of choice, a goal is becoming realised to ensure that when the mine does one day shut down, IAMGOLD’s legacy will remain. “When the mine shuts down, the local economy will survive and will live on, which is what sustainability means in essence,” Lemelin adds. “And then, to cater for more stereotypical elements of corporate social responsibility, we have a committed team who work within the communities and implement programmes. There is a myriad of things we do in this area, but two leading examples include the building of a water treatment unit which will improve access to safe running water for more than 150,000 people in the area; and in terms of education, an initiative which saw two young women receive scholarships at one of the finest polytechnics in Canada.”

Supporting the growth of the mining sector

Casting an eye forward, in refining and honing each area of the Company’s internal functions, the business is in as strong a position as ever to capitalise

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on the opportunities that exist in Africa, and indeed across gold mining’s global climate. “West Africa is a highly prospective region for gold and other minerals,” Toguyeni confirms. “The region remains under-explored and there is potential to find more resources. In order for this to happen, it is important that host governments and policy makers ensure that the legal frameworks remain attractive

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for potential investors and provide some level of predictability to mining companies who often face price volatility for metals. “In our interactions with governments and lawmakers in the countries where we operate, we place the emphasis on finding the right balance to support the growth of the mining sector through a better integration of the mining sector in local economies, while also ensuring we


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C&S LE PARTENAIRE SUR ACCESSOIRES AUTOMOBILES HIGH-TECH LIBRAIRIE MATÉRIAUX

+226 25 36 96 96 | +226 78 02 53 35 construction.supplying@gmail.com

le partenaire des professionnels depuis près de 50 ans au Burkina Faso Diacfa est spécialiste du conseil, de la distribution et du service après vente de biens d’équipement et de consommation pour les entreprises. Diacfa représente les plus grandes marques internationales.

Automotive Equipment

srl

www.

.com

Rejoignez-nous sur Facebook facebook.com/Diacfa

Adresse : ABIDJAN Cocody, M’Badon carrefour EDEN. Non loin de l’ambassade de Chine Boîte postale : 06 BP 945 ABIDJAN 06 Tel : (+225) 22 45 65 72 Fax : (+225) 22 45 65 63 E-mail : info@schekinat.com

Nos services. Conseil et Assistance en transport routier • Conseil en organisation de transport • Tracking GPS 24/7 de la flotte et des marchandises convoyées, avec des outils aux normes internationales • Gestion d’approvisionnements pour les sites industriels, miniersé.

SOCIETE COMMERCIALE GHASSOUB ET FRERES VENTE DE MATERIAUX DE CONSTRUCTION FER A BETON ; PROFILE ; FILE DE FER MOUX ; TOLE BAC ; TUBES.

Transports de tout type de marchandises • Marchandises conteneurisées TC 20’ ou 40’ DRY TC 20’ ou 40’ HC TC 20’ ou 40’ FLAT TC frigorifique • Marchandises conventionnelles En sac (riz, sucre, ciment, engrais, etc.) En vrac (blé, clinker, sable, etc.) Conseil et Assistance en transport routier •Transport d’engins et colis lourds, avec porte-chars spécialisés et matériel de levage dédié.

REPRESENTANT DE TOLE HARDOX AU BURKINA FASO BP : BUREAU : MOB : COURIEL :

641 OUAGADOUGOU 04 (00226) 25 34 55 94 70 14 30 40/ 70 24 68 68 socoghaf@yahoo.fr

Sis à gounghin non loin du pont kadiogo en face de la station total

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develop sustainable projects which will benefit communities and the country beyond the closure of the mine.” The Company’s internal stability also makes it more resistant to any additional, potentially unforeseen industry challenges as well, as Stothart describes by way of examples. “Reserve depletion is the number one challenge for the industry in our opinion,” he says. “The reason that the industry is having a challenging time replacing reserves is that it cut back too much on exploration spending during the downturn. Plus, the easy deposits have been found. It’s critical to replace your gold reserves to stay in the game. Our gold reserves increased by 86 percent in 2017, so it’s essential

Another trend we’remonitoring and adapting to is digital mining, which has a lot of potential within the industry...

Digital mining is the next step for African mining, with IAMGOLD already capitalising on the trend

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that other companies continue to invest in exploration. “Another trend we’re monitoring and adapting to is digital mining, which has a lot of potential within the industry, so we need to be embedding digital thinking into our strategies. At IAMGOLD as we move forward with our Côté Gold Project we will be looking at ways to incorporate digital mining into our operation. Simultaneously, we are looking at the opportunity to increase productivity of our existing mines through automation.”

Exceeding expectations

Above all though, what motivates IAMGOLD most is an unwavering


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Outlook Creative Services

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R E S O U R C E S

Outlook Publishing’s awardwinning in-house team is now utilising its extensive production skills to offer a full and bespoke range of editorial, design and marketing services via its new Outlook Creative Services division.

BIB-BF SARL est une grande entreprise hydraulique et est à votre disposition pour vous offrir les services suivants: • Forage productif • Fourniture et installation de pompes manuelles et immergées • Fourniture et installation de châteaux métalliques et polytank • AEPS et mise en place de systèmes d’approvi sionnement en eau • Réhabilitation des forages • Mise en place de systèmes de maintenance • Formation d’artisan • Formation à l’assainissement BIB -BF SARL vous comprend, vous entoure, vous soutient, et surtout vous assiste, avec des ressources humaines capables de trouver des solutions à tous vos besoins. BIB -BF SARL vous propose également de meilleures solutions pour vos problèmes d’énergie en vous proposant une vaste gamme de machines: • Plaque solaire • Batteries solaires • Pompes électriques et solaires • Les ventes de l’Inde Pump II

F O R M O R E I N F O R M AT I O N V I S I T: www.outlookpublishing.com/creative-services

dedication to health & safety; applicable to its employees, the local communities and everyone involved with each process of every mine. As Stothart sums up aptly: “Zero Harm drives IAMGOLD!”. He adds: “It is our commitment to continually strive to reach the highest standards in human health & safety, to minimise our impact on the environment, and to work cooperatively with our host communities. We are committed to forming partnerships with our local communities while making a positive impact. “For example, in Burkina Faso we continue our commitment to providing clean water access to surrounding communities. In Suriname we are committed to public education and health, having constructed classrooms and health clinics. We strive to leave behind a positive legacy for our communities to continue to prosper

Nous restons à votre disposition pour toute information complémentaire. Nous sommes prêts à faire des sessions de démonstration sur nos nombreux sites à Ouagadougou ou dans la province à votre convenance.

long after our mines are closed.” This ethos will continue to be applied to all development projects either already in operation or nearing production. And Stothart is excited about the potential lifecycle that each opportunity has to offer as expansions continue to come thick and fast. The exploration pipelines will become development pipelines, and development pipelines will become productive mining operations; as IAMGOLD further establishes itself as one of the continent’s, and indeed the world’s, leading industry pioneers. Stothart concludes: “IAMGOLD has entered one of the most important phases in its history. Many initiatives over the past few years have been focused on lowering costs and extending the life of our mines. We’ve placed greater emphasis on brownfield exploration so we can take advantage of existing infrastructures to grow, while still retaining and

1340 Avenue Dimdolobsom 01 BP 362 Ouagadougou 01 Ouagadougou, Burkina Faso T: 00226 70 07 08 34 E: brootwointer@gmail.com

advancing our Greenfield exploration opportunities. “As a result of our cultural shift during the low gold price period, we’ve become much better at what we do. We’re a much leaner company than we were before, with AISC below $1,000 per ounce. We expect that AISC will continue towards $850 per ounce, and our production will move towards 1.2 to 1.3 million ounces by 2022. “From an operations perspective, we possess solid operational and project development professionals who continue to exceed expectations. Through the downturn, we retained core exploration capabilities and confirmed five Greenfield projects since the downturn, while also producing reserves at Boto. We had significant reserve additions in 2017 which is a testament to our team’s hard work over the years, and we continue to push our projects forward and advance long-term projects.”

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BRITISH AMERICAN TOBACCO IN WEST AND CENTRAL AFRICA

Seamless

REALITY

Primary Manufacturing Department

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Next Generation

Thinking British American Tobacco in West and Central Africa has a strong history of making a positive impact on the industry, and is showing no signs of slowing down its innovative nature Writer: Phoebe Calver | Project Manager: Joshua Mann frica Outlook (AfO): Can you tell us about British American Tobacco (BAT) in West and Central Africa from a historical point of view and how the Company has evolved over the years? Freddy Messanvi, Legal and External Affairs Director for BAT in West and Central Africa (FM): British American Tobacco has invested over a century in West and Central Africa, with a very strong history of contributing positively to the economies of our host communities in the areas of foreign direct investment, tax contributions and human capital development amongst others. Some areas of evolution in West and Central Africa include, British American Tobacco Ghana – formerly known as Pioneer Tobacco Company – which was incorporated on 1 November, 1952 as a wholly-owned subsidiary of British American Tobacco Company. We started cigarette production in 1954 at Takoradi using imported leaf. In 1953, we introduced tobacco cultivation on a commercial scale and provided about 80 percent of its major raw materials locally. The main factory in Takoradi was completed in 1959 and in 1988 a green leaf threshing plant was added to the factory. In 1999,

Pioneer Tobacco Company adopted its international identity, and we have since been known as British American Tobacco Ghana. Before 1987, small volumes of Benson & Hedges were smuggled in from Nigeria to Cameroon. In 1987, in an effort to ensure legitimate business was conducted, BAT concluded a high-profile acquisition of Bastos assets in Cameroon. Over the years, BAT distinguished itself from other competitors through improvements and upgrades of its primary brand offering, Lambert & Butler (L&B), which became the preferred brand of Cameroonian consumers. L&B is currently BAT’s biggest selling brand nationwide. British American Tobacco has been present in Nigeria since 1912. The Nigerian Tobacco Company was created in 1951 with a 59 percent shareholding. BAT Nigeria limited was incorporated on 11 July, 2000 and subsequently merged with the Nigerian Tobacco Company on 6 November, 2000. On 24 September, 2001, the British American Tobacco Nigeria formally signed a Memorandum of Understanding (MoU) with the Federal Government of Nigeria for the investment of $150 million to build a state-of-the-art factory in Ibadan, Oyo State.

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AfO: Talk to us about the core range of products and services catered for by the Company across its divisions? FM: In 2002, we took a decision to localise the manufacture of our brands whilst continuously improving our product quality and freshness. Our international brands, which were previously imported, are now produced locally in Nigeria. Our brands are among our most

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important assets. This is the reason we take care to position them to adult consumers who have made an informed decision to smoke. To meet this requirement, we have a strong broad-based portfolio of international and local brands. Our marketing strategy is built on our understanding of our consumers and delivering the most relevant brands to meet differing preferences while retaining brand loyalty.

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Our brands are among our most important assets. This is the reason we take care to position them to adult consumers who have made an informed decision to smoke


SERVICES:

• Broadly, our areas of expertise include: • Professional cleaning & janitorial services • Professional Specialty Cleaning services Hardfloor Cleaning Carpet & Upholstery Cleaning Post Construction Cleaning Stone Floor Maintenance • Fumigation & pest control • Air conditioning maintenance

CORPORATE OFFICE: 5 Eunice College Close, Off Lanre Awolokun Street, Gbagada Phase 2, Gbagada, Lagos Tel: +234-812 820 8901, +234-812 820 8863 CONTACT PERSON : Mrs Tolu Onalaja draiklinashelpdesk@gmail.com www.draiklinas.com.ng

• Generator maintenance • Electrical maintenance • Waste management and environmental services • Landscaping, horticulture & gardening services • Executive House Keeping service • Professional Tea Service • BTS Site maintenance service • Office equipment and asset management • Strategic Space Planning and Clutter Management

ABUJA OFFICE: 64, Cascurina close Balyesa court, Gaduwa estate Gudu district Abuja Tel: +234 812 820 8913, +234-812 820 8882 PORT HARCOURT: 1, Azikiwe Road beside Government house Port Harcourt, Rivers State +234-812 820 8844


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AfO: Throughout the Company’s evolution, what are some of the successes that have been achieved till date? FM: In recent years in Nigeria, BAT was awarded Best Industrial Premises Award, 2016 by the Manufacturers’ Association of Nigeria and also the 2018 Lagos Chamber of Commerce & Industry Non-oil Export Award. AfO: What major improvements have been made to your product range in recent times to ensure the company continues to move forward and reach new customers? FM: We are continuously carrying out product research and learnings from the emerging consumers’ trends across the markets to drive our product improvement agenda. Our objective is to remain the benchmark in product quality for adult consumers who have made the informed decision to smoke. We also boast of a robust portfolio

Lagos Chamber of Commerce & Industry Non-Oil Export Award, 2018

STIINOS LIMITED

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tiinos Limited is an indigenous company with an excellent track record in the BTL marketing sector being a preferred choice for multinational organisations, SMEs and public establishments.

Services include but not limited to:

During more than a decade of active operations, Stiinos Limited has differentiated itself as a one-stop shop for all BTL marketing services ranging from brand activation, events management, consumer driven campaigns and trade initiatives. The Company is headquartered in Lagos and we are strategically spread around the country. This emphasises our ability to take on multiple projects within Nigeria irrespective of the geographical location.

• Trade asset placement & positioning

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• Brand activation • Route to market/Channel development & consumer/trade engagement • Shopper experience, conferences & events • Brand visibility enhancement & merchandising

During our three year working relationship with BAT Nigeria as a partner agency, we have managed various projects on different brands such as: Pall Mall, Excel, London King Size, Rothmans and Benson & Hedges. We are proud of this association with BATN and the opportunity to embark on this creative journey.

• Event management Our approach to integrated marketing communications (IMC) ensures that our clients are provided with a marketing mix that is tailored to their specific needs thereby improving the impact of our campaigns which results in improved customer loyalty and decent customer conversion rate. We strive to exceed the expectations of our esteemed clients always and we have testimonies to prove this.

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T 0803 854 6653 | 0909 878 6394 E info@stiinosltd.com

www.stiinosltd.com


We are Stiinos Limited, an independent marketing communications agency. Open mindedness, collaborative and putting people at the heart of everything we do. We think when the right people, with the right mindset, are brought together, good things happen.

SERVICES

BRAND ACTIVATIONS One-to-one contact marketing Distribution Drive Awareness Generation Key Account Management Sales Activations

EVENT MANAGEMENT Corporate Gatherings (Conferences, Seminars, Customer Forum, Awards) Product Launch/Re Launch

No. 10A, Ogunlowo Street Off Ajao Road, Ikeja. Lagos. 0803 854 6653 0909 878 6394 info@stiinosltd.com www.stiinosltd.com

CONSUMER ENGAGEMENT Consumer promotions Loyalty Rewards Festivity Offers

TRADE ASSET DEPLOYMENT & VISIBILITY ENHANCEMENT Strategy & Deployment of Trade Assets Merchandising Planning Toolkit Planning & Placement


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OAK EXCLUSIVE DESIGNS LTD

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he first means of communication of value between a business and its customers is expressed through branding. With this ideal in mind, Oak Exclusive Design Ltd. (Oak) was established in 1995 with the mission of delivering remarkable first impressions to customers on behalf of organisations through exclusive branding. Headquartered in Lagos, Nigeria, Oak employs innovative technology and techniques, powered by an abundant pool of trained creatives, to deliver a variety of customisable products such as shirts, pens, openers, crystal plaques, key rings, desk cloths, caps/hats, and iPhone cases. Expressing to customers their value is essential to organisations, Oak aims to assist this process by offering customised corporate gifts such as wine boxes, picnic bags and desk accessories. Oak achieves such a wide range of customised products through tailoring, embroidery, and printing & transfers. These methods ensure consistently high-quality prints irrespective of fabric and desired feel.

Management with Factory Golden Leaf Awards, Best in Environment Health and Safety Awards and other Awards

of brands that address all the known product needs/expectations across the markets. AfO: What significant industry trends have you been monitoring and subsequently adapting to in recent times to ensure you are keeping ahead of the industry curve? FM: A key industry trend we are passionate about is the Next Generation Products (NGPs). It is part of the industry’s tobacco harm reduction drive. At BAT, we are dedicated to the development and commercialisation of alternative tobacco and nicotine products that don’t burn tobacco to deliver nicotine to the user. Our growing range of potentially reduced-risk products includes our NGPs, such as vapour and tobacco heating products, and our oral tobacco and nicotine products. They are

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Operations Director with Awards

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A key industry trend that we are passionate about is the Next Generation Products (NGPs)

Oak strongly believes in the power of partnerships, and achieves designs meeting the requirements of all clients via an adept conceptualisation and proofing process. Once a definitive sample has been established, production is commenced at an output capacity of 500 shirts a day. Following this process, Oak has successfully aided organisations such as Nigerian Breweries, British American Tobacco, ExxonMobil, EcoBank, FrieslandCampina, Sevenup Bottling and Lafarge amongst others, actualise their brand vision physically, as corporate items. Need to make a good, lasting impression? Contact Oak and create your customised promotional & gift Items in bulk. T +234 803 0838998 | +234 701 0276303 E info@oakexclusive.com sales@oakexclusive.com

www.oakexclusive.com


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Oak Exclusive Designs Ltd Plot 55, Block 3, Fatai Idowu Arobieke Street, Lekki Phase 1

P.M.B 50554 Falomo Ikoyi, Lagos, Nigeria.

Industrial tailoring Computerised embroidery Screen printing Heat transfers Engraving Doming Promotional gifts

+234 803 0838998 +234 701 0276303 info@oakexclusive.com sales@oakexclusive.com

www.oakexclusive.com


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identified as the future of the tobacco industry and gradually making inroads into the market. BAT is currently in 16 markets worldwide with its range of NGPs with plans for further expansion. Our plan is to drive and lead this category.

and enhance machine function and employee productivity.

AfO: Similarly, is there a local focus within the Company’s supply chain management strategy? What is the overall approach to procurement, logistics and AfO: On a more internal note, distribution in terms of operational what significant capital efficiencies and establishing business investments have been made in recent partnerships? months to help facilitate your growth FM: BAT’s Supply Chain strategy in the industry? in West and Central Africa is FM: At the BAT Factory in Ibadan, focused on operational efficiency, we have advanced our technologies cost optimisation and customer by investing in Trigeneration, SMD satisfaction. Specific focus is on automation (Filter shooting), and delivering high quality products to our Track & Trace solution for our export distinguished customers in 15 West countries. We also have purchased African countries including Nigeria, new equipment such as a 2MW backup thereby ensuring quality product generator, air compressors, HAVAC availability at the right cost. System chillers and upgraded our We focus on capital optimisation facilities through the installation of through inventory reduction and energy saving lighting and creation optimisation across all our raw materials. of ambient temperature in order to We deliver continual improvements make the factory more conducive in the following key areas: Reduced

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141 WORLDWIDE

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41 Worldwide was set up in Nigeria in June, 2005 as part of 141 worldwide global network (a WPP company, the largest communication group in the world). The Company serves clients in a wide range of industries such as FMCG, media entertainment, automobiles, telecommunications and financial services. The Company works alongside esteemed clients like British American Tobacco West Africa offering services such as traditional and digital marketing (ATL & BTL), brand building, strategy & positioning, RTM (Route to Market) deployments, shopper marketing, as well as activation & events management. T +234 909 219 0146, +234 909 219 0147 E LOmoyele@@141worldwide-ng-com

www.141worldwideng.com


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RELY ON CATÂŽ POWER WITH OUR WORLD CLASS SUPPORT Mantrac Egypt 30, Lebanon St. El Mohandessen - Cairo Tel.:+20 2 33004000 Call Center: +2 19266 Fax:+20 2 33039648 www.mantracegypt.com

Mantrac Kenya Ltd. Mansour Complex Witu Road, off Lusaka Road P.O Box 30067-00100 Tel: +254 204 995000/1/2/3/4/5 www.mantrackenya.com

Mantrac Tanzania Ltd. Plot no 4A, Nyerere Road, P.O. Box 9262, Dar es Salaam Tel: +255 22 286 0161/2 +255 22 286 4198/9 Fax:+255 22 286 4284 www.mantractanzania.com

Mantrac Uganda Ltd. Plot 17/41, 7th St. Industrial Area P.O. Box 7126, Kampala Tel: +256 414 304 000 +256 312 260526/7/8/9 Fax: +256 414 235 425 www.mantracuganda.com

Mantrac Nigeria Ltd. 2, Billingsway, (Off Secretariat Road) Oregun Industrial Estate, Oregun P.M.B 21480, Ikeja, Lagos Tel: +234 1-2716300 Fax: +234 1-2716300 Ext. 226 www.mantracnigeria.com

Mantrac Ghana Ltd. Ring Road West North Industrial Area P.O. Box 5207, Accra-North Tel: +233-303-213777 Fax: +233-30-2221950 www.mantracghana.com

Unatrac Limited Mantrac Sierra Leone Ltd. (Offshore Office), 6-8 Blackhall Road 188 Bath Road, P.O. Box 127, Freetown Slough, Berkshire. SL1 3GA Tel: +232 30 223317 United Kingdom. www.mantrac-sl.com Phone: +44(0)1753695555 Fax: +44(0)1753695569 www.unatrac.com

Mantrac, the authorized Caterpillar dealer in Egypt, Nigeria, Ghana, Sierra Leone, Kenya, Tanzania and Uganda is more than simply a supplier of Cat engines and generator sets. We specialize in providing reliable power turnkey solutions, with a successful track record with clients in different sectors including telecommunication, oil and gas and industrial applications. Through a multicultural team of Caterpillar certified service engineers and a network of 40 branches, with fully equipped service workshops, guaranteed parts availability and supported by nearly 500 well-equipped field service trucks we are able to support Cat equipment customers even in the most remote areas across our dealerships.

WORLDWIDE 141 worldwide is a marketing communication outfit based in Lagos, Nigeria. Set up in June 2005 to offer through the line marketing communication solutions. 3, Remi Fani-Kayode Street, GRA Ikeja, Lagos, Nigeria. Tel: +234 1 7742051, +234 8890031 | info@141worldwideng.com www.141worldwideng.com

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clearing lead times by standardizing documentation process; Logistics tenders and Network optimisation; and Minimising exceptional cost through an efficient supply chain. Moreover, BAT in West and Central Africa believes and runs highly ethical and sustainable supply chain principles that are reflected in our approach to supplier recruitment and management and are emphasised in our relationships with our supply and trade partners. AfO: To what extent does BAT in West and Central Africa involve itself in corporate social responsibility (CSR) initiatives, and what examples do you have in this area? FM: BAT Nigeria Foundation was

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Moreover, BAT in West and Central Africa believes and runs highly ethical and sustainable supply chain principles that are reflected in our approach to supplier recruitment... 2018 BATN Farmers Awards

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Lot 1084, District Vodje Kpota, M / AVONONMADEGBE Nestor Cotonou BENIN, Mail: africaconsultingplus@gmail.com Phone: +229 97973660 FAX: 21300945

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Accounting and audit activities Tax consultancy Accounting and tax assistance Survey Debt collection Audits and Training Diagnostics Strategies and Communication Real estate services and all maintenance work Rental General food Tropical products Office - maintenance and computer supplies Sanitation and more.

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established in 2002 to empower rural Nigeria for a sustainable future. Prior to 2012, we had four mandate areas. Since 2013, our sole focus has been on developing sustainable agricultural enterprises for smallholder farmers. Essentially, we fund rural agricultural enterprises to move farmers from subsistence to commercial farming. We create young agric-preneurs by encouraging a commercial mindset towards agriculture. AfO: Looking forward, if we are to speak again in three to five years’ time, what would you hope and expect to be able to report back in terms of company development? Over the years, we have been able to consolidate our initial investments by devoting more to the economies of countries where we operate to ensure socio-economic and environmental development, especially in the agricultural sector. This we hope to continue.

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Launch of the BATN Foundation 2018- 2022 Country Programme

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ainOne, West Africa’s leading connectivity and data centre solutions provider has announced plans to extend its submarine cable network to Côte d’Ivoire and Senegal, to further stimulate broadband penetration and ICT development across the West African region. The Company announced the expansion of its network into Cote D’Ivoire and Senegal in May, 2018 when it received the license to land the cable from Bruno Koné, the Minister for Communication, digital economy and postal services in Cote D’Ivoire allowing it to deploy national and international transmission infrastructure in the country. The Company’s Chief Executive Officer, Funke Opeke, expressed the Company’s plans to invest in extending its services to the two largest and fastest growing economies in Francophone West Africa i.e. Cote D’Ivoire and Senegal: “The cable will improve the international connectivity options in these countries and will increase competition to the existing cable systems. The addition of a new open-access cable similar to what MainOne has done in Nigeria and Ghana is expected to have an impact on broadband access pricing and quality in these highly dynamic economies. “By investing in telecoms and data centre infrastructure across the region, we are encouraging the business ecosystem and hope to bring meaningful and much-needed digital transformation solutions to a variety of businesses, to enable them in their quest for improved productivity and efficiency. As demonstrated in our existing markets, we are prepared to collaborate with incumbent

operators, new Internet service providers and government agencies to broaden access and crash wholesale connectivity costs in the region by up to 50 percent.” A 2017 report by Fraym and Harith General Partners titled ‘Infrastructure as a Disruptor: Leveraging private capital for growth’ identified a strong correlation between growing incomes and internet connectivity and spotlighted how technology adoption is helping sub-Saharan African countries break out of the vicious grip of persistent underdevelopment. The report specifically stressed that income growth in cities with MainOne Internet access available accelerated faster than those without. MainOne is committed to deepening broadband access via fibre infrastructure and data centres across West Africa. With service delivery in 10 countries including Nigeria, Ghana, Cote D’Ivoire, Burkina Faso, Togo, Cameroun, Benin, Niger, Senegal and Chad, MainOne operates an international submarine cable system and terrestrial fibre networks which guarantee highly reliable connectivity to support the growing demand for internet access and bandwidth-intensive applications across the region. The MainOne Submarine cable was the first privately owned cable in West Africa spanning 7,000 kilometres with a capacity of 4.96 TBPS to connect West Africa to Europe via a landing in Portugal and multiple routes to London, Paris and Amsterdam.

www.mainone.net


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Standards Organisation of Nigeria Quality Management System Certificate

BAT will continue to drive the agenda of the Government to grow the non-oil export sector by ensuring that the Nigerian economy is not only focused on oil export to generate foreign currency but also on the export of non-oil commodities from Nigeria, which provides an alternative to generating foreign currency while demonstrating a consistent improvement to the development of the real sector. We will continue to abide by all laws of the countries we operate in and will constantly explore safer and new offerings to consumers as our commitment to tobacco harm reduction. Such offerings will make it possible for consumers to have more choices in accessing a range of potentially safer products in West and Central Africa.

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Secondary Manufacturing Department (SMD)

Overall, our ambition in the next five years is to be an exemplary leader in our industry who demonstrates the ability to be responsible despite the peculiarity of our products. This

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would be reflected in our sustained corporate social investments, foreign direct investments, human capital investments, contribution to tax revenue growth, amongst others.


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Outlook Publishing’s awardwinning in-house team is now utilising its extensive production skills to offer a full and bespoke range of editorial, design and marketing services via its new Outlook Creative Services division.

F O R M O R E I N F O R M AT I O N V I S I T: www.outlookpublishing.com/creative-services

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Bollore Transport & Logistics Ghana Limited Commercial Warehouse Road, Main Harbour P.O. Box 51,Tema – Ghana. Tel.: (+233) 303 218 500 Email: sales.ghana@bollore.com

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BTL-Pub BTL GHANA-Africa Outlook Mag-78x96mm.indd 1

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EQUATORIAL COCA- COLA BOTTLING COMPANY IN GHANA

Seamless

REALITY Passion, Excellence and

DIVERSITY

Equatorial Coca-Cola Bottling Company in Ghana is providing impeccable service to the community, while putting in place initiatives to develop the local skills and ensuring continuity for the future of the Company Writer: Phoebe Calver | Project Manager: Joshua Mann

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s part of a partnership between the Equatorial Coca-Cola Bottling Company (ECCBC) Group and the Government of Ghana, The Coca-Cola Bottling Company Ghana (TCCBCG) was created in 1997 with a core focus on people and a commitment to sustainable business growth. In 2003, ECCBC acquired 100 percent ownership of the Company and since that point TCCBCG’s bottling plant has been situated at Spintex, Accra. Located there are two glass lines and two PET lines that produce 40 store keeping units (SKU) of non-alcoholic beverages. “At present we produce and distribute our products across four categories,” explains Seth Adu-Baah, Managing Director of The Coca-Cola Bottling Company Ghana Limited. “Within these categories are some of the world’s most famous brands, such as Coke, Fanta, Sprite and Schweppes. “Our four main depots are strategically located in Accra, Kumasi, Takoradi and Tamale, as well as 170 strategic customers (mini distribution centres) across the country that serve more than 100,000 retail outlets and contribute to provide approximately 102,300 jobs.” With Seth Adu-Baah at the helm - as the first Ghanaian Managing Director of TCCBCG - the Company has made significant contributions to the business environment, to consumers and to the country as a whole. Adu-Baah continues: “We pride ourselves on being a great employer, taking on more than 800 Ghanaians across the country and indirectly employing many others through outlets, sales points and opportunities for jobs across our value chain. “The recent success seen at TCCBCG have been driven by its focus on people and commitment to sustainable business growth, as well as the resilient leadership demonstrated by the entire management team within the Company.”

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T: +233 (0) 303 212 627 | F: +233 (0) 303 212 626 2nd Floor Wing A, Nicholas Plaza off Meridian Road, Comm.1, Tema P. O. Box BT 160, Comm 2,Tema

Movis Ghana’s Fleet of 50 inluding Trucks, Trailers, Low beds, supports us in servicing our clients in an efficient, secured safe and affordable manner. We have a robust HSSE Regime in place that guides our Transport Operations and ensures full Compliance with all Safety Requirements. Services offered: • Containerised Cargo Transport. • Break Bulk (BB) & Ro-Ro Cargo Transport. • Heavy Lift Transport. • Out of Gauge Cargo Transport. • Dedicated Services Transport. • Inland Transport. • Project Cargo Transport • Dangerous Goods Cargo Transport including Sodium Cyanide and Explosives. • Heavy Lift Transport • Distribution Services


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In order to continue on with this success rate, the Company has put in place strategies and business process improvements with staff development at its core. Adu-Baah adds: “We will continue to develop and maintain strategic business relationships with our customers and consumers, focusing on creating value for our mutual benefit at all levels. “We have developed robust training plans and talent management initiatives that will enable us to address the developmental needs of our team, bridging capability gaps while supporting young talent with high potential for the future that ensures business continuity. “Both our talent management programmes and trainings are specifically designed with a strong emphasis on on-the-job training, strengthening the skills of our employees in alignment with the strategic business plan.”

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As a Company with such extensive history in the industry, TCCBCG works hard to ensure that it does not stray away from the values that have made it the great brand that it is today. “When it comes to incorporating new products into our portfolio, we ensure that they remain true to our original brand identity,” affirms Adu-Baah. “For example, we have incorporated a new non-caloric product - Coca-Cola Zero Sugar which enables us to reach our target consumers that are looking for the same great taste of regular Coca-Cola but without the sugar. “We are serving the Ghanaian market to the best of our abilities, ensuring that our beverages are available to everyone and at a reasonable price, while also giving back to the communities that we proudly serve, investing in sustainability through our corporate social responsibility (CSR) initiatives.”


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OVIS is an emerging brand with a group of passionate freight forwarders with expertise and experience in various sectors of our industry. We are part of the GEODIS Network and are present in over 150 countries around the world. Our global reach allows us to offer door-to-door services to our customers with freight collect options. We are fully committed on our promise to our clients to help them optimise their operations by bringing efficiency to their complex supply chains as well as major cost savings. MOVIS offices are in various countries in West Africa: • Cote D’Ivoire • Ghana • Liberia • Cameroon • Burkina Faso MOVIS operates in the various sectors listed below: • Oil & Gas • Mining • Energy • FMCG • Automotive • Power • Manufacturing • Consumer • Agro Business • Pharmaceuticals • Rail MOVIS Ghana operates out of five offices servicing the various regions and ports: • Accra • Tema • Kumasi • Takoradi • Tamale The Accra office is responsible for all air business in and out of Ghana. The Tema and Takoradi offices are responsible for any sea imports and exports at the Tema and Takoradi Ports and the Kumasi and Tamale offices responsible for our Inland Distribution activities.

Coca-Cola Bottling Company of Ghana Limited: The Coca-Cola Bottling Company of Ghana Limited entered into a Service Partnership with MOVIS in 2016 to provide and implement a full cycle logistics solution. This Partnership was to allow the Coca-Cola Bottling Company of Ghana Limited to focus on its core business of manufacturing and sales whilst MOVIS implements the full cycle logistics solution in stages. This Partnership started off with Empties Warehouse Management at the main factory of the Coca-Cola Bottling Company of Ghana Limited. The relationship has since evolved to include Empties Management in the Coca-Cola Bottling Company’s Kumasi Site, as well as being the sole Partner responsible for distribution in Kumasi and its environs as well as all the areas in-between Kumasi and Tamale (the whole Northern Belt). We have witnessed massive growth in our partnership which has been driven by the strong contractual KPIs which MOVIS has consistently and the duty of care that both parties have shown in the Partnership. We are proud to say that volumes distributed from Kumasi have increased two-fold and we are extremely excited to be associated with this level of achievement. We continue to strive to improve on our current service levels, through rigid cost controls, continuous improvement processes and customer engagement. These have always been the three main drivers of our success story. There are ongoing discussions to expand the scope of our operations and we look forward to realising the goal of handling the full cycle logistics of the Coca-Cola Bottling Company of Ghana Limited.

CONTACT DETAILS T +233 (0) 303 212 627 F +233 (0) 303 212 626


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HS is one of the world’s leading suppliers of packaging and filling technology for products including glass bottles, plastic bottles, kegs and cans. Having pioneered in the industry for more than 150 years, our trendsetting technological developments are mirrored in the more than 4.400 patents and applications as well as in more than 570 IP rights KHS has registered to date throughout the world. This success would, however, not be feasible without the passion and enthusiasm of our more than 4,800 employees worldwide. Our portfolio includes filling and packaging systems for water, beer, soft drinks, juice, wine, and highly sensitive beverages and dairy products. Our Company’s core competence lies in the development and production of both single machines and complete lines. Our products include machines that manufacture plastic bottles, fillers, labelers, packers, and palletisers. Conveying systems for various types of packs and containers complement our many products and systems.

Nurturing talent

Due to the Company’s rich history, candidates for employment within TCCBCG will go through a stringent interview process that is based on their qualifications and work experience. “Over time we have developed our training schemes to ensure that talent is nurtured and never neglected,” explains Adu-Baah. “We place a lot of emphasis on making sure that a greater number of the workforce are Ghanaian nationals, with a current 99.1 percent of our current workers being local.” A large part of the Company’s HR strategy involves the development of local talent and high-potential employees into a talent pool that ensures complete continuity within the business. “From the moment a new employee is welcomed into the TCCBCG family, we provide them with a planned induction and training programme,” states Adu-Baah. “Following on from

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Over time we have developed our training schemes to ensure that talent is nurtured and never neglected

With a network of more than 40 service offices in 35 countries and increasingly through remote diagnosis using our ReDiS remote maintenance tool and the internet, we can ensure reliable regional support; smooth production being a crucial factor. It is thus logical that we aim to serve clients and their markets directly and efficiently through the many plants installed at international locations including the USA, Mexico, Brazil, China, and India. Our sales and after-sales business are structured to cover the needs and requirements of all our valued customers globally. The responsible contacts for the Central Africa Region includes Ghana.

www.khs.com


KHS Machines Nigeria Ltd. No. 50 Oduduwa Crescent, GRA, Ikeja Lagos

www.khs.com

PLASMAX KHS INNOPET FRESHSAFE BLOCK The innovative Plasmax coating system combines the weight benefits of a PET bottle with the protective barrier properties of a glass container. In this process the PET bottle interior is finished with a protective, ultrathin coating of silicon oxide (SiOx) or chemically pure glass. Following the successful market launch of our rotary InnoPET Plasmax 12D and 20Q machines we now offer the compact laboratory InnoPET Plasmax 2Q/4Q machine as a cyclic machine variant which provides the same technology for the low-capacity segment cost effectively while saving on space. With the cyclic machine up to 1,800 or 3,600 bottles per hour holding between 80 milliliters and 1.5 liters and with a maximum bottle opening of 38 mm can be processed.

Alexander Fuchs RC Service Director Central Africa

Bello Maruf Service Manager KHS Machines Nigeria LTD

Michael Kloss Managing Director KHS Machines Nigeria LTD

Benedict Jatto Sales Manager Central Africa


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ouvelle Automotive Co. Limited is a Ghanaian-based transport and haulage company that aims to be one of the largest transport companies in West Africa. Nouvelle serves several different market segments in providing transport services across West Africa through partnerships with STC as well as InterCity transport services in Ghana. Years of regional experience and intersecting work efforts ultimately brought us to the realisation that a gap exists in the transport service continuity required to provide A-Z support for governments and various organisations located in West Africa. This motivated our owners to create a company that has never lost sight of the understanding that a contractor’s obligation is to proactively manage expectations, timeline requirements, and expert delivery. This is why at Nouvelle Automotive Co. Ltd, meeting expectations is our minimal allowable standard for performance.

the initial stages of employment, each member of the team is placed on a six-month probationary period, during which time they are working to a robust appraisal system which becomes bi-annual in order to encourage continuous improvement. “Key employees are identified to go on our flagship management trainee and leadership programs, called The Hawks. Other leadership development trainings within the company and executive training programs in collaboration with top business schools are also done. These employees are placed on specific projects (in technical, quality and effective trade executions) at the end of their training. This facilitates the development of key skills and capabilities that enables them address specific issues for customers and the business thereby creating value. “We pride ourselves on having some of the best trained manufacturing professionals in the industry, and

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LEASE SERVICES Whether you require a full turnkey solution or simple dry lease options, Nouvelle Automobile can masterfully develop and provide a strategic operational capability to support and enhance its clients’ businesses. Nouvelle automobile currently serves the logistics and transport needs of coca cola, Pepsi and Guinness Ghana. SOURCING AND PROCUREMENT Nouvelle Automobile offers its clients access to an extensive global inventory of new and pre-owned equipment. We have sourced, sold and procured a range of vehicles from armoured cars to trucks and trailers. LOGISTICS Working closely with its partners, Nouvelle Automobile has built a wealth of experience handling large-scale logistics projects since its formation. To date, more than 800 pieces of cargo have been handled by the Company.


Nouvelle Automotive Co. Limited is a Ghanaian based transport and haulage company that aims to be one of the largest transport companies in West Africa. Nouvelle Automobile has a range of skilled professionals with extensive exposure in the fields of heavy equipment, vehicle sales and transport services available to offer superior quality to our customers. Our experienced operators, accompanied by experienced technicians and managers, deliver services that are beneficial as well as cost effective. Nouvelle Automobile Focuses on these key areas of business: • Haulage of Mineral Raw Materials • Haulage of Fast Moving consumer goods • Haulage of finished cement products • Sales and Leasing of Vehicles and Heavy Equipment • Transport of passengers, through coaches, buses and commercial transport services

Nouvelle Automobile, Challenge House, Abelenkpe, Accra-Ghana +233 503 888 645 | +233 560 707 070 ppsme2002@gmail.com


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AVIS FLEET A valued partnership of more than four years Avis Fleet Ghana’s relationship with The Coca-Cola Bottling Company of Ghana Limited stems back to July, 2014 when we officially partnered with them in the supply of a fleet management solution for their managerial and operational vehicles. This partnership allows them to focus on their core activities, whilst they have peace of mind that their fleet is taken care of by a professional outsourced fleet partner – Avis Fleet Ghana.

T +233 302 213 555

www.avisfleet.com.gh

KANE-EM

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ANE-EM has been manufacturing plastic packaging for more than four decades and its preforms, closures, bottles and films are all produced at its 20,000m2 factory and supplied to the food and beverage, dairy, pharmaceutical, cosmetic, agricultural, chemical and household industries.

The Company is driven by a passion for people

combined with our long-standing reputation, we believe this puts us in a strong position against the competition.”

Socially responsible

Over the years it has become increasingly important to TCCBCG to fully involve itself in CSR initiatives, as a human-centred company it is driven by a passion to positively impact both the community and the environment in order to make it more sustainable for

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generations to come. “We hold ourselves socially responsibly for the millions of consumers that we serve by improving the quality of their lives, predominantly implemented through sustainable development initiatives,” continues Adu-Baah. “We direct our efforts and resources into areas such as education, health and wellbeing, economic female empowerment, youth in entrepreneurship, conservation of the natural environment and an increasing

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The Company serves multi-national companies like Coca-Cola, Voltic, Accra Brewery (ABinBev), Fanmilk (Danone) and also Kasapreko, Joy Dadi, Twellinium (Monarch), Multipac, Special Ice and Praise. The Company, with more than 800 employees, has been awarded Best Plastic Manufacturing Company as well as Best Packaging Product of the Year in Ghana for both 2016 and 2017. T +233 302 221 380/229 429 E info@kane-em.com

www.kane-em.com


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accessibility to potable water. We committed about US$2 million last year towards these initiatives.” In pursuit of continued success with CSR initiatives, the Organisation has also positioned itself as a learning centre. It is there that local students are able to gain academic support, providing it for those that are seeking to acquire knowledge in the area of manufacturing and its related fields. Adu-Baah continues: “Our weekly plant tours for schools, churches, non-governmental organisations and the public create the uncommon opportunity for patrons to obtain firsthand experience of our production

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processes, providing them with a better appreciation of the effort and precision that goes into the full process. “We also offer internship opportunities for students that intend to obtain practical knowledge, supporting the education they have already received in the classroom. “We have also activated a reading project that will see us move from school to school, encouraging reading with students, which we have been able to do with thanks to the donation of reading materials prescribed by the Ghana Education Service. As a Company we recognise that we still have a long way

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to go when it comes to improving the quality of life of the people we serve, but our commitment to implementing this initiative in other parts of the sub-region will not become weak.”

Corporate culture

With such an extensive history of success in the industry, TCCBCG have been the proud recipients of numerous rewards. The Ghana Manufacturing awards provided the Company with Bottling Manufacturing Company of the year in 2016 and 2017 and Beverage Manufacturing Company of the year in the same years.

“As we are customer-centric and have a unique brand, we pay close attention to the needs of our consumers...”

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CENTRE POINT LTD

Centre Point N K was incorporated in 1990 as a trading company specializing in Industrial

Raw Materials and Chemicals. It is part of Tropical General Investment group of companies. We represent the business interests of top Multinational Companies who wish to do business in Ghana. We import, stock and CENTRE POINT LTDdistribute chemicals and other Raw Materials for the in industries. Centre Point was incorporated 1990 as CENTREspecializing POINT LTD in Industrial a trading company FOOD, BEVERAGE BREWERIES Incorporated in 1990,&Centre Point Raw Materials and with Chemicals. It is part Together our International Limited specializes in Industrial partners we provide world of Tropical General Investment group of unique expertise to enhance class products and services, and Materials and Chemicals. companies.your Wepart represent business brands andthe actualize your goals. Our technical team As of Tropical General Investment interests ofsearch top Multinational Companies the most cost effectivewho approach, tailored to meet Group offor Companies, we import wish to do your business in Ghana. Weand import, business need without compromising the quality of and distribute chemicals other hygiene. cover cip, cop, lubrication, descaling, stock and distribute chemicals and materialsOur for aservices wide range ofother industries. water treatment, labelling and packaging adhesives etc. We Raw Materials for the industries. FOOD, BEVERAGE & BREWERIES can support your operation with cutting edge technology and We provide range products and and unique dosing systems aim atofoptimizing yourservices, processes. In today’s FOOD, BEVERAGE &wide BREWERIES expertise to enhance brandsand andglobal actualize your goals world where water stress warming are concerns; Together with our International partners we provide world through application of cutting-edge technology and on water, we havethe various technologies that enhance savings class products and services, and unique expertise to enhance closing systems to enhance savings on water, energy and Henkel energy and process time. Our Partners: Ecolab, Nalco,

your brands and actualize your goals. Ecolab, Our technical team processing time. Our Partners: Nalco, Henkel search for FLAVOUR, the most cost effective approach, tailored to meet FRAGRANCES AND COLOURS FLAVOUR, FRAGRANCES AND of COLOURS your business need compromising the of used by We are thewithout leaders in the supply finequality fragrances Weservices are the leaders incip, the cop, supply of fine EDT fragrances used by the hygiene. Our cover lubrication, descaling, the cosmetics industries to produce body perfumes and cosmetics industry to product EDTcare body perfumes and water treatment, labelling packaging adhesives etc. Wesprays body sprays, skinand care and hair cosmetics. Also flavours and skin and used hair care cosmetics. also produce flavours and colours extensively by We the food, confectionery, can support your operation with cutting edge technology and and colours usedand extensively by the food andOur beverage, pharmaceutical beverage industries. Partners: dosing systems aim at optimizing your processes. In today’s confectionery and pharmaceutical industries. European Flavours and fragrances. world where water stress and global warming are concerns; Our Partners: European Flavours & Fragrances we have various technologies that enhance savings on water, energy and process time. OurPoint Partners: Ecolab, Nalco, Henkel Centre Point Limited, House 77/2 Centre Limited, House NoNo EAEA 77/2 House , House BeforeOak OakCity CityInternational International College, Before College, Adenta SDA Junction,

Adenta SDA junction, UK Highway Adenta,Accra, JJ Rawlings Off JJ Rawlings HighwayOff Adenta, Accra, Ghana FLAVOUR, FRAGRANCES AND COLOURS Ghana. Tel. Nos 0302501650 Tel: 0302501650 / 0302501652// 0302501652 0302501653 / 0302501653 We are the leaders in the supply ofMinistries, fine fragrances used by P.O.Box MB12,Ministries, Accra P.O.Box MB12, Accra centrepoint14@yahoo.com the cosmetics industriescentrepoint14@yahoo.com to produce EDT body perfumes and body sprays, skin care and hair care cosmetics. Also flavours and colours used extensively by the food, confectionery, pharmaceutical and beverage industries. Our Partners: European“We Flavours hope to and fragrances.

continue on as the preferred choice Centre Point Limited, House No EA 77/2, House of consumers in Before Oak City International College, the market, and SDA junction, Off UK Adenta JJ Rawlings Highway Adenta,Accra, subsequently it is Ghana. Tel. Nos 0302501650 / 0302501652 / 0302501653 important to us atMB12,Ministries, Accra P.O.Box centrepoint14@yahoo.com Coca-Cola to ensure that our products are available everywhere that they might be craved.”

The Company has also taken home awards for Manufacturing Award of the Year, Outstanding Customer Award and the Platinum Award from the Ashanti Business Excellence Awards. “As we are customer-centric and have a unique brand, we pay close attention to the needs of our consumers and swiftly respond to their concerns,” Adu-Baah describes. “We have provided our consumers with

six key pack sizes that range from 20 centilitres to two litres, enhancing the product availability and furthermore presenting the consumer with extensive choices.” The corporate culture at TCCBCG is made to achieve sustainability through diversity and leadership in products, packaging and pricing, while also encouraging passion, excellence and accountability for its people.

“We hope to continue on as the preferred choice of consumers in the market, and subsequently it is important to us at Coca-Cola to ensure that our products are available everywhere that they might be craved,” concludes AduBaah. “We desire to create value for our stakeholders, including shareholders, while giving back to the communities that have supported us for many years to come.”

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M A C R O C O M M

Smart Made Simple Macrocomm is perfectly creating the architecture of smarter technology, with a customer-focused approach to the market and a comprehensive portfolio of products and solutions to address industry challenges with ease Writer: Phoebe Calver | Project Manager: Kane Weller stablished in 2005, Macrocomm was created with the purpose of selling voice and data contracts and has since evolved into a widely successful telecommunications and technology company. Through moving with the times Macrocomm has shifted some of its focus to IoT (Internet of Things) and energy management solutions and now in the present day, the Company is able to provide turnkey solutions, leveraging connectivity, devices and analytics. The Company is an accredited reseller of mobile data, networking and infrastructure related products that are available as both stand-alone offerings or as part of its IoT portfolio. “Our Business was proudly founded upon the values of integrity and professionalism,” explains Vinny Perumal, Managing Director at Macrocomm. “Now, we are a level one

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Broad-Based Black Woman Economic Empowerment entity, boasting a diverse team of experts that operate across South Africa with partner companies in key African countries. Macrocomm boasts seven divisions within the Group, all of which focus

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on different industry specific solutions that the Company can cater to. Perumal continues: “In our Macrocomm Technologies division, we are able to focus on delivering infrastructure solutions, energy management and alternative energy solutions that are mainly for telecommunications and large industrial type customers. “Through our Macrocomm Utilities division, we closely study smart city solutions, for example smart water and electricity solutions that include


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required for IoT solutions,” adds Perumal. “We then also have a dedicated team for Fleet Analytics to provide end-to-end solutions for fleetbased companies. “Last but by no means least we have our Macrocomm RTS, which enables us to work closely on development, manufacture and sale of data management hardware and software solutions, all of which are through complete turnkey offerings or as sub-components of larger systems.”

Quality management

In just over a decade, the Company has grown substantially, which has of course impacted the quality management processes and systems and the adjustments that were required as a result. “After an independent assessment review, we have embarked on the process of obtaining ISO certification in order to embrace the concept of quality through continual improvement and ensuring the highest standards to achieve customer satisfaction,”

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Over the years the business has evolved its IoT sales approach in order to be more consultative, allowing for customised solutions to be developed.

Skills development

affirms Perumal. “We continuously strive to improve health and safety standards and accreditation, and have been able to easily maintain our NOSA accreditation and track record in the field deployment of staff to afford us a significant advantage against our competitors in the market.” For the Company, the key to realising active smart cities is through the analysis of real-time and historic data that has been gathered from various sources, to then be actioned by the respective public-sector teams within the city. “The aforementioned resources are then stretched, utilising innovative processes that are needed to maximise time and effort,” continues Perumal. “Bearing that in mind, we have partnered with the world’s leader in data analytics technology. “Through using this technology we have been able to invest in building a unique analytics platform for revenue and cost management, with the platform enabling key decision makers to gain visibility, recognise revenue collection problem areas and subsequently fix them proactively. “We have found that the platform also allows the municipalities to evolve into smart cities through the

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implementation of related projects, gathering the data and tracking the immediate costs and benefits in realtime. The Eureka platform – as it is called – will be showcased in Las Vegas in September, 2018 at an international analytics event.” At present the Company is in the process of adding capabilities to the platform in order to assist its customers with automated data collection, implementing reporting insights in various languages and expanding the capacity of the system to enable tracking and monitoring services.

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In order to consistently be at the cutting edge with its technology, the Company has training and development programmes that have become integral to the overall strategy of Macrocomm and creates a competitive advantage. “We recognise the importance of competence management within the team and this forms part of the line manager’s individual performance management (IPM),” explains Perumal. “The IPM framework that we use at Macrocomm is specially utilised to align the performance of each employee to the objectives of the organisation and functional teams. “During these reviews we are able to identify training gaps, enabling us to find routes to encourage our employees to embark upon in order to improve their relevant skillset.” In addition to the training and development of its staff, Macrocomm also works to assist young South Africans in local communities. It has embarked on an initiative that will enable the Company to invest in the future of the country, establishing a fully functional training programme and facility to aid them in preparing for the industry. Perumal adds: “The Company has partnered with the Chemical Industries Education and Training Authority (CHIETA) and local technical institutions to provide formal training, coupled with hands-on experience for engineering students that are involved in Macrocomm-managed projects around the country. “By prioritising job creation through meaningful economic transformation and inclusive growth, we are creating opportunities for more women to enter into the ICT sector.


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Building a Positive and Lasting Legacy

Plumbing and water management systems services Supply and installation of Water and Sanitation products and associated accessories designed to reduce water wastage Construction in both residential and commercial sectors Renovations In both Residential and Commercial environments Facilities Management The supply of all construction materials and goods

6 Jones Street, Parow East, Cape Town, South Africa Tel: +27 21 9306706/7 Email: info@sakhikhaya.co.za

www.sakhikhaya.co.za

“We are ensuring that all our initiatives create jobs and to date, the Company has created a number of NQF level four jobs, upskilling a number of government municipal employees through training and skills transfer programmes, helping to successfully implement labour intensive projects.

Service delivery capabilities

In order to continue on with its success in the industry, the Company is setting plans in place for progression and growth moving forward. “We will continue on with our extensive training and recruitment of field staff, providing the Company with a national service delivery capability that is unrivalled in the sector,” Perumal describes. “Of course, we will also need to focus on our ability to innovate with those staff, particularly in the IoT space through the creation of niche industry specific solutions.” It is important to remember that while Macrocomm is most

definitely forward-facing in terms of development, it is also paying close attention to providing on-going support and service to all current customers and especially those in remote regions. “We hope that in the next three to five years we will have captured a large market share, with smart solutions in the key target markets,” concludes

Perumal. “We aim to invest in and establish new facilities that will allow us to introduce more innovation into new and existing markets. “Now our plans are to develop the business across Africa, while establishing offices in the identified countries in order to pursue new markets and giving back to the local community.”

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FLUID Innovation Grundfos is leveraging its international experience and reputation to tackle one of East Africa’s most critical social challenges in the form of sustainable water provision Writer: Matthew Staff | Project Manager: Matt Cole-Wilkin njoying an influence across 56 countries via 83 companies, Grundfos is among the world’s most extensive and experienced operators in the water technology market; a saturation that is inevitably thriving across its subSaharan African markets, including Kenya. Poul Due Jensen founded the Company from his basement in Denmark back in 1945, incepting with just one water pump. Numerous expansions, diversifications, tweaks and innovations later, Grundfos remains a pioneer in the space, and especially in East and Central Africa where such solutions have proved to be a vital contributor to countries’ water challenges. “Grundfos as a brand has been in Kenya for more than 50 years now, though until 2013 it was through representation by distributors,” introduces the Company’s Managing Director for East Africa, David Githendu. “As from 2013, Grundfos was established in Kenya as a sales company with a responsibility of covering the East and Central African region.

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“The main areas of business now are focused on building services, water utility and industrial applications. We focus on supporting the market through product and application training, driving specifications in the market and aftersales service support.” From Grundfos’ Kenyan base, the business caters for 17 nations in the region virtue of its resident country managers, various partnership agreements, or distribution channels. Githendu adds: “We are looking to strengthen our reach to offer our services even more comprehensively to the other East and Central African countries; spreading our aspiration to be a global leader and trendsetter in advanced pump solutions and water technologies.” The Company’s history offers no reason to doubt that such a goal can be realised, Grundfos having achieved numerous firsts over its tenure, including being the first enterprise to develop the submersible borehole pump out of stainless steel back in the mid-60s. Subsequently becoming the Company’s flagship product, it has been instrumental in bringing water to millions of people all over the world;

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later compounded by the pioneering of its solar powered submersible pumps introduced in the 1980s. “Grundfos’ product development is driven by a need to be responsible in energy use and all products developed are of high energy efficiency,” Githendu says. “We focus on total lifecycle costs


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of products and not on short-term initial costs, and thereby maximise customer value for money in the long-term. “To be responsive to today’s digital trends, Grundfos has driven innovation initiatives in intelligent pump solutions in all its product areas to further give user comfort and optimise energy usage.”

People, sustainability and partnerships

Grundfos Kenya’s setup in Nairobi is geared towards capitalising on the broad spectrum of services and innovations that exist within the Company’s portfolio, facilitating heightened technical support to the

market in terms of applications and specifications of products, as well as aftersales support. “We have set up a competence centre for sub-Saharan Africa for Grundfos Remote Management, a platform where Grundfos installations all over the continent are viewed and

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monitored, to ensure catastrophic breakdowns are avoided and to make it easy to schedule maintenance,” Githendu elaborates. “Our success has been based on the Grundfos values of being focused on people, sustainability and partnerships. We attract and retain the very best people to support our business and also forge strong partnerships with our customers and stakeholders, and this has been key to our success.” Inevitably, such a strong internal makeup has translated into a plethora of high-profile and landmark projects, especially in its primary areas of commercial building services, water utilities and industrial applications; in each case working closely with engineering consultants so as to bring the right equipment and solutions to fit each end application. “We then work closely with contractors who are awarded those projects to help them in the process of implementation and to ensure the

right equipment for the job has been installed,” Githendu continues. “We further support them with commissioning and aftersales support which includes maintenance service contracts. “Some of the main projects that we are proud of having achieved together with our partners include: pressure boosting and firefighting pumps for Two Rivers Mall in Nairobi; pressure boosting, firefighting and wastewater pumps for Britam Tower in Nairobi; pressure boosting and firefighting equipment for Kempinski Hotel in Nairobi; raw water intake and high lift pumping equipment for Same Mwanga Water Supply Project in Northern Tanzania; and vertical turbine pumps for mining applications in KICO mine in Kipushi, DRC.” The business is also currently working with DRC’s water utility company, REGIDESO on Kinshasa’s water treatment rehabilitation, emphasising the variety of operations,

“We then work closely with contractors who are awarded those projects to help them in the process of implementation and to ensure the right equipment for the job has been installed.”

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DAVIS & SHIRTLIFF

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he Davis & Shirtliff Group (D&S) is the leading supplier of water and energy related solutions in the East, Central and Southern Africa region with business activities focused on seven product sectors - water pumps, boreholes, swimming pools, water treatment, generators, solar equipment and irrigation. The Group operates through a network of more than 60. D&S has enjoyed a mutually profitable partnership with Grundfos for over 50 years, a partnership that continues to grow and evolve as the region develops. Grundfos’ position as the world’s leading pumping solutions supplier and D&S’ dominant position in its region have resulted in a compelling value proposition for customers who require dependable and energy efficient engineering solutions.

www.davisandshirtliff.com


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INTERNATIONAL

IRRICO INTERNATIONAL LIMITED Mombasa Road Behind Vision Plaza PO Box 38974 – 00623 Nairobi, Kenya TEL: 020 2393583/5 MOBILE: 0721 388 444/0719 685 608/ 0733 989 009 FAX: 020 254 8149 E: info@irricointernational.com www.irricointernational.com

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“We are looking to introduce a few more branches in key focus markets; creating a stronger brand image and greater capacity so as to handle bigger projects and serve a growing market.”

“Knowledgeable staff is one of our main competitive advantages, alongside our customer support and quality products...”

and indeed geographies that Grundfos is able to cater for. Githendu rounds up: “We are also working with our partners, Davis & Shirtliff in Uganda where we are looking at supporting the National Water Company with supply and installation of prepaid water dispensing systems for rural and urban water supply projects. This project will ensure that the National Water Company effectively collects revenue for the water supplied through mobile money platforms, thereby enhancing sustainability of its water supply programme.”

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Synonymous with innovation

As is clear to see from Grundfos’ ever-expanding footprint in East and Central Africa, opportunities for future business in these regions are vast, and the Company is keen to leverage the exciting GDP growth that is occurring in many nations. Economic prosperity is being turned into infrastructural development for many, and the priority then becomes water supply across growing populations - a trend which Grundfos is primed to turn into a competitive advantage. “Particularly in Kenya, we see the

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new system of decentralisation of authority to the county governments which are now empowered to come up with their own development plans,” Githendu explains. “All these developments mean that the market for our products in our region is growing. Grundfos Kenya is gearing itself up to be there to serve these growing needs and to capitalise on the opportunities that they present.” While waiting for these opportunities to reach fruition, Grundfos has spent a lot of time, effort and money on ensuring that every strand of its internal structure is


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refined, to allow its customer-facing operations to run smoothly. A development of its Grundfos Product Centre epitomises this ongoing strategy, while the business is also in the process of expanding capacities, increasing efficiencies and harnessing modern trends such as digitisation, climate change effects and energy consumption. The Company’s “focus on people” then allows for all aforementioned investments and improvements to have the desired effect, being operated by employees who receive the requisite motivation,

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remuneration and upskilling to succeed. “Knowledgeable staff is one of our main competitive advantages, alongside our customer support and quality products,” Githendu concludes. “Generally, the Grundfos brand is synonymous with innovation, and our plan moving forward is therefore to strengthen our footprint in the region with this innovation. “We are looking to introduce a few more branches in key focus markets; creating a stronger brand image and greater capacity so as to handle bigger projects and serve a growing market.”

Grundfos Kenya is owned by Grundfos Management Holdings of Denmark which is largely owned by original founder, Poul Due Jensen’s Foundation. The Foundation’s main objective is to ensure that Grundfos as a company is sustainable and will be stronger every day to meet the challenges of business in the future.

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Better

Brighter enaga Nasional Berhad (TNB) has both a rich and deep-rooted history in Malaysia, building the nation’s infrastructure even before the country received its independence. With an incredible 67 years of experience, the Company has an impressive hold as Malaysia’s leading electricity utility and a strong presence throughout Peninsular Malaysia, Sebah and Labuan. As Datuk Seri Ir. Azman Bin Mohd, the Company Chief Executive Officer goes onto explain: “The experience of working for TNB has led us towards building a performance and growth driven culture based on building trust and relationships, beginning our journey by looking at the respective strengths that already made us a great entity.”

Datuk Seri Ir. Azman Bin Mohd

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Tenaga Nasional Berhad aims to be among the leading corporations in energy and related businesses on a global platform Writer: Phoebe Calver Project Manager: Matt Cole-Wilkin

“If we were to go back in history and recall the development of Malaysia from a rural economy to what it is today, it is clear that by bringing electricity to homes, TNB was able to make a significant difference in the lives of people who before then have not had access to 24-hour electricity. Imagine not being able to read books at night. With electricity, lives of people, families and societies have been able to change for the better and as TNB, we are so privileged to be able to serve people this way. My colleagues can tell you heart warming stories of how ordinary people react when they first experience electricity in their own homes, and how much of a difference in their lives this makes. With electricity, people have been empowered. Moving forward, we will continue to serve society by empowering them in different ways – electricity is and remains but one way of empowerment. With developments in technology, such as renewable energy, energy storage, connectivity,

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data analytics, and the Internet of Things, we see even more ways of empowering people further. We also look within the organization and how we can even empower our employees through the use of technology in order to change the way we work, manage and lead; by given our employees new skills, new opportunities, and new exposures. These are the core building blocks of our aspirations in Reimagining TNB.” The vision for TNB is to not only be


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to increase both the efficiency and productivity of our service offering, while also creating a new product and services that lead to customer empowerment and satisfaction,” affirms the Company. “In the era of IoT that we are working in, we have to remain competitive by leveraging the latest technologies, capitalising on creativity and innovation in order to create business opportunities through establishing strategic affiliations and partnerships with industry leaders.” – Datuk Fazlur Rahman Bin Zainuddin, TNB’s Chief Finance Officer. The energy sector is completely saturated with opportunities for a company such as TNB; at present there are three main utilities in Malaysia which include, Tenaga Nasional Berhad, Sabah Electricity Sdn Bhd and Sarawak Energy. “We are proudly the largest industry player that serves 9.39 million customers in Peninsular Malaysia, with the important responsibility of providing electricity to the country’s businesses, homes and industries,” Datuk Fazlur adds. “Over the years we have ensured that the electricity industry that we support is always reliable, secured and that the platforms are on par with the other developing countries.”

External and domestic challenges

an ordinary electricity business entity, but also one that has the expertise and ability to offer several other services that may not even be related to the energy business. “We have always aspired to be a globally renowned Company and at present are building the foundations, as well as putting in place the resources to carry our brand to the international stage,” continues the CEO. “We are well aware of the challenges facing us in regards to

There are a wide variety of challenges both externally and domestically that TNB has had to foresee over the technology disruptions, emerging years, and subsequently has provided it with extensive experience within market economies, greater demands from shareholders and customers the industry. The external challenges as well as increased competition faced are those that affect the global globally.” energy sector, for example economic shifts, technology disruptions, higher Capitalising on creativity shareholder expectations, increasing In the everchanging market of energy pressure for cost efficiency and & utilities, TNB needs to ensure that competitive intensity from regulators. it is keeping abreast of the endless “At present Peninsular Malaysia’s technological advancements occurring electricity supply industry is converging into quite the perfect storm,” at present. “These advancements can be utilised continues Datuk Azman.

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“The electricity demand growth is forecasted to slow down to approximately 1.54 percent as we approach 2020. “The main changes to the industry landscape are linked with the deregulation of the gas market, providing a first step towards marketbased pricing and eventually this will lead to the progression of the electricity market.” Although Malaysia currently have the lowest electricity tariffs in the region, we are facing a challenge due to escalating costs of fuel. The imbalance cost pass-through mechanism ensures that TNB remains neutral to the fluctuation of fuel prices but there is a need to communicate this more effectively to the customers. We are also noticing greater Xxxxx demand for green energy, which calls xxxx xxxxx for decarbonization (reduction of xxxxx xxxx greenhouse xxxxxxxx xxx gas emissions by 70% by 2050) and decentralization (due to technological breakthrough leading to reduction in costs for solar PV and batteries). When bearing these factors in mind in relation to the future of the Company, TNB has outlined its strategic direction as part of its reimagining that consists of four pillars. These pillars include future generation sources, grid of the future, winning the customer and future proofing regulations to embrace challenges with specific strategies to turn them into opportunities. The reimagining of TNB will focus on shaping the Company into becoming one of the top 10 global utility companies in terms of market capitalisation by 2025.

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reasonably robust financial position, with extensive manpower experience that means we are able to execute major initiatives and developments that require huge investment and commitment,” states Datuk Fazlur. “However, we do have to remember that as a public listed Company, we are also answerable to our shareholders and stakeholders and obliged by our sound risk management.” Says Hj. Jalaluddin Megat, “We are also guided by the reimaging of our TNB strategy, venturing into new businesses and opportunities beyond our conventional business and territories. As a result of this during the past few years, we have been able to expand our international footprint, establishing our name into countries such as Pakistan, Saudi Arabia, India, Turkey and the UK.” From a domestic point of view, TNB is also venturing into adjacent businesses to the energy industry in the local market and other businessrelated services that provide them with more empowerment and options in Distinguishing factor the way that they consumer their daily With thanks to its extensive experience, electricity. the Company has developed into a top “Through our domestic and utility business in Malaysia, with its core international investments as well as business focusing on generation, grid operational cost efficiency measures, and distribution. we expect to increase our EBIT by 30% in “At TNB we are lucky to have a the next 3-5 years,” Says Datuk Azman.

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GVO Wind Bluemerang As a part of TNB’s journey to strategic growth, renewable energy has been identified as a key focus-point in cementing its position as an industry leader. The acquisition of GVO Wind Bluemerang is part of the Company’s new target for renewables, both in terms of geography and technology as it is looking to make investments that offer stability in UK and Australian markets with growth potential.


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TNB Energy Strategy

As part of the Company’s 10-year strategy in the lead up to 2025, it is quickly showing signs of achieving the aspirations of becoming a top energy player globally. The strategic plan has been formulated through the careful consideration of the four global trends seen dramatically impacting the utilities industry, comprising the shift in economic power to Asia, technology disruptions, the end of cheap capital and evolving regulatory developments. TNB believes that these trends have the potential to substantially reshape the future of the Company, presenting many exciting opportunities and capitalising on the trends that will enable it to unlock new growth areas. The four pillars include: future generation sources, grid of the future, winning the customer and anticipating future regulations changes.

CEPSI

The Conference of the Electric Power Supply Industry (CEPSI) is recognised as one of the largest and most prestigious events in the electricity supply industry in the Asia Pacific region. The first edition of the CEPSI event was held in Hong Kong in 1976 and has since been successfully organised biennially with the most recent even held in Bangkok in 2016. CEPSI plays host to an array of power industry companies, utility leaders, industry professionals and experts from all over the world. The event provides a premiere platform for the to gather, exchange ideas and learn from each other, while also being a renowned avenue for industry players to showcase technologies, products and services. The next edition of CEPSI 2018 will be hosted in Kuala Lumpur by TNB and held at the Kuala Lumpur Convention Centre, Malaysia from the 17 – 22 September, 2018. The even is expected

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next three to five years it will have approximately 50 percent of its restructuring implemented. “It will be exciting to see how TNB has fared since the strategy’s inception and how far we will have to go before we meet out objectives,” concludes Datuk Azman. “It is my hope that we will be able to achieve or even surpass the targets and aspirations set out in the strategy by that time, including becoming the ASEAN leader to host more than 2,000 delegates that in renewables, building profitable include high-profile industry CEO’s, key business in South Asia, Southeast Asia decision makers and C-Suite leaders and the Middle East.” who innovated within their respective The journey to the top entails a shift organisations. in mindset and culture towards a more performance oriented and adaptive Brand sustainability culture. “We are currently working As Malaysia’s leading utility company, towards ensuring that this culture is TNB is aware that its value not only lies imbibed by the staff and ultimately within providing access to electricity adopted,” Says Datuk Wira Roslan. to homes and businesses throughout At the same time, TNB have begun the country, while also adopting the process of communicating with sustainable practices and activities in customers and the public on how TNB its operations to improve societal and is progressively improving and easing environmental outcomes. the lives of customers through the “It is in this area that we are able imminent introduction of MyTNB, the to ensure the sustainability of our numerous payment channels available business, alongside the continued today, ultimately delivering customer growth and development of the empowerment. And TNB will continue community and people that we are to communicate as implementation of serving on a daily basis,” the Company the other new initiatives such as Smart explains. “As part of our efforts, we Meter etc. take place. have put in place a Green Policy that “It is my hope that we will have guides us in our efforts to minimise made all of our customers are digitally our environmental impact by adopting connected, receiving the opportunity sustainable practices,” Says Datuk Seri to access real-time services and Ir Azman customised products and enabling us TNB has also successfully been to build an even better reputation with expanding its portfolio of clean our clients all over the world,” power assets to now include two CEPSI is being regarded as one of ultra-supercritical coal-fire power the vehicles that embodies TNB’s plants, Manjung 4 and the recently aspiration by bringing the topic of commissioned Manjung 5, a large scale Reimagining Utility of the Future to solar plant, biomass power plant and the forefront and inviting the world’s two biogas power plants. best utility players and experts to Surpassing targets share, network and highlight the On the whole the Company is company’s goals, meet partners extremely optimistic about the future and set conversation going even as of both the industry and its operations, the company looks for like-minded hoping that moving forward in the partners from across the world.

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Bringing Structures

TO LIFE RMD Kwikform is renowned in the industry as the go-to company to make things happen, providing a best-in class service to its customers Writer: Phoebe Calver Project Manager: Eddie Clinton

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s one of the leading formwork and scaffolding suppliers in the world, RMD Kwikform offers formwork and shoring solutions to construction companies across a wide range of markets. With services including 3D computer aided design drawings, as well as virtual reality simulations, Johan Smit, Managing Director, goes on to explain: “Our wide range of products

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appeal to both the building and civil infrastructure markets, while also being available on a hire and sale basis. “RMD was founded in Aldridge, England in 1948 as Rapid Metal Developments Ltd, a subsidiary group of Robert M Douglas Ltd. The latter was acquired in 1991 by Interserve Plc when it was still based in the UK, before it was developed eight years later into the RMD Kwikform we see today.”

The Company has gained extensive recognition within its markets of operation over the years, being awarded the prestigious Queen’s Awards for Enterprise International Trade in 2010, while working alongside renowned companies such as Alkus AG that have supported the Company’s growth over the years. Dirk Odendaal, Director of RMD Kwikform adds: “We received this award after increasing our overseas business by 185 percent, in 30 countries during more than six years. The regions include Central America, Europe, the Middle East, North America, Australasia, South America and Africa.”

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In 2007 the South African branch of RMD Kwikform was established, and since that point in time it has expanded to include branches in Johannesburg, Cape Town, Durban, Bloemfontein and Nelspruit.

“In South Africa the Company is headquarted in Centurion Pretoria and is managed by an experienced Board of Directors.” The Company has developed a widely respected national footprint, with branches located all over South Africa. Core team The success of RMD Kwikform has “Our core range of services are been built upon its longstanding firmly established within the market, history and knowledge within its gaining increasing respect from international team. customers,” adds Smit. “We supply a “At RMD we are one of five divisions wide range of formwork and shoring of the Interserve Plc, recognised as systems on a hire or sale basis, while a support services and construction also offering on-site inspections of company that is also listed on the any of our temporary works systems London Stock exchange,” affirms erected on site. Odendaal. “At present our worldwide “We also provide formwork workforce stands at more than 80,000 preassembly services, supplied from people. our Centurion factory and assembly

ALKUS® alkus® - a worthwhile investment for all formwork systems From the very start of the Company, alkus® aim was to develop a product which could match the performance of traditional timber panels, but without the well-known problems. The alkus® composite board maintains its stability and rigidity throughout its service life, delivers consistent surface quality, allows repair with identical material and ensures high weather and UV resistance. Since the year 2000, alkus® solid plastic panels have proved invaluable in every situation where formwork panels are required – from slab and wall formwork to special formwork systems, from simple house construction to tunnel and underground engineering. Delivering best quality concrete finish pour over pour over pour – alkus® has documented 1,000 pours with a single panel and even offers a seven-year warranty that is unique to the industry. Our worldwide customer base covers companies such as Meva, Peri, Aluma, Noe, Formscaff, RMD Kwikform just to name a few. alkus® takes much pride in the partnership with RMD Kwikform South Africa as being one of our premium partners since 2012. We believe that alkus® products have contributed in big ways to the high quality performed by RMD Kwikform formwork panels on various projects throughout South Africa.

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THE PANEL FOR ALL FORMWORK SYSTEMS

No moisture absorption No shrinking, swelling or rotting No delamination No irregularities High resistance to UV rays Repair with identical material www.alkus.li • info@alkus.li

facility, with temporary works engineering CAD-designs by qualified engineers.” Some of the other – among a great array – services available within the engineering consultancy remit include site inspections, reports, method statements and material handling guidance notes. “It has also been important to us to offer custom designs to timber beams and column sides,” continues Smit. “We have also introduced 3D cad design and virtual reality, allowing our management teams to identify complex scenarios in the structure while on-site. “The implementation of this sort of technology enables our site engineers to plan with a high level of accuracy, while taking on a proactive approach.”

Key improvement strategies

The Company has single-handedly managed to differentiate itself in the market through producing a boutique

shop-type experience for its clients; with the ongoing deterioration of skills in the South African market, RMD has identified the perfect gap in the market to approach. “We have realised that the importance of offering design

solutions that are presented in a simplified and easy to erect, while remaining compliant with the best-in-class of safety standards,” explains Odendaal. “Between our comprehensive consulting services, 3D modeling and VR presentations, we are

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able to provide the ultimate selection in solutions for our clients who are challenged with low skill levels among construction workers in South Africa.” With thanks to the versatility of its products, the Company is able to provide applications across market segments and structures, be that through building construction or largescale civil infrastructure projects. “We run a customer-driven business and by understanding why our customers prefer to buy a product from us, we are able to tailor solutions to the specific needs of a client, offering compelling value and letting our success do the talking,” adds Smit. “We have experienced many changes in the market and know that having a sustainable business plan is pivotal to success.”

Philosophies

In order to achieve the level of success that the Company has done, it has needed to find and empower the right team of people to help RMD establish a profitable, healthy business unit, while also developing their own personal skills. “We have found that one of the most successful tools when it comes to our employees is allowing them to play to their strengths, treating employees, clients and creditors with the utmost respects,” explains Smit. “Our leadership has always obtained a clear vision and strategy for the future. “We have encouraged a culture within the Company that allows our employees to make mistakes, and to an extent we even try to budget for it. “We are far more accepting of the failures of our employees that are brave enough to try, those that have taken initiative to create even if it hasn’t worked out for the best.” With such an innovative team behind it, RMD Kwikform is confident in the fact that it has what it takes to grow and develop its market share. “I would like to say thank you to our

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clients for trusting in our ability as a team,” declares Smit. “Your challenge becomes our opportunity to innovate and each problem, an opportunity to rise above. “Our management team believes in ensuring that proper strategic and financial planning is carried out, following on with an entrepreneurial approach as we want every employee to understand the importance of their work and to feel empowered while doing it.”

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Our management team believes in ensuring that proper strategic and financial planning is carried out...

It is undeniable that the value of close attention toward clients, people within the Company and creditors. “Our engineering capabilities have meant that we have a wealth of engineering and design experience that enables us to supply technical solutions to complex applications shared around the world,” concludes Smit. “At RMD we are committed to investing for as long as possible, in the local communities by identifying the best local skills and talent available.”

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ounded in 1994 in South Africa, by Dave O’Connor, the Regis Group of Companies has expanded its remit exponentially over the past 24 years to become one of sub-Saharan Africa’s leading industrial operators. Borne out of a desire to capitalise on his knowledge of the region and of a wide variety of industrial products, O’Connor’s vision has been realised, and with an imminent listing on the Mauritius Stock Exchange set to take place over the course of 2018, the evolution hasn’t finished yet. Chief Operating Officer, Olivier Bernard introduces: “The Regis Group is organised around a holding company established in Mauritius, Regis Holdings Ltd. All subsidiaries or participations in different joint ventures are held by this holding company. The Company itself is privately owned, but management are working on this listing, first in Mauritius and then maybe in other markets of the region where it is operating, in order to sustain and facilitate its development through further acquisitions.” These subsidiaries total six at present, representing a diversification that has occurred over the years to make Regis a comprehensive one-stop shop. The first strand caters for specialised Oil & Gas services including drill stem testing as well as a JV with Enermech for riser maintenance and industrial services in Angola. Meanwhile on the supply chain front, Regis’ Specialised Logistics arm comprises a fleet of cranes and lifting equipment to conduct lifting and heavy haulage operations, while its Procurement Services and Capital Equipment division harks back to the Company’s initial trading activities; either revolving around sale or lease opportunities. “Then we have mining,” Bernard continues, “which has also been part of the diversification process. Regis found that the expectations of the

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Recent oil price and energy challenges have encouraged Regis to vary its industrial remit, subsequently becoming something of a one-stop shop for sub-Saharan Africa’s infrastructural evolution

Writer: Matthew Staff | Project Manager: Josh Hyland


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INTERNATIONAL ASSURANCE LIMITED PCC

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nternational Assurance Limited PCC is based on the island of Mauritius, one of the world’s leading offshore financial centres. Mauritius is a modern, innovative, and user-friendly jurisdiction with internationally recognised standards of regulatory practice. As a leading insurance Company, we offer open and transparent products and provide timely and accurate information to our financial advisors and their clients. The International Assurance Group Scheme protects employees’ and their families’ financial futures. The Plan can be tailored to each client’s business and can include a cost-effective savings or pension solution as well as life, disability and critical illness cover. T +230 269 4400 E online@ialpcc.com

www.international-assurance.com clients in the mining sector are similar in many respects to those of the oil & gas industry, so it was a natural evolution.” The same applies to the Company’s move into the Property realm as Bernard adds: “With the drop in volumes in the energy sector, the Group looked at sectors less affected by cycles such as real estate. It progressively acquired most of the facilities from which it operated, but also invested in projects to achieve rental income and/or capital growth.” The final division, Consulting Engineering Services, derives from Regis’ ownership of Thomson & Van Eck Consulting Engineers of South Africa; forging a path for the Company to utilise its oil and infrastructural capabilities on a broader basis.

Customer satisfaction

The Company in its current guise is testament not just to how proactive it has been from a continuous improvement perspective, but more

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poignantly to O’Connor’s early efforts in getting Regis off the ground; a journey which was given a timely shove in the right direction when attending a South African trade mission to Angola in 1995. “This introduction to the market of the former Portuguese colony was the start of an introduction to the oil & gas industry, which developed tremendously in that country in the years until 2014,” Bernard explains. “Oil prices started to drop in the second semester of that year though and initiated the longest crisis seen in the energy sector for many decades. Regis was severely hit by this and reacted by diversifying into other sectors to reduce its dependency on that industry.” A by-product of the Company’s widening portfolio has been the increased client satisfaction achieved across the board; a notion triggered by the implementation of ISO managements systems across all


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subsidiaries and compounded by an overriding dedication to health & safety. “Through the years, our motto has remained that ‘if a job cannot be completed safely, then it should not be done’,” Bernard says. “And in line with its core values, Regis Group strives to achieve customer satisfaction and as such, it will go wherever the clients expect it to be. At present, the Group has operations in Angola, South Africa, Mozambique, Uganda, Australia and Mauritius. “It is constantly looking at opportunities in various countries such as Madagascar, Zimbabwe or Senegal, but preferably in the Southern African region to facilitate interaction with the existing operations.” Agility from both a geographic and operational point of view has contributed to the impressive portfolio that Regis can boast to this point, and that will continue to expand in 2018. The creation of new facilities for its

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Mozambican operations is already underway to this end, comprising a warehouse for storage, a workshop for the maintenance of heavy equipment, an office block, a yard area for fleet parking and a host of bespoke developments geared towards project

and client requirements in the country. “Once completed, this multimillion dollar investment will provide an unrivalled base to support the development of business in the Cabo Delgado province and in Northern Mozambique,” Bernard states.

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Successful diversification

As Bernard recalls, a huge advantage to diversifying is that it alleviates pressure from any one specific market amid fluctuating trends and sometimes years-long challenges. On a more Company-wide note though, the upcoming listing addresses a more administrative trend and challenge, as Bernard details: “In markets where it is operating, Regis Group of Companies has found that it is more and more difficult to obtain financing from the banks, and where it is possible the cost of financing is

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In terms of sector trends, the Group is also attentive to the progressive shift in energy consumption around the world...

simply too high and makes the return on investment difficult to achieve. “This is one of the drivers towards the listing of the Group, to permit an easier and more cost-effective access to financing and facilitate the external growth of the Group. “In terms of sector trends, the Group is also attentive to the progressive shift in energy consumption around the world, and seeks to be involved with new projects linked with renewable energies or the reutilisation of energy previously wasted.”


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“This is one of the drivers towards the listing of the Group, to permit an easier and more costeffective access to financing and facilitate the external growth of the Group.”

A further impact of the former challenge, regarding the energy sector’s slowdown, has been on Regis’ workforce, with difficult redundancies taking effect to mitigate the drop in projects. However, as the Company’s diversification continues, employee numbers and the skill-sets that each member of staff are attaining have improved vastly. With an emphasis on local enrichment and personnel upliftment, such an HR strategy lends perfectly to the values that Regis was founded on back in 1994. Bernard concludes: “Unlike most of

In the midterm, Regis is now looking forward to achieving a successful diversification...

the companies it competes with, Regis Group of Companies has an African DNA and knows very well the African countries where it is operating. This intimate knowledge, while working according to international quality standards and systems, provides a definite competitive advantage. “In the midterm, Regis is now looking forward to achieving a successful diversification, but also to benefiting from the long-awaited improvement in oil prices to reap the benefits of having maintained its footprint through years of very low activity.”

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Liquid Seamless

Logistics REALITY Mohamood Mohamed Duale Transport has grown from humble beginnings to become one of Central and East Africa’s most prominent liquid transportation and logistics solutions providers Writer: Matthew Staff | Project Manager: Vivek Valmiki

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nitiating with just one truck and one visionary back in 1984, the Mohamood Mohamed Duale Transport (MMT) that exists and thrives across Africa today is testament to the levels of innovation and continuous improvement instilled all those years ago. Founder and current Director, Mr Duale is the man responsible for incepting this now market-leading enterprise, back then driving the one truck across Central and East Africa himself. By the 1990s the fleet had risen to four, and the hands-on

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entrepreneur micromanaged every element of the Company’s operations as it went on to diversify and expand its remit to the multi-faceted business it is now. “By 1998, MMT had acquired a yard in the Saba Saba area, and established this as the base of operation,” Mr Duale’s son, Mr Mohamed Mohamood Mohamed picks up the story. “By this time, the Company had doubled in size to eight trucks, and so as the size, MMT’s reputation quickly grew into one of the most reliable and trustworthy companies in East Africa. Its reputation came from its drivers, who in an era of untrustworthiness,

become symbols and the backbone of what companies even today, strive to be.” Today, under the guidance of Mr Mohamed, the Company comprises more than 130 Scania trucks, with 70 percent of its fleet less than fiveyears-old. More than 200 employees now adorn the same red and white colours that grace its trucks; branding that is now recognised across the region as Tanzania’s best transporter. Mr Duale today is still a vital component of the Company, while Mr Mohamed remains responsible for continued growth, development and the financial wellbeing of MMT

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emphasises: “It will be the endeavour of Mohamood Mohamed Transport to provide liquid transportation and logistical solutions to an identified group of customers using both rail and road modes of transport. “The operating policy for MMT is to provide equipment that will enhance safety and capacity; to provide regular communications that will keep the customers informed of the status of their cargos; to provide professional standards at a price that adds value to Mr Duale is a vital component in current operations the existing infrastructure; and to offer professional services to the transport across the domestic and international of bulk liquids to a selected group of transportation business environment. Such responsibilities embrace core customers with significant and stable regular volumes.” the implementation of continuous improvement strategies and ongoing Ultimately culminating in a turnkey innovations, whether they’re system or provision of transportation and process-based. logistical solutions, the business is “Also to assist in the overall now able to be selective in regard to Company’s development to achieve its clientele and business network, consistency, quality, marketing goals, working only with those that fit training initiatives and employee within the MMT ethos and overriding development,” he adds. “Additional principles of best practice. responsibilities include to maximise “Our key priorities are to deliver fleet and asset utilisation; to develop on time, satisfy the client, garner and execute business expansion and respect and mutual trust, to respond diversification plans; to establish ties and support in a timely fashion, to with international offshore project communicate with stakeholders companies; to capture market effectively, and to problem solve intelligence; and to deploy the collaboratively,” Mr Mohamed notes. strategic business plan of the Company Yassin Mohamud’s final objective with operational excellence, in order to then revolves around the critical meet customer expectations.” component of supply chain management, an area of work that Liquid transportation and logistical bridges all that MMT is renowned for, solutions and all that it needs to keep on top of Assisting Mr Mohamed is Associate in order to remain regionally ethical Director, Yassin Mohamud who is and successful. similarly responsible for deploying Mr Mohamed details: “He needs to the Company’s strategy in line with ensure total compliance with HR, legal, the retention and development of liability, health & safety, security and lucrative business. quality; applying each of these strands Encapsulating areas of financial to specific international procedures.” management, customer engagement, human resources, operations A client-based organisation management and technical These aforementioned international management, his influence from a nuances currently refer to the DRC, continuous improvement perspective Burundi, Malawi, Zambia, Rwanda, has been vast as Mr Mohamed Uganda and locally in Tanzania as the

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ased in Worcester, Western Cape, South Africa, GRW has been manufacturing a wide range of superior transport equipment since it was established in 1995. GRW strives to be a leading supplier of transport solutions worldwide, enhancing its customer productivity through innovation, quality of design and manufacturing and a commitment to after-sales service. All of the products created by GRW are built and designed to meet the specific requirement of each customer, following up on this with exemplary maintenance service. The Company is proud to be associated with Mohamood Mohamed Duale Transporter Limited (MMT) - its first customer in the East African market and since 2013, it has delivered 30 fuel tankers to MMT. Staying true to its promise of building the best body for the job, the fuel tankers created by GRW are specifically designed for African road conditions with exceptional durability and increased payload being a prime consideration. The partnership GRW has built with MMT has enabled the Company to build a secure presence in East Africa, with more than 500 GRW fuel tankers having been sold to numerous operators. Quality service is at the core of GRW’s success, with assurance being offered to all East African customers through the establishment of its repair centre in the Kurasini area of the port of Dar es Salaam, Tanzania, due to be open by the end of August, 2018.

For more info visit www.grw.co.za


IN FOR THE LONG RUN GRW is a leading South Africa based transport equipment designer, manufacturer, and service provider of a wide range of quality, cutting-edge tankers and trailers specifically designed for African Road Conditions

INCREASED PAYLOAD IMPROVED DURABILITY

NEW SERVICE CENTRE COMING SOON! DAR ES SALAAM : AUGUST 2018 W W W. G R W. C O . Z A


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ultimate evidence of how far MMT’s influence can reach. With a recent focus on Rwanda especially, the business has proved itself as a locally sensitive, but internationally viable option in the market, and inevitably this has led to the attainment of numerous high-profile contracts across East and Central Africa. Mr Mohamed believes that such success comes back to six core attributes, the first of which being the Company’s almost-40 years of experience. “Our technical logistics knowledge is world-class, and our local knowledge of the industry is outstanding,” he states. “We are one of the most successful and experienced logistics providers in Tanzania. The second pillar is our good logistics practice which covers all good principles with logistics in mind. “We are probably one of the few logistics companies in Tanzania to

have a well-documented and practiced ethics and governance policies guideline handbook, and this is a critical success factor for customers’ operations.” Capability and commitment is cited as the third reason for MMT’s market prevalence, taking into account a willingness to adapt in light of everchanging IT, equipment and supply chain trends; as well as health & safety which Mr Mohamed lists as the fourth element. “We are committed to safe handling and delivery of partners’ products.

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We serve companies that have very stringent needs of transportation safety requirements due to the nature of their goods. And that leads into the next attribute which is service excellence. “We are a client-based organisation that ensures high-level responsive communication channels with dedicated personnel in charge.”

An industry leader

The final, and potentially most significant pillar is the Company’s people, who Mr Mohamed describes

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as a committed and experienced team of professionals. He says: “Our employees contribute to the success of our organisation and that of our clients. MMT ensures that all employees are not deprived of their basic human rights. Furthermore, our employees have an obligation to the business, our clients and themselves to observe high standards of integrity and fair dealing. Unlawful and unethical business practices undermine employee and client trust.” In return for this ethical and dedicated service, the Company


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repays each individual with a promise of remuneration, welfare, health, safety, security and personal development courtesy of periodic training programmes and motivational initiatives. A happy workforce inevitably then contributes to successful project delivery, but also to a more flexible work ethic amenable to new industry trends. One recent example, as Mr Mohamed pinpoints, has been the notion of tracking. “Tracking is one of the main components of MMT,” he affirms. “Tracking enables us to view a vehicle’s last received position on the map. MMT’s whole fleet of trucks are being tracked using GPS and Navirec Feet Manager provides us with a real-time view of all assets’ current positions. “The innovative software displays other useful information such as speed, driving directions, ignition status, driving violations and a trail of where the assets have been moving. Tracking through GPS enables MMT to efficiently and effectively manage the fleet.”

Remaining vigilant to technological advancements will be a primary portion of MMT’s strategy moving forward, as it continues to evolve into a supply chain management company of international repute. With 40 years of successful development already accounted for, and an ever-expanding geographic footprint to show for it, the road to even more success is now laid out in front of the Company. Mr Mohamed concludes: “MMT distinguishes itself from competitors by taking time to study a client’s challenge and design a solution for the client with minimum losses to fuel. MMT accomplishes this target by creating a family atmosphere within the Company and instilling bonuses for good behaviour. “We have a state-of-the-art consignment delivery system; a support service system and tracking system for the purpose of increasing supply chain visibility and efficiency; and a fleet of 140 Scania trucks. “As a result, MMT is an industry leader thanks to a unique combination of combining people and processes.”

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Delivering Tomorrow’s C Since fruition 11 years ago, Volcan Holdings has kept a close eye on the developments both across the industry and the requirements of its customers Writer: Phoebe Calver Project Manager: Vivek Valmiki

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olcan Holdings has developed an extensive fleet of cargo over the years that is trusted and respected by many, with trucks specially designed to carry out project cargo and expertise that is second to none. When it was established in 2007, the Company started as a local transporter within Mombasa where it had seven trucks with which to begin its mission. “By 2010 we began our work in transit loading and that is when we

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started to heavily invest in trucks,” explains Farhan Molu, General Manager at Volcan Holdings. “Now eight years later we can proudly state that we have a total of 120 trucks, steadily increasing our fleet by between 10-20 vehicles every year. “Our staff numbers have also developed dramatically over the years, starting with just 10 to the now impressive 250 team members. This is split between management, drivers, back-up drivers, in-house accounting and the in-house workshop department that ensures


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Cargo TODAY all trucks are up to standard to avoid breakdowns.” Another important aspect for the Company’s development has been the development of its human resources department, investing in the safety training required to provide a safe and efficiency conducive environment for its staff. Molu adds: “This is all as well as ensuring that our drivers are well trained when it comes to etiquette and people skills, making the experience of interacting with out team enjoyable from start to finish.”

Industry success

In order to reach the point of success within the industry that it has done, the Company has worked hard to acquire a team of individuals that come from a good educational background. For example, the Company’s General Manager himself studied in the UK for many years, gaining a Masters in Logistics and Supply Management that enabled him to streamline the organisation upon returning. “One of the main things we are investing in with our staff is the ability to show that we have the right people

to handle top jobs,” continues Molu. “Secondary to that factor, we need to have the right software systems in place that allow us to control and monitor our 120 trucks. “We have now created a management system that is tailor-made for our Company and that is something that keeps on evolving with time, allowing us time to grow and find the areas that have room for improvement.” With thanks to its excellent team and the procedures that back them up, Volcan is then able to take the feedback of its staff and customers

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and use it to develop the brand. Molu describes: “We are a hands-on management team and know every member of staff, while also remaining thoroughly involved in the day-to-day running of the business. “From the Directors all the way across the chain, we treat each other like family through the utilisation of an open-door policy and I believe that is how we manage to work differently as an organisation.”

Complex projects

At present Volcan Holdings is working on a selection of tenders in Uganda, however, perhaps one of the most important projects that the Company has handled was for SGR. “During that time we had to carry machinery and equipment, dedicating approximately 50 percent of our fleet to the project,” explains Molu. “We have also handled mining tenders in the DRC and although we were not provided with the project directly, we

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were one of the preferred transporters for the mine.” The Company is increasingly aware of its need to stay ahead of the competition within the market and has subsequently moved its focus into refrigerated cargo, with one of the preferred products being avocados. Molu adds: “Right now we are very busy in this market, however, it takes a lot of expertise to master refrigerated cargo and so we have had to ensure that we keep up with the requirements of our clients. “We recently worked on a project where we carried avocados over a 2,000 kilometre expanse, providing a huge milestone for us as prior to that point in time we had only travelled across short distances. The road infrastructure does make travelling such long distances a little more difficult for us, and is the reason a lot of companies in the sector shy away from refrigerated projects.” Now that the Company is taking on these more complex projects, it needs


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to ensure that a certain level of expertise and service is being provided. “We are now able to send reports via email and are working towards achieving a system that means we are able to send emails twice a day to clients with a tracking number,” explains Molu. “We want to make the entire system automated, which we hope inevitably will mean we are able to be far more hands-on with our clients to ensure that they are getting what they want.”

Brand awareness

At Volcan Holdings it is all about unity and subsequently the brand image has become a pivotal part of the Company’s growth, particularly when it comes to its fleet. “All of our trucks are branded in the same way in order to look identical en route,” continues Molu. “We don’t have driver uniforms, however, we ensure that our drivers have high-vis jackets on and are therefore recognisable and more importantly visible and in-keeping

with safety standards wherever they go. “As part of our mission for quality standards within the industry, we provide intensive training and extensive investment into our staff, recognising the importance of aspects such as defensive driver training within the organisation.” As well as implementing these core training aspects into the Company’s psyche, Volcan has also invested in a new headquarters to enable and strengthen its future growth within the industry. “During the past eight years in particular, we have closely looked at the aspects that we needed to change and develop in order to perfectly tailor the new facility to meet with those requirements,” concludes Molu. “I hope that in the future our efficiency levels in terms of technology will be completely up to speed, while also helping us to minimise breakdowns to zero percent through the investment in specialised equipment to replace and refresh our older vehicles.”

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( K E N Y A )

LT D

REALISING a Vision Shreeji Enterprises’ 25th anniversary commemorates a continuous commitment to logistics innovation and corporate social responsibility Project Manager: Vivek Valmiki

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hreeji Enterprises (Kenya) Ltd has, over the past 25 years, affirmed itself as one of East Africa’s largest and widest reaching logistics operators. And as it celebrates this significant milestone, attentions are turning to the next quarter of a century as the business looks to achieve both internal and external growth.

Based out of Nairobi and Mombasa and comprising more than 600 trucks and 1,000 people, the sheer size of Shreeji is enough evidence of the Company’s market prevalence. Add to this the Company’s insatiable desire to continuously improve and it comes as no surprise to hear that the business has grown year-on-year, every year, for the past decade. Off the back of concerted continuous improvement, attentions can now turn to optimising internal processes through investments into ERP systems, and external development courtesy of a brand new

technologically advanced, fully automated warehouse; combining to help realise the vision set out by Shreeji back in 1993. “Shreeji Enterprises (Kenya) LTD, one of the largest logistics companies in the East African region provides safe and reliable long and short haulage, bulk and bagged warehousing, clearing and forwarding, bulk cargo handling, and air cargo services for general and specialised cargo to a diverse range of industry segments like steel, cement, food and many more,” the Company says. “In addition to the logistics footprint, Shreeji Enterprises also stocks a large variety of building materials for wholesale trading in the East and Central African market.

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n its 120th year of existence, Goodyear has remained a committed partner to tyre suppliers around the world, offering innovative solutions to help make trucking journeys safer, smarter and smoother. For 18 of the 25 years, Goodyear has been Shreeji Enterprises’ dedicated partner; providing advertising, training, technical support as well as test tyre evaluations services for this provider of unique vehicle service solutions. Together with Shreeji Enterprises, Goodyear has grown and developed an innovative product line, earning its stripes as a leading, trusted brand in the trucking sector. Congratulations to Dhaval Soni and the Shreeji Enterprises team for achieving this milestone!

“Building one of the best logistics companies within the region was the dream of our family three decades ago and with all the hard work, unity, positive approach and with the great support of our customers, we have achieved the vision of the family.” This vision comprises the provision of transportation services, alongside warehousing and logistics offerings in conjunction with controlled equipment and an extensive ground handling proposition. The Company continues: “With our industry expertise, innovative technology and a modern approach to real world cargo transportation and logistics, our customers are assured that their cargo is in safe hands.”

A clear understanding of customers’ needs

Ultimately accounting for transportation across East Africa for both general and specialised cargo; clearing and forwarding; air

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Every effort is made by our staff to make sure that all our operations are carried out in a way that ensures the safety of all, be it in the transportation sector or in the hardware trading sector...

freight solutions on a global scale; and warehousing virtue of Shreeji’s state-of-the-art facilities, the business’s turnkey status is facilitating unrivalled expansion and diversification across the board. The Company details on its website: “Shreeji enterprises provides long transportation services in the east african market for both general cargo and specialised cargo. Shreeji emphasises on maintaining a clear understanding of their customers’ needs and requirements and has built a platform on which it operates its efficient and reliable transportation services where its customers know their cargo is handled by a proficient and well-organised service provider. “Many have attempted our approach, but none have achieved the success we have accomplished in increasing our original assetbased organisation and accurate understanding of the needs and requirements in this industry across


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Goodyear congratulates Shreeji Enterprises on their 25th birthday

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the East African region.” Shreeji’s company-owned vehicles are fitted with the latest GPS tracking systems and advanced technologies to further improve the overall proposition, and the continuous improvement certainly doesn’t stop there. The Company adds: “We are currently serving most of the steel mills in Kenya hauling their cargo directly from the ship with our uniquely structured direct loading service, to their respective warehouses. We also serve the grains industries directly from their bulk storage warehouses at the coastal region into the capital city, Nairobi and across the country. “Our haulage solutions synergise together with our direct loading services to provide a uniquely combined solution to our customers who import their cargo from various other countries.” An improved working culture

2018/06/07 4:17:04 PM

Above all else though, Shreeji’s overriding value and principle is to retain utmost levels of health & safety, protecting both employees and wider society through its security measures, CSR initiatives and environmental obligations. “Our entire organisational culture has been developed around the safety aspect,” the Company affirms. “Every effort is made by our staff to make sure that all our operations are carried out in a way that ensures the safety of all, be it in the transportation sector or in the hardware trading sector, which is why you may find that all our shipments will get to you on time without any issues all the time. All our employees are held by the same strong standard which has kept us safe and in the industry for more than 23 years. “We were awarded the safest transporter by Kenya Ports Authority in 2012 which shows Shreeji maintains high standards of safety to ensure the

safety of its employees and the wider society.” From a CSR perspective, there is a two-pronged attack, initiating with a focus on its environmental impacts. Reducing carbon emissions into the atmosphere, the business has also installed a wastewater treatment plant to ensure that no hazardous waste is disposed of into the public environment; as a safeguard to the local communities and wider society. Meanwhile, from a sustainability perspective, “Shreeji Enterprises has helped create a good number of jobs for the people of Kenya”, the business states. “Through its training programmes, Shreeji ensures a high employee morale and an improved working culture. “Shreeji’s ethical operating cultures ensure that Shreeji does not use its power to create an unfair trading environment and makes sure it creates a fair market place for all.”

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Power for Better Living

ith more than 80 years of experience it should come as no surprise that Car & General is a staple component of East Africa’s industrial landscape. The way that the Company continues to diversify and reinvent itself, however, is made all the more impressive given the Company’s age, and with two new structural changes at the head of Management, the business’ vision for a more sustainable future is well on its

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Car & General’s ever-expanding client base and geographic footprint is set to be compounded by more efficient and sustainable operations as a new CEO lays out his vision for future development

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Project Manager: Vivek Valmiki

way to fruition. As a leading provider of construction and mining equipment, as well as power generators, engines and compressors, the business has expanded over the decades from both a clientele perspective and a geographic point of view. Now present across 11 countries in the region, heavyweights including Cummins, Doosan and Toyota – to name just three of many – enjoy the ongoing innovation and efficiency that


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Car & General provides. Additional relationships with major banks, data centres, institutions and even Addis Ababa Airport in Ethiopia affirm the Company’s prevalence across East Africa’s business realm. “Car & General has been a leading supplier of generators, motorbikes, tuk-tuks, laundry equipment, lawnmowers, scooters, marine engines, construction equipment and a wide range of power generation, automotive and engineering products

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in East Africa for 75 years,” the Company sums up on its website. “Car & General is headquartered in Nairobi with branches in Mombasa, Kisumu, Nakuru, Kitengela and Eldoret. “It has subsidiaries in Uganda (Kampala) with additional branches in Ndeeba, Mbarara, Tanzania (Dar-esSalaam), Arusha, Mwanza, Zanzibar, and Rwanda in Kigali. As part of Tanzania´s operations, Car & General also operates Kibo Poultry Products Limited; one of the oldest chicken

broiler farms on the African continent, situated at Moshi.”

The best of both

Kibo Poultry is a perfect indictment of C&G’s willingness to diversify over the years, ensuring that no one sector is vulnerable to industry slowdowns or extreme challenges. Through this approach, the Company also enjoys numerous crossovers of skill-sets to facilitate improved problem solving and internal efficiencies.

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TVS motorbike

The end result is a portfolio and service remit made up for the aforementioned strands and delivered to some of the biggest names in African industry. TVS, Piaggio, Briggs & Stratton, Mariner, Eutectic Castolin, Ingersoll Rand, Doosan, Gamin, Kubota, Toyota and MRF are just a few of C&G’s more esteemed partners helping to drive business success. But perhaps chief among all of the Company’s joint ventures, is that shared with Cummins; as is epitomised by the two’s recent 500 KVA Series Generator launch. “Cummins Car & General, the Cummins East Africa joint venture has unveiled QSX 15G8 engine diesel generators,” Marketing & Communications Manager, Raphael Atanda announced in a statement. “The 500 KVA series generators boast reduced noise levels and an ability to self-synchronise. What’s more, the sets have remote monitoring which can allow one to keep an eye on the performance of the generator from a different location.

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“Additionally, the joint venture delivers the best of both companies to customers through superior sales, service and support in East Africa. Car & General has more than 80 years of existence in East Africa while Cummins’ quality products have been around for a century.”


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A sustainable business

The announcement of these fuel efficient, technologically advanced generators was sealed via a handshake between Colonel Olwende of Kenya Defence Forces and Car & General Group’s CEO, Vija Gidoomal. The latter was only appointed to the role in May, 2018, however, ushering in a new era for C&G amid a host of proposed product launches and sustainability initiatives. Atanda confirmed: “Car & General is pleased to announce the appointment of Vijay Gidoomal to the position of Group CEO.” Vijay Gidoomal, a qualified lawyer with Clifford chance in the UK, joined Car & General in 1993 as Executive Director and was responsible for establishing operations in Uganda and Tanzania. He became the Managing Director in 1996 and oversaw a complete restructuring of the Company’s revenue base, gradually introducing new product lines that

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Car & General has more than 80 years of existence in East Africa while Cummins’ quality products have been around for a century

included the introduction of three and two-wheeler taxis in East Africa. Since then he has overseen the Company’s geographic expansion from Kenya into Uganda, Tanzania, Rwanda, Burundi, Seychelles, Eritrea, Ethiopia, Djibouti and Somalia; while also taking responsibility for enhanced franchise representation. Doosan construction equipment, Kubota tractors, Garmin GPS devices, Toyota forklifts, MRF tyres and the joint venture between Cummins and Car & General, have all been completed under Gidoomal’s stewardship, in addition to the Company’s diversification into poultry and real estate. Atanda adds: “As group CEO, Vijay will oversee the C&G business regionally and drive the property business, new investments and corporate responsibility. With his vast experience, the Car & General board says that Vijay will develop C&G into a sustainable business into the future.”

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NIGERIA MINING WEEK

E V E N T

F O C U S

Enabling and promoting global mining practices through good governance and resource mobilisation NIGERIA MINING Week takes place on 15-17 October in Abuja, hosted by the Ministry of Mines and Steel Development, organised by the Miners Association of Nigeria (MAN) and in partnership with PwC; opening the door to an exclusive networking opportunity for serious investors, mining operators, finance houses and multilateral

EVENT DETAILS

investors - as well as technology solution providers - who are seeking a new market and new clients for mineral exploration and extraction. Nigeria Mining Week is the only focused solid minerals mining conference and expo in Nigeria, for Nigeria, that creates an annual meeting place for every mining stakeholder across areas of large-scale mining, precious metals and industrial resources. Nigeria Mining Week is the annual platform and meeting place where you will meet Nigeria’s mining elite, industry stakeholders and decision makers promoting Nigeria as a quality mining destination.

WHEN: 15-17 October WHERE: Abuja, Nigeria CONTACT:

kudakwashe.tsingano@spintelligent.com

WEBSITE: www.nigeriaminingweek.com

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Features on the 2018 agenda:

• Exclusive indoor & outdoor exhibition: Meet with more than 40 suppliers • Two-day high-level strategic conference: Providing strategic insights into hot legal and regulatory issues • Finance and investment preconference sessions: get the right information from the captains of the mining industry. • Roundtable: Deep diving into key challenges facing private stakeholders, driven by MAN and PwC • Dragon’s Den: Fast-track your access to project financing by pitching your mining business plans to a panel of selected financiers • Free-to-attend workshops: Enhance your practical expertise to increase your productivity with an A to Z mining toolkit delivered by experts • NEW! Mentorship programme: Free business accelerator empowering and strengthening the capacity of mining entrepreneurs • NEW! Matchmaking platform: Organise your meetings online to meet the who’s who of the mining industry and generate new partnerships


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Profile for Outlook Publishing

Africa Outlook - Issue 62  

Africa Outlook - Issue 62