Africa Outlook - Issue 79

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Issue 79

TREVALI PERKOA

Extracting metals while depositing socioeconomic benefit

UMGENI WATER Changing the face of water

THE VALUE-DRIVEN

VISIONARY FWJK disrupts the South African property development market

In the spotlight: Bruno Mettling, President of Orange Africa and the Middle East, answers our questions

travel magazine T

he unrelenting demand to travel, both for business and leisure purposes, is showing no signs of slowing up, and for Outlook Publishing, the growing extent to which we are covering this industry across our existing titles has led to the launch of Outlook Travel magazine.

ISSUE 01

The major component of the publication takes the form of our Outlook Travel Guides, providing executives, avid travellers and our existing 575,000 international subscribers with the ultimate rundown of all the major economic drivers and thriving hubs across the world, with exclusive input from tourism industry associations and stakeholders – the people who know these places the best.

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PAPUA NEW GUINEA

NAMIBIA

Otherworldly desert landscapes

Travel’s last frontier

EUROPE’S CHRISTMAS MARKETS

Five festive picks

You can join the vast numbers of tourism sector players enjoying the exposure we provide across our digital and print platforms with a range of options, from advertising through to free-of-charge editorials, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and increase exposure.

A GUIDE TO THE

SOLOMON ISLANDS Interview with Graeme Green, a photographer who has travelled the world from Ecuador to Antarctica

THAILAND TRAVEL GUIDE

THAILAND

MALAYSIA TRAVEL GUIDE

This Southeast Asian country is a perennial favourite, thanks to an intoxicating combination of beautiful beaches, world-renowned cuisine and incredible temple complexes

M A L AYS I A

Writer: Dani Redd | Project Manager: Jordan Levey

K

nown as the ‘Land of Smiles’, Thailand is a friendly country that welcomed 38.27 million tourists to its shores last year.

There are plenty of reasons why this Southeast Asian destination is so popular.

For a start, there’s the beaches. In the south, Thailand’s two coastlines stretch for miles, populated by swathes of icing-sugar soft sand, the bays speckled with dramatic limestone formations. Thailand is also home to 1,430 islands, ranging from full moon party spots like Koh Pha Ngan to the more off the beaten track Similan Islands, a national marine park popular with scuba divers.

Then, there’s the food. Thailand’s noodles, stir fries and curries are beloved around the

world, characterised by the fragrant taste of lemongrass, kaffir lime leaves and tulsi. Every town is bursting at the seams with floating markets, street food stalls and high-end restaurants where you can try delicious local dishes.

Thailand’s rich spiritual heritage also attracts tourists. Golden temples and larger-than-life Buddha statues can be found across the country. Visitors can experience colourful religious festivals in the northeast of the country or explore the underground cave shrines in Kanchanaburi and Phetchaburi.

Despite Thailand’s popularity, it’s easy to find a quiet corner to relax, be it on a deserted island or an eco-retreat in the craggy mountains north of Chiang Mai.

Malaysia is a melting pot with a unique culture, a world-renowned food scene and a spectacular landscape of islands, ancient rainforest and mountains Writer: Dani Redd Project Manager: Joe Palliser

NAMIBIA TRAVEL GUIDE

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here are many reasons why Malaysia is a tourist favourite.

For a start, there’s the landscape. Imagine 878 islands, ringed with white sand beaches leading down to translucent waters. Vibrant coral reefs lie just offshore, home to a profusion of marine life. Inland are ancient rainforests, the shaded canopy seemingly impenetrable.

Take a guided walk to learn about this habitat’s astonishing biodiversity.

You might even catch sight of a tapir, or a silver-leafed monkey swimming through the jungle canopy.

Outdoor enthusiasts will also relish tackling some of region’s towering granite mountains or exploring the intricate networks of limestone caves.

Then, there’s the culture. Malaysia

is a melting point of Malay, Indian, Chinese and aboriginal groups (Orang Asli). There’s a packed calendar of religious festivals, including Wesak, or Buddha’s birthday, celebrated with processions of flowers and candles.

Cities such as Melaka and Georgetown boast fascinating heritage districts where you can experience this fascinating fusion for yourself. Make sure you take time out to try Malaysia’s delicious cuisine, which reflects its multicultural population.

Of course, Malaysia has a modern side too. It can be found in the SEYCHELLES malls, skyscrapers and fine dining TRAVEL restaurants in larger cities, such as the GUIDE capital Kuala Lumpur.

S E YC H E L L E S Most people visit this archipelago in the Indian Ocean for the beaches, but it has much more to offer than that Writer: Dani Redd | Project Manager: Jordan Levey

D

escribing the Seychelles, it’s easy to veer into cliché. These picture-perfect islands are blessed with white sand beaches lapped by translucent water, fringed with palm trees and interesting rock formations. The dramatic sunsets, laidback atmosphere and a wide range of luxury accommodation make them a popular spot for honeymooners.

The Seychelles consists of 115 islands and some small islets, located

NAMIBIA Namibia is a country of rugged, otherworldly landscapes; a desert realm with a complex history and culturally diverse inhabitants Writer: Dani Redd | Project Manager: Joe Palliser

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amibia is known for its sparse, otherworldly landscapes. It gets its name from the Namib, the world’s oldest desert; a sparse, windswept region extending 1,900 kilometres down Africa’s Atlantic coast. The desert is characterised by its red dunes, which plunge down towards the ocean at Sandwich Harbour and Skeleton Coast. It’s also known for its white clay and salt pans, such as Deadvlei, where there are hundreds of ossified trees.

Another scenic spot in the desert is Moon Landscape, named after its eerie, pockmarked topography.

But sightseeing in Namibia isn’t just about deserts.

Inland you’ll find the green-gold grasslands of the Kalahari, and rugged mountains such as the Brandberg, Spitzkoppe and Damaraland.

Tourists flock to Namibia to experience its remote corners. Hot air ballooning, sand boarding and offroad quad bike excursions are all popular activities.

When it comes to safaris, Namibia offers some unrivalled experiences – head to Etosha National Park to see big cats, elephants and black rhinos.

Namibia has a fascinating history. It was inhabited as early as 25,000 BC, with tribes such as Ovambo and Herero gradually migrating into the country. In the “Scramble for Africa” Namibia became a German colony, known as German South West Africa, in 1884. After over a century of bloody battles, Namibia finally gained independence in 1990. These days it’s a country rich in historical attractions and cultural diversity; a country with plenty of stories to tell.

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in the Indian Ocean at a crossroads between Asia and Africa. Most of the action is concentrated around the three major islands: Mahé, La Digue and Praslin. Mahé is the largest and most populous; home to the capital, Victoria, and transport hub to the rest of the islands. La Digue is renowned for having some of the best beaches in the archipelago. Praslin, meanwhile, is home to the idyllic Vallée de Mai nature reserve.

But there’s more to the Seychelles

than just the beaches. Trek through the granite mountains and lush rainforests of the Morne Seychellois National Park. Try some of the island’s traditional Creole dishes at a local restaurant. Or if you’re a nature lover, head to Bird Island to observe its population of fairy terns and common noddies, as well as the giant Aldabra tortoises endemic to the archipelago. You’ll be bowled over by what the Seychelles has to offer.

WELCOME

Signing off on 2019

EDITORIAL Editorial Director: Tom Wadlow tom.wadlow@outlookpublishing.com Deputy Editor: Jonathan Dyble jonathan.dyble@outlookpublishing.com

A

s 2020 rapidly approaches, businesses around the world are evaluating their successes this year and looking ahead to start of the next decade.

PRODUCTION Art Director: Stephen Giles steve.giles@outlookpublishing.com Senior Designer: Devon Collins devon.collins@outlookpublishing.com Junior Designer: Matt Loudwell matt.loudwell@outlookpublishing.com BUSINESS Managing Director: Ben Weaver ben.weaver@outlookpublishing.com Sales Director: Nick Norris nick.norris@outlookpublishing.com Operations Director: James Mitchell james.mitchell@outlookpublishing.com PROJECT DIRECTOR Joshua Mann joshua.mann@outlookpublishing.com TRAINING & DEVELOPMENT DIRECTOR Eddie Clinton eddie.clinton@outlookpublishing.com HEAD OF PROJECTS Callam Waller callam.waller@outlookpublishing.com SALES MANAGER Donovan Smith donovan.smith@outlookpublishing.com PROJECT MANAGERS Josh Hyland josh.hyland@outlookpublishing.com Kyle Livingstone kyle.livingstone@outlookpublishing.com Lewis Bush lewis.bush@outlookpublishing.com Matthew Selby matthew.selby@outlookpublishing.com Sam Love sam.love@outlookpublishing.com Vivek Valmiki vivek.valmiki@outlookpublishing.com

ADMINISTRATION Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com Finance Manager: Sophia Curran sophia.curran@outlookpublishing.com Office Manager: Daniel George daniel.george@outlookpublishing.com CONTACT Africa Outlook East Wing, Ground Floor, 69-75 Thorpe Road, Norwich, Norfolk, NR1 1UA, United Kingdom.

Sales: +44 (0) 1603 959 652 Editorial: +44 (0) 1603 959 657 SUBSCRIPTIONS Tel: +44 (0) 1603 959 657 Email: tom.wadlow@outlookpublishing.com www.africaoutlookmag.com Like us on Facebook: facebook.com/africaoutlook Follow us on Twitter: @africa_outlook

In South Africa, construction and property development firms are by and large expecting another tough year. A sector that has long been under the spotlight and subject to difficulty, it is those companies operating within it that have been able to adapt that have emerged.

New ideas are also being embraced. Take our cover feature company FWJK and its concept of co-development at cost. An elementary way of enabling smaller property investors to co-invest in a pipeline of new prime property developments in any category that they would not ordinarily be able to execute on their own, the firm has carved its own niche in South Africa.

“Think about buying a brand-new car,” explains FWJK CEO David WilliamsJones. “Often, you’d have to purchase it from a plush showroom, where 25 percent premiums are added. Now imagine that you could buy directly from the factory and save on paying these premiums by stripping away these additional costs. This is essentially what we’re offering in the property segment.”

To discover more about the company’s unique way of working, see the interview in full in our company profiles section, which contains exclusive comment and insight from a variety of industries spanning food and drink, mining and water.

Before this you will find a Q&A with Bruno Mettling, President of Orange Africa and the Middle East. An industry veteran, Mettling tells us why Africa is such an exciting market for the French tech giant and how it is helping to combat epidemics such as AIDS and TB. Staying in the technology sphere, we explore the story of South African garage-born data marketing brand Everlytic.

“Every business is a data business and every data business competes against others in the attention economy,” JD Engelbrecht tell us.

“Consumers suffer from messaging fatigue and there really is no place for ‘ordinary’ in the market.

“This demands the extraordinary from marketers in every instance, risking irrelevance or not earning into the attention sphere of their customers. Data and marketing technology have become an extension of a marketing team.

Without quality data, transformed into useful insights, today’s marketing generally lacks precision and context.”

Last but not least is a look at foreign direct investment into the continent, statistics which show how Africa is bucking the global trend.

Enjoy the read!

Tom Wadlow Editorial Director, Outlook Publishing Africa Outlook issue 79 | 3

CONTENTS

22 10

12 14

REGULARS

6 NEWS

104 Mining Indaba

10 EXPERT EYE

Bigger, better and bolder in 2020

Exploring energy innovation beyond the grid

BUSINESS INSIGHT

12 Leadership In the Spotlight

A Q&A with Bruno Mettling, President of Orange Africa and the Middle East

14 Technology

Marketing Mastery

106 114

A garage-born brand that’s walking with giants

TOPICAL FOCUS

18 Foreign investment Bucking the Trend

Analysing the latest FDI figures from UNCTAD

4 | Africa Outlook issue 79

EVENT FOCUS

Around Africa in seven stories

106 6th Powering Africa: Summit Building relationships within the international power community

108 Africa Energy Indaba The continent’s definitive energy conference

110 MiningTech Africa Conference and Exhibition Embracing IT and technology innovations in mining

112 North Africa Petroleum Exhibition & Conference Celebrating 10 years as the region’s leading O&G event

114 THE FINAL WORD What will be the greatest challenge facing your industry in 2020?

AFRICA OUTLOOK MAGAZINE

F E AT U R E S

20 SHOWCASING LEADING COMPANIES Tell us your story and we’ll tell the world

CONSTRUCTION

22 FWJK

​The Value-driven Visionary ​ isrupting the property development D market

34

34 W ​ orld of Windows ​One Size Doesn’t Fit All

40

​Meeting the needs of major projects

MINING

40 Trevali Perkoa

The Polymetallic Philanthropist Extracting metals while depositing socioeconomic benefit

50 Pirtek Africa

The Fluid Transfer Company Keeping industries moving across Africa

ENERGY & UTILITIES

56 Umgeni Water The Hydro Hero

Changing the face of water

AGRICULTURE

68 Musika Development Initiatives

FOOD & DRINK

76 Jambo Food Products Ltd ​Quenching East Africa’s Thirst

​ regional beverage powerhouse based in A Tanzania

HEALTHCARE

82 South African National Bloods Service (SANBS) Trusted to Save Lives

56

A cornerstone of South African healthcare services

AEROSPACE

1​ 00 Civil Aviation Authority of Botswana The Sky’s the Limit

​Taking aviation services to new heights

The Agrarian Accelerator

Linking Zambian farmers to the world of agribusiness

76 50

68 Africa Outlook issue 79 | 5

NEWS Around Africa in seven stories…

FINANCE

Egypt to receive $1.1 billion import support from IFTC

OIL & GAS

OIL OUTPUT IN NIGERIA RISES TO A THREE-YEAR HIGH NIG E RIA’S ECON OM I C growth increased in Q3 thanks to a rise in production of crude oil, its main export commodity. Africa’s largest economy has been struggling to shake off the effects of the 2016 recession, but economic growth rates have increased this year.

The oil sector – which accounts for around two thirds of government revenue – managed to combat a

negative performance in the first quarter by producing 2.04 million barrels per day. This led Nigeria’s economic growth to rise to an annual rate of 2.28 percent.

However, Razia Khan, Chief Economist for Africa and the Middle East at Standard Chartered cautioned that Nigeria could come under increasing pressure to comply to its OPEC quota.

E GY P T’ S P E TR O L E U M and supply ministries have announced that the International Islamic Trade Finance Corporation (ITFC) will provide the country with $1.1 billion in funds during 2020 to help with imports of petroleum products and other basic commodities.

The funds are part of a three-billion-dollar agreement signed between Egypt and ITFC in January 2018. Cairo currently pays around $1.5 billion per annum to support a bread subsidy programme, on which many of the 100 million population depend.

“This agreement is a genuine partnership with the International Islamic Trade Finance Corporation in order to provide more basic goods to citizens,” Supply Minister Ali Mosely said in a statement.

MINING

Mining Indaba promises to be bigger and bolder in 2020 F OR T HE past 25 years, Investing in African Mining Indaba has been bringing the mining value chain together in its unmissable annual event.

It is an event dedicated to the capitalisation and development of mining interests in Africa, and 2020 promises to be even bigger and bolder than this year’s showing.

Key topics include using mining to leverage youth employment, price 6 | Africa Outlook issue 79

volatility in 2020 and beyond, and sustainable development.

Headline speakers include Hon. Gwede Mantashe, Minister of Mineral Resources in South Africa, and Mark Bristow, President and CEO of Barrick.

There will also be an intergovernmental summit, where African and global ministers and decision-makers debate the mining sector’s biggest challenges.

FINANCE

OIL & GAS

Absa appoints new international CEO

PARTIES TO FINALISE MULTIBILLION-DOLLAR LNG PROJECT IN MOZAMBIQUE

L EADING PA N -A FRIC A N financial services group Absa recently appointed Cheryl Buss as the CEO of its international office in London. In this position she will lead the bank’s international operations, helping enable a globally scalable business and connecting with corporate and global clients.

Commenting on the promotion, she said: “This is a pivotal moment in terms of Africa’s relationship with the wider globe.

“International organisations are pursuing the exciting economic potential the African continent has to offer, and Absa’s international strategic intent

F R A N C E ’ S TOTA L and its partners Gigajoule and Matola Gas Company (MCG) will be taking a final investment decision on a $3.15 billion LNG project near Maputo, Mozambique.

The project consists of floating storage and regasification unit moored in the harbour at Matola, a suburb of Matola. It will be connected to a nearby gas-fired power plant and South Africa’s gas network – the gas will be supplied

by Total.

“The availability of a new source of much needed natural gas and power will fuel the economic growth in Mozambique and the southern African region,” the three partners said in a joint statement.

ECOMMERCE

Record-breaking digital payments made on Black Friday AF R IC A’S LEA DING payment service provider recently reported a 35 percent year on year increase of the amount of digital transactions made on its platform on Black Friday.

This year’s number of transactions exceeded DPO Group’s predictions, the company recording a rise of 500

enables our client-led strategy to be a leading and relevant African bank to institutions investing on the continent.” percent on usual daily transaction volumes. Peak trading occurred a few minutes after midnight when there was a further 33 percent spike in digital payments.

Eran Feinstein, CEO and Co-Founder of DPO Group, said: “These numbers reveal the rapidly growing appetite amongst businesses and consumers in Africa to be able to transact securely online, underlining the enormous potential of e-commerce to boost economic growth on the continent.”

AV I AT I O N

QATAR AIRWAYS TAKES 60 PERCENT STAKE IN NEW RWANDAN AIRPORT Q ATA R A I RWAYS is primed to take a 60 percent stake in a new $1.3 billion international airport being built in Rwanda.

The airport is being built in the Bugesera district, approximately 25 kilometres from the capital, Kigali. A first phase of construction would provide facilities for seven million passengers a year.

The second phase, which has an expected completion date of 2032, would double capacity to service 14 million passengers.

These plans are a modification of those drawn up in 2017 for a smaller airport in the same location, with a capacity of 4.5 million passengers.

Africa Outlook issue 79 | 7

Outlook Creative Services Complementing the production of Africa Outlook, Asia Outlook and EME 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

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

E D I TO R I A L : Tom Wadlow +44 (0) 1603 959 657 tom.wadlow@outlookpublishing.com

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

Jonathan Dyble +44 (0) 1603 959 660 jonathan.dyble@outlookpublishing.com

EXPERT EYE

Exploring energy innovation beyond the grid Santosh Naidoo of African Infrastructure Investment Managers (AIIM) discusses how off-grid solutions can open up access to electricity for millions of unconnected African citizens Written by: Santosh Naidoo, Investment Director, African Infrastructure Investment Managers

A

round 246 million people across the globe live in a household with improved energy access as a direct result of off-grid solar energy since July 2010.

It is also estimated that $9.1 billion has been saved on energy expenditure by using solar lanterns and multi-light systems over the same period. This is part of a phenomenon happening in the poorest communities globally, and represents a new dawn for energy access across the African continent.

The introduction of solar home systems provides significant benefits to local communities across the economic, social and environmental scales.

For example, the new off-grid technologies can dramatically transform a household’s lifestyle. A pico solar lantern costing less than $5 can elevate a household from darkness to light, in turn having a multiplier effect for residents’ livelihoods. This means school children are able to do their homework after dark, millions of people no longer have to walk for miles to charge their mobile phones, and women are empowered to become entrepreneurs.

From an environmental perspective, key benefits of using off-grid solar products include the reduction of fossil fuel usage.

The use of fossil fuels (like charcoal, wood or kerosene) are a health and a fire hazard, as well as a direct contributor to greenhouse gas emissions and consequently, climate change.

10 | Africa Outlook issue 79

ABOUT THE EXPERT Santosh Naidoo joined AIIM in 2015 and supports the team responsible for originating and executing investments in infrastructure projects and companies across the African continent. Prior to joining AIIM, he worked in the Macquarie Securities division. Naidoo holds a Bachelor of Commerce honours degree specialising in Financial Analysis and Portfolio Management from the University of Cape Town.

African Infrastructure Investment Managers is the infrastructure division of Old Mutual Alternative Investments.

Additionally, solar products reduce the reliance on fossil fuels for home lighting and cooking needs.

The new technology also reduces the need for residential transmission and distribution networks that are often unaesthetic and expensive to install, with the long-term goal to provide a utility-like infrastructure service.

Hence the coining of the term ‘next generation utility’ ushered by an entire new model referred to as Utilities 2.0.

Access to electricity in rural Africa is currently 24.8 percent and the target of Sustainable Development Goal (SDG) 7 - Affordable and Clean Energy – is universal energy access for all by 2030.

The significant social and environmental benefits, as well as the price reduction in solar panels and batteries, has catalysed off-grid power in Africa and the market has grown into an attractive prospect for various investors.

One of the leading products in the East African market, and AIIM investment, is the BBOXX bPower300 system. It contains a 300 W roof mounted solar panel and a lithium ion battery, which can provide up to 650 Wh of daily usable power, supporting a wide range of appliances including refrigerators, TVs and pedestal fans. The bPower300 units incorporate BBOXX SMART Solar and PULSE technology for remote monitoring and controlling via GSM connectivity. These are proprietary platforms that allow for cutting edge use of data.

“FORWARD-THINKING FSI COMPANIES SHOULD BE ADOPTING CLOUD TECHNOLOGIES TO REDUCE COSTS, ANALYSING DATA TO CREATE MORE PERSONALISED SERVICES”

BBOXX has created payment plans that are well suited to its customers.

The pay-as-you-go (PAYG) system utilises mobile money and allows a customer to make small payments on a per day basis to maintain energy access through their solar home system.

Customers in Kenya and Rwanda usually earn $100-200 per month and spend $8-12 on energy expenditure such as purchasing kerosene, batteries, and charging their phones. BBOXX prices its sales to match these existing energy costs, spreading the cost of a solar system over time to widen its customer base, enabling the masses to have access to clean renewable solar energy.

As an early mover in this space, the PAYG strategy also represents data opportunities going forward. For many customers, this is the first time they are developing a credit history.

Expenditure patterns can be tracked.

‘MANY GOVERNMENTS HAVE GROWING DEBT BURDENS THAT PRESENT OBSTACLES TO FURTHER INVESTMENT IN GRID INFRASTRUCTURE, WHICH CAN SOMETIMES BE UNRELIABLE. ENERGY ACCESS IS ABOUT TO CHANGE FOREVER, AND AFRICA IS LEADING THE WAY’ Upselling products can be predicted, and marketing can be targeted. This creates the perfect platform for customers to move up the energy value chain, and receive further utilities on a PAYG basis.

The introduction of off-grid solar products at scale has changed the energy landscape. This leapfrogging technology is analogous to mobile phone penetration through Africa in the early 2000s, which left landlines in its wake. With access to energy, comes access to the world. Regional and global news is available on radio and TV. And it won’t be long before people could enjoy browsing the internet on a laptop powered by a solar energy system based in the home.

We believe that decentralised renewable energy technologies will become a key feature in many parts of Africa.

Many governments have growing debt burdens that present obstacles to further investment in grid infrastructure, which can sometimes be unreliable. Energy access is about to change forever, and Africa is leading the way.

Africa Outlook issue 79 | 11

ORANGE

IN THE SPOTLIGHT M

ultinational tech giant Orange needs little by way of introduction.

Turning over more than $45 billion a year and employing over 135,000 people around the world, it is now a household name having started out in the UK in 1993.

Today, the company is heavily present on the African continent, with one in 10 Africans being an Orange customer.

Bruno Mettling has played a leading role in building up the regional business, now serving as President of Orange’s Africa and Middle East division. Here he answers our questions on his career to date and some of the company’s latest projects.

Africa Outlook (AfO): What first inspired you to pursue a career in technology?

Bruno Mettling (BM): At first glance my career reflects a strong commitment to the human. I was mainly called upon to put my skills at the service of human resources management within Orange. This environment has enhanced my interest in digital and especially in the transformations it involves for society.

12 | Africa Outlook issue 79

A Q&A with Bruno Mettling, President of Orange Africa and the Middle East Edited by: Tom Wadlow Today, new organisational, economic and environmental models are to be imagined. The rise of artificial intelligence, augmented reality, big data and 5G disrupt our routines – and all of this is exciting!

AfO: Can you briefly describe your mission or remit as President of Orange’s Middle East and Africa business?

BM: In order to better identify Orange’s activities in Africa and the Middle East, we created a new

subsidiary in 2015. Today, we are evolving to become a full African subsidiary and strengthen Orange’s footprint on the continent. I have driven and accompanied this transformation, which involves a very decentralised organisation that allows us to manage our activities as closely as possible to our customers’ expectations and especially recruit high-level local talent.

In this context, it seems legitimate for me to no longer exercise executive functions since Alioune Ndiaye, former CEO of Sonatel, has taken over the group’s activities in the Middle East and Africa area since May 2018.

However, I remain fully committed in my institutional role as President, to promote the positive impact of digital.

AfO: Looking at Africa specifically, why is this an exciting market for you?

BM: In Africa, the infrastructure deficit paradoxically presents a great opportunity for digital to invent new business models and solutions to help the continent’s development. One in every two inhabitants in Africa (and the Middle East) is under the age of 20 and this young generation is eager to adopt new technologies.

LEADERSHIP Also, there is a strong need for basic services in education, agriculture and health to fulfil the economic potential arising from the demographic explosion. As such, the role of Orange has evolved from a connectivity provider to a multi-service operator. Historically, our predominant business was voice calling. This has now been replaced by data and services. In a multi-sim market, developing additional services is a way to build customer loyalty.

We work in markets where digital can make a real difference (financial services, content, etc.) and in sectors that are emerging, not yet established or becoming structured like energy and e-health. Our goal is to position ourselves as a leading partner in the states and ecosystems of the African digital transformation, with a strategy based on our established strengths and by developing all of these services in partnership with public and private stakeholders as global funds in the e-health field.

AfO: Generally, how can digital technology help in the fight against epidemics such as AIDS, TB and malaria?

BM: New technologies could be used for predicting, preventing and controlling emerging infectious diseases.

Mobile networks have brought SMS, voice and internet services but also massive data on phone usage. These technologies have the potential of improving adherence to medication, to remind patients when to take medication and of scheduled appointments through SMS and voice calls. Moreover, the collected data can be used to better understand these diseases and update the epidemic study.

AfO: Introduce me to the technology platform that you are providing in partnership with The Global Fund.

What are its main features and how will it support Global Fund activities?

BM: We are currently developing innovative mobile health platforms to

ORANGE IN AFRICA AND THE MIDDLE EAST

$5.7

BILLION REVENUE MORE THAN

120

MILLION CUSTOMERS IN 18 COUNTRIES

$1.1

BILLION ANNUAL INVESTMENT IN NETWORKS

40

MILLION ORANGE MONEY CUSTOMERS

18,000 LOCAL EMPLOYEES

16.7

MILLION CUSTOMERS CONNECTED TO 4G

ensure broader access to healthcare services that can be used to follow patients remotely, while providing healthcare workers with all the information they need to make the right decisions and offer quality healthcare to all patients.

Medical staff can develop and maintain more direct links with patients and ensure treatment is followed correctly, which is essential in the fight against HIV, tuberculosis and malaria.

AfO: What are your plans regarding its roll-out? Will the partnership extend beyond Morocco?

BM: Regarding the roll out of the mobile health platform, our local developers are interacting with the health workers from Moroccan Ministry of Health to co-design the software solution. In parallel, we are also studying other adapted services and solutions in collaboration with health authorities in Ivory Coast, DRC, and Burkina Faso.

For the coming year we are going to extend the public private partnership element of the Orange footprint.

AfO: Looking ahead, how does Orange plan to extend its impact on healthcare deliver across Africa?

BM: Orange is present in 18 countries in Africa and the Middle East and reaches 123 million customers in the region.

The company will expand the impact of its healthcare projects by reaching underserved populations with new, digitally enabled healthcare services and by leveraging the extensive mobile network footprint of the group in the Middle East and Africa. Moreover, we plan to strengthen private public partnerships in collaboration with institutions such as Global Funds, GAVI and other funding providers.

Ultimately, digital technology needs to accelerate progress for everyone on the planet, and our social innovation, entrepreneurship and innovative digital services are designed to meet everyone’s needs.

Africa Outlook issue 79 | 13

EVERLYTIC

MARKETING MASTERY

Through excellence in delivering digital marketing software, garage-born brand Everlytic is today right at home walking with the world’s most fabled technology giants Writer: Jonathan Dyble

D

ata is the new oil is a common phrase amongst business executives. The context is that data is seen to be the driver of the next business revolution. Nowhere is this more applicable than in modern marketing departments. Data and marketing technology have become an extension of a marketing team.

Without quality data, transformed into useful insights, today’s marketing generally lacks precision and context.

Organisations worldwide are allocating immense resources towards data programmes that collect and mine data. The most critical step, of course, is activating that data.

The ability to convert data into insight and activate such insight in the form of intelligent, personalised marketing strategies will separate good and great marketers. The unparalleled volume and velocity of data, combined with the marketing execution technol14 | Africa Outlook issue 79

ogy, is breeding a new generation of insight-driven marketers.

“I’ve always had a fascination with how things worked and understanding cause and effect. I’ve spent the last five years of my career in data and advanced analytics, which has given me sight of the machinations of some of South Africa’s premier products and brands. Data tells an organisation’s story and if you listen closely enough in the correct context, it tells you what should happen next,” states JanDirk, or JD as he prefers to be known, Engelbrecht.

“I think my interest in how things work was built up from watching my brother, Adriaan, building and breaking things. He was really into computers and I had that second child perk of being able to watch and learn. I became fascinated with how technology could be used to solve problems.

I have since been extremely fortunate to have crossed paths with talented

people who have taken a legitimate interest in my development, and given me grace to fail and try again as much as I’ve succeeded.

“These, and others, have coached me to a point where – at 32 – I’m a mildly competent leader and professional manager,” JD shares in jest, “who has been given the opportunity to set the new course for an already-great, high potential digital communication technology company.”

ACTIVATING INSIGHT The company in question? Everlytic – a business that started out in the back of a Parktown garage in Johannesburg, South Africa as a publisher-focused email and SMS deployment platform.

Acquired by Vox Telecom in 2016, Everlytic now provides a marketing and communication automation platform that supports campaigns across email, SMS, web and mobile push notifica-

TECHNOLOGY saturated markets, Everlytic garnered further attention as it was named the third fastest growing tech company in South Africa and third fastest on the continent by Deloitte.

Even Engelbrecht himself began to acquire the firm’s services.

“I was a customer first – probably one of the most demanding!” he reveals. “I’ve known the business for years and from a customer perspective it competed next to its expensive, billion-dollar international competitors. I always found the best value from Everlytic and admired the absolute and relentless customer focus.

“Why did I join? A multitude of reasons. This company is the continent’s best kept tech secret and we have the opportunity to position ourselves as the thought-leader brand.

“When you walk into the offices, you can feel we have something special beyond the fun decor. The way people speak to each other, how they take ownership of their roles, and how the team is purely committed without

tions, and automated voice, to some of South Africa’s largest and most successful companies, ranging from small operations to listed blue chips and multinationals.

“It was founded by a few computer science grads after the dot-com bubble burst,” Engelbrecht, its now Managing Director, explains. “It wasn’t a great time to be a developer back then if you wanted to eat or sleep indoors, so they created their own jobs!”

Making your own way was no easy feat at this time either. Yet, spawned from a bulk deployment platform for publishers, Everlytic evolved into a data-driven, hyper-personalised, multi-channel, communication and automation software which quickly captured the attention of the market as a platform that could create the opportunity for marketers to execute their extraordinary campaigns. And for good reason.

Engelbrecht explains: “There are some fundamental truths that all of us need to accept.

“Every business is a data business and every data business competes against others in the attention economy. Consumers suffer from messaging fatigue and there really is no place for ‘ordinary’ in the market.

“This demands the extraordinary from marketers in every instance, risking irrelevance or not earning into the attention sphere of their customers.

Data and marketing technology have become an extension of a marketing team. Without quality data, transformed into useful insights, today’s marketing generally lacks precision and context.

“Without the right tech to execute against the data insights, you end up with the inevitable question: So what?”

Rapidly developing a reputation as a firm helping others to stand out in

JanDirk Engelbrecht, MD of Everlytic

Africa Outlook issue 79 | 15

EVERLYTIC resentment when things get tough… these are special things.”

DELIVERING A COUNTER PUNCH

FINDING THE ‘WHY’ JD Engelbrecht: “We recently evaluated the core assets of Everlytic and asked ourselves what our ‘why’ is. The Simon Sinek TED talk focusing on a company’s why is the most popular TED Talk ever. His famous line stuck with me: People don’t buy what you do; they buy why you do it.

“Our business is built on amazing talent, legitimate customer-centricity, and innovation. We actively seek opportunities to innovate, we search for opportunities to create engagement between businesses and its customers, and we believe in the power of connection.

“This will be the north star for investment over the next five years as we evolve our marketing and communication automation features, launch a granular data API, release third-party integrations, deploy native ecommerce functionality, and deploy more channels including WhatsApp.”

16 | Africa Outlook issue 79

Now in his eighth month with the company, the MD hasn’t looked back since, embracing everything from the Star Wars memorabilia-laden offices to what he describes as the company’s ability to compete with the “international big dogs”.

Placing Adobe, Salesforce, Mailchimp, and Marketo into this category, the way in which Everlytic keeps its head above water when jostling alongside these global brands is by providing unparalleled value for money, doing the basics really well, listening to customers and being proactive to launch features that match their needs, best-in-market delivery rates, all supported by authentic and legitimate customer centricity.

“Marketing tech purchasing decisions are extremely complex,” Engelbrecht states. “Often, to get proper value out of a platform, you must acquire multiple components and once it is all said and done, the solution is exorbitantly expensive and often quite complex to onboard. The cost and complexity of integration means that customers are often locked into a platform.

It is important to know what the problem is you are trying to solve and how you will strategically achieve this. Knowing what you don’t need is equally important when choosing a platform.

“We frequently hear horror stories of customers who bought complex and expensive solutions and have been stuck in onboarding for 12 months or more, not getting value out of the services whilst being tightly locked into these platforms based on the sunken cost and the personal internal political risk linked to the expense of switching to some-

TECHNOLOGY

Q: HOW DO YOU SEE DIGITAL MARKETING TRANSFORMING SOUTH AFRICAN BUSINESS IN THE FUTURE? JD Engelbrecht: “In the short term, I anticipate that the value gap in terms of yields from digital marketing between businesses with good-enough and next-level marketers will continue to widen. The technology and network are simply so powerful that those fully leveraging the ecosystem will be able to dominate in terms of cost efficiency and volume of qualified traffic, outpacing and leaving behind those not investing in the skills and tech.

“I see two further levers that may further, exponentially open the marketing value gap. The availability and provisioning into the ecosystem of good, actionable data and matching the best content to each customer in niche contexts.

“I believe that database marketing, anchored in email, will continue to provide a costefficient and effective channel acting as the foundation for other channels and strategies.

The application of email, SMS, push, and voice are no different to other marketing tech – those doing the basics well will have better results than those doing nothing, and those applying advanced tactics will have better results than those doing only the basics.”

thing that would give them the value they desire.

“Of course, once installed successfully with the right operator, these platforms provide immense value… but at a price billed in millions. For most companies these global solutions are prohibitively expensive.”

It is here where Everlytic bridges the gap.

“We are a trusted advisor to our customers; we stay just ahead of the features we know they need without leaking focus to unnecessary, overhyped functionality,” the MD continues. “Whilst we do the basics well and lead the market in many aspects, innovation is engrained in our DNA and we will continue to develop new features to make our customers more successful.”

Through this approach, it is capable of driving unmatched service levels by delivering accessible content unique

to consumer data profiles, delivered consistently across different channels and formats at a mere fraction of the cost of comparable global players.

“In my eyes, Everlytic offers by far the best value for money in the market today,” Engelbrecht reiterates. “We are a challenger brand against our billion-dollar, globally-recognised competitors – and we punch well above our weight.”

Africa Outlook issue 79 | 17

TOPICAL FOCUS

BUCKING THE TREND Africa is defying the global FDI slump according to the latest statistics from the UNCTAD, the top five recipients of foreign investment being spread around the continent Writer: Tom Wadlow

G

lobal flows of foreign direct investment (FDI) fell sharply in 2018.

The $1.3 trillion figure cited in the World Investment Report 2019 by the United Nations Conference of Trade and Development (UNCTAD), while at face value an enormous sum of money, is 13 percent less than the total FDI recorded in 2017.

Indeed, it is the lowest level since the 2008 financial crisis and reflects a lack of growth in international investment this decade, a worrying sign if UN Sustainable Development Goals are to have a chance of being met.

However, the picture is by no means an entirely gloomy one.

Africa is bucking the global trend, its $46 billion of FDI recorded in 2018 an increase of 11 percent on the previous year, a figure which reflects confidence in the region and cause for optimism.

18 | Africa Outlook issue 79

THE REGIONAL PICTURE While the continental headline figure is promising, the regional breakdown reveals a slightly more mixed picture, one in which Sub-Saharan and Southern Africa stand out.

Take South Africa. A country whose recent economic struggles have been well documented with many industrial sectors contracting, its FDI inflows surged last year to $5.3 billion from just $2 billion in 2017. It now sits second in the African top five FDI recipients, second only to Egypt which saw its FDI drop slightly to $6.8 billion in 2018.

FDI flows to Sub-Saharan Africa climbed by 13 percent to $32 billion, recovering ground after successive contractions in the two prior years, while Southern Africa recovered from a net divestment of $925 million in 2017 to an inflow of $4.2 billion last year.

Angola, however, remained negative at -$5.7 billion, largely due to oil and gas firms transferring funds to parent companies through internal loans.

The North Africa region saw a steady climb of seven percent to $14 billion of FDI in 2018, Morocco standing out here after it saw a 36 percent rise to $3.6 billion, down to significant investment into its finance and automotive industries.

East Africa is the fastest-growing region of the continent and saw FDI reach $9 billion in 2018 (largely unchanged from 2017), with flows to Kenya growing by 27 percent to $1.6 billion thanks to interest in a wide range of sectors such as manufacturing, chemicals, oil and gas and tourism.

A drastic drop of investment into Nigeria (43 percent) is the main reason why West Africa as a whole slumped, its $9.6 billion of FDI 15 percent down on 2017.

FOREIGN INVESTMENT

Top 5 recipients of FDI (2018) 1. Egypt – $6.8 billion 2. South Africa – $5.3 billion 3. Congo – $4.3 billion 4. Morocco – $3.6 billion 5. Ethiopia – $3.3 billion *source: UNCTAD

Top 5 African countries with the most SEZs (2019) 1. Kenya – 61 2. Nigeria – 38 3. Ethiopia – 18 4. Egypt – 10 5. Cameroon – 9

Top 5 investor economies in Africa (2017) 1. France – $64 billion 2. Netherlands – $63 billion 3. United States – $50 billion 4. UK – $46 billion 5. China – $43 billion *source: UNCTAD

*source: UNCTAD

FUTURE TRENDS Looking ahead, the UNCTAD identifies special economic zones (SEZs) and the African Continental Free Trade Area (AfCFTA) as two factors which could further boost FDI into the continent.

The AfCFTA is expected to bolster regional integration, a prospect which is likely to make investing in Africa more appealing to international

organisations.

Meanwhile, the growing number of SEZs is another positive development.

There are around 237 such zones spread across 38 of the 54 countries in Africa, the highest number being in Kenya, which alone is home to more than 60 of these business-friendly areas.

Cross-country programmes are also helping to improve economic

cooperation between nations.

In 2018, Burkina Faso, Ivory Coast and Mali launched an SEZ which straddles all three countries. Similarly, Ethiopia and Kenya recently announced their intention to convert the Moyle region into a cross-border free trade zone.

As 2019 draws to a close, eyes will be on the UNCTAD’s 2020 report to see if Africa can keep up this momentum.

Africa Outlook issue 79 | 19

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.

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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.

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FWJK

w w w. a f r i c a o u t l o o k m a g . c o m

Issue 79

TREVALI PERKOA

Extracting metals while depositing socioeconomic benefit

CONSTRUCTION

Marketi ng Oppo rtunity

The Value-driven

Visionary FWJK is disrupting the property development market with a revitalised approach to real estate that’s been dubbed co-development at cost.

David Williams-Jones, the man behind the method, tells all Writer: Jonathan Dyble | Project Manager: Eddie Clinton

UMGENI WATER Changing the face of water

THE VALUE-DRIVEN

VISIONARY

DISRUPTING THE PROPERTY DEVELOPMENT MARKET

FWJK disrupts the South African property development market

2 | Africa Outlook issue 79

Africa Outlook issue 79 | 3

In the spotlight: Bruno Mettling, President of Orange Africa and the Middle East, answers our questions

www.africaoutlookmag.com/get-involved

FWJK

The Value-driven

Visionary FWJK is disrupting the property development market with a revitalised approach to real estate that’s been dubbed co-development at cost.

David Williams-Jones, the man behind the method, tells all Writer: Jonathan Dyble | Project Manager: Eddie Clinton

22 | Africa Outlook issue 79

CONSTRUCTION

Africa Outlook issue 79 | 23

FWJK

T

he explosion of discount days continues to take the world by storm.

According to analytics from Adobe, consumers spent a record $7.4 billion in the 24-hour window comprising 2019’s edition of Black Friday. Hop across to China, and Single’s Day – the local equivalent led by ecommerce giant Alibaba – raked in an astronomical $38.4 billion on November 11, its first $1 billion in sales having been netted in just 68 seconds.

Indeed, the success of these commercialised holidays is entirely reliant upon one simple fact of human nature – people are always on the look out for the next best deal.

“There’s a human psyche that one just cannot resist a bargain,” states David Williams-Jones, the CEO of successful South African property development enterprise FWJK Developments that has created its own concept based on this premise and applied it to the real estate market.

How does this work? The answer lies in its disruptive methodology, coined co-development at cost, which provides investors with the opportunity to invest in property at its actual cost price, allowing them to enjoy the same profit margins enjoyed by property developers.

David Williams-Jones, CEO 24 | Africa Outlook issue 79

“Think about buying a brand-new car,” the Chief Exec explains. “Often, you’d have to purchase it from a plush showroom, where 25 percent premiums are added to pay for the salesmen’s wages, commission, and the other costs associated with running such an outlet.

“Now imagine that you could buy directly from the factory and save on paying these premiums by stripping away these additional costs. This is essentially what we’re offering in the property segment.”

The idea, unbeknown to WilliamsJones at the time, stemmed back to 2003 when he was approached by an engineering company to share the ownership of an office block development.

“The site which this company was working with was double the size that they needed, so I agreed to take up the other half, sold it off for a profit, and didn’t think anything more of it until they approached me again in 2008,” he explains.

“In this second instance, the engineering company needed to double its footprint, so I called a property broker to find out whether there was any office space selling off plan in the specific precinct which they were looking at, to which the broker answered in the affirmative. I asked how much it was, and they said it was virtually sold out at a price of R20,500 ($1,400) per square metre.

“As a quantity surveyor, I knew that the actual cost was about R14,000 ($958), including the land. And that’s when the lightbulb moment occurred – I knew I was onto something.”

Since then, FWJK has built its business on collaboration, working with investors and end users alike to acquire property at cost, removing the 30 or 40 percent premiums that benefit profit-driven developers in the process.

And, mapping out the company’s history, it seems this stroke of genius struck at just the right time.

JD Sebenza Security for big businesses and residential estates has mostly consisted of guards physically patrolling their perimeters; with additional monitoring of the premises via CCTV viewed at their on-site control rooms.

There are however many issues associated with this model, which include collusion between guards and criminals, along with basic human error – falling asleep whilst on watch.

This has helped pave the way for off-site monitoring to rapidly become the fastest growing sector of the security industry, and that is where JD Sebenza’s services come in.

The company’s expertise and solutions covers: • Event driven off-site monitoring (analytics, video feed, alarm intrusion); • Remote off-site monitoring (virtual patrols, alarms, verification via CCTV); • Real time security personnel monitoring and tracking; • Online intelligence.

• With the current economic conditions, businesses are looking to save costs whilst not compromising on security and safety.

This makes the cost effectiveness of independent, off-site monitoring a major catalyst in ensuring its rapid success in the security industry. While traditional guarding can come with increasing costs per guard, off-site monitoring is significantly cheaper.

“Our off-site monitoring services range from continuous remote surveillance to event triggered monitoring, as well as proactive dial in CCTV touring/patrols,” JD Sebenza states. “Our highly trained surveillance operators observe, interpret, predict, anticipate and evaluate the potential risk from our state-of-the-art control centre.”

Another important aspect of JD Sebenza’s business is its commitment to black economic empowerment, the company proudly standing as a B-BBEE Level 2 firm.

www.jdsebenza.co.za

Remote off-site monitoring We at JD Sebenza beleive people with disabilities are an integral part of the South African economy able to contribute to the skills, tax base and development of our country.

We guarantee to: • • •

Increase Bottom Line.

Reduce Business Risks.

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How do we achieve this?

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Improving Your SECURITY. Improving Your PRODUCTIVITY. Improving Your BEE SCORECARD. Improving Your HEALTH & SAFETY. Reducing Your RISKS. Reducing Your GUARDS. Get In Touch With Us: 079 857 0507 clair@jdsebenza.co.za Head Office: 0312664452 www.jdsebenza.co.za

FWJK

Pyro-Cote Pyro-Cote was registered in March 1986 as a specialised passive fire protection company and now leads the market both locally and in neighbouring territories with branches in KwaZuluNatal, Cape Town and Gauteng.

Pyro-Cote employs approximately 200 people nationally, the majority of which come from previously disadvantaged communities and have been trained in the skills of passive fire protection.

Passive fire protection is an important aspect of building design as it provides for the safety of people and minimises building and asset loss for the developer in the unfortunate event of a fire. PyroCote products are designed to meet this criterion and has spent over R1.5 million on product tests in different configurations to ensure our products meet all requirements for commercial and industrial enterprises. Pyro-Cote views this as an integral part of our service and is currently a four-star NOSA rated company.

CO-DEVELOPMENT AT COST Co-development at cost is an elementary way of enabling smaller property investors to co-invest in a pipeline of new prime property developments in any category that they would not ordinarily be able to execute on their own.

The group of co-developers each take on investments of varying sizes in the development depending on their appetite and available funds. In turn, they enjoy the significant profit derived from their portion of the difference between actual cost and single sale retail market prices. Each co-developer remains responsible for their proportionate share of the development managed by FWJK.

26 | Africa Outlook issue 79

“We introduced co-development at cost in the wake of the 2008 economic recession that had a profound impact on the property market,” explains the CEO. “We were faced with adversity – I was reluctantly forced to consider retrenching seven or eight staff.

“But thanks to this new methodology, we were able to turn adversity into advantage.”

The firm has since grown from a staffing base of 12 or 13 quantity surveyors to become a one-stop development shop comprising 175 professionals, its cost methodology having taken to the market like a wildfire.

“We’ve completed roughly R9 billion ($620 million) in developments over the past decade or so – something to be particularly proud of given our South African context,” WilliamsJones declares.

PROVEN BY PROJECTS Interestingly, FWJK remains the only property developer of its kind.

The viability and popularity of co-development at cost is assured,

In November 2018, Pyro-Cote Cape established Pyro-Systems, Pyro-Detect and Pyro-Product.

Pyro-Cote specialises in passive fire protection for the commercial, industrial, chemical and petrochemical industries where various applications are undertaken pending on the client’s specification: • • • • • • • • •

Passive fire protection of cables Passive fire protection on wood Fire protection of air or cable ducts Passive fire protection of LPG vessels Passive fire protection on structural steel Passive fire protection of openings in walls Passive fire protection of openings in floors Fire curtains and walls Fire box enclosures

Professional association: • Member of the Institute of Steel Construction • Member of the Fire Protection Institute of SA • Construction Industry Development Board (CIDB) certified

reinhardt@pyrocote.co.za

• • • • • • • •

Passive fire protection of cables Passive fire protection on wood Passive fire protection of LPG vessels Passive fire protection on structural steel Passive fire protection of openings in walls and floors Fire curtains and walls Fire box enclosures Clear Fire-Retardant Coatings for timber

ALL OUR SYSTEMS ARE SABS TESTED

Pyro-Cote is an approved applicator of Mandoval Vermiculite’s passive fire protection range of products as well as the approved applicator of the BASF KBS & FSi fire safety system range of products.

PYRO SYSTEMS | PYRO DETECT | Reinhardt@pyrocote.co.za | C. +27 82 929 9384 PYRO PRODUCT | William@pyrocote.co.za | C. +27 71 876 6868 PYRO COTE CAPE | Unit 6Gb Sunrise Park, Sunrise Circle | Ndabeni| 7405 | O. +27 21 111 0449

FWJK evidenced by the explosive growth of the business over the past decade.

However, the firm’s offering remains unique owed to the enormous amount of capital required to operate in such a manner.

The CEO explains: “For co-development at cost to work, you have to purchase land upfront which brings with it an element of risk. Most professionals are risk adverse and prefer to live hand to mouth, but we are fortunate to be working with a strong capital base.”

Indeed, the best evidence of the company’s successful method and impeccable track record comes from its esteemed portfolio of projects.

Take its Ridge office block series, for example. Comprising eight (soon to be nine) separate A-grade commercial office developments in the Umhlanga Ridge precinct of Durban, each block has been designed in accordance with its surrounding environment.

Ridge 7, for example, captures the views provided by the coast and

Durban cityscape with its multi-faceted facades and expansive balconies, while Ridge 8 is built to blend the green and urban spaces that surround it at ground level, doing so using perforated screens and long-spanning glazing elements that provide architectural balance.

Each of these projects have become iconic localised landmarks, a characteristic common of all FWJK’s buildings, also embodied by Illovo Point.

Totalling 15,750 square metres and home to FWJK’s own headquarters, the latter is situated on Illovo, Johannesburg’s highest point, commanding majestic views over Sandton and admired itself as a modern architectural marvel.

It is not just the company’s existing portfolio that showcases excellence, however, its pipeline comprising a number of equally exciting large-scale developments.

Asked to pick out a few highlights, Williams-Jones points straight to

REO Group REO Group was established in 2014 in Durban as a light fitting supplier to various construction projects.

Today we have offices in Durban and Cape Town and specialise in various product solutions.

Lighting solutions We offer professional consultation, designs and supply of comprehensive lighting products, systems and solutions and service the entire market segment.

Architectural ironmongery We offer comprehensive architectural ironmongery specifications and supply an extensive range of products including door handles, locks, cylinders, door controls, panic hardware, hinges and accessories.

Access and security Our smart access and security solutions provide efficient and secure spaces.

www.reo.co.za

Megapile Megapile has become synonymous with piling and lateral support in South Africa over the past decade.

This is due to the dedicated and committed service we provide to our clients, including FWJK. We provide geotechnical solutions from conceptual stage, through budgeting and planning, participation in value engineering and then final implementation.

The co- development at cost model that FWJK has developed has been a contributor to the sustained commercial market growth in KZN which has benefited the local building and construction industry. FWJK’s confidence in continuing to develop in the current market is very positive and commendable. We are proud to be associated with FWJK and congratulate them on their ongoing success in the property development market.

E info@megapile.co.za www.megapile.co.za

28 | Africa Outlook issue 79

CONSTRUCTION

REO Group provides interior building systems, solutions and lighting to the construction industry.

We offer the following complete solutions through our business structure

ACCESS & SECURITY | ARCHITECTURAL HARDWARE | LIGHTING SOLUTIONS

REO Group | info@reo.co.za | www.reo.co.za

FOUNDATION PILING LATERAL SUPPORT GEOTECHNICAL SERVICES SOIL IMPROVEMENT TESTING & ANALYSIS FULL DESIGN CAPACITY

FOUNDATION PILING & LATERAL SUPPORT

info@megapile.co.za | www.megapile.co.za

Africa Outlook issue 79 | 29

FWJK The Vogue – a 37-storey mixed-used development that’s already shaping up to be a centrepiece of Cape Town’s skyline, featuring undulating balconies sandwiched between a bustling ground floor retail complex and penthouse apartments.

“We’re also busy with 16 On Bree, another mixed-use project based in the centre of Cape Town that’s valued at just under R1 billion ($68 million),” he adds. “We’re currently constructing the final six of its 36 floors, with the entire project due for completion in September 2020.”

The firm is also set to break records too, courtesy of FWJK’s Zero 2 One Tower.

Once complete, it will be the tallest building in Cape Town, its 44 storeys set to house 1,450 micro apartments topped off with a viewing deck, while open and protected walkways will allow pedestrians access at various points along the building edge, integrating the skyrise with the urban streetscape.

“The beauty of our developer model is the fact that we can push the accelerator down or tap off depending on our workflow,” the Chief Exec states.

“It’s almost like a ship with perpetual motion. We’ll keep producing new developments and open up in new territories with the belief that this methodology will always capture the attention of the market.”

A ONE-STOP PROFESSIONAL SERVICES SHOP FWJK is extremely proud of the fact that it has been awarded the certificate for the best developer in South Africa by PMR Africa and has also received awards for its architectural, project management and quantity surveying divisions. In the process of developing timeless buildings and continually diversifying its team, FWJK’s in-house capabilities today span a number of specialised fields. These include, but are not limited to:

Architecture It employs a fully qualified and experienced team of professional architects with a broad background and varied experience in Africa’s architectural landscape. The firm’s architectural philosophy is all about maximising building use and design cost efficiency while ensuring aesthetic significance.

Development management Considered to the cornerstone of the company’s co-development at cost methodology, FWJK’s development managers give life to its pipeline. They identify the best opportunities to pursue, ensuring its investors receive the highest possible return on equity.

Cost engineering With FWJK Cost Engineers having been founded in East London in 1953, cost engineering is what the brand has been built upon, its quantity surveying skillsets providing its clientele with unrivalled services.

Project management FWJK Project Management provides services to both the company’s own projects as well as numerous public and private sector clients in South Africa. Delivery within time and budget has become the hallmark of this practice, the company implementing the latest technologies to uphold this reputation.

30 | Africa Outlook issue 79

MAINTAINING MOMENTUM It is at this point that Williams-Jones eludes to the firm’s impending UK expansion, inciting confidence that FWJK will be capable of disrupting the London market in a similar manner.

“The concept is the same – instead of paying £500,000 for an apartment, we’d be able to provide the same product for just £375,000 or £400,000,” he reiterates.

Meanwhile, in South Africa, the firm is busy working to develop a second methodology in order to capitalise on recent regulatory changes introduced

by South African Revenue Service (SARS) that aims to deploy greater investment into the hospitality sector.

“This governmental strategy, under Section 12J, complements our existing model quite nicely,” the CEO affirms.

“The idea is to generate investments using tax that would otherwise be paid to SARS, recouping and deploying these finances into new hospitality products.”

CONSTRUCTION

Make yourself at home Since opening its doors in 1984, Strauss Daly has grown, evolved and modernised to become one of the most prominent and progressive legal firms in South Africa. Our team of property experts has the necessary knowledge and experience to assist you with the biggest investment of your life – buying a home. When working with us, you will experience nothing but the best service at the best price during your propertyrelated transactions.

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CAPE TOWN

Tel: +27 (0) 10 201 8600

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Fax: +27 (0) 31 570 5799

Fax: +27 (0) 21 418 1415

johannesburg@straussdaly.co.za

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capetown@straussdaly.co.za

Proud to be working with FWJK Profica is a leading property & construction solutions company in africa.

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CONSULTING ELECTRICAL ENGINEERS SERVICING THE INDUSTRY SINCE MARCH 2000 Proudly involved with FWJK Developments and responsible for the following disciplines: Medium Voltage Installation, Low Voltage Installation, Generators, UPS’ s, Access Control, CCTV, Smoke Detection and Evacuation

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Africa Outlook issue 79 | 31

FWJK

Sir Lowry Square Combining these diversifications with FWJK’s existing commitments, it is undoubted that the firm will become increasingly busy over the coming months as its workload continues to heighten.

And here, its emphasis on establishing sound relations with employees and partners alike will bear fruit.

“Without our staff, we would not be in business,” Williams-Jones states, first eluding to the former. “We value their contributions immensely, offering them with the opportunity to profit from our investments as well as providing bursaries and tailored training programmes where possible.

“Property development is a specialised field, but we’re fortunate in that we’re able to attract professionals simply by being at the coalface. We are not a quantity surveying practice contracted to a property developer – we are a property developer, which gives our employees a sense of ownership over the business’s success.

“Likewise, we choose our partners 32 | Africa Outlook issue 79

carefully and like to support those that support us with great services.

“We work with a mixture of local and international contractors, often working with world leaders when it comes to sourcing crucial building assets such as elevators or generators.”

Owed to the firm’s ability to lean on these two supporting pillars as its uniquely innovative co-development at cost operating model continues to gather momentum, the future looks incredibly bright for FWJK. Reiterating the significance of milestones such as the UK expansion and completion of Zero 2 One Tower, Williams-Jones ends our conversation on an optimistic note, highlighting the company’s opportunity to take major strides both at home and overseas moving forward.

“Property development is a tough market everywhere, and generally speaking it’s been a tough year for all industries in South Africa,” he reveals.

“Thankfully, we’ve had the advantage of being front and centre in the

wholesale property market where there’s an abundance of buyers and investors still looking for bargains.

“Perhaps we’ve been fortunate in our ability to carry on with projects when other profit driven developers have had to pull their horns. I think back to the economic recession in 2008, when we sold out three office buildings in three months at a time when people were declaring bankruptcy left, right and centre.

“But we’ve got a methodology that insulates us to a large degree from tough economic environments and the tribulations it brings, and for that reason I’m excited for the future, wherever it may lead us.”

FWJK davewj@fwjk.co.za www.fwjk.co.za

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Africa Outlook issue 79 | 33

WORLD OF WINDOWS

CONSTRUCTION

ONE SIZE DOESN’T FIT ALL Maintaining a mantra that bespoke is best, World of Windows has risen from humble entrepreneurial beginnings to become a major player in Africa’s construction industry, delivering best-in-class façades Writer: Jonathan Dyble Project Manager: Eddie Clinton

T

he dream of being your own boss is a common one.

According to the OECD, well over half of 18 to 64 year olds said they would rather take a risk and build their own business than work for someone else. Yet despite the aspirations of many, the same research report shows that roughly just four percent of people are able to identify themselves as entrepreneurs with paid personnel.

It’s a stark gap, many unable or unwilling to take the plunge of launching a startup. For Alan Reed, however, the opportunity that presented itself was too good to miss.

“The chance to start my own business came in 1985, when WISEPCO, one of the largest building materials suppliers in Africa, decided to solely focus on manufacturing and leave the selling and installation to an agent network.

“I grasped this opportunity with two hands, setting up an agency in Johannesburg with two partners.

One of them did the selling, the other oversaw the site work and being a chartered accountant, I took care of all financial and administrative matters.

Africa Outlook issue 79 | 35

WORLD OF WINDOWS

FG Trading FG Trading (Pty) Ltd works with glass processors, insulated glass manufacturers, aluminium and UPVC fabricators, façade contractors and glaziers throughout SubSaharan Africa, delivering bespoke manufacturing packages to optimise production processes and produce high-quality end products for a wide range of applications.

SELFSUFFICIENT SUCCESS Establishing itself in Cape Town in 1997, WoW grew substantially thereafter and in 2005 established its own powdercoating plant.

“From here on out we began importing extensively from all over the world, reducing costs, improving quality and delivering greater value to our customers,” Reed reveals.

“By 2015, we started our own double-glazing line, and then in 2016 commissioned our glass processing plant, all of which has allowed us to better service our contracts. And since this time, we’ve also been operating a well-equipped sheet metal working facility, providing almost everything we need in house to operate independently in serving our customers.”

36 | Africa Outlook issue 79

“Our business grew quite quickly, and we took on our own manufacturing soon afterwards to accommodate for purpose-made products required by our customers. By 1997, we had established ourselves in Cape Town, which has since become our head office, and haven’t looked back since.”

The company in question is World of Windows (WoW).

Today, offering a full design, supply and installation service for windows, doors, shopfronts, curtain walls, rooflights and any product consisting of glass and/or aluminium, its primary function is to turn the visions of architects into realities by delivering creative building façades.

“We don’t believe in the idea that one-size fits all,” Reed, CEO of WoW, reveals. “Instead, we offer bespoke systems to achieve any design intent within a defined budget.

“We work closely with our clientele to design, develop and extrude a suite of dies to meet the needs of any major project.

“It is our mission to give customers peace of mind, and our best-in-class quality engineers achieve this by acting as a unified force of experience, intellect and passion in our operation.”

Our diverse product portfolio comprises machinery, equipment, tools and consumables, augmented by technical and consultation services. We have exclusive distributorship for a number of internationally renowned products from Tremco illbruck, Kömmerling, Profilglass®, Quanex, Folienwerk Wolfen®, Neptun, Denver, Macotec, Cooltemper, Emmegi and Technology Italiana, many of which were previously unavailable in the region.

What sets us apart is our dedication to ensuring customer satisfaction, along with our considerable knowledge of the industry. From the planning phase through to the setting up of manufacturing facilities, our customers can rely on us for specialist advice and technical support at every stage of the project.

Whether you are setting up a new factory or planning on integrating new machinery into an existing factory, our team can assist with: • Analysis of requirements and recommendations for suitable machinery • Production lines and manufacturing packages tailored to specific needs • Assistance with technical drawings and recommendations for factory layout • Installation, commissioning and onsite training of machine operators • Technical support, provision of spares and repairs We invite you to review our website or contact our team for further information on how we can assist your business.

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WORLD OF WINDOWS

BUILDING BOLDLY It is this that places WoW at the head of the pack.

Business is not considered to be transactional. Rather, the company embraces the visions of its customers from the outset, going above and beyond to source products the world over that exceed their demands, delivering high quality at reduced prices and never shying away in the face of adversity.

“We strive to deliver service excellence on every project and become the contractor of choice in the eyes of our customers,” Reed affirms.

“The construction industry is exciting. Every building is unique and in the façade space, life is never boring. New buildings add to our learnings and experiences and continue to equip us for the next challenge.”

Through its can-do ethos, the company has delivered more than 4,000 projects to date – a portfolio that continues to comprise bigger and better 38 | Africa Outlook issue 79

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buildings as the firm’s timeline extends.

Bold investments and diversifications have played a crucial role in propelling this rising curve, the continual development of its glass processing plant and its 3D to fabrication technology standing as current focus areas.

The latter in particular is a flagship innovation, WoW being the first African façade contractor to develop technologies capable of scanning large as-built structures, in turn identifying issues and offering solutions prior to the manufacturing and/or installation phase.

The enterprise can’t take all the credit for its own success, however, it also recognising the crucial role that its partners and employees alike play in facilitating this success.

“While we have geared our operation to be self-supporting, with many requirements met in house, our ability to import high-quality products is testament to our competent and competitive suppliers,” Reed states. “Equally, our staff are fantastic. Without them,

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the business cannot function, and for that reason we strive to retain our best people wherever we can.”

A NEW WINDOW OF OPPORTUNITY Staff, partners, customer-centric operations and brave diversifications combined, the future looks relatively optimistic for WoW.

By Reed’s own admission, the South African market is a tough one to operate in at the moment. Economic headwinds including high inflation, increasing government debt and slow growth are providing headaches across numerous sectors, construction being one of those hit worst.

Yet the CEO remains confident in WoW’s ability to continue to secure new contracts, both within and outside of South Africa.

He concludes: “We aim to secure supply or project work outside of SA in the coming year, which is exciting.

We already work in many countries

throughout Africa and remain excited about every opportunity we are given by our customers, large or small, but raising our profile further afield will add a new dimension to our business.

“Looking closer to home, much like the rest of the industry we trust that an environment will be created in which growth in the construction sector will be stimulated from 2020.

“The potential is there, but confidence needs a boost. Once this happens, there are some great projects planned in South Africa, and also in other African countries, which we are striving to be part of.”

WORLD OF WINDOWS Tel: +27 (0) 215513525 (Cape Town) +27 (0) 113140101 (Johannesburg) info@worldofwindows.co.za www.worldofwindows.co.za

Africa Outlook issue 79 | 39

TREVALI PERKOA Trevali has hit the sweet spot between extracting polymetallic metals and depositing socioeconomic benefit for local communities at its Perkoa mine Writer: Jonathan Dyble Project Manager: Donovan Smith

Why is the mining industry exciting? For me, the answer is threefold.

“First, it is a sector on the up. The mining industry was not so open 10 or 20 years ago, but times have changed, and it is now a globalised, transparent field that continues to grow with strong prospects.

“Second, it has a lot of potential.

Look at the geology of West Africa – what do you see? Right now, not a lot in terms of proven mapping. A big, big part of this region is unknown from a geological point of view in the sense that we have an idea of what might be there, but a lot of mystery remains.

“Third, it is a catalyst of development. Resource rich areas such as Africa and South America are in need of business, of jobs, of engineers and specialised competencies, and the mining industry can be a fantastic liberator and platform for each of these.”

From the age of 12, Daniel Marini had a good idea that a career in the geology and mining industry could be on the cards.

“Do you know the poem Les

Conquérants from José-Maria de Heredia? Please read it,” he advocates.

“It speaks about adventurers who went to mine gold in Cipango (the old name for Japan). I first read it when I was less than 10 years old, and it’s fantastic!

It gives you a taste of mining and the mining adventure.”

Exploring an acute interest in geology saw him go on to complete two PhDs in Geology and Mining Geology at Paris VI Pierre & Marie Curie University and the Muséum d’Histoire Naturelle of Paris before a passion for travel led him further afield.

“I wanted to see the world, and to explore more of Africa in particular to be honest – to meet new people and experience new cultures,” Marini explains. “So, when the opportunity arose to work with the United Nations in East Africa in Djibouti and assist the country’s geological mapping and hydrogeology, I took it.”

Almost three decades on, this lust for topography and travel has to date seen Marini pursue professional stints across Comoros, Cameroon, New Caledonia, Gabon, Senegal, Mauritania and most recently Burkina Faso.

The motivation behind this latest move? The Trevali Perkoa zinc mine – a geologically fascinating site situated in the centre-west Sanguié Province, about 140 kilometres from Ouagadougou, the Capital of Burkina Faso.

“Officially, there are 13 mines in production and three other sites are expected to begin operating in Burkina Faso within the next one to three years,” Marini explains. “Of all of these, 15

The Polymetallic

Philanthropist 40 | Africa Outlook issue 79

MINING

AN INTRODUCTION TO TREVALI

• The 90 percent owned Perkoa Mine in Burkina Faso;

Trevali is a global base metals mining company headquartered in Vancouver, Canada, driven by a purpose to become the world’s best sustainable underground mining company.

• The wholly owned Caribou Mine in northern New Brunswick, Canada;

The bulk of the company’s revenue is generated from base-metals mining at its four operational assets:

• The 90 percent owned Rosh Pinah Mine in Namibia;

• The wholly owned Santander Mine in Peru.

In addition, Trevali owns the Halfmile and Stratmat Properties and the Restigouche Deposit in New Brunswick, Canada, and the

past-producing Ruttan Mine in northern Manitoba, Canada. Trevali also owns an effective 44 percent interest in the Gergarub Project in Namibia, as well as an option to acquire a 100 percent interest in the Heath Steele deposit located in New Brunswick, Canada.

With the new management team and under the vision and strategy of Ricus Grimbeek (CEO of Trevali), the firm has new ambitions, projects and clear guidelines.

Africa Outlook issue 79 | 41

Support works carried out for the Perkoa mine by De Simone Group: • Contract Mining • Civil Works for Process Plant • Drilling for Blasting Operations • Roads & Drainage, Concentrate Storage Facility and Mine site Accomodation

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TREVALI PERKOA

Total Burkina Total Burkina, a subsidiary of the Total Group, the fourth largest worldwide oil company, and has been operating in Burkina Faso since 1954, with the main activity being the distribution of petroleum products.

The company’s activities cover the entire country through more than 150 service stations, nine9 mining depots, two aviation depots, a lubricant depot and a gas depot in Ouaga, and a lubricants and gas depot in Bobo.

TOTAL is the leading supplier of hydrocarbons and energy solutions for the mining sector in Burkina Faso.

The zinc flotation process

are gold mines and only one, Trevali Perkoa, is a zinc mine.

“It’s what we call a VMS – a volcanogenic massive sulphide deposit, situated along a belt of Birimian-aged rocks also found in neighbouring Ghana and Mali. And while the Birimian West African supergroup is renowned for its gold mineralisation, Perkoa represents the only significant zinc, silver and lead sulphide mineralisation found along the belt to date.”

TALKING EXPANSION AND IMPROVEMENT Indeed, it is easy to see why Perkoa’s uniquely promising geological makeup captured the attention of the geologist, now employed as General Manager and Vice President of Operations at Trevali Perkoa.

The greenstone belt upon which it lies is a source of substantial optimism for the firm, emphasised by recent exploration efforts.

“We’ve been following this belt and have already had a very promising first resolute,” Marini explains. “Previously Trevali Perkoa was set to close in 2021, but a number of recent exploration studies have uncovered new resource bases that could extend our operations to 2025 at least.

44 | Africa Outlook issue 79

“This year, we have adapted and changed the process at the beneficiation plant. Not only are we able to feed the plant with lower zinc grade, but also, with the iron flotation, we are able to have an excellent recovery and grade concentrate for very high iron grade in the feed ore.

“Further, today we are working to change the mine from a zinc valorisation mine to a polymetallic site. We’re hopeful that we’ll soon incorporate lead and silver concentrates into our operations – developments that will serve to ensure that this mine plays a key role for both the Trevali group and Burkina Faso for years to come.”

Albeit an area of expertise of Marini, geological exploration and capitalisation is just one facet of recent progress made at the mine.

Other breakthroughs have come courtesy of the firm’s consistent alignment with innovation and best practices, a strategy now known as T90 that is enabling it to reduce costs and improve efficiency.

Take the switch from light fuel to heavy fuel, for instance. “This transition has made us more cost-effective, enabling us to lower our cut-off grade and in turn extend the overall life of the mine,” Marini states.

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Africa Outlook issue 79 | 45

TREVALI PERKOA

Q: How important are suppliers and partners to the success of Trevali Perkoa?

Daniel Marini: “First of all, as you know, we cannot hide the fact that there are security issues in the north and east of Burkina Faso. Not only we are working on these issues in close cooperation with local and international authorities, but also our very effective policy with local communities, are definite assets.

“Thanks to this community development and security work, our employees, our teams and our suppliers are confident and can work in Perkoa. We have a fantastic network of local and international partners.

From those supplying us with spare parts and fuels to those that ensure our products reach our customers through the transportation of 180,000 tonnes of concentrate each year, we consider our partners to be the umbilical cord of our business.

“We’re also proud to say that recently, and for the first time, to my demand, they’ve worked hard to collaborate with us in the way of community development.

“Beginning May, we’ve worked with a number of partner companies, both small and large, acquiring donations for initiatives such as our scheme to combat communicable diseases that have enhanced our fight against AIDS and other diseases in the region.”

46 | Africa Outlook issue 79

Meanwhile, Trevali Perkoa’s metallurgical team has recently developed and implemented a new processing methodology that has improved the production of higher grades by reducing dilution and making modifications to the processing circuit to eliminate iron prior to the flotation of zinc.

The results? Zinc recovery has improved from below 90 percent to 93 percent, while zinc metal in the concentrate has increased from below 50 to more than 52 percent and iron in the concentrate reduced from 12.5 percent to 10 percent, yielding higher margins.

“We implemented these changes in July, and they’ve been a huge success,” Marini states.

“It’s also proof that you don’t always need to spend big to make change. By merely supporting the metallurgical team and an idea, they’ve delivered a process improvement that is expected to save our company an additional $4 to $5 million a year.”

Through these operational improvements, amongst others, Trevali Perkoa delivered a second consecutive record of quarterly zinc production of 106.8 million pounds, with production up and costs down quarter over quarter.

LEADING THE LOCAL CHARGE The fruits of these operational endeavours are boundless. Yet they are not the sole focus of the organisation.

Likewise, social responsibility has always been a core part of Trevali’s remit, the firm consistently seeking new ways to uplift the surrounding community and give back through meaningful initiatives. “CSR has been a policy since we arrived here,” affirms the GM. “In terms of employment, we try to empower local people wherever possible. We’re committed to ensuring that the jobs we provide offer upskilling opportunities and bring local knowledge, competencies, and skills, both technical and soft alike, to the local population.

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Africa Outlook issue 79 | 47

TREVALI PERKOA sit on our Executive Committee. And, for example, our Corporate Affairs Manager was recently provided with the opportunity to travel to Montpellier University in France to study for a PhD in corporate governance and community relations, fully funded by Trevali.”

Employment-centric efforts aside, the construction of housing, two grammar schools in the surrounding villages, the Perkoa Health and Social Promotion Centre, a youth centre and water boreholes for communities, removing the burden of social expenses and assisting the prevention of HIV and AIDS – a government awarded initiative – are all additional programmes worthy of note.

And so too are the firm’s educational initiatives, having launched literacy programmes and built a literacy centre and a vocational training centre in the region to transform access to learning for local people.

“Until 2015, pupils from Perkoa village had to travel as far as 35 kilometres to go to any grammar school, making it very difficult for them to attend,” Marini muses.

“Unsurprisingly, as a result, many of them couldn’t make it. But Trevali has been able to change this. Under the initiative of our CEO, we’ve equipped schools with electrification and computers as well, ensuring these children can learn the IT skills of the future.

“For me, it’s moral. If we make money here, the least we can do is work closely with the communities and assist their development, listening to and delivering on what they desire and what they need.”

WHAT’S NEXT? Considering its social efforts and huge operational enhancements, it is evident that Trevali Perkoa has made substantial progress of late, which begs the question – what’s next?

Further innovations will continue to be a core focus, owed to the firm’s T90 transformative improvement

MINING

Marini believes it to be a moral duty to give back to the communities surrounding Trevali’s operations

programme that aims to continue moving its operations down the cost curve, targeting $50 million in pre-tax annual sustainable efficiencies during the next two years.

“This strategy, spread across Trevali’s operating sites, will include the deployment of standardised best practices and deployment of technology to improve productivity and decision making,” Marini explains. “As of Q3 2019, $30 million of efficiencies were identified and are currently at various stages of implementation.”

If executed effectively, it is

anticipated that this, combined with the pursuit of promising exploration efforts, will vastly improve Trevali’s current prospects, extending the life of Trevali Perkoa alongside its other global operations.

And for Marini, this is key, his concluding statements echoing his opening quote, identifying mining sites as a fundamental proponent of socioeconomic progress.

“For me, the mining industry, from zinc to gold to silver to uranium or otherwise, is a key lever for growth,” he declares. “Whether it’s the economic

development of poorer nations or the technological improvements desired by advanced countries, mining is often at the heart of progress, and progress is at the heart of Trevali’s values.

“Teamwork, respect, performance and care – as we say in West Africa, on est ensemble: We are together!”

TREVALI PERKOA Tel: +1 (604) 488-1661 info@trevali.com www.trevali.com

Africa Outlook issue 79 | 49

PIRTEK AFRICA

The Fluid Transfer Company Pirtek Africa is supplying quality fluid transfer products and solutions to all kinds of industrial clients, at the same time empowering local entrepreneurs through its franchise business model Writer: Tom Wadlow | Project Manager: Josh Mann

50 | Africa Outlook issue 79

MINING

A

lmost every industry requires the transfer of fluid in some shape or form.

From the oils and lubricants, chemicals, food, fuel and water, commercial activity all over the world is reliant on fluid transfer solutions, be it mining, construction, manufacturing, energy and everything in between.

It is a fact of industry that will never change, and since 1980 Australianborn Pirtek has been an ever-present and market leading supplier of such products and related services, moving into the African continent in 1999 and

never looking back.

Kieron Goss helped to build up and now leads this African division as Managing Director.

“Prior to that I was also involved with Pirtek in Australia,” he recalls. “Our family has roots in South Africa and we took the decision with the support of head office in Australia to start up in South Africa. There was always room in the market for a company such as Pirtek and since 1999 we have had year on year growth.

“The African market is one of the largest in the world and also one with

the most potential for a company such as ours to grow and flourish – we view Africa as one of the next big markets for Pirtek as a global organisation. This year marks the 20th anniversary of the organisation here, an achievement that highlights how Pirtek is a great brand and also a great company to work for.”

Today, Pirtek has presence through multiple channels and franchises in South Africa, Zimbabwe, Zambia, Kenya, Tanzania, Namibia, DRC, Nigeria, Ghana and Angola.

Africa Outlook issue 79 | 51

PIRTEK AFRICA Its core business centres on the supply of hydraulic and industrial hoses and fittings to customers across a huge range of industries, including automotive, transport, oil and gas, mining, marine, manufacturing, engineering, construction and defence.

Globally, the company’s reach spans 23 countries with more than 400 centres and 1,500-plus mobile service units helping to deliver a responsive and premium service in the shortest possible turnaround time. This network allows Pirtek to reach over 120,000 customers with more than 13,000 product lines, its 3,000-strong team answering 300,000 service calls a year.

A GLOBAL-LOCAL DYNAMIC Indeed, this merging of global strength with local expertise is what, for Goss, stands Pirtek apart in Africa.

FOUR STEPS TO SUCCESS Pirtek’s ability to keep customers operating stems from an unrivalled offering across four pillars.

1. PRODUCTS: Made from the best materials and sourced from world-class suppliers such as Bridgestone, Pirtek invests in all stages of the supply chain and has in house certified testing laboratory to maintain standards.

2. SYSTEMS: Ensuring groundbreaking efficiency, Pirtek’s global business is underpinned by systems that ensure quality control and order efficiencies across the board. These include resource planning and data traceability systems.

3. PEOPLE: Trained to respond to any customer situation that arises, Pirtek’s people are both knowledgeable and used to communicating with clients, combining a sense of urgency with the ability to remain calm under pressure.

4. SERVICE: Active 24-seven, Pirtek promises to find a solution to every issue, never leaving a job until a resolution is in place.

However, the cornerstone of the company’s promise is to prevent problems arising in the first place through the supply of reliable, quality products.

MINING

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He adds: “Fundamental to our business model in Africa is to partner with local companies to develop their business using our best-in-class products, systems, training and solutions towards the very principle that has driven Pirtek globally since its beginning in 1980 – service… guaranteed.

“Together with our partners we are able to provide global service locally. Pirtek has great products and systems but our biggest asset is the people within our organisation and the companies we partner with. Pirtek has always maintained a family feeling based on relationships despite being a large multinational company.”

Such relationships with partners, as highlighted by Goss, are central to the firm’s ongoing success story, whether it be international collaborations with manufacturers such as Bridgestone and Intertraco or partnerships with local entrepreneurs as franchisees.

“These companies produce the highest quality products for Pirtek

which means that we can have full confidence in what we are supplying to our customers, and they in turn have comfort that they are getting a great product,” the MD continues.

“We in turn seek to partner with

local businesspeople that share not only in our vision, but are inherently known for representing world-class brands and products, including businesses that have established themselves in the markets that we serve.”

Africa Outlook issue 79 | 53

PIRTEK AFRICA So, how does Pirtek ensure it onboards the right people to expand its brand as a new franchisee?

It is a vital question, and one that is answered in four stages which can be summarised by Project RITA – research, identify, travel and appoint.

“A company’s reputation in the local market is key to our expansion efforts,” Goss reiterates.

“For this, it is critical that we engage with the end-users of our products

54 | Africa Outlook issue 79

such as mines, OEMs, and construction companies – they will very quickly inform you of companies that have a good reputation for our core values of integrity, customer centricity, community and social awareness and service.

This is what we look for in our business partners.”

EXTENDING REACH This level of scrutiny will be vital in ensuring Pirtek expands responsibly into new markets, growth being a

key priority for Goss as the company enters its next chapter on the African continent.

It has a short, medium and long-term strategy in place to expand its network into every market and region in Africa by 2025, a plan underpinned by flexibility and agility and built on establishing new relationships with franchisees and product distribution partners.

Another part of Pirtek’s strategy is focussed on engagement with enterprise development agencies and

MINING governments throughout Africa where it is able to identify, empower and develop young entrepreneurs with their own small business, empowerment of local entrepreneurs something which Goss and the company value deeply.

These plans leave the Managing Director instilled with optimism when looking ahead to the future.

His concluding comments, while acknowledging that challenges lie ahead, restate his confidence in Pirtek’s

ability to serve clients new and old.

“We believe that we have the agility and flexibility to overcome any challenge that the industry throws at us.

“There are a few challenges that has a direct effect to the industry in Africa particularly that are out of our control such as political instability, availability of foreign currency, corruption, commodity prices and poverty. This makes the importance of having local content that have ‘their ears on the ground’ at all times even more important.”

If you would like to become a franchise or distributor of Pirtek product in Africa please contact Tony Williams at: tonyw@pirtek.co.za or on +27 (0) 60 041 8349

Africa Outlook issue 79 | 55

UMGENI WATER

H 56 | Africa Outlook issue 79

ENERGY & UTILITIES

W

THE

HYDRO HERO Owed to its sound financial health and an innovation-first ethos, Umgeni Water continues to invest in the critical solutions required to quench South Africa’s thirst Writer: Jonathan Dyble | Project Manager: Lewis Bush

ater. Vital to the survival of flora, fauna and humanity alike, it is undoubtedly the world’s most precious resource.

Taken at face value it also appears to be the most abundant one, covering 70 percent of the earth’s surface.

However, with 97 percent of the world’s water found in our oceans, and a further two percent locked in glaciers and ice at the poles, just one percent of it is fresh, clean and safe.

And therein lies the problem.

One in nine (785 million) people currently lack access to safe drinking water, while one in three (over two billion) live in areas without proper sanitation.

Clearly, the challenge of treating, transporting and providing this most valuable commodity is a monumental undertaking. Yet those tasked with combatting the problem are taking great strides against the odds, and progress has been made.

Thami Hlongwa, CEO, Umgeni Water

Let’s look at South Africa as an example. Between 2002 and 2017, the percentage of households lacking sanitation decreased from 12.6 percent to 3.1 percent, while the number of people having to fetch water from rivers, streams, wells and springs dropped from 9.5 percent to 3.7 percent.

Africa Outlook issue 79 | 57

control systems INSTRUMENTATION

INNOVATION

INDUSTRY SOLUTIONS

From its headquarters in Westville, KwaZulu Natal, Pulse Control Systems works with its high end client base to provide end to end engineered systems based upon individual needs and requirements.

To ensure excellence, the entire operation is built upon a dedicated team providing quality, safe and reliable solutions that are informed by international standards and best practise. Further, we utilise state of the art technology from different OEMS, across the world, and whose proven innovative and flexible applications ensure work is delivered on time and within budget, to the highest standards.

We take pride in our service offering, with technologies that cover instrumentation, systems integration, manufacturing and turnkey solutions.

These technologies are suited to an array of industries, which include:

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Fundamental to our success has been a flexible approach to solutions provision, and the wealth of experience our personnel have gained over many years of rendering quality service to valued customers.

We offer a comprehensive range of options, which are tailor-made to the clients’ requirements.

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Our services are delivered by fully trained, experienced engineers and technicians, who are experts in their field. When it comes to technical support, we provide a fast response as and when clients need it, ensuring the highest possible levels of system availability, resulting in minimum downtime of equipment and maximum productivity for clients.

Pulse Control Systems designs and supplies customised automated solutions to industry in South Africa.

Water and Wastewater State of the art water automated solutions analyse how big data is used for filter plant optimisation and maintenance – for efficient and sustainable water treatment.

Mining and Metals Totally integrated automation (TIA) helps clients in the mining industry, to meet their challenges, boost efficiency and reduce costs through digitalisation of the plant, machinery and processes.

Food and Beverage With systems integration, we offer products and solutions to fully or gradually integrate and digitalise the entire value chain, thereby ensuring a consistently high level of product quality and maximum plant availability.

Chemical and Petrochemical More efficient processes, greater plant availability, and asset and resource flexibility: we offer solutions for electrification, automation and digitalisation, thereby making the best use of your data and thus providing competitive advantages.

General Automation We provide a variety of industries and fields with time proven solutions, to improve efficiencies and boost productivity.

Contact: Telephone: +27 (0) 31 262 6299 Email: info@pulsecontrol.co.za www.pulsecontrol.co.za

Physical Address: 27 Pitlochry Rd, Westville 3630 South Africa

UMGENI WATER

Indeed, a lot still needs to be done, but in the eyes of Thami Hlongwa, CEO of SA’s second largest water utility company Umgeni Water, things are headed in the right direction.

“It is a crucial, exciting time for utilities in this country,” he states.

“Because of the apartheid era, many communities in the past were marginalised in relation to getting government services and receiving adequate infrastructure investment. And as a result, we’re now faced with correcting these wrongs; with the challenge of delivering water and its associated services to the previously unserved.”

THE IMPORTANCE OF INFRASTRUCTURE For Umgeni, this responsibility spans South Africa’s KwaZulu-Natal province – a 94,000 square kilometre region situated along the country’s east coast. From Durban to Ladysmith and 60 | Africa Outlook issue 79

each of the key corridors in between, it is an area home to well over 11 million people.

So, how is the organisation able to go about meeting the needs of this sizable population?

The answer, for Hlongwa, is largely down to the entity’s ability to operate in a sustainable manner.

“Yes, we work with local government, and together we work for the people,” he states, “but more

importantly we operate in a profitable manner.

“In our latest annual report, we reported a yearly profit of R1.4 billion, raising our total financial reserves to R9.5 billion and cash investments to R2.4 billion. And what these profits and reserves allow us to do is invest larger sums into improving our services, in turn better reaching the communities that need water-related services most.”

ENERGY & UTILITIES

UMGENI WATER

“WHEN I FIRST JOINED IN 2013, UMGENI WAS ONLY SPENDING R600 MILLION PER ANNUM ON INFRASTRUC­TURE. NOW, WE’RE SPENDING WELL OVER DOUBLE THAT” Unsurprisingly, infrastructure has formed a focal point of many of these investments over the years.

Between 2013 and 2019, Umgeni has spent roughly R9 billion ($600 million) on pipeline developments, facilities expansions and maintenance upgrades, helping to bridge the gap to many rural and previously marginalised communities.

“This focus has also allowed us to maintain and raise our water services standards as the demands of those that we already serve continue to rise,” Hlongwa adds. “When I first joined in 2013, Umgeni was only spending R600 million per annum on infrastructure. Now, we’re spending well over double that.”

It seems that Umgeni is not done here, however.

Striking the balance between adequate investment and financial self-sufficiency, the organisation has 62 | Africa Outlook issue 79

committed to roll out an ambitious R17 billion ($1.15 billion) infrastructure programme over the next five years, the most notable project within this being the Greater Umkhomazi project.

Hlongwa explains: “The Greater Umkhomazi project is set to include an 84-metre vertical wall, 84 kilometres of tunnel and a new waterworks facility that combined will greatly enhance our capacity to source, treat and deliver water. We’re expecting it to add somewhere between 600 to 725 million litres of water per day on top of our current capacity of 1,300 million litres per day.

“It’s a multi-faceted, multinational project which includes a dam, 32-kilometre raw water tunnel, water treatment works, pipeline and reservoirs.

The boring machines for the tunnel, for example, will have to be sourced from outside of SA as there is none available locally capable of delivering on such a sizeable undertaking.”

Level BBBEE

Hazelmere Dam Raising The raising of the Hazelmere Dam in KwaZulu-Natal.

UMGENI WATER

Currently, environmental approvals are being finalised, the CEO confident that the engineering and design process will begin in July 2020 and construction will start no later than 2022.

BUILDING FOR THE FUTURE Crucial as it is, infrastructure is not the sole investment focus for Umgeni, however.

Staying abreast of current trends, technologies and industry best practices is viewed as equally critical, the organisation having adopted its Enabled and Innovative Growth strategy accordingly.

“We’re constantly looking at how we can innovate and deliver solutions that are acceptable and fit for human use while simultaneously limiting the use of water where possible,” Hlongwa explains. “To provide an example, the modern-day toilet was designed in the 64 | Africa Outlook issue 79

1800s. Centuries have moved on, and we’re still using this same model that sometimes uses as much as 12 litres of water in a single flush.

“We want to see how we can change this; how we can develop more effective, efficient, hygienic solutions for our communities and sustainable water solution in general.”

In implementing the Enabled and Innovative Growth strategy, Umgeni Water has formed nine research teams of six or seven young professionals, guided by senior management, to collaborate with research institutions to develop new ideas and undertake research and development activities within specific streams deemed to be primed for innovation.

Meanwhile, October saw Umgeni Water in partnership with Water Institute of Southern Africa host South Africa’s first water conference

ENGINEERING BUSINESS SOLUTIONS THROUGH TECHNOLOGY Industries and Clients To date, we have worked with many clients from various industries including energy, oil and gas, transportation, food and beverage as well as water and sanitation. We are proud to have been the trusted SCADA, Telemetry and Instrumentation service provider for the South African water and sanitation utilities includinguMgeni Water, uMhlathuze Water, eThekwini Water and Sanitation and others.

OUR FOCUS AREAS • Systems Engineering • Construction and Installation • Commissioning and Start-up • Support • Products and Solutions • Operations and Maintenance • Training In order to understand what Hybrid Control Corporation can do for you, it is important to understand that the six unique focus areas above act cohesively to provide customers with a diverse and allencompassing value experience.

Our history is rooted in Telemetry, SCADA, Instrumentation, Process Automation and Electrical services but constantly striving for excellence and to meet customer’s requirements for over a decade, has meant branching out to other fields in order to solve complex problems faced by our customers and the industries we serve.

+27 35 789 1699 info@hybridcontrol.co.za www.hybridcontrol.co.za

UMGENI WATER

SUPPORTING SELF-SUFFICIENCY Umgeni Water’s broad investment strategy also includes the empowerment of the local communities that it serves, and to this end the company recently implemented a reenergised corporate social responsibility strategy.

Hlongwa explains: “We’re forever improving how we deliver CSR, and recently came up with a new blueprint that does not only talk to us helping communities sporadically, but rather how we can make these communities self-sustained.

“We intertwined our original CSR strategy with enterprise development and now ensure that when we’re providing sanitation solutions to schools, for example, that those facilities are delivered by local people who gain the opportunity to acquire industry-relevant skills and experience in the process.

“It is Umgeni’s policy to always integrate the latest technologies on a pilot basis, and this serves to futureproof the skills of those involved, introducing local workers to innovations that will remain relevant in the sanitation and water sector for years to come.”

66 | Africa Outlook issue 79

SDG 6 specifically targets a substantial increase in the recycling and safe reuse of water globally by 2030

dedicated to young professionals, encouraging them to help guide the future direction of the sector.

“We’re fully aware of the fact that the sustained improvement of SA’s water sector is reliant on bringing a new crop of leaders through,” Hlongwa affirms. “Preparing young people to become future leaders, to run institutions and support our government, is critical.

“Because of this, a major focus of ours for the next two to three years will be working to practically implement the new ideas of our youth that have the potential to change the face of water across the entirety of Africa.”

A MULTI-PRONGED APPROACH Consistently casting an eye on brighter horizons throughout its various endeavours, Umgeni is well positioned to make a real difference to the lives of South African citizens in the coming years.

Looking at the coming 12 months

specifically, the Chief Exec is able to outline three key ambitions.

“First is continuing to do what we do best – producing and delivering clean, safe, high quality water. Second is taking greater cognisance of the issues of climate change. And third is minimising demand without reducing customer service levels so that we can better preserve the finite resource that is fresh water,” he reveals.

In regard to the latter of these, ambitions to develop a sustainable, fully-fledged water-centric circular economy are quickly coming to the fore.

The United Nation’s Sustainable Development Goal on Water (SDG 6) specifically targets a substantial increase in recycling and safe reuse of water globally by 2030, and for good reason.

“It’s great that we can supply people with potable water. But once water has been used, where does the waste end up?” Hlongwa states, inciting this

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Umgeni currently operates at a daily capacity of 1,300 litres a day

rhetoric. “Can we retreat it and take it back into the system? Often, the answer is yes.”

Indeed, looking at Umgeni’s healthy financial position and progressive attitudes, the organisation looks set to meet each of these individual priorities to the fully extent possible.

“We’re both excited and optimistic,” the CEO states as our conversation concludes.

“It’s busy times, but our teams are motivated and young professionals joining the sector are eager to be part of the future.”

UMGENI WATER Tel: +27 (33) 341 1111 info@umgeni.co.za www.umgeni.co.za

Africa Outlook issue 79 | 67

MUSIKA DEVELOPMENT INITIATIVES

68 | Africa Outlook issue 79

AGRICULTURE

The Agrarian

Accelerator Musika Development Initiatives continues to enable smallholder farmers across Zambia access to agribusiness and their resources, the collective impact sure to help the country realise its massive agricultural potential Writer: Tom Wadlow | Project Manager: Matthew Selby

Africa Outlook issue 79 | 69

MUSIKA DEVELOPMENT INITIATIVES

Z

ambia, it is fair to say, has enormous agricultural potential.

Home to 42 million hectares of suitable farming land and some 40 percent of Sub-Saharan Africa’s entire water supply, the landlocked East African nation is yet to fully exploit these favourable conditions. Indeed, just 15 percent of the 42 million hectares is being cultivated.

This is not to suggest agriculture is not already a vital economic contributor, however. The sector currently accounts for 19 percent of GDP and employs three quarters of the country’s workforce, with maize, sorghum, millet, and cassava, sugar, soybeans, coffee, groundnuts, rice, and cotton all important crops.

But the room to maneuver into is massive. Mechanisation of irrigation and general farming practices represent two clear opportunities for growth, the likes of which are being explored by organisations such as Musika Development Initiatives.

Translating to ‘market’ in local dialect, Musika was formed in 2010 to stimulate private market activity in Zambia’s agricultural sector, linking agribusinesses with smallholder farmers who would otherwise have no means of accessing such resources and expertise.

“Musika was born out of work with USAID on a project called PROFIT which started in 2005 and ended in 2011” – Reuben Banda, MD

“Musika was born out of work with USAID on a project called PROFIT which started in 2005 and ended in 2011,” explains Reuben Banda, the organisation’s Managing Director.

“We drove a lot of market and private sector development in Zambia and decided to come up with a local entity called Musika.

“This essentially allowed us to continue the programme and continue the work on Zambia’s agricultural sector to make it functional by connecting small-scale farmers to market players.”

M4P IN ACTION Musika’s modus operandi can be summarised by M4P – making markets work for the poor.

This involves stimulating change within the market systems upon which the poor are dependent in order to stimulate greater and more beneficial involvement of these people in economic development.

Musika does this via its networks in and knowledge of the Zambian agricultural market, its technical staff based in Lusaka and around the country identifying opportunities for investment and innovation and linking small-scale farmers to agribusiness to make it happen.

COMACO COMACO: Raising the bar for natural foods with small-scale farmers COMACO (Community Markets for Conservation) started as a social enterprise to stop local hunters from poaching wildlife in Zambia’s Luangwa Valley, one of Africa’s great wildlife estates. Fifteen years later it has become a leading food manufacturer in Zambia linked to over 200,000 smallholder farmers that are helping save an ecosystem where elephants and other wildlife live as well.

From their farm production, using chemical-free farming practices, COMACO produces a range of quality, nutritious products sold under the brand It’s Wild!. Voted recently the favorite food brand in Zambia, It’s Wild! has won numerous national and regional awards for quality and food safety.

COMACO is more than a commercial enterprise. It helps subsistence farmers produce a food surplus with sustainable, chemical-free farming practices, enabling most to double their annual income with prices COMACO offers. This has taught them the value of nourishing soils with good conservation farming practices while contributing to more nutrient-rich food products and more protected wildlife habitats as healthier soils allow farmers to become more sedentary.

We invite consumers to visit our website, www.itswild.org, and read our bi-monthly newsletter (subscribe via the web link below) to experience the journey of transforming 200,000 small-scale farmers into a special force of chemical-free food producers helping protect Africa’s environment.

We would like to connect you to our efforts in building a greener, safer Africa and experience the taste of It’s Wild! and its unique story of nutrition and conservation.

www.itswild.org

70 | Africa Outlook issue 79

A Taste of Wild Zambia Sourced straight from the fields of our farmers, our products are made from the highest quality, all-natural ingredients. Without any hidden additives or chemicals, the taste of It’s Wild! offers the pure, untainted flavor of Zambia’s natural bounty. Through the proud work of COMACO and It’s Wild!, we have been able to impact over 200,000 families in rural Zambia.

COMACO Community Markets for Conservation Sales/Marketing: +260-969-505100 COMACO Info: +260-962-646669 Email: sales@itswild.org General queries: info@itswild.org Web: www.itswild.org 7223 Kachidza Road Light Industrial Area Lusaka, Zambia Facebook: @COMACOZambia LinkedIn: @COMACO Sign up to our newsletter here!

MUSIKA DEVELOPMENT INITIATIVES

THE MUSIKA PURPOSE Musika is a Zambian non-profit company that stimulates and supports private sector investment in the smallholder market.

VISION: To help create a dynamic Zambian agricultural market that works for all stakeholders and in particular the rural poor.

MISSION: To provide world class business development services to Zambia’s agricultural markets to deepen and broaden the impact of economic growth to all levels of rural society.

STRATEGIC GOAL: To reduce rural poverty through integrating farming households in well-functioning agricultural markets. Musika is owned and managed by Zambians, developing home-grown solutions for the Zambian market.

Musika is owned by six stakeholder groups: Zambia National Farmers Union (ZNFU), Golden Valley Agricultural Research Trust (GART), Grain Traders Association of Zambia (GTAZ), Indaba Agricultural Policy Research Institute (IAPRI), Zambia Seed Traders Association (ZASTA) and the Bankers Association of Zambia (BAZ).

Each opportunity is carefully scrutinised and must demonstrate a return on investment, such activities organised around four key practice areas: Business and finance, technology, diversification and environment.

And the impact in recent years has been sizable. For example, in 2017 more than 1,000 new points of market access 72 | Africa Outlook issue 79

were established to allow smallholder communities across the country to tap into new resources, while in 2018 $10 million in private capital was leveraged and invested into distribution and aggregation networks.

In total, well over 460,000 rural farmers are now benefitting from greater market access, 74 percent of

which stating they feel encouraged to invest more in their own production thanks to improved supply chain relations with agribusiness. At the other end of the value chain, hundreds of SMEs have benefitted from supplying their products to Zambian farms.

One specific focus area championed by the organisation of late has been post-harvest support. Banda explains: “This is important. Something close to around 30 to 40 percent of produce is lost because of poor handling of post-harvest processes, which means the country is losing out on a massive amount of food.

“To reduce these losses and improve on the quality of grain stored, Musika has been working with the private sector on numerous post-harvest solutions including storage methods which do not require the use of chemicals to kill off insects.

“We have also been looking at silos of varying sizes depending on farmers’ needs, starting from one tonne through to 30 tonnes, and are facilitating training of farmers by the suppliers themselves to help improve access to these important solutions in order to maximise the benefits.”

EMPOWERMENT THROUGH TECHNOLOGY Banda is also all too aware of the need for Zambia’s agriculture sector to mechanise and embrace technology in other areas.

“Zambian small-scale agriculture has been growing but much slower than it could be,” he continues. “The benefits of productivity-enhancing technologies have yet to be realised, and once they are it will create a virtuous cycle. For example, irrigation methods will enable production all year round, as opposed to just during the rainy season.”

Musika has supported the setup of agricultural technology demonstration sites around the country by its private partners, a strategy which has pushed up agriculture technology sales.

AGRICULTURE

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Africa Outlook issue 79 | 73

MUSIKA DEVELOPMENT INITIATIVES

MUSIKA’S EIGHT STRANDS OF ACTIVITY AGRICULTURAL DIVERSIFICATION: A concerted push to diversify away from overreliance on maize, which almost 90 percent of Zambian farmers grow. Working with vendors to encourage growing other crops, raising livestock and farming fish by smallholders, as ways of diversifying the sector.

AGRICULTURAL TECHNOLOGY: Improving access to productivity enhancing technologies such as mechanised equipment, irrigation, water recycling and biotechnology.

BUSINESS AND FINANCE: Here, Musika focuses on improving the functionality of the agricultural supply chain through building business management capacity, upgrading management systems, integrating digital solutions and improving access to financial products and services for key actors in the agricultural market.

ENVIRONMENTAL MARKETS: Predominantly focussing on renewable power, Musika looks at how green solutions can solve the energy poverty that cripples rural communities, stimulating private

74 | Africa Outlook issue 79

investment in biomass, biofuels and agricultural waste aggregation systems.

AQUACULTURE: In partnership with WorldFish, Musika is piloting innovations in both technology and approaches to farming under the Aquaculture Technical, Vocational, and Entrepreneurship Training for Improved Private Sector and Smallholder Skills project.

GENDER: Addressing the issue of gender inequality, seen as a key challenge to achieving inclusive growth in the sector. Musika helps to alleviate this by developing knowledge and skills among female farmers, as well as conducting research into gender issues.

GRANTS: Musika, through its policy of working with prospective partners under its M4P approach, provides grants through cost sharing mechanisms in negotiated and agreed budgets. Grants fall into four categories depending on size (ranging from up to $50,000 to between $150,000 and $250,000).

NUTRITION: This involves working on the Making Zambia’s Agricultural Markets work for Nutrition project, which focusses on three key areas: production, food processing and distribution of nutritious foods in rural areas.

AGRICULTURE Around 140 new access points covering irrigation, mechanisation and post-harvest technologies have emerged, each with an average outreach of 150,000 smallholder farmers.

“We help the private sector to develop a business model which incorporates small farmers,” Banda adds.

“By helping with costs and logistics, we can help these companies to reach out to people that they might not otherwise be able to contact.

“It is about reducing the risk and incentivising investment into our small-scale farming communities – Musika helps to develop a win-win situation between both parties by granting more buying power to farmers through improved productivity and a repeat customer for the agribusinesses.”

Biotechnology is another important area. For example, Zambian commercial farmers planted 40,000 hectares of soya in 2016 using biological seed, biological growth stimulants, mineral solubilisation and pest control methods, leading to both improved nutrition and disease control.

A DIVERSIFIED FUTURE Such technological investment will, no doubt, help to futureproof and expand Zambia’s agricultural output to the levels its undoubted geographic potential suggests.

Another key focus for Banda and Musika moving forwards is to also encourage its members to embrace a wider variety of crops, supporting the consumption of a range of nutritious foods among poorer households as well as helping farmers to increase profits.

Banda adds: “With financial support from IrishAid, through the Embassy of Ireland in Zambia, Musika is now exploring how the private agricultural market and the food processing sector can enhance the opportunities for smallholder farmers and rural communities to not just increase their incomes, but also to have more diverse, nutritious foods on their plates.”

Musika will concentrate its efforts across the whole supply chain here, focussing on three categories that will play a key role in the expansion of nutritious food choices in Zambia – legumes, fresh fruit and vegetables,

livestock and livestock products.

Other priorities for the organisation in the coming months include tackling the challenge of climate change through tree planting, Banda citing that hundreds of thousands of hectares of forested area is being lost and adversely impacting conditions for farming.

Further, Musika will be working closely with farmers and the private sector on boosting financial inclusion via digital payments, while education of land rights will also be a strong focus for 2020.

This fresh impetus gives Banda tremendous cause for optimism as he looks ahead to the next year and beyond, the Managing Director’s concluding comments outlining his vision for both Musika and the wider agricultural picture in the country.

“I am optimistic because a number of things are starting to happen,” he says. “The structure of the agricultural sector is changing, with suppliers now integrating small-scale farmers into their business models, which is improving access to products and information and giving them confidence to invest.

There is also stronger political will in Zambia and a belief that agriculture is a priority industry for our development.

“The shift away from maize is starting to happen as well. We are seeing other crops coming on board and this is giving farmers the strength and resilience to resist the impacts of climate change, as they can grow other produce. One of our major goals is to continue building that resilience alongside our ongoing ambition to develop a more open agricultural market in Zambia.”

MUSIKA DEVELOPMENT INITIATIVES Tel: +260 211 251371 info@musika.org.zm www.musika.org.zm

Africa Outlook issue 79 | 75

JAMBO FOOD PRODUCTS LTD

Quenching East Africa’s Thirst Jambo Food Products continues to upscale its beverage production capabilities at its highly efficient site in Tanzania, the company targeting product and geographic expansion in 2020 Writer: Tom Wadlow | Project Manager: Matthew Selby 76 | Africa Outlook issue 79

FOOD & DRINK

T

he world and life as we know it simply wouldn’t exist without water.

From carving landscapes and fuelling photosynthesis in plants to powering industrial activity and quenching human thirst, it is, undeniably, the most precious resource on earth.

And while it appears to be in abundant supply, access to fresh drinking water is far from universally available.

Yes, around 70 percent of the planet’s surface is covered by water, but 97.5 percent of it is saline and oceanbased, and much of the remaining

Salum Khamis Salum, Founder and Operations Director

2.5 percent of freshwater is locked in glaciers and snowfields. In short, just 0.007 percent of the world’s supply is available to feed its 7.7 billion people.

Responsible sourcing, production and distribution of safe drinking water is therefore paramount, and in Tanzania, this pressing need prompted entrepreneur Salum Khamis Salum to set up a new business.

“The idea of setting up a beverage company was inspired by an urgent demand to find a solution for our society to obtain safe clean drinking water at an affordable price,” he explains.

Africa Outlook issue 79 | 77

JAMBO FOOD PRODUCTS LTD “Jambo Group is one of the leading economic forces in Tanzania, and we understand that safe clean drinking water defines civilisation.”

Jambo Food Products is the company responsible for bottling and distributing water around Tanzania and the surrounding region, as well as numerous soft drink and juice products. It is part of the wider Jambo Group of Companies, which was initially more than two decades ago in 1998, with Salaam serving as the Operations Director and the younger brother of the family enterprise.

FUELLING THE REGION The Food Products business is one of the region’s largest beverage manufacturers, based in Shinyanga which is in the north of Tanzania around 100 kilometres from the stunning Lake Victoria.

Set up in 2011, recent investments have allowed it to reach the next level, as Salaam explains: “The company has increased production by installing additional two high speed lines of 36,000 bottles per hour capacity, each from KRONES in Germany.

“Hiring more professionals,

ABOUT JAMBO GROUP OF COMPANIES Jambo Group is one of the leading economic forces in Tanzania with major investments and successful operating companies in several key business sectors.

Its divisions are as follows: JAMBO FOOD PRODUCTS: Established in 2011, this division produces over 24 types of juice, water and carbonated soft drink products from its hub in Shinyanga.

JAMBO PETROLEUM: Engages in the purchasing and distribution of petroleum products within Tanzania. The company has a depot in Shinyanga region and 10 petrol stations within the Lake Zone region, with 13 tankers in its fleet.

JAMBO CARGO TRANSPORT: Established in 2005 and operating a large truck fleet, this entity largely employs its services in the collection and distribution of the other divisions’ products within the East Africa region.

JAMBO SPINNING MILLS: A yarn manufacturing company located in Arusha, Tanzania. Incorporated in 2005, it commenced operations in 2008 after being officially inaugurated by the President of the United Republic of Tanzania, his Excellency, Hon. Jakaya Mrisho Kikwete.

Operating with 13,000 spindles, 85 percent of its yarn is exported to China while the remaining 15 percent is sold to local textiles companies.

COMPANY VISION: To be a conglomerate stretching across Africa providing high quality manufacturing goods and services.

COMPANY MISSION: To give every Tanzanian a choice to enjoy worldclass quality products at affordable Mwananchi prices, and to be the first choice among other food product companies in East Africa by partnering with our customers, employees, suppliers and community.

78 | Africa Outlook issue 79

Robert Bosch East Africa The manufacture of food and beverages involves numerous energy-intensive processes.

In addition to power and cooling, it is essential to have process heat in the form of steam, so that maximum product quality is maintained and the strict regulations for food safety are observed. Uninterrupted operation is therefore indispensable.

It is important at the same time to produce energy- and cost-efficiently in order to remain competitive.

The steam boiler systems from Bosch have proven themselves as being ideal for these tasks. Many well-known manufacturers such as Jambo, EABL, Nestlé and Heinz Tomato Ketchup rely on Bosch’s energy-efficient and low-emission systems for their energy supply.

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enhanced business reporting systems, an increased professional sales team and adding to our truck fleet have all been carried out hand in hand with increased product differentiation to cater to a wide selection of distinct tastes.”

Indeed, Jambo Food Products today produces and sells 14 juice products and 10 different types of carbonated soft drinks, a portfolio of beverages which is distributed to customers via a 300-strong fleet of trucks, 100 of those being added in the past year.

“We are hoping to add up to another 100 trucks early next year to cover markets in neighbouring countries like Rwanda, Burundi and Uganda,” Salaam adds.

“We have already covered 60 percent of Tanzania because the demand for our products is so high – we have been seeing sales increases of 40 percent month on month, and can now produce 100,000 beverages an hour at our facility.”

FOOD & DRINK

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Africa Outlook issue 79 | 79

JAMBO FOOD PRODUCTS LTD

80 | Africa Outlook issue 79

FOOD & DRINK

German machinery producer Krones is an important supplier to Jambo Food Products

But what is the secret to this exploding popularity? For the Operations Director, it comes down to an unwavering commitment to quality and affordability.

“Jambo products are made by a technical team which is constantly in touch with people on the ground to enable us to continuously improve and create a wide range of quality products that are very fairly priced,” Salaam says. “This has also been achieved by the acquisition of highly efficient machinery from Germany which incur very few breakdowns. Our consumers have therefore been able to differentiate the quality of our products from our competitors.”

Other notable investments have also helped operations to become more efficient, including the acquisition of new plastic caps and preforming machinery, important steps if Jambo is to offset challenges such as high taxation and the cost of importing raw materials.

LOOKING AHEAD But despite these obstacles, Salaam is confident about the outlook for the next few years.

As well as fuelling Tanzania and its East African neighbours through drink products, the company is now turning to food manufacturing as a means to bolster its portfolio.

The Operations Director confirms that Jambo Food Products will be adding several new lines, including biscuits, candies, bakery goods, honey and pulp extraction, moves which will not only diversify its offering to customers, but also reduce purchasing costs of raw materials.

Salaam is also quick to praise the role of suppliers in doing their level best to keep costs down while maintaining high quality provision, labelling them all (be them ingredient suppliers or equipment manufacturers) as critical to the ongoing success of the business.

And they will continue to play a critical role as Jambo Food

Products enters the next phase of its development.

Summing up his outlook for 2020, Salaam concludes: “A key question for us in 2020 is how to absorb the increased tax without passing the cost onto our consumers. Also, upcoming regulations on plastics is an area we will be keeping an eye on, especially given our plans to expand our business through exporting to countries outside of Tanzania.

“To achieve our goals, we will need to increase and cultivate loyalty in our customers by constant engagement and corporate social responsibility, as well as increase efficiency in production and distribution.”

JAMBO FOOD PRODUCTS LTD Tel: +255 62 611 1117 info@jambogrouptz.net www.jambogroup.co.tz

Africa Outlook issue 79 | 81

SOUTH AFRICAN NATIONAL BLOOD SERVICE (SANBS)

TRUSTED

TO SAVE LIVES From drones to data to digital journeys, SANBS is leveraging the latest technologies and best practices to ensure it meets the blood-borne needs of South Africa’s healthcare scene Writer: Jonathan Dyble | Project Manager: Callam Waller

82 | Africa Outlook issue 78

HEALTHCARE

Imagine being a regular blood donor. Then imagine receiving an SMS text message telling you that today your blood was used to save the life of a 14-year-old child that was suffering from leukaemia.

“Saving a life is the greatest gift that anyone can give, and to let donors know that they are doing this would be truly special. It’s part of the reason why we’re looking to create a digital journey and act as a corridor in better connecting them with patients.”

Around the world, almost every industry is tapping into the transformative world of technology. In South Africa’s medical sector, this is no different.

The opening quote comes from Jonathan Louw, an individual who has been the Chief Executive Officer of the South African National Blood Service (SANBS) since January 2018.

Africa Outlook issue 78 | 83

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SOUTH AFRICAN NATIONAL BLOOD SERVICE (SANBS) In the near-two years since, he has helped to make a number of strategic adjustments that have seen the organisation modernise not just technologically but in a vast multitude of ways.

“Being a clinician trained in anaesthetics, I have always had a good understanding of transfusion medicine, as well as a number of friends and colleagues who are transfusion specialists themselves,” Louw reveals.

“Even before starting here, they would say to me that the good thing about SANBS is the fact that it ensures that blood is safe. But the problem is there’s not enough.

“I came in with that understanding, and we have set about trying to address that problem ever since.”

REAPING THE REWARDS OF BOLD CHANGE Quickly formulating a new strategic mission, the organisation has already taken great strides in making the present situation more manageable during the course of the past 22 months.

Adhering to global recommendations from the World Health Organization, SANBS has expanded its accessible blood reserves from just one or two days’ cover to five days’

cover, doing so through the pursuit of numerous initiatives.

“We’ve partnered with Nespresso to provide free, good tasting coffee in our donor centres, and now offer iron supplements free of charge, for example,” Louw states. “And we’re also placing a stronger emphasis on the role of our mobile units.”

In relation to the latter, SANBS has actively been leveraging data and new analytics capabilities, geo-mapping where particularly plentiful donor pools might be across South Africa and positioning its mobile units in these locations, making it easier for

INSIDE SANBS 82 years in the making, the South African National Blood Service is a notfor-profit organisation that provides the delivery of safe blood to all South Africans.

Its responsibilities include managing the entire blood transfusion value chain from collections, testing and processing to distribution to patients, its footprint spanning 185 sites around the country that are manned by more than 2,600 individuals.

The SANBS tests all blood donated for transfusion-transmissible diseases, blood grouping and patient compatibility using sophisticated processes and equipment to ensure the safety of blood, and it is rated amongst the best in the world in the provision of blood and blood-related products and services, as well as for its training and research efforts.

“EVEN BEFORE STARTING HERE, THEY WOULD SAY TO ME THAT THE GOOD THING ABOUT SANBS IS THE FACT THAT IT ENSURES THAT BLOOD IS SAFE”

86 | Africa Outlook issue 78

Excellence in Motion: Moving Parcels, Ideas and Communities into the 21st Century

C

ourierIT SA (Pty) Ltd (“Courierit”) is a South African courier business operating 13 branches country wide and an extensive network of integrated partners. In 2019, we were recognised as one of the leading express parcel businesses in our market, with virtually unmatched customer satisfaction and service integration. We have been in business for 18 years and from humble beginnings now operate one of the biggest, proudly South African courier businesses. We service South Africa, Africa and the world.

Our business strategy is to integrate seamlessly with our customers, serving their express parcel needs with flexibility, accuracy and customer centric business intelligence. This combination makes for long term mutually beneficial customer relationships and we pride ourselves on our customer retention.

Some of our customers have been with us for our entire existence and are still going strong. As a testament to Courierit’s customer centricity, we service the complete spectrum of clients, from small online start-ups and individuals to multi nationals and the public sector.

ability, parcel lifecycle visibility and reporting is tailored to each client’s specific needs. As a result, bespoke solutions are not the exception in our business, they are the norm.

We are very good at what we do, but that is not what makes us unique. What makes Courierit unique is its unmatched ability to unlock the value of our people. We encourage and incentivise solution based behaviour from our teams and in return we reap unmatched innovation and loyalty. Our teams value each other and in turn, our customers. We are exceptionally proud of our employee retention and development – most of our executives started life in our business, as drivers, data capturers and operations people.

When we look to the future, we use as dual guiding lights our “Why” – To Inspire and Empower so that We Improve Lives and Communities – and our motto – ‘Excellence in Motion’ – to navigate the path to sustainable valuable growth. Our ‘Why’ serves as our moral compass and our motto as a reminder that change is the only constant. How can we help you?

We take information and information centricity very seriously. We realised as a business (and perhaps ahead of the curve) that in the knowledge economy of the information age, the key to adding value to a client’s supply chain was not necessarily information – rather, it is the ability to give the client information which is relevant to it and its own value proposition.

In other words, give the customer the information which will enable it to maximise its value proposition, not a generic “one size fits all” solution. Our tracking

HEAD OFFICE +27 21 001 7188 | CAPE TOWN +27 21 555 6777 JOHANNESBURG +27 11 928 8300 | www.courierit.co.za

SOUTH AFRICAN NATIONAL BLOOD SERVICE (SANBS)

RAM Hand-to-Hand Couriers

Circulating blood for the SANBS Ensuring an adequate supply of safe blood is one of the major objectives of a National Blood Service. Efficient distribution and delivery of blood therefore becomes one of the key pillars to achieving this.

When it comes to delivering blood, RAM Hand-to-Hand Couriers has proudly partnered with the SANBS to deliver life-saving parcels for the nation.

those who are interested in backing the not-for-profit’s efforts to do so.

Combine this with the ongoing digital journey that Louw eludes to, not to mention efforts to provide new digital channels from which donors can interact with the organisation digitally, and recent innovations have proven to be particularly fruitful.

“If we look at 2018, we had about 440,000 donors,” Louw states. “Today, we’re looking at numbers closer to 570,000 annual donors.

“Resultantly, we’re now able to maintain five days’ cover, and even seven to 10 days’ cover in some cases.

Where before doctors weren’t getting the volumes of blood they required as often as 10 percent of the time due to shortages, we’re now proud to say that we’ve had zero cutbacks in the past nine months.

“Today, what the doctor needs is what the doctor gets.”

This achievement is all the more 88 | Africa Outlook issue 78

impressive considering the increase in demand that the organisation has experienced, up 15 percent already for 2019.

Yet it is not the only benefit that has been reaped from the organisation’s revolutionised model. Internal operations have also become both less frantic and more secure.

The CEO continues: “We’re now less frenzied, less hand to mouth, when it comes to collecting blood, not having to quickly run it through our systems before couriering reserves around the country in a relatively expensive way.

“We’ve been able to slow down. We don’t have to run overtime and night shifts consistently; we don’t have to work every public holiday and every Sunday. There’s less propensity to make mistakes and our costs have come also down, making us much more sustainable as a not-for-profit than we have been historically.

“It’s been a pretty good chapter to our story of late.”

Due to the temperature-sensitive nature of parcels within this channel, timely transport of blood and blood products is a critical component within the SANBS value chain, directly impacting service delivery to patients.

To this end, RAM-Hand-to-Hand’s fleet of validated, temperaturecontrolled vehicles, which are constantly monitored using calibrated temperature probes, are cool enough to maintain the conditions required for this life-saving healthcare resource.

Each of the RAM fit-for-purpose vehicles are manned by trained drivers and are fully compliant with the National Road Traffic Act. In addition, RAM Hand-to-Hand’s real-time monitoring and reporting, prioritisation of time-sensitive deliveries and sophisticated track and trace capability allow us to have full visibility of each SANBS multi-hamper during transit. This allows RAM to guarantee fast response times and security of their parcels.

“Working within this vertical, and supplying critical parcels that help save lives is particularly close to our hearts,” says Gail Mkele, Executive Director at RAM. “As a vessel to the safe and reliable transportation of SANBS parcels, we are committed to delivering this precious resource on time and within the specified temperature.”

www.ram.co.za

SOUTH AFRICAN NATIONAL BLOOD SERVICE (SANBS)

Franklin Covey FranklinCovey South Africa is part of the global FranklinCovey Partner network. We are a leader in performance improvement, we help organisation get results that require a change in human behaviour.

FOUR METRICS, ONE MISSION Jonathan Louw outlines the meaning and motivation behind the four key metrics from which SANBS evaluates its success. These are: 1) COST: “We benchmark the cost of our operations against the best players globally, leveraging programmes to reduce overheads through the use of technology, smarter processes and reduced wastage.”

2) QUALITY: “This pertains to blood safety by ensuring that patients get the appropriate quality blood, upheld though testing, new technologies, our donors and significant investment in existing processes and facilities.”

3) RELIABILITY: “This is to say, you wake up in the morning and you turn the tap on, and water comes out of it. Blood must be the same. You go to the petrol station in the knowledge that you will be able to refuel your vehicle. Blood must be the same.”

4) COVERAGE: “This speaks to universal healthcare, where every South African citizen must have equal access to blood. It is because of this metric that our drone task team was born.”

90 | Africa Outlook issue 78

Our passion and mission is to enable greatness in people and organisations everywhere. Over a period of nearly 3 decades, we have been privileged to work with thousands of organisations striving to achieve greatness. We have gone deep inside the operations of more than 500 of these organisations, examined and synthesised the data from more than 225,000 survey respondents, and worked with and analysed more than 2,000 work teams. We wanted to understand what constitutes great performance, what gets in the way of it, what conditions are necessary for it, and what a leader’s role is in achieving it. Through this process, we have learned a lot about the topic of organisational greatness and what does and doesn’t matter in getting there. Great performers simply did more with the hand they were dealt.

There are pockets of great performance in every organisation, and the great performers didn’t typically have more basic know-how than good performers.

Great performers were simply much more successful at institutionalising what they did know. They were better at execution; better at reducing inconsistency and getting the middle 60 percent of their operations their core performers - to operate at levels much closer to that of their top performers.

The South African National Blood Services is an organisation with whom we are currently working with. We are assisting the Medical Director and her team to implement The 4 Disciplines of Execution™ process (4DX). The 4DX is a codified process that help teams execute on their Wildly Important Goal (WIG). The WIG for the Medical Directors team is to improve patient outcomes by improving maternal mortality due to obstetric haemorrhaging. To achieve this WIG the team is engaged in three key battles – improve patient blood management, operationalise innovation by developing novel products and services, and adherence to SANBS regulations across the organisation.

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SOUTH AFRICAN NATIONAL BLOOD SERVICE (SANBS)

INNOVATIVELY ADDRESSING CRITICAL ISSUES Prompted by talk of financial sustainability, Louw turns his attention to some meaningful investments that SANBS has been freed up to make of late, owed to its renewed, more flexible approach.

Unsurprisingly, the drone project has recently been taking the spotlight in this domain.

Launched to provide better coverage – one of the organisation’s four key metrics of success alongside reliability, cost and quality – the drone programme harbours the sole purpose of transporting life-saving blood to needy patients in hard to reach, rural areas and address critical incidents within the golden hour.

Indeed, SANBS already has extensive coverage, its footprint spanning 92 | Africa Outlook issue 78

185 sites (including 84 blood banks) across South Africa. But for those regions that it has struggled to service until now, the drone programme is set to become game changing.

“We’re hopeful that the services provided by drones will be particularly useful in meeting the needs of remote hospitals that house midwifery units, where the presence of maternal mortality in South Africa is particularly high,” Louw affirms.

“Our country is 121st out of 138 countries on this metric, with 123 deaths per 100,000 lives – this needs to change.”

With the drone programme awaiting the imminent completion of its proof of concept before seeking civil aviation approval next year, the organisation has meanwhile been developing and implementing what it calls smart fridges – a second innovation that has a similar purpose.

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With the IH-1000 system, Bio-Rad has developed a data management interface, IH-Com that is fully adapted to multisite laboratories like those found in the CEL network (Cerba European Lab)” Doctor Delphine Loze The IH-1000 System, for an optimised immunohematology Cerba European Lab, France

“These are essentially ATMs that dispense blood,” Louw reveals. “It’s not feasible that we can have a blood bank in every corner of the country, but we can fit these ATMs at smaller hospitals and send codes via SMS text messages to local healthcare workers.

They can then dispense the appropriate amount and type of blood for the specific needs of any patient.”

FOSTERING PROGRESSIVE COLLABORATION Indeed, SANBS is certainly heading in the right direction by pursuing such initiatives. But the organisation cannot take all the credit for them, its suppliers having played an equally crucial role in facilitating these developments.

From the technology powering the testing of every single blood donation for communicable diseases such as HIV to those supplying reagents used 94 | Africa Outlook issue 78

to separate blood into its various components, to the courier firms that assist in the transportation of products, SANBS is highly reliant on the fruitful relations it has with its partners across the board.

“The role of our partners is critical,” Louw affirms.

“They each need to respond to our countrywide footprint just as we do, and so are a crucial part of the journey when it comes to making sure blood is available all the time. They’ve really embraced our four metrics and strategy and for that we are grateful.”

Similar praise is also directed to the company’s staff – a team the CEO describes as dedicated and diversified.

“Investment in our workforce is a major focus here,” Louw continues.

“We make sure we recognise their contributions and give back wherever possible.

“The throughput time for single pooled cells antibody screening by the IH-1000 system is comparable with the Olympus PK7300 system.

The evaluation shows that antibody screening test by IH-1000 is more sensitive and specific for the detection of clinically significant antibodies as compared to the microplate haemagglutination method by the Olympus PK7300 system” K.S Ng, P.H Shu, S.S Chua, S Lam, D Teo Evaluation of BIO-RAD IH-1000 Fully Automated System for Unexpected Red Cell Antibody Screening for Donors Health Sciences Authority, Singapore

“With reduced manual hands-on time and minimal required maintenance IH-500 is a suitable system for laboratories with limited staff in a 24 hours service” Zentrum für Labormedizin und Mikrobiologie GmbH, Essen Germany

“By means of sample-based processing of crossmatches and associated tests, the device is particularly well suited for routine laboratories, as well as it is for blood donation services” Melanie Schürmann, Catharina Christ, Corinna Nöcker, Gerd Hafner Performance evaluation crossmatch schedule performance on BIO-RAD Essen Germany

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SOUTH AFRICAN NATIONAL BLOOD SERVICE (SANBS)

Willis Towers Watson Remotely piloted aircraft (RPAS) / drone / aviation insurance “We offer tailored risk and insurance strategies that work.”

Willis Towers Watson is recognised as a world-leading specialist insurance broker, working, amongst other industries, with airlines, aerospace companies and the general aviation / RPAS / drone clients.

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For risks that are insurable, we perform the core duty of an insurance broker, which is to arrange risk transfer and placement of insurance policies in the best markets, at the most competitive terms and premiums.

Willis Towers Watson is proud to be the appointed SANBS risk advisor and insurance broker and to support their unique initiative of using drones to deliver blood to those in critical need.

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“We have a fully-fledged learning and development department that is used to train our own phlebotomists, employ hundreds of nurses and numerous doctors, and even has a highly specialised in-house team of consultants – experts in cellular therapy, cancers therapies and more.

“We also try to uplift local communities with an emphasis on broad-based black economic empowerment in our employment practices. And it’s an area we’ve made great strides in within recent years. We set a 2020 goal of having an 88 percent representation of previously disadvantaged groups and hit this earlier in 2019.”

As the latter target suggests, social responsibility is a major part of SANBS’s remit, further evidenced by the organisation’s self-imposed role as a key proponent of national skills development.

Not only does it support its own staff, but it also facilitates the training of other practitioners, particularly 96 | Africa Outlook issue 78

HEALTHCARE

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Africa Outlook issue 78 | 97 SANBS Ilex Quarter page ad Nov19.indd 1

2019/11/04 13:28

SOUTH AFRICAN NATIONAL BLOOD SERVICE (SANBS)

LEADERSHIP FOCUS

JONATHAN LOUW With his grandfather a professor of obstetrics and gynaecology at the University of Cape Town, and father a general practitioner for many years, Jonathan Louw opted to follow in his family’s footsteps and train as a medical doctor.

Upon graduating the University of Cape Town in 1993, he moved to the UK and worked in St Mary’s Hospital in Paddington, London in the department of anaesthesia until 1999.

“At this point I had something of an early mid-life crisis and went to business school, completing an MBA,” Louw reveals. “Thereafter I joined the pharmaceutical industry with AstraZeneca – a job that took me all over the planet and eventually back to South Africa in Johannesburg.”

Here he joined the pharmaceutical business of South African listed conglomerate Tiger Brands named Adcock Ingram Holdings Bty Ltd after being headhunted to look after the organisation’s business development strategy. Rising through the ranks to become CEO, he stayed with the company through its IPO until 2014 before diversifying into the private equity space for a few years, largely in Dubai.

“Since that time, I’ve moved back to my home country once more to join the South African National Blood Service in January 2018 – a role I’ve held since then,” Louw states.

98 | Africa Outlook issue 78

those in the public sector, on the provision of blood and blood transfusion services, taking an active and engaging role in the wider community.

GOING ABOVE AND BEYOND Much like many of the organisation’s other initiatives, this is once again in the aim of ensuring the reliable, safe, widespread supply of blood and blood-related services across South Africa – SANBS’s overriding purpose, and the primary goal that it will continue to pursue moving forward.

This is not the only way in which it is hoping to progress, however, Louw also eluding to plans for further diversification into additional therapies.

“As the donor pool and amount of blood available has increased, we’ve naturally had to cater to more blood-related therapies, as well as increase our presence in cellular therapies such as those of stem cells,” he explains.

“The pressure from this continues to rise, so it will be an area we’ll be looking

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to address in the coming months.”

Further research efforts are also being attributed to the communicable diseases space, SANBS looking to assist national and global efforts in finding cures to HIV. “And it’s so important that we do so,” the CEO continues, “both to help save lives and protect the donor pool.

“In a market like South Africa where roughly 13.5 percent of the population is HIV positive, and there’s such a high burden of disease, the donor pool is actually much lower than the

population might suggest, meaning we’re having to look increasingly hard for eligible donors.”

Through continuing to collect more, continuing to improve coverage with innovative solutions, and journeying into new streams of cellular therapy products, the not-for-profit’s focus is broad to say the least for the coming year.

Yet despite the challenges that will come with such a heavy load, there is great cause for optimism at SANBS. The organisation has achieved a great deal during its transformation over

the course of the past two years, and current rates of improvement are only expected to accelerate as similar efforts emerge in the future.

“Obviously SANBS had been run a certain way for a great many years, but we’ve been experiencing a vast number of change processes – a lot of cultural change,” Louw reiterates in his concluding statements.

“Historically, less than one percent of the South Africa’s 57 million citizens have been active donors. Yet thanks to this change and the hard work of our donors, partners, staff and the general public, we’re now poised to exceed this threshold.”

SOUTH AFRICAN NATIONAL BLOOD SERVICE (SANBS) Tel: +27 (0) 11 761 9000 www.sanbs.org.za

Africa Outlook issue 78 | 99

CIVIL AVIATION AUTHORITY BOTSWANA (CAAB)

The Sky’s the Limit Responsible for the development of air transport and navigation services, as well as the country’s six key airports, CAAB is playing a crucial role in facilitating sustainable economic diversification efforts Writer: Jonathan Dyble | Project Manager: Josh Mann

100 | Africa Outlook issue 79

AEROSPACE

B

otswana is a country hailed as a beacon of success when it comes to economic management.

Africa’s shining light of development, it moved from being one of the poorest nations in the world in 1966 (the year it achieved independence) to middle-income status by the 1990, largely owed to its abundant mineral wealth.

Today, Botswana is stable. Its multi-party democratic system is sound, and GDP continues to rise with a 4.5 percent growth rate having been

recorded in 2018.

Questions do, however, remain about the country’s future, the World Bank and UN outlining the need for it to diversify away from the limitations of its diamond-led development model to ensure sustainability in the long term.

Bolstering water security and electricity generation, strengthening public sector performance and improving transport are all elements to this, the latter deemed particularly crucial in the eyes of Kabo Phutietsile given Botswana’s landlocked status.

Africa Outlook issue 79 | 101

CIVIL AVIATION AUTHORITY BOTSWANA (CAAB) “Why is aviation such an exciting industry to be involved in right now?” he states. “For me, its the role that it can play in upholding the economy of any country.

“Research has shown that aviation brings enormous benefits to communities and economic growth around the globe. It enables social development while providing connectivity and access to markets. As a tourism destination, Botswana can and should tap into the opportunities provided by aviation and its related activities.”

The CEO of Civil Aviation Authority Botswana (CAAB), Phutietsile is tasked with heading up the organisation that is stood at the crossroads of providing an enabling environment for these economic opportunities to flourish.

Established through the Civil Aviation Authority Act of 2004, the regulator has been acting autonomously for more than a decade, facilitating the development of air transport and air navigation services, and advising the national government on all things aerospace.

UPLIFTING INFRASTRUCTURE Indeed, crucial to the success of aviation is, of course, airports.

102 | Africa Outlook issue 79

Six such transport hubs (four international and two domestic) can be found within Botswana, accompanied by 19 airfields scattered across the country that are typically used for medical rescues and landings in remote tourism locations.

“CAAB has a duty to ensure all airports and airfields in Botswana are in good and usable conditions at all times,” Phutietsile explains. “As such, the Authority continuously carries out maintenance services and upgrades of existing airports and airfields.

“During the period under review, we carried out a number of maintenance services and development activities in all our major airports and airfields.”

Looking at the Gaborone-based Sir Seretse Khama International Airport (SSKIA), the country’s largest transport hub, this is particularly prevalent, the authority having cultivated grand plans to enhance its role by working closely with the Special Economic Zone Authority (SEZA) to deliver a masterplan for the airport’s extended development.

Phutietsile explains: “The SSKIA Land Use Master Plan, which is a blueprint for the future development of the airport in the short to long term, was approved by the Gaborone City Council Planning Board in June 2015.

“CAAB had planned to appoint a transaction advisor to assist with the funding models for the development of the basic infrastructure. However, the appointment of the transaction advisor was aborted following the engagement of SEZA who had indicated that they were carrying out their own masterplan.

“This led to the collaboration between both SEZA and CAAB in the development of the CAAB-affected land during the period April 2016 to March 2017. The discussions between CAAB and SEZA have since led to the signing of a memorandum of understanding, whereby the two masterplans have been integrated.”

SSKIA is not alone in receiving benefit, however.

Likewise, Kasane International Airport recently underwent expansion works to accommodate for future

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growth and increase flight capacity, providing improved connections to Chobe National Park in particular – a key tourist destination.

“The runway length was upgraded to a length of three kilometres to facilitate the landing of an aircraft of the Boeing 737 800 or equivalent class aircraft,” the Chief Exec affirms. “The terminal building now has two departure lounges, two arrival lounges, shops, restaurants, office spaces, vendor shops and a management office.”

Meanwhile, Maun International Airport is also receiving works, CAAB overseeing the construction of a new terminal building that is slated for completion in mid-2020.

FULFILLING A VISION These developments are set to be critical in supporting the continued growth of key facets of Botswana’s economy such as tourism and trade, CAAB well on track to achieve its mission of becoming a world class

PROFESSIONAL EXAMINATIONS FOR THE AVIATION INDUSTRY www.LPLUS.de

provider of safe, secure, sustainable aviation services.

In more recent times, the organisation has also begun to leverage the power of new technologies, now running sophisticated air navigations services (ANS), bolstering the efficiency and effectiveness of its air traffic, communications and aeronautical information services, as well as its search and rescue efforts.

Be it airport enhancements or

technological upgrades, the authority has already raised the game of aviation services across Botswana in the decade since its inauguration.

And having reached its own milestone 10th anniversary earlier this year, the CEO is optimistic that it will assist the country’s diversification efforts and meet the rising demands, travel related or otherwise, associated with them.

“To reiterate, aviation offers huge opportunities for Botswana,” he says, “and we’re excited to help create an environment which will ensure these opportunities come to fruition for years to come.”

CIVIL AVIATION AUTHORITY BOTSWANA (CAAB) Tel: +267 368 8200 caab@caab.co.bw www.caab.co.bw

Africa Outlook issue 79 | 103

EVENTS

Mining Indaba February 3-6 | Cape Town, South Africa | www.miningindaba.com

Bigger, better and bolder in 2020 I N VE ST ING IN African Mining Indaba is solely dedicated to the successful capitalisation and development of mining interests in Africa, also known as Mining Indaba.

Succeeding for over 25 years, Mining Indaba has a unique and widening perspective of the African mining industry, bringing together visionaries and innovators from across the spectrum. We are also dedicated to supporting education, career development, sustainable development and other important causes in Africa.

Attracting more junior, mid-tier and major mining companies, more investors and as always, the largest gathering of mining Ministers in Africa, we’ve got no plans of slowing down, bringing you an even bigger Mining 104 | Africa Outlook issue 79

Indaba in 2020. We may even surprise you with a President or two! This, coupled with the enhanced business matchmaking and expanded IR team, means meeting your next business partner just got easier.

Meet everybody who’s anybody, from the world’s biggest industry giants to tomorrow’s barrier-breaking disruptors, everyone who is anyone is here for you to connect with and learn from – transforming the trajectory of your business.

Mining Indaba is that space – where the high-impact networking is unmissable, and the opportunities and conversations are endless to land deal after deal.

Register today to secure the early bird rate, ends November 24.

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At the world’s largest mining investment event, your deal-making potential is unrivalled Conduct months’ worth of meetings in just 4 days, with our deal-making features

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Want to increase your brand exposure?

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EVENTS

6th Powering Africa: Summit February 24-26 | Miami, USA | www.poweringafrica-summit.com

Building relationships within the international power community TH E 6T H Powering Africa: Summit (PAS) will return to Miami in February 2020. The Summit will welcome over 370 investors from across North America, Africa and Europe to present energy projects, discuss investment opportunities and build relationships within the international power community.

As the only Africa-US networking platform of its kind, the Summit has quickly become the must-attend event for African governments, developers and investors to source credible American technology partners across the continent.

The meeting is co-located with the 4th Latin American Energy Forum, focusing on regional investment structures across Latin America and the Caribbean.

This is a one of a kind event: attend106 | Africa Outlook issue 79

ees will get unique, valuable information at the only US-based meeting to focus solely on investment opportunities within Africa’s power sector, taking the commercial potential of Africa to the heart of US policy makers. It will also give detailed insights into a whole spectrum of project case studies, from coal to renewables, and plenty of networking opportunities for you to make crucial contacts and get acquainted with key decision makers.

The Powering Africa Summit this year is hosted in Miami, the only eastern seaboard state with utility scale solar. In the last five years Miami has also established a major technology and innovation hub for the country as well as a creating a dynamic and impactful entrepreneurs programme which is creating thousands of opportunities and an environment which

many African nations could explore and potentially consider as a development model and partner.

Not only that, Miami’s energy mix is a highly efficient blend of gas, coal, nuclear and renewables, with gas by far playing the biggest role. It is therefore going to be exciting to see how Miami developed its gas sector and the technologies that made it happen and brought those molecules to the market.

FORUM SPONSOR

Africa

The 6th Powering Africa: Summit (PAS) will return to Miami in February 2020. The Summit will welcome over 370 investors from across North America, Africa and Europe to present energy projects, discuss investment opportunities and build relationships within the international power community.

As the only Africa-U.S. networking platform of its kind, the Summit has quickly become the must-attend event for African governments, developers and investors to source credible American technology partners for projects across the continent.

Every year the meeting is co-located with the 4th Latin American Energy Forum which focuses on regional investment structures across Bolivia, Argentina, Mexico, Trinidad & Tobago, Colombia, Peru and Brazil.

COLOCATED WITH

LEAD SPONSOR

FORUM SPONSOR

STRATEGIC PARTNERS

For more information, please contact: PA-S@energynet.co.uk www.poweringafrica-summit.com

EVENTS

info@energyindaba.co.za

Africa Energy Indaba March 3-4 | Cape Town, South Africa | www.africaenergyindaba.com

The continent’s definitive energy conference TH E AF RICA Energy Indaba is the continent’s definitive energy conference, providing an annual agenda that influences energy policy for Africa.

The prestigious event serves as the ideal platform for achieving Africa’s energy vision for a sustainable energy future and keeping abreast of global energy competitors in this dynamic energy landscape. The highly anticipated event has proven its success year on year, demonstrating extreme efficaciousness in addressing key issues impacting the African energy sector while devising solutions to best mitigate these pressing concerns.

The annual Africa Energy Indaba assembles African energy ministers and senior decision-makers active in Africa’s energy sector to devise solutions to impending and current threats, and collectively accelerating the energy landscape as well as explore the asso108 | Africa Outlook issue 79

ciated business opportunity linked to solving the challenges.

Recognised as the World Energy Council’s African event and with strategic partnerships with the South African National Energy Association and the NEPAD Planning and Coordinating Agency, amongst others, ensure the event is backed by leading energy drivers.

These high-profile associates are equipped with expert sectoral knowledge to pragmatically select the event’s content specifically pertaining to Africa’s energy sector, thereby setting the forum apart. International delegates comprise an astute combination of project developers, financiers, industry experts, energy users, government officials, energy industry manufacturers, utilities, regulators, power developers, policy makers, EPC contractors, institutional investors, de-

velopment banks, commercial banks, fund managers, private equity investors, multilateral financial institutions, technology providers, consultants, law firms and IOCs and NOCs, along with large energy consumers.

The Africa Energy Indaba, to be hosted on the March 3-4, 2020 in Cape Town, South Africa, represents a unique platform intended to connect high-level decision-makers within the energy sector to drive development of energy projects and accelerate Africa’s electrification rate.

In view of Africa’s current energy concerns, the Indaba presents itself at an opportune time whereby discussions emanating from the symposium provide invaluable business growth opportunities for the continent’s energy realm, inspiring much-needed transformation in this sector.

AFRICA’S ENERGY SECTOR: FROM TRANSFORMATION TO TRANSITION

3 - 4 MARCH 2020

CTICC | CAPE TOWN | SOUTH AFRICA REGISTER AT: www.africaenergyindaba.com TO BOOK A STAND, email: info@energyindaba.co.za Strategic Partners

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EVENTS

MiningTech Africa Conference and Exhibition March 12-13 | Johannesburg, South Africa | www.miningtechafrica.com

Embracing IT and technology innovations in mining M ININGTECH AFRICA Conference and Exhibition is the leading mining technology platform in the Southern Africa region where attendees get to meet the leading technological firms and discover the latest mining innovations at MiningTech Africa.

Expect to meet more than 200 global attendees from more than 10 countries at this premier mining technology conference and exhibition in Johannesburg, South Africa. The event focuses on digital disruption and 110 | Africa Outlook issue 79

transformation, artificial intelligence and the internet of things, robotics, blockchain and cybersecurity, amongst other technology focused topics.

With over 20 exhibitors and 30 speakers, this is your one-stop shop for product demonstrations and networking with other mining stakeholders from the region and beyond.

Be a part of this invaluable platform to seek new partnerships and fresh business opportunities.

@MiningTech1

MiningTech Conference

MiningTech

MiningTech Conferences & Exhibition

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2ND ANNUAL

12 - 13 MARCH 2020 | Johannesburg, South Africa ANDRE FOURIE Principal Geologist Debswana Diamond Company, Botswana

GODFREY MPOFU Cyber Security Exxaro Resources, South Africa

Take Advantage of our Special Offer to Attend and Exhibit Today!

Contact Mahesh at +65 6717 8500 or mahesh.babu@spire-events.com

South Africa’s leading technology focused mining Conference & Expo

www.miningtechafrica.com Organised by

EVENTS

North Africa Petroleum Exhibition & Conference March 15-18 | Oran, Algeria | www.napec-dz.com

Celebrating 10 years as the region’s leading O&G event N APE C IS the largest international trade fair for hydrocarbons and energy in Africa and the Mediterranean, dedicated to the North African market, the activities of upstream, midstream and downstream (onshore and offshore) and all suppliers products, services and technologies that revolve around oil and gas activity.

It comprises a unique blend of 650 operators, technology and service 112 | Africa Outlook issue 79

companies from 45 countries.

And more than 29,000 trade visitors from around the world are expected.

Who participates? All operators in the oil and gas sector and all suppliers of products and services in relation to the hydrocarbons and energy sectors.

Who visits? All professionals in the energy hydrocarbon sector, more than 30,000 professional visitors from all over the world.

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

What will be the greatest challenge facing your industry in 2020?

Alan Reed CEO, World of Windows “Much like the rest of the industry, we trust that an environment will be created in which growth in the construction sector will be stimulated from 2020. The potential is there, but confidence needs a boost. Once this happens, there are some great projects planned in South Africa, and also in other African countries, which we are striving to be part of.”

Thami Hlongwa CEO, Umgemi Water “Not only are we looking at supplying good potable water, we’re also looking at demand management and other areas to ensure the whole value chain is more sustainable.

“We’re considering the circular 114 | Africa Outlook issue 79

economy, to say once you’ve supplied people with potable water and they use it, where does the wastewater end up? Can we take this wastewater back into the system and create a fully-fledged circular economy?

“It’s a topic we’ll be working towards during the coming year.”

Kieron Goss

Managing Director, Pirtek Africa “We believe that we have the agility and flexibility to overcome any challenge that the industry throws at us. There are, however, a few challenges that has a direct effect on the industry in Africa particularly – challenges that are out of our control. These are political instability, availability of foreign currency, corruption, commodity prices and poverty, hence the importance of having local content that have ‘their ears on the ground’ at all times.”

Salaam Khamis Salaam Operations Director, Jambo Food Products Ltd. “There are two major challenges that I believe will impact our industry here in Tanzania.

The first challenge we will have to overcome is the question of how to deal with or absorb the increased tax without passing that additional cost onto our consumers.

“Second, is up and coming regulations on plastics, which could have a particular impact on us given we intend to grow our business by exporting more into other countries.”

Are you a CEO/Director with a company story to tell? Contact Africa Outlook now!

Disrupting the property development market...

FWJK

CONSTRUCTION

The Value-driven

See page

36 22

Visionary FWJK is disrupting the property development market with a revitalised approach to real estate that’s been dubbed co-development at cost.

David Williams-Jones, the man behind the method, tells all Writer: Jonathan Dyble | Project Manager: Eddie Clinton

FWJK evidenced by the explosive growth of the business over the past decade.

However, the firm’s offering remains unique owed to the enormous amount of capital required to operate in such a manner.

The CEO explains: “For co-development at cost to work, you have to purchase land upfront which brings with it an element of risk. Most professionals are risk adverse and prefer to live hand to mouth, but we are fortunate to be working with a strong capital base.”

Indeed, the best evidence of the company’s successful method and impeccable track record comes from its esteemed portfolio of projects.

Take its Ridge office block series, for example. Comprising eight (soon to be nine) separate A-grade commercial office developments in the Umhlanga Ridge precinct of Durban, each block has been designed in accordance with its surrounding environment.

Ridge 7, for example, captures the views provided by the coast and

CONSTRUCTION Durban cityscape with its multi-faceted facades and expansive balconies, while Ridge 8 is built to blend the green and urban spaces that surround it at ground level, doing so using perforated screens and long-spanning glazing elements that provide architectural balance.

Each of these projects have become iconic localised landmarks, a characteristic common of all FWJK’s buildings, also embodied by Illovo Point.

Totalling 15,750 square metres and home to FWJK’s own headquarters, the latter is situated on Illovo, Johannesburg’s highest point, commanding majestic views over Sandton and admired itself as a modern architectural marvel.

It is not just the company’s existing portfolio that showcases excellence, however, its pipeline comprising a number of equally exciting large-scale developments.

Asked to pick out a few highlights, Williams-Jones points straight to

REO Group Reo Group was established in 2014 in Durban as a light fitting supplier to various construction projects.

Today we have offices in Durban and Cape Town and specialise in various product solutions.

Lighting solutions We offer professional consultation, designs and supply of comprehensive lighting products, systems and solutions and service the entire market segment.

REO Group provides interior building systems, solutions and lighting to the construction industry.

Architectural ironmongery We offer comprehensive architectural ironmongery specifications and supply an extensive range of products including door handles, locks, cylinders, door controls, panic hardware, hinges and accessories.

Access and security Our smart access and security solutions provide efficient and secure spaces.

We offer the following complete solutions through our business structure

ACCESS & SECURITY | ARCHITECTURAL HARDWARE | LIGHTING SOLUTIONS

REO Group | info@reo.co.za | www.reo.co.za

www.reo.co.za

Megapile Megapile has become synonymous with piling and lateral support in South Africa over the past decade.

This is due to the dedicated and committed service we provide to our clients, including FWJK. We provide geotechnical solutions from conceptual stage, through budgeting and planning, participation in value engineering and then final implementation.

FOUNDATION PILING LATERAL SUPPORT GEOTECHNICAL SERVICES SOIL IMPROVEMENT TESTING & ANALYSIS FULL DESIGN CAPACITY

The Co- Development at Cost model that FWJK has developed has been a contributor to the sustained commercial market growth in KZN which has benefited the local building and construction industry. FWJK’s confidence in continuing to develop in the current market is very positive and commendable. We are proud to be associated with FWJK and congratulate them on their ongoing success in the property development market.

DISRUPTING THE PROPERTY DEVELOPMENT MARKET 2 | Africa Outlook issue 79

Africa Outlook issue 79 | 3

E info@megapile.co.za www.megapile.co.za

FOUNDATION PILING & LATERAL SUPPORT

9 | Africa Outlook issue 79

info@megapile.co.za | www.megapile.co.za

Africa Outlook issue 79 | 10

FWJK has told its story.

Now, why not tell yours? Our monthly magazine Africa Outlook is essential reading for business executives wanting to keep up with the latest in global news and trends affecting African businesses across all industries.

With a monthly coverage of over 185,000 readers, your company can take advantage of exposure in Africa Outlook with a FREE article and FREE digital brochure, as well as access to further digital and print-based marketing tools that could transform your business.

To share in this unrivalled opportunity, contact one of our project managers today!

w w w. a f r i c a o u t l o o k m a g . c o m

Issue 79

www.africaoutlookmag.com/get-involved TREVALI PERKOA

Extracting metals while depositing socioeconomic benefit

UMGENI WATER Changing the face of water

Complementing the production of Africa Outlook, Asia Outlook and EME Outlook magazines, Outlook Publishing’s award-winning in-house team is now utilising these same specialist production

Outlook Creative Services

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

DESIGN:

E D I TO R I A L :

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

Tom Wadlow +44 (0) 1603 959 657 tom.wadlow@outlookpublishing.com

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

Jonathan Dyble +44 (0) 1603 959 660 jonathan.dyble@outlookpublishing.com