Africa Outlook - Issue 89

GOODWE | NAS AIRPORT SERVICES

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

Cementing the Nation We report on LafargeHolcim Côte d’Ivoire, highlighting the company’s products, services and its place in a highly competitive West African construction industry UGANDA HEALTHCARE FEDERATION (UHF) Uganda’s private healthcare sector

Sabine Dall’Omo, CEO of Siemens South Africa, talks about development on the continent and the pandemic-accelerated potential for digital applications

Issue 89

travel magazine I

n a changing world, where the travel industry must adapt to challenging global situations, our mission at Outlook Travel remains the same. We will continue to showcase some of the world’s most inspiring destinations, offering real insight and comprehensive travel guides for when global mobility resumes.

ISSUE 04

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.

WORLD’S BEST DISTILLERIES

The whisky tourism industry is flourishing

VIETNAM

A feast for the senses

QUINTANA ROO Beautiful beaches, compelling culture

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.

YOUR TRAVEL GUIDE TO

BARBADOS Award-winning filmmaker Josh Trett discusses turning a hobby into a successful film and video production company

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

T

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

N

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

Rebuilding Africa

EDITORIAL Editor: Sean Galea-Pace sean.galea-pace@outlookpublishing.com Editor: Marcus Kääpä marcus.kaapa@outlookpublishing.com

It is a pleasure to warmly welcome you to the

Junior Editor: Phoebe Harper phoebe.harper@outlookpublishing.com

89th edition of Africa Outlook magazine!

PRODUCTION

And what an issue we have in store. On the cover

Production Director: Stephen Giles steve.giles@outlookpublishing.com

sits LafargeHolcim Côte d’Ivoire, a subsidiary

Senior Designer: Devon Collins devon.collins@outlookpublishing.com

of the LafargeHolcim Group, a global leader in construction materials.

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 Commercial Director: Joshua Mann joshua.mann@outlookpublishing.com TRAINING & DEVELOPMENT DIRECTOR Vivek Valmiki vivek.valmiki@outlookpublishing.com HEADS OF PROJECTS Callam Waller callam.waller@outlookpublishing.com Eddie Clinton eddie.clinton@outlookpublishing.com SALES MANAGERS Donovan Smith donovan.smith@outlookpublishing.com Josh Hyland josh.hyland@outlookpublishing.com Ryan Gray ryan.gray@outlookpublishing.com Thomas Arnold thomas.arnold@outlookpublishing.com PROJECT MANAGERS Krisha Canlas krisha.canlas@outlookpublishing.com Lewis Bush lewis.bush@outlookpublishing.com

ADMINISTRATION Finance Director: Suzanne Welsh suzanne.welsh@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 sean.galea-pace@outlookpublishing.com www.africaoutlookmag.com Like us on Facebook:

The organisation is a worldwide provider of a multitude of construction materials including cement, aggregates, ready-mix concrete and a variety of building solutions. “Over the years, we have developed a wide range of products to offer an efficient solution to main cement applications,” says Xavier Saint-Martin-Tillet, Head of West Africa Cluster.

“We believe that we must contribute to the improvement of the construction industry by offering products with a positive impact on quality and productivity.”

Next up, we have GoodWe — a world-leading photovoltaic (PV) inverter and energy storage solutions manufacturer, which is the focus of our next feature. In it, we speak with Andrew Tyler, Sales and Business Development Manager for Sub-Saharan Africa at GoodWe, to explore the company’s localised approach. “It is an extremely exciting time to be working in the solar industry, especially in Africa,” says Tyler. “We have recently reached the point where solar power is cheaper to produce than traditional forms of power, this is known as grid-parity.”

Elsewhere in the magazine, we interview Stephane Lopez, General Manager of NAS Airport Services, to learn more about how the organisation has transitioned to provide catering services to a variety of individuals and institutions that need it most during COVID-19.

Don’t miss our feature with Siemens South Africa where we examine the company’s pandemic-accelerated drive for digital applications.

Meanwhile, make sure you read our showcase of Enlit Africa 2021 to explore how it is digitally bringing the power and energy community together.

And before you go, check out our in-depth company profiles with Adrian Kenya, ARC Power, ELB Equipment, Durr Africa, Habesha Breweries, Quattro Zambia and many more!

Enjoy the issue!

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Sean Galea-Pace Editor, Outlook Publishing Africa Outlook issue 89 | 3

CONTENTS

20

10 REGULARS

6 NEWS Around Africa in seven stories

8 EXPERT EYE The role of banks in a post-COVID world

32

BUSINESS INSIGHT

10 Technology

Business for Society in South Africa Siemens driving development in South Africa

14 Economy

Business in South Africa

14

An insight into the industries driving South Africa

TOPICAL FOCUS

16 Supply Chain

Logistics Across Africa From Nigeria to Southern Africa, we examine the importance of the logistics sector to the success of pan-African industry

16 4 | Africa Outlook issue 89

INDUSTRY SPOTLIGHTS

20 UHF Uganda Healthcare Federation Spotlight The private healthcare sector in Uganda

32 Uganda National Renewable Energy and Energy Efficiency Alliance (UNREEEA) Exploring Uganda’s renewable energy sector

EVENT FOCUS

196 Enlit Africa 2021 Digitally bringing together the power and energy community

198 THE FINAL WORD If you could offer one piece of advice for a young entrepreneur entering your industry, what would it be?

AFRICA OUTLOOK MAGAZINE

F E AT U R E S

38 SHOWCASING

114 Kansai Plascon

Tell us your story and we’ll tell the world

A proud history and legacy in Africa

LEADING COMPANIES CONSTRUCTION

40 LafargeHolcim Côte d’Ivoire Cementing the Nation

Putting People First in Africa FOOD & DRINK

122 Habesha Breweries 2021 Brewing

Recovering after a challenging 2020

Innovation and meeting customer demands in cement production

130 NAS Airport Services

52 Renico Construction

Catering adapting in the face of challenges

Construction During COVID Endurance within the construction industry

60 Keller Africa

Rebuilding Construction Recovering in the face of a challenging year

68 ELB Equipment

Rebuilding South Africa’s Construction Space Offering a broad range of services from a single supplier

74 KEY Architectural Group Mindful Architecture

Laying the foundations for a brighter future

Food in Flight

HEALTHCARE

138 Total Health Trust

Making Nigeria Healthier

OIL & GAS

146 Plus Petroleum Fuelling West Africa

Pioneering bunkering in West Africa

TECHNOLOGY

152 Adrian Kenya

Enabling Innovation

Professional project collaboration across the design industry

158 DigiOutsource

92 Cimbenin

Supplying Benin’s Builders A national leader with a global backing

ENERGY & UTILITIES

96 ARC Power

Connecting Rwanda Providing affordable, reliable and clean solar electricity to rural communities in Rwanda

102 GoodWe

The Potential of Solar Power A world-leading photovoltaic inverter and energy storage solutions manufacturer

MANUFACTURING

108 Dürr Africa

A COVID Rebound Operating a diverse portfolio of products in manufacturing

96

Providing access to affordable, reliable healthcare services and wellness solutions

82 dpa lighting consultants Light in Design

174

Technological growth, innovation and integration in East Africa

108 146

Digital Development Digitalising the workforce

MINING

168 Redpath Mining Africa Mining in South Africa

South African people-centric contract mining

TRANSPORT

174 Quattro Zambia Transporting Zambia

27 years of transport excellence in Zambia

SUPPLY CHAIN

186 BAJ Freight & Logistics Moving Forward with Freight

Providing professional and quality supply chain services

122 Africa Outlook issue 89 | 5

NEWS Around Africa in seven stories…

ENERGY & UTILITIES

Angola to achieve 60 percent electrification by 2025

OIL & GAS

NEW REFINERY TO END FUEL SHORTAGES IN CONGO T H E REP UBLIC of Congo has long suffered from chronic fuel shortages. In a bid to refine more oil within the country, President Dennis Sassou Nguesso has announced that a new, bigger refinery will be constructed near the port city of Pointe-Noire. The Atlantic Petrochemical Refinery is estimated to cost $600 million and will generate 2.5 million tonnes per year.

Spread across 240 hectares, the facility will supply over 5,000 direct and indirect jobs. The project is the

ECONOMY

South Africa’s economy shrinks for the first time in 11 years due to COVID-19 F O R T HE first time in eleven years, South Africa’s economy has contracted due to the disruption caused by coronavirus lockdowns.

This significantly impacted trade and 6 | Africa Outlook issue 89

result of an investment agreement between the Congolese government and the Beijing fortune Dingheng Investment Co Ltd. Oil is the Congo’s first source of export and the country ranks 37th in the world in terms of volumes of production.

Hydrocarbons Minister Jean-Marc Thystere Tchicaya commented: “The refinery will produce automotive and aviation gasoline, liquefied petroleum gas, diesel, lubricants, bitumen, kerosene and other products.”

output in 2020, causing the GDP to shrink by seven percent according to Statistics South Africa. The shrink is the economy’s first annual contraction since 2009 when GDP reportedly fell by 1.5 percent. The decline is attributed to reduced activity across industry, commerce, restaurants and hotels. Hospitality and tourism sectors within the country have been the worst impacted by the virus, due to night-time curfews and bans on

AS A N G O L A endeavours to increase electricity access to the majority of the population, the country has forecasted a 60 percent electricity access rate to be achieved by 2025. The joint forces of France and the World Bank have collectively underwritten €344 million in an attempt to connect the provinces of Benguela, Huambo, Huila and Luanda to the national grid.

With the aim of increasing access to cheaper, and more reliable sustainable electricity, this push will benefit households, industries, businesses and small to medium sized enterprises.

Currently, only one third of Angola’s population has access to reliable electricity and constraints in electricity supply are considered one of the main elements hampering the country’s industrialisation. To achieve this goal, the government will create three separate agencies responsible for transmission, generation and distribution.

Aimed at achieving efficiency and eliminating waste, transmission lines will be expected to move from the current 2850 kilometres to 15,600 kilometres by 2025 on lines of 60 kilovolts, 220 kilovolts and 400 kilovolts. The project is expected to hasten Angola’s urbanisation.

alcohol sales, implemented as part of the effort to contain the virus. At the end of March, South Africa enforced one of the strictest lockdowns in the world – thereby effectively hampering the spread of the virus, although worsening the country’s economic outlook. Despite the current economic situation, things are expected to improve throughout 2021, with a forecasted potential growth of up to three percent.

TECHNOLOGY

TRANSPORT

Zambia’s rural farmers embrace AI

TANZANIA TESTING STANDARD GAUGE RAILWAY SYSTEM

AG R IPREDICT IS an AI-backed mobile application that offers instant information regarding plant diseases and weather patterns. Now, over 22,000 farmers in Zambia are using the app, making use of information that previously would have only been available from agricultural experts and meteorologists. This has allowed the farmers to cut costs and run their farms more efficiently. The app also offers a platform to sell their produce.

TH E W H E E L S are in motion to begin testing for the completed 300 kilometre stretch of Tanzania Railways Corporation’s standard gauge railway electric system, running between Dar es Salaam and Morogoro. This comes after $30 million has been invested by the Tanzanian government to build the necessary power infrastructure to complete this first phase. The tests will take place over three months and will be run by four substations. The test will be divided into two stages; the unit and the component test, to ensure that the system is properly installed and has a reliable connection to the national grid.

ECONOMY

Unemployment at an all-time high in Nigeria ACCO RDING TO the National Bureau of Statistics, Nigeria’s unemployment rate is the highest that it has been in the last 13 years.

The report stated that the number of unemployed people in the country has increased from 21.7 million in the second quarter of 2020, to 23.1 million people in the fourth quarter of last year. This makes it the second highest unemployment rate in the world.

Nigeria’s unemployment rate has

Before AgriPredict, farmers would have had to consult an agricultural expert in the event of a crop failure to offer direct advice. In certain rural areas, this in-person assistance is not always readily available. Now, technology will fill the void.

more than quadrupled during the past few years due to the two recessions suffered under the administration of President Muhammadu Buhari. In January 2021, the country’s inflation rose to its highest level since 2008.

This is suspected by analysts to have been triggered by the aftermath of the pandemic, dollar shortages and restrictions on imports of certain food items.

Later that month, Nigeria launched a programme to provide jobs for more than 750,000 young people. The rate of unemployment is expected to continue rising as population growth outpaces the country’s output expansion.

H E A LT H C A R E

PROMISING DEVELOPMENTS FOR DIABETES PATIENTS IN REMOTE SETTINGS A H E A LTH C A R E team composed of employees from Doctors Without Borders and the University of Geneva have successfully demonstrated that an insulin cartridge can be stored for four weeks at 37°C without compromising its effectiveness. In regions such as sub-Saharan Africa, where many diabetics are forced to travel to a clinic for daily injections if they do not have a refrigerator at home, it is a breakthrough development.

The insulin storage tests were conducted under temperatures between 25-37°C over four weeks, in an attempt to mimic real conditions.

Africa Outlook issue 89 | 7

EXPERT EYE

The Role of Banks in a Post-COVID World

As the world continues to adapt to a ‘new normal’ brought about by the COVID-19 pandemic, what does the future hold for financial institutions?

Written by: Kweku Bedu-Addo, CEO of Standard Chartered Bank South Africa & Southern Africa

T

he COVID-19 global pandemic has brought forward the future.

It has brought about humanity’s biggest challenge in a century, to choose between life and livelihoods.

In the immediate aftermath of the pandemic, banks have played a supporting role to clients and communities. Standard Chartered announced a commitment of $1 billion globally to support companies in the health delivery supply chain to combat the COVID-19 pandemic, and an additional $50 million to assist communities in presence markets, especially Africa.

Generally, banks have entered the COVID crisis much stronger and resilient than they did before the global financial crisis of 2008.

This resilience is owed in part to 8 | Africa Outlook issue 89

the raft of regulatory reforms and stronger supervision since 2008, aimed at ensuring adequate capital and liquidity buffers against marketwide stress and also to avoid future taxpayer bailouts. Bank resilience notwithstanding, there is a catch!

Well, several!

Many jurisdictions have placed fighting this pandemic at par with war by employing emergency measures and massive fiscal stimulus packages to provide relief to businesses and households and hopefully to bring the public health crisis under control.

Relative to Q1 2020, total lockdown is now perceived as a blunt instrument in responding to the pandemic due to its potential for economic destruction and jeopardising livelihoods. There is some convergence of views towards

recalibrating easing of lockdown alongside placing high emphasis on both corporate and individual responsibility to obey public health recommendations and to observe good hygiene.

As the world emerges from lockdown, the nature and shape of the recovery is an important variable.

Whether the recovery is a V-shape, U-shape or a W-shape makes a world of a difference to how banks will respond. We are only beginning to understand and measure the true economic cost of the pandemic, transmitted through lockdown and the deleterious effects on growth and the viability of some sectors. Many companies around the world face the grim prospect of possible collapse, necessitating tough survival decisions

on rationalisations, write-downs of asset values and other corporate actions.

National governments need to determine the right balance between restarting economic activity and growth without compromising the capacity of healthcare infrastructure.

The ability to do so would, in turn, influence the nature and shape of the recovery as well as which companies or sectors can survive the new reality, and which would fail.

Then there is digitisation. Digitisation and the new ways of working will define who stays competitive, productive and can survive. Almost every sector or industry and even governments will need to invest in digital solutions to future-proof their survival and relevance.

While banks certainly have a critical role to play during and post-crisis, the reality is there is no certainty or clarity on how events might unfold. In the meantime, a better understanding of the nature, virulence and measures to conquer the invisible enemy remains elusive, thereby drawing parallels with the expression “fog of war”. The unfolding challenges and after-effects

of the pandemic are not sequential or in any particular order. Neither will the responses be. Responses need to be diligent, intelligent and wise in order to safeguard the future.

The pre-COVID bank resilience is a necessary and comforting condition but insufficient for post-COVID recovery unless banks themselves can successfully navigate the fog of this new war to avoid joining the casualty list that is beginning to grow around the world. They will certainly be dealing with elevated credit risk, strains to capital and liquidity and heightened operational and cyber security risk, among others.

Livelihoods and economic security look fragile in the short run as the pandemic exposes cracks, fissures and chasms in the existing socio-economic order globally. This systemic stress could precipitate a repurposing of legacy political, economic, social and security arrangements by national governments which could be consequential to businesses recovery and viability, household incomes and social cohesion. For the banks, it becomes a waiting game!

ABOUT THE EXPERT Kweku Bedu-Addo is the CEO of Standard Chartered Bank South Africa & Southern Africa.

Holding degrees in Agricultural Economics and Economic Policy Management, Bedu-Addo has been with Standard Chartered for much of his career. In 2004 he became Executive Director for the company’s Zambian business, before moving to Singapore in 2007 where he assumed the role of Director at the firm’s corporate head office.

In 2009 he moved to Ghana, becoming CEO and Managing Director of the Ghana division in 2010. After serving two years as Managing Director and Chief Executive Officer of the West Africa 2 Cluster, he moved to Johannesburg in 2017, where he continues to fulfil his role as CEO for the South Africa & Southern Africa region.

Africa Outlook issue 89 | 9

SIEMENS SOUTH AFRICA

BUSINESS FOR SOCIETY IN SOUTH AFRICA

We spoke with CEO of Siemens South Africa, Sabine Dall’Omo, about the complicated context of development on the continent and the pandemic-accelerated potential for digital applications Writer: Phoebe Harper 10 | Africa Outlook issue 89

TECHNOLOGY

S

iemens has long been at the forefront of integrated technology, specifically using its presence in Africa for the past 157 years to drive much-needed innovation on the continent and further social development.

We spoke with Sabine Dall’Omo, CEO at Siemens Southern and Eastern Africa, who originally joined the company back in the 1980s.

Then, Siemens was a producer of steel pipes and other heavy industrial products. The company has since evolved dramatically, enjoying status as a global powerhouse in integrated technology spanning the electrification, automation, and digitalisation value chain.

“Electrification of the grid, automation as well as digital applications in electrification and automation – that is what makes Siemens,” Dall’Omo informs us.

During the years of her tenure, Dall’Omo has witnessed the rise and fall of many different technological trends and developments - none more notable than the contrast in entering an industry at a time when nuclear power was prevalent, compared to the advent of electrification and other renewables that shapes the energy sector today.

“I was interested by the proposition of the development of electricity, specifically, at that time, in what was still a nuclear world,” she recalls.

Of course, 1986 - the year that Dall’Omo joined Siemens – turned out to be a seismic year for nuclear, as the events of Chernobyl “changed the outlook on nuclear energy significantly,” she comments.

The fallout of the nuclear disaster accelerated Siemens’ exploration into more conventional electricity supply.

Fast forward a few decades, and once again the aftermath of widespread calamity caused by the pandemic has fast-tracked much needed developments, specifically within the African continent.

As Dall’Omo acknowledges, Southern Africa has not always been at the forefront of innovation as many developments don’t get off the ground due to a paucity of market information and a lack of funding or government support.

“The South African market is a challenging space to work in because of long decision times and not necessarily moving reforms fast enough through the pipeline,” she comments.

“I think specifically in the infrastructure environment – you will see from the budget assessment and its feedback that the South African government have significantly underspent in the last year on infrastructure in relation to GDP

– so that’s definitely a challenging environment,” Dall’Omo informs us.

It is, as Dall’Omo describes “bittersweet”, since the more time that you dedicate to projects and initiatives, the more rewarding it is when they finally come to fruition.

“For instance, some of our partners in mining companies have now received their own generation licence for more than 10 megawatt (MW) – I believe they both now have 40 MW on their capacity production licence, and these are really positive things.”

Rather than government hampering technological advancements, it is through industry partnerships and joining forces with government bodies, that a promising future will be possible, particularly with regards to the development of a ‘Smart Infrastructure’ within South Africa.

“In the context of the legislation of this country specifically, as many aspects are state run, there are many municipalities which, unlike Johannesburg or Pretoria, don’t have the financial means to actually implement smart technologies.

Therefore, the idea must be from businesses together in partnership with the government to identify the ways to ensure that service delivery takes place in a smart infrastructure, and that business develops together with the government.”

An example of this is Siemens’ joint project with Volkswagen, ‘Moving Rwanda’ which was launched last year in Kigali and involved the roll out of an e-charging station and 50 electric VW Golfs.

“It is a flagship project as a form of modern technology on the continent.

I’m also very proud of it because it shows that in a time when it was perceived to be difficult to do business in Africa, we did relatively well.”

“It’s not a big project and Kigali is definitely not the biggest city on the continent but the benefit of it is that it showed that within a time frame of less than a year, two big players on Africa Outlook issue 89 | 11

SIEMENS SOUTH AFRICA

12 | Africa Outlook issue 89

TECHNOLOGY the industrial side were able to put our heads together and come up with the concept, get the buy in of the government and all the certificates you need and have the whole thing established, rolled out and available as a service – rather than one of these forever in Africa developing projects,” she elaborates. The support of the Government of Rwanda and of the City of Kigali for this project was outstanding.”

Pilot projects such as this are invaluable.

“That means for us that we have a showcase on the African continent that we can learn from.”

Siemens continually endeavours to change the continent’s reputation by levelling the playing field.

“One part of what is most important to Siemens is our reflection on the African continent. We ensure that we roll out the same technology as we would in Europe and the US because we believe that only if you have cutting edge will you be able to be competitive in the future.”

Dall’Omo attributes Africa’s increased acceptance of digitalisation and a renewed appreciation for technological advances to the pandemic.

“I do believe that, with COVID19, we have seen the topic of digital applications, digitalisation, e-communication, really fast track in a way that people would not have assumed ever.”

Although hesitant to put a positive shine on an unprecedented pandemic, for Dall’Omo it has consolidated both the company and the continent due to the increased presence of members, stakeholders, and overseas partners attending meetings and conferences virtually.

“Africa became closer, whether you sit in Munich or Johannesburg, you have the opportunity to have meetings where more people can participate.

This has created much more of an active exchange with the workforce, management, and with clients.”

“OUR CORE VALUE AT SIEMENS IS BUSINESS FOR SOCIETY - IT’S MORE THAN JUST HITTING THE NEXT QUARTER” – SABINE DALL’OMO, CEO, SIEMENS SOUTH AFRICA This challenging time has also highlighted Siemen’s future direction by identifying the needs of the continent.

“Now, we are shaping trends in the context of digitalisation. We are talking to clients, partners, and stakeholders of any sort, specifically around data security, because everyone has understood in the COVID times that digital applications are important. More and more companies have a strong interest – this is clearly a strong field for Siemens to shape the future of that technology.”

Indeed, it is this idea of fulfilling an interest that is crucial to the successful adoption and implementation of the systems and solutions that Siemens offer. Dall’Omo reminds us of the fact that there needs to be an interest in the first place for technologies to be accepted, and particularly in Africa, this is not always the case.

“In South Africa, there are a number of areas where there is interest, specifically when it comes to electricity and water – so there is possibility here for what has clearly not yet been developed in the digital space,” she comments.

Dall’Omo also identifies renewable energy and grid management as a sector that calls for development.

“There have been a few activities with regards to electricity meters, but they’re not on the level that they should be. It’s a prepaid meter where you load cash/ credits – that’s not necessarily so smart!”

Within the African context, Dall’Omo is optimistic about the

advent of renewable energies, largely thanks to the country’s Integrated Resource Plan.

“Out of all the areas of investment, a large chunk will go into green energy.

This is a good thing since South Africa signed the Paris Climate Agreement in 2015 and therefore, we need to adhere to these serious commitments as a country.”

Siemens reflects this interest and embodies the concept of thinking globally whilst acting locally.

“We have a project here in South Africa in partnership with German development agency GIZ, close to the border with Lesotho – it’s a small solar farm with less than 500 kilowatts of electricity that’s for a farming community, to get them off-grid and ensure they have sufficient electricity to run irrigation in an agriculturally dominated environment.”

“To have these kind of technologies integrated into a smart grid where the community can run their own application – these are the things which make us proud, showing that it is possible to have this kind of technology where everyone thinks that power can only come from coal,” she comments.

Across the wide range of operations that Siemens encompasses, providing market-specific solutions across a myriad of industries, Dall’Omo recalls the ethos that ties it all together, particularly within developing countries.

“Our core value at Siemens, is business for society – it’s more than just hitting the next quarter,” she concludes.

Africa Outlook issue 89 | 13

BUSINESS IN SOUTH AFRICA

BUSINESS IN We examine South Africa and explore how the country will recover post-COVID-19 Writer: Sean Galea-Pace

S

outh Africa is one of Africa’s most popular destinations.

According to Statistics South Africa’s latest Tourism and Migration Survey, around 3.5 million travellers passed through the country’s ports of entry in August 2017. The countries with the largest number of tourists visiting South Africa were from the United States, UK, Germany, the Netherlands and France. Most of the tourists visiting South Africa from elsewhere in the continent came from Southern African Development Community countries.

In 2018, the number of tourists visiting South Africa reached over 16.4 14 | Africa Outlook issue 89

million, a figure that pre-COVID, was only expected to increase. Originally, it was forecasted that by 2023, South Africa would see the number of tourists surpass 19.6 million. In fact, South Africa ranked second in the leading African countries in terms of international tourists’ arrivals, according to Statista.

Indeed, COVID-19 has hit South Africa hard. Strict lockdown regulations at the beginning of the

pandemic meant a seven percent contraction in 2020. This year is set to see an estimated growth of 3.6 percent, supported by a commodity price rise and a rollout of the vaccine.

The impact of the pandemic saw government debt with debt-toGDP forecast to reach 81.1 percent in 2020/21 and the fiscal deficit 14.7 percent.

However, South Africa remains the most sophisticated and developed economy in Africa and has highclass firms in finance, real estate and business services, manufacturing and wholesale and retail trade. The country is regarded as the gateway to Africa for investors because of comparative sophistication, ease of doing business, continental expertise and ability to act as a base for critical services for doing business on the rest of the continent. The African

ECONOMY Continental Free Trade Agreement took effect from January 2021 and is the key in unlocking Africa’s potential in its post COVID-19 growth recovery.

Overall, Africa’s GDP is anticipated to rise by between $28 billion and $44 billion following full implementation in 2040.

South Africa is Africa’s largest economy after Nigeria. However, the country is still encompassed with a large poverty rate and unemployment rate which is ranked in the top 10 countries globally for income inequality. In 2015, 71 percent of net wealth is held by 10 percent richest of the population, whereas 60 percent of the poorest held only seven percent of the net wealth and the Gini coefficient was 0.63, whereas in 1996 was 0.61.

The country has a marketorientated agricultural economy that is highly diversified and includes the

production of all the major grains with the exception of rice, such as oilseeds, deciduous, subtropical fruits, sugar, citrus, wine and most vegetables.

Livestock production includes cattle, dairy, hogs, sheep and welldeveloped poultry and egg industry.

Value-added activities in the industry include slaughtering, processing and preserving of meat, processing and preserving of fruit and vegetables, dairy products, grain mill products, crushing of oilseeds, prepared animal feeds, sugar refining and cocoa, chocolate and sugar confectionary.

The grain industry, which encompasses barley, maize, oats,

“SOUTH AFRICA REMAINS A PREVALENT TOURIST DESTINATION AND THE INDUSTRY ACCOUNTS FOR A SIGNIFICANT PROPORTION OF THE COUNTRY’S REVENUE”

sorghum and wheat, is one of the largest agricultural industries within South Africa, contributing to over 30 percent of the total gross value of agricultural production. The sector consists of a range of key stakeholders such as input suppliers, farmers, silo owners, traders, bakers, millers, research organisations. The animal feed sector is a key player in the grain supply chain. Around six million tonnes of grain and 1.6 million tonnes of oil cake are used by the animal feed manufacturing industry in South Africa.

Indeed, corn is the largest locally produced field crop and is the most important source of carbohydrates in the SADC region for animal and human consumption. South Africa is the main corn producer within the SADC region, with an average production of approximately 12 million tonnes per annum. Local commercial consumption of corn equates to over 11 million tonnes, and surplus corn is usually exported.

The agricultural industry contributes to around 10 percent of

South Africa’s total export earnings in FY 2019 at a value of $10.7 billion.

Citrus, wine, table grapes, corn and wool are the largest exports by value. South Africa also exports commodities such as nuts, sugar, apples, pears and mohair. It is one of the largest growth potentials in the economy. Food and raw materials are traded in the European and Asian winters and the demand in South Africa is growing for high quality fruits, nuts and vegetables. The sector in South Africa is characterised as being a dual system.

During 2019, the United States exported $389 million of agricultural, fish and forestry products to South Africa, which is up by nine percent from the previous fiscal year. Major products exported by the United States to South Africa included, poultry meat, wheat, planting seeds, distilled spirits and tree nuts.

Post-COVID, South Africa will seek to bounce back through tourism.

South Africa remains a prevalent tourist destination and the industry accounts for a significant proportion of the country’s revenue. Following a challenging 2020, a prosperous 2021 would be a welcome tonic.

Africa Outlook issue 89 | 15

TOPICAL FOCUS

LOGISTICS ACROSS AFRICA From Nigeria to Southern Africa the logistics industry is critical to the success of pan-African industry Writer: Marcus Kääpä

G

lobally, logistics is essential to the smooth operation of industries across the board.

The transportation of goods and resources, whether by means of land, sea or sky, is a necessary part of the way business functions, and a 16 | Africa Outlook issue 89

critical aspect in the import, export and trading capacity of regions and nations worldwide.

In the US for example, a vast landmass containing multiple landlocked states, 74 percent of freight is made up of land-based and trucking transport, while rail and water make up 11 and five percent respectively.

Present day logistics has evolved a lot, even since the last decade.

Technological solutions and continual advancements have given rise to

many new innovations in the fields of transport, organisation and communication. Examples such as the switch from fossil-fuels to electric and hybrid vehicles, AI systems and automated control, high-level connectivity come to the fore of thought. Temperature controlled logistics is another crucial development in the sphere. The ability to store, preserve and transport sensitive cargo, such as food stuffs or pharmaceuticals, has been game changing; not to mention crucial in the past year.

Across Africa, logistics is a vital element to the continuation and growth of national and continental GDP as well as livelihoods.

A prime example of this is the forestry industry in East Africa. The region is home to a large portion of the greater continent’s logistics, supply chain and shipping sectors.

SUPPLY CHAIN “FELT ALL OVER THE WORLD, AND IN AFRICA, THE LOGISTICS INDUSTRY HAS WEATHERED THE IMPACT OF THE PANDEMIC WHEN MANY OTHERS HAVE STRUGGLED TO”

In the forestry industry, a mixture of rough terrain and the requirement of specialised industry equipment leads to a stable and reliable supply chain and logistics being one of the most vital elements to operational success.

In this industry, raw materials for electrification and construction projects lead to the critical need for the fluid and practical transportation of such resources and equipment.

Not only is rough terrain transport and freight a necessary and skilled line of work, the necessity for such an element of industry work has formed a source of job provision for communities in rural areas of the East African region.

Southern African mining sees a similar necessity in freight and logistics. Within the manganese mining sector for example, South Africa has managed to cement itself as a global leader in manganese

production, providing and sourcing over 80 percent of the resource across the globe.

When we look towards the start of the 21st century, South African manganese exportation reached approximately eight million tonnes annually, and as of last year, this increased to around 20 million tonnes. In the manganese sector the mixture of increased digitalisation; the aforementioned advancement of organisation, communication and connectivity, allow us to see how far operations have come, and how much further they can evolve.

Certainly, for the Southern African mining sector partner and supplier relationships relating to services such as crushed ore transport, drilling equipment provision and resource freight are critical to continued and fluid operation. This inter-continental monopoly on manganese extraction and provision would not be possible without the reliable logistical efforts that transport the product and perform other necessary roles, and in this way logistics can be arguably considered one of the biggest elements of the mining industry – without it, companies would lack the capability to export materials to their customers.

To the west of the continent, Nigerian logistics has fluctuated in the past decade.

The recession cycle of 2014 to 2016 caused disruption and decline in the sector. Yet after this, the nation’s industry was one of the fastest growth

sectors of the economy, with its 2018 value estimated at ₦250 billion ($694 million).

Following the surge of revenue leading up to 2020, the sector was hit hard by the impact of the COVID19 pandemic, and there followed a resulting temporary decline while countries across the world got to grips with new restrictions and health and safety laws and guidelines.

Currently the mixture of COVID-19 related challenges and a need for increased infrastructure is causing challenges for the growth of logistical operations, nevertheless it is a vital aspect to Nigerian operations.

Rivers State is a region of Nigeria known for its industry. Its capital, Port Harcourt, includes two major seaports (in Onne and Port Harcourt Port) from which the nation provides import and export shipping internationally, and which are a vital element to Nigeria’s logistical operations. From this individual area the city connects itself to multiple eastern regions of the nation, and this system has become an important gateway into major markets, both domestic and regional.

These eastern regions of Nigeria are renowned for their oil and gas sectors; a critical commodity delivered to locations across the globe; a large contributor to Nigerian wealth, and one of the many impacted by COVID-19.

Felt all over the world, and in Africa, the logistics industry has weathered the impact of the pandemic when many others have struggled to. Due to their necessity, many logistics companies have been allowed to continue their operation throughout the government-imposed lockdowns in multiple countries.

Now, with mass vaccine rollouts becoming increasingly available across the continent and the globe, the African logistics industry is at the forefront of driving transport and delivering industry success into the future.

Africa Outlook issue 89 | 17

DESIGNWILKES | BUKALAPAK

GOODWE | NAS AIRPORT SERVICES

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Issue 89

Cementing the Nation

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Issue 48

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Issue 40

ANT YAPI GROUP

Gold Fields Australia

We report on LafargeHolcim Côte d’Ivoire, highlighting the company’s products, services and its place in a highly competitive West African construction industry

BAR LOUIE | ELM COMPANIES

MARELLI | TRUMPF GROUP

Construction, development and people-centric operation

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Issue 02

KEYTRONIC Offering a unique blend of high caliber design, engineering and manufacturing services

KAOLIN EAD The oldest operating mining firm in Bulgaria

Gold Fields Australia showcases the potential of employee, environment, and community-centric business, we spoke to Stuart Mathews, Executive Vice President: Australasia, to learn more

UGANDA HEALTHCARE FEDERATION (UHF) Uganda’s private healthcare sector

A NEW FRONTIER

Making

We talk to PACCAR about the company’s progressive mission to place innovation, sustainability, and people-centric values at the forefront of business

Machinery KR Pfiffner Group and its innovative, forward-thinking approach in manufacturing

Sabine Dall’Omo, CEO of Siemens South Africa, talks about the development on the continent and the pandemic-accelerated potential for digital applications

Le Hoang Diep Thao tells the story of the rise of TNI King Coffee, a Vietnamese coffee brand and café franchise

Mark Fox, CEO at Roadchef, reveals how the company has responded to the reality of serving a nation in lockdown

Andrew Kimmel of AuraNexus, discusses how the organization is personalizing learning at scale across the United States

the continent and the pandemic-accelerated potential for digital applications Sabine Dall’Omo, CEO of Siemens South Africa, talks about the development on

Coffee, a Vietnamese coffee brand and café franchise Le Hoang Diep Thao tells the story of the rise of TNI King

responded to the reality of serving a nation in lockdown Mark Fox, CEO at Roadchef, reveals how the company has

is personalizing learning at scale across the United States Andrew Kimmel of AuraNexus, discusses how the organization

FRONTIER A NEW

Machinery forward-thinking approach in manufacturing KR Pfiffner Group and its innovative,

Making

healthcare sector Uganda’s private

(UHF) FEDERATION HEALTHCARE UGANDA

West African construction industry services and its place in a highly competitive highlighting the company’s products, We report on LafargeHolcim Côte d’Ivoire,

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

Tell us your story, Australia Fields andGold we’ll tell the world.

people-centric values at the forefront of business mission to place innovation, sustainability, and We talk to PACCAR about the company’s progressive

Australasia, to learn more Stuart Mathews, Executive Vice President: community-centric business, we spoke to potential of employee, environment, and Gold Fields Australia showcases the

mining firm in Bulgaria The oldest operating

KAOLIN EAD

and people-centric operation Construction, development

ANT YAPI GROUP

Issue 89

w w w. a p a c o u t l o o k m a g . c o m

Issue 48

w w w. e m e o u t l o o k m a g . c o m

Issue 40

manufacturing services caliber design, engineering and Offering a unique blend of high

KEYTRONIC

w w w. n o r t h a m e r i c a o u t l o o k m a g . c o m

Issue 02

Africa Outlook, APAC Outlook, EME Outlook and North America Outlook are digital and print publications aimed at boardroom and hands-on decision-makers, reaching an audience of more than 800,000 people around the world; spanning the full range of industrial sectors.

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With original and exclusive content compiled by our experienced editorial team, we look to promote the latest in engaging news, industry trends and success stories from across the globe.

Your company can join the leading industry heavyweights enjoying the free exposure we provide across both digital and print platforms with a free marketing brochure, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and to help you grow your business.

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INDUSTRY SPOTLIGHTS Welcome to our series of spotlights.

These reports dive into specific segments of economies across the region, featuring exclusive insight from associations and organisations in the know.

Uganda Healthcare Federation (UHF) Uganda National Renewable Energy and Energy Efficiency Alliance (UNREEEA)

INDUSTRY SPOTLIGHT

UGANDA’S PRIVATE HEALTHCARE SECTOR Uganda’s healthcare sector takes pride in overcoming obstacles.

Now, ongoing developments and investments within the private sector encourage convergence with state healthcare to improve an underfunded yet overcrowded system Writer: Phoebe Harper | Project Manager: Krisha Canlas

T

he progress of the healthcare sector in Uganda resembles a series of peaks to climb and challenges to overcome, much like the mighty Rwenzori Mountains that skirt the country’s southwestern border.

What led Winston Churchill to dub Uganda, ‘The

20 | Africa Outlook issue 89

Pearl of Africa’, namely the spectacular variety of landscapes that work wonders for tourism, is conversely at odds with the welfare of its inhabitants.

By impeding accessibility to medical facilities and obstructing the distribution of healthcare provisions, for those living in rural areas, Uganda’s topography

UGANDA HEALTHCARE FEDERATION (UHF)

UGANDA’S FACTS & FIGURES Total Population (2020): 42,316,518 (Uganda Bureau of Statistics) Life Expectancy at birth (m/f) (2020): 60.7/65.2 years

INTRODUCTION

presents a natural obstacle. Medical access is frustrated by the distances many are forced to travel, particularly for those households with only the most rudimentary means of transport.

Uganda has historically struggled when it comes to healthcare – indeed, throughout the 1980s and early 1990s it was reputed as one of the worst systems in the world. Overwhelming challenges persist to this day, primarily a lack of proper funding and limited access to resources.

Approximately half of the country’s hospitals are government-operated, and the largest and most advanced facilities are found within the hilly urban capital of Kampala. It is estimated that just half of Uganda’s population have access to medical facilities, with approximately 70 percent of doctors practising in urban areas – home to just 20 percent of the population.

Situated within the Nile basin, where the mighty river finds its source, clean water is a considerable problem in Uganda. According to Water Aid, 21 million people in Uganda live without clean water.

The country has long been plagued with a range of maladies relating to a distinct lack of clean water, including typhoid and diarrhoeal diseases that can be fatal.

Mass action continues to be taken to combat these threats to the population, as malaria remains one of the leading causes of death in the country.

Anti-malarial medicine is generally in short supply, and according to a report released in 2020 from the Uganda Bureau of Statistics, 28.9 percent of the population were carrying malaria.

Venereal diseases, primarily AIDS – known locally as ‘slim’ due to its wasting effects – have wreaked havoc for healthcare in Uganda since the early 1980s when the disease was at its peak. The country has progressed significantly in its treatment and education surrounding the disease, and in 1998, Uganda became the first country in sub-Saharan Africa to report a decrease in the reported numbers of HIV infections. Today, the rate is down to just 6.5 percent, after having initially reached 30 percent of the population.

With regards to public healthcare, Uganda was also ahead of most African countries in providing free universal access to state health facilities beginning in 2001. This resulted in an 80 percent increase in visits, with over half coming from the poorest 20 percent of the population.

Within the non-state healthcare sector, many privately funded organisations are dedicated to extending and improving local healthcare services and educational initiatives within rural communities, where poor sanitation can be a serious impediment to effective healthcare. In recent years, publicprivate partnerships have been extended to improve healthcare access for vulnerable populations, although the relationship between the two sectors can be a problematic one.

As an essential component of Uganda’s healthcare system, the private sector plays a critical role in the delivery of medical services with little financial support from the public sector and governmental bodies. There is a general scepticism towards the sector, resulting from the misguided conflation of ‘private’ and ‘profit’ which has historically been amplified by poor inter-sector communication. As a result, the moniker of private health facilities was changed from PNFP providers (private not-for-profit), to ‘PHP’s – private health providers. Today, over 70 percent of health services are sought from PHPs.

INTRODUCTION

Total expenditure on health as percent of GDP (2014): 7.22 (WHO’s Global Health Observatory)

Africa Outlook issue 89 | 21

ECUREI CHANGING THE NARRATIVE OF MEDICAL IMAGING, RADIOLOGY AND BIOMEDICAL TRAINING IN AFRICA. aunched in 2002, Ernest Cook Ultrasound Research and Education Institute (ECUREI) is a unique Degree awarding Institution of higher learning specializing in Medical Imaging and Bio-medical Engineering training. It is recognized and accredited by the National Council for Higher Education (NCHE) as well as the Ministry of Education and Sports under the category of “Other Degree Awarding Institutions”. ECUREI also offers patient care services in Mengo Hospital Radiology department.

ECUREI is a local Institution named after Dr. Ernest Cook who came to Uganda in 1907 and installed the first X-ray machine at Mengo Hospital in 1910. Dr. Ernest Cook was a nephew of Sir Albert Cook who introduced the first western Medicine Hospital at Mengo in Uganda and East African region.

The Idea of ECUREI was conceived when Professor Henry Kasozi received a WHO fellowship at Thomas Jefferson University division of Ultrasound in Philadelphia. He met with Professor Barry Goldberg who offered support in training the first Radiologist in Ultrasound and influ-enced donation of the first equipment ECUREI had. Professor Henry Kasozi one of the Pioneers of Ultrasound in Uganda referred his students Prof. Michael Grace Kawooya and Prof. Elsie Kiguli Malwadde for training in Radiology at Jefferson Ultrasound Institute (JUREI) of Thomas Jefferson University and later an idea of training Radiologists in Africa was born in Uganda.

Students practice Ultrasound on pregnant mother To avert this scarcity, ECUREI started offering the Ordinary Diploma in Ultrasound (ODU) in affiliation with Thomas Jefferson University (USA).

In 2003, a higher diploma in ultrasound was introduced, a program that attracted many students from the rest of Africa. In 2005 ECUREI developed and started teaching a Diploma in Medical Radiography (DMR). Due to the cost of operation involved in the training of specialized cadres in the field of Radiology, very few institutions are interested in taking on this task. In Uganda only Makerere University and Mbarara University of Science and Technology among Government institutions has been brave enough to take on this kind of training while other private institutions are only able to offer certificates and Diplomas in Radiology. ECUREI being the only private Ugandan institution offering bachelors and masters’ degrees in this specialty is committed to continue providing the service in an effective and efficient manner that minimizes the cost of training without compromising the quality of programs offered. Due to its pragmatic leadership and management, it has grown to its current stature with its brand reaching many countries across Africa, India and even parts of Europe to attract students. These students come from countries such as Kenya, Tanzania, Rwanda, Zambia, Congo, Burundi, Botswana, Zimbabwe Ghana, Nigeria, Malawi, Zimbabwe, Namibia, India, Netherlands, United Kingdom and Kosovo.

ECUREI’s Niche and Unique position in Africa; Prof. Kawooya Grace Michael (Addressing Graduation Congregation) In the recent years, Ugandan population has significantly increased from about 30 million people in 2010 to 44.26 million in 2019 (Worldometers, 2020), countries within the East African region and Africa in general have also experienced steady population growth with Tanzania at 57.3 mil-lion and Rwanda at 12.21 million. The increased population has led to increase in the disease burden within the region and particularly in Uganda; more people with sophisticated diseases and medical conditions such as HIV Aids, Tuberculosis, Malaria, High infant and maternal mortality rates among others are being registered in the health units. As expected, more hospitals and health units have been established within the region in response to increased disease burden and pandemic outbreaks including the novel COVID 19. According to UBOS (2019), the number of For-profit, not for Profit and government health facilities has increased from 2373 to 2795, from 947 to 1009 and 3084 to 3133 respectively between 2017 and 2018. However, the proportionate increase in the health facilities is far below the proportionate increase in the disease burden and the number of trained professionals to counteract the burden. According to Prof. Kawooya Michael, the number of Health workers especially in the field of Medical Imaging and Radiology were even more alarming in comparison to other specialties.

ECUREI invests in quality research and ensures all student training and patient care services are appropriate and of high quality. ECUREI has state of the art modern Ultrasound, X-ray, Computerized Tomography (CT) and Magnetic Resonance Imaging (MRI) equipment which is all used in the training of Health workers plus high quality patient care services. The above equipment is maintained in tip top condition by an in-house Biomedical Engineers. ECUREI was the pioneer of Biomedical Engineering training in Uganda and still has a niche in the same as number one producer of hands on graduates. ECUREI is the only formal Ultrasound training institution in the country and south of sub-Saharan Africa except South Africa. ECUREI seeks to expand and extend her services nearer to her students and patients.

ECUREI Staff prepares patient for CT Scan

The Map of Africa Below shows Countries in Africa from where ECUREI’s graduates have come:

Other programs offered include: 1. Diploma in Diagnostic Ultrasound (ODU) in affiliation with JUREI 2. Diploma in Biomedical Engineering (DBE) 3. Diploma in X-ray pattern Recognition (DPR) 4. Diploma in Health Management and Administration (Dip HAM) 5. Diploma in Early Childhood Health and Education (Dip ECHD) 6. Diploma in Cold Chain Storage and Instrumentation (DCC) 7. Diploma in Medical Radiography (DMR) ECUREI offers programs at Certificate level as follows:1. Higher Certificate of Education (Biological Sciences) 2. Physics Bridging Course (PBC) 3. Point of Care Ultrasound (POCUS) ECUREI is in the best position to deliver the proposed solution of manpower deficiency in Medical imaging due to its reputable profile in radiology patient care services and training expertise. The Institute is serving as the regional Centre of Excellence (COE) for World Federation of Ultrasound in Medicine and Biology [WFUMB] and is the only center in Africa. ECUREI is accredited as training institution in radiology and biomedical engineering by the Uganda National Council of Higher Education (NCHE) in the category of “Other Degree Awarding Institutions” (ODA) and is in position to acquire charter status if it constructs its own home. Professor Michael the Deputy principal of the institute was awarded by the Honorary Membership of the European Society of Radiology (ESR) in February 2019.

ECUREI’s niche as a leader in Medical Imaging training in the whole of Africa has attracted many international students even outside Africa.

The graduates are mainly from: Uganda, Kenya, Tanzania, Rwanda, D.R. Congo, Sudan, Zambia, Ghana, UK, USA, India and Holland and all are gainfully employed. The high competitiveness for ECUREI graduates also makes them more mobile than the already highly mobile other health workers and increased brain drain of medical worker. ECUREI constantly loses highly trained staff to High Income Countries which puts on pressure to produce more quality staff albeit with-standing the above constraints.

The above highlights the importance of ECUREI for being the only formal Ultrasound training Institution in Uganda but whose graduates are highly competed for both within the country, the rest of Africa and even in the developed world. With time and with the realization of the growing need for other health courses, ECUREI has broadened its training goals to encompass other training fields. Currently, the institute conducts Nineteen (19) academic programs.

To date, ECUREI has graduated over 1,638 students (with 61% males and 49% Females) since inception.

Currently the following Programs are offered by ECUREI ECUREI offers programs at Master’s degree level as follows:1. Masters of Diagnostic Ultrasound (MDU) 2. Masters of Medical Imaging (MMI) 3. Master of Medicine –Radiology (MMed-Rad) ECUREI offers programs at Degree level as follows:1. Bachelors of Diagnostic Ultrasound (BDU) 2. Bachelors of Medical Imaging (BMI) 3. Bachelors of Physiotherapy (BPT) 4. Bachelors of Biomedical Engineering (BBE) 5. Bachelors of Science in Early Childhood Health and Development (BSc ECHD) 6. Bachelors of Science in Health Administration and Management (BSc HAM) 7. Bachelor of Health Informatics 8. Bachelor of Human Nutrition

For the last eighteen years, ECUREI has been able to attract students within Uganda and all over the world, i.e. Kenya, Zambia, Tanzania, Rwanda, and Burundi among others. In 2018, under the UHSSP, ECUREI was allocated 123 students to be trained in Medical Radiology and cold chain by the Ministry of Health.

ECUREI has trained over 1,640 professionals in radiology and biomedical engineering and is affiliated with Thomas Jefferson University of Philadelphia. Alongside other teaching sites, ECUREI is strategically located within Mengo Hospital; a 400 bed capacity hospital in the capital city of Uganda. ECUREI was contracted by Mengo Hospital to operate the Radiology department, and due to our expertise and professional approach, the number of patients that choose to get radiology services [diagnosis] from the Hospital have increased annually from 14,000 in 2006 to 27,000 in 2019. Courses offered at ECUREI are not commonly offered by other Universities; i.e. the availability of Biomedical engineering department whose emphasis is to train Biomedical Engineers and technicians in manufacture, repair and maintenance of medical equipment provides sustainable interventions for medical facilities thus solving societal problems.

ECUREI is moving to the next level of advancing imaging training in the region, a number of Xray, CT and MRI machines have been installed in the region causing a dare need to train manpower to manage these machines. Brain-drain to the developed countries has also derived Africa of the few trained Imaging Technologists, Sonographers, Radiographers, Radiologists, Physiotherapists and Biomedical Engineers. As an institution that serves both government and private health facilities, ECUREI is taking up the initiatives to advance training and diagnosis in Imaging in a more focused and specialized way. ECUREI’s intention to set up model training, diagnostics, therapeutical and research laboratory in Africa will not only enhance skills development in medical imaging but also reduce the manpower deficiency in the field of medical imaging to correspond to the growing population countrywide and in Africa at large.

www.ecurei.ac.ug Africa Outlook issue 89 | 23

INDUSTRY SPOTLIGHT

Interview: Uganda Healthcare Federation (UHF) Uganda Healthcare Federation (UHF) have been redefining and consolidating the country’s private healthcare sector since 2010. Through the understanding that improving Uganda’s healthcare is a collective endeavour, their unifying vision demonstrates that there really is, strength in numbers

Grace Ssali Kiwanuka

INTERVIEW

Executive Director at the Uganda Healthcare Federation (UHF)

We find that dialogue amongst all categories and stakeholders fosters creative solutions to several mutual and at times persistent challenges,” comments Grace Ssali Kiwanuka, Executive Director at the Uganda Healthcare Federation (UHF).

UHF was born from a need to consolidate and unify PHPs (private health providers) and healthcare professionals across Uganda.

An affiliate of the East Africa Healthcare Federation and now a key contributor to the Ministry of Health, particularly concerning public-private partnerships, the federation was established as the representative umbrella body for Uganda’s private healthcare sector in 2010.

The body’s aim remains to this day, to improve quality healthcare within the private sector across Uganda, with an emphasis on affordability and accessibility.

Ms. Kiwanuka found her way into the sector after working across the globe for prestigious organisations including Saatchi and Saatchi, and skincare brand Olay.

24 | Africa Outlook issue 89

“I stepped into the Uganda private health sector as the Customer Care Manager at a health insurance company charged with membership retention and growth,” she tells us.

It was this invaluable experience that introduced Kiwanuka to the challenges of the “fast-paced” private sector, equipping her with the necessary skills to eventually excel at UHF. “It was interesting work trying to understand the challenges of private healthcare, struggling with the bottom line, challenges around patient needs… examining clinical shortcomings and addressing technical issues,” Kiwanuka comments.

Transitioning into consulting work after a decade at leading medical service provider AAR Healthcare gave Kiwanuka the opportunity to direct her efforts where they were most needed.

“I enjoyed the freedom of selecting challenging projects that required a deep understanding of the intricacies of the functioning of the private sector,” she comments.

Subsequently, Kiwanuka was invited to join the board at UHF by then Director, Dr. Ian Clarke.

After initially accepting a role as interim Executive Director, she has stayed there ever since.

UHF now advocates for increased capacity within the sector and champions the interests of private healthcare on international forums and as a member of wider organisations, such as EAHF and sister federations in neighbouring countries including Tanzania, South Sudan, Ethiopia, Kenya and Rwanda.

UGANDA HEALTHCARE FEDERATION (UHF)

UHF OBJECTIVES • To be an all-inclusive membership association that appropriately represents all non-state health sector players in Uganda • To contribute to development of health sector and related legislation and policy • To offer ongoing valuable member services • To establish a network of health sector working relationships • To implement contracts that support and enhance the Uganda health sector

The Federation’s remit is wide and an impressive roster of organisations benefit from representation and advocacy under their patronage.

“UHF has a membership of over 59 health-related associations and organisations representing different types of private health facilities, a full range of health professionals delivering private healthcare, social franchises, private medical training institutions, private pharmaceutical manufacturers, distributors and retail pharmacies.

UHF membership also includes civil society partners such as organisations representing community health mobilisers and health consumer advocacy,” she explains.

Kiwanuka goes on to outline the Federation’s crucial role, particularly in bridging the gap in communication between the public and private components of the sector.

“UHF’s core activities focus on building private sector capacity to offer affordable, accessible and quality healthcare services; coordinating private sector groups activities around key health Africa Outlook issue 89 | 25

INDUSTRY SPOTLIGHT

UHF: AT A GLANCE Our Vision To be the representing, reference and advocacy body for the non-state health sector in Uganda.

INTERVIEW

Our Mission To bring all private (non-state) sector stakeholders under one umbrella body for the purpose of advocating policy change, promoting and championing the interests of the private health sector.

interventions; consolidating and representing private sector interest in health policy and planning; lobbying and advocating for policy change that benefit their members and facilitating public-private dialogue on key policy issues.”

Today, the Ugandan Government increasingly recognises the role of the private sector in national development and poverty eradication through the implementation of various national policies, such as the National Health Policy and the National PublicPrivate Partnerships in Health (PPPH) Policy.

The conflation between public and private can be an additional source of complication for the sector.

“There is always an assumption that works in public facilities will simply be replicated in private facilities, yet the structures and operations are quite often very different,” she comments.

Cohesion is key – fragmentation within the sector as a whole can represent a serious impediment to development and undermine collective efforts towards the general advancement of Uganda’s healthcare.

The potential for increased capacity is evidenced by the progress of the private sector in recent years as it has enjoyed exponential growth and become an exciting, dynamic field to work in - as Ms. Kiwanuka confirms.

“The rate of growth in the private sector is at over 400 percent in the last 15 years – this is not just a reflection of the breadth of investment going into health, but this growth also considers developments in the ICT, pharmaceutical and manufacturing subsectors that are outstripping the trends in our human resources in health growth.”

As one of the hundreds of non-governmental organisations within the sector, UHF’s unique, unifying vision sets them apart.

26 | Africa Outlook issue 89

“No other body has a sole focus on bringing the private sector together. There is also no other entity with a focus on lobbying and advocating in the interests of the private sector with all activities, programmes and initiatives solely targeting building capacity in the private health sector, creating networking opportunities and exploring areas for collaboration and convergence especially with the not-for-profit sub sector,” she adds.

By establishing a network united by one body, UHF overcomes geographical complications and casts its net wide.

“While UHF is based in Kampala, we reach the rest of the districts across the country through our members, therefore we are able to implement activities with minimal operational cost pressures and can promise longevity beyond programme life because we use existing teams and structures,” Kiwanuka informs us.

Another way in which the federation tackles the three major problems facing the sector; namely medical access, underfunding and a lack of resources, is to procure financial support.

“Access to affordable financing has hampered the development and growth of Uganda’s private health sector. UHF has been engaging development partners and with support of the Ministry of Health and the Ministry of Finance, the federation is in the early stages of establishing a revolving fund to pilot availing micro-loans to private health businesses. The loans will be for equipment or facility improvements guided by a quality improvement plan.

We believe that with financial support the Uganda private health sector not only improve quality but to expand the scale and scope of services available through the private sector.”

Loans will be for equipment or facility improvements

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INTERVIEW

INDUSTRY SPOTLIGHT

Overcoming the pandemic Of course, Uganda has not been spared by the omnipresent coronavirus and the pandemic has impacted the country’s healthcare services significantly. At the time of writing, Uganda has recorded 40,300 cases, resulting in 334 deaths.

“The pandemic has not been as disruptive for the federation as much as it has been for our members.

It has actually been a time when we have found ourselves more relevant than ever before,” explains Kiwanuka.

This is when the benefits of a representative umbrella body become obvious, specifically its crucial role in safeguarding and advocating for the interests of its members.

“Our members are experiencing business closures due to lack of clients, increased costs in doing business to be compliant with infection prevention and control measures coupled with drops in revenue for periods longer than they can sustain,” she tells us.

UHF’s response to the pandemic has been proactive in ensuring the sector’s representation within the country’s strategic response.

“As the federation we have been lobbying the Ministry of Health for inclusion of the private sector

28 | Africa Outlook issue 89

“The pandemic has not been as disruptive for the federation as much as it has been for our members. It has actually been a time when we have found ourselves more relevant than ever before” in the national response, supporting members that have expressed interest in contributing to the national response to be heard and assisted.

We have also secured support from ThinkWell, IFC World Bank and AERC to build capacity to respond to the pandemic through knowledge sharing and information sessions as well as development, including a cascade of training and IEC materials tailored for the private sector,” Kiwanuka informs us.

Ensuring that their members are kept as wellinformed as possible is essential. The federation’s accessible approach encompasses not just rights to healthcare, but crucially also extends to education - arguably the most effective preliminary route to preventing and managing disease.

INDUSTRY SPOTLIGHT

INTERVIEW

As such, UHF are putting to good use several technological advancements that have been developed against the backdrop of the pandemic.

“We are now focused on leveraging the innovations and technology that has resulted from the pandemic pressure. We are looking to use these to improve not only safely providing quality health services, but to expand the scale and scope of services available through the private sector and the necessary efficiencies that will enable continuity of essential health services at community level in the COVID-19 context,” Kiwanuka explains.

This is evidenced primarily through UHF’s free access e-learning platform which is used to enforce corporate social responsibility practices.

“We strive to equip the platform with Ministry of Health approved content. We have ensured it has modules that will appeal to both the technical and non-technical and we continually engage partners to share content with us to digitise and upload.”

Kiwanuka goes on to comment how the implementation of this technology has already made significant developments in the sector, specifically with the collation of invaluable data to analyse and identify specific needs or areas of improvement within private healthcare.

Strides made within the private sector have opened up crucial avenues for strategic development, specifically newfound possibilities of critical self-evaluation and analysis within the federation.

30 | Africa Outlook issue 89

“The federation has grown the team specifically to broaden our activities beyond quality of care generally to put a lens on supporting the private sector...”

“I am particularly proud of the progress made in catalysing the private health sector to take up selfassessment. At UHF, we have been championing self-assessment as a resource-efficient alternative to prescriptive support supervision that has historically been a fault-finding activity. Through self-assessment, the private health sector has been empowered to better prepare for regulatory compliance and now has a better understanding of standards and quality assurance for quality improvement in service delivery,” she explains.

“UHF has coordinated over 700 facilities to selfassess voluntarily across the country and is in the process of enrolling a further 1,300 private facilities in the recently upgraded digital platform. Through the Self-regulatory Quality Improvement System (SQIS), the health sector now has a central repository of data and statistics to better understand the profile of the private health sector,” Kiwanuka concludes.

This data has been put to good use in order to further the education of federation members and partners, culminating in the aforementioned e-learning tool to provide information on various aspects of service delivery including business and finance management.

e-learning tools provide information on various aspects of service delivery

UGANDA HEALTHCARE FEDERATION (UHF)

Another example of the importance that UHF places on education are their initiatives launched in partnership with private funders.

“We are currently working with support for the IFC World Bank through the Global Financing Facility to train as many private health sector workers on the provision of essential health alongside the management of COVID-19. This is particularly exciting because our focus is not on empowering large urban facilities, we are targeting community level facilities where vulnerable populations ordinarily consume services,” Kiwanuka comments.

The federation is two years into another ongoing project – a five-year plan dedicated to improving Maternal Child Health and Nutrition Activity in private facilities.

“What is unique and inspiring about this activity is that it is enabling us to influence key touchpoints in private facilities that are often neglected in programming such as strengthening leadership and governance through health system interventions such as monthly dialogue platforms for the private sector.

We are spearheading improving data reporting in over 900 private facilities into the national database, no other programme has had a lens so closely focussed on the private sector,” she informs us.

Currently, UHF continues to expand its everincreasing network, extending its all-encompassing reach across the country whilst honing in on the most prevalent issues.

“The federation has grown the team specifically to broaden our activities beyond quality of care generally to put a lens on supporting the private sector in relation to malaria, TB, supply chain plus maternal, child health and nutrition services,” Kiwanuka comments.

As our conversation draws to a close, Kiwanuka comments, “This is health – there is always something and we are in constant flux as priorities and policy shift.”

Of course, it is a constant battle, but the sector is nothing if not robust.

Uganda Healthcare Federation (UHF) P.O. Box 22947, Kampala, Uganda Plot 110 Bukoto Street, Kampala info@uhfug.com www.uhfug.com

Africa Outlook issue 89 | 31

INDUSTRY SPOTLIGHT

UGANDA’S RENEWABLE ENERGY SECTOR Exploring the untapped potential of Renewable Energies (RE) in Uganda and embracing the benefits of off grid solutions in the developing world Writer: Phoebe Harper | Project Manager: Krisha Canlas

U

ganda has the potential to become a world leader in the use of renewable energies (RE).

Yet, the country has historically struggled with the provision of energy, importing power from neighbouring East African countries. To this day, the Government continues to battle a power supply crisis that cripples the national economy.

Although a landlocked country, Uganda is blessed with a natural wealth of renewable resources thanks to its diverse ecosystems.

A verdant and fertile nation, biomass is available in abundance, derived from vegetation, crop residues and waste from hardwood plantations.

Boasting Africa’s largest freshwater lake, and a multitude of waterways, Uganda is also heavily reliant on hydropower - the majority deriving from hydroelectric stations on the Victoria Nile in the southern part of the country.

32 | Africa Outlook issue 89

Both biomass and hydropower represent Uganda’s primary sources of renewable energy with the highest generation capacity. Indeed, biomass currently accounts for 90 percent of the country’s total primary energy consumption. Plans to expand hydroelectric capacity remain under development as part of the Government’s ‘Hydropower Development Master Plan’ and several small hydropower sites have already come to fruition.

Like many sub-Saharan countries, Uganda is not unique in its reliance on hydropower, but the impact of climate change and subsequent droughts and erratic rainfall mean that its reliability for the supply of electricity is waning. Meanwhile, the high demand for wood fuels generated from biomass, for example firewood and charcoal particularly in rural areas, contributes to harmful deforestation practices and overuse. Diversification is needed.

The core resources are there to ensure the country’s sustainable energy future – indeed, it is estimated that Uganda as a nation has an overall renewable energy power generation of 5,300 megawatts (MW). Yet the country is stuck in a limbo-like state, faced with a multitude of factors that impede the sector’s progress in realising its full potential. Largely, this comes down to the perceived fiscal and technical risk.

CHALLENGES HAMPERING THE DEPLOYMENT OF RE IN UGANDA: • Technical constraints of grid integration • Lack of fully functional financial ecosystem • Risks related to weak procurement capacity • Lack of integrated power sector planning

As an emerging economy, Uganda needs appropriate funding and investments to fully utilise the natural resources that remain unexploited.

Solar energy is an area that merits expansion whilst the opportunities presented by geothermal are very much in their reconnaissance stage. The Great Rift Valley holds a staggering potential for geothermal power which is yet to be harnessed, although estimated to generate 450 MW. Meanwhile, solar power presents a promising solution to tackling the problem of rural electrification in a country that has one of the lowest per capita electricity consumption rates in the world. Over 30,000 solar PV (photovoltaic) systems have already been installed in rural areas where Government lacks the funding to extend the grid.

Both present exciting investment opportunities.

A prevailing trend in worldwide development across a multitude of sectors, the consolidation of the private and public sectors through various partnerships presents a way forward. By joining forces, this will improve the financial viability of national utilities and their planning capacities to integrate renewable energy production nationwide whilst attracting essential public investments.

I N TIRNOTDR U OC DTUICOTNI O N

UGANDA NATIONAL RENEWABLE ENERGY AND ENERGY EFFICIENCY ALLIANCE (UNREEEA)

Africa Outlook issue 89 | 33

INDUSTRY SPOTLIGHT

Connecting Potential with Opportunities

Interview: Uganda National Renewable Energy and Energy Efficiency Alliance (UNREEEA) Founded in 2014, UNREEEA endeavours to galvanise Uganda’s private renewable energy (RE) sector. Africa Outlook spoke with Esther Nyanzi, CEO at UNREEEA, to learn more about the alliance’s goals in delivering Uganda’s clean energy future

INTERVIEW

Esther Nyanzi CEO at UNREEEA

Africa Outlook (AO): Since inception, how has UNREEEA developed and progressed in terms of its key objectives and the messages it tries to get across?

Esther Nyanzi (EN): Uganda National Renewable Energy and Efficiency Alliance (UNREEEA) is a coalition of industry associations within the renewable energy and energy efficiency space in Uganda. It was incorporated in 2014 to consolidate the voices of the many associations, and to improve the business environment for the adoption of renewable energies.

Our mandate is aligned with policy and advocacy and we are dedicated to the enhancement of skills

34 | Africa Outlook issue 89

development and knowledge management within the sector, thereby strengthening UNREEEA and its associated members to deliver their mandate.

UNREEEA is made up of six core members, each tackling a renewable energy technology with energy efficient considered cross cutting.

The Alliance has progressed to become a galvanising body which represents the entire RE business interests to government. Our role is to facilitate dialogue with the government, push standards and advocate for a market for renewable products.

AO: What do you find most exciting about working in the renewable energies sector?

EN: On top of contributing to the fight against global warming and climate change that affects us all, renewable energies present a unique opportunity to reduce greenhouse gas emissions whilst ‘electrifying’ lives.

For many in the developing world, RE present the chance to access modern energy for the first time.

Millions are getting connected through off-grid solutions, such as solar photovoltaic components.

This is a huge opportunity.

Our role as UNREEEA is to organise the private sector engaged in RE business, through standardisation, skills and building the capacity of Ugandan companies to deliver last mile connections - whether through mini-grids or off grids - efficiently.

AO: On the flip side, what are its biggest challenges?

EN: One of the biggest challenges is the consistent flow of industry information on sales and reach to

UGANDA NATIONAL RENEWABLE ENERGY AND ENERGY EFFICIENCY ALLIANCE (UNREEEA)

inform and attract more potential investors in the energy market.

RE technologies are capital intensive, making it hard for customers to adopt them instantly, especially in the rural setting of Uganda. The majority of people are economically marginalised. Therefore, we need incentives from government and development partners to make the RE businesses more sustainable.

Of course, a lot has been done, especially in the solar and hydro sectors where the energy costs have been highly reduced. However, there is still a lot needed to be done in other sectors, such as wind energy, for them to compete favourably with the other technologies.

AO: What trends are currently transforming the renewable energies sector?

EN: The policies environment is changing. For instance, the Ministry of Energy and Mineral Development have launched a new off-grid energy bill that will encourage engagements in the RE sector

for private capital to be invested in decentralised renewable energy (DRE).

Microgrids have begun to be recognised as an alternative to electrification. By integrating demand stimulation programmes through productive uses, we can bring microgrids to the cusp of grid parity, as they start to become a financially viable option.

There is also the trend of embracing modern energy for cooking programmes and using technology to reserve power. Electric cookers can act as demand sources for micro-grids, alongside LPGs (Liquid Petroleum Gas) and biogas.

Generally, there is a trend for lowering prices, as seen with the 17 percent tax waiver of Value Added Tax off cooking gas and other RE systems. This offers an unprecedented opportunity to increase demand and the acceleration of RETs services (renewable energy test stations) in remote and rural areas.

Certain technological trends, for example PAYGo and other mobile banking systems are making it possible to reach the last mile distribution and address the issue of affordability for RETs. Africa Outlook issue 89 | 35

INDUSTRY SPOTLIGHT

AO: How are you responding to them?

INTERVIEW

EN: We are doing a lot of capacity building together with knowledge exchange to empower our members to tap into these existing business opportunities. We have also been organising B2B business networking meetings to connect members with potential investors.

We continually promote and raise awareness of modern energy sources and services, e.g., LPG, biogas, improved stoves for clean home cooking and solar home systems. This is to address the inadequate knowledge regarding the importance and the environmental and socio-economic benefits that are derivable from renewable energy and its technologies. We also mean to dispel the fears in relation to the economic feasibility of RE installation projects.

We promote cleaner fuels and technological alternatives for cooking and heating, alongside RE technologies such as micro-hydro and pico solar for lighting in households and institutions.

We have also responded by lowering the prices of solar photovoltaic (PV) equipment, since Uganda’s solar PV market shows great development potential.

Unfortunately, massive barriers, both structural and fundamental, still prevail.

Alliance members

We also continue to lobby the government to implement innovative financing mechanisms, such as targeted subsidies to stimulate market penetration.

This in turn will reduce the cost of solar rooftop systems and make them accessible to users.

AO: Does UNREEEA have any projects in the pipeline you wish to highlight?

EN: Yes, UNREEEA runs a number of different projects. We have taken the lead on a number of sector changes, including; co-ordinating the launch of the Association of Energy Engineers Uganda Chapter, the East African Regional Handbook on Solar Taxation, and conducting RE artisanal and media training.

Other activities in the pipeline are the World Energy Day (WED), to be hosted in Uganda in November 2021 which we are organising together with our counterparts, the Association of Energy Engineers Uganda.

UNREEEA is likewise coordinating and strengthening its advocacy of approaches to address regional policy concerns to support the scale up of the off-grid electrification market together with its sister partners at the EAC level (EPD, BUREA, & KEREA). We are also organising a clean energy expo together in Northern Uganda.

An ongoing project is our focus on biogas technology by promoting systemic and participatory support for the proliferation of biogas technologies for power generations. This work includes training on biogas related topics and prioritising biogas on the research agenda to allow us to attract more resources for R&D, technology development and innovation.

We also continue to enhance the enforcement of quality standards for clean fuels, solar and biogas to strengthen the capacity of private sector selfregulation. We create awareness and conduct training on the enforcement of the newly developed national standard specifications, Codes of Practice and regulations on selected RE technologies.

Within the sector as a whole, we are working on an energy management digest that will give a voice to the RE sector in Uganda.

AO: How has COVID-19 affected the Ugandan renewable energy sector?

Pioneer staff at UNREEEA

36 | Africa Outlook issue 89

EN: Hard. The COVID-19 situation has exposed fragilities in the Ugandan economy not seen before, especially from indigenous businesses.

UGANDA NATIONAL RENEWABLE ENERGY AND ENERGY EFFICIENCY ALLIANCE (UNREEEA)

There are micro and small-scale industries that suffered severe capital and income flow - loans had to be restructured or staff put on forced leave.

Companies that were operating flexible payment mechanisms like the PAYGo systems failed to reach target.

In the course of the lockdown period, the classification of the off-grid solar sector as an essential service did not meet the criteria to be designated, so sales and installation virtually came to a complete halt too.

For instance, the latest GOGLA’s Semi Annual Sales and Impact Data report (January-June 2020) shows that Uganda reported at most 128,242 in off-grid product sales, which was a 42 percent reduction compared to the 2019 analysis and a 29 percent decline from the first half of 2019. Both cash and PAYGo sales declined throughout this reporting period.

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lesson. We believe DRE (distributed renewable energy) is going to play a key role in electrifying the majority of Ugandans. My institutions are ready to take up this challenge, work to push scaling and reduction in the costs of energy through intelligent business models.

AO: Are you optimistic about the future of the Alliance within Uganda?

SMEs suffered in three ways: o Import delays. With people at home, it meant also production in countries of import stalled. Like China, supplies had to take longer with closed borders further impacting operations. o Demand dropped significantly as many were focused on basic survival o Increased production costs although some government recovery programmes in place.

AO: How do you see the renewable energies sector developing over the next five years?

EN: Yes, the recent achievements of the Alliance in the past two to three years show that we are in a better position to take the lead in promoting the use of RE solutions with a supportive industryrecognised network of private sector players.

Connecting Potential with Opportunities

Tel: +25641 469 9577 info@unreeea.org www.unreeea.org

EN: There are lots of new ideas and research going on in the sector and the pandemic has taught a Africa Outlook issue 89 | 37

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Cementing the Nation We report on LafargeHolcim Côte d’Ivoire, highlighting the company’s products, services and its place in a highly competitive West African construction industry UGANDA HEALTHCARE FEDERATION (UHF) Uganda’s private healthcare sector

Issue 89

CONSTRUCTION

Marketi ng Oppo rtunity

Cementing the Nation A

frica’s construction industry is substantial.

Despite much downturn in other nations, Ivory Coast has been enjoying a decade of high GDP growth resulting in tangible and visible changes throughout the sectors, including construction. This period of high growth has paved the way for the construction of numerous buildings, both for housing and infrastructure, and therefore increased the demand for cement continually.

Although, this demand has been revealed as a double-edged sword.

The rise in consumer purchasing and resulting attraction in Ivory Coast’s construction industry has caused the arrival of numerous cement plants across the nation. As a consequence, the sector has a major over capacity causing prices to deteriorate.

“Despite this, it is exciting to contribute to the positive changes such as the increased provision of housing,” begins Xavier Saint-MartinTillet, Head of West Africa Cluster at LafargeHolcim.

An internationally spanning construction company, LafargeHolcim is a worldwide provider of a multitude of construction materials including cement, aggregates, ready-mix concrete and a variety of building solutions.

LafargeHolcim Ivory Coast is one of the many African continental branches that provide such products and services throughout the country. With its factory based in 2 | Africa Outlook issue 89

Ivory Coast construction is a competitive industry. We spoke to LafargeHolcim Ivory Coast about the company’s various products, services, and its place in the sector Writer: Marcus Kääpä | Project Manager: Josh Mann

INNOVATION AND MEETING CUSTOMER DEMANDS IN CEMENT PRODUCTION

Africa Outlook issue 89 | 3

Sabine Dall’Omo, CEO of Siemens South Africa, talks about the development on the continent and the pandemic-accelerated potential for digital applications

www.africaoutlookmag.com/work-with-us

LAFARGEHOLCIM CÔTE D’IVOIRE

Cementing the Nation A

frica’s construction industry is substantial.

Despite much downturn in other nations, Ivory Coast has been enjoying a decade of high GDP growth resulting in tangible and visible changes throughout the sectors, including construction. This period of high growth has paved the way for the construction of numerous buildings, both for housing and infrastructure, and therefore increased the demand for cement continually.

Although, this demand has been revealed as a double-edged sword.

The rise in consumer purchasing and resulting attraction in Ivory Coast’s construction industry has caused the arrival of numerous cement plants across the nation. As a consequence, the sector has a major over capacity causing prices to deteriorate.

“Despite this, it is exciting to contribute to the positive changes such as the increased provision of housing,” begins Xavier Saint-MartinTillet, Head of West Africa Cluster at LafargeHolcim.

An internationally spanning construction company, LafargeHolcim is a worldwide provider of a multitude of construction materials including cement, aggregates, ready-mix concrete and a variety of building solutions.

LafargeHolcim Ivory Coast is one of the many African continental branches that provide such products and services throughout the country. With its factory based in 40 | Africa Outlook issue 89

Ivory Coast construction is a competitive industry. We spoke to LafargeHolcim Ivory Coast about the company’s various products, services, and its place in the sector Writer: Marcus Kääpä | Project Manager: Josh Mann

CONSTRUCTION

Africa Outlook issue 89 | 41

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LAFARGEHOLCIM CÔTE D’IVOIRE

Laboratory

AFRICA OUTLOOK: Can you tell us how you came to work in the construction industry?

XAVIER SAINT-MARTIN-TILLET: “I gained an engineering degree from Êcole Centrale Paris, and I started to work as a Process Engineer. I had chosen to work for Lafarge Ivory Coast because I had enjoyed the interviews that helped me gain an insight into the company and its operations. Since then, I have very much enjoyed the journey. It has exposed me to various cultures, different business environments and has offered me the opportunity to work alongside brilliant teams of people. And from a base point of view, I like the purpose of our industry: enabling people to build their houses, and aiding communities in the development of infrastructure.”

44 | Africa Outlook issue 89

the economic capital of Abidjan, LafargeHolcim Ivory Coast has been operating since 1952, proudly contributing to the development of the country through its brand Ciment Belier - one used for the construction of major infrastructure and buildings nation-wide.

“Over the years, we have developed a wide range of products to offer an efficient solution to main cement applications,” Xavier elaborates.

“We believe that we must contribute to the improvement of the construction industry by offering products with a positive impact on quality and productivity. As an example, our last product Superbric is designed to build more robust and cheaper bricks.”

Superbric is the most resistant product within the range of those from LafargeHolcim Ivory Coast, it hardens in 24 hours, and is multi-purpose with regard to construction uses.

Amongst its services, LafargeHolcim Ivory Coast can also list the palletisation of cement bags

which protects them from humidity during transportation in rainy seasons, and the company’s unique mobile concrete laboratory that brings assistance to customers regarding their use of company products directly on-site.

“Our client base embraces all types of clients in the construction industry, from major international companies doing business across Ivory Coast, to any individual citizen that is looking for quality, fit-for-purpose and affordable cement,” Xavier explains.

Serving its customers to a higher standard consequently made LafargeHolcim Ivory Coast’s products available everywhere in the country.

This has been realised through the development of a franchise network called Binastore; one of the largest networks in the building materials retail sector in the Middle East and Africa, bringing added value to customer construction projects.

LafargeHolcim Ivory Coast has more than 150 franchisees in all the regions, which brings its cement closer

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LafargeHolcim’s commitment includes: • Setting itself ambitious 2030 climate targets that are validated by the Science-Based Targets initiative (SBTi).

• Accelerating its reduction in CO2 intensity to exceed 20 percent (compared to our 2018 baseline).

• Partnering with SBTi looking beyond 2030, to support the development of the first climate targets for a 1.5°C future in the cement sector.

COMPANY BUILDING BLOCKS TO NET ZERO LafargeHolcim is taking a holistic approach on its journey to net zero; from shaping the plants of tomorrow with automation and artificial intelligence, to accelerating green solutions such as ECOPact green concrete.

46 | Africa Outlook issue 89

to the end users, alongside other construction products available in those shops.

“Our ambition cannot become a reality without the commitment of a competent and devoted team delivering at its best. We count more than 350 permanent and subcontracted staff working on our facilities,” Xavier tells us.

“People are at the heart of our strategy; as part of a global group, LafargeHolcim Côte d’Ivoire is benefitting from the expertise of an international company to develop world-class competencies amongst its employees.”

LafargeHolcim is a key player in the international construction sector, yet it maintains its position as a professional and quality provider of products and services through its subsidiaries throughout the world.

LafargeHolcim Ivory Coast boasts a unique range of such products and services, and its ability to innovate allows the company to lead the way in the cement production industry.

“Our brand Ciment Belier has a

As the other subsidiaries in the group, Ascoma Ivory Coast has created a specific department devoted to healthcare expenditure management. With a modern unique concept, Ascoma Ivory Coast supplies and provides an effective management and control service that guarantees access to healthcare for all beneficiaries, even the destitute.

Ascoma in Africa + 30 establishments + 600 collaborators + 500,000 beneficiaries for health solutions + 3,500 healthcare service providers + 70 doctors

www.ascoma.com

• Property Damage • Liability • Motor • Employee’s Benefits • Construction • Marine Hull & Cargo • Policital Violence • Cyber risk

LEADING INSURANCE BROKER IN IVORY COAST Established in Ivory Coast since 1961 • 150 employees ASCOMA IVORY COAST SKYPARK BUILDING – 1 rue de l’industrie Treichville 01 BP 1554 Abidjan T. : (+225) 27 20 300 300 - cotedivoire@ascoma.com www. ascomaassurancestore.com

Officies in Africa (21): Benin - Burkina Faso - Burundi - Cameroon - Central African Republic - Chad - Congo Democratic Republic of the Congo - Equatorial Guinea - Gabon - Ghana - Guinea - Ivory Coast - Madagascar - Mali - Mauritania - Morocco - Niger - Rwanda - Senegal - Togo

www.ascoma.com

LAFARGEHOLCIM CÔTE D’IVOIRE

LC Packaging Our purpose is supporting your products LC Packaging West Africa is the branch of a Dutch family owned company. LC Packaging operates in the packaging industry since 1923. We specialise in the production and distribution of high quality packaging solutions for the safe, reliable and protective transportation of bulk goods.

Quality is more than just the strength of our packaging. It is about the materials we use, the service we provide and the way our packaging is produced.

We have our own FIBC production facilities in Africa, Asia and Europe.

This allows us to run very flexible production processes, delivering tailor made packaging solutions to a wide range of customers throughout Africa.

strong connection to our customers,” Xavier tells us proudly. “It is part of Côte d’Ivoire history as it is also the nickname of the first President of the Republic, Felix Houphouët-Boigny.

“As a company we differentiate ourselves through our employees; a young and knowledgeable Ivorian team dedicated to serving our customers. We believe that we need to differentiate our offers in the context of severe competition. This is why, over the past five years, we have designed specific services to enable our customers to be efficient in their active ordering and purchasing.”

LafargeHolcim Ivory Coast’s product delivery is a key component of what its customers expect. The company needs to be efficient in its cost management, scheduling, and with safety performance.

Digital tools offer solutions to organise journeys, monitor their activities, and provide transporters and drivers with feedbacks on their performance and behaviours. In light of this, innovation will enable the 48 | Africa Outlook issue 89

Our packaging is not only designed for the effortless, efficient and cost effective transportation of your materials, but also offers great marketing possibilities through our printing options.

We are always near and thanks to our supply chain expertise in various African countries, we can deliver products in a timely fashion, even to remote or difficult to reach areas. We can even hold clients’ stock in our warehouses.

Our global network and local approach enables us to always respond to your individual needs.

company to improve its services to customers.

This is no better exemplified than LafargeHolcim Ivory Coast’s exclusive mobile app eBelier, which allows the company’s customers to order cement directly from their mobile phones and follow that order up until

We aim to be a leader in sustainability by including all stakeholders in our journey to provide sustainable packaging solutions while minimising the impact on the environment and the waste of valuable packaging materials. We are also continuously developing ways to enrich the communities in which we (in)directly operate.

Contact our packaging experts to find the best flexible packaging solution for your products!

www.lcpackaging.com

Big Bags

AD*Star™ sacks

Sling bags

Reliable packaging solutions tailored to your needs

West Africa office: LC Packaging West Africa Immeuble Palazzo Posillipo Appartement N08, 1er étage Cocody Danga, Abidjan, Côte d’lvoire

Our Sustainability efforts have been acknowledged by EcoVadis with a Platinum CSR Rating, making us belong to the top 1% of organisations assessed worldwide with such a rating.

T +225 27 22 44 26 62 E westafrica@lcpackaging.com www.lcpackaging.com

Together with you, we aim to leave a better world for future generations to enjoy!

LAFARGEHOLCIM CÔTE D’IVOIRE

“We are also helping to improve the employability of young people in ways such as the financing of professional training for non-qualified young men and women or offering of internships to young graduates” its delivery. Presently, 70 percent of the company’s orders are done so digitally; a welcome surprise that has exceeded expectations.

On top of this, LafargeHolcim Ivory Coast has made significant investments towards its industrial equipment in the last few years. The company installed a new cement mill in 2017 that increased its production capacity from 1.5 to 2.5 metric-tonnes per year.

“In addition, we are currently commissioning a clinker silo with a capacity of 70,000 tonnes,” Xavier informs us.

“The clinker will be conveyed directly from the port to the silo through systems of elevators and bands. This will result in large decrease the traffic of trucks dedicated to the transportation of raw materials into the warehouses. We have also added local raw materials into the production 50 | Africa Outlook issue 89

process, thus creating more value locally, and creating new jobs.”

LafargeHolcim Ivory Coast is planning to launch a white cement during the course of 2021; the first locally produced in the whole of the West African region.

As a socially responsible company, LafargeHolcim Ivory Coast aims to give back to the environment and local communities. The company strives to connect itself with the communities that it interacts with, and empowers them through mutually beneficial relationships.

“In line with this, we have deployed

several projects that focus on the areas of education, employability, health, environment, and infrastructures,” Xavier states proudly.

“An example on the topic of health, during the COVID-19 outbreak we have delivered various materials to communities living around our facilities including hospitals. This includes protection equipment, cleaning materials and a respirator.

“We are also helping to improve the employability of young people in ways such as the financing of professional training for non-qualified young men and women or offering of internships to young graduates.”

And when it comes to developing infrastructure to benefit communities, LafargeHolcim Ivory Coast has recently installed a water pumping station in Sokouamekro village (at the centre of the country), providing drinking water to a population of 1,500 people.

“Into the future, we want to harvest of all the investments and innovations that we have developed over the last years,” Xavier tells us. “It will result in an improved market share and higher volumes.

“We also want to keep innovating to offer better and more numerous solutions to our customers. Next to come will be our white cement.”

LafargeHolcim Ivory Coast is moving into the future with innovation, communities and customers at the heart of its company operations.

With a set plan for the years ahead, it is safe to say that the company is one to watch in the market.

Tel: +225 27 21 75 51 33 serviceClients-civ@lafargeholcim.com www.lafargeholcim.ci

CONSTRUCTION

SIKAGRIND®-TECHNOLOGY FOR AN OUTSTANDING CEMENT IN A CHALLENGING MARKET

SikaGrind® range offers tailor-made solutions for individual challenges, providing additional opportunities to optimize cement production, cement quality and profitability

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WHO ARE WE LUBITECH is a central purchasing based in Abidjan (ivory coast). Lubitech offers its customers in ivory coast and Africa innovative solutions by offering them a complete range of quality products in all industrial sectors

01/03/2021 14:58 SECTORS WE FOOD OPERATE IN: COSMETICS ENERGY PETROCHEMICAL PAPER/CARD BOARD WOOD PLASTICS/RUBBER MINING

OUR EXPERTISE Our teams are looking for the best prices and lead times on the market from quality suppliers. Our expertise in the area of purchasing includes acquiring new equipment, purchasing spare parts, and managing obsolescence including replacement proposals. We deliver the equipment to the site specified by the client in ivory coast and everywhere in Africa.

TECHNICAL ASSISTANCE Customer satisfaction is our priority therefore our teams offer full technical assistance. This may include assembly assistance, diagnostic assistance, assistance with the identification and choice of equipment and training.

EQUIPMENT WE SUPPLY: ELECTRIC MECHANICAL ELECTROMECHANICAL TRANSMISSION FLUID MECHANICS LUBRICATION HYDRAULIC TIRES INSTRUMENTATION

www.lubitechsarl.ci

Africa Outlook issue 89 | 51

RENICO CONSTRUCTION As a private company, strategic decisions can be taken and implemented almost immediately. With the volatility in the current market this definitely counts as one favour.”

Over the past year COVID-19 has dominated the lives of individuals,

families and companies alike. The necessity to adapt to this unique challenge has caused discord and a resulting decline in many industries across the world.

The South African construction sector has been under substantial pressure even prior to the pandemic,

and 2020 brought with it further issues. Despite this, there remain opportunities in the market. The South African government has allocated R93.1 billion in its budget to spend on national infrastructure; a potential catalyst for the stimulation of South African construction. For

CONSTRUCTION DURING COVID-19 We spoke to Johan Louw, Head of Sales and Marketing at Renico Construction, about the industry in South Africa throughout the challenging 2020 period and beyond Writer: Marcus Kääpä | Project Manager: Eddie Clinton

52 | Africa Outlook issue 89

CONSTRUCTION Renico Construction this opportunity is promising.

Over the past 20 years, Renico has become a multi-tiered business which not only develops commercial, industrial and residential properties, but also includes a plant hire division with more than 400 pieces of ‘yellow

metal’ on offer. Renico’s Earthworks and Civils Department specialises in bulk earthmoving and infrastructure placement.

Renico Property Holdings has a large property portfolio which it manages, and Renico Real Estate sees to the rent and sales

of properties. Two smaller affiliates of the Renico Group are Millenium Roller Doors SA, that specialises in the manufacture and installation of industrial roller shutter doors, and Janho Bricks that manufactures cement stock bricks and pavers.

Spanning the entire firm, Renico

Africa Outlook issue 89 | 53

RENICO CONSTRUCTION Group currently has more than 700 employees.

Johan Louw, Head of Sales and Marketing at the firm and iterator of the opening statement, has always worked within the property, housing and construction encompassing sphere.

“I worked as a property broker for a large real estate agency in 2002,”

AT A GLANCE: COMPANY HISTORY Renico Construction was established in 1998 when Nico Louw, at that time a partner in a successful West Rand Estate Agency, realised that the demand for housing in the area, particularly for the first-time homeowner, was growing rapidly.

The company has successfully completed over 200 projects, ranging from single residential units to large industrial and commercial complexes. It has now achieved an annual turnover in excess of R700 million.

In the residential market, the company has targeted the firsttime homeowner and the investor looking for a value-for-money investments, and numerous complexes have been completed.

These have either been sold under sectional title or retained as investment properties. Units in our investment portfolio become available for lease from time to time. The company is continuing to build for this category of buyer while at the same time entering into the affordable housing market - a marked contribution towards alleviating the severe shortage of housing for the lower income earner.

he tells us. “During this time Renico Construction used the services of external agencies to sell their products off-plan. I was asked to establish an internal sales department for Renico as it made more sense to oversee the sales internally. It was definitely a winwin situation for Renico.

“Since inception the department grew from strength to strength. By removing contracted middlemen from the process, clients also had direct contact with the property developer.

This helped establish better working relationships between developer and client. By default, one becomes part of the construction process as a lot of time is spent on construction sites. Over more than 18 years, I have accumulated a lot of construction experience which can successfully be utilised with current and future product formulation.”

Renico Construction is a ‘one-stopshop’ when it comes to property development with an internal acquisitions and planning department, as well as employing a number of in-house and highly qualified quantity surveyors.

The firm’s highly skilled project managers have access to a large base of professionals to assist with the construction process, and a large selection of plant equipment

If you are in the market to invest or upgrade your industrial doors this year, then look no further than Millenium Roller Doors. Based in Gauteng, and operating nationwide, we manufacture, install, service and repair a wide variety of roller shutter doors, as well as a host of specialised commercial and residential doors, across South Africa.

We are immensely proud of our ongoing relationship with Renico construction, of which we were recently commissioned to provide roller shutter doors solutions to tenants within the newly-constructed Vyfhoek Shopping Centre, in Potchefstroom, North West.

Millenium Roller Doors strives to create custom solutions, that meets the unique requirements of each customer, combining functionality, security and durability with aesthetic design and ventilation, to ensure that each roller doors solution can stand strong in its environment, while also making a bold visual design statement.

As we enter our third decade of manufacturing and supplying roller doors to protect our clients’ premises and assets, we are gradually expanding our footprint into Sub Saharan Africa. and are currently seeking distributors across neighbouring countries to partner with, in providing leading solutions to both existing and potential client bases. Partner with us Today.

If you are still undecided on which type of industrial doors can solve your current business challenges, don’t hesitate to reach out to our sales team today for advice, recommendations and custom quotes by giving us a call at 011 472 0373, or by visiting www.mrdsa.co.za

Johan Louw, Head of Sales and Marketing

54 | Africa Outlook issue 89

Millenium Roller Doors

info@mrdsa.co.za

MANUFACTURE, SUPPLY & INSTALL

Millenium Roller Doors SA is a passionate company that continues to innovate through new concepts, new ideas, and investing to reach a higher quality where its needed in the ever-changing market.

WWW.MRDSA.CO.ZA +27 11 472 0373 INFO@MRDSA.CO.ZA @MRDDOORS @MRD.SA

Seeking Distributors in Sub-Saharan Africa

RENICO CONSTRUCTION

CORPORATE SOCIAL RESPONSIBILITY PRACTICES The Renico Group takes its responsibility as a corporate citizen seriously, endeavouring to ensure that all its activities have a positive impact on the communities in which it works and from which many of its employees are drawn. It aims to be a facilitator of social development and encourages meaningful and sustainable interventions, always in partnership with local communities and often in partnership with other donors.

This partnership encourages support from governmental agencies, NGO’s and Community Based Organisations, making a positive contribution to poverty alleviation, community development and enabling government to facilitate improved service delivery and local economic development.

To this end, Renico makes the following contributions: - The sponsorship of the office and learning facilities of the Siyanqoba Service Foundation Project, including reception staff and running costs, at the Zandspruit Value Centre in Honeydew.

- Assistance with site clearing and levelling, road maintenance and sports field development for numerous local community organisations, particularly in the Zandspruit and Cosmo City areas.

- Upgrading of facilities and sponsorship for SARDA (South African Riding for the Disabled Association).

- Sponsorship of prizes for the fund-raising golf days held by numerous local organisations.

- Donations of warm clothing to disadvantaged communities.

56 | Africa Outlook issue 89

Eagle Canyon Business Park to help speed up construction.

This professionalism is exemplified through Renico’s many projects.

“We are about to break ground at our first residential site in Albertsdal which is a five-minute drive from the Alberton CBD on the East Rand, Johannesburg,” Louw elaborates.

“The 67-home development project will comprise of two-bedroom duplex townhouses and will be named Leano, which translates to ‘idea’ or ‘plan’ in Setswana. This will also be the first of four planned residential developments on the site. In total, 722 homes will be developed on the site over the next two to three years.”

These company developments will generate work for Renico and its affiliates for the duration of the period. As these homes are targeted towards the first-time buyer market, it will also empower a large number of customers to own their own homes.

“We also recently completed our 32,000 metre-squared Vyfhoek

CONSTRUCTION

92 Rivonia Road Development, Sandton, South Africa

understand | create | optimize | achieve | exceed

PLUMSTEAD ESTATE

Luxury Residences, Steyn City, Dainfern, South Africa

Another Renico Development

LYNNWOOD, PRETORIA’S NEWEST ESTATE GETS THE ITALTILE TOUCH. For more information Gauteng commercialgauteng@italtile.co.za KZN commercialkzn@italtile.co.za Western Cape commercialcape@italtile.co.za Nelspruit commercialmpu@italtile.co.za

DBM Architects’ multi-disciplinary practice provides each Architectural development with a unique set of solutions to realise its maximum potential.

Spearheaded by Wynand du Plessis (CEO) & Andre Hershensohn (Director), our team of registered architects and professionals skillfully execute bespoke architectural solutions through our inhouse Design, Draughting, Council Approval and 3D Visual departments.

DBM’s Designs showcase a wide spectrum of architectural developments. Ranging from Residential to Places of Worship, Commercial, Medical, Retail, Industrial, Urban design and Multi-Nodal City developments.

Steyn City Gatehouse, Dainfern, South Africa

New DSV Gauteng Facility, Johannesburg South Africa

Be sure to contact us to assist your organization with your next architectural development.

Follow us online www.dbmarchitects.com dbm.architects on Instagram dbm-architects on Linkedin DBM.architects on Facebook

info@dbmjhb.co.za +2711 467-5299/5520/6910 55 Kingfisher Drive, Fourways, Johannesburg, South Africa P O Box 69535, Bryanston, 2021

Lanseria project

Africa Outlook issue 89 | 57

RENICO CONSTRUCTION

58 | Africa Outlook issue 89

CONSTRUCTION Shopping Centre in Potchefstroom in the North West Province,” Louw explains further. “What made this project special was that it was completed within a single calendar year and, as construction commenced during February of 2020, we almost immediately lost three weeks during our initial hard lockdown which commenced on the 26th of March.

“The centre was officially opened on the 25th February this year and more than 92 percent of the lettable space was taken up by national tenants. The new centre is not only a great addition to the Renico property portfolio, but it also brings convenience to the residents of Potchefstroom.”

It is the long-standing partner and supplier relationships that are key to the success of the company and its multiple projects. The majority of contractors and suppliers have been a part of Renico since its inception, and as they have ensured the continued fluidity of Renico’s operations, during this challenging period of time, the company has made the effort to support them in turn.

Alongside this, Renico’s staff and sub-contractors are both vital to the company’s success. Through investing in its employees Renico exposes them to various departments throughout the company from which they can gain experience and maximise their individual potential.

“There are members of staff within the company that have worked their way up the ranks over the years,” Louw tells us. “This mostly occurs in our Plant Hire Division and workshop where there is space for employees to grow into more senior positions.

“One of our favourites examples is an employee of ours that started in the company as a gardener. Over the years he was trained by our Plant Hire Division and, after first starting with a plate compactor then upgrading to a skidsteer, is currently one of our most skilled Telehandler operators!”

The course of 2021 is seeming ever

Renico Construction is a ‘one-stop-shop’ when it comes to property development more hopeful, especially with the recent introduction and mass rollout of the varying COVID-19 vaccines.

And with much of the globe adapted to the new norm of distancing, as well as new levels of health and safety, businesses are settling into a new way of operating within these borders.

For Renico, its key priority for the rest of this year is the streamlining of its business to continue operation throughout the pandemic period.

With a present focus on low-risk projects, the firm is biding its time to return to its pre-COVID levels of business, and so endurance is very much the primary aspect of the organisation with the future in mind.

RENICO CONSTRUCTION Tel: 011 794 1177 info@renico.co.za www.renico.co.za

Africa Outlook issue 89 | 59

KELLER AFRICA

CONSTRUCTION

Rebuilding Construction Following the negative impacts of the COVID-19 pandemic, we spoke to Keller Africa, about how the company is recovering within the construction sector Writer: Marcus Kääpä Project Manager: Donovan Smith

Brian McDonald, Branch Manager of Keller Geotechnics SA (PTY) LTD.

The current South African construction market is tough,” states Brian McDonald, Branch Manager of Keller Geotechnics SA (PTY) LTD. Due to the industry-shaking COVID-19 pandemic, a large amount of national funding has been redirected to combat the spread of the coronavirus, and alongside this, the virus itself has (and is) creating challenges with regard to maintaining health and safety practices in the workplace and work sites.

Keller is the world’s largest geotechnical specialist contractor providing a wide portfolio of advanced foundation and ground improvement techniques used across the entire construction sector. Keller has three primary divisions namely North America, Europe, and AMEA (Asia-Pacific, Middle East and Africa), in total covering 21 business units, 190 branches, with 10,000 employees and 7,000 annual contracts.

Despite this current unique and challenging period, Brian is optimistic for the future of the industry in South Africa.

“I do expect to see things improve drastically in the coming two years, with more money being earmarked for infrastructure spend to boost the ailing economies,” he suggests.

Brian has been working for Keller since 1979, and his youth interest in engineering led him to the construction sector when opportunities began to arise.

“I was interested in civil engineering from a young age but ended up in construction purely because of timing,” he recalls.

“I was offered two opportunities, one in a consulting company and the other with Keller (Franki at that time).

I chose Keller because they offered an immediate start date. I joined Keller as a trainee technician, doing a Diploma in Engineering at the then Natal Technicon. I completed my diploma and was offered a full-time position in 1981.”

Brian then worked through the company starting in Durban as a Site Engineer working for Soiltech, a geotechnical investigation branch of Keller, being involved with multiple projects such as the drilling for tunnels along the Ulundi Richards Bay railway line and the soil study of the newly developed Richards Bay Harbour. He then moved to Lesotho to assist on the Lesotho Highlands hydro-electric power plant and header dam.

“Following this, I was promoted to Johannesburg to manage Soiltech where I held the position for six years, after which I rejoined Keller as a Contracts Manager looking after projects in the Gauteng area,” he tells us.

Africa Outlook issue 89 | 61

KELLER AFRICA “I was then offered the opportunity to project manage the piling to the Mozal Smelter, in Mozambique, and then down to Richards Bay for Phase two of the Hillside Smelter. My career then took me to all parts of Southern Africa, from Angola in the West to Kenya in the East.

“I had a short stint with Soletanche Bachy and Stefanutti Socks Marine before re-joining Keller in 2016 to look after Sub-Saharan Africa.”

AT A GLANCE: COMPANY PRODUCTS AND SERVICES Keller Africa’s product range includes: GROUND IMPROVEMENT: • Dynamic compaction • Dynamic replacement • Rigid inclusions • Vibro stone columns • Vibro compaction • Soil mixing DEEP FOUNDATIONS: • Franki (DCIS) piles • Bored piles • CFA piles • Rota piles • Micropiles EARTH RETENTION: • Anchors • Shotcrete/gunite • Soil nails • Contiguous pile walls • Sheet piles GROUTING • Jet grouting • Compaction grouting MARINE • Jetty and quay construction

62 | Africa Outlook issue 89

Keller Africa is a key player in the South African construction sector and sets itself apart from its industry peers through its range of professional services. The firm provides a wide range of offers including ground improvement, earth retention, piling and marine.

“No other Southern African based company offers the full package,” Brian affirms. “Keller Africa has the backing of the largest geotechnical company in the world, and our inhouse design department can produce world-class designs to suit the client’s needs.

“Keller employs around 1,500 geotechnical engineers worldwide, and over 200 of them focus purely on design. On top of this, 50 percent of our projects are design-and-build, where value engineering can reduce overall costs by up to 40 percent as well as save time in the process.”

This provision of world-class offerings to clients can be seen throughout Keller’s various continental projects.

Keller’s Mozambique LNG project exemplifies this.

The Mozambique LNG project, based in Cabo Delgado, was a twotrain, nominal 6.44 million tonnes per annum (MTPA) per train, LNG facility using APCI liquefaction technology.

Hydrocarbon condensate separated from the feed is processed and exported separately. The facility is to be constructed at a remote coastal location in the Cabo Delgado province of Mozambique.

“There were several challenges facing the project,” Brian elaborates.

“The shipping and transport of all the necessary equipment was an issue, as the only access to the site is by air or sea. On top of this, there are stringent performance requirements required and specified for dynamic compaction, and there were highly variable ground conditions that required constant adjustment of compaction energy to achieve such stringent performance specifications.”

Liebherr-Africa Liebherr-Africa is a wholly owned subsidiary of the International Liebherr Group, operating in over 130 companies in many countries worldwide. Liebherr Africa has been serving the needs of the local construction, civil engineering and mining industries since 1958.

Liebherr’s portfolio of products and services is broad and highly sophisticated. Its product design and technology are set around practical deployment scenarios, marked by continually developing innovations and an uncompromising commitment to quality.

Through eight different divisions, Liebherr Africa is able to ensure the supply of a wide range of solution-driven products in order to satisfy diverse customer requirements, such as: • Earthmoving and mining excavators, shovels, wheel loaders, bull dozers and dump trucks.

• Tower, construction, all-terrain, mobile, gantry and ship-to-shore cranes.

• Reach stackers and telehandlers.

• Dredging, piling and drilling equipment.

• Recycling, forestry and material handling equipment.

• Batching plants and concrete mixers.

• Consumer, medical, laboratory and commercial fridges, freezers and wine coolers.

Headquartered in Springs, Gauteng, the company has branches in Cape Town, Durban, Middleburg, Brits and Kathu, as well as various agencies, depots and mine sites in regions across South Africa. Liebherr-Africa’s branches are fully equipped to provide local back-up service and spare parts for its machines and equipment with extended support and technical expertise available from the head office if necessary.

Liebherr-Africa’s overall aim is to ensure that all divisions work together and embrace a high-performance culture through committed service excellence while achieving customer satisfaction.

www.liebherr.com

Experience the Progress.

Liebherr deep foundation machinery • • • • •

High availability and long service-life due to robust equipment technology Low emission and high efficiency thanks to intelligent drive systems Operating comfort through innovative control concept Matching working tools ensure excellent productivity Optimized construction processes thanks to comprehensive consultation

Liebherr Africa - Springs 20 Vlakfontein Road Fulcrum Industrial Springs West Gauteng Tel: +27 (11) 365 2571 www.liebherr.com

KELLER AFRICA Keller’s solutions to these challenges included ground improvement using dynamic compaction and stone columns. The dynamic compaction works included a total of 1.5 million metresquared area with treatment depths of between five and 12 metres, and the stone column installation totalled 1,734 vibro replacement stone columns at a diameter and depth of 0.9 metres and 18 metres.

“The project should exceed expected results,” Brian tells us proudly. “It provided a ground improvement solution for the client while also resulting in significant cost savings and reduces carbon emission considerably.”

It is the partners, suppliers and employees that are the key to Keller Africa’s company operations.

“Subcontractors and suppliers form an integral part of Keller’s success, which would be impossible without reliable suppliers for materials, and plant spares,” Brian explains.

Okavango River Bridge

64 | Africa Outlook issue 89

“What we are looking for is a world class product that is readily available in all parts of Southern Africa. We expect a lot from all our suppliers and in turn, we would like to think that we treat them well, offering advanced notice for orders with a reliable payment plan to suit.

“Cash flow is as much our concern as it is for suppliers and subcontractors.”

As for its employees, Keller boasts a great staff retention record. These dedicated individuals and teams are shown the recognition they deserve through internal promotion. As a result of this, many of the firm’s current employees have over 20 years of company service under their belts, with some even exceeding beyond 40 years.

Into the future, these employees are incredibly important to the aims and goals of the company - that of streamlining company operations and minimising unnecessary business elements.

Geosure Since the company’s inception in 1992, Geosure has been a forerunner in the field of geotechnical engineering.

After the change of ownership and management in 1999, the company has shown a progressive growth in staff numbers and has diversified having expertise in the following fields: • Geotechnical Engineering (Investigations and Design); • Geohydrology and Groundwater Modelling; • Remediation of Contaminated Land; • Pile Integrity Testing (see information attached); • SANAS Accredited Soil & Rock Laboratory; • Geophysical Investigations; and • Inclinometer Surveys (slope stability).

Geosure has carried out work extensively throughout Africa and its knowledge of local conditions and cultures allows them to work efficiently and competitively in the African environment.

CONSTRUCTION

ENSURING RESPONSIBLE ENGINEERING DEVELOPMENTS FOR THE SAFETY AND ADVANCEMENT OF OUR SOCIETY… Over the past years Geosure have invested substantial time and effort in developing pile integrity testing skills in South Africa.

With the support of international Technology our personnel have been trained abroad to operate the equipment and evaluate test results. The stature of testing together with the level of skill and experience achieved has established Geosure firmly as the leaders in the field of Pile Integrity Testing in Africa.

At present it is acknowledged that in Africa, Geosure has developed and pioneered integrity testing to the point where most piling contractors and consultants accept the test results with confidence.

As back up to the fieldwork and technical teams we have our own soil and rock laboratory (specialising in both civil and geotechnical engineering applications) in which we are able to test any material for roads, earthworks and structures.

With the depth and breadth of our technical skills and experience, Geosure is ideally placed to assist in providing geotechnical and geohydrological solutions for the region. In geotechnical engineering we offer a complete service which includes geotechnical investigations, design and supervision of construction for projects ranging from routine foundation investigations to complex large capital projects.

Geosure has several site laboratories throughout the province of KwaZulu Natal. We currently have a branch in Gauteng (Johannesburg) and have established a satellite office in the Western Cape (Cape Town).

In addition, the company is wholly owned and managed by previously disadvantaged individuals and has a Level 1 BBBEE Rating.

PO BOX 1461, WESTVILLE, 3630 • 122 INTERSITE AVENUE, UMGENI BUSINESS PARK, DURBAN, 4001 TEL: +27 (0)31 266 0458 / 0861 GEOSURE (0861 436 7873) • FAX: 086 689 5506 MOBILE: Deven +27 (0)82 784 0544 | Venai +27 (0)83 447 3556 E-MAIL: info@geosure.co.za | www.geosure.co.za Branches: Laboratory +27 (0)31 701 9732 | Gauteng & Western Cape 0861 GEOSURE (436 7873)

No one handles cargo like we do.

Merzario Tanzania Ltd (MTL) is a full service transport company based in Tanzania. MTL has been operating in Africa for more than 25 years servicing the transport industry. We are proud to have grown with the transport industry in Tanzania and Africa as a whole, providing services above standards and expectations of our clients in the lines of Dry Cargo, Abnormal/Out of Gauge Cargo and Transit Cargo.

Okavango River Bridge

Merzario (T) Limited Kipawa, Kiwalani Area, P.O.Box 41025, Dar es Salaam T +255 22 286 52 62 E info@merzariotz.com www.merzariotz.com

Africa Outlook issue 89 | 65

KELLER AFRICA

Sappi SAICCOR

Sappi SAICCOR

PROJECTS RUFUJI BRIDGE AND OKAVANGO RIVER BRIDGE (TANZANIA) The project is aimed to construct a permanent bridge across the Rufiji River, Stiegler’s Gorge. The underlying soil revealed a combination of hard sandstone and softer mudstone rock layers (among other softer ground matter) and so piling was required to support the necessary bridge piers and abutments.

Challenges arose from the hard sandstone, meaning that specialised drilling equipment was required to excavate the rock to depths of 29 metres. In the end, a total of 82 piles were used and designed to carry a working load of 9.5 meganewtons (MN).

Sappi SAICCOR

SAPPI SAICCOR - PROJECT VULINDLELA (KZN, SOUTH AFRICA) This is an expansion project of Umkomaas Sappi Saiccor Mill aimed to increase the plant capacity, decrease production costs, introduce new technology, optimise processes, and improve environmental emissions as well as improving water efficiency.

2,022 Franki Piles were installed to record depths of 24 metres on this project.

HARBOUR ARCH (CAPE TOWN, SOUTH AFRICA) Harbour Arch is a mix-use development project that will encapsulate the principles of new urban living. Its six towers will be located alongside landscaped public spaces including shops, restaurants, bars, hotels, offices, gyms, and apartments in the city’s central business district.

As well as removing in excess of 60,000 metre-cubed of bulk earthworks, Keller installed CFA soldier piles with jet grout columns, anchors and gunite for lateral support.

Harbour Arch

66 | Africa Outlook issue 89

CONSTRUCTION

Harbour Arch

“For the coming year, Keller is in recovery mode,” Brian elaborates.

“Due to the COVID-19 pandemic, Keller Africa was forced to restructure and consolidate the company into a leaner structure.

“Our near-term goal is to maintain a positive bottom line and look after our cash. To this end we have closed a few of the non-profitable offices in Africa and are concentrating on our core market and clients. We have restructured in such a way that focuses on three different areas: South Africa, Mauritius, and East Africa. We are concentrating on tapping into the potential oil and gas on the East Coast of Africa, the potential infrastructure spend in South Africa and the continued government spend in Mauritius and the Indian

Ocean Islands.

“Our intention is to introduce more ground improvement techniques that will substantially cut the cost of foundations and increase the viability of certain projects. For instance, changing the planned foundations of the LNG tanks in Mozambique from piles to dynamic compaction, we saved the client more than 50 percent on that portion of the project.”

KELLER AFRICA Tel: +27 11 062 7600 info.za@keller.com www.keller-africa.co.za

Africa Outlook issue 89 | 67

ELB EQUIPMENT

CONSTRUCTION

Rebuilding South Africa’s Construction Space Desmond Van Heerden, CEO of ELB Equipment, discusses his organisation’s place in the South African market Writer: Sean Galea-Pace | Project Manager: Josh Hyland I am very passionate about ELB Equipment. We’re not a family business, but everyone feels like family. I encourage creating meaningful relationships with our clients and aligning our goals with theirs.”

That’s the view of Desmond Van Heerden, CEO of ELB Equipment. And he knows about the key ingredients of success.

Having been with the company for 33 years, Van Heerden began his journey with ELB as a clerk before working through the ranks and serving in almost all departments within the company over the years.

He gained experience in the service department, spare parts department and sales department, and as Regional Manager before he was promoted to Divisional Director in 2002.

“I intend on taking the company into a new era and because of my background,” explains Van Heerden. “I am very focused and knowledgeable on building and maintaining client,

Desmond Van Heerden has been with ELB Equipment for 33 years

supplier and staff relationships.

“The South African market is tough at the moment,” he adds. “This is because of the effects of COVID-19 and the state of the economy and lack of government spending.”

Indeed, growth has stagnated as a result of economic downturn caused by the pandemic and in residential, commercial, industrial and institutional sectors within South Africa. Despite near term challenges, the medium to long-term forecast looks positive.

However, in the short-term, investment in the construction sector is primarily driven by government spending within infrastructure.

The construction sector is anticipated to record 13.2 percent to reach ZAR 286.2 billion ($19.2 billion) by 2024. The residential construction space in value terms rose 2.3 percent from 2015-2019. The commercial building construction was anticipated to be ZAR 139.9 billion ($9.4 billion) in 2019, posting a Compound Annual Growth Rate (CAGR) of 0.9 percent during review period.

Africa Outlook issue 89 | 69

ELB EQUIPMENT

SERVICES AND SOLUTIONS CONSTRUCTION EQUIPMENT • Ammann Compaction and Paving Equipment • Ditch Witch Trenching and Horizontal Drilling Equipment • Hammerhead – Piercing Tools and Pipe Bursting • Hidromek Motor Graders • MST – Backhoe Loaders • GEHL – Skid Steers • GEHL – Backhoe Loaders EARTHMOVING EQUIPMENT • Dressta Bulldozer • Sumitomo Excavators MINING AND QUARRYING EQUIPMENT • FRD Excavator Attachments

Premiertrak 300, Annagry, Donegal Established in 1919, ELB Equipment today distributes and supports earthmoving, construction and mining equipment. The company has 10-owned branches in South Africa with seven dealers in Southern Africa and has one of the best footprints in the industry. The company operates with a diverse portfolio of products and services. These include construction, earthmoving, crushing, screening, drilling, screen media and related wear parts services.

Its branches include, Cape Town, Kathu, Kimberley, Boksburg, Brits, Middelburg, Durban, East London, Port Elizabeth and George as well as the well-established dealers throughout Southern Africa.

The firm represents a range of world-renowned manufacturers whose products are created to meet the strict emission and safety control regulations that apply to the industrialised first-world countries.

Since South Africa closely follows 70 | Africa Outlook issue 89

• FRD Hydraulic Hammers global standards, customers can be reassured that the products that are supplied meet local safety standards.

Benefits derived from high-quality safety standards incorporate enhanced ergonomics, improved productivity, conformance to quality standards, reduced operating cost and client satisfaction.

Van Heerden acknowledges that as a result of the disruption of COVID, the construction segment has declined some 25 percent.

“And in sectors such as road building, we have seen even larger declines,” outlines Van Heerden.

“The market is showing some upward movement in the past month or so and we are excited to be ready to take full advantage of the opportunities that present themselves. ELB is fortunate to have a wide range of equipment which helps to balance the business when one or more of the segments are depressed.”

• FRD Rock Drills • Reichdrill • Powerscreen Mobile and Static Crushing Plants • Powerscreen Mobile and Static Screening Plants • Taurus Heavy Duty Rotary Barrel Screens • Telestack Telescopic Conveyor Belts • TEREX Minerals Processing Systems • Terex Washing Systems • Kiverco Recycling Systems • McGirr Multilevel Blockmakers SCREEN MEDIA AND RELATED WEAR PARTS • ELB Anti – Wear • Major Wire SERVICES • ELB Telematics

CONSTRUCTION

SMART AND STRONG TANDEM ROLLERS LIGHT TANDEM ROLLERS

RAMMERS VIBRATORY PLATES

ASPHALT PAVERS

SOIL COMPACTORS

Tough jobsites require power, and Ammann pavers, compactors and light equipment have plenty.

They perform on tough grades – and maximise productivity under less challenging conditions, too.

The machines aren’t just strong. They’re smart, too.

• Ammann rollers offer an Intelligent Compaction system that eliminates unnecessary passes – and the costs associated with them.

• Ammann pavers include technology that adds efficiency and quality through all phases of the paving process – from the loading of the hopper, through the material conveying process, and ultimately to the operation of the screed.

• Ammann light equipment features a patented system that enables precise machine control while protecting the operator from unwanted vibration.

All that technology – and more – is incorporated intuitively, meaning operators of all experience levels can benefit from the built-in advantages.

Ammann NME FZE, P.O.Box 293668, Dubai Airport Free Zone - J05 Dubai - U.A.E. Phone + 97 14 299 14 46, Fax + 97 14 299 14 49, info.nme@ammann.com For additional product information and services please visit : www.ammann.com MMP-2250-00-EN | © Ammann Group

office number: 031 700 1610 Cell: 082 552 0423 ojeng@mweb.co.za

ojengineering.co.za O.J.’S Engineering cc has over 38 years of experience and service in the welding and mechanical industry. Based at 8 Hocking Place, Westmead, Pinetown, the company also has a mobile vehicle to meet the customers on site welding and repair needs. Our team of 9 employees specialise in welding work.

Welding Fabrication Line Boring On-site Repairs

Bucket Attachments

Proud to be partnered with

O.J.’S Engineering cc is a 100% BEE owned company

Most comprehensive range of mobile bulk material handling conveyors in the industry

www.telestack.com sales@telestack.com

Africa Outlook issue 89 | 71

ELB EQUIPMENT

MISSION STATEMENT ELB’s vision is to be alert and ready to meet the requirements of its customers, shareholders, employees and business associates.

TO ITS CUSTOMERS, ELB commits itself to excellence in product distribution and aftermarket service.

TO ITS SHAREHOLDERS, the firm pledges to contribute to their expected longterm growth, earnings and profitability.

TO ITS EMPLOYEES, ELB promises the continual development of its people to ensure professionalism, personal advancement and security.

AIM As a supplier of world-renowned earthmoving, construction, mining and quarrying products, ELB’s aim is to match the needs of its customers with ultimate productivity by: • Providing its customers with specialist solutions that enhances profitability.

• Reacting quickly to the customer’s requirements by sourcing non-standard equipment from its OEM’s abroad or in some cases supplying local, custom-built equipment as its customers diversify into new market sectors.

• Striving for service excellence in after-sales service on the full range of products that are distributed.

72 | Africa Outlook issue 89

A robust and resilient supply chain is key to every successful organisation.

To Van Heerden, he stresses the importance of establishing key, strategic long-term relationships with suppliers.

“We have many long-term relationships spanning more than 30 years with the core OEM’s,” he says.

“The way to keep these relationships healthy is to nurture the relationships with mutual respect, trust and mutual benefit to both parties.”

ELB is in the midst of rolling out a new accounting package that will automate some of the functions within the organisation.

“We will be introducing a new intranet system that will have modules that automate cloud-based document storage and field service capabilities,” he says. “We are also in the process of having an online spare parts system in place for the client who would like to purchase parts online or have access to their machine or account information online.”

Its portfolio consists of five key areas: equipment, parts supply, field services, refurbishing and tailored services. ELB operates a comprehensive parts department, providing 24/7 service, ensures that users have ready access to an

CONSTRUCTION

Above left: Warrior 2100, Blasted Basalt, Slane, Ireland, 2014.

Above right: Sumitomo Cocktail Renico Clean Up. Left: Single drum rollers.

in-depth range of parts and service exchange components, which limits the downtime of equipment.

Its field services are a 24-hour callout service reflecting the company’s commitment in ensuring maximum up time in the operation of all its equipment in the field.

Units are maintained on site on a regular basis. A field service and workshop facility allow bigger jobs to be dealt with promptly and professionally under controlled conditions.

There is also a large, centralised and fully equipped refurbishing facility that is available for the rebuilding and refurbishing of ELB’s products. ELB is renowned for providing tailored solutions specific to customers’ needs. Its dedicated engineering department develops modifications and alterations in partnership with

the OEM’s ensuring approved designs with strict configuration control policies, all essential in amplifying its levels of aftermarket support for its customers.

The company places considerable value on staff development. Van Heerden stresses the importance of harnessing a family culture.

“We’re a medium sized organisation but we still operate as a family with a flat management structure,” he explains.

“This gives our staff the room to be creative and entrepreneurial.

We also have pre-set training and development scheduled for each year and work closely with the Seata. We also have an apprentice training programme which we qualify earthmoving and mining equipment mechanics.”

ELB understands the challenge of

selecting the right equipment for its customers’ needs.

“It is important to find the right balance in performance, reliability and running costs, and the logistics behind dealing with a number of suppliers can be challenging,” says Van Heerden.

“The company’s best of breed approach aims to eliminate these challenges for its customers, bringing the world’s best from a single supplier.

Being an authorised distributor for industry-leading equipment manufacturers is another way to make life easier.”

With the future in mind, Van Heerden is looking forward to bouncing back from the disruption caused by the pandemic and is targeting growth.

“With the current economic situation, we are stabilising and preparing for growth going forward,” says Van Heerden. “We will continually be seeking to expand with products that compliment and strengthen our position.”

ELB EQUIPMENT Tel: +27 (0) 113 060 700 elb@elbquip.co.za www.elbequipment.co.za

Africa Outlook issue 89 | 73

KEY ARCHITECTURAL GROUP

Mindful Architecture

Founding architect of the KEY Architectural Group, Hussein Fakhry discusses his integrated approach to running a multi-national construction company and the social responsibility of architects everywhere Writer: Phoebe Harper | Project Manager: Donovan Smith

In KEY Architectural Group, we couple our dreams with fear, and we consider our role and duty to be essentially and critically human. This goes far beyond business.”

Hussein Fakhry, one half of the founding architects behind KEY 74 | Africa Outlook issue 89

Architectural Group and author of the opening statement, is a man with vision - a vision that extends beyond the scope of the construction sphere to a holistic ideal of furthering society, with a conscientious outlook that prioritises the human aspect behind his designs. After all, what are

buildings without people?

Architecture and the design behind construction has long been a passion of Fakhry’s and was cemented as his career choice after undertaking an architectural degree.

“Construction has always been of interest to me and captured a

CONSTRUCTION

reasonable part of my observations as I was growing up to draw the line about my university education,” he comments.

It soon becomes evident that architecture for Fakhry is less of a job and more of a vocation, as he embraces the philosophy and

concepts surrounding the physical act of construction, understanding the wider implications of architecture as a signifier of a country’s culture.

“I have always considered architecture and construction as a human and cultural expression. And

today, as I complete my 25th year of my professional path, architecture has become more and more a passion and a stamp for a brighter future,” he comments.

KEY Architectural Group is split into two divisions: the architectural and the contracting division.

Africa Outlook issue 89 | 75

KEY ARCHITECTURAL GROUP “KEY Architectural Co. is the entity that takes care of the design scope from concepts to pre-projects, to execution plans, to Bill of Quantities preparation, as well as pre-construction documentations. Meanwhile, KEY Contracting Co. is the arm that turns visualisations to realities and that builds with values of quality, sustainability, and attention to architectural details,” Fakhry explains.

Originating in Beirut in 1998, the Group has since gone on to expand operations with three separate offices operating in their founding city and across West Africa, in both Accra and Abidjan.

Expansion into Ghana and the Ivory Coast came after Fakhry identified a need in the market and sought to fill it, bringing KEY’s already established brand and capable design, management, and supervision services into the West African market.

It proved a felicitous move. Indeed, the Ghana office is now the largest of the Group’s three bases, with 54 employees.

“The industry in Ghana and West Africa is growing rapidly and it has become more and more focused on quality of both construction

and design,” Fakhry comments.

Fortunately, quality is an area where KEY excels.

Within the context of Ghana specifically, construction contributes substantially to GDP and employment, as the country endeavours to serve an oil-fuelled demand for construction and developments. The Ghanaian construction sector itself has an estimated value of $8 billion and is a central pillar of the country’s National Development Plan.

It is therefore unsurprising that the Group have gone on to enjoy several successful projects here, encapsulating diversity and ranging from industrial projects to commercial and residential.

Within Accra, these residential projects include the ‘Beyond Residence’ - an exclusive residential address in the airport Residential Area. The Group also provided design services for the Mulberry residence: A 37-unit private residential enclave in Accra

THE KEY VISION KEY’s vision is to surge ahead at the vanguard of groundbreaking architectural and construction groups, providing its clients with only best-inclass services with the aim of outrunning their requirements and expectations. In this perspective, KEY are convoying all our efforts toward successful approaches, evolving as a major group in this domain not only in the Lebanese market but also in the Ghanaian one, and throughout the African regions.

Mulberry project

76 | Africa Outlook issue 89

FABRIMETAL Ghana QUALITY STEEL MANUFACTURING IN GHANA The Ghanaian economy has emerged as one of the fastest growing economies in the Sub-Saharan West Africa. This achievement is attributed to government’s initiatives, and the exceptional role of robust private players such as Fabrimetal Ghana Ltd, industry leaders in manufacturing High Tensile, BS 4449 grade Iron Rebars.

Fabrimetal Ghana’s State of the art facility is equipped to produce at a capacity of 150,000 MT of Quality Steel Rods & Iron Rebars.

Fab 500 products are inspected & verified internationally by Third Party Verification Agency Bureau Veritas in conformance to quality standards & is locally approved by the Ghana Standards Authority. Stringent checks at each stage of the manufacturing process by its dedicated team of Quality Assurance Personnel ensure a constant delivery of high quality products to support residential and commercial projects.

The FAB 500 brand has become synonymous with strength & quality firmly established on the foundation of ethics and transparency: Fabrimetal Ghana Limited “Your Partner in Steel”.

CONSTRUCTION

YOUR PARTNER IN STEEL Conforms to international standards ISO 9001:2008, ISO 14001:2004

FABRIMETAL GHANA LTD. Tsopoli, New Ningo Bueko, Tema-Aflao Road +233 (0) 249-896103 | +233 (0) 552-698192 ghana@fabrimetal.net

We provide Design, Implementation and Facilities Management for the following: • Electrical Services • Plumbing and Drainage • Heating, Ventilation and Air Conditioning • Fire Detection and Suppression Systems • Extra Low Voltage Systems F 10, IITC Building, National Insurance Commission, off the Independence Avenue, Accra, Greater Accra Region, Ghana Contact: +233 244 785 191 | +233 208 918 018 Email: info@arqengineer.com

Africa Outlook issue 89 | 77

KEY ARCHITECTURAL GROUP

Hussein Fakhry, Managing Director

THE KEY MISSION “KEY’s mission focuses on turning visions and ideas into reality. We never overlook details all the way through the operations’ process, because we believe that “the difference between something good and something great is attention to detail”. We are constantly inspired by must-haves and trends in our domain and commit all our efforts to ensure the costumers’ satisfaction while devoting time and offering them prices in line with their budget and requirements. In fact, one of our cornerstones is maintaining the highest level of customer satisfaction, which eventually fosters credibility and long-term confidence.”

- Hussein Fakhry

78 | Africa Outlook issue 89

“KEY ARCHITECTURAL GROUP IS AN ARCHITECTURAL FIRM WITH A NICHE CONSTRUCTION COMPANY, FOCUSED ON QUALITY AND ADDED VALUE DESIGNS AND CONSTRUCTION PROJECTS. WE HAVE THE EXPERTISE IN PROVIDING TURNKEY PROJECTS FOR REFINED AND DETAILED CONCEPTS” - HUSSEIN FAKHRY, MANAGING DIRECTOR, KEY ARCHITECTURAL GROUP Cantonments, designed with a simple and healthy lifestyle approach.

Looking to commercial projects within the city, the Group are proud to put their name to the design and build of ‘BLU Plaza’ - a medium end shopping complex. Fakhry was keen to assure that the design, “ensures visibility and flow of movement and circulation” as an open business concept. KEY also designed and built the innovative ‘Activa Plaza’ - a smart office building in the Accra Ridge.

Fakhry describes Activa as a building with, “a staggering volumetrics

concept, all enveloped with a stylish and sustainable skin.”

Of course, Fakhry recognises that none of these projects would come to fruition without a reliable network of suppliers to rely on.

“The success of a project depends on the team involved and the suppliers are usually an integral part of that team and real partners. The expertise and commitment of both local and offshore suppliers are determinant elements to the quality and feasibility of the final design product,” he concludes.

CONSTRUCTION What is encouraging and unique about KEY’s method of expansion is their respect for and dedication to integrating with the local culture, thereby proving that a universal attitude and commitment to quality will lay the essential foundations for success no matter the location.

“I have always believed that professional integrity is a commitment and a capital that can be developed, to a certain extent, despite the geographical location.”

It is this considered approach that further distinguishes KEY from its competitors.

“KEY Architectural Group prides itself on integrating in the markets where it ventures. We carry the cultural and environmental values of the context and we build on it, which makes our projects appreciated and fitting within its surroundings,” he comments.

BLU GATE PLAZA: The Group are proud to put their name to the design and build of ‘BLU Plaza’ - a medium end shopping complex.

KEY ARCHITECTURAL GROUP Fakhry champions a laudable ethos within business that centres on the social role and responsibilities that architects should uphold.

“I would like to highlight the role we should be playing as architects and builders as cultural and socioeconomic ambassadors for the societies and nations in which we operate.”

“We should be able to add value and to help in branding cities and neighbourhoods,” he concludes.

Design plays an essential role in this,

The Vibes project

80 | Africa Outlook issue 89

as KEY offers attractive construction solutions with modern, minimalist designs that celebrate a bold geometry and compliment an urban environment.

The model of sustainability that KEY subscribes to centres on designing and creating buildings that stand the test of time.

“We believe that the main factor in sustainability is to create buildings with good feasibility and function which can survive for a longer period of time,” Fakhry states.

On an environmental level, KEY endeavours to embrace green technologies wherever possible, minimising the impact of their operations and incorporating eco-friendly technologies into their designs.

“Sustainability is of essence in our work; however, we focus more on passive sustainable approaches that focus on solutions to the green elements of construction, starting from the design concepts and through the details of every building,” Fakhry expands.

“We look at proposing a built environment that embodies answers to heat exchange, natural day light and ventilation - more O2 less CO2.

We prioritise water economies, and people’s psychological appreciation to the space, respectively through the following points: architectural shading elements, orientation, preserving and adding trees and roof gardens, rain harvesting and reuse of grey water, architectural design with cultural imagination.”

CONSTRUCTION This is an area where the Group will continue to dedicate their energies in order to remain competitive in the modern world.

“Technological solutions for energy saving is KEY in today’s construction industry in both electrical and mechanical engineering disciplines and we are continuously in research and following up on the latest trends to that effect,” he tells us.

Looking ahead, Fakhry’s appetite for expansion extends to the rest of the continent, with Nigeria next on the agenda. KEY already have several exciting projects in the pipeline.

“We are currently working on a stepping stone in the Nigerian market, with a private residence in Lagos that is ready for construction now, an office building remodelling project at pre-project stage and a bigger scale urban planning project in Abuja which is still at negotiation phase.”

“We believe that it’s a good time for us to open up to that amazing market and environment,” he states optimistically.

BEYOND RESIDENCE PROJECT: Outstanding studios, elegant duplex apartments and luxurious penthouses, all with modern, contemporary flair.

For the year ahead, KEY’s mission is clear.

“Our plan for 2021 is to get ready internally for a new leap in the business and the profession.”

“To be able to achieve said leap, which we believe would result in an increase in projects and businesses, we have put in place strategic propositions that will require an extensive upgrade for the team and its areas of expertise and capacities.

Though there is the need to be more organised, more digitised and more up to date. And this requires trainings and tools and infrastructure,” he informs us.

By incorporating this innovation, KEY guarantees future success by moving with the times.

KEY ARCHITECTURAL GROUP Tel: +233 244 566 566 architecture@keyarchitect.com www.keyarchitect.com

Africa Outlook issue 89 | 81

dpa lighting consultants

Light in Design 82 | Africa Outlook issue 89

CONSTRUCTION We spoke to Richard Bolt, Partner at dpa lighting consultants, about the company at the centre of the lighting design industry Writer: Marcus Kääpä | Project Manager: Ryan Gray

I

Balanstrasse Haus 24, Munich PHOTO BY MÜLLER-NAUMANN AND WEICKENMEIER, KUNZ + PARTNER

t is accurate to say that for many global industries the COVID-19 pandemic has ushered in a period of uncertainty, instability, and necessary adaptation.

The lighting industry, like several others, has experienced this past year as one of turbulence and challenges, and businesses within the sector have had to evolve and develop new methods of working to sustain their trading positions. But several companies are optimistic.

“The industry is resilient and will continue to seek and explore new and exciting opportunities to maintain the progressive momentum that has built up over many years,” says Richard Bolt, Partner at dpa lighting consultants.

“The medium of ‘light’ both natural and manufactured is so tangible and exciting to work, that it keeps us inspired and drives us forward.”

Bolt has been with the company for over 24 years and joined after gaining an Urban Design Diploma from Oxford Brookes University in 1996.

That year the firm had advertised for a Junior Lighting Designer with architectural experience, and Bolt, fresh out of higher education with a willingness to learn and excel, took the opportunity that presented itself.

“It sounded like an interesting position, so I researched the industry, not knowing anything about it, and found an instant attraction,” he tells us. “My architectural degree tutor had previously advised me to try and find a specialist design discipline within construction, and I quickly realised through the good fortune of discovering dpa, and my now business partner Nick Hoggett, that the lighting industry was it.

Africa Outlook issue 89 | 83

dpa lighting consultants

PROJECTS AT A GLANCE

Creation Gulf

Balanstrasse Haus 24, Munich

Creation Gulf is a leading provider of architectural light fixtures and automation solutions since 1998.

We specialise in the design, supply, testing and commissioning of a variety of turnkey lighting projects and guest room management systems.

dpa were appointed by Allgemeine SÜDBODEN to design the lighting of Haus 24, part of the expansive Neuen Balan Campus in Munich, working in close collaboration with Weickenmeier, Kunz and Partner architects.

Haus 24 is a striking and futuristic looking penthouse office space, overlooking the campus. With extensive glazed surfaces, the building presents itself against the Munich nightscape as a warmly lit, largely transparent volume.

The firm designed a lighting scheme that integrates the architectural lighting equipment within the fabric of the building as much as possible, whilst retaining obvious decorative elements to complement the modern interiors and provide a homely, warm layer of ambient illumination. The lighting scheme is controlled by a sophisticated architectural lighting control system that enables the seamless selection of scenes according to the time of day and the ambient atmospheric conditions, in close cooperation with a shading system that controls the ingress of natural light.

The end result is a superbly flexible working space that can accommodate a wide range of functions, within an ever expanding business hub in the city of Munich.

PHOTO BY MÜLLER-NAUMANN AND WEICKENMEIER, KUNZ + PARTNER

We also offer Project Management services, in which engineers are deputed to continuously monitor, maintain, retrofit and refurbish the existing lighting, lighting controls, and automation systems at various projects around the region. Our customercentric approach that lays emphasis on delivering both - premium quality and consistent value, is the core reason for our continued success.

Creation represents leading brands from across the world such as Honeywell from USA; Mode Lighting, Pharos Controls, Danlers, and Enigma Lighting from UK; Ruco from Germany; Helvar from Finland; Lamp 83 from Turkey and K-Lite Industries from India just to name just a few.

Our distinctive line up of over 500 successful projects throughout the GCC and India features high profile names across a spectrum of built environments such as a luxurious hotels, palaces, designer homes, restaurants, office complexes, retail shops, commercial and industrial establishments. Our recent projects in the UAE include Qasr Al Hosn, The Opus by Omniyat Designed by Zaha Hadid, King’s College Hospital London and the UAE Pavilion; In India, Hilton Residences; In Oman, Alila Resorts; and Sephora Stores across the GCC.

“I stumbled into the industry and have never looked back.”

From the outset dpa lighting consultants became an engaging and exciting career path for Bolt to follow.

The company, that was originally set up by architect Derek Phillips in 1958, currently has studios in Japan, Dubai, London, Oxfordshire, and Edinburgh, and a team of over 50 individuals who focus on the design aspects of lighting – natural and artificial.

“Our client base spans developers, 84 | Africa Outlook issue 89

hotel and spa operators, cruise ship companies, and retailers, to architects, interior designers, landscape architects, environmental consultants, as well as private building and residential clients and colleges,” Bolt explains.

Within the industry, the firm primarily sets itself apart through its collective years of experience. From its beginnings, dpa now stands with an impressive 7,000 completed projects in 80 different countries, and this provides

Our 22 year track record with all the leading design studios and contractors in the region depicts our reliability as we are known to provide a wide range of aesthetically pleasing and technically advanced solutions to meet the needs of a diverse range of customer requirements.

There’s always a solution in sight once you reach Creation.

www.creationgulf.com

dpa lighting consultants

PROJECTS AT A GLANCE The Langley, Buckinghamshire, UK dpa were commissioned with designing the lighting for all of the public front of house and guest areas as well as all external lighting to both the buildings and landscaping. Closely working alongside the interior designers: Dennis Irvine Studio, architects: Gibberd, and landscape designers: Colvin and Moggridge, to achieve a comprehensive and coherent scheme when moving throughout the property.

The Langley Spa, a state of the art subterranean 2,500 square-metre worldclass wellness centre, features an indoor pool, thermal areas, hammams, relaxation lounges, and five expansive treatment rooms. This comes together with a specially designed fitness suite by leading personal trainer and author, Matt Roberts with technologically advanced systems and equipment.

As a brand new facility, the spa did not have the same heritage listing restrictions as the other areas of the property do, and as such a considered approach creates a calming environment that pays homage to the adjacent Palladian mansion with a contemporary twist. As a subterranean space, the artificial lighting is more crucial than ever in creating a suitable environment. The use of concealed light sources, warm colour temperatures and a sophisticated lighting control system ensures the guest experience is second to none.

PHOTO BY JAMES BALSTON

Lucent Lighting Over the last 30 years working closely with the professional lighting design community Lucent has established itself as one of the foremost performance architectural lighting manufacturers in the World.

With offices in London and New York and supported by a specialist distributor and agency network in over 40 countries worldwide Lucent is ideally placed to be your global lighting partner.

PHOTO BY JAMES BALSTON

the company and its individuals with an incredible level of technical ability when serving clients’ needs.

The firm’s various teams consistently monitor and communicate all aspects of each project environment and the lighting technology used, be it LED light 86 | Africa Outlook issue 89

sources or digital controls, and shares this information to individuals in the practice.

What this achieves is an interconnected commitment to continuous research, debate, and innovation both internally and externally from the company. Combined with the

Traditionally Lucent specialised in the design and manufacture of architectural downlights but recently have diversified into other sectors with outdoor, spotlights, linear profiles, surface, pendant and in wall fixtures now available.

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CONSTRUCTION

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Africa Outlook issue 89 | 87

dpa lighting consultants

PROJECTS AT A GLANCE Mandarin Oriental Jumeira, Dubai This collaborative project is a newly constructed, five-star resort style hotel located on Dubai’s Arabian Gulf shoreline.

Over a period of four years, dpa worked in close collaboration with the client, operator and design team WASL Group, Mandarin Oriental Hotel Group, Architects DAR, interior designers from Design Wilkes, and Silverfox to design the lighting solutions for all public front of house areas of the hotel, internally and externally.

As part of the design brief, dpa worked closely with all parties from initial conception stage, ensuring that the lighting design was cohesive throughout the hotel, and well-integrated within the interior design and architecture.

The main lobby is very important, forming the first impression of the hotel for arriving guests and visitors. At 12 metres tall, it provided a challenge to ensure that the lighting was sufficient to adequately illuminate the space during daylight hours, with the dimming range to provide subtlety and ambience after dark. A discreet, linear, ceiling recessed system was

PHOTO BY ALES VYSLOUZIL AND PRECIOSA LIGHTING

88 | Africa Outlook issue 89

designed and specified, allowing high output linear LED luminaires to be installed in a way which matched the rhythm of the architecture and the ceiling.

At ground level, there is a colonnade of 14 Light Trees, designed by Design Wilkes and Preciosa, with technical and aesthetic input from dpa. The ‘trees’ feature approximately 900 individually addressed LED light points, illuminating hand blown glass leaves. The leaves are programmed to produce dynamic ripples of light, individually varying their brightness to create differing effects. The arrangement of the colonnades leads the eye along the central water feature, and through to the landscaped, beach adjacent courtyard and lap pool. dpa implemented a series of suspended lighting truss rigs, upon which were mounted theatrical RGBW projectors, with variable beam angles and focussing. These projectors were used to provide warm white intensity at the points where food is displayed and served, and dramatic coloured accents around the space. RGBW linear floodlights were mounted on top of the rigs to provide a coloured wash of light to the MEP service at high level, accentuating the height and industrial aesthetic of the space.

Feilo Sylvania Dubai The project’s range of work includes the development of the Al Shindagha Museum project located in the Shindagha Area in Dubai Creek where is the first area opened to World with trade-in Emirati culture. Opening the museum made Dubai Creek the venue of one of the largest open-air museums in the world.

Sylvania Beacon LED Muse has been installed throughout the Al Shindagha Museum highlighting art pieces and architectural details with soft and accurate beams of light.

XYZ AV Consultants and DPA lighting consultants have specified and installed Beacon LED Muse in this project to its full potential, delivering accurate and soft amounts of light throughout the exhibition.

Beacon LED Muse, with its unique adjustability using the soft-touch ring, enables beam control from a spot to a flood, Ideal for a museum, gallery.

Super high color rendering with CRI 97 typical; with R9 value at 90. Dimmable options - Trailing Edge, On-board dimming potentiometer also help to tailor light effects on site.

www.sylvania-lighting.com professionalism of dpa’s design team, this ensures that the company’s clients receive the latest and best information and advice available. “dpa has always been at the forefront of education regarding all aspects of the lighting environment, and this continues today,” Bolt explains. “Our desire and appetite to continually learn and share information has always been important, but perhaps with the current changes in light source technology and environmental legislation it is more important than ever.”

This technical ability and professionalism is showcased in dpa’s many projects, of which the Opus by Omniyat is one. A collaborative project between dpa and world renowned Zaha Hadid Architects (ZHA), the Opus was completed in 2020 and is home to the new ME Dubai hotel, in the Burj Khalifa district in Dubai (UAE).

“For dpa, the project spanned several years from concept to completion with various interesting

CONSTRUCTION

CONCORD BEACON LED MUSE II

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+971 4 2998141 info.me@sylvania-lighting.com www.sylvania-lighting.com A Felio Sylvania Company

ITG mbH is an owner-managed Engineering office that has been established on the market for 24 years.

Our core competence is the electrical engineering, especially: o Implement high-quality lighting concepts o Media technology o Conveyor technology We always like to work with dpa lighting, e.g. in the following projects: o „neue Balan“, Balanstraße 73, Munich o Allianz SE Conference Center, Munich

Opus by Omniyat PHOTOS BY LAURIAN GHINITOIU, CMOA

www.itg-landshut.de info@itg-landshut.de

Africa Outlook issue 89 | 89

dpa lighting consultants

Al Shindagha Museum PHOTOS BY ALEX JEFFRIES PHOTOGRAPHY GROUP

challenges to illuminate such a unique and complicated piece of architecture,” Bolt continues.

“The design represents two towers that have converged as one, to a cube with the centre ‘eroded’ to create a stunning and contrasting void. This void is an important volume and canvas for the lighting intervention and solution to the internal ‘skin’ of the building’s void.”

The firm collaborated closely with ZHA and the other team members along with Vexica to develop a unique product to integrate seamlessly into the façade of the void. By day, the building’s façade reflects its surroundings like a monumental, mirrored sculpture; whilst at night, the void is transformed using 5,000 individually 90 | Africa Outlook issue 89

Richard Bolt, Partner at dpa lighting consultants controllable 1.5-watt LED points of light providing a sophisticated and dynamic lighting installation. Using DMX lighting control enabled unique tailoring of the content with the LED ‘pixels’ as a

creative tool to paint with light across the inner void façade.

In order to achieve the level of expertise that it provides its clients, dpa utilises a range of experienced professionals to broaden the potential of the company.

“The scale of our practice and close working relationship between our studios means we have been able to recruit from a wide variety of backgrounds such as architecture, urban design, interior design, product design, various engineering disciplines, the theatre and so on,” Bolt explains.

“This broad skill base that focuses solely on architectural lighting design provides dpa with an unparalleled human resource and knowledge to deal with the varying challenges each

CONSTRUCTION

project demands, “We have a team ethos and approach within our organisation, whereby our studios are fully supportive of each other which is immensely important to us.”

This is what sets dpa lighting consultants apart from its competitors in the industry – the ability to utilise varied expertise, collaborative efforts, and communication to better enhance the fluidity and overall process of client projects.

One factor that drives the success of dpa’s lighting projects is the relationship between the company and its industry supply chain partners.

Through positive collaborations with these external businesses, together with its design and wider project

teams, dpa is able to achieve the best possible results for its clients.

“It is imperative that we enhance existing relationships as well as nurture potential new ones, as our clients and the projects they ask us to design are the vertebrae of our business simultaneously alongside the dedicated team we are fortunate to have at dpa,” Bolt tells us.

“On top of this, we are reliant on lighting manufacturers to develop and design quality lighting products that act as tools of the trade to enable us to strive towards achieving lit excellence.”

As for the upcoming year, dpa is focusing on both the retention of resource level that was previously established before the onset of the coronavirus pandemic, in order to

emerge from this period of uncertainty intact, which will be challenging but achievable through effective practice promotion, relationship building and continuing to contribute towards and deliver quality lighting projects.

“We continue to engage with innovative and creative projects particularly within the hospitality sector, whilst recognising a greater diversification into environmental type projects within the UK,” Bolt adds.

Tel: +44 (0) 1869 337412 dpa@dpalighting.com www.dpalighting.com

Africa Outlook issue 89 | 91

CIMBENIN

92 | Africa Outlook issue 89

CONSTRUCTION

Supplying

BENIN’S Builders Part of the world-renowned HeidelbergCement, Cimbenin continues to provide crucial cement supplies for the country’s infrastructure and building projects

N

estled in the west of Africa between Nigeria, Niger, Burkina Faso and Togo, Benin celebrated 60 years of independence in 2020 having been under the control of French colonialists from the late 19th century.

It is an unconventional piece of territory – a long wedge shape that stretches north for 675 kilometres from a 75-kilometre coastline on the Atlantic Ocean.

And it is here where most economic activity takes place. The nation’s capital, Porto-Novo, is located just inland in the south-eastern corner of the country, although it is not Benin’s chief societal and financial hub. This can be found 40 kilometres southwest at Cotonou, which is recognised as the chief port and de facto administrative capital.

Cotonou has been growing in importance since a wave of privatisation policies were

Project Manager: Josh Mann initiated in the 1990s in a bid to open up the Benin economy.

This has involved making the most out of the nation’s resources, chief among them are tropical rainforest, fish, oil and several minerals including iron ore, chromium ore and limestone.

The latter is helping to power Benin’s cement production industry.

Another key component of the economic reforms of the 1990s was to encourage private investment into key sectors, and Germany’s world-renowned industrial giant HiedelbergCement answered the call, creating Cimbenin through the acquisition of SONACI’s cement plant in Cotonou in 1991.

Today, the specialist grinding plant stands as one of the oldest in the country and serves as a major cement supplier to the Benin construction trade. Here, tremendous volumes of clinker are taken through the final stages of cement production, with processes Africa Outlook issue 89 | 93

CIMBENIN

HEIDELBERG CEMENT IN SSA Since arriving in Africa in the 1960s, HeidelbergCement has greatly expanded its presence across the Sub-Saharan region.

Today, it runs a number of plants spread across several countries.

These include: BENIN: Grinding plant in Cotonou BURKINA FASO: Grinding plant in Ouagadougou DEMOCRATIC REPUBLIC OF CONGO: Integrated cement plants in Lukala GAMBIA: Cement terminal in Banjul GHANA: Grinding plants in Tema and Takoradi LIBERIA: Grinding plant in Monrovia MOZAMBIQUE: Grinding plant in Beira SIERRA LEONE: Grinding plant in Freetown SOUTH AFRICA: Grinding plant near Port Elizabeth TANZANIA: Integrated cement plant in Dar es Salaam TOGO: Clinker plant in Tabligbo, grinding plant in Lomé, grinding plant near Kara

94 | Africa Outlook issue 89

carried out by the likes of cement dryers, ball mills, roller presses and other very specialised pieces of equipment.

Among the final products made

by Cimbenin are its high quality 42.5 R graded Buffalo Cement, a cement which is especially popular among brick manufacturers. More standard masonry work such as mortar, jointing and tile laying, as well as standard structural applications, can be served by the 32.5 R variant.

All cement is produced according to international standards NF EN 197-1, a hallmark of long-lasting quality and resistance to adverse weather conditions. Further, Cimbenin has been ISO 14001 certified since June 2012 and OHSAS 18001 certified since April 2013.

And no matter what cement a customer orders, they are able to benefit from live tracking, adding an extra layer of transparency that offers crucial peace of mind.

CONSTRUCTION

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INVESTING IN SUB-SAHARAN AFRICA HeidelbergCement is also determined to serve the community as well as its building trade clients.

The HeidelbergCement Benin Foundation, for example, invests in a number of local projects designed to uplift society. In August 2020, it joined forces with Human’Isa for the construction of school four classrooms. The work was carried out in partnership with the NGO Terre d’Espoir Benin, with Cimbenin provisioning cement supplies.

This is a typical example of the company’s impact regionwide since it established itself on the African continent in the middle of the 1960s.

Activity initially occurred under the banner of Scancem International, which formally became part of HeidelbergCement in 1999.

It is now one of the leading cement companies in West Africa,

www.cochepa.com

operating a network of 18 facilities in 11 different countries, from Gambia and Ghana to Togo and the Democratic Republic of Congo.

In all of its markets, the company stands as an important economic contributor, not only through its provision of building materials, but also employment and economic stimulus through the supply chain.

And although the region, like many parts of the world, has been adversely impacted by the health and socioeconomic impacts caused

by COVID-19, the underlying market for cement was positive up until the outbreak of the pandemic.

In a summation of the region’s potential, HeidelbergCement states: “Demand for building materials in Africa south of the Sahara continued to develop positively in 2019.

“Overall, the market environment is characterised by robust local

economic development combined with increasing construction activity.

Solid economic growth, a young and rapidly growing population, and steadily progressing immigration to cities and urban areas are the main drivers of increasing construction activity and demand for cement in these countries.”

While a return to normality may not arrive in the immediate future, HeidelbergCement remains primed to serve the market when demand picks up.

“A key indicator is the per capita consumption of cement, which is still significantly lower in the Sub-Saharan countries than in more developed or industrialised countries,” the firm states. “Our production locations are primarily located close to urban centres and therefore well positioned to serve the growing demand for building materials.”

Africa Outlook issue 89 | 95

ARC POWER

ENERGY & UTILITIES

Connecting Rwanda In Rwanda, seven million people live without power. Karl Boyce, CEO of ARC Power, discusses his mission to connect the country Writer: Sean Galea-Pace Project Manager: Josh Hyland

Africa is, without a doubt, the most exciting place to work in at the moment.”

That’s the view of Karl Boyce, CEO of Arc Power. Over the past 15 years, Boyce has worked in Rwanda, originally on biofuels projects and during his time in the country, he has witnessed first-hand that one of the biggest factors limiting national development was the lack of electrical power in the communities.

“Africa is the final frontier market and has so much potential, particularly in the renewable energy space,” he explains.

“It actually has an advantage over more developed markets in as much as it will be possible to leapfrog traditional infrastructure such as distributed clean power and national

grids, electric vehicles and fossil fuel vehicles. This was clear in the way that mobile leapfrogged traditional landline in Africa.”

Rwanda is a densely populated country and has a total population of around 12 million people. However, despite such statistics, seven million people are still without power, while in Africa itself, that figure exceeds 500 million.

ARC POWER’S AIM The organisation has a mission to connect every house and business with affordable, reliable and clean energy provision through adaptable containers in order to transport and house a modular solar generation base station. This will allow expansion in line with long-term growth.

Solar energy isn’t a new innovation in Rwanda. Existing solar home systems performed well, however, the DC Power provided was small scale and when the sun went down, the power went off. Upon building relationships with the Rwandan government, the national energy firm and local communities, it became apparent that off-grid energy would provide the optimal solution.

Africa Outlook issue 89 | 97

ARC POWER

ARC POWER’S PROMISE AIM Whilst designing the offering, ARC Power reviewed other solar solutions.

ARC Power saw families who were unable to afford the up-front set-up and connection fees, without electricity.

Later, those same families were paying their connected neighbours, so their children could do homework under a strong light. This observation defined our fully inclusive model. There are no upfront costs aside from the initial top-up, with ARC Power at all. Instead, ARC Power install light fittings and power sockets in each connected home for free. ARC Power aims to make getting connected as streamlined as possible.

PURPOSE Reliable power unlocks the potential for local business growth and productivity, improved education and community prosperity, through access to the internet, appliances and light after dark.

Expert skills are transferred to locally educated teams with a view to providing long-term support for the projects, key individuals and the communities.

Its roll-out target of 30 ARCs across rural Rwanda will connect circa 150,000 people to affordable, reliable and clean power.

98 | Africa Outlook issue 89

ARC Power means solar with a difference. The firm integrates its proprietary SMART system with offthe-shelf highest quality components, all while employing people from local communities to develop off-grid power systems (ARCs) for families and businesses. For Boyce, he’s clear about his company’s competitive edge.

“We have built our business model around democratising access to energy for everyone so we do not charge any installation or connection fee, but have built that into the tariff,” he explains.

“This makes it affordable for everyone to have access to power. As a company, we also want to ensure that we are providing a long-term, sustainable solution so our generation units are quick and easy to scale, as demand for power increases in communities.”

ENERGY & UTILITIES ARC hubs are safely designed and constructed in line with the high standards and specifications set out by the National Grid. Installation follows strict quality criteria and meets the standards of national utility providers. ARC Power architects obsolescence through using off-the-shelf, tried and tested components from industry-leading manufacturers. Once in operation, an ARC is managed remotely through proprietary cloud technology, providing a low maintenance solution.

The firm integrates its proprietary SMART system with off-the-shelf highest quality components, all while employing people from local communities to develop off-grid power systems

“WE ARE CURRENTLY RUNNING TRAINING WITH FEMALE ENTREPRENEURS IN THE COMMUNITY AT OUR OWN COST TO ENSURE THEY REALISE THE BENEFITS WHICH POWER CAN BRING”

The firm’s ARC hubs are transported in standard 10, 20 and 40-foot shipping containers. Upon its arrival at the installation site, the container acts as a housing for the ARC. A single ARC hub can be installed and connected within two weeks. Its modular solar generation systems are scalable and allows for expansion in line with long-term demand growth.

Despite the challenge of COVID-19, ARC Power built its first solar business park next to one of its generation units.

“Having provided power to a cluster of villages, there was an opportunity to support the development of new businesses with a small business park,” explains Boyce.

Africa Outlook issue 89 | 99

ARC POWER

ARC Power design-outs obsolescence by using off-the shelf, tried-and-tested components from leading edge manufacturers. Once up and running, an ARC is managed remotely through cloud technology, providing a low maintenance solution

ABOUT KARL BOYCE Karl Boyce has been working primarily in renewable energy in Rwanda and East Africa over the past 15 years. Prior to that, Boyce worked as an Investment Manager in London, however, began looking at carbon markets in 2006 which evolved from initially focusing on carbon assets to generate emissions reductions, to addressing energy security in developing markets.

Having worked in Rwanda for a considerable length of time, Boyce understood the impact that a lack of access to power was having on the ability for the economies, particularly in rural communities, to develop.

Karl Boyce, CEO, ARC Power

100 | Africa Outlook issue 89

“We will have a milling company, welding shop and a bakery operating there shortly, which should increase the wealth in that area. This has now become part of our business model, so we will build a solar business park at each ARC site going forward, which will also house a battery swapping station for electric vehicles.”

By 2040, an estimated 140 million Africans could access electricity from mini-grids. For Boyce, he remains passionate about connecting more people to power as soon as possible.

“Following the success of the first phase of rollout for ARC Power, we are

now in the process of a much larger investment round, which would allow us to connect another 75,000 people to affordable, reliable and clean power by 2022.”

Today, the influence that staff have on the success of business is crucial.

To Boyce, he recognises their impact and believes that retaining good employees is essential to long-term prosperity.

“It’s the key to our success as a business,” he affirms.

“As the founder, I have always wanted to ensure we have the right culture within the company and we

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“WE ARE AIMING TO CONNECT A FURTHER 2,000 CUSTOMERS OVER THE NEXT SIX MONTHS AND CLOSE THE SERIES A FUNDING ROUND BY THE THIRD QUARTER WHICH WOULD ALLOW ARC POWER TO SCALE CONSIDERABLY THEREAFTER”

are focused on giving every member of the team agency so they feel like part of the actual journey of ARC Power, not simply an employee.

“Equality is important to us as is ongoing development, so we encourage continuous training in a wide range of courses and recognise those team members who go that extra mile with internal awards and prizes. That’s the fun part!”

Indeed, equality is also an important area to ARC Power. Boyce is clear that his firm is playing its part to boost fairness and diversity within the sector.

“We are currently running training with female entrepreneurs in the community at our own cost to ensure they realise the benefits which power can bring,” explains Boyce.

“We’re also providing training to people in the communities and assisting them in setting up businesses.”

ARC Power doesn’t believe in standing still. Its sister company, ARC Ride, is set to introduce electric motors into Rwanda with battery swapping capabilities to allow the batteries to be charged by its ARCs and provide 100 percent clean transport solutions.

“The plan is for these to be leased to moto taxi riders, providing them with a lower cost solution to increase their profitability, in parallel to supporting the drive towards e-mobility.” Looking to the future, Boyce is optimistic about what the next 12 months holds for ARC Power.

“2021 is a big year for us,” he outlines. “We are aiming to connect a further 2,000 customers over the next six months and close the Series A funding round by the third quarter which would allow ARC Power to scale considerably thereafter.”

Tel: +44 7539 839393 info@arcpower.co www.arcpower.co

Africa Outlook issue 89 | 101

GOODWE

The Potential of

SOLAR POWER With endless possibilities in solar power, Andrew Tyler, Sales and Business Development Manager for Sub-Saharan Africa at GoodWe, discusses the company’s localised approach Writer: Sean Galea-Pace Project Manager: Nick Norris

102 | Africa Outlook issue 89

It is an extremely exciting time to be working in the solar industry, especially in Africa,” comments Andrew Tyler, Sales and Business Development Manager for Sub-Saharan Africa at GoodWe. In Africa, solar power offers a unique solution to the age-old problem of there being very little access to electricity, and Tyler believes

that the possibilities are endless.

“We have recently reached the point where solar power is cheaper to produce than traditional forms of power, this is known as grid-parity,” he tells us.

His company is GoodWe — a world-leading photovoltaic (PV) inverter and energy storage solutions manufacturer.

With an accumulative delivery of more than two million inverters and

ENERGY & UTILITIES

installation of 23 gigawatts in more than 100 countries, GoodWe solar inverters have been used in residential and commercial rooftops, industrial and utility scale systems, and range from 0.7 to 250 kilowatts.

Technological innovation is GoodWe’s main expertise. With an in-house R&D team of around 300 employees across two R&D centres, the firm offers a comprehensive

Andrew Tyler, Sales and Business Development Manager for Sub-Saharan Africa

portfolio of products and solutions for residential, commercial and utility scale PV systems, ensuring that performance and quality go hand-inhand across the entire range.

The company has more than 2,000 employees situated in 15 different countries and was regarded as the world leading storage inverter supplier by Wood Mackenzie in 2020. GoodWe was also ranked as Africa Outlook issue 89 | 103

GOODWE one of the Top 10 inverter suppliers

by IHS Markit and has achieved five consecutive TUV Rheinland ‘All Quality Matters’ Awards.

For as long as Tyler can remember, he has always had an interest in energy and the different uses of it.

“Alternative energy, specifically solar power, had always intrigued me as it offered the ability to create power in places where traditional sources of power were unable to,” he explains.

“My career in solar started just over five years ago where I was given

104 | Africa Outlook issue 89

the opportunity to work with a small start-up distributor in Johannesburg.

I have gained immense experience in all aspects of the industry, having had the opportunity to work in distribution at Segen Solar and directly with a manufacturer such as Jinko Solar and now with my current role at GoodWe.” Indeed, Tyler is well aware about what sets his organisation apart from competitors.

“GoodWe has a more localised approach to our business operations in each country or region we operate

in,” he says.

“We will always have local staff who understand the market and a product portfolio that offers products that match the requirements for that region.”

In September 2020, GoodWe confirmed its initial public offering of its common stock and is now officially listed as a public limited company, with shares trading on the Shanghai Stock Exchange. The ceremony was attended by leading figures of the solar industry and coincided with GoodWe’s 10th anniversary – a decade which was marked by relentless hard work, continuous innovation and international success.

Daniel Huang, CEO at GoodWe, said: “GoodWe has achieved consistent, continuous and sustainable growth for several years and has proven, year after year, that its financial success is a result of its step-by-step approach of strategic growth and consolidation.

We have been working relentlessly for over ten years and have reached new frontiers. The IPO marks the beginning of a new chapter.”

ENERGY & UTILITIES

MISSION

To provide seamless and hasslefree products and solutions.

VISION

The impact of coal-fired power plants poses a significant threat to the environment and public health. As an advocate for a greener environment, it is GoodWe’s responsibility to provide a more sustainable future for the new generations to come.

GoodWe is already recognised as the leader in the storage segment and holds a 15 percent global market share, while being ranked in first place as the world’s residential hybrid inverter supplier of choice, by Wood Mackenzie.

The organisation has a drive to continue to expand its storage portfolio to include the latest innovations and continue to lead the storage revolution. GoodWe set up an integrated service system for pre-sales, in-sales

and after-sales and has established service centres worldwide, aiming to offer global support to all customers including project consulting, technical training, on-site support and aftersales service.

In 2020, GoodWe unveiled its new family of C&I and utility scale inverters, the HT Series, which completes its vast portfolio. Further improvements in inverter technology and battery compatibility are expected in 2021

and 2022. The company is set to continue to lead research efforts in SEMS energy applications in a bid to allow owners to benefit from automated energy choices which are based on real-time operating conditions. GoodWe will likely front research efforts that are aimed at implementing energy trading technologies that enable shared energy communities and zerocarbon future.

Africa Outlook issue 89 | 105

GOODWE

NEW GOODWE PRODUCTS ESA SERIES GoodWe’s ESA Series is an all-in-one solar and storage solution which integrates the inverter, battery charger, UPS and battery enclosure into a pre-wired modular system for easier and faster installation. The compact, elegantly designed and robust unit is IP65 rated and can be mounted either inside or outside, withstanding all weather conditions.

This can perfectly integrate with a five-kilowatt hybrid inverter with a 10 kilowatt-hour Lithium battery inside.

Additionally, the exquisite ESA Series means less space and provides neater installation than a split storage system in order to create a high-performance system that is aesthetically pleasing.

The ESA Series is pre-wired and factory tested to allow for quick installation. The modular, manoeuvrable system allows the user to keep installation costs down. It only takes a quick three-step process to connect the system to the customer’s home internet. This will reduce 50 percent of installation time.

AC/DC Breaker, Plug and Play connectors and external communication connector. This ensures that the installation is much more convenient, and saves costs, space and up to 70 percent of installation time compared to similar products.

GOODWE HIGH VOLTAGE RESIDENTIAL BATTERIES GoodWe is also very proud to announce its own product in the heavily sought-after battery market. The Lynx Home S Series is a high voltage battery that offers multiple energy storage options through and expandable modular design (3-8 modules can be combined), which further simplifies installation and O&M with multiple smart functions.

The safest battery cell technology (LFP) comes with a high charging rate of 50A, ensuring superior performance and supplying robust power for your daily life. Not only can the Lynx Home S automatically reboot when it enters the self-protection mode (under-voltage), the built-in systems support software allows remote diagnosis and upgrades for the main module (BMU) and the vice modules (LMU). With its IP65 protection degree, the GoodWe Lynx Home S can be installed indoors and outdoors for flexibility and convenience.

EHB SERIES The EHB Series single-phase hybrid inverter specially designed to meet the increasing energy storage needs from the residential segment. It is the ultimate integrated multi-function system and follows a Plug and Play design and has an external communication connector, which makes the installation process convenient and efficient.

Supporting up to 50A battery charge, the EHB can easily supply power to critical loads when the grid is compromised. It is AFCI-Ready and can support rapid shutdown function. These features make this inverter a perfect match for application in South African houses.

The EHB Series negates all the complexities of the installation process with its well-designed integrated

106 | Africa Outlook issue 89

ENERGY & UTILITIES With development on the horizon, the company is close to launching its aftersales service channel which will provide GoodWe clients level one and two support in English and RMA stock.

“Next to the already released and installed GoodWe ESA All-in-OneSeries, we have also launched our EHB series inverter which is specifically developed and manufactured for the African market,” says Tyler.

“Key highlights offered this product are a five to 10 kilowatt single-phase output, 15-kilowatt max DC Input (10 kilowatts for AC output and five kilowatts for DC charging), 4MPPT and an installer friendly design with DC/AC breakers and an AC changeover switch integrated.”

GoodWe has built its entire business around working with strategic distribution partners in each market.

“This relationship is extremely important to us as it allows us to focus on large volumes with our distributors who then sell on to the smaller installers in a market,” he adds.

In March 2020, GoodWe was selected as the exclusive licensing partner of solar inventers for The HT Series (shown below left) is GoodWe’s further development based on the extremely successful C&I inverters of the SMT and MT Series. The HT series offers 100kW-136kW models with 1100V DC input, comes with 10-12 MPPT’s and is compatible with Bi-facial Modules, ensuring a maximum utilisation of available solar energy. It boasts 50 percent DC oversizing capabilities along with 15 percent AC overloading to fulfill the energy generation demands. Furthermore, the HT Series can help maximize generation across the entire PV system with its capability of low voltage start-up and full output in harsh environments of 50 degrees Celsius.

The HT series also includes integrated string level monitoring and built-in SPD on AC & DC side and an integrated Anti-PID function removes the need for a separate PID box, saving on additional costs. It offers a No-Fuse/No-LCD design with Full Film capacitors which guarantees a long lifespan and features IP66 enclosures to enhance performance while keeping it protected from heavy dust ingress and highpressured water from any direction.

Thomas Haering, Managing Director of GoodWe Europe GmbH, which was founded in 2018 and headquartered in Munich, Germany, recognises the importance of staff and believes that harnessing a positive culture is vital.

“The creation of the German EMEA HQ has helped tremendously to intensify the cooperation with our partners in Southern Africa and improve the relation and communication not only with customers, but especially also with our own staff.

We have a very open company ethos where we encourage employees to take ownership of topics and follow projects and tasks in their own manner,” he says.

“Even though we have a very large company in the background, the core structure of the European office is still relatively new, which gives us the advantage that we can fully work in start-up atmosphere, so to speak. It creates a very dynamic approach to things and allows personal development and entrepreneurial spirit.”

Thomas Hearing, Managing Director, GoodWe Europe GmbH

GE’s global sales. The powerful combination of GoodWe’s product quality and reputation, as well as GE’s iconic brand is a recipe for success that has the potential to replicate European success stories in the United States and worldwide.

In choosing its partner, GE underwent a rigid selection process which saw a large number of solar inverter manufacturers carefully studied, analysed, scrutinised and examined in every minute detail.

Around 32 manufacturers were then shortlisted and went through an even more comprehensive assessment that included everything from the technical capabilities of key components to the firm’s financial stability and extent of global service coverage. Commenting at the time, Thomas Buccellato, Senior Managing Director at GE Licensing, commented: “Our analysts knew we needed world-class products, as we will be targeting the high end of the market where end-user loyalty to the brand also comes with high expectations.

GoodWe is the right choice.”

Looking ahead to the next 12 months, Tyler is optimistic about what the future could hold for his firm.

“2021 is going to be a big and exciting year for GoodWe as we are growing the South African team to ensure that we can focus on growing not only in South Africa but also growing our footprint on the African continent,” says Tyler.

“We consider RSA as our major hub for the whole Sub-Saharan Africa region and try to support neighbouring countries as much as possible from our RSA base.”

Tel: +27 60 972 9457 sales.africa@goodwe.com www.goodwe.com

Africa Outlook issue 89 | 107

DÜRR AFRICA

A COVID REBOUND On the back of a disruptive 2020, Michael Broek, Managing Director of Dürr Africa, discusses the current state of manufacturing as a result of COVID-19 and his company’s day-to-day operations Writer: Sean Galea-Pace | Project Manager: Thomas Turnbull

108 | Africa Outlook issue 89

MANUFACTURING

Despite the general downturn and COVID-19 pandemic, manufacturing is still very dynamic,” says Michael Broek, Managing Director of Dürr Africa.

Indeed, in March 2020 as the COVID-19 pandemic tightened its grip on the world, Dürr Africa completely shut down its manufacturing operations.

“Our production went down to zero,” he admits. “Fortunately, we had the infrastructure in place to make that transition to home working smooth. All other aspects of the business, such as sales and finance carried on, it was just production that

grounded to a halt.”

As restrictions began to lift in May 2020, Broek affirms that Dürr Africa were a bit stricter than what the government had ordered.

“We limited access for our employees within certain areas of the workplace to limit the consequence of an exposure to infections at our offices,” he recalls. “We also made sure we issued the proper PPE such as facemasks and hand sanitizers not just to our staff, but also to their families. These can be expensive commodities if you have extended family and a limited budget, and we wanted to ensure that the family units were safe too.”

Africa Outlook issue 89 | 109

DÜRR AFRICA

Siemens Digital Enterprise is the comprehensive portfolio from Siemens for the digital transformation with solutions for the specific requirements of the automotive industry.

The automotive industry is the technological trendsetter among manufacturing industries. It keeps evolving on a fast pace and is a driver of the new era of digitalization.

Digitalization with the Digital Enterprise solution portfolio helps the automotive industry to turn their ideas into successful vehicles faster and more efficiently.

Siemens and DURR have a long-standing partnership. Siemens supports DURR in the automotive industry with innovative hardware and software and plays an integral role in the launch of new vehicle deliveries. Siemens looks forward to continuing the collaboration with DURR Africa with cutting-edge technologies and driving the digital transformation of the automotive industry.

siemens.com/automotive

DÜRR’S PROJECTS Dürr provides a wide range of products for all painting, final assembly and air pollution control applications, complemented by smart automatic and supervisory control systems.

- Digitalisation - Planning and consulting - Sealing and gluing technology - Paint shop and application technology - Final assembly - Software and controls - Environmental technology - Decentral power generation - Automated goods transport

110 | Africa Outlook issue 89

“With a workforce of over 150 people, we ultimately only had two COVID cases during the whole COVID period. It took a lot of time and effort to get this right and it wasn’t always easy, but it was worth it in the long-term.”

Broek has led operations at the organisation for more than two decades and has witnessed how operations have changed over the years. His journey to joining Dürr was an interesting one. In 2000, having been working for a firm involved in paint automation, Broek approached Dürr in Germany and offered to reopen the company in South Africa to support the local industry.

“At the time, Dürr had a number of contracts to install facilities that were handled directly from Germany,” he recounts.

“Dürr Africa was re-established mainly as a service location to provide local service on the relatively complex technology installed at our customer’s

plants. So, working first from my home office, I hired some engineering staff and slowly built up the company over the years.”

Dürr works closely with local automotive and industrial firms. The company has a close and long-lasting relationship with a number of the most influential names in the local automotive sector, including BMW, Ford, Mercedes-Benz and Volkswagen. Dürr provides a comprehensive range of products for all painting, final assembly and air pollution control applications, complemented by smart automatic and supervisory control systems.

Upon joining, Broek’s initial focus was the reciprocator-based paint application machines. This was shortly followed by the final assembly products such as automated wheel alignment machines, break testers, liquid media filling machines for aircons, brakes and power steering.

“We eventually started to manufacture standalone machines

MANUFACTURING

AUTOMOTIVE MANUFACTURING

In the fast lane – with digitalization The automotive industry is moving up a gear in terms of speed and efficiency. In parallel it is further increasing the already high flexibility.

That’s why both today and in the future, comprehensive solutions are needed that cover the entire product and production life cycle. This is the only way to master the increasingly complex processes, shorter innovation cycles, and rapidly growing amount of data. With integrated software and hardware, Siemens offers a solution portfolio that covers all aspects – from the product concept all the way to the finished vehicle. This allows automotive industry to closely integrate processes that were previously separate, and to fully leverage the advantages of digitalization.

siemens.com/automotive

in South Africa and followed this up with the local manufacture of material supply systems for paint and sealer, all kinds of conveyor systems, spray booths and other enclosures, as well as ovens and pre-treatment facilities,” he says.

“Along the way we also represented our balancing machine division (under the brand name Schenck) that provides balancing machines ranging from balancing small motors all the way to large vacuum balancing machines for the turbines at most South of Africa’s power stations.

“We also support our environment technology division that produces facilities for clean air systems. One of the latest additions to our family is the woodworking machinery business under the brand name Homag.

Homag designs and builds machinery that can produce for example complete flat-packed kitchen cabinet units. The 3D model that you designed with your local kitchen company is

fed into the MES system of a cabinet making company and then creates production orders that coordinate the various Homag production machines so that the various boards are cut, drilled, edged, painted and packed – ready for installation.”

Broek acknowledges the importance of staff retention and believes that in today’s environment, wages are not the only factor to consider for employees.

“Money is not the only driver for job satisfaction — quality of life and time off are important factors to consider,” says Broek. “We try and create a really pleasant work environment, and hope that our staff appreciates this even during the hot project phases when much overtime needs to be worked, often away from home. Individual recognition is a more difficult topic as we often work in teams. But we find ways to reward the outstanding candidates.

“The dedication of a staff member to a particular company is not what

it used to be. Some people are tending to look at other opportunities after only a few years at a company whereas in the past, people tended to stay with one company much longer, sometimes for decades. It’s up to us to find ways to keep employees challenged and engaged.”

Dürr Africa has worked on a number of significant projects over the years, such as the Marcopolo Bus Plant and Coega Plastics Paint Shops to name but two. However, Broek is keen to stress that he isn’t content to rest on his laurels.

“We continue to work very hard on the sales side,” says Broek. “In our world, sometimes you get a really big and important order, then there are a few minutes of elation when one realises that the hard work had paid off, but then the reality sets in and one starts facing the stress of execution, tight timelines - and the mentality shifts. We know there is a lot of competition.

Africa Outlook issue 89 | 111

DÜRR AFRICA “In the past as we built up our installed base in South Africa, we only had one or two main projects per year and we could focus all our attention on them. We have to multitask a lot more now that we need to execute many projects in parallel, with moving timelines due to COVID-19 and other issues, resource management becomes one of the more important tasks to coordinate efficiently. My current recollection of past projects isn’t great because I’m mainly focusing on the now and what we have to execute next.”

Broek points to the paint shop for a Brazilian bus manufacturer from a project as being one that sticks in his memory as being quite influential in the development of Dürr Africa.

“The bus plant project wasn’t even particularly high in value,” he remembers. “But it was the start of building an entire plant locally in South Africa. The customer entered our market and wanted to build and paint their buses in South Africa. They approached us for an initial concept, and we formed a good working relationship with their management.

So, they then decided to work exclusively with us. At the time this was a large project for us and because it was completely engineered in South Africa it made it very special. The timeframes were great, everything was delivered to plan, and the bus plant is still in operation today.

“As of the beginning of last year, we were entrusted with building a new paint shop for a premium car manufacturer. The installation phase was particularly challenging during COVID-19 as the pandemic messed up many delivery plans. The site travel logistics had to be managed carefully too, as many overseas contractors were involved in the assembly and management on site.

“We are currently in the commissioning phase and when it comes online late this year it will be the most sophisticated paint shop 112 | Africa Outlook issue 89

in South Africa. We are installing our third generation of painting robots as well as other environmentally friendly technology to reduce their carbon footprint.”

Broek has witnessed how the market within South Africa has transformed over the years and admires his company’s competitive advantage.

“South Africa has been isolated for many years during the eighties and early nineties,” he says. “We have a lot of smaller competitors that are good at what they do. But they often struggle to project manage a more complex project. We also have the danger that by involving certain subcontractors and make them familiar with our technology and concepts, we could create instant competition. Our strategy has been in many areas to insource complex and

technologically challenging topics and to outsource manufacturing of smaller and less challenging portions of a project.

“This is because once we give a supplier all the details to get something built, we essentially would be sharing our technology with them to a level where if they have enough confidence, they could become a major rival. We operate in a different way to other companies, and this makes us more competitive because of the important value-add we have in-house rather than marking up someone else’s product.”

Broek understands the value of partnerships. Despite having reduced its supply chain to primarily raw materials, he is well aware of the value of material and equipment suppliers, as well as installation contractors.

MANUFACTURING

“We have strong relationships with them because it’s important they deliver that equipment in a timely and cost-effective way, and to support us at short notice occasionally during emergencies” he explains. “When it comes to involving companies in our projects, we also have suppliers that will do installations for us at times when our local workforce is already committed to other projects. This means that we don’t have to burden ourselves with too much manpower that we only need in peak times.”

However, Broek is cautious to be too trustful and explains that it is important to work diligently with partners to ensure deadlines are met.

“In South Africa, we choose our partners carefully. We are only as good as the weakest link in our supply chain. When we use sub suppliers, we must watch them closely with respect

to quality and deadlines because unfortunately some companies often overpromise and underdeliver,” explains Broek.

“Even if we have a close relationship with a supplier, we have to follow them every step of the way to ensure all the milestones are met in time. If just one cog doesn’t work correctly on a tight deadline, it will damage our reputation - instead of our sub suppliers. The management of suppliers is critical. We need relationships of trust that even if they do have a problem, they need to tell us early so we can support them in the correct way. But, building that trust with your supply base takes time.”

With the future in mind, Broek is looking forward to expanding and developing the company’s products to ensure they are suitable for the local market.

“We take on new product portfolios regularly,” he says. “Every year, we pick up one or two and develop them further before selling to the local market.

“I believe that now is the time to consolidate. The key is to not grow too quickly, look for a new product line, understand the technology, build up service capability and roll it out on our local customer base. And then ensure that the initial market introduction of a new product runs as smoothly as possible to ensure our reputation is maintained.”

DÜRR AFRICA Tel: +27 87 820 9011 durr.africa@durr.com www.durr.com

Africa Outlook issue 89 | 113

KANSAI PLASCON

Putting People First in Africa Executives from Kansai Plascon discuss their divisions and how they manage talent within the organisation Writer: Sean Galea-Pace Project Manager: Eddie Clinton

114 | Africa Outlook issue 89

K

ansai Plascon has a vision to become the leading coatings company in Africa and a drive to inspire confidence and enabling possibility.

The paint and coatings firm has a proud history which stretches back to 1889 when a carriage varnish seller expanded into ready-mixed paint – the first to do so in the country.

Since then Kansai Plascon has been “improving the lives of customers through constant innovation.” And today, that vision hasn’t changed.

Over the last 130 years, Kansai Plascon has worked hard to design the most sought-after paints on the market and became the first company to offer paint guarantees to customers. Based on the proven performance of its brands and breakthrough technology, the firm has extended its guarantee from seven to 12 years on its exterior brands, and up to 15 years on its interior brands.

Through a strong R&D team, Kansai Plascon is always looking into the wants and needs of consumers

MANUFACTURING facilities across Southern, East and West Africa. The firm has multiple manufacturing plants and over 3,000 dedicated employees producing paints and coatings across decorative, automotive and industrial. To delve deeper, we speak with the Alan Cotton, Group Head of Sales and Marketing from Kansai Plascon, South Africa, Cassiem Narker, Director: CSA & Exports of all markets with the exception of South Africa and East Africa and the Country Heads from Kansai Plascon’s divisions across the continent.

ALAN COTTON, GROUP HEAD OF SALES AND MARKETING, SOUTH AFRICA Africa Outlook: Can you give us an overview of operations within your country division of Kansai Plascon?

Plascon was officially formed in 1949 and renamed Kansai Plascon in 2012 after Kansai Paints bought the business from Freeworld Coatings the previous year.

to win over their hearts and minds.

Kansai Plascon integrates sustainability into the heart of its business strategy and has adopted strict measures on all key environmental, social and governance issues, setting bold targets in order to reduce carbon emissions, electricity, water consumption and waste production.

Today, Kansai Plascon is active across Africa and runs a comprehensive network of

Today, the company operates through an extensive network of facilities across Southern, East and West Africa, with multiple manufacturing plants and more than 3,000 dedicated employees producing paints and coatings, which are distributed to over 20 countries on the African continent and Indian Ocean islands.

From project work and home decoration to preservation of infrastructure and painting of vehicles, Plascon’s superior ranges of paint have become a mainstay in homes, showrooms, roads and cityscapes all over the region.

Africa Outlook: In terms of talent management, can you talk to me about the importance of recruiting and retaining the right employees?

The company increases access to education by providing financial support to employees’ children and dependents up to a tertiary level, while in South Africa it has run a scheme where schools can apply for paint donations to transform their learning environments.

This responsible, sustainable approach to business has laid down a marker for the future, one which will see Kansai Plascon contribute even more economically, socially and environmentally across all the markets in which it operates.

Africa Outlook: What does the future look like over the next few years for your division of Kansai Plascon?

Operational countries: Botswana Eswatini Kenya Namibia Malawi Mozambique South Africa Tanzania Uganda Zambia Zimbabwe

It is true that we find ourselves in an incredibly turbulent and volatile time, not only in South Africa but around the world.

We want to continue to be a steady but driving force in the coatings segment and will continue to contribute to the growth in Southern Africa and the rest of the African continent in a sustainable way that improves people’s lives.

Africa Outlook issue 89 | 115

KANSAI PLASCON

Swift Chemicals Swift Chemicals was created with the vision of being the biggest and most trustworthy chemical distributor in the SADC region.

We distribute chemicals of the highest quality, sourced from the largest chemical producers from across the globe.

Swift Chemicals specialises in the distribution of break bulk into the various industries that we serve.

Our constant investment in people and infrastructure enables us to achieve optimal performance and provide the fastest turnaround times to our valued customers, which include leading manufacturers across multiple locations.

info@swiftchemicals.co.za

YOTAM KATUMBI, COUNTRY MANAGER, MALAWI Africa Outlook: Can you give us an overview of operations within your country division of Kansai Plascon?

Kansai Plascon Malawi manufactures 80 percent of its paints locally, which equates to around 70 percent and 30 percent for water based and oil-based products respectively. All the raw materials are imported into the country from South Africa and Zambia.

Our lone factory in the Makata Industrial Area of the commercial city of Blantyre, Malawi, operates with three high speed mixers with a daily production capacity of 6,000 litres at maximum output. All production processes are done manually and therefore labour intensive. Finished products are distributed to different selling outlets in Lilongwe, Dwangwa, Mzuzu and within Blantyre (own paint centres) using the company’s delivery trucks.

116 | Africa Outlook issue 89

“WE BELIEVE THAT A WELL-EXECUTED MAURITIAN AND REGIONAL STRATEGY WILL REWARD SHAREHOLDERS WITH ATTRACTIVE RETURNS AND A STRONG GROWTH STORY” Africa Outlook: In terms of talent management, can you talk to me about the importance of recruiting and retaining the right employees?

Talent management has been one of the key success factors for Kansai Plascon Malawi’s business and remains a key growth strategy. Paint being a technical product requires special training and skills development in order to deliver unique customer proposition. The company therefore carefully identifies, recruits, retains and develops talent in order to achieve its objectives.

Kansai Plascon Malawi also strongly believes in employee growth from within and thus it has in place

a clear succession plan for all its critical positions. The importance of recruiting and retaining the right employees is key to business success and future growth.

Africa Outlook: What does the future look like over the next few years for your division of Kansai Plascon?

With Plascon’s brand, we have built a very strong footprint in the paint industry in Malawi. The outlook is optimistic with high growth potential in all market segments as we continue offering the best innovative products to our customers. We are geared to move into the future with hope as we take the business to greater heights.

MANUFACTURING

One of KZN’s leading distributors of Solvents and chemical raw materials.

We service and supply multiple industries, including Automotive, Paint and Coatings, Ink Manufacture Adhesive and Printing industries.

T 031 464 0713 • C 0846772385 • E info@swiftchemicals.co.za

SANELE KHUMALO, COUNTRY MANAGER, ESWATINI Africa Outlook: Can you give us an overview of operations within your country division of Kansai Plascon?

Kansai Plascon Eswatini is a depot located in Manzini, the hub of the country. The depot is run by the Depot Manager, working hand-in-hand with the Administration Controller together with the Warehouse Supervisor. The Depot Manager is fully responsible for the day-today management of the business ensuring revenue, volume, and GP targets achieved. He is responsible for the overall operating profit of the business, hence the aspect of expense management is also key to the Depot Manager’s responsibility.

Africa Outlook: In terms of talent management, can you talk to me about the importance of recruiting and retaining the right employees?

Recruiting and retaining the right employees is key to us and we have been successful in keeping our dedicated staff over the years.

Keeping our employees with the business has proved an important aspect of the success of business, as such this initiative plays a key role in the eventual improvement of the customer service aspect of our business.

Africa Outlook: What does the future look like over the next few years for your division of Kansai Plascon?

Kansai Plascon Eswatini looks to have unlocked a much brighter future under the current management, from Head Office level, down to in-country management. We have in the past two years strengthened our position in Eswatini and our brand equity has undoubtedly improved.

Africa Outlook issue 89 | 117

KANSAI PLASCON

ROCKIE MMUTLE, COUNTRY MANAGER, BOTSWANA Africa Outlook: Can you give us an overview of operations within your country division of Kansai Plascon?

Kansai Plascon Botswana began operation as Astra Paints - a joint venture between Barlow Rand and PG Industries. The first factory was set up in Francistown in January 1987. A year later when Barlow Rand sold off its interests in Astra Paints Zimbabwe and bought out the PG Industries share; the company’s name was changed to Crown Paints. A depot was opened in Gaborone in 1989, which later became the main factory and head office.

In 1991, the company entered into an agreement with Plascon South Africa, another Barlow Rand business, and the Plascon brand 118 | Africa Outlook issue 89

was introduced to Botswana. Kansai Plascon Botswana is the leading supplier of a wide variety of highquality paint and surface coatings to the stockists, contractors, general industrial, furniture, government and government structures, automotive and export markets. The stockists and contractor markets make up the largest portion of our business.

Africa Outlook: In terms of talent management, can you talk to me about the importance of recruiting and retaining the right employees?

It is imperative to have clear policies that address the issues around talent management and HR function. It is key to recruit people that are technically talented in their respective trained programs and those that have the willingness to develop themselves and the company. We do understand

that in today’s environment, the workforce is very mobile, and therefore introduction of challenging programmes, engagement by management and shift in culture do contribute significantly to talent management.

Africa Outlook: What does the future look like over the next few years for your division of Kansai Plascon?

Kansai Plascon Botswana is consistent with Kansai Plascon’s vision to become the fastest growing coatings company in Africa, and to become the number one globally. We are focusing on establishing a strong presence in Botswana across the decorative, automotive, industrial and protective coatings segments and becoming a leader in both volume and value terms in the next five years.

MANUFACTURING DILIP MUNASINGHE, COUNTRY MANAGER, ZAMBIA Africa Outlook: Can you give us an overview of operations within your country division of Kansai Plascon?

Zambia is part of the CSA region with production facilities in Lusaka while Kitwe has a regional office that look after the Copperbelt and DRC. The larger portion of our market is consumer with more than 50 percent of the total sales. We also have a strong footprint in industrial categories due to mining activities.

Automotive and wood coating are emerging markets, with good potential to grow. We supply key auto body shops with premium auto paints.

Our strength lies in strong, long relationships and partnerships with our customers in various industries e.g. in distribution, mining, telecoms, OMCs, energy, refineries, manufacturing etc.

In terms of total market share KPZ commands 35-37 percent share, holding the number one position

“KANSAI PLASCON ZAMBIA IS ABLE TO ATTRACT AND RETAIN GOOD TALENTED EMPLOYEES, AS THESE ARE READILY AVAILABLE ON THE LABOUR MARKET” in most sectors. In total, our team consists of 90 employees.

Africa Outlook: In terms of talent management, can you talk to me about the importance of recruiting and retaining the right employees?

The importance of this cannot be overlooked. Kansai Plascon Zambia is able to attract and retain good talented employees, as these are readily available on the labour market.

Kansai Plascon Zambia has a young workforce who are ambitious for personal development. The company has policies that support Career development and encourages all the employees to advance their knowledge and skills. This helps the company become more efficient and improve its performance.

Africa Outlook: What does the future look like over the next few years for your division of Kansai Plascon?

Kansai Plascon operates in an exceedingly difficult environment but also a growing environment and like any other organisation its future to an extent is dependent on economic factors. There are huge plans to take the business further. As it stands Kansai Plascon Zambia has shown significant growth on a yearly basis and there are several opportunities in various industries where growth can be obtained to take the organisation further than what it is now. This could be done by planning to grow market share to 40 percent in the next few years by offering more innovative products that gives value for money and tapping into new territories.

Africa Outlook issue 89 | 119

KANSAI PLASCON Africa Outlook: In terms of talent management, can you talk to me about the importance of recruiting and retaining the right employees?

EBENEZER GUMBO, COUNTRY MANAGER, ZIMBABWE Africa Outlook: Can you give us an overview of operations within your country division of Kansai Plascon?

Kansai Plascon acquired Astra Industries in 2013 as part of the Kansai Plascon Group’s growth strategy into the African market. Prior to that, Astra Industries was listed on the Zimbabwe Stock exchange with operations in the Paints and Chemicals segments, before delisting in 2014 post the acquisition.

Astra Industries Limited consists of two whole owned subsidiaries, Astra Holdings Limited and Astra Chemical (Private) Limited.

Astra Holdings comprises Astra Paints Division as the trading Strategic Business Unit. Astra Paints is the largest paint and protective coatings manufacturer in Zimbabwe with over 45 percent market share in Zimbabwe. Manufacturing occurs at two sites in Harare and Bulawayo.

Astra Paints offers the following paint brands; Plascon, Astra, True Color, TradePro, Imperial and Paramount 120 | Africa Outlook issue 89

“IN SPITE OF THE CURRENT GLOBAL CHALLENGES, WHICH HAVE RESHAPED HOW WE DO BUSINESS, KANSAI PLASCON ZIMBABWE AND ASTRA INDUSTRIES IS VERY OPTIMISTIC ABOUT THE GROWTH PROSPECTS IN THE NEXT FEW YEARS” to cater for the premium, middle and economy market segments. It also offers the Mobihel, MasterMix and Acryline brands to service the automotive market segment.

Astra Chemical is involved in chemical trading and blending activities.

Products include industrial chemicals, potable alcohol, mining, water, food and agro chemicals. These are sold mainly to industrial manufacturers as well as to alcohol distilling industries.

Most of the chemicals traded are imported and sold in bulk.

In order to support business growth strategy, the organisation needs to ensure the right people, with the right skills are in the right positions at the right time to drive the desired results.

To achieve this, our organisation has been focusing on the following: a. Resourcing building across all our business units by ensuring adequate funding is provided via the budgeting process. This ensures that the right processes are followed from the initial recruiting process be it internal or external, so that we attract the best talents. b. Once we have recruited the right talent, we focus on capability training through coaching, training initiatives, performance management across all functions and succession planning for key positions to ensure continuity. c. To gauge ourselves in this are we benchmark ourselves with peers in the group and through organizational analysis, we address position grading and remuneration philosophy to allow remuneration alignment at key levels. d. Lastly, we have Leaders Development Programme at executive level that ensures the Corporate culture that focuses on talent management is constantly reviewed in line with other key business processes.

Africa Outlook: What does the future look like over the next few years for your division of Kansai Plascon?

In spite of the current global challenges, which have reshaped how we do business, Kansai Plascon Zimbabwe and Astra Industries is very optimistic about the growth prospects in the next few years.

Before the pandemic we had launched our new organisational culture as well as our new corporate identity which we are proud of and will be the foundation on which we will build upon.

MANUFACTURING MR ARVIND SHEKHAWAT, CEO, EAST AFRICA Africa Outlook: Can you give us an overview of operations within your country division of Kansai Plascon?

The Plascon brand is widely accepted as the most trusted quality paint in East Africa and is also seen as the region’s biggest paint company. In the East African region, Kansai Plascon’s footprint extends to Uganda, Kenya, Tanzania, Zanzibar, South Sudan, Democratic Republic of Congo, Rwanda and Burundi. Our objective, across markets, is to expand our presence while maintaining our ability to serve our customers the best quality paint. In the key markets of Kenya, Uganda, and Tanzania there are manufacturing facilities,

QC labs and distribution that service the segments of deco, automotive, industrial and protective coatings.

These facilities service five depots in Kenya, four depots in Tanzania and the export markets.

Africa Outlook: In terms of talent management, can you talk to me about the importance of recruiting and retaining the right employees?

Kansai Plascon has, and will continue to, upskill its employees and with its global footprint, transfer skills to enhance capacity and efficiency.

An example of this has been the experience of the company’s technical team engaging with partners in India, Japan and South Africa to bring the revolutionary Plascon Anti-Mosquito Paint to the market. Through shared

skills and resources, innovations like Anti-Mosquito Paint, Dampseal and Brickseal have been introduced and produced locally. People are vital and valued in our business, this includes the years of experience that the current staff has, as well as recruiting the best staff to meet the objectives of Kansai Plascon in East Africa in the future. The six values of integrity; respect; customer focus; entrepreneurial mindset; accountability and innovation are being taken through the region and will be key to each person’s way of working within the Group.

Africa Outlook: What does the future look like over the next few years for your division of Kansai Plascon?

Historically East African has performed admirably during periods of or following global economic crises. This could be due to the more robust nature or size of the markets compared to our global counterparts. Tourism and education are both sectors which will hopefully start recovering and create demand for paint in hotels, camps, schools, universities etc. Industries such as these two and the ongoing demand for housing and level of construction in East Africa is very encouraging.

Kansai Plascon is well positioned in East Africa to meet the needs of the market and leverage growth opportunities throughout the region.

While 2021 might be slightly subdued we are confident that the next three to five years should see the construction industry grow by 10 percent and paint achieve a similar level of growth year on year.

KANSAI PLASCON Tel: +27 (0) 11 951-4500 www.plascon.com

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HABESHA BREWERIES

2021 BREWING I

t is no secret that the food and beverage industry across the globe has been severely impacted by the COVID-19 pandemic.

Those businesses that have not shut down have had to hibernate or adapt their services to weather the storm of the past year, and are only 122 | Africa Outlook issue 89

We spoke to the Habesha Breweries team about the food and beverage industry across Ethiopia after a challenging period stemming from the impact of the pandemic Writer: Marcus Kääpä | Project Manager: Donovan Smith

just beginning their recovery with the worldwide rollout of various COVID-19 vaccines.

For Ethiopia, the country has been almost completely closed for international business in multiple sectors, yet surprisingly the food and beverage industry has been one of the

FOOD & DRINK

few that has remained open.

“One of the keys to success in this industry has been to deliver an international quality standard with a local approach,” begins Afel Amberber, Marketing Manager for Habesha Breweries S.C. “The beer industry still has a lot

of untapped opportunity as it only has less than 20 beer brands. With a growing economy, current companies challenging each other to deliver better and pushing the limits, and also potential new entrants into the market, the industry still has a huge potential.”

Founded by 8,000 proud Ethiopian shareholders who were moved by the vision of reaching and connecting with Ethiopians, Habesha Breweries stands as one of the companies at the forefront of the Ethiopian beverage sphere. Starting its product distribution on July 2015, Africa Outlook issue 89 | 123

HABESHA BREWERIES the company has grown rapidly by delivering high quality beers and non-alcoholic malt beverages across Ethiopia and 15 other countries in the world (America, Europe, Asia, Africa).

The brewery is located in Debre Birhan City whereas the head office is located

AT A GLANCE: HABESHA BREWERIES Backed by the international brewer of Bavaria beer- Swinkels Family Brewers, Habesha has been a trend setter in the branding and advertisement arena. As one of the youngest breweries in the country, it became the underdog among competition but rose above the quality standards of beer that many had anticipated. During the past years, Habesha has achieved competitive market leadership in many of its sales locations because of its high-quality taste and impeccable branding. Celebrated for raising the Ethiopian identity, Habesha has positioned itself as a daring force and a recent favourite.

in the capital city Addis Ababa and has more than 400 employees.

“As one of the fastest growing beer companies in Ethiopia, Habesha has become a highly recognised beer brand in the industry,” Afel elaborates.

“In its five years of being in the market, the company has positioned itself as an authentic Ethiopian brand.

The company has worked tirelessly for the spirit of unity and togetherness allowing the brand to build a strong emotional connection with Ethiopians by raising the quality bar of beverages in parallel.”

Afel’s career path had not begun in the food and beverage industry.

Starting in advertising, she worked for different agencies that gave her a foundational knowledge and experience across various sectors.

“It also helped me understand organisational cultures and ways of working of different companies,” she tells us. “This was a big advantage for me that came in handy when I joined the fast-moving consumer goods (FMCG) world as I had a wide exposure and perspective from different sectors and companies already.”

The company has four SKUs in its portfolio. Its flagship brand Habesha beer is distinguished by its golden colour, rich aroma, and full-bodied taste. With the intention of serving the needs of its consumers who does not want to drink alcohol for different reasons, the company also introduced Negus coffee flavoured non-alcoholic malt in 2019. The company thirdly introduced another beer SKU at the end of 2020 for those who are looking for a smooth and easy to drink beer that has a unique taste with the name of Kidame beer.

The draught SKU of Habesha beer was also introduced at the same time expanding the reach of the Habesha brand even broader.

LEHUI always concentrates on the design, innovation, manufacture and installation of stainless steel vessels, pipes, electrical, automation, brewing processing equipment and aseptic filling machines. Its products are commonly used in the industry of beer, wine, liquor, water, beverage, diary, pharmacy and biology. Lehui are one of few enterprises with the ability to provide turn-key solutions for green-field projects.

In November 2017, the company’s shares were listed on the Shanghai Stock Exchange (stock code: 603076).

In 2019, Lehui International was again recognised by China Light Industry Associations as the top 10 of Chinese liquid food equipment manufacturers, and top 10 of Chinese craft beer equipment producers.

In order to better enhance the capabilities of both product research & development and product service, the company has established subsidiaries in a UK office (Leeds), an office in Myanmar (Yangon), companies in Germany (Ahaus), Mexico (Monterrey), India (Vadodara), Nigeria (Lagos), Ethiopia (Addis Ababa) and Brazil (Sao Paulo).

Currently, more than 1,500 employees are working for Lehui worldwide, including over 260 engineering technicians and more than 100 colleagues in Germany, Mexico, India and Ethiopia.

Lehui has 12 years experience of executing projects in Africa, including three successful turn-key projects.

International qualifications and certifications: • Lehui has been certified with ISO 9000 and its products have been granted with highest state-quality awards.

• Lehui has been certified with ASME, PED, GOST, AS1210.

• Lehui has been certified with ATEX, explosion proof PED, GOST, AS1210.

• Lehui has production licenses for pressure vessels and installation licenses for pressure pipelines.

• Lehui has more than 100 invention and utility patents.

• Lehui has been continuously granted with the highest credit level for enterprise.

Afel Amberber, Marketing Manager for Habesha Breweries S.C. 124 | Africa Outlook issue 89

LEHUI

Awash wine Diageo Komari beverage

BGI Habesha SAB

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86 400-8284040

sales@lehui.com

251-930795931

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234-8169393395

bianjiangtao@lehui.com

HABESHA BREWERIES

“Most of our clients at the agencies I worked for were in the food and beverage sector as it was one of the most competitive industries in the country. There was, and is, stiff competition in the area, so companies invested behind their brands to win the market. The vibrancy of the industry made me interested to directly join the sector. Habesha is a brand that I was always fascinated with (even before I joined the company) as it has been transforming the beer industry since its launch.”

As a marketer, Afel was drawn into Habesha’s unique branding, emotivebased communication, and highquality end-to-end execution - it was from this that she decided to apply for 126 | Africa Outlook issue 89

and join the company.

This unique branding allows Habesha Breweries to stand out in the Ethiopian food and beverage industry.

The company has made the effort to differentiate its offerings starting from conception, from which it has focused on differentiating its

end-to-end consumer experience.

The company challenged the thought behind the notion that products have to be imported to meet the quality standard by producing a consistently good product over the years. It also introduced thermochromic technology in the label of a Habesha beer. This allows the label to change colour when the beer is at an optimal temperature to guarantee a perfect serve – a revolutionary change in the beverage market in Ethiopia.

“Habesha joined the market with branding and communication that truly connects with its customer base, as it portrays Ethiopian assets and values though the brand personality,” Afel explains.

“The brand knows who its audience is: Ethiopians proud of their identity, culture and traditions that is maintained by a nation that was never colonised. The brand is dedicated to show this national pride to the rest of the world.”

This factor created an instant connection with the customer base and let it stand out as it continues to do so today.

“The black and gold brand colours are bold and appealing; black was a colour that was perceived to show darkness and sadness in the Ethiopian culture. The brand was bold enough to challenge this perception and change it,” Afel tells us proudly.

“The company also challenged the status quo around distribution

QuaLabels Manufacturers PLC is a leading Company in the Packaging and Printing Industry in Ethiopia. A business-tobusiness (B2B) venture that started in 2016 and has evolved by supporting its customers’ growth, every time!

Our success mainly lays on our core strength of humbly understanding our customers’ short terms and long terms goals and maintaining continuous dialogues to address them accordingly.

QuaLabels is an indigenous company that has heavily invested in state-of-the art machineries from world renowned manufacturers that provide the most reliable packaging capability and production efficiency.

QuaLabels has continued growing its customer base by expanding and diversifying its portfolio through a continuous investment strategy that provides a competitive edge. From paper packaging for pharmaceuticals, personal care and beer labels production, that has evolved in an extended portfolio comprising plastic film labels for soft drinks, water and juices’ production incorporating plastic film packaging for snacks, coffee export, powder detergents, confectionaries, spices and more.

Our most important asset are our amazing diverse people with outstanding work ethics: gender-balanced, great combination of young and seasoned employees, mostly local with few expatriate mentors ensuring the continuous transfer of skills through a strong succession planning strategy.

Quality comes as a top priority in everything we do which is the reason why our company is predominantly called Qua for Quality and Labels for labels. We cannot compromise on Quality and we will always meet and exceed customers’ expectations.

At QuaLabels, we believe in supporting our local communities by creating job opportunities while developing youth’s capacity and building a sustainable infrastructure that ensures environmental benefits.

QuaLabels is proud to be “The World Class Local Commercial Labels and Packaging materials Supplying Partner” to Habesha Breweries S. C. Ethiopia.

Company Vision “To Become the World Class Local Commercial Labels and Packaging materials Supplying Partner” Company Mission Statement “To Be the Most trusted and Reliable Supply partner with outstanding customer service, on time delivery at the most competitive price”

P. O. Box 3121, Addis Ababa, Ethiopia T: +251 -11-667 9631 | E: info@QuaLabels.com | www.QuaLabels.com

HABESHA BREWERIES

PEOPLE-CENTRIC OPERATIONS Girum Negussie, Acting Human Resource Director at Habesha Breweries: “We believe that people are at the hub of our business providing competitive edge and enabling continuous growth. To this end, we are always committed to provide an environment of trust, collaboration and excellence which are based on our core values. We provide a culture of continuous capability development in which our people do have an opportunity to bring their own initiatives and creativity to the workplace.

Our performance and reward management systems are also intertwined and designed in a way to recognise and reward people based on their contribution to the business.”

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model while entering the market.

Before Habesha came to the market, all breweries started distribution after 9am in the morning. Habesha introduced the discipline for the sales trucks to be present at the outlets at 6am in the morning before the competition arrived. This was to make sure the available cash the outlets were willing to spend on the category was spent on Habesha’s brands.”

And Habesha’s innovative branding is incorporated into its many company projects. A prime example of this is Habesha’s Kidame beer; a beverage conceived with the vision of giving the market a beer product that is different from what already exists in the market.

“The beer market has been adding lager beer brands that tastes similar to already existing ones,” Afel says.

“As a result, the company saw an opportunity for a slightly different tasting lager beer that is easy to drink and smooth. In addition, it also saw that most brands in the market have a serious tone of voice and only few brands embody a humorous brand personality.

Therefore, as Kidame means ‘Saturday’ in Amharic, the brand has a fun, friendly, relaxed, and witty personality.

“The product was launched in November 2020 and has already reached 158 cities as of March 2021.”

Further into the project development sphere, Habesha is also currently expanding its barley chain development programme with a target set to become locally selfsufficient in the supply of barley, (its primary ingredient), in the year 2023.

To achieve this, Habesha have embarked on the comprehensive development programme since 2018, involving all the members of the company supply chain, from seed input to harvesting. The programme has involved training local farmers on proper agronomical practices, prefinancing inputs and outputs, working together with the world bank group to introduce new barley varieties, all with the aim of increasing current farm yields from average of four tonnes to six tonnes annually. Omo Ohiwerei, Operations Director at Habesha Breweries, elaborates.

“This programme is also a factor towards our business sustainability objectives because it creates a real economy and a sense of livelihood for the farmers while at the same time ensuring business opportunity for Habesha breweries,” he assures us.

On top of this, the Habesha brewery plant in Debre Birhan has expanded its capacity with the introduction of a draught line as part of its packaging installations. The facility boasts all of the modern units that are prevalent within the industry.

“With the proper training of its operators and an installation programme that ran for six weeks, the company commissioned the plant in November 2020, and created the best draught beer that Ethiopia can offer,” Ohiwerei tells us proudly.

“The production line is also in a modular format and can be expanded as required, depending on sales

FOOD & DRINK

demand and growth of the Habesha draught product line.”

As in many service-based sectors, partner and supplier relationships are incredibly important to the success of businesses in the food and beverage industry.

Habesha Breweries has a robust supply chain operation that includes the systems used, structures and processes in planning and executing the flow of goods and services from our suppliers and ultimately to our customers. To maximise effectiveness, we evaluate both internal operations and the extended supply chain that includes suppliers and customers.

“We have a strong and healthy relationships with our suppliers and gain better value for our business,” affirms Samson Shiberu, Procurement Manager at Habesha Breweries.

“Through the developed relationships we are able to attain a very good service, preferential pricing and special terms that have a direct impact in Habesha’s success.

“Habesha Breweries is also engaged in sustainability as its core corporate KPI that is also related to its supply chain operations. This includes environmental, economic and social developments. Among others sourcing of raw materials from local suppliers

mainly barely. We develop the farmers by providing them financial and technical support and play a key role in our supply chain source.”

These positive partner and supplier relationships are key to Habesha’s continued success into the future, and in the years ahead the company is focused on making back what has been lost during the past year. This aim to rebuild business and revenue, as well as the company’s innovative branding, and customer and employee-centric attitude has pushed Habesha Breweries to the fore of the Ethiopian beverage sector. With a promising future ahead of it, Habesha is one to watch.

HABESHA BREWERIES Tel: 0116625655/0118694291 www.habeshabreweries.com

Africa Outlook issue 89 | 129

NAS AIRPORT SERVICES LTD

FOOD in Flight In the face of the COVID-19 pandemic, NAS Airport Services Ltd has adapted to provide catering services to a variety of individuals and institutions that need it. We spoke to Stephane Lopez, General Manager of the company, to learn more Writer: Marcus Kääpä | Project Manager: Donovan Smith

130 | Africa Outlook issue 89

F

ood and drink make up the lifeblood of every culture around the world.

Despite its importance in the everyday as well as our once in a lifetime events, the traditional food and beverage industry as we know it has been turned on its head since the start of 2020.

It is well-known that the COVID19 pandemic spelt disaster for both the transport and food and beverage industries all over the globe. For NAS Airport Services Ltd, the pandemic has, over 2020 and into the present, had a huge impact

FOOD & DRINK

on company operations. In light of this, the company’s team members, partners and shareholders have made important efforts to stand their ground and move through and out of this unique challenge – a period that pushed NAS to adapt and explore new opportunities through its in-house road map: Re-imagine, Build, Better Together (RBB). Throughout the period, and with this plan of action, NAS remains combative.

For Stephane Lopez, General Manager of the company, the food and beverage industry is both dynamic, and a point of personal pride.

“After 12 months of the COVID-19 pandemic, we are proud to continue saying that NAS is a resilient and safe one-stop shop for any of our customers,” Lopez begins.

“The industry right now is very vibrant as you work alongside very talented people who think outside the box. I feel privileged to be working in the industry for NAS Airport Services Ltd in Kenya. It is an exciting sphere to be working in!”

NAS Airport Services Ltd is the main catering unit in Jomo Kenyatta International Airport (NBO) based in Nairobi, with another catering unit

in Mombasa (MBA), and is part of SERVAIR Group who is a GateGroup Member. NAS Airport Services’ operations cover in-flight catering, corporate catering (including retail services), airport bars and restaurants operations, lounges, train services, laundry services, Quality Assurance services, and laboratories services.

And with 25 years of experience within in-flight catering, cabin cleaning, and MRO (Maintenance, Repairs and Operation), Lopez now sits in a position of management for the company that he knows and loves.

It is the hard-working employees of Africa Outlook issue 89 | 131

NAS AIRPORT SERVICES LTD

East African Breweries JOHNNIE WALKER CELEBRATES 200 YEARS WITH A STROLL ACROSS KENYA

IN-FLIGHT CATERING NAS Airport Services Ltd’s highly professional and proficient team is dedicated to providing the best in-flight catering services to its customers. The company’s quality customer services and world class catering facilities have resulted in an innovative menu design that meets clients’ culinary specifications. The organisation’s attention to detail is evident in perfectly tailored menus produced to international quality standards.

But NAS offers more than just exceptional food. The company is dedicated to passenger comfort as well and supplies freshly laundered linen, magazines, foreign and domestic newspapers, special gift baskets and many other items that can be delivered on board by request.

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NAS Airport Services Ltd that make the company stand out in the industry.

“Our team members are, and remain, the greatest asset we have,” Lopez states.

“The depth of their collective knowledge, broad experience, work-hardy mindset, enduring spirit, dedication and the true culinary passion to deliver the unforgettable experiences to all our customers, is what drives the company’s operation.

I thank each member of the NAS family for their incredible efforts.

“Our current path is still full of hurdles, but I am truly convinced that we will get through it as one!”

This has truly been demonstrated during this current trying period.

Following its passion for culinary excellence and customer-centric expert service, NAS launched and expanded three separate divisions: a retail-related division, home deliveries and laboratory services.

“NAS made the decision to partner with retailers in order to provide great recipes for their hot deli venues,” Lopez tells us.

There are no two ways about it: Johnnie Walker Whisky is the bestselling Scotch whisky in the world.

From last year, coming into early this year, the iconic Scotch brand has been on a celebratory high, as it marks two centuries since John Walker sold its first bottle in a small grocery store in rural Scotland, circa 1820.

In its remarkable 200-year existence, Johnnie Walker has built itself on a foundation that consists of a dedication to quality and commitment to progress.

An infallible combination. The worldfamous Striding Man logo encapsulates all this ethos that the brand exudes in a way that many brands in existence today will be hard-pressed to replicate.

Johnnie Walker first sold in Kenya in 1950, and its story resonates with Kenya. The country has walked a long journey in different arenas since independence, its people demonstrating resilience in different areas of life. Regardless of what stands in the way, like the Striding Man, a Kenyan will keep walking.

This is what the brand has recognised and looked to celebrate in Kenya, to mark its bicentennial jubilee. The brand lit up Kenya’s biggest cities: Nairobi, Mombasa and Kisumu with the Striding Man projected on key landmarks, and fireworks that lit up the sky. The locations selected were the emblematic Kenyatta International Convention Centre in Nairobi, Fort Jesus in Mombasa and the Kisumu Yacht club.

That was not all, Johnnie Walker just recently conquered Mt Kenya and Striding man has found his residence at the Kenyatta International Conference Center, with installations at the helipad and he is set to stretch his legs next to the golden Kenyan savannah, with hot air balloon expeditions in Amboseli.

All the while, championing the Johnnie Walker clarion call: Keep Walking.

As Johnnie Walker swaggers on into the next 200 years, it will be right in stride with the Kenyan people, whose resilience and determination are replenished with every waking day.

Raise your glass of Johnnie Walker to the Kenyan people who keep pushing boundaries and keep walking.

NAS AIRPORT SERVICES LTD “On top of this, we introduced home deliveries as a key part of our service, to provide affordable Kenyan meals and experiences to our Nairobian market. The same out-reach partnership approach has been made with our laboratory team to extend our scope of proposals though approaching retailers and offering them a flexible service in terms of finished product analysis.”

Another aspect regarding the company’s activity in line with the healthcare sector is the outsourcing of catering services to hospitals in company operational areas.

“This was a collective team effort that became a company project

through implementing it across each of our business divisions,” Lopez elaborates.

“For example, implementing the catering services across each of our 20 onsite canteens into NBO. We receive the approval of each of our valuable customers as well as being endorsed by local port health authorities, and our single goal remains being that of serving our customers quality and safe catering.

“This is a real company project success, and kudos must go to all our team members involved, and to our Quality Assurance, HSE and technical teams who are playing a vital role!”

CORPORATE CATERING NAS provides on-site catering services for corporate businesses and utilities in and around the cities of Nairobi and Mombasa. The company understands the value of providing daily staff meals, and catering corporate events and other functions. The company tailors menus to its clients’ specifications and the NAS team is dedicated to delivering the best in sourcing, cooking and hospitality. NAS guarantees a diverse range of menu options to suit any boardroom, executive lunch or corporate function. It is equipped with modern catering equipment that facilitates the production of healthy, fresh, nutritious and hygienic meals.

NAS is backed by ISO22000-2018 certification that ensure its products maintain very high quality standards. Delivering fresh food is vital to NAS, so its support equipment and vehicles are temperature controlled in order to store food in prime conditions and are also equipped with radio support communications to enhance efficiency. The company’s clients include: ABM - Associated Battery Manufacturers, Chloride Exide, The Standard Group, British American Tobacco Kenya, Kenchic, James Finlay and EABL are some examples.

Farmer’s Choice Farmer’s Choice and Choice Meats are East Africa’s leading manufacturers of fresh and processed meat products boasting over 300 varieties of products.

Our two plants are both Export Licensed and work strictly to ISO 22000: 500 requirements, which ensure’ total quality control’ from the beginning to the end of our supply chain.

For over 40 years, we have supplied customers from all walks of life across the world with a guaranteed range of fresh and processed meat products including Beef, lamb, Pork, frozen vegetables, fish, and poultry. Our tasty meaty sausages have been a household name not only in East Africa but in every country, we export to including the rest of Africa, Dubai, Abu Dhabi, Bahrain among others. Farmer’s Choice is a proud partner of Nairobi Airport Services.

www.farmerschoice.co.ke

Aquamist Aquamist is one of the leading bottlers of a true Mineral Water in Kenya. Our Mineral Water is naturally balanced and sourced from the edge of the Great Rift Valley. It is bottled under stringent conditions, using state of the art, fully automated equipment and is available in a glass bottle range with an eco-friendly aluminium screw cap.

We were awarded the latest ISO 22000:2018 certification by BureauVeritas in December 2020 and as a company, conform to all national and international standards.

Aquamist began its partnership with NAS Airport Services in 2013. We are proud to be the preferred supplier of mineral water to Kenya’s leading in-flight catering company.

@aquamistwater

134 | Africa Outlook issue 89

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#AskFor

@aquamistwater

Africa Outlook issue 89 | 135

NAS AIRPORT SERVICES LTD NAS hosts external and internal training sessions aimed for the personal growth of its team members.

This is exemplified by the company’s internal ramp safety training sessions continuing with safety prioritised despite the training occurring during the pandemic. The safety of the work environment is another of the company’s key and core values.

The same has been applied to all its recurrent food safety internal training sessions.

“I am a strong defender and believer of the “get together” spirit - that all together we can achieve more. This also means that we must continue to grow our team members’ talents,” Lopez states.

Supply chain partners continue to play a major role in the facilitation

LAUNDRY SERVICES NAS offers linen and full laundry services to airlines at Jomo Kenyatta International Airport in Nairobi. These are also available to non-airline clients.

The company has developed a diverse range of specialised laundry applications and offer customers a reliable and tailored service.

SHIP CHANDELLING Using its in-flight catering facility located in Mombasa, NAS Airport Services Ltd can procure and supply both local and foreign food stuffs and consumables, including vegetables, fresh meat, water and oil, to commercial, cruise and navy ships.

Like the NBO catering unit, the NAS Mombasa catering unit is strictly following ISO22000-2018 food safety standards.

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and smooth operation of NAS Airport Services Ltd across its many divisions.

With almost 72 years of strong and mutually beneficial relationships with these suppliers, NAS continues to maintain these critical links and further its provision of food and beverage operations in the present and into the future.

“Our partners and suppliers continue to play a pivotal role for NAS,” Lopez states.

“I am proud to say that NAS remains a quality catering business where all our meals served on board or into any canteen in NBO and MBA are fully received, prepared, cooked and delivered from fresh products.”

As a local operator in the region, NAS has a mission to work with local suppliers and partners - 95 percent of all the company’s products are freshly produced in Kenya.

“I would like to take this opportunity for thanking all our suppliers who did

New Muthaiga Green Grocers Ltd Operated with panache by Ramesh Ruparel, New Muthaiga Green Grocers Ltd is noted for the quality of its produce.

Ramesh has made his name supplying NAS with fresh fruit & vegetables that makes everything look, smell, taste better for over 23 years.

He takes pride maintaining the highest COVID-19 preventative safety standards whilst sourcing fruit and vegetables from the finest growers across Kenya for the World’s airlines.

jaymeernish@gmail.com

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NEW MUTHAIGA GREEN GROCERS

High-class greengrocers, supplying NAS for 23 years Celebrating over 50 years!

P.O.Box 63117 - 00619, Nairobi, Kenya Tel: +254 728926222 Email: jaymeernish@gmail.com

and continue to support us for the last 12 months despite the current COVID19 pandemic. Their support has been tremendous and truly reflects our above statement of strong and mutually beneficial relationships,” Lopez assures us.

With the mass rollout of vaccines occurring globally, the prospect of a return to somewhat normalisation is increasingly more viable. Like many within the transport and food and beverage industries NAS Airport Services Ltd is currently focused on present challenges, but Lopez assures us of the company’s collective support.

“Considering current situation and looking ahead, we are still extremely keen and eager to protect our company, our customers, our team members, our partners and shareholders,” he says.

“We want to stay agile, responsive, innovative, thinking outside of the box and safe for all our customers.

We want to continue growing our team members, investing into new technology, embracing any changes and challenges ourselves!

“We draw inspiration from Kobe Bryant and his quote: “We don’t quit, we don’t cower, we don’t run. We endure and conquer!”

NAS AIRPORT SERVICES Tel: +254 - (0)20 6972000, +254 - (0)20 – 6827900 www.nascat.com

Africa Outlook issue 89 | 137

TOTAL HEALTH TRUST

Making

NIGERIA Healthier

Kieran Godden, CEO of Total Health Trust Ltd., discusses the company’s mission to empower Nigeria’s people and make the country healthier Writer: Sean Galea-Pace | Project Manager: Callam Waller

M

aking Nigeria a healthier place.

It’s central to everything Total Health Trust (THT) is working to achieve.

It forms part of Liberty Health which operates across 27 sub-Saharan countries providing health insurance solutions. THT is a leading Health Management Organisation (HMO) dedicated to serve SMEs, corporates and multinationals in Nigeria.

Founded in 1997, THT provides affordable, reliable healthcare insurance services and solutions. Its primary business is insurance, with a particular focus on the health sector.

At its core, the company believes health support and improvement are a major part of a sustainable solution to ensure the wellbeing of the customers it serves. THT is headquartered in Lagos and operates branches in eight other Nigerian cities.

And at its helm sits Kieran Godden, CEO since January 2020. Having worked in the insurance industry for over 21 years, he comments that he ‘almost fell into health insurance’.

138 | Africa Outlook issue 89

“I moved to Nigeria to acquire, start up and lead a life insurance business for Liberty Holdings,” he says. “The transaction didn’t work out and I transferred across to Liberty’s health insurance business in Nigeria first as Chief Operating Officer and then as CEO.”

As a result of the global disruption caused by COVID-19 over the past 12 months, Godden admits that the last year has been a difficult hurdle to overcome but is keen to see the positives.

Kieran Godden, CEO

“It’s certainly more challenging than exciting at the moment,” he admits.

“There have been a huge range of emotions, but it has been incredibly fulfilling.

“Times like these are why we exist, and we have definitely seen a lot more interest from clients in securing proper, quality cover for their healthcare and wellness needs.”

However, Godden admits that there is a shortage of medical care across the majority of Africa, with doctor to population ratios considerably lower than in other parts of the world.

“What is exciting is that we are very slowly starting to see this change and I think, the pandemic will spur on

HEALTHCARE

development and innovation as we emerge from the economic slump.”

After COVID-19 hit, THT invested significantly in supporting healthcare providers through additional payments for personal protective equipment. This contributed to securing the sustainability of the healthcare ecosystem. According to Godden, this is down to his company’s mantra of always being there for its customers when they are really needed.

“From a pure benefit coverage point of view, we made very little adjustment,” he says. “We covered both the testing and treatment of COVID-19 from the start and fully

intend to continue with this. This is particularly challenging as there are limited facilities that can treat the disease safely (without risk of significant further transmission).

“We are one of the very few insurers across Africa to provide this cover and the only African based insurer.”

Part of Liberty Health, the organisation has a number of offerings, such as Liberty Health Cover, Managed Care Capitation Plans, National Health Insurance Scheme administration, and Third Party Administration. THT insures more than 480 employer groups and 190,000 members. Apart from its core offering of a wide range of affordable

health insurance plans, THT also offers value-added wellness services cutting across different areas of health, fitness, diet and health maintenance. Its African footprint, through Liberty Health, allows the company to leverage worldclass solutions together with local expertise and a network of more than 1,800 healthcare providers in Nigeria to deliver better healthcare results.

Along with many other companies, THT was agile in switching to remote working as a proactive measure to curb the spread of the virus. Godden is full of praise for the speed at which his people adapted.

Africa Outlook issue 89 | 139

TOTAL HEALTH TRUST “In addition to the normal workfrom-home arrangements that all businesses have implemented, we invested in assisting the sustainability of the healthcare industry and also in serving our clients better. We pivoted our whole business to digital and remote interaction, rather than try to continue doing the same things, just

from home.”

In collaboration with Liberty Health, THT began its full digitisation journey in 2019. The company is implementing a single platform administration capability that is unique across the continent as it can handle multiple countries, multiple currencies and multiple products on one system.

TOTAL HEALTH TRUST’S COMPETITIVE ADVANTAGE • Total Health Trust’s team is driven by its purpose of ‘Working Together to Make Nigeria Healthier.’ This means that the firm is never finished and has never ‘won’, as it is constantly pushing the boundaries of reliable and efficient healthcare solutions.

• It pioneered and provided the first ‘Fee for Service’ health insurance product in Nigeria and continues to have the largest private client base.

• Its group – Liberty Health -is focused on the African continent – understanding the market. THT is able to leverage this reach and offer multi-national companies a consistent solution across 27 countries.

• The company operates a huge network of contracted providers – 1,800 in Nigeria and 7,000 across Africa. 98 percent of the company’s claims are settled directly with the provider and the member accesses care on credit.

• THT provides cover for COVID-19 testing and treatment.

• The company was awarded HMO of the year at the Nigerian Healthcare Excellence Awards for three out of four years before the awards were paused for the pandemic.

• In 2020, THT was voted the Employee Productivity Partner of the Year at the 2020 BusinessDay Bank and other Financial Institutions (BAFI) Awards.

Stanbic IBTC The Stanbic IBTC Dollar Fund (SIDF) is an open-ended Unit Trust Scheme that seeks to provide dollardenominated income to investors via securities such as Eurobonds and dollar denominated money market instruments of Nigerian institutions such as Banks. These instruments may ordinarily not be accessible to investors by virtue of the minimum amounts required to make such investments (e.g. minimum of US$200,000 for Eurobonds).

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140 | Africa Outlook issue 89

Now you can view and access your dollar mutual fund accounts directly on your super app without visiting our secure web.

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TOTAL HEALTH TRUST “The power of the system is that it provides control and governance while enabling a full range of interactive options for customers and providers, all from one source system,” he says. “We are aiming to have the system fully implemented within the next twelve months but there will be features going live all through this time.”

With the importance of establishing key, strategic partnerships in mind, Godden affirms that good relationships are essential to ensuring satisfied customers.

“Our industry is interesting in that we sell a product that we do not actually deliver. While we provide

GODDEN ON TALENT MANAGEMENT “One of the most powerful things is recognition,” explains Godden.

“We have been deliberate about this by sharing our achievements and successes with the whole business recognising the individuals who were responsible for these. In cases where an individual provided exceptional service, we have shared the customer’s feedback with everyone. This does not have to be coupled with a reward to have a huge impact.”

“That being said, we are very much a performance driven organisation and we have all committed to take responsibility when we fall below expectation.

Every decision has consequences – good or bad. We try to work together to learn from these mistakes and we also invest heavily in training and skills development to be better every day.”

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funding for healthcare, the care itself is delivered by our partner healthcare providers and facilities,” he explains.

“While we do not provide the care ourselves, our customers rely on us to ensure consistent quality and best outcomes. We have a rigorous quality assurance and audit programme to ensure that this is the case. If a member has a bad experience, it is often the insurer who is contacted first and expected to manage the situation.

We have a team of case managers, all medical professionals, who handle all high-risk cases on a personal level and keep regular contact with the member and also with the hospitals.

“Another key partner in our ecosystem are the brokers and consultants. In this case, we work together with them to provide a service to their clients as they are the primary owners of those relationships. It is vital that the insurer and the broker have a strong relationship and can manage difficult situations quickly and easily.”

Subol Hospital Subol Hospital is a leading MultiSpecialist hospital in Lagos Nigeria.

Our doctors are highly qualified with cognate experience in various fields of medicine.

Our Hospital runs various specialists’ clinics to avail our clientele a wide spectrum of medical services.

Subol Hospital has built a renowned reputation over the years, as an exemplary healthcare provider that has become the preferred destination of patients from far and near.

At Subol Hospital, patients are cared for with a breadth of expertise as all our service offerings and delivery models are anchored on three important variables; Care, Comfort and Compassion as captured in our mission statement.

We are currently awaiting SafeCare Level 5 accreditation having been enlisted in SafeCare program since 2011 from Level 0 and moved progressively to Level 4 in 2016 under the supervision of PharmAccess, Netherlands.

HEALTHCARE

DR. O.M BELLO MEDICAL DIRECTOR & FOUNDER

T +234 802 223 3695 | info@subolhospital.com www.subolhospital.com

Africa Outlook issue 89 | 143

TOTAL HEALTH TRUST However, Godden believes that every business relationship takes time to nurture and that it is important to be patient to grow long-lasting and sustainable partnerships.

“No relationship is perfect because we are all human and will make mistakes from time to time,” he muses. “It is how well we recover from these mistakes and how we learn from them that separates the good from the great.”

“The stronger the relationship, the easier it is to communicate and resolve issues.”

Indeed, when it comes to supply chain, reliable partnerships are a

144 | Africa Outlook issue 89

key component to the success of a company.

“We choose suppliers often for the sustainability of the relationship or service and not only the price,” he explains. “In any challenging environment, it is your partners and relationships that can make a huge difference.

We try in all cases to deal honourably and fairly with our partners just as we do with our customers.”

To Godden, staff are the heartbeat of the organisation. THT’s strategy is built around its people and Godden believes that his employees are ‘the business’.

“Our strategy is built around people and we see this in two parts – our people and customers,” he says.

“We have defined a way of working for the organisation that the whole management team put together and all the staff had some time to comment on. These are action statements and not a set of dry ‘values’, that will only ever appear on the wall of the reception. We try every day to do these things.”

As a Group, Liberty Health committed to doing its utmost to avoid pay cuts or job losses. As a result, Godden believes staff have

HEALTHCARE

“WE’D ALSO LIKE TO CONTINUE TO BUILD ON OUR DIGITAL FOUNDATION, SUCH AS OUR SOCIAL MEDIA AND WEB PRESENCE, WEBINARS AND DIGITAL WELLNESS AND EDUCATION. WE WILL CONTINUE TO GROW”

recognised that conscious effort and repaid that with hard work amidst the pandemic.

“I think we are very fortunate that all THT’s people are resilient and adaptable,” he explains. “They have coped with everything that the epidemic and the lockdowns have thrown at them and continued to be there for customers. I have been very proud of all our people, over the last year more than ever.”

Looking ahead to the future, Godden outlines his key focus areas for the next year.

“We want to offer training for all staff, members, clients and providers,” he explains. “We also want to improve

our members’ experience at healthcare providers even further – across the whole spectrum of the service.”

“We’d also like to continue to build on our digital foundation, such as our social media and web presence, webinars and digital wellness and education. We will continue to grow.”

TOTAL HEALTH TRUST Tel: 0700 TOTAL HT (0700 86825 48) contactcentre@totalhealthtrust.com marketing@totalhealthtrust.com

Africa Outlook issue 89 | 145

PLUS PETROLEUM LTD

FUELLING West Africa Chuck Nwapa, CEO at Plus Petroleum Ltd discusses Nigeria’s nascent bunkering industry and pioneering expansion on the West African Coast Writer: Phoebe Harper | Project Manager: Josh Hyland

146 | Africa Outlook issue 89

OIL & GAS I think you are looking at an industry that is about to explode,” opens Mr. Chuck Nwapa, CEO at Plus Petroleum Ltd. Bunkering holds an essential position as the very backbone of maritime trade, delivering the lifeblood of the industry. Although an age-old global business, along the West African Coast, most enterprises within the bunkering industry are in their infancy.

Incorporated in 2011, Plus Petroleum is one such company.

Despite its youth, this small enterprise is at the very fore of the bunkering trade as an independent solutions provider.

“It may be an ancient industry globally but it’s not very mature here, so we are sort of the pioneers in the industry and we had to develop every practice and set the standard,” Nwapa comments.

This works in Plus Petroleum’s favour, giving them the freedom to define their mode of operations and practice without the expectations of a precedent.

A BURGEONING INDUSTRY In Nwapa’s native country of Nigeria, major ports such as Bonny and Burutu are central to the shipment of petroleum, making Plus Petroleum’s Lagos headquarters a strategic location.

“Nigeria is a large oil and gas producing country, which means offshore facilities and deep-water facilities. All I see here are marine vessels’ consumption of bunker fuel.

I would argue also that this is the largest container traffic shipping route in Africa,” he states.

Regardless of this, bunkering is very much in a stage of infancy as the country explores the industry’s full possibilities.

“The bunkering industry in Nigeria was unlocked in 2013 so it’s pretty nascent,” Nwapa comments.

Outside of Nigeria, the company

“THE BUSINESS WE ARE IN IS NEW AND WE ARE THE PACE SETTERS FOR MOST OF THE PROCEDURES AND PRACTICES HAPPENING IN THE INDUSTRY” - CHUCK NWAPA, CEO PLUS PETROLEUM LTD has physical operations spanning the West African Coast, ‘from Lomé to Ghana.’ Plus Petroleum has a monopoly on a wide range of maritime services, catering to a myriad of bunkering solutions in the industry.

After graduating from New York’s Rochester Institute of Technology, Nwapa got his first taste of the oil and gas sector selling cement pumpers for oil rigs with Schlumberger.

“When I moved back to Nigeria in 2012, I worked at SeaWolf, the foremost indigenous trading company in Nigeria, and part of my work there was bunker fuel purchasing,” he tells us.

This position offered valuable insight into the shortfalls of the industry.

“I saw some of the issues that we really encountered as a business in having to filter through legitimate bunker suppliers and I said to myself, this should be a simple thing. Why is there so much complexity around this? Why are people always short supplying, why is the quality always poor? And so, I began to look into it,” Nwapa explains.

This proved fortuitous timing as it coincided with the Nigerian government’s opening of the bunkering space in 2013 to welcome new entrants into the industries, offering Nwapa and his company the window they needed.

The idea of identifying a flaw in the market and seeking to fill it is a defining theme of Nwapa’s career trajectory and gave direction to the founding days of Plus Petroleum.

“The physical solutions in this market are just not tailored to the local environment. So for me, that creates an opportunity for locals like us who take the business seriously and approach it very technically to exist – that’s how we built our business.”

Fast forward to the industry today, and we see it as a sector shaped by dynamism, as more and more global companies are looking to the continent and West Africa in particular.

“The internationals, the Minervas, the Monjasas, the TFG Marines, through Trafigura, the PSTVs, Bunker Holding… they are all coming into this space because this is the only space where there is significant upside potential in conventional bunkering,” Nwapa informs us.

“Right now, most of the bunkering is done – apart from some of the other ports, like Port Gentil in Gabon, those in Cape Town, Durban... all those ports – but most of the action is in Lomé, and that’s where most of the shipping comes in,” he adds.

Africa Outlook issue 89 | 147

PLUS PETROLEUM LTD

West African Fenders Established in 2014, West African Fenders provides a worldclass integrated marine service solution adhering to all local, international regulations and OCIMF Guidelines.

OUR SERVICES • • • • • • •

AT A GLANCE: PLUS PETROLEUM “Plus Petroleum is an independent physical bunkering solutions provider servicing the oil and gas (downstream and upstream), dredging, shipping and the fishing industries, primarily focused in the West African region.

Our service offerings currently are three main products – gasoil, all ISO specs 8217 low sulphur, fuel oil both 180, 380, CST, also low sulphur, and all the major marine lubricants. We also supply freshwater to the vessels.

In our fleet currently, we have four vessels under management: a strong and diverse client base from the oil and gas service companies, oil and gas producers, big shipping lines like the Maersks and CMCs, and general traders. We employ 25 people who work in our office, and our crew and operations personnel are about 70 across the four vessels.”

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SUPPLY CHAIN MANAGEMENT Turning to talk of the company’s supply chain operations, Nwapa comments, “by focusing our operations on quality, timely delivery and safety, we’ve built a pretty staunch supply chain.”

“In our supply chain, the key things are quality of the product, the timeliness in the delivery of the product, the safe and secure delivery, and finally the customer interface.

These are the four basic things we built our operation around,” he explains.

Indeed, the company’s structure has been designed to align with these four values, all the way from the commercial department that brings in the business, to the operations department that communicates with the vessels to ensure the smooth and safe transportation of the product from source to client.

Quality is essential, avoiding the notorious ‘bunker boys’ that have become a blight to the industry, looking to make ‘quick cash’ by selling unadulterated products.

“We buy our products only from certified sources, and by this, I mean internationally verified/trusted sources like some of our trading partners, such as British Petroleum (BP), Shell, Totsa, etc.”

Marine consultancy services Ship-to-ship transfer services Pilotage services Terminal / upstream services Vessel chartering Agency services STS equipment sales or hire

Gbenga Lawal, Managing Director, has built an excellent team that has grown the business across West Africa. With new Bases in Togo/Lome and ongoing expansions in Cameroon and Senegal, West African Fenders have continued to offer great service and provide quality marine solutions.

www.wafenders.com

River Marine Fuels LTD Established in 2002, River Marine Fuels Ltd are bunker traders and suppliers covering the UK, Ireland, Northern European Ports, West Africa and Nigeria. With our network of exclusive suppliers and using the major oil companies, we provide a professional reliable service with very competitive prices.

We actively support Plus Petroleum Limited in Nigeria and West Africa and we look forward to a continued partnership as we expand the West African portfolio together.

River Marine Fuels Ltd strives for experienced, flexible and reliable partners. Plus Petroleum Limited certainly fulfils these requirements.

www.rivermarinefuels.com

OIL & GAS

SPECIALISTS IN ALL ASPECTS OF COMMERCIAL MARINE SERVICES, INCLUDING STS, DIVING, TERMINAL MANAGEMENT AND FLEET OPERATIONS. SHIP TO SHIP TRANSFER SERVICES TANKER CHARTERING MARINE SERVICES

West African Fenders is a world class marine Company with an aim to provide marine services to targeted business environments in Africa with the view of growing into regions in other continents where there is a growing need for Marine Services.

UK/Nigerian Office | operations@wafenders.com | www.wafenders.com

Professional Bunker Traders Experienced **Now Marine Fuel Suppliers in West Africa and Nigeria** West Africa – We have a network of independent suppliers and major oil companies covering West Africa, we can supply in most West African ports EX Truck/EX Pipe and also offshore EX Barge from 200NM off Ivory Coast to Lome range and Port Gentil to Pointe Noire range. Other West African ports and Anchorage quotes available on request.

Lubricants also available in most West African Ports.

Nigeria – Our dedicated Sales Director will cover your bunker enquires for Nigeria, we have selected a small chosen number of reliable and professional suppliers to meet your requirements, we can offer Offshore/Anchorage Nigeria EX Barge solutions and offer Truck supply in Lagos, Warri/ Escravos, Onne and Port Harcourt. We can also advise with any security/risk management concerns you may have and happily introduce you to www.areteafrica.com

Flexible Reliable Enquiries please contact: Phil Parkes Sales Director River Marine Fuels LTD. Mobile: +44 (0) 7803 371 649 Office: +44 (0) 151 709 4149 Email: Phil@rivermarinefuels.com Skype: Phil.parkes6

www.rivermarinefuels.com Africa Outlook issue 89 | 149

PLUS PETROLEUM LTD

PLUS PETROLEUM’S FIVE YEAR PLAN FOR EXPANSION • Add more vessels to the current fleet • Take ownership of the four vessels presently under management • Begin trading actively in LPG and LNG bunkering • Acquire storage facilities in West Africa • Begin bunker trading by opening offices in at least three further West African countries • Overall increase of trade volumes

Trade partners and collaborators are carefully selected, based on those that mirror Plus Petroleum’s own values.

“We always look for people and companies who share the same values of seriousness, hard work, practicality and those people who believe in us,” Nwapa adds.

In light of their relatively young position in the industry, Plus Petroleum recognises the opportunity to learn from their established partners and suppliers, mimicking their methods of operation to improve their own.

“As a solid trade partner, which for us is BP, we look at the way they run 150 | Africa Outlook issue 89

their things in their jurisdictions, and we try to emulate some of the positive characteristics we see there.”

SURVIVING THE PANDEMIC As with all industries, 2020 proved to be a tumultuous time for Plus Petroleum, described by Nwapa as, ‘a year of survival.’ Nevertheless, operating under such challenging conditions had the benefit of streamlining operations.

“It forced us to become more efficient, to become more diligent, to become more detail oriented and to focus more on cost reduction approaches in our business,” he explains.

OIL & GAS “WE ARE BECOMING THE GO-TO BUNKERING COMPANY IN WEST AFRICA AND WE ARE STARTING TO SEE RECOGNITION FROM ALL THE BIG TRADERS”

The company’s location posed its own set of challenges, necessitating an unparalleled level of creativity and initiative to overcome.

“Obviously in a country like Nigeria where a lot of our clients pay us in local currency and we buy most of our products in USD, it was a challenge, but we got more creative. We got really ingenuous in navigating through the tough times,” he comments.

“Our sales volumes were definitely impacted, but because of our positioning and the way our operations are designed, we were able to take advantage of some of the volatility in the change of the price of crude oil.”

Fortunately, overall, this translated

to a company-wide increase in profitability, despite a decrease in terms of volume. If anything, the pandemic has taught Plus Petroleum to treasure even more their valuable workforce.

“We all look at ourselves as one family. We are all very hands-on and we are also very fair,” Nwapa comments.

Plus Petroleum ensures that all staff are empowered and valued through various initiatives and incentives.

These include a workplace reward system and generous bonuses, alongside extensive training that encourages the upskill of employees.

“We like to look for people with one key thing – a quest for knowledge, and a thirst for development. We are always willing to invest in individuals who are ready to learn.”

INTO THE FUTURE Looking ahead, the prevailing sentiment is one of excitement, thanks to the ongoing construction of the Dangote Refinery in Lekki.

“What you are going to have is a

transition from Lomé being the melting pot of the industry to offshore Lekki, Lagos, which is what we all expect,” Nwapa predicts.

Thanks to their strategic location, Plus Petroleum have ensured that they are exactly where they need to be and are gearing up for the move towards clean energies by diversifying into LPG and LNG bunkering.

“We are becoming the go-to bunkering company in West Africa and we are starting to see recognition from all the big traders,” he informs us – no small feat for a company of their size.

“We are looking at the future and we are making it local. So, I’d say West Africa right now, that’s the place to be.”

PLUS PETROLEUM LTD Tel: 01- 3422429 info@plus-petro.com www.plus-petro.com

Africa Outlook issue 89 | 151

ADRIAN KENYA

O

ver the past year connecting with one another has become a crucial element to working and socialisation.

The COVID-19 pandemic has given rise to the globally accepted view that digitalisation and telecommunication are two incredibly important aspects to keeping our lives and livelihoods functioning. With varying restrictions all over the globe, we have turned to digital services and telecommunications companies to keep us connected in a time of crisis.

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Enabling Innovation

We spoke to Benard W. Njoroge, CEO of Adrian Kenya, about the company’s position in the tech and communications industry, and how the business is transforming the lives of people in East Africa Writer: Marcus Kääpä | Project Manager: Lewis Bush

TECHNOLOGY

Adrian Engineer engages Kamilimu mentees at Adrian Offices

For businesses and wider industries, these companies have become equally as critical for the continued operations, the functioning of a homebound workforce, and maintaining business relationships from afar.

Adrian Kenya is one such company ensuring that individuals, families and businesses stay connected in an increasingly digital world.

“I definitely believe that the telecoms and IT industry is an exciting space to be working in because it feels like we’ve just started,” begins Benard

continue. Consumers want more, better and faster products and services. We definitely have some way to go before we get there, but there is a lot of promise.”

Adrian Kenya is a leading provider of technology and engineering, procurement and construction (EPC) solutions in East Africa with operations in the telecommunications, IT, and power sectors. Adrian works with a multitude of companies ranging from mobile network operators, educational institutions, renewable energy companies to multinational technology companies.

Its clients include: Safaricom, KenGen, Telkom Kenya, Astonfield Solesa Solar Kenya Limited, Obelisk, Rural Electrification and Renewable Energy Corporation, Airtel, Wananchi, and Kenya Power to name but a few.

Benard W. Njoroge’s career was born at a major turning point in Kenyan telecommunications.

After gaining a bachelor’s degree he entered the logistics industry at the same time as the Kenyan telecommunications sector became liberalised in 1999. After Telkom was founded later on in the same year, Airtel (that was called KenCell during the time) was licensed in September 2000 and Safaricom was launched in October 2000, leading to a boom in the industry from 2000 to 2006.

W. Njoroge, founder and MD of Adrian Kenya.

“Kenya records the highest penetration levels of mobile services in East Africa, and we’re yet to really look into new technologies such as 5G. The sector is currently undergoing transformation driven by new technologies and changing consumer behaviours.

“With a growing urban middle class, and the high level of smartphone penetration, the telecoms industry has seen some steady growth in recent years, and we expect this to Africa Outlook issue 89 | 153

ADRIAN KENYA “I then found myself working in logistics but serving the telecommunications industry,” he says.

“My early career was moulded by these developments and my roles in FedEx and thereafter DHL. After a couple of years, I quit my position at DHL as the International Business Development Manager to start my own company.

“I was driven by a desire to provide local technology solutions for the industry. In logistics, I felt there was little I could do to change things at the time, but I felt that I could do so in telecommunications and make a difference for myself and others.”

In the present, and sitting as the

CEO of Adrian Kenya, Njoroge manages a company that designs, develops, operates and maintains infrastructure that underpins lives, businesses and economic growth across East Africa.

Adrian Kenya’s projects reflect its high level of quality in the provision of technology and EPC solutions in the East African region.

During early 2020, the company launched the Adrian Technology and Innovation Centre (ATiC) as a platform through which aspiring young individuals can launch their careers and enter the technology and telecoms industry.

“We felt that there were a lot of good ideas, but they were not in a

AT A GLANCE: ADRIAN KENYA SERVICES TELECOMMUNICATIONS Adrian offers design, engineering and maintenance services in tower infrastructure development and fibre optic deployment. Using their in-house teams of engineers and technicians, they undertake conceptual design, site analysis, site acquisition, construction management, equipment procurement, metro deployment and system integration for their clients.

The company has built about 1,000 network towers, are actively maintaining another 1,000 towers, have connected over 3,000 clients to fixed data, and supports over 56,000 home fibre customers. They have also designed and installed thousands of kilometres of fibre-optic, coaxial and data cable enabling wireless communications in the region.

ICT Adrian provides technology solutions for businesses in security, networks and communications helping them to accelerate their digital journey. Their portfolio of ICT solutions includes enterprise network solutions, collaboration solutions, physical security solutions, cybersecurity solutions, servers and storage solutions, and data centre solutions. As official partners to leading global technology companies such as Cisco, Giganet, Sophos, Schneider Electric, Oracle, Huawei and Palo Alto Network, Adrian offers high quality digital solutions.

154 | Africa Outlook issue 89

single space,” Njoroge elaborates.

“I wanted to build infrastructure through which talented people with good ideas could come to discover, design, try and implement these ideas so that Adrian could be a conduit for research and innovation in Africa. I strongly believe that for us to improve and innovate we need to strengthen R&D in Africa.”

Njoroge intends for the platform to be a space where Adrian’s developers, and other young innovators from all across the country, come together to solve big contextual problems that governments and the private sector have found limited scalable success in addressing.

POWER AND RENEWABLE ENERGY Adrian’s work involves the supply, installation and maintenance of solar photovoltaic systems such as industrial solar grid-ties and mini-grids; power infrastructure systems like the construction of power substations; power backup systems like high power generators and super capacitors; and stabilisation systems such as rectifiers, inverters and automatic voltage regulators.

But this is not where it started. Adrian’s journey dates back to 2009 when it only offered transport services to Safaricom field engineers. At that time, it worked with a small team of approximately 18 employees each dedicated to making sure the company delivered a superior experience.

Today, Adrian Kenya has approximately 400 employees of whom 18 percent are female and 65 percent are engineers. It also employs another 600 contract workers who work on projects all over the country. Adrian’s headquarters are based in Nairobi, Kenya, from where it manages operations within the country and in other countries such as Tanzania, Rwanda, Uganda, and Ethiopia.

Benard W. Njoroge, CEO of Adrian Kenya

TECHNOLOGY “Our goal is for this centre to be a reminder that we have the capacity to solve our own problems and even contribute to solving global problems,” he tells us.

“Young people can join us straight from university and other tertiary institutions, work on ready-to-ship impactful products and grow their technical skills alongside jumpstarting their careers.”

Since its inception, Adrian has partnered with Moringa School in Nairobi engaging their graduates in a 12-month programme. The company has also developed agricultural enterprise resource planning (ERP) software that is used by farmers in Murang’a for day-to-day dairy farming management, a health and safety app used as a tool by Adrian engineers and technicians to ensure compliance and have digitised its fibre rollout operations through ticketing and managed services software.

“Currently, we’re working on partnerships with the National Youth Service and the Dairy Training Institute to engage their graduates for graduate trainee programmes,” Njoroge informs us.

At present, Adrian Kenya is executing a strategic plan to move into the sphere of ownership of digital infrastructure in telecommunications, renewable energy and IT. The company is investing in the ownership of tower assets, data centers, fibre networks, and energy efficient technologies. In light of this, Adrian is prioritising digital initiatives, digitalising its core operations, and establishing its data-driven capabilities across the board.

“We’ve also invested in Atlas Towers to enable Build to Suit (BTS) opportunities for mobile network operators,” Njoroge tells us.

“We’re looking to set up a fibre networks factory in Kenya which will be the largest in East Africa, and we’re also close to completing a new modern six floor building for the Adrian HQ which will be launched later in the year.”

Tower Infrastructure Team looking at construction designs

PEOPLE-CENTRIC INDUSTRY Of course, Adrian Kenya’s high level of quality provision and professionalism rests on the shoulders of the many hard-working people involved with the company’s operations.

“In this industry, no one can

succeed without good supply chain operations starting with financiers,” Njoroge assures us.

“We work closely with infrastructure and project financiers such as CITIBANK who have been instrumental in ensuring the timely Africa Outlook issue 89 | 155

ADRIAN KENYA

WHY ADRIAN KENYA? At Adrian, everything is driven by one core belief: that it is there to solve problems. And people need tailor made, sustainable solutions driven by technology. For Adrian, this has translated into three main driving aims: CUSTOMER FOCUS Adrian does this by having a laser sharp focus on what its customers need. The company gets to really understand customer points, goals and long-term visions to then deliver beyond expectations. When a customer requests something from Adrian, the company finds out how it can be better, and how it can do better.

INNOVATION Adrian was the first company in the region to adapt to solar energy as a source for powering its BTS sites. So far, the company has facilitated the adoption and construction of 150 BTS stations that run entirely on solar energy. About 25 percent of network base stations in Kenya are off-grid and located in areas without access to grid power. Additionally, some of those connected to the grid have unreliable and expensive power necessitating the need for reliable and affordable energy.

COMMUNITY IMPACT Adrian is dedicated to directly investing in the people localised in the region, which it has done through job creation, female empowerment, technical training youth programmes and environmental conservation. It’s important for the company that the communities it works with are confident that they are engaging with a company that cares about their future.

implementation of our projects. For suppliers, it’s important to view them as a business partner, to be reliable, open and honest with them. We also heavily rely on our logistics partners such as BenAfrica that offer freighting services who help us to keep our 156 | Africa Outlook issue 89

promises to our customers.”

On top of supply chain partnerships and the important role each of them plays in Adrian Kenya’s fluid operation, the company’s dedicated employees are crucial to its continuation and results.

3,000 Trees project

In recognition of this, Adrian has put in place learning, development, and training programmes regarding the latest industry trends and practices, management techniques, and business processes for our staff, geared towards continuous learning and improvement.

“In August 2019, we launched an e-learning portal where staff can take company specific courses related to communication, professionalism and customer care,” Njoroge explains.

“We have partnered with Zydii, an online learning and teaching platform, to customise these courses to our employee and business needs. So far, over 70 employees have been trained in topics such as leadership and succession management.

Additionally, this year we took up LinkedIn Learning and we’ve seen over 100 employees engage with the platform to upskill in business and technical courses.

“We also invested in the introduction of new talent through the Adrian Technology Training Centre (ATTC), a programme where fresh STEM university graduates are taken

TECHNOLOGY

AT A GLANCE: ADRIAN KENYA’S CSR PRACTICES Adrian hosts a number of initiatives and is a member of bodies that champion environmental, social and governance (ESG) practices and sustainable development goals (SDGs).

• Being a Responsible Corporate Citizen – It is a member of the UN Global Compact and signatory to the ‘Business Leaders for Renewed Global Cooperation’.

• Champion sustainable energy - The first company in East Africa to adapt solar energy to power BTS sites. 150 BTS stations currently run entirely on solar.

• Mwanafunzi Adopt a Tree – Mwanafunzi is the Swahili word for student.

Adrian has renovated schools and planted trees together with students, who then look after the trees, thus building awareness and respect for the environment. The programme has been a great success, having planted over 3,000 trees in our surrounding and our goal is to plant more than 25,000 trees by 2023.

• Adrian Tech Ambassador Programme - Tech Ambassador Programme for young women graduates takes them through training in leadership, sales and marketing. In 2019, 15 out of 20 women who went through this training, joined as full-time employees.

• Women in Business – Adrian supports female-owned businesses in the region where it provides mentorship to women who are starting their journeys into the tech and telecommunication industry.

through an intensive technical training and hands-on work experience by our technical teams.”

These trainees are later inducted into the company’s operations with a percentage of them joining the company as full time employees - now a core part of Adrian’s work force.

Additionally, the company boasts employee reward programmes for surpassing targets, such as taking its management team to Dubai in celebration of great performance during 2019.

“I’m also a firm believer in healthy families for personal and societal growth,” Njoroge says.

“We therefore have a programme where we reward our employee’s children who perform well in national exams. We fully sponsor their high

school education if they manage to gain admittance into a national school.”

The company aims to maximise the opportunities and potential of the younger generations through its Adrian NextGen Leadership Programme. The programme consists of younger individuals participating in sessions with the company’s Managing Director on entrepreneurship and leadership.

“It’s important to introduce children from a young age to relatable people around them who they can emulate especially in STEM careers. I see this as empowering the next generation who will either lead, partner with, or innovate together with the Adrian of the future.” Njoroge tells us proudly.

And into the future Adrian Kenya

is focusing on the growth of its locations and projects throughout the continent. Adrian is looking to expand to other countries, and has completed significant projects in Tanzania, Uganda and Rwanda, has an upcoming project in Ethiopia, and the company has set up an office in South Africa.

For Adrian, this is just the beginning of their journey to expand to Africa and is worth watching.

ADRIAN KENYA Tel: +254 701 971 818 info@adriankenya.com www.adriankenya.com

Africa Outlook issue 89 | 157

DIGIOUTSOURCE

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TECHNOLOGY

Digital

Development We spoke to Craig Hovey, Chief Technology Officer at DigiOutsource, about the company’s adaptation during COVID-19 and its goals for the future Writer: Marcus Kääpä | Project Manager: Thomas Arnold

T

he growth and importance of the tech industry has increased substantially in this past decade, and critically within this past year.

Since the inception of national lockdowns all over the globe, the latest digital products and services have become vital to the smooth operation of many industries, companies, and employees. Alongside this increase in digital services, the realm of online entertainment has risen in demand across the board.

Video streaming services have boomed, the global gaming industry has seen a significant rise in players, streamers and followers, and global online gambling companies, whether through sports or active games,

have seen a tremendous uplift in customers.

For DigiOutsource, this global growth in consumer demand has led to a competitive industry in which to operate.

“You do feel the growth in this space especially through the difficulty in retaining talent. With a lot of big players outsourcing services into South Africa that talent pool is in demand,” begins Craig Hovey, Chief Technology Officer at the company.

“This is great for our country and for the people who live in it. I am passionate about our country and I want to see continued investment into the amazing talent we have here.

Africa Outlook issue 89 | 159

DIGIOUTSOURCE “While this does create a competitive market for talent, every challenge is an opportunity, we have always focused on a culture that is centralised around our people and, now more than ever, the focus is on growing the technical talent to truly drive innovation.”

DigiOutsource is an industry leading global technology and e-commerce company. With a focus on the global online gambling industry, DigiOutsource’s services cover the entire eco-system of supporting gaming brands, including acquisition marketing, call centre support, risk and fraud screening,

Africa Outlook: What led you to a career in the technology industry?

Craig Hovey: For me, it has all been about doing what you love.

As a teenager my idea of fun was working with computers, and while games accounted for the bulk of the time, I also had this odd passion for hosting services. I would create my own web servers, mail servers, file servers even pretend network users. We did not have internet back then but as internet services arrived it was like opening up the curtains - my closed network fun became globally visible.

I studied Electrical Engineering and then quickly moved into the corporate world, luckily my first job was for an e-commerce focused company trying make the most of the late ninety’s internet boom. When that all literally went boom, I was out

retention services and financial reporting. Underpinning these core services are the company’s support departments that make this all possible; from the technological side of infrastructure, development and business intelligence, to its HR, training and facilities teams.

Primarily located in Cape Town, and with just over 2,000 employees, DigiOutsource also has an office in London at which the company’s recruitment strategy brings in talent from across the globe to the company, providing DigiOutsource clients professional support across various regions.

of a job and lacking good options. I eventually chose to work at a more traditional corporate company, here we were not serving internet facing users and so my passion was not being fulfilled.

Within three months I moved on due to finding a vacancy at DigiOutsource in the role of WebFarm System Engineer. My role there was to look after the customer facing hosting services - doing exactly what I loved. Through the years, hard work, willingness to take on anything that was thrown at me, ability to self-learn and obsession over the detail saw me move into a leadership role.

Eventually after many years of supporting the IT services at DigiOutsource my role moved over to CIO, and then shortly after a change in corporate structure saw the opportunity to become CTO.

Continent 8 Technologies Continent 8 Technologies has more than 20 years’ experience in providing international businesses with cutting-edge cybersecurity solutions, reliable facilities, plus networks that support and protect critical online operations across the globe.

As a business that protects the world’s most valuable information in the iGaming, finance, payment processing and public services industries, security is at the core of everything we do – from online protection through services such as DDoS mitigation and WAF, to the physical security of our facilities.

Our private global network has data centres and points of presence (PoPs) in more than 60 locations, with additional sites being added monthly. We pride ourselves on being a boutique provider offering flexibility and outstanding customer service – a view supported by customer testimonials.

Choosing Continent 8 as a partner enables clients to scale globally, and gain the advantage of having disaster recovery from a single provider because all traffic can pass through one highly secure, redundant network with end-to-end SLA packet delivery.

We’re proud to have supported DigiOutsource in South Africa for over 15 years, and to provide our cuttingedge technology which connects the business to the world. With a shared passion for innovation and being at the forefront of new technologies, we have forged a long and trusted partnership.

We understand the data and security requirements for a successful business operating in a complex, competitive, fast-paced industry.

Learn more about our world-class products and services at www.continent8.com

www.continent8.com

160 | Africa Outlook issue 89

DIGIOUTSOURCE

Data Sciences Corporation Data Sciences Corporation was founded in 2013 with the aspiration to provide leading South African organisations with innovative solutions and services that optimise their IT infrastructure. We believe that harnessing the data and technology that surrounds us is paramount in driving innovation, developing knowledge and stimulating growth in our respective customers markets.

Data Sciences Corporation is driven by a passion to provide South African organisations with truly innovative, next generation solutions combined with unsurpassed levels of service. Our ability to provide customer service excellence with industry leading skills and our consultative approach with our customers throughout the engagement process, ultimately enables us to be easy to do business with.

PEOPLECENTRIC OPERATION Company employees are most critical to DigiOutsource’s success. DigiOutsource has always focused on its culture of creating a positive environment that supports its staff. The company encourages innovation and initiative, and so much of company performance review processes focus on the core behavioural competencies it believes are needed to provide positive change to the company.

When it comes to recognition, DigiOutsource believes in the importance of individual and collective recognition, using platforms like Teams to immediately celebrate success, awarding badges for achievements and meeting regularly to allow teams to share with others what they have achieved. This all contributes to the company’s positive culture of learning and growth.

162 | Africa Outlook issue 89

We endeavour to ensure that we retain the highest quality of people by providing ongoing training both locally and internationally, and with this boast a number of highly qualified staff with bachelors, honours and master’s degrees.

DigiOutsource sets itself apart from its industry competition through its collective industry know-how and professional execution of its services.

“It’s the experience we have and the systems we have built to maximise the effectiveness of the product we offer; we have focused on in-house development allowing for bespoke solutions not available off the shelf.

These systems have 25 years of experience in their DNA, not easily replicated,” Hovey informs us.

This experience has carried the company through the challenging 2020 period. Despite the popularity of online games and entertainment rising, there are obvious challenges when it comes to workplace restrictions and employee health and safety. However, Hovey assures us that DigiOutsource places employee safety first.

Data Sciences has enjoyed a mutually beneficial partnership with DigiOutsource since 2015 and have provided our next generation technologies and services for all its core Datacentres across the globe. We are immensely proud of the relationship that we have with DigiOutsource and has been a privilege and honour to be considered a true partner to DigiOutsource by providing some of the most disruptive technologies available in the market today.

Being a technology partner to DigiOutsource has helped them to deliver on their global objectives over the past several years and their continued support of our business is testament to our ability to deliver above and beyond their expectations.

In closing, we wish to thank DigiOutsource for their continued support and trust that their business will continue to grow in the future.

www.datasciences.co.za

datasciences corporation

INSPIRED BY DATA

Trust The Data Sciences & DigiOutsource Story Johannesburg Office 3 Georgian Crescent West Bryanston East Johannesburg, 2152

Cape Town Office 1st Floor, Vineyard Square (North) The Vineyards Office Estate 99 Jip de Jager Road, Bellville, Cape Town

Office: Direct: Web: Email:

+27 86 177 7372 +27 11 568 3200 www.datasciences.co.za info@datasciences.co.za

DIGIOUTSOURCE “We always prided ourselves in being adaptable - change is the norm for us,” he tells us proudly. “COVID was exactly that, a change of the way of working. For DigiOutsource, we were a non-mobile workforce company - you could count the number of users that had laptops on one hand. So, phase one was business continuity, and this is where our DigiPeople and our culture really showed its true colours. Staff used their personal PC’s or re-purposed machines from the office in the switch to home working, and this was done with zero interruption to the business and was an amazing team effort.

“Then going forward, it has changed how we look at work from home vs in the office, especially in the tech space, where we have seen a dramatic increase in productivity.

We are fortunate to have amazing office workspaces with a recently re-furbished tech building that focuses on collaborative spaces

and less so on traditional open plan desking. Our focus now will be to get that balance right, being in the office when you need to brainstorm, strategise, or just take some downtime from the home stresses, and then back at home when you need to focus and get the work done.”

Microsoft, one of the company’s major partners, has been critical in this flexible approach to work through services such as DigiOutsource utilising Teams as a collaborative digital workplace tool.

This employee-centric focus has led the company to successfully complete in-house projects that reinforce the professionalism provided by DigiOutsource. One such project is DigiLife; the company’s new intranet in the cloud to improve communication and the ability for staff to interact with management and increase the mobility and effectiveness of work wherever employees may be based.

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“Another is ISO 27001,” Hovey tells us. “Driven mostly by regulatory requirements in certain countries, we see this as an absolute requirement to establish the best practices and good corporate governance. Information Security has always been a big focus for us, and it will be good to prove this with the seal of approval ISO 27001 gives you. Following this, we will continue to focus on compliance certifications across the board.”

For DigiOutsource, supply chain partnerships aid operations and are critical to the company’s success. Focusing on a multi-vendor approach, DigiOutsource removes single dependency on individual partnerships.

“This is critical in South Africa,” Hovey assures us. “We do our best to partner with magic quadrant leaders to further mitigate this risk, most noteworthy is Continent eight for our global hosting services, Dell Computers for our compute needs, 164 | Africa Outlook issue 89

TECHNOLOGY

Accelerate your digital communication with Kentico Xperience.

Visit xperience.io

Pure Storage who have completely revolutionised our storage services and Palo Alto for their advanced security services.

“Microsoft themselves deserve a special mention, two years ago we made the move to their cloud offering and have found their services to be life changing. Especially their security services that have turned our response times into minutes whenever someone tries something funny.

“We have however struggled during this time to get stock moved into the locations we need them; this causes delays but nothing that hasn’t been managed and so there have been no significant impacts to our effectiveness.”

Through 2021 and beyond, DigiOutsource’s primary goals focus around supporting its clients’ goals for expansion and growth; ensuring a focus on operational efficiency and

user-centric products to support these goals.

“We base our success here on the DORA metrics, mean time to recover, change fail rate, mean time to deliver and deployment frequency,” Hovey says. “This touches on another goal of reducing the time from insight to actions, being able to make data informed decisions in the moment, this will see investment in real-time analytics tools.

“Combine these and we can shorten that feedback loop between having an idea, testing it with real users and then informing future ideas, we believe this is key to being ahead of the competition.”

Tel: +27 21 528 9300 info@digioutsource.com www.digioutsource.com

Africa Outlook issue 89 | 165

Outlook Creative Services Complementing the production of Africa Outlook, APAC Outlook, EME Outlook and North America Outlook magazines, Outlook Publishing’s awardwinning 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 : Sean Galea-Pace +44 (0) 1603 959 657 sean.galea-pace@outlookpublishing.com

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

Marcus Kääpä +44 (0) 1603 959 660 marcus.kaapa@outlookpublishing.com

REDPATH MINING AFRICA

M in S 168 | Africa Outlook issue 89

MINING

T

Redpath

he mining industry in South Africa has evolved over the last 40 years.

With a larger focus on the safety of employees and local communities, the mining sector is in the midst of revolutionising its operations for the betterment of the people involved.

However, at the same time as this, there have been various negative impacts that have affected the industry.

The several economic downturns that have occurred over the last 50 years have caused challenges in the South African industry. Due to this, many mining companies have ceased their learner programmes, resulting in a decrease in skilled workers that has had a negative impact on the productivity of mining firms across the nation. In addition, labour costs in South Africa have increased significantly alongside this lack of increase in productivity. In light of this, mining companies have had to explore different avenues to improve productivity and reduce costs, and so there is a major drive towards the mechanisation of operations within the sector.

Although, there is one company that is focused on not only providing the best and most efficient results, but also making its operations uniquely people centric.

MINING South Africa After a challenging 2020, South African mining is slowly picking up. We spoke to Lawrence Schultz, Managing Director of Redpath Africa Limited, about the company’s projects and community-centric operations Writer: Marcus Kääpä | Project Manager: Josh Mann

Lawrence Schultz, Redpath Africa, Managing Director

Africa Outlook issue 89 | 169

REDPATH MINING AFRICA Back in 1962, a Canadian mining engineer named Jim Redpath decided to start his own company, and from then Redpath Mining was born. Over the decades the company has grown and expanded across the globe with regional offices in Reno (USA), Dortmund (Germany), Johannesburg (South Africa), Brisbane (Australia), and North Bay (Canada) with the latter including the company’s headquarters. The company currently employs around 7,700 employees globally and is undertaking approximately 105 projects across 16 different countries.

The firm offers global contract mining services including trackless horizontal development, trackless decline and incline development, vertical shaft sinking, raise drilling,

engineering design, contract mining and specialised services, such as shotcrete, and regional and high wall support.

Redpath Africa Limited is a key player in the pan-African mining sphere with its primary office in Johannesburg, South Africa.

Lawrence Schultz, Managing Director of the company, has been working for Redpath for a total of over 16 years.

“After I left school in 1976, I was drafted into the South African military for two years,” Schultz begins.

“The most part of my two-year spell was spent up in the Caprivi Strip (the border between Namibia, Angola, Zambia and Zimbabwe). I was earning 17 rand per month, and one Sunday I opened a paper; the centre page had an advertisement from Anglovaal to

COMPANY ACTIVITY The Phakisa Vertical Shaft Rehabilitation in South Africa for Harmony Gold (2009 to 2011).

Originally, the shaft had scaled in the section between 90 metres and 2,002 metres below surface collapsed 90 metres below the surface to approximately 200 metres below the surface. This scaling rendered the vent shaft ineffective. This was a unique company project as the scope of work entailed opening up and re-supporting an old rectangular shaft that had been scaling for numerous years.

Redpath’s methodology used during this project was unique and significantly cheaper than traditional methods. The project was completed within the time given and with a great safety record – no injury from start to finish.

OTHER PROJECTS AND INVESTMENTS: • Redpath Deilmann (the company’s European sister branch) has recently completed two vertical shafts in Belarus using the Herrenknecht vertical shaft boring roadheader (SBR).

• The company is in the process of rolling out its automated raise drilling programme where its raise drills will have the capability to continue either piloting or reaming during shift change overs when there is nobody present around to manually operate the machine.

• The different regions take turns to host innovation workshops annually rotating between shafts and development to investigate innovative means to improve either shaft sinking or mine development.

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Logical First Consultants The management team at Logical First consists of people that have worked in the mining design sector all of their careers.

We are a hands-on team that makes it a point to understand what it is the client needs, so as to provide them with the support and a partnership that they can rely on and trust.

From the initial concept through to the final implementation, our team is readily available to assist in providing the client with a safe, economical and working solution for their project.

www.logicalfirst.co.za

MINING

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MINE SAFE

Africa Outlook issue 89 | 171

REDPATH MINING AFRICA become a Mining Learner Official.

The headline said, “Earn while you Learn” and an amount of 365 rand was shown.

“I decided there and then that I would apply at Anglovaal after my discharge from the military. I was accepted and my career in mining commenced in January 1979.”

In the present, Schultz has held his position as Managing Director proudly for over three years.

COMMUNITY Redpath is a proud business member of every global region it works in and it strongly believes that community involvement is important to the quality of life for its employees. The company’s global family is rich in cultural and lingual diversity and it takes numerous opportunities to celebrate and support regional promotions, youth sports leagues, charitable activities and the arts.

172 | Africa Outlook issue 89

Redpath Africa Limited sets itself apart from its industry competition through its excellent quality of service, shown by its projects, and inclusivity of employees.

“At Redpath you are a family member, not just an employee,” says Schultz.

“The firm offers exciting opportunities to motivated individuals to expand their experience globally. We have many South Africans working abroad for Redpath, and likewise several Australian and Canadian employees working in Africa and Europe. Redpath pools experiences from different projects across the globe - we are always considering new innovative ways to improve safety and productivity.”

The utilisation of these diverse and innovative methods of operation is reflected in the company’s various projects.

Redpath’s Ghaghoo Sand Tunnel in Botswana for example, constructed for the mining of gem diamonds from 2011 to 2013, comprised the excavating a 6.1 metre diameter circular tunnel 430 metres in length from the surface down to the

basalt rock sub-outcrop. This was constructed through a vertical depth of 85 metres of Kalahari sand with a UCS (Universal Compressive Strength) of one mile-per-hour.

“The tunnel was line excavated using an open-faced tunnel shield at the same time as concrete sections being installed to maintain the integrity of the tunnel,” Schultz informs us. “The project was something that has never been achieved before.”

Redpath’s Mindola Deeps Vertical Shaft in Zambia 2013 to 2020, in association with Mopani Copper Plc. a subsidiary of Glencore is another example of the company’s quality level of project completion.

The project comprised of raise boring a 6.1 metre diameter vertical shaft 1,986 metres deep. This was completed in four separate lifts of approximately 500 metres per lift, and the shaft was equipped with a total of five underground access stations.

“This was the longest raise bore shaft in the world to date,” Schultz tells us proudly.

MINING “In addition, the accuracy of our raise drilling was well below the tolerance of 150 millimetres, with the best performance being 25 millimetres off the vertical and the worst performance of 62 millimetres off the vertical.”

In the mining industry, individual employees, management teams, and partners and suppliers are vital to smooth and successful operations.

For Redpath Mining Africa, this is no different.

“Redpath has some global agreements with major suppliers of trackless mobile machinery (TMM).

Each region will engage suppliers for the requirements of their various projects – this is critical to our various projects,” Schultz informs us.

ENVIRONMENT Redpath believes that respecting the environment is integral for the success of the company and the industry. The firm continually works to ensure that its projects comply with all regulations, client requirements and the objectives of the project. Environmental initiatives are encouraged on sites and offices in our regions, whether it is a recycling programme, water reclamation system or waste disposal programme.

Engineering for the safe shipping of company equipment and supplies includes the consideration for environmental factors relating to international transport. The environmental impact of Redpath’s work is taken into consideration on each and every project, and the company takes pride in its extensive experience successfully working in environmentally sensitive areas.

“We are often dependant on what manufacturer our client wants and again availability from the different suppliers.”

On top of this, the company has a management style that allows employees to continue with their jobs without interference and control. This lack of micromanagement increases Redpath’s productivity and employee recognition within the firm.

“We employ the best people in the industry and give recognition when it is due. In this way everyone is responsible for their own standard of work,” Schultz elaborates.

“Successes are rewarded, and failures are assessed to determine the root causes for each individual failure, to implement measures to prevent reoccurrences of these causes.”

Moving into the future and away from a challenging period, Redpath Mining Africa is focusing on building the business back to a pre-COVID state. The maintenance of safety

performance is paramount and ensuring that each company project delivers positive financial results is a staple goal for Redpath.

“Another objective is to actively consolidate new project work all across Africa,” Schultz confirms.

“And strengthening our current collaboration with Redpath Australia through client introduction to our strategy is also important. In doing so, we will improve our current South African performance through the engagement and skills shared by our Australian counterparts, improving aspects such as mining support and planning methods.”

REDPATH MINING AFRICA Tel: +27 11 570 4300 info.africa@redpathmining.com www.redpathmining.co.za

Africa Outlook issue 89 | 173

QUATTRO ZAMBIA

Transporting ZAMBIA Graham Wright, Managing Director of Quattro Zambia, discusses expansion and employee empowerment within the country’s leading personnel transport service provider Writer: Phoebe Harper | Project Manager: Lewis Bush

174 | Africa Outlook issue 89

TRANSPORT

Z

ambia is a wonderful country with many resources, one of which is the good nature of its people, as well as the stable working environment,” opens Graham Wright, Managing Director of Quattro Zambia.

Indeed, it is Zambia’s wealth of resources that accounts for the dominance of the country’s mining sector as a pillar of the national economy, contributing around 12 percent and 75 percent of GDP and exports respectively. Zambia is the seventh largest producer of copper in the world, and is home to the world’s largest emerald mine, producing around 20 percent of the world’s emeralds. Mining contributes to 77 percent of total export value, and 27 percent of government revenues within the country.

The very backbone of these extractive industries is the stable network of personnel and transport required in order to service the mines.

This is where Quattro Zambia come to the fore as a leading personnel transport provider.

With over 27 years of experience in the field, Quattro has grown simultaneously with the advent of Zambia’s mining industry.

“We incorporated Quattro Company Limited, a family business, in 1991 with a view to expand our existing motor vehicle spares market and adding on product lines.

Amongst others, these included associated hardware items, domestic refrigeration spares, and to a greater degree, motor vehicle spares and accessories,” Wright explains.

From these humble beginnings, Quattro focused their energies on procuring a fleet of vehicles to enable them to secure and fulfil various contracts with the country’s leading mines.

“In 1995 we expanded our business to import used motor vehicles from Japan and Dubai. In 1998, Quattro had a small stock of Hiace minibuses and was approached to subcontract on partial personnel transport at

Africa Outlook issue 89 | 175

Mining lubrication and services

The benefits offered by Total

Mining Industry By providing the major players in the market for more than 70 years, Total Zambia is the fully integrated lubricant solution for the industry.

WHAT TO EXPECT PARTNERSHIPS Total is a leading supplier of fuel and lubricants to the mining industry in Zambia. This is possible because of the overwhelming support from mining companies and contractors. Quattro Company Limited is one among many other mining contractors who has supported Total over the years.

Total develops for you: • Safe and sustainable products and services for all the parts of the mine.

• A value oriented approach to enable you to reduce your production costs.

• A reliable supply chain to deliver even the most remote sites.

• Field support and customized expertise with more than 300 engineers distributed around the world.

Our products are formulated to comply with and exceed the latest OEM specifications.

ON-SITE MANAGEMENT Total Zambia operates an On-Site management solution for its mining customers. It has proved to be very beneficial in helping the mining companies focus on their core business. Over the years there has been efforts to improve fuel management system, filtration, computerized maintenance management system in order to reduce operational cost and improve efficiency for the mining company.

HSEQ VALUES Total Zambia operates its depots and sites with the highest safety standards providing a safe workplace for all workers. This has been made possible by continuous safety training to its staff and stakeholders. Our PATROM transportation programs ensures petroleum products are transported safely.

TECHNICAL SUPPORT Our customers have appreciated technical support that has added value to their operations. On-site technical support by an integrated network of local, regional and international experts.

QUATTRO ZAMBIA Chambeshi Metals. As time went by, Quattro was allocated more and more routes, purchasing bigger and newer buses,” Wright explains.

What followed was a succession of ever-increasing contracts with some of Zambia’s biggest producers of minerals. Chambeshi Metals Plc, a copper and cobalt metal producer, went on to give Quattro complete control for the running of their personnel transport contract as a subcontractor to Truckmed Ltd.

OVERVIEW: QUATTRO ZAMBIA SERVICES • Professional personnel transport • Ambulance services • Specialised vehicle services (breakdown vehicles, honeysuckers, cherry-pickers etc) • Trucking (heavy haulage, local and international) LOCATIONS • Personal bus operations Kitwe • Trucking operations Kitwe • AEL Mufulira transport operations • KCM Chingola personnel transport • Solwezi workshop servicing Kansanshi Mine personnel transport • Lumwana workshop servicing Barrick Lumwana personnel transport • Kalumbila workshop servicing Kalumbila Mine personnel transport NUMBER OF EMPLOYEES: 1,162

178 | Africa Outlook issue 89

Graham Wright, Managing Director of Quattro Zambia

“ALTHOUGH BUSINESS IS DOWN, WE SEE MANY OPPORTUNITIES AS MOST BUSINESSES GEARUP FOR A RETURN TO NORMALITY. THE NATURE OF THE WORK IS EXCITING AND PERSONALLY FULFILLING” “At the time, 15 vehicles were allocated to this contract and 400 personnel transported daily,” he adds.

This number ballooned significantly with Quattro’s subsequent contract in 2002, servicing the Mopani Mines in Kitwe by transporting 1,000 staff a day. This personnel transport contract was renewed every two years until 2014. To this day, Quattro still fulfil their contract with the Kansanshi Mine PLC and First Quantum Mining Zambia in Solwezi, which was initially agreed in 2005. Currently, this contract necessitates a significant 162 vehicles to transport a workforce of 5,000 every day.

“Kalumbila Minerals Ltd, a subsidiary of FQMZ, signed Quattro on to service personnel transport contracts in 2012, drawing on the strong performance by Quattro at their Kansanshi mine business.

Current vehicles allocated to this contract total 218, transporting 4,250 staff daily,” Wright informs us.

This marked Quattro’s largest contract yet. Consequently, Quattro has amassed an impressive roster of clients, representing the best names across Zambia’s mining industry.

These include Barrick, First Quantum Minerals Ltd, AEL Mining Services and the Konkola Copper Mines (KCM) to

A major player With our production, supply chain and commercial presence in more than 150 countries, we deliver a full range of lubricants to meet your mining requirements.

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QUATTRO ZAMBIA

TRUCKMEC To provide heavy earthmoving machinery to the ever increasing mining / construction industry in Zambia at a reasonable rate and provide a reliable service to all our clients. We have been in the business for over 20 years and have grown considerably since.

Our professional team is dedicated to offer to the best service possible, and this customer related approach and our team experience will ensure that you are provided the best service efficiently and successfully.

Values • SAFETY • INTEGRITY • RESPECT • RELIABILITY • EXCELLENCE

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name a few. Presently, Quattro are serving a contract with KCM with an allocation of 35 vehicles and 2,000 personnel transported daily. They also continue to serve a contract which commenced in 2006 with Equinox (Exploration), and Lumwana Mining.

Quattro serviced all mine and sub-contractor personnel transport requirements. Since Equinox sold the mine to Barrick/Lumwana, the contract has continued with 118 buses transporting 1,250 personnel a day.

Now, with seven fully equipped branches strategically located, spanning the central African Copperbelt, Quattro have transported over 28 million people since inception.

This growth has enabled Quattro to divert and expand its areas of service into the private sector, extending essential transport services to the communities surrounding the mines where they operate.

“We provide free bus services for outlying schools in the Kalumbila 180 | Africa Outlook issue 89

mining area,” Wright explains. Quattro has also donated buses to various organisations, mainly orphanages and schools in the Kalumbila-Solwezi areas.

Aside from this, in April 2011, Quattro were contracted to transport explosives for AEL across the county and to the Democratic Republic of Congo.

The fleet itself has also diversified to include a successful trucking and haulage division, launched in 2010. This division of the company transports both locally and internationally. Enjoying significant growth over the past decade, the trucking services now has an excess of 75 units serving a wide range of requirements.

The majority of Quattro’s fleet is composed of 65-seater buses, followed by smaller 38-seater buses, ambulances, recovery trucks and skip and refuse vehicles. Quattro have also since acquired 40-foot refrigerated

Girder Engineering To Offer a one stop service and quality product to the entire industry in Zambia at competitive prices.

We pride ourselves to be the leading steel provider in Zambia, mainly to the mining and construction industries.

We strive to provide quality and affordable construction services to the ever changing market.

Values • Be passionate • Have integrity • Think creatively • Respect people • Excellence

girder@iconnect.zm

TRANSPORT

SPECIALISTS IN MECHANICAL WORK, HEAVY HAULAGE, EARTH MOVING EQUIPMENT AND CRANES

Manager +260 968265427 | Operations Director +260 966991235 | Managing Director +260 966990060 4169 Prescott Road, Kitwe, Zambia | info@truckmec.co.zm | www.truckmec.co.zm

STRUCTURAL FABRICATORS, ERECTORS, MACHINISTS, CIVIL CONTRACTORS & SPECIALISTS IN: SUPPLIERS OF ALL TYPES OF STEEL.

Freetown Road, P.O. Box 22483, Kitwe, Zambia enquiry@girderengineering.co.zm Tel +260-212-221808 | Fax +260-212-221068 Cell +260-966-780059 | +260-966-990060 Email girder@iconnect.zm

Africa Outlook issue 89 | 181

QUATTRO ZAMBIA trailers, tipper trailers and low-bed trailers amongst others. Highly trained mechanics are essential to the fleet’s upkeep and smooth operation.

One of the attributes that are central to Quattro’s success is their supply chain operations, all of which are managed in house. Wright believes this to be nothing but advantageous for the company.

“The advantage is that we are in control of stock levels, not usually maintained in Zambia due to various economic factors. We procure our spares and materials from Dubai, UK, Japan, India, South Africa, and to a greater degree from local suppliers,” he informs us.

Expansion has also enabled Quattro to invest in the welfare of their staff, with significant investments being made in recent years into staff accommodation. At Quattro’s Kalumbila workshop, which currently houses 200 employees, expansion has been implemented to increase

QUATTRO ZAMBIA: ONGOING PROJECTS • Mwansoweto (Lumwana) employee accommodation for 120 • Kalumbila workshop extension & employee accommodation for 200 • Solwezi Roads rehabilitation project in conjunction with Kansanshi Mine • New trucking workshop and facilities in Kitwe

182 | Africa Outlook issue 89

facilities to accommodate 300 people as part of their programme for 2021. By building facilities that give staff the ability to reside closer to the mines, Quattro increases the efficiency to and from these locations. This in turn translates to savings across the cost of fuel, repairs and vehicle maintenance.

This 2021 programme will also entail construction of a new trucking workshop and facilities and expansion of the Kalumbila workshop. All projects for expansion are subject to the tenure of Quattro’s contract renewals.

Quattro are explicit about the value they place on their sizeable workforce and individual employees – whether that’s managers, drivers, mechanics, security or the administration team.

Indeed, Wright describes his employees as, “the pride of our company.”

“We have great management teams across all of our branches,” he adds.

TRANSPORT

TANA INSURANCE BROKERS & RISK MANAGEMENT

“We Care” Services Offered: Insurance (Personal & Commercial), Risk Management & Advisory Services

Tana Insurance Brokers Ltd is a wholly owned Zambian company founded in 1996 to provide insurance and risk management services. No matter how huge and complex the risk is we are able to structure tailor made policies for you.

MD’s Statement “As our motto says We Care, caring is our Priority and we further commit to keep improving on our service delivery to all our customers. “ Kitwe Office House No. 11 Chibote Avenue P.O. Box 23312 Parklands, Kitwe, Zambia E: tana@zamnet.co.zm bobkwambana@gmail.com T: +260 212229546 C: +260 966902168 Lusaka Office PLot No. 33 Joseph Mwila Road Rhodes Park Lusaka, Zambia E: info@tanisu.co.zm T: +260 21122250007

Africa Outlook issue 89 | 183

QUATTRO ZAMBIA

OUR VALUES QUALITY, PASSION COMMITMENT: “The foundation of what makes Quattro stand out is our belief that these values make our company great, the strength of all our people working together for a common goal.”

184 | Africa Outlook issue 89

Indeed, excellence is a key criterion for recruitment and many staff members have been head-hunted as experts in their domain. This is crucial in an industry where safety and reliability are paramount to Quattro’s reputation.

Quattro endeavour to empower their staff through regular training programmes and certification upgrades. They also offer company loans and vehicle upgrades, whilst monthly ‘lucky draw’ incentives and KPI achievement bonuses provide extra motivation.

This same humanitarian outlook

extends to Quattro’s place within the local communities where they operate, hearkening back to Wright’s opening sentiment regarding the good-natured people of the country he loves. The company demonstrates laudable social responsibility.

“Quattro has a proud record of supporting various orphanages,” Wright informs us. This has included regular support for the blind, handicapped, widows, orphans and albino organisations. The company also promote football and sport across communities as benefactors to local groups and tournaments,

TRANSPORT

alongside the aforementioned school transport and donations of vehicles for essential services.

When the pandemic struck the continent early in 2020, Quattro immediately sought to protect the wellbeing of their workforce and the workforce of their mining principals. This also extended to the local community, whereby Quattro organised a monthly oxygen tank donation to Kitwe Central Hospital for COVID-19 support.

“We have implemented all control measures as per Quattro and mine regulations. Obviously, this all comes at a cost in terms of material and

time,” Wright adds.

Sanitisation control, digital temperature readings before boarding a vehicle and regular fumigation and stringent sanitary cleaning on board, does not come cheap, alongside acquiring the necessary PPE for staff and drivers. Of course, this also meant minimising passenger numbers.

Nevertheless, Wright’s general outlook on the state of the industry within the context of the pandemic is optimistic, describing it as ‘promising’.

“Although business is down, we see many opportunities as most businesses gear-up for a return to

normality. The nature of work is exciting and personally fulfilling,” he muses.

By fulfilling the essential need for safe and efficient transportation, Quattro guarantees its future in Zambia, with a prevailing reputation for consistency and excellence.

QUATTRO ZAMBIA Tel: +260 212 210442 quattro@quattro.co.zm www.quattro.co.zm

Africa Outlook issue 89 | 185

BAJ FREIGHT & LOGISTICS

186 | Africa Outlook issue 89

SUPPLY CHAIN

Moving Forward with

FREIGHT

BAJ Freight and Logistics represents the enduring spirit of the supply chain industry across Ghana in the face of a past challenging year Writer: Marcus Kääpä Project Manager: Eddie Clinton

Fast, safe, simple.”

This sums up the professional and quality service of BAJ Freight and Logistics.

A fully Ghanaian owned company, BAJ Freight and Logistics Limited (BAJ) is one of the key companies in the freight forwarding industry.

BAJ is a leader in providing customs brokerage, freight forwarding and logistics support in various sectors including the oil and gas sector.

The company has two branches at Takoradi and the Kotoka International Airport, Accra, in addition to the

Head Office at Tema. However, it also operates in all entry points across the length and breadth of the country with over 200 current employees.

BAJ is licenced to transport dangerous goods and was the first logistics company in Ghana to obtain a permit from the Ghana Atomic Energy Commission to transport radioactive material. The company has the full range of permits for customs house brokerage, ship agency and provision of logistics services.

Africa Outlook issue 89 | 187

Quick Fix Property Management Limited, incorporated in the year 2017, is a wholly owned Ghanaian property management company targeted at the Property Sector and offering a range of property management services with efficient and reliable repair and maintenance services being its strong hold.

The company’s extensive knowledge of residential and commercial properties results in a better understanding of its clients’ requirements translating into the company offering tailored property management service packages, to the utmost satisfaction of its clients.

The company operates on the system of a lean team structure connected to a network of the best service providers in the country, for all property related requirements.

The company’s services include, but are not limited to, property sale and rental, tenant screening, tenant relations, lease drafting, rent and service charge invoice issuance and collections, utility management, 24 hour security services, janitorial services including refuse management, plumbing and electricals, firefighting system maintenance and

Address: 12 Nii Amaah Ollenu Street, Airport West, Accra, Ghana Post Office Box: PMB CT 431, Cantonments, Accra

repairs, generator servicing and repairs, air-conditioning servicing and repairs, elevator servicing and repairs, CCTV systems, electric fences, access control installations, maintenance and repairs, façade cleaning, water storage cleaning, septic tank dislodging, landscaping, swimming pool maintenance, fumigation, property insurance, property valuation and acquisition of property certification.

Quick Fix Property Management Limited distinguishes itself from other property management companies with its custom of an efficient and rapid response system to property management.

The company’s property management team works towards achieving one of the highest Client satisfaction rates in the industry by providing “excellent one stop shop services”.

Email: info@quickfixpm.com Office Landline: +233 302 764 998 Mob: +233 244 861408, +233 244 022 493

www.quickfixpm.com

BAJ FREIGHT & LOGISTICS

BAJ FREIGHT AND LOGISTICS AWARDS: • 2014 First Western Regional Business and Financial Service Excellence Award • 2014, 2015, 2016 and 2018 Oil and Gas Logistics Company of the Year • 2015 Best Freight Forwarding Company • 2015 Customs House Agents Award • 2016 Best Freight Forwarding and Logistics Company of the Year • 2017 Haulage Company of the Year • 2017 Freight and Logistics Service Entrepreneur • 2017 Best Company in Youth Development Project • 2018 West African Outstanding Haulage Company • 2018 Ghana Business Logistics Company of the year • 2018 Safest Road Haulage Company • 2018 Best Company in Leisure and Sport Mentoring Project • 2018 Gold Award (5th Business Excellence Awards)

190 | Africa Outlook issue 89

The company was registered as a business in 2009. The three shareholders, Bart Fred Simpson, Ato Quagraine and Joe Biney, commenced the business with 15 staff members and the company has grown rapidly to become the key industry player it is today, and a member of World Freight Network and Project Cargo Network.

Since its inception, BAJ has incorporated its company vision and mission in every aspect of its operation; to be the most efficient logistical, freight forwarding, and shipping agency service provider in Ghana. On top of this, to provide its clients excellent and swift services, employing the best and safest practices, all the while utilising the most modern technology in the sector to the satisfaction of both clients and stakeholders.

BAJ’S COVID-19 APPROACH This is a challenging period of time, not only for individuals and families, but also entire industries. The past year and the shocking impact of the COVID-19 pandemic has forced into the fore the necessity for adaptation in the face of adversity.

For the supply chain and logistics industry, this has presented challenges. The increasing and necessary requirements for improved health and safety for drivers, as well as the shift from workplace to working from home for employees, has posed difficulty for many companies.

Especially in Ghana, with approximately 43 percent of its population living rurally, facilitating digital connection is a challenge. On top of this, the reduction in global industry activity major resources has caused much of freight to be

WHAT IS THE QUICK FIX APPROACH?

Finnella Morrison Director, Quick Fix

Louis Cofie Director, Quick Fix

A DYNAMIC DUO’S INVIGORATING APPROACH TO PROPERTY MANAGEMENT IN GHANA Finnella Morrison and Louis Cofie are the driving force behind Quick Fix Property Management Limited. A company winning the trust of property owners in Ghana, amidst stiff competition from older, larger and more traditional competitors. Since 2017, they have amassed a client base of respectable names both local and international. The duo was interviewed on their rise up the property scene in Ghana.

WHAT WAS THE GAP YOU IDENTIFIED WITHIN THE PROPERTY MANAGEMENT INDUSTRY IN GHANA? Finnella Morrison: The lack of a proper maintenance culture is the main gap I identified within the property management industry in Ghana. Property owners usually start off with beautifully built properties for residential or commercial purposes, which begin to deteriorate quickly a few years down the line, mostly because proper systems of routine maintenance are not exercised or ignored entirely.

The resultant effect is a myriad of maintenance issues that feed into the gradual decline of the property. There are the property owners who prefer to manage their properties themselves, with the notion that this approach is cost effective. What they fail to realize is the need for; • An encompassing and continuous maintenance approach • Access to a vetted and trained pool of technical trade specialists • A considerable understanding of the real estate service ecosystem in Ghana, for long term sustainability of a property

Finnella Morrison: The Quick Fix Approach, simply put, is “Rapid Solution Oriented”. Our main objective is to be a rapid response solution towards maintenance and repair work across properties. The key word being ‘rapid’, as response time by service providers in Ghana, is treated with little urgency. By starting as a response system for services, we were able to work out the nuances of working with different technical trade providers. From work ethic, professionalism, timeliness and after care service, we have been able to streamline our pool of technical trade personnel into a well-oiled, end to end property care machine. Four years down the line, the company not only offers exceptional maintenance services, but also manages commercial and residential properties. The larger percentage of our end-to-end management services, are property owners not resident in Ghana.

WHAT WOULD YOU SAY SETS QUICK FIX APART FROM EVERY ONE ELSE? Louis Cofie: We apply attention to detail and a ‘dog-witha-bone’ approach to finding solutions to any problems a property might have. Another differentiator we hold close to our heart is effective communication and transparency between property owners, tenants, service providers and stakeholders. We give our property owners frequent updates on their property portfolios, using a system of emails, phone calls, and weekly personal or virtual meetings. We value our position as the central point of contact for tenants, service providers, regulatory bodies and all other stakeholders involved.

WHAT OTHER ASPECTS OF PROPERTY MANAGEMENT DO YOU HANDLE OTHER THAN MAINTENANCE? Louis Cofie: Quick Fix has the arm of property sale and rental which include, potential tenant screening, lease drafting, rental and service charge fees’ issuance and collection and tenant care. Quick Fix also offers support and advisory services in the areas of valuations, structural assessments, insurance, legal support and accountancy.

CONCLUDING REMARKS We offer vibrant, reliable and dynamic property management solutions. We are the property managers that you definitely need to call.

Accra, Ghana | T +233 302 764 998 | E info@quickfixpm.com | www.quickfixpm.com

BAJ FREIGHT & LOGISTICS

reduced in certain spheres. Crude petroleum for example, that is one of Ghana’s major exports (valued at approximately $4.5 billion in 2019) had dropped in the 2020 period following an international dip in vehicle use due to the multiple pandemic lockdowns.

Despite this, BAJ has endured and continues to provide its professional freight and logistics services internationally. BAJ’s services span four major divisions: customs brokerage, port and shipping agency, logistics, and international freight forwarding.

The company’s customs brokerage services see less than seven and three business days service turnaround time for ocean freight clearance and delivery at Tema and Takoradi respectively, as well as a 72-hour 192 | Africa Outlook issue 89

service turnaround time for air freight clearance and delivery. BAJ provides technical advice on standard import and export documentation requirements, the effective management of exports (such as documentation and delivery to client doorsteps worldwide), and a 48-hour window to process and deliver clients’ cargo for exportation. Pre-financing facility on third party payments for clients is also provided.

BAJ’s port and shipping agency services, that are vital to supply chain operations, are swift and well-coordinated, with the delivery of port agency and husbandry services during port calls ensuring efficient and quick turnarounds for vessels, as well as minimising the time spent in port. BAJ’s excellent relationship with suppliers, contractors, receivers, port authority,

‘THE COMPANY’S TRACKING AND MONITORING SYSTEM IS ALSO LINKED TO A TAILOR-MADE COMPREHENSIVE INFORMATION PORTAL, PROVIDING A LOOP FOR CLIENTS TO FOLLOW THEIR BUSINESS IN REAL TIME’

Exact Engineering is an engineering firm that provides design consultancy, construction and project management services to a varied array of clients.

Exact Engineering provides a better service as an independent firm of designers, engineers, consultants and specialists. We offer professional services to the built environment.

And our work makes a positive difference for our clients and the community.

Founded in 2005, the firm had an initial focus on Civil and Structural engineering. The first design work was an EPC contract for all civil and structural work for Boskudos Quarry at the Anglogold Ashanti – Idupriem Mine Exact Engineering has developed into a multidisciplinary organization that has individuals with excellent talents and knowledge to work on a wide range of projects.

+2335 0893 6914 | +2332 4294 6969 | info@exact-eng.com | exact-eng.com

BAJ FREIGHT & LOGISTICS

HEALTH AND SAFETY POLICY The management of BAJ Freight and Logistics Limited is committed to providing freight forwarding, ship agency, custom brokerage and logistics services to organisations and individuals in an accident-free working environment, for employees and the public. BAJ promotes safe working practices and ensure that all reasonable and practical action is taken to make this a reality.

BAJ believes that all accidents are preventable, and thus requires all employees to stop, think, assess and respond to any task given to them.

In order to achieve this, BAJ ensures to: • Provide the framework for setting and reviewing objectives and programmes.

• Provide management, employees, contractors and visitors with adequate information, resources and means to educate employees in all aspects pertaining to BAJ operations and activities.

• Ensure that systems comply with government legislation as well as international best practices.

• Regularly reviewing company systems and performance to ensure the relevance and continual improvement of them.

194 | Africa Outlook issue 89

“THE COMPANY ALSO OPERATES 11 CONVENTIONAL EXTENDABLE TRUCKS, MULTI AXLE LOW LOADERS, A 30 FOOT BOX TRAILER, AND FIVE TONER HIAB TRUCKS. TO ENSURE CARGO INTEGRITY AND SAFETY FOR ALL INCLUDED, THE TRUCKS AND TRAILERS ARE REGULARLY MAINTAINED AT TIP TOP CONDITION”

SUPPLY CHAIN

Excellence in service delivery

Putting at your disposal, over 44.500 square meters of modern and secure food grade warehousing space. We offer you bespoke warehousing and logistics services; the size of your organization notwithstanding.

+233 24 333 8778 | www.lynbrok.com Instagram: @lynbrokgh Facebook: Lynbrok Company Limited

immigration, and port health as well as customs, ensures client needs are professionally met. Services include berth arrangement, arranging for pilot and tugboats if necessary, inward and outward clearance (vessels/rigs), loading and offloading of vessel, agency for offshore supply vessel, agency for liner vessel including tankers, agency for rigs, cargo bookings, arranging for stevedores, mobile cranes, and cargo brokers.

The company’s logistics services offer innovative and cost-effective haulage solutions for various industries with business units equipped and trained to handle bagged goods (cocoa beans, shea nuts, cashew, rice, sugar, cotton, fertiliser, cement), bulk goods (wood, wheat, construction material, mining extracts), general cargo (cars, electronic equipment), containerised/ liner cargo (a standardised 20 feet to 40 feet in length), and project cargo

(out of gauge goods).

To date, BAJ own and operate 45 trucks and 60 units of trailers, ranging from container haulage, to bulk and bagged goods usage. The company also operates 11 conventional extendable trucks, multi axle low loaders, a 30 feet box trailer, and five toner HIAB trucks. To ensure cargo integrity and safety for all included, the trucks and trailers are regularly maintained at tip top condition.

BAJ’s team of professionals risk assess every route before dispatching trucks on client business. The company’s tracking and monitoring system is also linked to a tailor-made comprehensive information portal, providing a loop for clients to follow their business in real time.

BAJ’s international freight forwarding services follow suit with the level of professionalism and quality seen in the company’s other services. The freight forwarding

includes full-container-loads (FCL), less-than-container-loads (LCL), dry or liquid bulk shipments, full or partial vessel charters (including refrigerated service or on-board cranes to handle heavy shipments to smaller ports), and physical cargo and paper-consolidation programmes to importers and exporters who purchase from multiple vendors.

Now, in 2021, there seems to be light on the horizon.

As multiple mass vaccine rollouts are transported and provided to people across the globe after a unique and challenging past year, it seems like international industries are going to climb back to relative operational normality.

Africa Outlook issue 89 | 195

EVENTS

Enlit Africa 2021 June 8-10 | Online only event | www.enlit-africa.com/digital

Enlit Africa’s new digital platform, Enlit Africa-Connect, in partnership with ESI Africa, will connect you to its community 365 days a year. This platform provides an opportunity to engage with the best thoughtleaders, innovators and disruptors in the energy industry, while having front row seats to Enlit Africa’s clients and the latest industry solutions, webinars, tech showcases, product launches and much more.

Why attend?

Combining the power and energy community TH IS JUN E, Enlit Africa, formerly African Utility Week and POWERGEN Africa, returns and is set to bring stateof-the-art content through webinars, exclusive one on one interviews with renowned names in the energy sector, product launches, technology showcases and much more seeking to connect and inspire industry individuals.

Enlit Africa will bring together the power and energy community in a digital event on the Enlit AfricaConnect platform from 8-10 June. The event will act as a digital meeting place that allows customers to connect with industry peers in real-time or talk to a supplier to discuss your energy future.

Enlit Africa 2021 offers: • Digital networking through connecting with industry peers, speakers, leaders and like-minded people.

• Availability to cutting-edge content 196 | Africa Outlook issue 89

through webinars and industry leaders and speakers.

• Exclusive one on one interviews with the who’s who of the energy sector.

• Product launches, technology showcases changing the face of the industry and much more.

Your technologies, solutions and knowledge can help shape the direction of the energy sector. The success of the energy transition depends not just on competition but collaboration and Enlit Africa provides unrivalled access to the industry’s thought leaders, investors and innovators, without mentioning the next generation of energy entrepeneurs.

Through Enlit Africa, there is an opportunity to showcase solutions to an audience that requires knowledge and take the next step in Africa’s energy transition.

- By attending, you will be granted exclusive access to industry-specific content sessions throughout the year to stay ahead of the latest trends.

- Enlit Africa’s platform is open 24/7 to engage with industry professionals around the world, in your time and space through AIpowered matchmaking.

- This is the ideal opportunity to expand your network and make new connections.

- View the latest products, case studies and datasheets from leading vendors.

- Be inspired and grasp new ideas from industry thought-leaders.

Ultimately, Enlit Africa provides the opportunity to share knowledge and learn from others, both live and on its digital platform. The event will bring you face-to-face with the best thought-leaders, innovators and disruptors within the energy sector and beyond representing power generators, IPPs, utilities, grid operators, energy companies, retailers, energy markets, plus commercial and industrial energy users.

Register your attendance: www.enlit-africa.com/register/ visitor-registration

DIGITAL EVENT 8 - 10 June 2021 Formerly

Enlit Africa in partnership with ESI Africa, invites you to discover new products and services, learn from and engage with industry leaders across our 3-day, not-to-be-missed digital event. Register on Enlit Africa-Connect, our 24/7 digital platform, do a deep dive and gain strategic insight via our Future Cities; Finance, Investment and Strategy, Smart Energy; Grid and Data and New Energy Landscape content themes and engaging live sessions.

Join our 365 community Enlit Africa-Connect, our new digital platform will enable our community to engage with the best thought-leaders and innovators in the energy sector, 365 days a year, allowing you to be in attendance from anywhere, anytime.

Join our community and register for our digital event: www.enlit-africa.com/digital

Energy is evolving. So are we. The possibilities are endless. enlit-africa.com

Brought to you by

In partnership with

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

IF YOU COULD OFFER ONE PIECE OF ADVICE FOR A YOUNG ENTREPRENEUR ENTERING YOUR INDUSTRY, WHAT WOULD IT BE? Xavier SaintMartin-Tillet Head of West Africa Cluster, LafargeHolcim Cote d’lvoire “The construction industry is going to experience changes during the coming years. Entrepreneurs need to come with ideas and innovations, not to replicate what was done in the past.

LafargeHolcim Côte d’Ivoire is ready to take on that challenge.”

Afel Amberber Marketing Manager, Habesha Breweries “My advice would be to always be curious, challenge oneself and the status quo. Staying in the comfort zone and doing the usual norm in the industry will not make the entrepreneur successful. It is important not to settle for ‘what it already is’ and remember to question and push the limits. Although there is a risk, the reward will be much higher.”

Karl Boyce CEO, ARC Power “I think it is a very interesting sector to be in, particularly in Africa which has so much potential for solar.

It certainly comes with its challenges though in terms of funding, regulatory processes and logistical planning.

198 | Africa Outlook issue 89

Based on my own experiences, I think tenacity, patience and agility are critical, but with the energy revolution happening in Africa, it’s a very exciting space to enter.”

Chuck Nwapa CEO, Plus Petroleum Ltd “Believe in yourself and be patient. We were very patient.

Even in 2013 when we first got into the industry and were navigating the numerous regulatory challenges, and not having any money, we quickly segued into downstream – just bringing in cargo from Lomé into tank, which is what a lot of the downstream traders do. We got our fingers burned very quickly. It took us back to why we started the business, which was to come in and solve a problem.

“So, one thing I’d say to any entrepreneur entering this industry is be patient, believe in the problem you are coming in to solve, believe in the solution you are providing, and stay the course. Don’t get distracted by what you are seeing, don’t get distracted by any other sort of opportunities, because this country and the world we live in now has a lot of external influences that can sway someone from their true calling. If you have these qualities, as well as the resilience to carry on, the sky is your limit.”

Are you a CEO/Director with a company story to tell?

Contact Africa Outlook now!

Innovation and meeting customer demands in cement production...

LAFARGEHOLCIM CÔTE D’IVOIRE

CONSTRUCTION

Cementing the Nation A

INNOVATION AND MEETING CUSTOMER DEMANDS IN CEMENT PRODUCTION

frica’s construction industry is substantial.

Despite much downturn in other nations, Ivory Coast has been enjoying a decade of high GDP growth resulting in tangible and visible changes throughout the sectors, including construction. This period of high growth has paved the way for the construction of numerous buildings, both for housing and infrastructure, and therefore increased the demand for cement continually.

Although, this demand has been revealed as a double-edged sword.

The rise in consumer purchasing and resulting attraction in Ivory Coast’s construction industry has caused the arrival of numerous cement plants across the nation. As a consequence, the sector has a major over capacity causing prices to deteriorate.

“Despite this, it is exciting to contribute to the positive changes such as the increased provision of housing,” begins Xavier Saint-MartinTillet, Head of West Africa Cluster at LafargeHolcim.

An internationally spanning construction company, LafargeHolcim is a worldwide provider of a multitude of construction materials including cement, aggregates, ready-mix concrete and a variety of building solutions.

LafargeHolcim Ivory Coast is one of the many African continental branches that provide such products and services throughout the country. With its factory based in

See page

40 36

Ivory Coast construction is a competitive industry. We spoke to LafargeHolcim Ivory Coast about the company’s various products, services, and its place in the sector Writer: Marcus Kääpä | Project Manager: Josh Mann

LAFARGEHOLCIM CÔTE D’IVOIRE

Behind you, for what’s ahead We support companies through business solutions adapted to their needs.

End of career indemnities (IFC) :

Optimize the management of your social commitments, and approach the future with serenity.

Laboratory

AFRICA OUTLOOK: Can you tell us how you came to work in the construction industry?

XAVIER SAINT-MARTIN-TILLET: “I gained an engineering degree from Êcole Centrale Paris, and I started to work as a Process Engineer. I had chosen to work for Lafarge Ivory Coast because I had enjoyed the interviews that helped me gain an insight into the company and its operations. Since then, I have very much enjoyed the journey. It has exposed me to various cultures, different business environments and has offered me the opportunity to work alongside brilliant teams of people. And from a base point of view, I like the purpose of our industry: enabling people to build their houses, and aiding communities in the development of infrastructure.”

40 | Africa Outlook issue 89

the economic capital of Abidjan, LafargeHolcim Ivory Coast has been operating since 1952, proudly contributing to the development of the country through its brand Ciment Belier - one used for the construction of major infrastructure and buildings nation-wide.

“Over the years, we have developed a wide range of products to offer an efficient solution to main cement applications,” Xavier elaborates.

“We believe that we must contribute to the improvement of the construction industry by offering products with a positive impact on quality and productivity. As an example, our last product Superbric is designed to build more robust and cheaper bricks.”

Superbric is the most resistant product within the range of those from LafargeHolcim Ivory Coast, it hardens in 24 hours, and is multi-purpose with Africa Outlook issue 89 | regard to construction uses.

Amongst its services, LafargeHolcim Ivory Coast can also list the palletisation of cement bags

which protects them from humidity during transportation in rainy seasons, and the company’s unique mobile concrete laboratory that brings assistance to customers regarding their use of company products directly on-site.

“Our client base embraces all types of clients in the construction industry, from major international companies doing business across Ivory Coast, to any individual citizen that is looking for quality, fit-for-purpose and affordable cement,” Xavier explains.

Serving its customers to a higher standard consequently made LafargeHolcim Ivory Coast’s products available everywhere in the country.

This has been realised through the development of a franchise network called Binastore; one of the largest networks in the building materials retail sector in the Middle East and Africa, bringing added value to 41 customer construction projects.

LafargeHolcim Ivory Coast has more than 150 franchisees in all the regions, which brings its cement closer

The IFC contract allows the subscribing company to outsource the management of its expenses arising from the obligation to pay compensation to its employees in the event of their retirement or collective dismissal (CCI: Art 40 paragraph 1) By outsourcing this management, the company benefits from: • Tax deduction (General Tax Code: Art 116 paragraph 9) • Free actuarial study to assess retirement commitments • Competitive revaluation rate of the collective fund (More than 5% over the last 5 years)

Professional Multirisk (MRP) :

We cover your investments and your responsibilities.

Professional Multirisk insurance is comprehensive insurance that covers the movable and immovable property of a business, as well as its liability. It is an essential insurance because it guarantees the property and activity of the company, thus ensuring its sustainability.

The MRP is independent of the size of the com company and can therefore also be taken out by individual companies, SMEs / SMIs, associations and communities and large companies.

Construction:

We support you on your sites from A to Z.

Company Death Insurance :

Retain your employees by protecting their families.

The company's death insurance policy allows you to cover all or part of your employees against death or partial and total disability. In addition, it makes it possible to meet the obligation to participate in funeral costs in the event of the death of the worker (CCI-CI: art 42 paragraph 4).

Subscribe to our offer and benefit from: • Tax deduction (General Tax Code: Art 116 paragraph 9) • Speed of support for services (on average 5 working days)

All Risks Construction insurance covers all accidental damages and loss suffered by the structure during construction, assembling and testing.

It meets the real protection needs of all those involved in the work without seeking any liability.

This offer allows you to benefit from: • Proven expertise in technical risk management with a pool of highly qualified technicians; • Insurance coverage backed by renowned(renamed) reinsurers (SCORE, AFRICARE, MUNICH RE, etc.)

27 20 30 40 00 | azci-infos@allianz.com www.allianz.ci

44 | Africa Outlook issue 89

LafargeHolcim Côte D’ivoire 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.

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GOODWE | NAS AIRPORT SERVICES

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Issue 89

Cementing www.africaoutlookmag.com/work-with-us the Nation We report on LafargeHolcim Côte d’Ivoire, highlighting the company’s products, services and its place in a highly competitive West African construction industry UGANDA

Complementing the production of Africa Outlook, APAC Outlook, EME Outlook and North America Outlook magazines, Outlook Publishing’s awardwinning in-house team is now utilising these same

Outlook Creative Services

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DESIGN:

E D I TO R I A L :

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

Sean Galea-Pace +44 (0) 1603 959 657 sean.galea-pace@outlookpublishing.com

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

Marcus Kääpä +44 (0) 1603 959 660 marcus.kaapa@outlookpublishing.com