Africa Outlook - issue 90

DANGOTE CAMEROON | COMSOL

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

Issue 90

PW MINING Contract mining, civil engineering and construction services across West Africa

TREVALI MINING Working alongside partners and communities in the base-metals mining space

DNI GROUP

EMPOWERING

SOCIAL

INNOVATION NICHOLAS WRIGLEY, CEO of Winch Energy, reveals the challenges of producing robust, cost-effective engineering solutions for the off-grid electricity market

EAST AFRICAN BUSINESS COUNCIL Championing regional integration

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 05

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.

YOUR TRAVEL GUIDES TO

SEYCHELLES The Indian Ocean’s natural playground

PHILIPPINES Archipelago escapism in the Pacific

TRAVEL BUSINESS

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.

CANOPY STARS A passionate advocate for the symbiosis of tourism and sustainability, UK-based travel photographer Diana Jarvis goes Behind the Lens

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.

www.outlooktravelmag.com

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

Limitless Possibilities

EDITORIAL Senior Editor: Sean Galea-Pace sean.galea-pace@outlookpublishing.com Editor: Marcus Kääpä marcus.kaapa@outlookpublishing.com Junior Editor: Phoebe Harper phoebe.harper@outlookpublishing.com

Opportunity.

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

In Africa, the continent’s potential as a growth market is tremendous. In fact, its ever-growing population and market spell opportunity for businesses in a post-COVID-19 world.

Senior Designer: Devon Collins devon.collins@outlookpublishing.com Junior Designer: Matt Loudwell matt.loudwell@outlookpublishing.com Production Assistant: Courtney Solomon courtney.solomon@outlookpublishing.com Social Media Manager: Dan Nash dan.nash@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 Thomas Arnold thomas.arnold@outlookpublishing.com SALES MANAGERS Donovan Smith donovan.smith@outlookpublishing.com Ryan Gray ryan.gray@outlookpublishing.com PROJECT MANAGERS Krisha Canlas krisha.canlas@outlookpublishing.com Kyle Livingstone kyle.livingstone@outlookpublishing.com Lewis Bush lewis.bush@outlookpublishing.com Matt Cole-Wilkin matt.cole-wilkin@outlookpublishing.com

ADMINISTRATION Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com Finance Assistant: Freya Penn freya.penn@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 363 631 Editorial: +44 (0) 1603 363 654 SUBSCRIPTIONS Tel: +44 (0) 1603 363 654 sean.galea-pace@outlookpublishing.com www.africaoutlookmag.com Like us on Facebook: facebook.com/africaoutlook Follow us on Twitter: @africa_outlook

And sitting on this month’s cover is DNI Group. As a diversified investment company, its strategic acquisitions cover various different companies from within telecoms, retail, distribution, and technology.

The firm’s ultimate goal is to improve access to communication and connectivity for the many in emerging markets, affordably and conveniently through the use of proprietary technology and market expertise.

In our exclusive interview, we speak with Andrew Dunn, CEO at DNI Group, about the organisation’s inclusive mentality and pioneering vision of a collaborative ecosystem that champions financial literacy and inclusion.

Elsewhere in the magazine, Christo Horn, Vice President of Operations at Trevali, tells all about the global organisation’s latest projects and future plans within a promising mining sector. “Our value-driven decisionmaking and agility are both constant and are elements of our business that place us above the industry competition,” comments Horn.

Meanwhile, read our interview with Tony O’Neill, General Manager (Contracts) at PW Mining, where he discusses the execution of projects for major clients in the gold mining and the oil and gas sector. Despite causing disruption for many, COVID-19 has acted as a catalyst for a major upturn in gold price, which has subsequently benefited many of PW Mining’s clients within the industry.

“As a result, there is an increased urgency to bring mining projects online, which is showcased from the increased volume of enquiries coming in. Usually, this would be great news. However, it can’t be ignored that this upswing in gold price sits alongside a health crisis unseen before in the modern era. The impact on Africa has been significant, however, in the advent of this disaster, there were concerns as to just how bad it might get. Fortunately, the worst fears didn’t materialise and long may that remain the case.”

And before you go, don’t miss our in-depth features with Dangote Cement Cameroon, Comsol Networks South Africa, Ongwediva Medipark, Kenchic, East African Business Council, Bamburi Cement and many more!

Enjoy the issue!

Sean Galea-Pace Senior Editor, Outlook Publishing Africa Outlook issue 90 | 3

CONTENTS

22 34 42

REGULARS

6 NEWS Around Africa in seven stories

12

8 EXPERT EYE How skills and upskilling will help African businesses thrive post-COVID

BUSINESS INSIGHT

22 East African Business Council Championing regional integration

34 Rwanda Association of Manufacturers (RAM) Manufacturing

12 ENERGY & UTILITIES

Examining the potential of Rwanda’s manufacturing sector

Delivering affordable, clean energy in developing communities across the world

42 Sierra Leone Renewable Energy Association

16 HEALTHCARE

The association advocating for clean energy in Sierra Leone

Providing drone data capture services across the globe

EVENT FOCUS

Serving the Developing World

Drone Data Detection

16

INDUSTRY SPOTLIGHTS

TOPICAL FOCUS

18 MINING

The Future of African Mining The digital transformation of mining in Africa

242 Nigeria Oil & Gas Conference & Exhibition 2021 Linking the international energy industry with Nigerian oil and gas decision-makers

244 Africa’s Big 7 2021 Africa’s largest annual meeting place for the food and beverage industry

246 THE FINAL WORD What or who has been a source of inspiration for you during your career?

18 4 | Africa Outlook issue 90

AFRICA OUTLOOK MAGAZINE

F E AT U R E S

48 SHOWCASING

134 Laborex Kenya

Tell us your story and we’ll tell the world

Serving pharmacies across Kenya and beyond

LEADING COMPANIES TECHNOLOGY

50 DNI Group

Emphasis on Healthcare

138 Lagoon Hospitals

Empowering Social Innovation

Pioneering Advanced Medical Care

Spearheading an ecosystem of collaboration

Nigeria’s largest private healthcare services provider

64 Comsol Networks South Africa

AGRICULTURE

From Industry to IoT

Providing wireless connectivity infrastructure for companies and government entities across Africa

72 Flutterwave

Africa’s FinTech Revolution The fintech unicorn spearheading Africa’s journey to economic freedom

78 Bitco South Africa

Customer-centric Telecoms Delivering in-depth telecoms solutions driven by the South African market

82 Arravo

Disruptive Technology Nigeria’s leading global systems integrator and managed services provider

MINING

88 Trevali

Base-metal Mining Working alongside partners and communities in the base-metals mining space

108 PW Mining

Showing Africa The Way Contract mining, civil engineering and construction services across West Africa

146 Kenchic

Pan-African Poultry

154 Douglasdale Dairy From Farm to Fridge

Offering fresh and high-quality dairy produce across South Africa

CONSTRUCTION

160 Bamburi Cement

Helping The World Build Better

Leading Africa’s Logistical Renaissance

The 3PL provider to handle cargo with confidence

170 Dangote Cement Tanzania

Nourishing Rwanda

The Building Blocks of Africa Tanzanian construction provision

180 Dangote Cement Cameroon

Leading Cement Production in Cameroon Africa’s leading cement producer

MANUFACTURING

Providing high quality products and digital support within African machine manufacturing

HEALTHCARE

196 OTT Technologies

A one-stop centre-of-excellence aiming to bring comprehensive healthcare closer to the communities

202 Galco Transport and Logistics

FOOD & DRINK

Mining consultancy services spanning a full spectrum of projects across the Rainbow Nation

Quality, Accessible, Affordable

SUPPLY CHAIN

The story of a passionate approach to African cement

120 GIBB Mining

126 Ongwediva Medipark

202

Providing high-quality and trusted food produce across the continent to consumers and companies alike

188 Hitachi Construction Machinery Africa

Mining with Clients at the Core

126

Service and Support

Battle-Proven Mobility

The South Africa-based manufacturer specialising in the production of worldclass armoured vehicles

208 Africa Improved Foods Battling malnutrition through providing quality nutritional products at scale

216 Bacardi SA

Spirit of the Rainbow Nation Showcasing dynamism and strength in the South African food and beverage industry

OIL & GAS

226 Puma Energy Zambia Fuelling Global Communities

Putting customers first in African oil and gas operations

230 Jovena

Africa’s Energy Transition The leading Madagascar-based petroleum products distributor set on reducing its carbon footprint

AUTOMOTIVE

238 Oceantrade Madagascar Aiming High in Madagascar A major player in the distribution of industrial supplies

Africa Outlook issue 90 | 5

NEWS Around Africa in seven stories…

ECONOMY

Nigerian food prices rise as inflation soars

ECONOMY

RELIEF FOR SUDAN AS FRANCE WIPES $5 BILLION DEBT IN AN attempt to aid the recovery of Sudan’s crippled economy, French President Emmanuel Macron has announced the cancellation of the country’s $5 billion debt. Macron also declared at a Paris conference hosted for General Abdel-Fattah Burhan, head of Sudan’s ruling sovereign council, and Prime

N I G E R I A N S AC R OSS the country are lamenting the heightened cost of food prices, which have risen by almost 23 percent. This comes with a general increase in the costs of living, as inflation levels hit a four-year high by more than 18 percent.

Within just a few months, the price of a crate of eggs has practically doubled to 1,500 naira ($4). Traders and customers throughout the primary food market areas of Ile-Epo and Agege on the Lagos mainland are suffering the effects of the rising prices, with much complaint. This is the latest factor to weaken Nigeria’s economy, following the falling price of oil – the country’s major export.

Financial analysts have surmised that curbing inflation will be key to restrengthening the economy.

Minister Abdalla Hamdok, that this decision would support the country’s transitional leadership.

Following three decades of isolation, the conference heralds Sudan’s reintegration into the international community. France will also provide a $1.5 billion loan to clear Sudan’s debt to the International Monetary Fund.

S U P P LY C H A I N

Kenya’s Lamu Port opens for business FO L LOWING A commissioning ceremony presided over by Kenyan President Uhuru Kenyatta, a new deep-water port on the island of Lamu has officially launched operation after welcoming its first ships. A $3 6 | Africa Outlook issue 90

billion project, the Lamu Port is an essential component of LAPSSET – the Lamu Port-South Sudan-Ethiopia Corridor that was originally launched in 2012. The corridor is expected to streamline the transition of goods between Kenya, South Sudan and Ethiopia. Prior to inauguration, the 32-berth port has faced opposition

from local businessmen dependent on both tourism and finishing, alongside environmental groups.

However, President Kenyatta announced that the port would be massively advantageous, with “the potential to become a premier transhipment hub for all cargo destined for the continent.”

FOOD & DRINK

MINING

Kenya Meat Commission plant reopens despite court ruling T H E K E NYA Meat Commission (KMC) factory in Machakos County has been officially reopened by President Uhuru Kenyatta, in the face of a court judgement that ruled the factory’s transfer to the military to be illegal.

After the KMC plant was transferred to the Kenya Defence Forces (KDF), High Court judge Anthony Mrima judged the move to be illegal due to the lack of public participation.

Contrarily, by reopening the factory, President Kenyatta has cemented his plans of keeping the Commission S U P P LY C H A I N

Egyptian Court appeals Suez Canal claim over stuck ship T H E IS MA ILIA Economic Court has stated that it lacks the jurisdiction to pursue the Suez Canal Authority’s demands regarding compensation that led to the seizure of the Ever Given which blocked the Suez Canal in March.

The dispute between the ship’s owner and the canal authority continues regarding who was at

MOROCCO’S TOURISM INDUSTRY AND COASTLINES JEOPARDISED BY ILLEGAL SAND MINING

under the military’s rule whilst also appealing the court decision made back in February.

The President reassigned the ministerial role of the KMC to the Ministry of Defence, rather than the Military of Agriculture and Livestock in an attempt to help the state-owned firm amidst financial struggles.

fault for the blockage caused in the maritime route connecting the Mediterranean and the Red Sea that is responsible for 10 percent of the world’s trade flow.

The appeals chamber at Ismailia has deferred the case to a lower court to judge the settlement of the compensation claim and rule on the legality of the seizure of the ship.

Most recently, the Canal Authority has requested a lowered figure of $550 million in compensation to cover the cost of salvage operations, lost transit fees and stalled canal traffic during the week-long blockage.

WHILE MOROCCO’S beaches are a great attraction for tourism, the construction companies responsible for erecting the infrastructure to support the industry, such as new hotels and roads, are struggling to meet the demand for building materials. As sand accounts for four-fifths of industrial cement used for concrete, the illicit mining of sand from Morocco’s coast is rising, putting coastal ecosystems at risk.

Indeed, it is estimated that half of the sand used each year in Morocco’s construction industry has been illegally mined, particularly along the western seaboard. Although specific laws have been implemented in the past to combat this significant issue, those dependent on tourism and the Moroccan coastline recognise the need for further reforms.

FOOD & DRINK

UNPRECEDENTED MAIZE HARVEST COMBATS HUNGER IN ZIMBABWE IN THE face of Zimbabwe’s food deficits, caused by successive droughts and controversial land reform initiatives, the country now anticipates its largest harvest of maize in over 20 years. Data estimates that 2.7 million tonnes will be produced from the summer crop season – a yield that is almost 200 percent higher than 2020, and 130 percent above the country’s average production. As a result, Zimbabwe anticipates a surplus in cereal of approximately 820,000 tonnes. The last yield of this size came in 2000/01, during the late President Robert Mugabe’s controversial seizure of white-owned commercial farms that prompted the collapse of Zimbabwe’s agro-based economy.

Africa Outlook issue 90 | 7

EXPERT EYE

How skills and upskilling will help African businesses thrive post-COVID With businesses seeking to recover from COVID-19’s disruptive impact, Dan Tesnjak, Vice President EMEA & APAC, Degreed, believes Africa’s digital industry is on the verge of a boom Written by: Dan Tesnjak, Vice President EMEA & APAC, Degreed

W

e’re almost halfway into 2021 and increasingly businesses are looking towards recovery.

Africa has done relatively well to shield itself from the worst of the pandemic, however, the economic impact of COVID-19 is becoming painfully evident. Economic activity is expected to fall by more than three percent due to the pandemic, with the region facing its first recession in 25 years.

GROWTH AHEAD But it isn’t all bad news. Despite COVID-19, Africa is closely watched as the next big growth market. There are many ways that African businesses can speed up their economic recovery and become more resilient against future changes. Especially when it comes to digital technology and skills.

It’s predicted that Africa’s internet economy could reach 5.2 percent of the continent’s gross domestic product by 2025, contributing $180 8 | Africa Outlook issue 90

billion to the economy. There are calls for African businesses to get ahead of the incoming automation and artificial intelligence (AI) wave. Not least because AI needs African data inputs and perspectives to truly reflect the share of the global population that the continent comprises.

Yet, this can only be realised if African workers are equipped with the right skills to take advantage of digital technologies. Indeed, digital skills development is ranked as one of the three pillars to drive Africa’s pandemic recovery.

NEW SKILLS NEEDED Indeed, the pandemic and lockdown has drastically accelerated the need for new skills. Six in 10 workers and managers say that the pandemic increased their need to acquire new skills. Digital adoption has been fastforwarded by five years due to the pandemic. For example, in Kenya, a people-tracking application called

Msafari has helped to trace potential COVID-19 infections. In Rwanda, real-time digital mapping is tracking spread, with people updated on the disease through chatbots.

It’s not just digital skills that are critical to success. The top 10 mostneeded skills in 2021 (globally and across all sectors) are: 1. Advanced IT and programming 2. Leadership and management 3. Communication and negotiation 4. Entrepreneurship and initiativetaking 5. Project management 6. Creativity 7. Advanced data analysis and mathematics 8. Critical thinking and decision making 9. Adaptability and continuous learning 10. Technology design and engineering

Business leaders would do well to consider upskilling their people in a mix of technological, cognitive, and social skills, like the ones listed above.

UPSKILLING BUDGETS CUT Still, the unfortunate truth remains that although upskilling the workforce is vital to recovery many business leaders may feel they lack the resources to do this well. Indeed, many organisations have cut upskilling opportunities in the wake of the pandemic. Half of global workers say that their employers have recently cut their learning investment. While this was understandable at the start of the pandemic and global lockdown, the longer that this situation continues, the more people will fall behind and their skills will stagnate.

Recovery will be hindered if organisations continue to de-prioritise upskilling. 41 percent of workers say that a lack of confidence in their skills leads to them taking longer to complete tasks and 22 percent feel that their work is of a lower quality.

MANY LOW-COST OPTIONS Thankfully, there are many options to upskill today including on-the-job

learning, peer-led learning, reading blogs, and watching videos. Today’s learners have many resources at their disposal and a lot of learning content is free or low-cost. The effort, on a business and HR leader’s part, is to ensure this content is accessible, it’s curated into relevant learning pathways, and that learning is tracked (so a worker can showcase what they’ve learned).

Apart from being cost-effective, considering all forms of learning (formal and informal) also suits today’s learner. People have different learning styles and what works for one individual won’t necessarily work for another. In fact, having a one-size-fits-all approach to learning (by only offering in-person seminars, for example) can quickly disengage workers — and that means your learning investment is being wasted.

REGULAR REVIEWS ARE ESSENTIAL

EMPOWERING LEARNERS

The future is being shaped right now.

Today is the time to embrace new ways of doing business, of navigating change, and taking advantage of new opportunities. This is only possible with the right skills available in the workforce. Which means upskilling, in all its forms, will form the backbone to recovery and success.

Africa has some of the youngest populations in the world and it is increasingly digital and mobileenabled. Offering all kinds of learning content empowers people to access their learning online, on their phone, or offline (through books, in-person learning, or on-the-job stretch assignments) based on their preferences. It can also help them build some of the cognitive and social skills previously mentioned.

Communication skills can be built in a peer/community space, for instance.

Project management and leadership skills could come through a volunteer project or stretch assignment that a worker chooses to oversee.

It’s worth noting here that all learning strategies and plans need to have workers at their core. Taking a person-centred approach to learning ensures that everyone is involved in their upskilling, it can increase engagement and stops workers feeling like their careers are being dictated to from above. Careers are, after all, deeply personal things.

It’s also important to regularly review each worker’s learning and performance related to this. Having regular weekly or monthly checkins (instead of simply waiting for an annual review) will help them reflect on how their learning is helping them, improving their work, and benefitting the business. It’s also a good space for a worker to discuss their career goals with their employer, to find alignment between their interests and aspirations and the business needs.

For example, a common interest in upskilling in project management may be uncovered. With a business needing more project managers due to product or service expansion, and a worker seeing this as the next step in their career.

NOW IS THE TIME TO SUCCEED

ABOUT THE EXPERT Dan is a global business executive with over 20 years of international experience, including leadership positions in sales, marketing and business development. He currently leads the EMEA and APAC regions and is responsible for the development and execution of the strategic go-tomarket plan for Degreed. Dan brings over 15 years of experience as a consultant and coach on topics of corporate learning and development, global leadership, global diversity, inclusion and multicultural teamwork.

Africa Outlook issue 90 | 9

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 363 634 steve.giles@outlookpublishing.com

E D I TO R I A L : Sean Galea-Pace +44 (0) 1603 363 654 sean.galea-pace@outlookpublishing.com

Devon Collins +44 (0) 1603 363 656 devon.collins@outlookpublishing.com

Marcus Kääpä +44 (0) 1603 363 653 marcus.kaapa@outlookpublishing.com

WINCH ENERGY

SERVING THE DEVELOPING WORLD

With an estimated 770 million people worldwide without electricity, internet or water, Winch Energy seeks to overcome this challenge through designing and producing robust, cost-effective engineering solutions for the off-grid electricity market Writer: Sean Galea-Pace

12 | Africa Outlook issue 90

ENERGY & UTILITIES Today, Winch Energy operates in five countries across Africa, with two key projects under construction in Sierra Leone and Uganda, providing more than 6,600 connections and helping over 150,000 people.

Since the company’s founding in 2008, Nicholas Wrigley, CEO at Winch Energy, has successfully developed, constructed and operated more than 300 megawatts (MW) of solar plants in Europe. He has also managed the African platform and created a 120 MW wind power plant and is now specialising in off-grid using world-leading technology. For Wrigley, he believes that while the industry in Africa is largely an exciting space, he acknowledges that the significant cost of doing business in the continent can’t be underestimated and he imagines it will “potentially put off a lot of new businesses from outside Africa.”

Winch Energy develops offgrid projects and provides its own technology, which is unique for

WINCH ENERGY: PRODUCT LINE REMOTE POWER UNITS - These range from 30 kilowatts (KW) to 100 KW systems running exclusively off solar and batteries. From 500 KW to four MW the systems also have a diesel back up because of their sizes.

However, the diesel represents no more than 20 percent of the total power output.

P

roviding affordable access to clean energy that impacts people and the planet - for Winch Energy, the aim is clear. The company is a global, off-grid energy developer and technology designer and integrator. Winch Energy focuses on renewable energy and energy efficiency projects across Europe, Africa, Latin America and Asia, and through its Remote Power Units (RPUs), the organisation provides a three-utility solution for the estimated 770 million people (2019) globally without electricity, internet, or water.

WINCH CLINIC - This is a unique model globally designed by Winch’s engineering team and combines a top-grade modular clinic which is self-sufficient power wise and certain models allow for additional power for the staff housing. This model gives significant cost savings over a standalone clinic and power unit.

WINCH SCHOOL AGAIN - A unique model with significant savings.

WINCH HUB – For the communications market and offers a cost-effective solution to deploy WiFi into remote areas.

WINCH DASHBOARD - Winch’s proprietary software which allows for complete remote management of the Winch RPUs and customer base.

WINCH SMART CONTROLLER – Winch’s proprietary device which allows for power generation forecasting and delivery management.

Africa Outlook issue 90 | 13

WINCH ENERGY

THE NUMBERS the industry. The organisation also has $100 million off balance sheet funding platform with EDF, Mitsubishi and Meridiam (Neot Africa) which provides debt and equity funding to enable Winch Energy to build and operate its projects.

REMOTE POWER UNITS Winch Energy designs and manufactures bespoke 20 and 400-foot containers for its standard Remote Power Units. Operating its own manufacturing facility means that Winch Energy can meet its customers’ specific needs for any small to medium sized off-grid infrastructure that requires a constant and reliable power supply. All RPUs can include an optional diesel back-up to ensure power supply to critical loads. Wi-Fi connectivity and other services can be added to the RPU, such as office or retail spaces within the container.

Winch Energy has since designed and launched a larger range of the RPU, created to provide an off-grid solution for medium to large sized

6

COUNTRIES WHERE WINCH ENERGY HAS DEPLOYED SOLAR TECHNOLOGY TO REMOTE VILLAGES (UGANDA, SIERRA LEONE, BENIN, MAURITANIA, TOGO AND ANGOLA)

4 27

SUCCESSFUL PILOT PROJECTS, INCLUDING IN BENIN AND MAURITANIA

SITES TO BE CONTRACTED IN BOTH SIERRA LEONE AND UGANDA, REPRESENTING 5,000 KW OF ADDITIONAL GENERATION

350

CONNECTIONS HAVE BEEN MADE TO SUPPLYING ELECTRICITY ACROSS BUNJAKO ISLAND, UGANDA

49

MINI-GRIDS ARE BEING CONSTRUCTED ACROSS NORTHERN UGANDA, AND NORTHERN SIERRA LEONE

infrastructure, including small towns and large commercial and industrial use. They can be installed with or without a distribution network and metering. The new models of the RPU range from 500 kilowatts peak (kWp) up to four megawatt peak (MWp) with a variety of sizes in between.

Winch Energy has a clear mission – to provide affordable, clean energy in developing communities across the world. The company seeks to accomplish this through designing and producing robust, cost-effective engineering solutions for the off-grid electricity market.

Winch Energy believes that access to clean electricity for every citizen in the world can be achieved in a financially sustainable manner while encouraging private investors to support the realisation of this ambition.

However, with millions of people unaccounted for in remote areas across Africa, Wrigley acknowledges the scope of the challenge he and his company continues to face.

ENERGY & UTILITIES “We have the technology and management systems, but the world has to get organised to provide subsidies for the systems to be installed,” he explains. “At the moment, the subsidy regimes are either insufficient or badly managed.

Subsidies are needed for the smaller systems, but above a certain size, no subsidies are required.”

Stable access to electricity also provides a range of societal benefits: - An increase in educational and literacy performance levels through access to lighting and access to appliances such as PCs and printers.

- Numerous gender-specific benefits, including the electrification of maternal health clinics, increased access to education and a reduction in gender-based violence in lighting.

SUSTAINABILITY DRIVE Winch Energy directly contributes towards the United Nations’ Sustainable Development Goals of providing affordable and clean energy, however, is also actively working towards other Sustainable Development Goals such as no poverty, quality education, gender equality and decent work and economic growth. This can be achieved via supporting socioeconomic growth: - Mini-grids allow the productive use of energy by supporting heavy appliances within small commercial businesses. This can include barber shops, grain hammer/oil seed press mills and electronics sales and repair shops.

“OUR GOALS ARE TO SUCCESSFULLY BUILD AND COMMISSION THE 63 SITES WE NOW HAVE UNDER CONTRACT” – NICHOLAS WRIGLEY, CEO, WINCH ENERGY

Additional services such as Wi-Fi allows access to credit and internet banking, which further aids the creation and growth of local businesses.

- Positive impacts are significant and can include employment opportunities, enhanced agricultural production, as well as poverty reduction.

It is through these approaches that Winch plays an influential role in stimulating the local economy and providing increased opportunities for all.

Today, Winch currently has over £500 million of export credit support from UKEF on projects which are being developed in Benin, Senegal, Ethiopia, Uganda and Mexico, in addition to currently being in the midst of fundraising for $25 million additional corporate capital which should be completed by the end of 2021.

“These additional resources will enable us to fund the contraction of significant additional towns and villages in the years to come.”

But Winch has no plans to stop there. “Our goals are to successfully build and commission the 63 sites we now have under contract, open an office in Nigeria and secure one large sale of technology funded through export credit loans,” affirms Wrigley.

www.winchenergy.com

Africa Outlook issue 90 | 15

GLOBHE

DRONE DATA

Detection With technology in the healthcare sector constantly evolving, we speak to Helena Samsioe, CEO and founder of GLOBHE, about the company’s use of drones in the detection and prevention of disasters across the continent Writer: Marcus Kääpä

F

rom military use to filmmaking and racing, drones have become an efficient and practical tool across multiple industries.

In the constantly evolving field of healthcare, drones are arguably an essential tool. The example that is brought to mind is drone usage as a means of transport for light medical cargo to remote areas, over which a wheeled vehicle would find time consuming or struggle altogether.

“There is so much potential and yet there is so much that can be done,” begins Helena Samsioe, CEO and founder of GLOBHE. “We are focused on data capture, but there is much 16 | Africa Outlook issue 90

more to the use of drones. Delivery is one, and drone usage could benefit societies around the globe.”

GLOBHE GLOBHE stands for ‘Global Health’ and is a Swedish-based start-up that specialises in sending out drone pilots to help various international communities and regions capture high-quality data on demand to detect and predict disasters, aiding the preventative efforts early on.

“Gathering image data is our primary focus; scanning environmental changes which could potentially lead to pandemics or alternative disasters – there is so much to be done with regard to helping identify problems,” Samsioe tells us.

Using drones, GLOBHE collects data to identify different types of changes in the environment that potentially indicate future problems, for example scanning large lake areas to pinpoint malaria mosquito breeding sites, therefore enabling the first stage of malaria outbreak prevention. And it is GLOBHE’s

internationally spanning and taskspecific efforts that place it on the map of drone-related healthcare services.

“We have a network of drone pilots in over 80 countries which means that we can operate on a global scale,” Samsioe elaborates. “But we are not just there to identify problems but also to provide a full and customised service to our clients.

“Making use of our digital platform ‘Cloud Running’ by GLOBHE is a really simple way for end users around the world to get hold of drones and send them out to retrieve data with a few clicks through our platform. To this end, we have an on-demand drone digital platform. No matter where our clients are, we provide easy access and value in our service.”

At present, GLOBHE is looking to raise capital. The aim of $1.5 million

by August 2021 will aid the company in fine tuning its technological development and also help grow the team; while scaling up operations to increase reach and help as many communities as possible.

HEALTHCARE OPERATING ACROSS CONTINENTS One of GLOBHE’s current projects relates to the aforementioned lake scanning, with a focus in East Africa. In Malawi, the company is part of a large international research project and is working closely with researchers to identify malaria mosquito breeding sites.

“Researchers have taken water samples from these lakes over the past two years and have identified visual characteristics of the lakes that have a high risk of producing malaria mosquitos,” Samsioe explains. “These characteristics can now be picked up by drones. So instead of having to have researchers covering huge areas of ground we can pinpoint and identify lake areas with the highest rates of potential danger and allocate resources to prevent the spread.

“At the core GLOBHE is focused on human and environmental health.”

GLOBHE’s drones enable the company to gather data 30 times faster than data collection via car, and with satellite imagery lacking image quality, drone usage stands as the current most advantageous form of data gathering in the field.

“We also use our drones to monitor infrastructure,” Samsioe continues.

“GLOBHE drones aim to sense when natural disasters have, or are going to, take place. Whether this is flooding, cyclones, earthquakes, or wildfires our drones capture images and map our infrastructure destruction in these affected areas.

“GLOBHE has a global contract with a telecom company where we inspect telecom towers around the world to ensure that there are no issues with them and that communities are always connected.”

HOW DID YOU COME TO WORK IN THE HEALTHCARE INDUSTRY? Helena Samsioe: “I grew up with two parents who both worked as doctors globally, so since I was a child, I travelled and lived in many different places and especially spent a lot of time growing up in both Asia and Africa. This is where my interest in healthcare originated from.

“As an adult I found myself interested in international business, and my first job was Management Consultancy for a health management consultancy firm. Through this position I was introduced to the growing field of healthcare technologies. However, there was at the time very few suppliers through which to get hold of these new technologies, such as drones.

“This later led me to launch GLOBHE; to answer the shortage, demand and potential of drones being used in healthcare to help solve global health problems. And this is exactly what we do today.”

drone pilots as they are already situated in the country or region that requires GLOBHE’s services.

“These localised pilots also know the local conditions and have permissions from within the region in which we are to operate,” Samsioe tells us. “GLOBHE provides each pilot with an additional source of income and becomes a part of something bigger – helping their community through detection and prevention. It is a win-win scenario.”

DRONES OF THE FUTURE Into the foreseeable future GLOBHE is focusing on raising investment through which to increase and scale up its operations, to better collaborate with individual localised pilots and help communities around the world.

On top of this, a key component of its strategy is to move from on-demand orders to a subscriptionbased service through which companies, governments and alternative clients can be provided with continuous services on a familiar basis, whether that is once a quarter, month or week. Through its continued operations GLOBHE aims to spread awareness of the impact drones have on disaster prevention and increasing the health of people and the environment.

COLLABORATION Operating across 84 countries, partner and supplier relationships are fundamental to GLOBHE’s business.

The company works alongside local Africa Outlook issue 90 | 17

TOPICAL FOCUS

THE FUTURE OF AFRICAN MINING As new technology begins to infiltrate Africa, the continent’s mining sector is primed for digital transformation Writer: Sean Galea-Pace

T

he speed of technological change is astonishing.

As such, companies must work quickly to keep up with the latest trends in industries across the globe or risk falling behind. In the past, mining wasn’t often considered an industry at the forefront of innovation.

Now, digital transformation is well and truly here and the rapid rise of mining digitalisation, in tandem with regulatory changes, is set to spell evolution for Africa’s mining sector.

The focus of new technology in the mining industry is based on developing new business solutions 18 | Africa Outlook issue 90

that counter cost and risk. Due to the considerable opportunities presented by such technology, it is vital for developing countries, particularly those in Africa, to harness enabling environments in which innovation can come to the fore and those in the mining industry can explore new strategies that enhance mining returns.

The digital future brings tremendous opportunity. Digital advances mean quicker and better decision-making that reduces performance variability, while scaling equipment utilisation and

safety performance, and moving organisations from a reactive management approach to targeting the future with insight and confidence.

Autonomous vehicles will improve productivity, help with costs and enhance safety. Drones will be used for data collection, inspection, stock control and safety monitoring. 3D printing will reduce lead times and inventory holding costs for essential components. Wearable technologies will be leveraged for enhanced operator safety and support real-time machine instructions. An IoT enabled sensor network provides low-cost real-time data across operations.

DIGITAL TWINS IN MINING A digital twin is the creation of a virtual 3D replica of physical assets, structures, equipment or entire mining sites. It is an accurate representation of real-world assets and is the baseline with real-time SCADA data attached to it. This consists of live IT data such as temperatures, pump pressures, flow rates, electricity consumption and more.

MINING A digital twin allows users to collect, process, monitor, manage and share information about a particular asset. This combines reality data, engineering data and IoT data to create a holistic overview of both surface and underground infrastructures which allows users to conduct ‘what if’ analyses and perform right-time monitoring. A digital twin allows project teams to automate collaboration protocols thereby allowing efficacious co-operation. This helps to mitigate against mistakes and duplication through the incorporation of multiple data sources into a centralised digital reality model, providing team members with a single source of truth.

A NEW AGE The effects of digitisation will extend beyond the core operations to the supporting processes and systems of functions such as supply chain, HR and finance. This will mean a complete restructuring of corporate structures and processes and should consider opportunities to leverage Robotic Process Automation (RPA), the convergence between information and technology and operational technology as well as integrated communication networks to support mobile workforces across all platforms.

Technology advancements that will play a key role: • Integrated Real-Time Resource Planning – An opportunity across the value chain to improve the frequency of mine planning and scheduling through automated surveying and reconciliation of resources, combined with equipment, material and workforce tracking and visualisation would allow optimal matching of resources and equipment, demand planning and performance management.

• Adaptive Mine Planning – Mines already gather ore-body information from a number of sources, including drill hole data and face inspections. Combined with geological data the opportunity is to use sophisticated data analysis techniques to understand this better and more quickly.

• Predictive Maintenance – Avoiding unplanned downtime. Leveraging and applying predictive analytics on data already available from key equipment to predict failures and proactively schedule maintenance work orders, including integration into the supply chain for parts ordering.

• Automated SHEQ processes and predictive safety – Wearables enabled employee fatigue monitoring and communication, combined with position tracking, digital compliance logging and cognitive predictive analysis of safety incidents. This can help decrease utility consumption, improve operational efficiency and reduce safety incidents.

• Maintenance Artisan Assist – Automated breakdown logging, notification and repair process optimisation, supported by predictive trend and risk

THE APPLICATION OF TECHNOLOGY IN THE MINING INDUSTRY • Autonomous Systems • Drones • Internet of Things (IoT) • AI/ Machine Learning • Blockchain

classification. Field workers functions can be enhanced by augmented reality enabled visual guides and smart remote support.

Improving the quality and efficiency of maintenance work.

• Short Interval Control – Near realtime tracking of execution against plan at a task level. This will allow leadership to manage operations on input metrics and leading performance indicators and provide the visibility to eliminate execution waste.

THE FUTURE OF MINING African mining is at a crossroads, and the technological innovation at its fingertips is significant.

Digitisation incorporates areas such as autonomous operations, digital twins in engineering and maintenance and a range of different equipment sensors. Real-time information, predictive analytics and monitoring of production, cost, efficiencies, and employee data will be managed through applications.

The ways of working within the African mining industry is set to transform as mining operations become digitised and increasingly technology-driven. This will mean that workers will be able to engage with their employers in a different way. The digital workplace allows digitally connected communication, collaboration and a more flexible and agile workforce. The mine of the future requires leadership that embraces a culture of data-led decision-making and operating with an open-minded, new way of thinking.

In order to get set for the future of mining, businesses must optimise existing processes to help support the new way of working, while industry leaders in a digital mining environment must adapt to a rapidly changing technological landscape, as well as a new normal. The possibilities are infinite.

Africa Outlook issue 90 | 19

TATA HITACHI CONSTRUCTION MACHINERY

DANGOTE CAMEROON | COMSOL

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PW MINING Contract mining, civil engineering and construction services across West Africa

LAHTI ENERGY Sustainable district heating in Finland

TREVALI MINING

UMEX The leading port and terminal operator in Constanta Port Romania

Working alongside partners and communities in the base-metals mining space

EAST AFRICAN BUSINESS COUNCIL

DNI GROUP

EMPOWERING

Championing regional integration

SOCIAL

INNOVATION

An in-depth look into Ok Tedi, its operations within Papua New Guinea, including executives interviews and revealing deep insight into the organisation

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 03

CARVER COMPANIES Water-based logistics provision

MAVIRO Serving a diverse range of markets in North America

TIDEWATER MIDSTREAM

Energy

AND Environment

THE KINGDOM’S KITCHEN

K TEDI MINING

WADHAMS ENTERPRISES | MARTIN BENCHER CANADA

QUALITEST | VALMET AUTOMOTIVE

The oil & gas giant talks of its progressive environmental, employee and community centered operations

REZA Food Services Co. Ltd. reveals insights into its operations across Saudi Arabia representing the McDonald’s brand

NICHOLAS WRIGLEY, CEO of Winch Energy, reveals the challenges of producing robust, cost-effective engineering solutions for the off-grid electricity market

Kent Wu of JustKitchen, discusses his company’s all-inclusive business practices in the Asian food and beverage industry

Joshua Gould, CEO at thebigword, discusses the evolution of the language technology industry and his company’s goal of making the world smaller

SNEHA PATEL of NYC’s Women in Sustainability Network Hub discusses the role of women in sustainability and how the landscape is changing

robust, cost-effective engineering solutions for the off-grid electricity market NICHOLAS WRIGLEY, CEO of Winch Energy, reveals the challenges of producing

business practices in the Asian food and beverage industry Kent Wu of JustKitchen, discusses his company’s all-inclusive

technology industry and his company’s goal of making the world smaller Joshua Gould, CEO at thebigword, discusses the evolution of the language

the role of women in sustainability and how the landscape is changing SNEHA PATEL of NYC’s Women in Sustainability Network Hub discusses

SOCIAL

and revealing deep insight into the organisation Papua New Guinea, including executives interviews An in-depth look into Ok Tedi, its operations within

INNOVATION

EMPOWERING

regional integration Championing

COUNCIL BUSINESS AFRICAN EAST

DNI GROUP

KITCHEN KINGDOM’S THE across Saudi Arabia representing the McDonald’s brand REZA Food Services Co. Ltd. reveals insights into its operations

MINING K TEDI

Environment AND centered operations environmental, employee and community The oil & gas giant talks of its progressive

Tell us your story, and we’ll tell the world.

Energy MIDSTREAM TIDEWATER

space base-metals mining communities in the partners and Working alongside

Romania in Constanta Port terminal operator The leading port and

MINING TREVALI

UMEX

across West Africa construction services civil engineering and Contract mining,

heating in Finland Sustainable district

LAHTI ENERGY

PW MINING

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in North America range of markets Serving a diverse

MAVIRO

logistics provision Water-based

COMPANIES CARVER

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 03

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.

DANGOTE CAMEROON | COMSOL

TATA HITACHI CONSTRUCTION MACHINERY

QUALITEST | VALMET AUTOMOTIVE

WADHAMS ENTERPRISES | MARTIN BENCHER CANADA

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.

Visit www.outlookpublishing.com/get-involved for details on how your company can feature for free in one of our upcoming editions.

www.outlookpublishing.com/get-involved

SME SPOTLIGHT Small and medium-sized enterprises (SMEs) represent 99 percent of all businesses in Africa. The definition of an SME is important for access to finance and African support programmes targeted specifically at these enterprises.

East African Business Council (EABC) Rwanda Association of Manufacturers (RAM) Sierra Leone Renewable Energy Association (REASL)

INDUSTRY SPOTLIGHT

BUSINESS IN EAST AFRICA

East Africa’s industrial landscape is at the centre of ongoing reforms designed to expedite intra-African trade and unify a stable, competitive and prosperous haven for trade and investment Writer: Phoebe Harper | Project Manager: Matthew Cole-Wilkin

A

s the location of one of the fastest growing economic blocs in the world, East Africa is in a state of flux.

Founded in 1967 and headquartered in Arusha, Tanzania, the East African Community (EAC) is the intergovernmental organisation championing the

22 | Africa Outlook issue 90

goal of a prosperous, competitive, secure and politically united East Africa. Of the nine African nations geographically located within the region, six are registered as partner states within the EAC, namely Burundi, Kenya, Rwanda, South Sudan, Tanzania and Uganda.

EAST AFRICAN BUSINESS COUNCIL (EABC)

The above countries are instrumental in implementing the EAC’s vision of a common market and monetary union that will ultimately streamline the movement of goods, labour and services and further strengthen the region as an attractive hub for foreign investment.

Home to approximately 177 million citizens primarily centred in urban locations, and with a combined Gross Domestic Product of $193 billion (EAC Statistics 2019), East Africa’s potential as a centre of trade is enormous.

EAST AFRICAN COMMUNITY (EAC) PRIORITIES 2021 • Consolidation of the Single Customs Territory (SCT) • Infrastructure Development • Enhancing free movement of production across Partner States • Enhancement of regional industrial development • Improvement of agricultural productivity and value addition • Promotion of regional peace

As the area undergoes region-wide integration to expedite intra-African trade and facilitate greater market access, East Africa’s infrastructure of transport is a key pillar of reform to achieve this goal, as evidenced by the ongoing construction of the Tanzania Standard Gauge Railway as part of the East African Railway Master Plan.

Today, East Africa falls within the African Continental Free Trade Area (AfCFTA), the revolutionary initiative that is reshaping the continent. The largest free trade area in the world, this pact will connect 1.3 billion people across 55 countries with a combined GDP value of $3.4 trillion. By reducing tariffs and technical barriers to trade while implementing stringent regulatory measures, the AfCFTA will revolutionise African markets and economies, strengthening Africa’s position on the global landscape of trade and investment.

IN I NTTRROODDUUCCTTI O I ONN

• Institutional transformation at regional and Partner State levels

Africa Outlook issue 90 | 23

Starting a business can be

In financial year 2019/20, despite the impacts of Covid-19, the OSC

intimidating, from developing

hit 82,000 unique transactions, nearly tripling the target of 30,000

a business plan to formalizing

transactions. We believe that that speaks to the investment climate

the company to marketing the

in the country and the willingness of investors to achieve their

product or service. With so much to

investment objectives.

consider, the Ugandan government has made the process of registering, establishing, and operating a company

Access government Incentives Investors should take advantage of the many incentives available

easier by getting these services closer

in Uganda in order to promote their companies. These incentives

to the people through agencies such as

include, for example, duty-free imports of any factory, machinery,

the Uganda Investment Authority (UIA). UIA promotes

equipment, vehicles, or building materials for an investment project

and facilitates investment in Uganda and works with both domestic

and exemptions on businesses engaged in agro-processing. The

and foreign investors to achieve their investment objectives.

incentives vary depending on the type of investment and the amount invested.

Don’t know where to start?

To be formally recognized as a business in Uganda, you need to meet

Access land for investment

a number of government requirements and acquire a government

UIA plans to build 27 serviced industrial and business parks across

license(s). The number of licenses will largely depend on the sector(s)

the country, eight of which are already open, to make it easier for

you wish to invest in.

investors to access land in strategically located adjacent areas. In

If you’re not sure where to begin, visit UIA’s One Stop Business Centre

addition, each park has designated zones for SMEs as a means

for Investors, which was created to make it simple for local and

of assisting investors who fall into this category. Domestic and

foreign investors and entrepreneurs to register, launch, and operate a

international investors who meet a number of criteria may access

business in Uganda.

this land.

The OSC currently hosts 16 government and private sector players in its physical space that provide services which include Investment

Access SME support services

Advisory Services, Company Registration and Intellectual Property

SMEs account for roughly 90% of Uganda’s business population, so

Advisory Services, Citizenship and Immigration Control Services,

it is critical that the environment in which they operate is conducive

Tax Registration and Compliance Advisory Services, Environmental

to their development. UIA assists MSMEs with entrepreneurship

Impact Assessment Certificates, Application and Issuance of

training, hands-on professional skill training for value addition, cluster

Trading License and Application for Building Permits, Banking

growth and business linkages, youth and women apprenticeship

Services and Online Payments, Distinctive Mark Application and

programs, and SME profiling and database development, and

Purchase of Standards, Free Zone Advisory Services, Services of

creation of District Investment Committees (DICs).

Utility Companies, Land Title Verification Services, Tourism and

UIA remains committed to promoting Uganda as the preferred

services to promote employer-employee relations.

investment destination in Africa.

Access the OSC online

Author information

If you can’t make it to the OSC in person, UIA has teamed up with

Lawrence Byensi

NITA-U to provide online access through www.ebiz.go.ug. The

Ag. Director General

award-winning eBiz network has a multilingual call centre on 24/7

Uganda Investment Authority

standby that provides the business community user-friendly and

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Africa Outlook issue 90 | 25

INDUSTRY SPOTLIGHT

INTERVIEW: East African Business Council (EABC) As the unified voice safeguarding the interests of the East African Business Community, the former CEO of the East African Business Council, Dr. Peter Mathuki, discusses the challenges and developments of streamlining intra-regional trade

Dr. Peter Mathuki Former CEO of East African Business Council

T

he East African Business Council (EABC) is the apex body of private sector associations and corporates in the East African Community (EAC) region. The Council was formed in 1997 to advocate for a conducive business environment for trade and investment in the (EAC), by tracking progress on agreed commitments within the EAC integration process and providing a public-private dialogue platform at the EAC regional level.

The EABC vision is a borderless East Africa for business and investment. EABC organises several high-level public-private dialogues such as the EAC Secretary General Forum with CEOs, East African Business Leaders’ Summit with the EAC Council of Ministers, Regional Dialogue with Trade Facilitation Agencies, Transport & Logistics, Customs & Tax, among others. EABC also undertakes research for evidence-based policy advocacy, provides

26 | Africa Outlook issue 90

advisory services, analysis and market intelligence on regulatory developments in the EAC in a bid to reduce the costs of doing business in the region.

In the last three years, under the tenure of Dr. Peter Mathuki, the institution has strengthened its advocacy role, increasing its membership and firming up its role as the voice of the private sector.

Dr. Mathuki has since transitioned and is currently the Secretary General of the EAC. Africa Outlook (AO): Can you talk us through the origins of the EABC; how it came about, and its initial vision?

Dr. Peter Mathuki (PM): The inception of the East African Business Council in 1997, arose from the need for the EAC governments to consult with the private sector in their quest for a new EAC. It was important for the private sector to have a common voice in the region that would revive optimism and fast track the market Dr.iven benefits of the East Africa Community Integration process. The aforementioned is evidenced from the fact that the EABC, on behalf of the private sector, was actively involved in the development of the treaty for the establishment of the EAC. Dr. Manu Chandaria, Hon. Amb. Juma Mwapachu and the late Prof. James Mulwana founded the East African Business Council and played a key role in the formulation and signing of the treaty establishing the EAC. The EABC is recognised as the champion of private sector interests in the region as clearly shown in the structure of the EAC Consultative Dialogue Framework (CDF) approved by EAC Council of Ministers in 2012. The EABC is a true partner of the EAC regional integration agenda – the engine for social-economic growth in the region.

INTERVIEW

EAST AFRICAN BUSINESS COUNCIL (EABC)

Africa Outlook issue 90 | 27

Africa Outlook issue 90 | 29

INTERVIEW

INDUSTRY SPOTLIGHT

AO: Since inception, how has the East African Business Council developed and progressed in terms of its key objectives and the messages it tries to get across?

PM: The observer status, granted at the inception of EABC, made it possible for the organisation to participate in the activities and input into the negotiation process of the treaty, the protocols and other relevant instruments of the EAC. The approval of the EAC Consultative Dialogue Framework by the EAC Council of Ministers in 2012 further provided an opportunity for EABC and other non-state actors to consult the EAC leadership and other stakeholders and to participate in all relevant activities and deliberations at the EAC level. It is with no doubt that a lot has been achieved from influencing and advocating for formulation, implementation or review of various policies at regional level in a bid to improve the business environment and make it conducive for trade and investment in the region.

Businesses can now feel the tangible benefits of the EAC integration process arising from the custom union, common market protocols as well as infrastructural developments such as the ‘One Stop Border Posts’ and Standard Gauge Railway. Looking back in 2004, the total intra EAC trade was $1.342 billion while the total EAC exports to the world was $4.182 billion. It is commendable to see that total

30 | Africa Outlook issue 90

“The EABC organised high-level courtesy visits to the EAC Heads of State and urged for intergovernmental trade dispute mechanism, elimination of persistent Non-Tariff Barriers and institutionalising a dialogue mechanism between the EAC Council of Ministers and private sector to inform the Summit of EAC Heads of State”

EAC intra-trade has increased to $5.1 billion in 2015 and total EAC exports to the world to $15.8 billion in 2019 (EAC Trade and Investment Reports).

The EABC also identified the 20 most traded goods in the EAC upon which the EABC is based on, to advocate for standards harmonisation. So far over 200 standards have been harmonised. The EABC also advocated for the review of the EAC SQMT Act paving the way for the standardisation,

EAST AFRICAN BUSINESS COUNCIL (EABC)

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Africa Outlook issue 90 | 31

INDUSTRY SPOTLIGHT

INTERVIEW

Accreditation Conformity Assessment (SACA) Bill and further advocated for the enactment of EAC Axle load Act. In Trade in Services Liberalisation: The EABC advocated for delinking the movement of service suppliers (Mode Four from the schedule of Movement of Workers). Partner states have also formulated Regulations for Movement of Services and Service Suppliers.

The EABC organised high-level courtesy visits to the EAC Heads of State and urged for intergovernmental trade dispute mechanism, elimination of persistent Non-Tariff Barriers and institutionalising a dialogue mechanism between the EAC Council of Ministers and private sector to inform the Summit of EAC Heads of State. These high-level dialogue mechanisms have enabled EABC to put forward cross-border trade and investment bottlenecks affecting the East African business to the EAC Council of Ministers and Heads of State for quick resolution.

The EABC Secretariat, has successfully set up sector-specific desks with experts to respond to the needs of businesses in the region, these include: Trade in Services, Manufacturing, Agriculture, Energy, Infrastructure and SMEs, and also Women in Business.

Peter Mathuki accepts the EABC Award 2021

32 | Africa Outlook issue 90

EABC Management team

AO: What did you find most exciting about working in trade and investment within the East African private sector?

PM: Delivering tangible benefits to businesses and creating jobs, following our advocacy initiatives was exciting and fulfilling. EABC has actively advocated for issues which have eased trade in the region. For instance, the EABC relentlessly advocated for the harmonisation of a work permit regime in EAC- so far Kenya, Uganda and Rwanda have removed work permit fees for East African nationals and Tanzania has reduced work permit fees for East Africans.

EAST AFRICAN BUSINESS COUNCIL (EABC)

EABC is currently still pushing for abolition of work and residency permit fees for East African nationals.

EABC has contributed significantly to the elimination of Non-Tariff Barriers (NTBs) through: • Advocacy - particularly of the establishment of the mechanism for elimination of NTBs in EAC. • Through studies and surveys- EABC has developed several position papers that have influenced policy formulation at EAC level.

The EABC developed the Annual EABC Policy Advocacy Agenda highlighting key challenges faced by the private sector and recommendations to boost economic resilience amid the pandemic.

The EABC has been pushing for the finalisation of the comprehensive review of the EAC Common External Tariff with the view of building consensus amongst the private sector on the appropriate tariff structure.

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AO: How has COVID-19 affected the EAC? PM: Supply and demand shocks have impacted trade in goods and services in the EAC. In addition, disruption of the global supply chain has negatively impacted the demand of EAC exports.

The supply shocks have resulted in shortages of raw materials, capital goods, intermediate goods, and final products which are critical for domestic production. Also, various restrictions instituted by the EAC partner states have negatively impacted the free flow of goods across countries hence a decline in intra-EAC trade. The tourism and hospitality sectors are some of the most adversely affected areas in the region. In the year 2020, EAC Partner States lost approximately $5.4 billion of tourist local spending. The aviation and transport and logistics sectors are also other areas adversely affected.

The EABC has been vital in pushing for business and economic resilience of the EAC bloc amid the pandemic by urging for adoption and implementation EAC coordinated approach on COVID-19, called for fiscal incentives to cushion East African businesses, resumption of air transport services and resolved COVID-19 related NTBs at border points.

AO: What trends are currently transforming East Africa and how are you responding to them?

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instance, in transport hailing applications such as Uber and online shopping applications. In terms of cross border movement of goods, the region has embraced the Regional Electronic Cargo and Dr.iver Tracking System (RECDTS). RECDTS is designed as a mobile phone application that enables the issuance of the EAC COVID-19 digital certificates that are mutually recognised by partner states, thus eliminating the need for multiple testing as well as contributing to alleviating ongoing congestion at East Africa border crossing points.

The African Continental Free Trade Area (AfCFTA) offers a new market of 1.2 billion people. as the fastest growing economic bloc in Africa, the EAC should be at the centre of this transformative agreement.

Tel: +255 27 252 0162 admin@eabc-online.com www.eabc-online.com

PM: East African countries are embracing digitisation in the movement of persons and goods. For Africa Outlook issue 90 | 33

INDUSTRY SPOTLIGHT

MANUFACTURING IN RWANDA Africa’s rising star, and a shining example of resilience in the wake of disaster, Rwanda’s burgeoning manufacturing sector has redefined itself as an attractive prospect for international investors Writer: Phoebe Harper | Project Manager: Krisha Canlas

I

n the rural landscapes of Rwanda, otherwise known as the ‘Land of a Thousand Hills’, it is unsurprising that the country’s manufacturing activities are primarily agricultural, as fertile slopes and volcanic soils nourish tea and coffee plantations – the crops of which resemble the majority of Rwanda’s cash exports.

With industrial enterprises primarily centred in the inviting capital of Kigali, manufacturers of everyday consumables such as pharmaceuticals, soap, textiles and food products, alongside small-scale mining operations comprise the remaining bulk of Rwanda’s manufacturing output.

Increasingly in recent years, microenterprises have been sprouting up across Rwanda as a response to local demand, particularly concerning the production of construction materials for the many rural communities that face a distinct lack of brick, timber and roof tiles. This segment of manufacturing

34 | Africa Outlook issue 90

has enjoyed rapid growth, as the Government of Rwanda (GoR) and the private sector seek to increase building construction and develop the country’s transport infrastructure.

For many, the devastating genocide of 1994 against the Tutsi is still fresh in people’s minds when thinking of Rwanda, the impact of which is only just being overcome by the country’s developing economy and infrastructure. Constraints such as the nation’s landlocked geography and transport costs hamper the manufacturing sector’s development, meaning that at present, the sector accounts for a relatively meagre proportion of the contribution to total GDP, and accounts for just 15 percent of Rwanda’s national exports.

Nevertheless, continually strengthening in the wake of tragedy, Rwanda is enjoying a phoenixlike resurrection and continual advancement that makes the country’s industrial sectors some of the

RWANDA ASSOCIATION OF MANUFACTURERS (RAM)

FACTS & FIGURES Estimated Market Access: 12.2 million people (market potential of 162 million consumers through the EAC) Sub-sectors: Food, Beverages, Tobacco, Textiles, Wood, Paper, Printing, Chemicals, Rubber and Plastics, Non-Metallic Minerals, Furniture.

Value Added Percentage of GDP: Eight percent (2019, World Bank)

(WTO), are crucial in expanding Rwanda’s market access with preferential treatment including reduced tariffs in the US offered by WTO. Now universally recognised as an enabling business environment with a zero-tolerance approach to corruption, Rwanda’s National Strategy for Transformation (NST1 2017-2024) continues to prioritise private-sector led development, with manufacturing a major component to foster economic growth.

With a young and growing population, trade facilitation and export promotion will drive future success, with foreign domestic investment fuelling the economy. The pandemic interrupted what was an economic boom, and as such, the full potential of Rwanda’s manufacturing sector is yet to be realised.

I N TIRNOTDR U OC DTUICOTNI O N

most attractive investment opportunities on the continent. Now the second fastest growing economy in Africa, Rwanda’s economy has grown at a steady rate of eight percent per annum over the past decade.

Since the implementation of the National Industrial Policy in 2011, critical policy interventions and various strategies have been instrumental in driving growth within the manufacturing sector, including the Made in Rwanda policy, the Domestic Market Recapturing Strategy (DMRS) and the National Export Strategy amongst others.

With sector growth intrinsically linked to governmental action, the GoR’s establishment of Special Economic Zones (SEZs) alongside the construction of nine prominent industrial parks across the country are effectively addressing shortfalls in the business environment whilst streamlining opportunities for investment. This also entails various incentives to foster sector development including the exemption of custom taxes, VAT and CIT for investors exporting more than 80 percent of production for companies operating within Export Processing Zones (EPZ).

Consolidation within inter-governmental organisations such as the EAC (East African Community) means that Rwanda now benefits from representation within East African nations seeking development. As a free trade agreement, the EAC, alongside other significant initiatives including the Common Market for Eastern and Southern Africa (COMESA) and the World Trade Organisation

Africa Outlook issue 90 | 35

INDUSTRY SPOTLIGHT

INTERVIEW: Rwanda Association of Manufacturers (RAM) Founded in 2013, RAM are the organisational body to safeguard the interests of Rwanda’s manufacturing industries. We catch up with Executive Secretary Alphonse Kwizera, to discuss the association today

Alphonse Kwizera

INTERVIEW

Executive Secretary at RAM

Africa Outlook (AO): Can you talk us through the origins of RAM; how it came about, and its initial vision?

Alphonse Kwizera (AK): Rwanda Association of Manufacturers (RAM) is an organisation focused on enhancing business opportunities and the environment for Rwandan manufacturers. We are dedicated to ensuring our members take advantage of business locally, regionally and internationally and that their voices are heard and represented in all spheres of influence.

RAM was formed on December 10, 1990, as Association des Industriels du Rwanda (AIR). AIR was established with a nucleus group of only 20 members. Until 1994, AIR was well established with a fully functional office. With the tragedy that

36 | Africa Outlook issue 90

befell Rwanda, the 1994 Genocide against the Tutsi, AIR lost its momentum with the departure of key personnel. In the years that followed, many attempts were made to revamp its operations but in vain.

Nevertheless, in early 2013, with the effort of Rwanda Chamber of Industry (RCI) an organ of the Rwanda Private Sector Federation (PSF), the association was revived.

The main mandate of RAM is advocacy and this is the pillar of all our operations. RAM has to ensure that the key issues affecting businesses are well researched and presented through formal communication channels at all levels of the government and its partners. Our members are reputable companies with national, regional and international operations. Over the years, RAM has positively influenced government policies related to the manufacturing sector.

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

AK: RAM has grown to become a nationally recognised business membership association advocating for the interests of the manufacturing industries. It is also a member of the East Africa Manufacturers Association Network and the East Africa Business Council. As an association that offers membership to micro, small, medium and large enterprises within the manufacturing sector, RAM looks forward to addressing all matters affecting the Rwandan manufacturing sector’s growth and competitiveness through constant engagement with the government and relevant stakeholders.

To be specific, RAM has engaged the government on the Africa Continental Free Trade Area tariff

RWANDA ASSOCIATION OF MANUFACTURERS (RAM)

“At RAM, we believe that the structural transformation of a country is possible through the promotion of an innovative and competitive manufacturing sector” - Alphonse Kwizera, Executive Secretary, RAM

offers, and the rules of origin to ensure that the Rwandan manufacturing industries can benefit.

RAM has requested the consideration of value chains in the EAC Common External Tariff, where we advocated for the establishment of the four bands tariff structure instead of the current three bands tariffs structure.

RAM regularly engage with the Ministry of Trade and Industry and Rwanda Development Board to put in place incentives that facilitate the growth and competitiveness of manufacturing through the reduction of the cost of production towards improving the conducive environment for business.

RAM has consistently argued that the cost of electricity which was detrimental to the growth of the manufacturing sector increased the cost of production for the manufacturing output. The government has changed the tariff three times in the past five years to make electricity more affordable.

RAM has been nominated by the government in various committees such as the National and Regional Task Force to undertake a comprehensive review of the EAC Common External Tariff and Rules of Origin; National Trade Facilitation; National Monitoring Committee on Elimination of Non-Tariff Barriers; National Sectoral Working Group on Trade, Africa Outlook issue 90 | 37

INDUSTRY SPOTLIGHT

Finance, Industry, Investment and customs matters to name a few.

AO: What do you find most exciting about working within Rwanda’s private manufacturing sector?

AK: The most exciting thing about working with manufacturing, you get to meet people with bright and entrepreneurial minds, you get to see them work and you get inspired by this while acquiring knowledge and experience. Another exciting thing is to work with the sector which is crucial to the economic structural shift whereby the manufacturing sector offers more opportunities for capital accumulation, economies of scale and technological progress whilst contributing to the economic growth and competitiveness of the country. It is worth noting that the manufacturing sector provides direct backwards and forwards linkages between different sectors which creates positive externalities to investments and growth.

INTERVIEW

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

AK: While we recognise the proactiveness of the government and the enabling business environment that manufacturers operate in, there are still areas of improvement such as access to long-term and affordable finance; access to cheaper raw materials; a lack of skilled labour and low linkages and value chain development. We would like to reiterate our appreciation to the government that despite the above challenges, it continues to do commendable work in providing a conducive business environment through sound and effective policies and by establishing serviced special economic zones.

AO: How has COVID-19 affected the manufacturing industry in Rwanda?

AK: The manufacturing sector is a major economic sector in Rwanda where small and medium enterprises are actively engaged. This sector includes the manufacturing of food items, beverage, tobacco, textiles, clothing, leather goods, wood, paper, printing, chemicals, rubber products, plastic products, non-metallic mineral products, metal products, machinery & equipment, and furniture.

The COVID-19 pandemic has had a negative impact on the manufacturing industries, specifically on the supply chain disruption as most of the industries import their raw materials and 38 | Africa Outlook issue 90

“At RAM, we believe that the structural transformation of a country is possible through the promotion of an innovative and competitive manufacturing sector” - Alphonse Kwizera, Executive Secretary, RAM

semi-finished products from overseas. In addition to supply chain disruption there was also employee disruption and reduction in demand due to lockdown and other restrictive measures that were put in place by the government to curb the spread of the pandemic.

However, we experienced a positive trend regarding the incorporation of technology in the working environment. As the minimum number of employees were allowed in the workplace, the companies resorted to using online platforms such as Zoom, Teams and WebEx to hold meetings.

We also noticed that e-commerce had a huge push, as most of the industries used it to continue supplying their customers during the limited movements of lockdowns. We were amazed by the resilience shown by the manufacturing industries despite these restrictive measures, as they continued to operate and supply donations.

AO: What trends are currently transforming Rwanda’s manufacturing sector and how are you responding to them?

AK: This is mainly the resurgence of e-commerce and cloud-based platforms such as video-conferencing and CRM software, due to the restrictive measures to curb the spread of the pandemic. Such trends in digital transformation pave the way to the new business model which incorporates the use technology to gain the competitive edge. In the prepandemic period, the industry was accustomed to a physical presence at the workplace, but the use of digital technology was embraced and incorporated.

We also observed product diversification in the manufacturing industries, where some industries repurposed their production process to start making facemasks. We also now have new industries making facemasks and hand sanitisers.

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The Company was founded in 2018. We currently have 20000 m2 workshops with 32 advanced garments production lines, employing 2400 workers and have more than 2300 state of the art automatic sewing machines. This enables us to produce a variety of garments for our clients.

Our quality products, professional management team (comprising both Rwandans and experts), health and safety management, conducive emptoyment conditions and a multicultural environment enables to pass The Children’s Place (TCP USA) and Lidl audits.

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Africa Outlook issue 90 | 39

INDUSTRY SPOTLIGHT

INTERVIEW

AO: Are you optimistic about the future of manufacturing in the country and the association’s place within that?

Another trend is the access new markets made possible by the implementation of the Africa Continental Free Trade Area where manufacturers are ready to start exporting to those new markets.

AO: Have you got any projects in the pipeline you wish to highlight?

AK: In a bid to address the skilled labour shortage, RAM is venturing into implementing the workplace learning also known as dual learning to equip the youth with more practical skills to increase their chances of employability. The future of manufacturing will depend on the availability of a pool of skilled workforce.

AO: How do you see RAM developing over the next five years?

AK: RAM is developing to be, and remain, at the forefront of Rwanda economic development in the manufacturing sector fostering technological progress. We also intend to be a connector and enabler in a proactive fashion and as an indispensable national player.

40 | Africa Outlook issue 90

AK: Yes, particularly with the implementation of policy instruments such as incentivising the manufacturing sector and giving preference to local content through the Made in Rwanda policy. The National Strategy for Transformation (NSTS1) which has been implemented since 2017 has prioritised the manufacturing sector.

The revision of the National Industrial policy is almost done, with a vision to promote green industry led by an innovation-driven local business sector.

Considering other policy revisions and instruments such as the investment code, the VAT law to name a few, we are very optimistic and excited about the future of the manufacturing industries.

With the COVID-19 impacting negatively the manufacturing industries, the government of Rwanda has responded with a series of measures and schemes to cushion this impact. Among those schemes is the Economic Recovery Fund (ERF) which aims at supporting the business hardest hit by the COVID-19 pandemic so that they can survive, resume operations and safeguard employment.

There is also the Manufacture and Build to Recover Programme (MBRP) which aims at fast-tracking private sector investment in manufacturing and construction sectors though various incentives designed to reduce the cost of setting up industries on selected products as well as existing firms who would like to expand their current operations.

AO: Finally, is there anything that hasn’t been touched upon that you would like to be mentioned in the article?

AK: The manufacturing sector in Rwanda has grown exponentially during the last decade. We would encourage more investors to come and invest in Rwanda as the government always works towards improving a conducive environment for business.

With the AfTCA being implemented, Rwanda will become the best investment location one can think of, in my opinion.

Tel: +250 783 255 622 info@ram.org.rw www.ram.org.rw

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Africa Outlook issue 90 | 41

INDUSTRY SPOTLIGHT

42 | Africa Outlook issue 90

SIERRA LEONE RENEWABLE ENERGY ASSOCIATION (REASL)

SIERRA LEONE RENEWABLE ENERGY ASSOCIATION (REASL) As the association spearheading Sierra Leone’s energy revolution, REASL, led by President Kofie Macauley, have been lobbying for the development of a clean energy future since 2016

T

he full potential of renewable energies (RE) in Sierra Leone is yet to be fully realised. With one of the lowest electricity access rates in the world, Sierra Leone’s national electrification rate is approximately 26 percent. Within rural areas, this figure falls to just 6 percent.

The country’s energy industry, let alone specifically concerning renewables, faces significant challenges of a complicated distribution system, a weak infrastructure with high technical and commercial losses, an insufficient capacity, combined with low voltage quality. As with many Sub-Saharan African countries, limited (or indeed, no) access to energy is prevalent in rural areas, where providing clean cooking solutions presents a major hurdle for communities. It is estimated that 96.8 percent of Sierra Leone’s population cooks with either firewood or charcoal. Many are forced to resort to petrol or diesel generators to power their homes, and kerosene or battery lamps for lighting solutions in the face of an unstable public energy supply.

Sierra Leone’s electricity is primarily sourced from thermal power plants. This is supplemented by several small hydroelectric installations, including the Dodo hydroelectric power plant in the country’s southeast, yet the country’s roaring river valleys possess a potential for hydropower that remains unharnessed.

At the centre of this relatively nascent industry, is the Renewable Energy Association of Sierra Leone (REASL) - the trade association dedicated to the development of a thriving renewable energy market.

The organisation is headquartered in the capital of Freetown, strategically located at the centre of one of the world’s largest natural harbours and ringed by the thickly forested mountain slopes of the Freetown Peninsula.

Led by President Kofie Macauley, who officially began tenure in 2019, REASL are dedicated in their pursuit and continue to adopt an active role in promoting the interest of their members within the RE sphere to major stakeholders, primarily the government and public sector. Advocacy, lobbying and marketing are instrumental in this goal, particularly concerning the dissemination of vital information on global and local issues, policies regarding new technologies and business models within the sector.

MISSION AND VISION Our Mission To accelerate the adoption of renewable energy to achieve universal energy access and economic empowerment in Sierra Leone.

Our Vision To be the dominant renewable energy organisation to enable total energy access in Sierra Leone

INTRODUCTION

Writer: Phoebe Harper | Project Manager: Krisha Canlas

Africa Outlook issue 90 | 43

INDUSTRY SPOTLIGHT

Interview: Sierra Leone Renewable Energy Association (REASL) AO: Since inception, how has REASL developed and progressed in terms of its key objectives and the messages it tries to get across?

Mr Kofie Macauley

INTERVIEW

President of REASL

Africa Outlook (AO): Can you talk us through the origin of the Renewable Energy Association of Sierra Leone (REASL); how it came about, and its initial vision?

Kofie Macauley (KM): Well, I happen to be one of the founding members of REASL. The association was born from the desire to ensure that renewable energy is included on the National Energy Electrification Plan for Sierra Leone, led by likeminded people who believe that achieving the energy transition will require having renewable energies in the energy mix. Driven by this ideal, REASL was established in 2016 to compliment the Government of Sierra Leone’s efforts in meeting targets delineated in the UK Government’s Energy Africa Compact, and the US Government’s Power Africa initiative seeking to address the inadequate, unreliable and unequal access of energy across SubSaharan Africa. With only 10 percent – 15 percent of a seven million population connected to the national electricity grid, the establishment of REASL set the stage for the launch of an Energy Revolution in Sierra Leone. The body serves as an independent institution to measure transparency, accountability and regulation of the renewable energy sector.

Thanks to the steadfast leadership of REASL, we have succeeded in creating a space for renewable energy companies to contribute in accelerating energy access for economic empowerment in Sierra Leone.

44 | Africa Outlook issue 90

KM: Before its establishment, founding members of REASL played a pivotal role in ensuring Sierra Leone becomes the first country to sign the Energy Africa Compact in 2015. It should be noted that the Energy Africa Compact is designed to accelerate universal energy access by 2030. Effective 2016, REASL has facilitated a multi-stakeholder Energy Resolution Taskforce for Sierra Leone. And over the past five years REASL has achieved the following results: • As of 2018, modern solar energy have been provided for 250,000 households • Facilitated policy reforms and streamlined off-grid Renewable Energy (RE) and Energy Efficiency (EE) in the Integrated Resource Plan (IRP) of the Ministry of Energy and the Integrated National Electrification Plan being formulated by MCC Unit with emphasis on off-grid energy strategy and solution • Lobbied on delivery of a new Import Duty and Sales Tax waivers by the House-of- Parliament for ALL Solar PVs meeting the standard of the International Electrotechnical Commission (IEC) • Periodically reactivating the membership of its over 39 members forming REASL • Served as a clearing house for the dissemination of information on local and global issues, policies, new technologies, and business models within the sector • Organised the first national Networking and Exhibition Event on renewable energy products in November 2019. This event brought together members of REASL and the general public including the Founder and CEO of The Energy Nexus Network- TENN, Head of the Presidential Priority Project, and international partners. The event created a space for stakeholders in the renewable energy sector to network, deliberate, and map-out approaches for scaling-up the use of renewable energy especially in rural communities.

SIERRA LEONE RENEWABLE ENERGY ASSOCIATION (REASL)

AO: What do you find most exciting about working in Sierra Leone’s renewable energy market?

KM: Though REASL is a relatively new body, it has nonetheless effectively provided the platform to attract private investment and build local capacity in the renewable energy sector. Hence, one thing I find exciting presiding over REASL is the regular engagements with our members, government stakeholders, and development/donor partners in promoting the role of renewable energy in closing the energy gap in Sierra Leone. Dissemination of vital information on global and local issues, policies regarding new technologies and business models within the sector are key in ensuring a thriving renewable energy market. As a result, advocacy, lobbying and marketing are instrumental in my ongoing endeavour with REASL. AO: On the flip side, what are the biggest challenges facing the development RE sector in SL? KM: Thanks to improvements made, there are nonetheless key barriers that need to be address to facilitate growth and expansion of the renewable energy sector in Sierra Leone, namely: Access to Finance – exiting interest rates from Commercial Banks are discouragingly high, hence limiting business growth and decentralisation of renewable energy products across the country. This would necessitate engaging with the Central Bank for lower interest rates for long-term loans pegged on certain ceiling amounts. The forex currency risk with inflation should also be considered to attract private investment and innovative microcredit financing for renewable energy developers. I would therefore suggest the creation of a Renewable Energy Investment Fund (REIF) to provide access to

Having access to affordable energy is key to unlock rural economic development. Thus, to achieve sustainable and affordable energy access, it is imperative that economic growth is promoted through innovative rural agroindustry value chain services”

low interest and capital outlay for renewable energy products.

Lack of Awareness – there is a need to scale-up awareness campaign on the efficiency and longterm cost benefit of renewable energy. Hence, the need for a sector policy and communication strategy promoting a nation-wide sensitisation campaign on available renewable energy options in Sierra Leone.

In a country with limited number of households connected to the grid, awareness raising on the cost and efficiency benefit of RE products would change the general perception of end-users and address the uptake challenges for solar systems especially in rural areas.

Capacity Building Support – to ensure deployment of SHS and SAS across the country, there is a need establish a National Centre for Renewable Energy and Energy Efficiency (NaCREEE), which would develop training curriculum, facilitate the conduct of training, certify RE technicians, and technical advice and knowledge sharing in the areas of policy and regulation, technology development and Africa Outlook issue 90 | 45

INDUSTRY SPOTLIGHT

transfer. This accreditation scheme of renewable energy products and service providers would inspire public confidence on the use of renewable energy.

Industry-related workshops are also a major part of REASL’s agenda, through which their esteemed members can focus on capacity building with other member companies. Such initiatives would support the strengthening of REASL in serving as focal institution for mobilizing private sector participation and coordination on off-grid investments.

INTERVIEW

Regulation and Standardization – thanks to REASL lobbying and support provided by the African Clean Energy Technical Assistance Facility (ACE/ TAF) in collaboration with the Standard Bureau, technical quality requirement for solar PV is now in place following the standards of the International Electrotechnical Commission (IEC).

Monitoring – ensuring that minimum performance guideline for renewable energy systems is in place, there is need to design an assessment method, labelling equipment, operations and maintenance procedures, and environmental compliance on the deployment and or use of any renewable energy product, thereby facilitating uniformity ad ensuring standards are respected.

AO: What trends are currently transforming the country’s energy sector and how are you responding to them?

KM: With over 85 percent of the population lacking access to electricity, the current trend and development drive is the installation of mini-grids in rural communities with support from DfID and implemented by UNOPS across the country.

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

KM: In addition to the Monthly Renewable Energy Television Talk-Show hosted by REASL, there are wide-ranging pipeline projects spearheaded by members of REASL to make available green minigrids and isolated solar systems, to account for 37 percent of the total energy supply with 2030.

This approach by REASL and developments/ funding partners been implemented through the Rural Renewable Energy Project (RREP) presents a promising and least-cost effective solution to close the gap in electricity access especially for rural communities.

46 | Africa Outlook issue 90

UNOPS – effective 2019, UNOPS with support from DfID and in collaboration with the Ministry of Energy Mini-Grids are being installed across the country particularly in rural communities.

Sola Era – effective September 2020, Solar Era is working towards implementing a 5 megawatts Solar Energy Generation Project in Yamandu Town, Baoma Chifedom and Bo District.

Sewa Energy Resources SL Limited-SERL – on Wednesday 7th April 2021, the company handed to the Ministry of Basic and Secondary Education over 20,000 Solar Lamps worth Le 4 billion (i.e. US$ 390,090.80) as support to the Flagship Free Quality Basic and Senior Secondary Education Programme of His Excellency President Julius Maada Bio. This gesture is geared towards achieving Policy Cluster 1 on “Human Capital Development” of the 2019 – 2023 Medium Term National Development Plan for Sierra Leone; The Company has spent billions of Leones (i.e. Hundreds of thousands of US Dollars) in providing livelihood supports to several communities in the country especially in communities found within project operational areas; Plans are underway to commission the Betmai Hydroelectric Project with the aim to complete and have it operational in 2023, in the spirit of wanting to demonstrate commitment to meeting energy targets in the country.

This energy project will generate 27 MW tapping on the Pampana River in Tonkolili district. Once implemented, the Betmai Hydroelectric facility will contribute to the overall economic development of the country by providing power to over 700,000 homes in local and neighbouring communities.

This energy investment project will not only help uplift local communities, including women, children, low-income populations, and underrepresented groups by providing reliable power to schools, hospitals, businesses, and households but will also

Cross section of participants at 2019 RE Exhibition

SIERRA LEONE RENEWABLE ENERGY ASSOCIATION (REASL)

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investment on energy projects that would facilitate industrialization, energy security, economic growth, and poverty reduction in Sierra Leone.

AO: Are you optimistic about the future of renewable energies in Sierra Leone?

Donating solar lamps to the Ministry of Education for nationwide distribution in schools

have a positive impact on the environment and boost energy generation and distribution in the country.

AO: How do you see REASL developing over the next five years?

KM: The envisaged plan is to ensure that in the next five years, REASL becomes a dominant body that would serve as a one-stop-shop in facilitating the deployment of renewable energy across Sierra Leone. The Association would continue working closely with government counterparts, development partners, the private sector, and the MCC Unit is laying the critical foundation for business

KM: Despite the current energy demand expectation and the energy growth demand with population growth and enterprise development, I remain optimistic nonetheless that the future for renewable energy in Sierra Leone is promising. Sierra Leone is yet to fully utilize its renewable energy potential considering the country’s hidden roaring river valleys that could generate hydropower estimated to be 5,000 Gigawatt hours (GWh) of power. This shows the country has the potential to achieve the SEforALL 92 percent national electricity access target. If harness, it is estimated that hydropower alone could generate about 90 percent of the country’s electricity need by 2030, which is very promising indeed!

Tel: (+232) 99 733744 info@reasl.com | www.reasl.com Africa Outlook issue 90 | 47

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Issue 90

PW MINING Contract mining, civil engineering and construction services across West Africa

TREVALI MINING

DNI GROUP

SOCIAL

INNOVATION

EMPOWERING

SOCIAL

INNOVATION As a niche investment company, DNI Group are activating societal change in South Africa through their diversified operations. CEO Andrew Dunn discusses the Group’s inclusive ethos and his pioneering vision of a collaborative ecosystem that champions financial literacy and inclusion

Working alongside partners and communities in the base-metals mining space

EMPOWERING

TECHNOLOGY

Marketi ng Oppo

Writer: Phoebe Harper | Project Manager: Lewis Bush

EAST AFRICAN BUSINESS COUNCIL Championing regional integration

They say we’re all in the same boat, but we’re really on a different ocean here in Africa,” states Andrew Dunn, CEO of DN Invest, otherwise known as the DNI Group.

It is a statement that is pertinent to all aspects of DNI Group’s operations, as a socially-conscious organisation alert to the extreme disparities that exist within their home country and principal market of South Africa.

A diversified investment company, DNI Group’s strategic acquisitions span several different companies operating within telecommunications, retail, distribution, and technology.

Progress is fuelled by the Group’s ultimate goal – to improve access to communication and connectivity for the masses in emerging markets, affordably and conveniently through the use of proprietary technology and market expertise.

But to understand this, you must first appreciate the context of working on the African continent, where DNI is most prevalent.

“I think you’ve got to go back a step to understand Africa, and the challenges that we face to understand where we want to go. If you look at Africa, and South Africa is no different, so many people are povertystricken. We have significant wealth disparities, terrible unemployment, and the country has had real issues around corruption,” Dunn explains.

“The principle of it is, what then transpires is that the poorest people are manipulated, because financial literacy is low, and they unfortunately often lack access to education.

You’ve got this terrible thing here which we refer to as the poverty tax, whereby the poorest pay the most for everything, and they have to pay cash.

That is where we are trying to help,” he continues.

Although DNI is first and foremost a South African company, expansion has led to operations in sub-Saharan

2 | Africa Outlook issue 90

NICHOLAS WRIGLEY, CEO of Winch Energy, reveals the challenges of producing robust, cost-effective engineering solutions for the off-grid electricity market

www.africaoutlookmag.com/work-with-us

rtunity

DNI GROUP

EMPOWERING

SOCIAL

INNOVATION As a niche investment company, DNI Group are activating societal change in South Africa through their diversified operations. CEO Andrew Dunn discusses the Group’s inclusive ethos and his pioneering vision of a collaborative ecosystem that champions financial literacy and inclusion Writer: Phoebe Harper | Project Manager: Lewis Bush

They say we’re all in the same boat, but we’re really on a different ocean here in Africa,” states Andrew Dunn, CEO of DN Invest, otherwise known as the DNI Group.

It is a statement that is pertinent to all aspects of DNI Group’s operations, as a socially-conscious organisation alert to the extreme disparities that exist within their home country and principal market of South Africa.

A diversified investment company, DNI Group’s strategic acquisitions span several different companies operating within telecommunications, retail, distribution, and technology.

Progress is fuelled by the Group’s ultimate goal – to improve access to communication and connectivity for the masses in emerging markets, affordably and conveniently through the use of proprietary technology and market expertise.

50 | Africa Outlook issue 90

But to understand this, you must first appreciate the context of working on the African continent, where DNI is most prevalent.

“I think you’ve got to go back a step to understand Africa, and the challenges that we face to understand where we want to go. If you look at Africa, and South Africa is no different, so many people are povertystricken. We have significant wealth disparities, terrible unemployment, and the country has had real issues around corruption,” Dunn explains.

“The principle of it is, what then transpires is that the poorest people are manipulated, because financial literacy is low, and they unfortunately often lack access to education.

You’ve got this terrible thing here which we refer to as the poverty tax, whereby the poorest pay the most for everything, and they have to pay cash.

That is where we are trying to help,” he continues.

Although DNI is first and foremost a South African company, expansion has led to operations in sub-Saharan

TECHNOLOGY

DNI GROUP Africa and an offshore presence in Asia and South America.

“We now operate in 15 African countries and have had our first successful venture into South America. We are also represented in three countries in the Caribbean, and in Asia,” Dunn informs us.

“MNO’s (Mobile Network Operators) in the pre-paid world - that’s where we have been most successful but we are expanding our reach.”

Now, DNI are the largest wholesaler of SIM cards in South Africa. Across the multiple platforms of their underlying businesses, they reach over 55 million people per day.

A COLLABORATIVE VISION Since its inception, DNI Group has been driven to execute a ceaseless tide of innovation from the relatively narrow initial scope of SIM card distribution. The Group’s accessible market has ballooned significantly to encompass a myriad of products, services and technologies through various complimentary business acquisitions.

“We grew the business quite substantially both in SIM card distribution and the physical sale of airtime. We then got involved in handsets and invested heavily in technology – our own and in

IT BEGAN WITH BREAD...

Dunn’s interest in the particularly African challenge of last mile distribution was fostered by his academic career, undertaking a degree in Commerce at the University of Cape Town following a degree in Logistics.

“We built up a logistics business of our own which we sold to one of South Africa’s big logistics companies called Super Group. I then joined one of the multinational food manufacturers in South Africa (Premier Foods) as a Logistics Director.” Dunn explains.

Working for one of South Africa’s leading FMCG manufacturers, Dunn was overseeing the delivery of approximately 1.5 million loaves of bread a day to the many ‘spaza shops’, informal convenience stores, dotted about the country. Deliveries would finish by 10am, meaning that a fleet of some 700 trucks sat vacant.

“You had this massive asset that was only being used about 25 percent of the time.”

Dunn soon realised that wherever you could buy bread, you could also buy airtime and SIM cards. He then arranged for these products to be added to deliveries and essentially this product sold itself.

“We started to build this business really just around SIM card distribution, and that’s how we entered the world of telephony. It was a huge success,” he adds.

Now, DNI, in addition to being a leading SIM card distributor, is one of the largest distributors of tech hardware in Africa, and their bespoke technology solutions have access to 15,000 points of presence. Across the Group, DNI generates a turnover in excess of seven billion rand.

54 | Africa Outlook issue 90

technology companies. Content, emergency top up airtime, SMS aggregation - whatever it might be - we morphed into a company that could provide whatever our clients needed,” he explains.

Now, the Group’s operations are divided into three cross-functional silos, unified by DNI’s common goals.

The hardware division, concerned primarily with the distribution of headsets and mobile phones, operates out of a consolidated stateof-the-art facility in Johannesburg with advanced technological systems, as well as operations in seven other countries in sub-Saharan Africa. This division in particular has been the recipient of concentrated development efforts in recent years, as demand for hardware shows no signs of slowing.

“With the internet and the data boom, the African continent is hungry for smartphones,” Dunn quips.

Recently, DNI have acquired two hardware businesses to give them the critical mass they require to meet surging demand. A strategic pre-covid acquisition, DNI added 3G Mobile to their prestigious roster of companies in February 2020, as a leading mobile phone and tablet distributor with valuable input in warehouse consolidation and administration.

“3G are a specialist open market distributor of hardware. Our business was distributing probably 80 percent to networks, 20 percent to retail. This business was all retail, so that was a great growth acquisition,” Dunn informs us.

The Group’s technology silo is instrumental in delivering their vision of a collaborative ecosystem.

It is mainly represented by Digital Ecosystems - DigiCo for short - a collection of six companies that offer a variety of services for mobile phone users, from mobile applications, mobile content, airtime advance to SMS and email services.

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Often seen as one big change – in reality, it is the result of many small changes made to the strategic, operational and cultural elements of an organization.

It’s all about Technology – in reality, digitization is enabling various outcome delivery solutions to get one step closer to an organization‘s audience.

Planning a Digital Transformation project starts with creating a digital strategy roadmap followed by an execution plan.

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DNI GROUP

Cell C Changing our world to help our customers change theirs A two-year journey aimed at positioning Cell C, South Africa’s customer-first mobile operator, for sustainability, growth and competitiveness, is yielding success.

“We bought a group of companies called Blue Label Mobile – which we renamed Digital Ecosystems. That group of companies filled a lot of the gaps where we were missing pieces of technology to get to our ultimate strategy and goal,” Dunn explains.

By unifying the silos, the Group benefit from the discounts that apply to a wholesaler which then translate down the line as savings for individual consumers.

“If you are the biggest dealer of something you get better terms.

We buy lots and we get credit from whoever we are buying from, on top of a discount because of the volumes.

By the time that filters the whole way through the supply chain, where the poorest person is still paying a premium, and cash, we’re trying to cut out that whole sector, and improve access to connectivity related products and services by joining our ecosystem.

DNI GROUP

“As we align our three silos, we want those people to enjoy the bulk benefits that we get, and share in our commercial gains,” he elaborates.

In this visionary system, the aforementioned poverty tax is allayed and consumers can benefit from a poverty discount.

“Say Mrs X has got one of our SIM cards. She’s also bought a phone from us that we’ve managed to finance at low interest rates, and hence are able to supply at far more affordable prices through the value chain. That person can then buy their airtime and data on an app at the price that we get it at – not the middleman price.

We can let them play in that whole ecosystem with a single tap of the phone. Any rebates that we get from the networks, we can pass on to them for their own benefit,” Dunn explains.

“It becomes a washing machine if you like, of using the same money over and over again.”

Thereby, DNI Group implement a system that encourages user loyalty by rewarding loyalty and positive behavioural change.

Three silos; one vision: 1. SIM card and airtime distribution 2. Hardware 3. Technology

56 | Africa Outlook issue 90

POWER IN PEOPLE By working to empower the massmarket by reducing the costs and inefficiencies in the distribution of critical products, DNI’s purpose remains relatively unchanged from its humble days of bread delivery.

What transpires is Dunn’s concern

In 2019, Cell C embarked on a turnaround strategy that sought to redefine its prospects. There has been a positive trajectory on the implemented changes and this has translated into stabilised margins, growth in quality subscribers and adoption of a new business model that challenges the old norms of how a mobile operator does business.

To complement the momentum of the business changes, Cell C recently launched a new brand positioning and pay-off-line – Change Your World.

This narrative lays the foundation for Cell C as an enabler of positive change internally, as well as for customers and their ever-changing worlds. In addition, it positions Cell C beyond a traditional mobile network operator and rather defines the business as a tech company that is customerfocused, Africa-centric and responsive to consumers’ digital lifestyle needs.

Cell C has taken on a “co-opetition” approach whereby it collaborates with its competition to deliver more efficient use of South Africa’s network infrastructure through roaming agreements. This decision will also see a distinct differentiation between infrastructure providers and service providers.

With Cell C breaking away from the old and embracing a new business model, it will allow it to focus more energy on innovative products and services that will challenge the ‘megs & minutes’ approach and address lifestyle solutions to meet customer needs.

DNI GROUP for the preservation of dignity for those on the lower rungs of the social ladder. DNI Group endeavour to combat this with the promotion of education to understand how to better manage money, thereby reducing the possibility of being prone to financial manipulation.

“We’re looking at ways to say, how can we empower people, how can we give hope to the hopeless? How is it that we can create financial literacy and financial inclusion, because that is what’s most needed,” he states.

This promotion of education is also central to DNI’s initiatives as a responsible corporate citizen.

“We undertake a lot of our own charitable work, particularly within ECD (Early Childhood Development) centres,” Dunn explains, thereby safeguarding the education of future generations at a key, formative stage.

The Group also offer mentorships and various bursaries for schools and universities to further this cause.

It is this base social concern that drives innovation and acquisition centred on education and financial inclusion – the two central tenets of DNI’s altruistic goal.

Here, one of DNI’s acquisitions, a financial wellness and inclusion platform entitled PayMeNow, comes to the fore. When first proposed, Dunn was hesitant around a site that essentially provides early access earned salary, but the platform’s complimentary goals soon transpired by promoting employee access to finances if they are struggling to manage sudden expenses on a monthly salary.

“I realised that this is actually about financial literacy. PayMeNow works on a rewards model - the more financial literacy modules that you watch and listen to, the cheaper it becomes. It gets to a point where you can get your salary advance for free.”

After running a test case within DNI itself, Dunn found that pride was a big

M4JAM UN GLOBAL CHAMPION FOR 2021 A South African Success Story, DNI Group business M4JAM was recently voted by WSA Global Congress as a Global Champion for 2021.

As one of the nine WSA Global Champions for the year under the theme of ‘Connect4Impact’, M4JAM was selected from over 8,200 solutions from 184 countries as a technology company that uses smart content to further a social cause and address global problems.

Judging digital solutions for the UN’s sustainable development goals, the selection shone a light on the way that developed technologies are making a positive impact on society. M4JAM was voted the Smart Settlements and Urbanization Global Champion for addressing South Africa’s socio-economic development challenges.

M4Jam CEO Georgie Midgley gave the following statement: “The challenges we face in our country are unique but share characteristics with the plight of millions of disadvantaged people worldwide. As much as we are thrilled to be recognised with this award and Global Champion status, we hope M4Jam’s growing success will lead to the growth of more tech-based solutions to do social good.”

58 | Africa Outlook issue 90

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DNI GROUP

barrier for employees to approach their boss if in desperate need of finances. Instead, many workers turn to “loan sharks” from within their township, borrowing with exorbitant interest in a harmful downwards spiral.

“By converting monthly into weekly, say halfway through the month you’ve earned £500 - you will have access to a quarter of that,” Dunn explains.

“What I am trying to do is educate the mass market on financial literacy and change it from a borrowing world, to a saving world. Then, to take that little bit of disposable income that they have and stretch it,” he concludes.

PIONEERING THE GIG ECONOMY: A key area of focus for DNI has been the advent of South Africa’s developing gig economy.

“The gig economy is something that is untapped here. There’s a massive informal market but there’s a whole gig economy that needs the fourth 60 | Africa Outlook issue 90

industrial revolution,” Dunn explains.

“You can’t go and employ 10 million people tomorrow – the economy doesn’t have the jobs, but there are gig jobs that can go from big to small; surveys, learning apps, anything that people want out there. It is micro jobs, taking from big and giving it to small – it is activating the crowd.”

This is where the Group’s technological investments within DigiCo are instrumental. Most relevant is M4JAM, a DNI subsidiary that Dunn and his team colloquially refer to as ‘the uber of underemployment.’ It is a micro jobbing platform that offers temporary work for people based on geolocation data that has been matched with their personal profile and criteria for wages, radius and type of labour.

The site’s popularity is testament to this untapped potential.

“That platform has over 800,000 users already. We only had 200,000 pre-COVID, because people became

desperate for disposable income. So, we gave them the ability to earn on their phones, by either learning about financial literacy, answering questions, taking modules, or doing micro jobs for us. The reward is to an e-wallet, which can be redeemed in airtime, electricity, food vouchers – essentially your basic services,” he expands.

“If companies try to employ consultants to assist with projects, the cost is often massive and it takes months. But if you go directly to a crowd (which M4Jam enables via micro jobbing), then information and insights can be discovered in a day.”

A NEW CHALLENGE The coronavirus pandemic continues to wreak havoc across the continent and has seen an unprecedented shift for DNI Group.

Dunn describes working through this period as, “stressful, but very exciting and dynamic. We were learning by the hour and having to adapt.”

TECHNOLOGY

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Africa Outlook issue 90 | 61

DNI GROUP

Inside DNI Group

Fortunately for a company with a primarily virtual product, the disruptions in supply amidst pandemic disruption were relatively minimal, consisting mainly of operational challenges experienced in the warehouses of DNI’s hardware division when it was forced to close during the six-week Level Five lockdown introduced at the end of March.

“The sector was eventually listed as an essential service, so we were having to run a warehouse but with only 30 percent capacity. To keep up with deliveries, we had to open multiple sites to keep up with the regulations. There were more costs but the costs were offset by the upside.”

That upside arrived as South Africa’s economy began to re-open, with the ensuing pent-up demand for hardware and a surprising permanent shift in consumer attitudes.

62 | Africa Outlook issue 90

“What’s become more permanent is the contribution from companies towards their staff, to give them more relevant or speedy devices, or access to better connectivity at home. This has meant that we are at record highs across that entire business,” Dunn elucidates.

“We thought that would be hit the hardest, and it was but that was shortlived,” he adds gratefully.

As the catalyst to accelerate digitalisation, for telecommunications companies, the pandemic was not without its advantages. Indeed, DNI Group found that RPU (revenue per user) increased by approximately 20 percent.

“We are incredibly thankful for being in the ICT sector amidst this awful pandemic. We always have our best months in April and December when people are at home spending time on their phones due to holidays.

We ended up with 12 months of that...

so far,” Dunn comments.

With the advent of remote working, DNI were well-positioned at the centre of this dynamic market shift to take advantage of the disposable income freed up by the population no longer travelling to work, whilst also providing services to the companies and businesses forced to adapt overnight to remote working.

“Specifically in South Africa, a massive amount of the working force’s disposable income goes towards transport. That number is estimated to be anywhere between 20 – 40 percent of disposable income – just the cost of getting to work.”

During the nascent days of the pandemic, and the attendant “panic streak” that ensued amongst stakeholders and investors, DNI Group were quick to instil confidence amongst their workforce and provide needed reassurance.

“We did an analysis to the best of

TECHNOLOGY

WIRES & WIRELESS

our ability about what we thought would happen – some of it we got horribly wrong, but the two main points we took away from it really took us by surprise. Namely how big the shift would be towards telephony and online, and secondly, we never took into account how quickly working from home would become the new norm,” Dunn adds.

As a company that takes care of their own, staff welfare was a key concern. Subsequently, they were all kept in the loop with regular reports and updates.

“We chose to be hugely transparent and ensure the message was coming from the boss. We are fine, your salary’s safe, this is what the rules are going to be – please stay home and stay safe.

Let us know if you need anything, but as a company, we’ve got this.”

“We’re a family, we’re not a business,” he concludes.

AN ALTRUISTIC OUTLOOK As a working body, DNI Group wholeheartedly embrace South African ‘Employment Equity’ legislations, which seek to promote inclusion in equity, representation and job creation.

“When it comes to acquisitive growth, we’ve always liked to keep the founders invested alongside us. We are not a company that often takes 100 percent.

“We empower our staff by maintaining them as equity shareholders, both in their entity and potentially in their silo if they would like to be there. That same level of ownership exists all the way through our business and is how we try and operate,” he explains.

At the heart of Dunn’s enterprise lies a patriotic outlook that is central to his philanthropic concern for his country and its inhabitants.

“It’s incredible what’s come out of

South Africa. We really do have an amazing country with amazing vision.

I don’t know if it’s all the sun we have,” he says with a smile.

“If any good has come out of Covid, what we’ve seen in South Africa is empathy,” Dunn adds.

Moving forward, it is this sense of moral responsibility and growing social empathy that defines the ecosystem Dunn aspires to create.

“We are driving a behaviour that we believe will create permanent and sustainable change in our country, and in time, others abroad too.”

DNI GROUP Tel: +27 11 100 3800 info@dninvest.co.za www.dninvest.co.za

Africa Outlook issue 90 | 63

COMSOL NETWORKS SOUTH AFRICA

TECHNOLOGY

From Industry to IoT

“Quality, responsiveness, and speed,” Justin Colyn, Chief Sales and Marketing Officer at Comsol Networks South Africa, discusses the company’s quality provision of wireless connectivity Writer: Marcus Kääpä | Project Manager: Lewis Bush

As a young kid, I was always interested in electronics; my dad ran his electrical contracting business and I worked for him during my school vacations.

This really cemented the ‘engineer’ in me.”

For Justin Colyn, Chief Sales and Marketing Officer at Comsol Networks South Africa, work is more than just that; it’s a passion. This passion in the field stems from his innate interest in problem solving; a trait that has led him to the position he holds in the company today.

Comsol Networks South Africa

specialises in providing licensed wireless connectivity infrastructure for companies and government entities, no matter the size and complexity, and across all sectors that comprise a hybrid of private and public connectivity solutions.

Comsol’s focus on laying a solid foundation in line with the Fourth Industrial Revolution (4IR) spans across enterprise grade and broadband last mile connectivity, WiFi solutions, low power long range (LoRa) IoT solutions, and 5G-FWA (fixed wireless access) solutions for LAN, WAN and Campuses.

Africa Outlook issue 90 | 65

COMSOL NETWORKS SOUTH AFRICA INDUSTRY AFRICA “The telecommunications industry in South Africa has been and remains extremely exciting,” Colyn explains.

“New connectivity technologies are changing the way people connect to the internet and providing incredibly fast speeds.

“Technologies like 5G-FWA are fast becoming the new fibre, and it is more cost effective to roll out, more flexible and, to a large extent, completely

comparable to fibre for customer requirements for the foreseeable future.”

However, the telecommunications space within Africa is not without its problems, as Colyn elaborates.

“South Africa, and for that matter Africa on the whole, continues to make huge strides in building and delivering broadband solutions to both consumers and businesses, yet still, enough is not being done

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- The linking of large enterprise processing hubs and datacentres within major metropolitan areas at ultra-high capacities.

- Bespoke on-campus solutions - a range of specialised connectivity solutions.

COMSOL CONNECT SOLUTIONS - Comprising the delivery of services from one-megabit (Mbps) per second to multiple gigabits per second (Gbps) services over Comsol’s licensed mmWave Fixed Wireless Access (FWA) wireless solution leveraging Comsol’s owned network of point-to-point and point-tomultipoint infrastructure.

WIFI SOLUTIONS - Comsol’s bouquet of WiFi LAN solutions span across single offices, campuses and larger public areas ensuring that customers are connecting optimally to their services.

IOT – LONG RANGE, LOW POWER – LORAWAN - Comsol operates South Africa’s public LoRa network that is a Low Power, Wide Area (LPWA) networking protocol designed to wirelessly connect battery operated ‘things’ to the internet in regional, national or global networks, and targets key Internet of Things (IoT) requirements such as bi-directional communication, end-to-end security, mobility and localisation services.

IRIS Network Systems The world has become abundant with high speed fibre interconnecting countries and continents to the internet. Last mile access has been a more challenging problem to solve, especially for countries that are encumbered with a slow deregulation process.

Today there are many last mile options to consider in the market. From the start of the internet in South Africa, Comsol Networks South Africa have been a leader providing relevant technologies as they become available, including Open Access and high speed connectivity options across the country.

At Iris Network Systems we are both proud and grateful to be a key partner of Comsol Networks South Africa. We have been part of their journey for the past decade and have seen as much change in our domain as Comsol Networks South Africa have seen in their’s.

Currently we are focused on expanding our data collection methodology which ingests data into our advanced monitoring platform where value is derived from the various sub-systems that work in unison. Ingesting telemetry is a critical feature, where we process data and provide this to the consumer as quickly as possible in a relevant and enriched format. To support the augmented consumer who is moving away from pre-defined dashboards, we are exploring the use of user controlled dashboarding tools which ensures the consumer is then able to explore the data in any way they wish.

We look forward to supporting Comsol Networks South Africa in the future on their exceptional journey.

5G-FWA - Comsol’s spectrum assets, a large chunk of 28 gigahertz (GHz) mmWave and a piece of 3.7GHz is allowing it to leverage the latest 5G-FWA technology to bring cost effective broadband connectivity to many South Africans that are just not getting the value they deserve based on their current experience. www.irisns.com

66 | Africa Outlook issue 90

COMPREHENSIVE NETWORK VISIBILITY Inspired by the everyday challenges faced by ISPs, Iris was designed to solve a range of problems with ease.

The system makes it possible to report on large amounts of data in a meaningful way.

IRIS Network Systems is a provider of uniquely scalable, lightweight and robust Network Management Software.

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Because we believe in supporting your business and not only our software, we also offer on-demand training resources and technical assistance to all our clients.

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With over 20 years’ experience in networking and telecoms, our team is made up of industry experts who are passionate about the work they do.

COMSOL NETWORKS SOUTH AFRICA

Connecting Africa Since 1995 Connecting Africa has built an enviable reputation as a leading Technology Integrator with a strong focus on reliability, service, thorough attention to detail in the technology architecture, installation and maintenance we provide.

Our mission is to continue to optimally serve our clients well and meet their requirements to the best of our ability.

This is achieved through our staff and industry affiliates who are well qualified and trained on the most modern and advanced technologies currently available.

Among others, our vast knowledge and experience in the areas of IPTV digital signage, V-sat and Wireless connectivity has involved the deployment of numerous successful projects.

Africa Outlook: How important is the supply chain to Comsol Networks?

Justin Colyn: “Given that Comsol’s differentiators are built on responsiveness and speed, it is vital to have an organised and ‘slick’ in-house supply chain.

“Comsol rolls out hundreds of links per month and given the strict OH&S rules and guidelines we need to follow, our engagement and arranging access with customers and landlords and the special equipment we use to do many installations, we cannot encounter delays. Having equipment ready on a daily basis for installations and maintenance is paramount. Just in time delivery of radios, antennae, accessories are vital to uphold our promise to customers.”

68 | Africa Outlook issue 90

www.connectingafrica.co.za to connect the ‘unconnected’ at the quality and price that consumers need for the dream of broadband penetration to truly drive GDP growth,” he tells us.

“Given the past 14 months, the industry has also undergone a lot of change due to the pandemic and remote working has somewhat changed the data demand patterns.

Many smaller businesses have closed down or migrated to homes, and this has left the business connectivity opportunities wanting.”

ANSWERING DEMAND In order to provide professional and high-quality telecommunication services across South Africa and the broader continent, Comsol bases its solutions around five key pillars that maximise its provision in the market and industry and has been doing so for over two decades.

“Comsol has been around for 23 years and in all this time has focused

Quintica We deliver technology that creates great experiences and unlocks productivity As a ServiceNow Elite partner, we are trusted by some of the largest Telcos in the world connecting their operations—from the network to the customer—on a single platform.

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TECHNOLOGY

Established in 1995 – 26 years of service excellence Leaders in technology integration Specialist IPTV design and installation Smart Home automation and boardroom technology integration Microwave Point-to-Point and Point-to-Multipoint installations V-sat installations, Maintenance & Support Satellite broadcast services – Data, TV, and IPTV Fibre installations and connectivity Broadband Technology Deployments (5G etc.)

Digital signage solutions Indoor/Outdoor digital advertising billboards Africa wide field services and maintenance teams Health & Safety accreditations for multiple industries 24/7/365 Customer Support Centre and SLA

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www.quintica.com Africa Outlook issue 90 | 69

COMSOL NETWORKS SOUTH AFRICA and colleges,” Colyn elaborates. “The TENET and SABEN institutions have been spread out in very remote areas where connectivity is limited. Comsol has managed to plan and deliver these services due to its experienced RF planning and High-Site infrastructure business units – finding the routes and acquiring optimal high-sites to make the connectivity a reality.”

PAN-INDUSTRY PROVISION

“OUR CUSTOMERS ARE OUR NUMBER ONE PRIORITY” – JUSTIN COLYN, CHIEF SALES AND MARKETING OFFICER, COMSOL NETWORKS SOUTH AFRICA on delivering quality services as a result of leveraging licensed spectrum backbones and last mile solutions to customers,” Colyn informs us. “The emphasis on quality, responsiveness, and speed, as well as always having a plan to follow, has led to customers being loyal to Comsol.

“Our customers are our number one priority, and all our people are passionate about Comsol’s customer experience.”

EXEMPLIFYING SOLUTIONS Comsol’s five pillared solutions 70 | Africa Outlook issue 90

provision can be seen at each and every level of operation, and it encompasses its various company projects; examples of Comsol’s ability to answer the demand of its customer base across South Africa and the wider continent.

Of the company projects there is TENET (Tertiary Education and Research Network) and SABEN (South African Broadband Education Networks).

“Comsol has over the past decade been delivering high-capacity last mile circuits to tertiary education, schools

The Exxaro mines project is another primary example of Comsol’s solutions. Comsol has been providing connectivity solutions to the mining industry for over two decades. A recent project included connecting four Exxaro mines to their central nerve centre, with on-campus connectivity solutions at each of the mines.

“These on-campus solutions included industrial WiFi in very harsh environments including deployments in their open pits making use of Solar trailer solutions as WiFi hotspots,” Colyn continues.

“Comsol built a point-to-multipoint communication (PtMP) network on site that would track vehicles and push both voice and video back to the mines control centre (nerve centre). This network also enabled Exxaro employees to stream voice and videos to and from the mine, be it at the bottom of the pit or outside around conveyer belts and offices.”

A key element to this Exxaro success was running specialised RF planning Audits, making use of industrial wireless technologies. On top of these projects, Comsol will be rolling out its commercial 5G-FWA trial at the end of 2021.

“We are extremely excited about this,” Colyn states. “Comsol sees the future of connectivity being licensed wireless FWA services that will bring quality connectivity solutions to many South African’s that only have access to expensive mobile services today.”

TECHNOLOGY

Logistic Solutions At NTP Logistics (SOC) Ltd (NTPL), we are Level 1 B-BBEE entity, managing the domestic and international logistics for all types of cargo, specialising in high-value, time-sensitive, and all classes of hazardous goods.

To specialise in this type of cargo, NTPL applies regulatory and licensing knowledge, logistics expertise, and the close management of the

entire logistics value chain. This ultimately ensures a seamless product supply chain for our customers.

We provide the full spectrum of land, sea, and air transport services and our specialised expertise emanate from our vast experience in the global transportation of medical and industrial radioisotopes across a variety of industries.

info@ntplogistics.co.za | quotations@ntpl.co.za +27 11 230 1620 | +27 87 310 8911

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COLLABORATION Behind its operation it is the many dedicated employees that move Comsol forward.

“Comsol has in excess of 150 staff- all passionate about licensed wireless solutions and customer centricity,” Colyn tells us. “One of the biggest differentiators is our people going the extra mile for customers and always willing to make a plan to get services up and running as long as they meet our minimum requirement for quality-based solutions.”

Comsol employees are encouraged to embrace learning and development in multiple areas outside the company, that is subsequently supported by Comsol to best promote personal growth.

“Teams meet regularly to ensure priorities are discussed and agreed to, resources and teams are aligned, and that pro-activity

is key to managing customers’ expectations,” Colyn adds. “Comsol has a flat structure, open door policy and as a result of the team being a tight-knit outfit, issues are addressed immediately, staff are acknowledged, and efforts are praised at all levels as a result of contributions made.”

THE PRESENT AND BEYOND For Comsol, the year ahead and those following are promising. Part of this is the company’s coming launch of its mmWave 5G-FWA commercial trial that its teams are continuously working on.

“It is a new state of the art technology targeting not only Comsol’s existing market but moving into the consumer space is also a huge step in the right direction to deliver high quality, cost effective internet access to many more South Africans,” he informs us.

COMSOL NETWORKS SOUTH AFRICA Tel: +27 (0) 10 140 8800 info@comsola.co.za careers@comsola.co.za

Africa Outlook issue 90 | 71

FLUTTERWAVE

Africa’s

Fintech Revolution An African start-up success story, co-founder and CEO of Flutterwave Olugbenga Agboola, discusses the power of community as the payment-processing company with a unifying vision Writer: Phoebe Harper | Project Manager: Lewis Bush

F

ew African start-ups can claim to be part of the billion-dollar club.

Yet earlier this year, Nigerian Fintech success story Flutterwave officially gained unicorn status, as March saw the company close at $170 million following Series C funding, with a value of $1 billion.

This landmark achievement is reflective of the upward trajectory that Flutterwave have enjoyed since inception in 2016, thereby securing their prominent position within the African tech ecosystem.

For CEO and co-founder Olugbenga Agboola, his pioneering vision of establishing a seamless and secure online (and offline) payments system across Africa, was soon reinforced by the company’s success.

Just two years into the business’ tenure, Flutterwave had processed over $1 billion in transaction value through their various platforms and

72 | Africa Outlook issue 90

digital payment solutions aimed at both enterprises and individuals.

“Flutterwave is a payments technology company helping businesses in Africa and all over the world send and receive local and cross-border payments globally via one API (Application Programming Interface),” Agboola outlines.

Through this technological infrastructure, Flutterwave reinforces the continent’s connection to the global economy. No small feat, and certainly a daunting prospect in the nascent days of operation, Agboola persevered nevertheless. Along with the successes outlined above, notable accolades have ensued, including the award of ‘Best Technology Platform’ by The Asian Banker and Flutterwave’s acknowledgement as Africa’s Best Fintech Company at the 2017 Apps Africa Innovation Awards.

On his journey from software engineer to CEO, Agboola comments that “none of my previous work endeavours have challenged me like Flutterwave.”

After entering the fintech space in 2004, Agboola counts some of the most renowned titans of technology within his career history, namely Paypal, Google, Access Bank, and Stanbic IBTC Bank.

“I am passionate about the Fintech and payment sector especially in

TECHNOLOGY

Africa Outlook issue 90 | 73

FLUTTERWAVE

FIS Global New payments partnership offers merchants simplified access to payment solutions in South Africa and Nigeria Africa represents a big opportunity for e-commerce growth, but payments can be complex for international businesses. Merchants have had to navigate challenges such as currency conversion, crossborder fees and integration hurdles.

Flutterwave and FIS have partnered to simplify the payments experience by providing access to domestic acquiring in South Africa and Nigeria via Worldpay’s payment gateway.

emerging markets, because I believe it is the key to leapfrogging growth and commerce,” he states.

Indeed, across Africa, the recent proliferation of Fintech companies has made the sector fertile ground for investments. This particularly applies to US investors, making Flutterwave one of the very few African start-ups to secure over $200 million in funding.

As a Nigerian-owned and operated company, Flutterwave’s operational headquarters are in the country’s economic hub of Lagos, with additional offices in San Francisco.

“We also have teams in the US, UK, Lithuania and African countries like Côte d’Ivoire, Rwanda, Uganda, Kenya, South Africa, Zambia, etc.”

Flutterwave’s key solutions aimed at businesses and retailers comprise Flutterwave Checkout – a platform designed for e-commerce businesses, payouts and collections for enterprise businesses - and Flutterwave Store, which provides payment links for solopreneurs and small businesses. In terms of their offering for individuals, 74 | Africa Outlook issue 90

Barter by Flutterwave is designed to enable cross-border payments for the everyday consumer. This mobile application has proved a fruitful avenue.

“Barter by Flutterwave is a peerto-peer payment solution available across Africa and the world. We launched it in 2018 in partnership with VISA, to help people make payments through virtual cards on global sites like ASOS, Netflix, etc.

“Currently, you can do so much more with Barter. You can send money all over Africa and make payments to loved ones across the continent. We currently have over 500,000 users sending and receiving money across borders, seamlessly and instantly,” he adds.

With their wide-reaching network currently enabling payments for approximately 290,000 businesses, Flutterwave counts prestigious enterprise merchants such as Uber, Flywire and Booking.com within their esteemed clientele, as international businesses seek to expand their African presence.

Now merchants can take advantage of a single point of integration to a leading global payments platform by Worldpay from FIS. This partnership will give merchants the technology allowing consumers to shop online and pay in their local currency without being charged cross-border or currency conversion fees. It also opens the door for merchants to offer popular local payment methods such as Verve or MPesa at checkout.

Domestic African merchants looking to grow internationally will also benefit by being able to access Worldpay’s global acquiring capabilities. E-commerce is growing at unprecedented rates, especially over the last year, and enhancements to the checkout experience should offer consumers choice on ways to pay. Creating a localized and frictionfree online shopping experience meets the needs of consumers and further elevates the customer experience. Reach out to Worldpay from FIS to get more insights on how you can expand and create a seamless checkout experience.

www.fisglobal.com

EXPAND YOUR MARKET REACH EFFORTLESSLY WITH SMARTER PAYMENT SOLUTIONS Enter new markets and let us fuel your cross-border commerce.

Flutterwave and Worldpay from FIS, one of the largest global e-commerce payments providers, have partnered to give you sophisticated end-to-end payment processing so you get the coverage you need to launch into any market. Take advantage of exciting technology that gives your business a reliable and robust payment platform, leading fraud monitoring and in-depth data and insights while also accessing local currency settlement.

• Expand your business into 146 countries • Gain access to 300+ payment types • Benefit from 55,000 global payments experts Please visit www.fisglobal.com/expansion for more insight into how Worldpay from FIS can help you reach further.

©2021 FIS FIS and the FIS logo are trademarks or registered trademarks of FIS or its subsidiaries in the U.S. and/or other countries. Other parties’ marks are the property of their respective owners. 1295896

FLUTTERWAVE It is their unique market offering that distinguishes Flutterwave from other players within the Fintech sphere. “What makes our solutions stand out is that we are able to process payments in over 150 currencies and multiple payment modes,” Agboola explains. These include mobile wallets, local and international cards, bank transfers, and of course through Barter by Flutterwave.

At a tangent to most of the industries impacted by the ongoing COVID-19 pandemic, when the virus struck in 2019, Flutterwave were one

‘KEEPING THE LIGHTS ON’: FLUTTERWAVE STORE Launched against the backdrop of the COVID-19 pandemic, the Flutterwave Store was designed as a digital storefront to safeguard businesses made vulnerable during nationwide lockdowns without a mobile public, particularly small African retailers.

“Flutterwave Store is a product that assures our customers that without a single line of code or a pixel of design, a business can come online and start selling from anywhere while receiving payments across the world.”

“We figured that a simple solution that would help them come online and start selling in five minutes would help to alleviate the pressure from the nationwide lockdowns.”

To date, Flutterwave Store has helped ‘keep the lights on’ for over 30,000 businesses.

76 | Africa Outlook issue 90

of the few businesses to benefit from the attendant boom in e-commerce due to national lockdowns. Indeed, Agboola refers to Flutterwave as operating within what he terms a ‘Covid beneficiary sector’, alongside other industries that have been positively impacted by the pandemic, such as gaming, streaming, and remittance.

“The COVID-19 pandemic ground various industries to a halt. We’re a payments processing company and the implications of this is that we provide services across many industries like transportation, aviation, hospitality etc. These industries got hit the hardest and for some months,” Agboola observes. Recognising the opportunity to help, with many small African retailers particularly vulnerable to the pandemic due to a lack of online presence, Flutterwave jumped in with the invention of the Flutterwave Store to act as a digital storefront.

This desire to empower and aid, with innovative ‘local solutions for local problems’ embodies the spirit of community that is at the very heart of Flutterwave’s operations.

Agboola himself is a firm believer in the “power of community”, extending beyond Flutterwave’s network of staff, customers, investors, partners, and regulators.

“If you’re going on a journey, entrepreneurial, career, etc, it is always best to find a community of likeminded people that would help you achieve your goals in the best way possible.

“At Flutterwave we approach the community in a unique way. We understand that businesses need to band together to grow their business, learn new marketing and sales tactics and improve their chances of success,” he expands.

With an infrastructure reach encompassing 33 African nations, including Nigeria, Uganda, and South

TECHNOLOGY

MAKING WAVES IN GENDER EQUALITY In 2020, Flutterwave launched a business grant specifically for female-led SME’s across Africa to enable them to grow their businesses.

“Throughout 2021, we have awarded over $17,500 to these businesses in South Africa, Ghana, Kenya, and Nigeria, etc.,” states Agboola.

“The reason we’re doing this is that we understand that in the fight for female empowerment in Africa, economic empowerment must take priority. For every demographic in Africa, women are often almost undeserved when it comes to financial access or access to financial institutions. This is our own effort to inspire other businesses and organisations to take female empowerment seriously.”

Africa, Flutterwave extend their unifying vision of redefining Africa as a country, in terms of a unified enabling business environment.

They recognise that successes within the fintech result often have a directly beneficial effect within other sectors, such as Healthtech and Agritech. This general concern in ameliorating African business conditions is reflected in Flutterwave’s investments, particularly focused at female-owned SMEs. Flutterwave’s quasi-centralised chain of operations is instrumental in effectively driving expansion whilst focusing on country-specific

successes, thereby strengthening the company’s solutions.

“Our experience having a quasicentralised chain of operations is that every team across every country takes responsibility for the success of the organisation in their countries. So, there’s clear ownership and strategic understanding of the goal at every point in time.

“Every country and the teams therein form a major part of the strategic goal for that country or region, periodically. That is why we focus on local solutions for local challenges, as seen in Kenya where we integrated M-Pesa to help businesses

with payouts and collections, and in Nigeria where we integrated Pay with Bank Transfer,” states Agboola.

Honing this lens within the structure of the company itself, the Flutterwave workforce, affectionately referred to as ‘Wavers’, are the essential backbone of operations driving the young company’s successes.

For Agboola, Flutterwave is more of a social enterprise in terms of finance’s ability to affect ordinary lives, and the empowerment that can result for effective money-management.

“I like to look at the fintech space from the angle of human-centred impact. People are able to receive remittance from loved ones abroad via Barter, and doing so much more,” he comments.

Numbers aren’t everything, and as such, Flutterwave measures its successes in the valuable metrics of customer growth and retention.

With their unique methods of payment-processing and laudable people-centric ethos, Flutterwave have their sights firmly set on further expansion, leveraging capital flow to bolster their client base in the global market.

“Our key priorities are to expand into more markets, improve our customer support and support more businesses in their growth journey.

We’re continuously improving our tech, and training our people to better support our goals for the future.

Specifically, we are looking to start operations in North Africa soon,” Agboola explains.

It seems the journey has only just begun for Africa’s premier payment solutions provider.

hi@flutterwavego.com www.flutterwave.com/gb

Africa Outlook issue 90 | 77

BITCO TELECOMS

Customer-centric

TELECOMS With customers at the forefront, BitCo South Africa has its finger on the pulse to meet ever-changing customer demands at ease Writer: Sean Galea-Pace | Project Manager: Lewis Bush

I

n South Africa, internet connectivity is still a challenge.

The widespread installation of fibre optics planned by the government are meant to alleviate the expected economic impact of the lack of internet access. Despite fibre optics having been utilised for over 10 years within South Africa, it has only recently become more accessible to consumers as a result of an increase in companies providing the service as the demand for faster internet increases.

Most homes with internet access in South Africa are currently on asymmetric digital subscriber lines with speeds varying between 10Mbps to 1Gbps for businesses and remote workers, which means that faster internet is required, and fibre optic cables can offer line speeds of up to 10Gbps.

BitCo South Africa is a national telecommunications provider operating an independent CarrierGrade Fibre, Wireless and Voice Network. The organisation offers services directly to enterprise customers as well as Tier 1, Tier 2 and selective ICT Channel partners to maximise their business by leveraging its Carrier-Grade Fibre, Wireless and Voice Network. In addition, BitCo provides Home Wireless on the back of its own network where it

78 | Africa Outlook issue 90

partners with Open Access Providers across South Africa to offer Fibre to the Home. Its mission is to offer an in-depth combination of telecoms solutions driven by customers’ needs, and to uphold the interests of all stakeholders by fostering a company culture aligned to customercentricity, growth, development, and sustainability.

BITCO SOUTH AFRICA: COMPETITIVE ADVANTAGE - Agility - Innovation - Product suite and services - Pre-sales and after sales service - Proactive approach to customer satisfaction - Flexibility to create custom/ bespoke solutions - Connected with multiple undersea cable providers and onboarding additional providers

TECHNOLOGY

Africa Outlook issue 90 | 79

BITCO TELECOMS capability to meet CSA’s requirements and those of our members,” commented Dr. Faul. “The service has been in full operation for some time now and it has already met our capacity. We look forward to many more successes and to continue receiving superior and unparalleled service from our partner BitCo.”

KEY INVESTMENTS

And heading up marketing at BitCo South Africa is Greg Sellars. Having started his marketing and sales career in 2007, he joined the IT industry in 2013 before moving into telecoms in 2016.

“I had been following the telecoms industry for some time and had seen massive growth and potential,” he explains. “This industry has always intrigued me, and I knew that telecoms were the space to play in.

Since joining BitCo Telecoms, I’ve

BITCO SOUTH AFRICA: MISSION “Our mission is to provide a comprehensive mix of telecoms solutions that are driven by customers’ needs. To uphold the interests of all stakeholders by fostering a company culture aligned to customer-centricity, growth, development and sustainability.”

- Greg Sellars, Head of Marketing and Sales, Bitco South Africa.

80 | Africa Outlook issue 90

never looked back.”

To Sellars, the industry is dynamic and exciting, however, he is well aware of the challenges as a result of the COVID-19 pandemic. “Telecoms and Internet Services Providers (ISP) such as BitCo have had to adopt and implement new innovative solutions and go to marketing strategies to cater for the current market,” he explains.

“There has been large consolidation in the telco space especially in South Africa due to the impact of COVID-19 but BitCo remains one of the leading Tier 1 ISPs. This is based on the company’s agility and ability to keep up with market trends and technology.”

In 2018, BitCo was announced as the Official Internet Services Provider to Cricket South Africa on a fiveyear deal. At the time, Dr. Jacques Faul, CSA’s Acting Chief Executive, confirmed the deal was unique as the BitCo partnership will be providing Fibre Internet and VoIP services to all 16 cricket stadiums across Africa, as well as the CSA’s headquarters in Melrose, Johannesburg and The Centre of Excellence in Hatfield, Pretoria.

“We are proud to be partnering with BitCo and are also proud of their

Indeed, BitCo is seeking to invest heavily into upgrading and growing its carrier-grade fibre and wireless network in order to accommodate for customer scalability of speeds up to 10Gbps and reach ICT partners outside of the metropolitan areas.

Sellars believes that partners are at the heart and critical to the success of operations. “Our partner network contributes significantly to revenue and growth,” he discusses. “We work closely with our strategic partners and it’s vital to maintain these relationships as BitCo is positioned as a carrier grade network provider.

“It’s important to have diversity across open access networks to leverage off existing infrastructure (in the ground). Choosing the right suppliers is key to maintaining service levels and competitive pricing.”

In terms of talent management, recruiting and retaining the right employees is central to achieving long-term success, something that Sellars recognises is essential. “Skills within the telco space are limited and there is emphasis on employee retention and programmes for staff,” explains Sellars. “We have an extensive recruiting and onboarding process to find key individuals who align with BitCo’s core values as well having the necessary skills.”

EXPANSION AT SCALE BitCo South Africa has no plans to slow down. The company aims to expand its national footprint while growing the organisation to increase profit margins. There are currently

TECHNOLOGY

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“SINCE JOINING BITCO TELECOMS, I’VE NEVER LOOKED BACK” – GREG SELLARS, HEAD OF MARKETING AND SALES, BITCO SOUTH AFRICA plans to diversify and introduce more telecoms services in order to offer turn-key solutions for customers.

In March 2021, BitCo launched their Business Broadband Fibre Offering on the backbone of Dark Fibre Africa’s national broadband network. Further, BitCo has also partnered with lots of leading Fibre Network Operators Broadband Providers to provide comprehensive coverage and costeffective connectivity solutions for small to medium sized businesses. The launch of BitCo Business Broadband enhances the current Fibre offering, while delivering unprecedented value and expanding coverage across South Africa.

BITCO’S PLAN? To continue to partner with an

increasing number of FNOs in the future.

Upon the launch, Michael Colin, BitCo Chief Sales Officer, said: “Our goal is to enhance our service and product offering to add more value to our customers and service them better. Our new product offering as one example includes a new broadband service within DFA connected buildings that starts from as little as R1,399.00 per month.

“We are also giving free installation for businesses within these DFA connected buildings for orders received between 15th March 2021 and 30th June 2021. There are currently over 16,000 connected buildings/ office parks across the country and is growing. These businesses can now benefit from a fibre internet service at

a reduced price.”

Recently, BitCo has also revamped their Agent Partner Programme. The programme allows collaboration to deliver the best customer experience and support its channel partner.

BitCo provides sales and marketing assistance to help transform opportunities into revenue generating streams. Dedicated and personalised support will assist with sales activities and provide direction in prospecting and cultivating new opportunities.

Despite uncertainty in the market, BitCo South Africa is still achieving its objectives and accomplishing significant growth.

Telecoms

BITCO TELECOMS Tel: 087 135 0000 support@bitco.co.za www.bitco.co.za

Africa Outlook issue 90 | 81

ARRAVO GLOBAL SERVICES

L

Disruptive Technology

agos – the megacity that has become the technological hub of an entire continent.

With Africa in general widely tipped by analysts to become the technological success story of the 21st century, Nigeria is regarded as the continent’s answer to Silicon Valley.

It is against this dynamic backdrop that leading ICT solutions provider Arravo Global Services are strategically headquartered. At the very epicentre of the continent’s largest technological market, Lagos 82 | Africa Outlook issue 90

At the epicentre of Nigeria’s thriving technology sector and led by award-winning CEO Ayo Adegboye, Arravo Global Services are spearheading innovation across the continent

Writer: Phoebe Harper | Project Manager: Lewis Bush itself has an ever-growing population that is tipped to reach 80 million people by the end of the century, making it the biggest city in the

world. This can only contribute to the number of internet users and mobile subscriptions that make Nigeria Africa’s biggest tech market.

Arravo itself can be seen as a direct microcosm of this booming sector.

Born in 2008 under the original title of BCX, Arravo in its current incarnation is a relatively new player on the market, poised for growth.

“Arravo started operation in Nigeria and environs in 2008 as BCX Nigeria, a member of the BCX Group based in South Africa until ownership changed

TECHNOLOGY

hands in a management buyout and the new brand name Arravo was launched in November 2020,” explains Ayo Adegboye, Group CEO of Arravo Global Services.

Guided by the tenets, ‘Engage, Disrupt, and Deliver’, Arravo are a leading global systems integrator and managed services provider, offering a fully integrated service for their customers whilst managing their partners’ data remotely. Their continental footprint extends to Nigeria, Kenya, Ghana and Cote d’Ivoire, with an additional

presence comprising operational support facilities.

Offering an extensive roster of services and solutions, Arravo’s vast portfolio comprises business consulting and professional services, enterprise information and business continuity management, ICT governance, and digital transformation services. Their technological prowess spans unified communications and collaboration, network management and monitoring, and managed services infrastructure.

ENGAGE Although a technological enterprise, people have always been at the heart of Arravo, as the company takes immense pride in affecting the lives of everyday individuals for the better.

Geographical expansion is therefore a key pillar of Arravo’s agenda, as they seek to increase the pool of customers who engage with their technological solutions.

“Our target is to expand our operations across West and East Africa within the next four quarters. This Africa Outlook issue 90 | 83

ARRAVO GLOBAL SERVICES has been slowed down due to the pandemic but as economies begin to revive again, we will continue to drive our regional expansion plan,” Adegboye comments.

As the backbone of the operations that will ultimately deliver this goal, Arravo considers their staff to be their greatest asset. As such, the company seeks to continually empower their workforce through rewards and a pioneering shareholding scheme that will bring a more active participation within the company structure.

“Apart from the frequent open recognition of individuals’ efforts

towards the success of projects etc, we have the annual CEO award for excellence where individuals who have performed outstandingly are recognised and rewarded.

“Besides this, we are also commencing a shareholding scheme whereby all employees of the company will be allotted shares in Arravo so they can also benefit and see themselves as stakeholders in the success of the company,” Adegboye explains.

Technological solutions are not the only means through which Arravo actively engage with the community, as the same democratic, altruistic

CAREER OVERVIEW: Ayo Adegboye, Group CEO, Arravo Global Services A recent analysis of Nigeria’s IT and software industry ranked Ayo Adegboye amongst the top one percent of Nigerian executives. His technological interest was originally piqued as an entrepreneurial youth in search of a side hustle.

“My interest in ICT started way back in almost thirty years ago during university when I would sell chips, bytes and floppy diskettes, computer peripherals, laptops etc to make some extra money.”

After obtaining a Global Executive MBA from the Manchester Business School and a secondary MBA in Telecommunications, Adegboye was catapulted into the technological sector after joining one of West Africa’s foremost ICT companies.

What follows is a timeline of success leading to his present status as Group CEO: • Former Vice President ITB at Schneider Electric West and East Africa and Director at SAMSUNG Electronic West Africa.

• Appointed Managing Director of BCX Nigeria (now Arravo) in August 2016. Subsequently recorded landmark achievement of over 250 percent YoY growth within the first 18 months.

• He has won several international accolades and awards for global best practices and notable achievements which include the successful launch of first APC By Schneider Electric Experience centre in the Middle East and Africa. He also conceptualised and implemented Bank of the Future for Union Bank on behalf of Samsung Electronics.

Hewlett Packard Enterprise operated by Selectium Accelerating Edge-to-Cloud: The Next Wave of Digital Transformation is Here We are now in the next wave of digital transformation, fuelled by apps and data everywhere, where everything edge-to-cloud is connected, where enterprises unlock value everywhere, revealing new opportunities, new experiences, efficiencies, services and more - The future of the enterprise is edge-centric, cloud-enabled and data-driven.

Thanks to data explosion at the edge, we have shifted from centralized and closed approaches in large datacentres to many small centres of data everywhere, ensuring our clients are not restricted to public cloud.

At Hewlett Packard Enterprise operated by Selectium we help design and migrate client edge-to-cloud digital foundation, resulting in: • Redefined experiences and operations at the intelligent edge: Connecting our customers to new data sources and types, with the capability to act locally and with a zero trust security approach.

• On-the-go cloud experience and operating model of Customer Business applications and data: comprising cloud’s self-serve, pay-per-use, scale up and down and as-a-service management of the masses of apps and data still in co-locations, datacentres and edges. Simplicity, speed and elastic at scale; Without the cost, risk and time to move data applications.

• Unlocking full potential of all business apps and data - legacy applications become a source of innovation, enabling enterprises transform apps, data for insights and transform service delivery – creating new experiences, efficiencies and innovation in the next wave of digital transformation.

Ernest Sales C.E.O Hewlett Packard Enterprise operated by Selectium

www.hpe.ng

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ARRAVO GLOBAL SERVICES

AT A GLANCE: KEY PROJECTS A selection of Arravo’s key projects and clients across financial services institutions, oil and gas, telcos and the public sector.

• Installation and configuration of artificial intelligence enabled Omnichannel Contact Centre Solution for 3,000 agents using Vocalcom Contact Centre Solution • Installation, configuration and support of Cisco IP Telephony System for an oil and gas company in Bonny, Port Harcourt, London, Lagos and Abuja Offices • Installation and configuration of network infrastructure for a financial institution’s Abuja Head Office • Network and security upgrade for a government parastatal in Abuja • Design and installation of Intelligent Infrastructure Management Solution for one of the largest telco’s four switch sites, contact centres

vision that fuels their technological innovations is also mirrored by the corporate responsibility practices they undertake.

In recent years, this has included the donation of educational materials to students from four primary schools spread across Lagos and the donation of essential consumables and clothes to a children’s hospice in Surulere.

Most recently, the company allocated funds to the ‘Famacare charity’ – an organisation that seeks to establish an integrated chain of clinics across the country, providing primary healthcare services to residents of densely populated areas.

DISRUPT As perpetual innovators, a degree of disruption is naturally incorporated into Arravo’s operations. Indeed, it is their altruistic, people-centric ethos that best embodies the differences that Arravo are imprinting on Nigeria’s technological landscape.

As Adegboye observes, an industry-wide focus has historically been centred on business customers.

“At Arravo, we want to disrupt this.

For us, the question is how we touch the lives of the average individual and improve their quality of life and daily

• Design and installation of the biggest campus wide Wi-Fi solution for University of Nigeria Nsukka • Design and Implementation of private cloud for a government agency • SalesForce Cloud based customer experience platform for a telco company • AI-enabled omni channel contact centre in a financial institution • SalesForce sales and services for a regional bank

86 | Africa Outlook issue 90

Ayo Adegboye, CEO, during the launch of APC by Schneider Electric Wall Mount Micro Data Centre in collaboration with Arravo in Lagos

activities through technology,” he explains.

“This is not to say that we are moving away from enterprise business, but in addition we will also give major attention to the informal sector. As a matter of fact, we recently helped a financial institution to achieve a robotics process automation, making their operations more agile and efficient.”

Returning to the importance of staff, Adegboye is cognisant of the general trend in Nigeria’s talent pool to migrate to other flourishing economies.

“Nigeria is blessed with incredible talent as evidenced by the fact that Nigerians can be found at the top of their various fields globally although I am aware there has been an exodus of bright, young minds to North America and Europe in recent times.”

This is something that Arravo also seek to change, by implementing in-country training to promote the retention of Nigeria’s native talent, gathering some of the finest ICT minds in West Africa.

“At Arravo, we have a strong human resources strategy and policies that help us attract and retain some of the best talents in the industry.

TECHNOLOGY

“We have recently launched our Arravo Academy, a training programme that helps us give back to the community by training and developing young IT graduates, offering internships, and of course hiring the best minds.”

On a wider level, feeding into the development of the sector, Adegboye recognises that change on a governmental level is instrumental. It is with this in mind that he reflects on the country wide changes necessary to drive real change.

“I would like to encourage our government to focus on a knowledgebased economy.

“Our government is talking about digital transformation but currently at least 70 percent of the technology that we consume in our neck of the woods is imported from other parts of the world. There is a need for policies that will encourage home grown technology and reduce our forex exposure to foster the growth of our technology sector.”

DELIVER With a loyal client base spanning both the public and private sectors, Nigeria’s vibrant economy provides ample opportunities for Arravo to deliver their world class Information and Communication Technology solutions.

This spans multiple verticals, from financial institutions to the hospitality

industry with projects including Cloud Solutions, Intelligent Infrastructure Management, and IT Managed Services amidst a whole gamut of elegant technological solutions to deliver to their esteemed clients.

At the heart of Arravo’s operations is their goal; to become Africa’s leading IOT enabler for human-tohuman interaction by 2025, delivering to both the business community and the wide population.

“The future lies in IOT and this will be powered by LTE (long-term evolution),” states Adegboye.

Turning to how Arravo intend to deliver this vision, Adegboye briefly outlines the strategy to drive this ambitious achievement.

“We will leverage on Cloud and devise economies of scale whilst innovating simple solutions that will enhance day to day lives and activities,” he surmises.

With the backing of a stable network of partners and with a strict ‘Centre of Excellence’ in place, under Adegboye’s helm, the infrastructure is in place to ensure that Arravo can deliver.

“Internally, we strive to maintain a robust customer support system managed by our Centre of Excellence team who ensure a seamless supply chain with the result of consistently delighting our customers, as this is key to our operations.

“Externally, we partner with

best-in-class OEMs such as HP, Dell, Cisco, Oracle, Checkpoint, and Vocalcom just to mention a few, to deliver solutions to our customers. We strive to maintain the highest level of partnerships with these OEMs which means continuous training and improvement as well as keeping our certifications up to date,” he explains.

Enabling the continual delivery of their projects and visions is Arravo’s commitment to a sustainable model of business that benefits both communities and stakeholders. This centres on a multi-disciplinary approach, strong corporate governance, sound risk and stakeholder management, combined with corporate social investment.

A BRIGHT FUTURE Poised for an exciting year, Arravo are currently working on plans to get listed on the Nigerian NASD, so that their shares can be made available to the public.

Adegboye’s closing sentiment is one of sheer optimism, as he forecasts what is to come in the aftermath of significant challenges.

“We will witness businesses migrating into the cloud leveraging on IOT for a responsive and agile organisation like ours, we are well positioned to take full advantage of these opportunities.

“The terrain is harsh at the moment as the world struggles to overcome the negative effects the pandemic had on the economy, but we foresee that in a couple of years, this space would be a gold mine.”

ARRAVO GLOBAL SERVICES Tel: +234 803 227 9851 spoc.nigeria@arravo.co www.arravo.co

Africa Outlook issue 90 | 87

TREVALI

Base-metal Mining Christo Horn, Vice President of Operations at Trevali, discusses the global organisation’s latest projects and future plans within a promising mining sector Writer: Marcus Kääpä | Project Manager: Joshua Mann

Trevali is the future of mining.”

The words of Christo Horn, Vice President of Operations at Trevali, sums up the progressive, innovative and expansionist nature of the global base-metals mining company.

Horn’s own journey began at age 19 when he was employed as a general worker in the sphere, learning all he could about the mining industry, and working to a supervisory level within underground production. Horn was privileged with the opportunity to 88 | Africa Outlook issue 90

further his studies between the ages of 26 and 30 and graduated as a mining engineer from Wits University in Johannesburg.

A third-generation miner, it was Horn’s family roots, and consequently personal interest, that fuelled his movement into the mining space.

“Most of my career was spent in operations (production) with roughly a four-year period in corporate office as the Group Principal Mining Engineer responsible for strategic long term and short term mine planning,” he tells us.

MINING

Africa Outlook issue 90 | 89

TREVALI “My passion however remains to be on a mine site in remote areas. I love the people side of mining and working with great teams.”

AN INTERNATIONAL BRAND Trevali is a global base-metals mining company, headquartered in Vancouver, Canada. The bulk of Trevali’s revenue is generated from base-metals mining at its four operational assets: the 90 percentowned Perkoa Mine in Burkina Faso,

TREVALI GLOBAL OPERATIONS: CANADA In New Brunswick, Canada, the Company opened its Caribou mine in the Bathurst Mining Camp. In March 2020, the operation had the temporary suspension of activities in zinc and lead-silver concentrates, restarting operations in February 2021. Trevali also controls all the other major base metal projects and deposits in the Camp, specifically Halfmile, Stratmat, Restigouche and Heath Steele.

LOCATION: - New Brunswick, Canada OWNERSHIP: - 100 percent MINE TYPE: - Underground Mine RESOURCE: - Zinc-Lead-Silver OPERATIONS: • 3,000-tonne-per-day processing mill

“WE HAVE FOUR KEY VALUES THAT WE LIVE BY: TEAMWORK, RESPECT, PERFORMANCE AND CARE” – CHRISTO HORN, VICE PRESIDENT OF OPERATIONS, TREVALI

The company’s wholly owned zinc-copper-lead-silver-gold Caribou Mine is located 50 kilometres west of Bathurst, New Brunswick, Canada. In March 2020, the operation activities were temporarily suspended, being restarted in February 2021.

The operations consist of an underground mine with significant underground development, a fully permitted 3,000 tonne per day mill, a sulphide flotation recovery plant, metallurgical and geochemical laboratories, a tailings management facility, and other associated infrastructure.

The Bathurst Mining Camp occupies a roughly circular area of approximately 70 kilometres diameter in the Miramichi Highlands of northern New Brunswick. The area boasts some 46 mineral deposits with defined tonnage and another hundred mineral occurrences, all hosted

by Cambro-Ordovician rocks that were deposited in an ensialic backarc basin.

Access World Access World Logistics Namibia has been providing port terminal and vessel loading services to Rosh Pinah Zinc Corporation (RPZC) since 2013 in respect of their bulk Zinc and Lead concentrate export requirements.

RPZC had initiated a project to explore the feasibility of utilising the smaller and closer Port of Luderitz, as an alternative to Walvis Bay Port.

This was seen as a more cost effective, however, challenging export solution.

The Port of Luderitz accommodates a large fishing industry and experiences frequent high winds.

An effective and approved Environmental Management Programme would be required to minimise the potential impacts of storing and loading bulk Zinc and Lead concentrates, on other Port users and the environment.

Access World designed a bulk ship loading system for RPZC which would ensure minimal dust generation whilst meeting required ship loading productivity targets.

The proposed solution was favourably considered by RPZC and a contract was awarded to Access World to operate and manage the RPZC port storage facility in Luderitz and to load their bulk export vessels.

Access World is proud to have been able to provide an effective service for RPZC, having successfully loaded in excess of 800 000 tons of concentrates at Luderitz. This has resulted in job creation and investment in the region and Access World wishes RPZC every success with their forthcoming RP2.0 expansion project, which will result in significant growth of their export business.

• Flotation recovery plant • Metallurgical and geochemical laboratories • Tailings treatment facility www.accessworld.com

90 | Africa Outlook issue 90

TREVALI

AECI Mining Explosives Delivering smart systems and solutions for the underground mining industry is part of AECI Mining’s integrated offering. Inherently engineered into its delivery systems is state-of-the-art technology that enables miners to be more efficient.

Capability The emulsion product range is developed with unique technology that enables cap sensitivity in the standard range and for it to stick in large diameter up-holes with the S-range. The ability to vary density and energy during operations is another addition in the endeavour to support efficient mining. In conjunction with AECI Mining Explosives’ bulk, hybrid and bagged delivery systems, the holistic UBS offering can be deployed onto any main driver.

Safety

the 90 percent-owned Rosh Pinah Mine in Namibia, and the wholly owned Santander Mine in Peru and Caribou mine in New Brunswick Canada. In addition, Trevali owns the Halfmile and Stratmat Properties and the Restigouche Deposit in New Brunswick, Canada, and the past producing Ruttan Mine in northern Manitoba, Canada.

Trevali owns an effective 44 percent interest in the Gergarub Project in Namibia, as well as an option to acquire a 100 percent interest in the Heath Steele deposit located in New Brunswick, Canada.

“We are a global base-metals mining company focused on delivering sustainable shareholder value through technology transformation,” Horn elaborates.

“Our purpose is to be the world’s best sustainable mining company, and we live this purpose by empowering our people and leveraging technology.”

92 | Africa Outlook issue 90

Trevali is listed on the Toronto Stock Exchange (TSX) and has around 350-650 employees (in-house and contracted) across each of the four operations.

CONTINENTAL INDUSTRY While being based in Canada, Trevali’s presence spans the globe. Within Africa, Namibia stands as one of Trevali’s hubs of operation, as Horn comments.

“As Trevali, we enjoy operating in Namibia,” he elaborates. “It is a safe country with great infrastructure and a stable political environment that really helps push forward our projects.

“Like most developing economies, Namibia has challenges attracting investors. The Chamber of Mines of Namibia, where we are represented as a Council Member, plays a very active role partnering with government and communities to unlock the resource wealth in the country.”

AECI Mining Explosives employs a range of delivery systems in both narrow reef and trackless mining operations to afford users a flexible logistical solution for their explosives requirements. This is supported by the company’s ability to drop its emulsions 1000m deep through the vertical drop system to ease the mine’s transportation logistics. All systems are developed taking into consideration the requirements of a highly regulated mining industry and with safety as its key priority. Emulsion-based products are not classified as an explosive until sensitised and pumped into the blast-hole.

Benefit Full coupling and water resistant properties of the UBS system in conjunction with energetic formulations delivers superior blast outcomes. These improved blast outcomes inevitably enhance overall mining efficiency, leading to reduced operational cost. AECI Mining Explosives’ commitment to customer operations is reflected in the global deployment of its dedicated team of experts who provide support anywhere, anytime.

www.aeciworld.com

aeciworld.com

INTEGRATED INTELLIGENCE UNDERGROUND

Delivering smart systems and solutions for the underground mining industry is part of AECI Mining Explosives’ integrated offering.

Inherently engineered into its delivery systems is state-of-the-art technology that enables mining efficiency.

TREVALI It is this representation that has allowed Trevali to organise and establish collaborative projects and operations that span the nation and beyond. And striving to be implemented across each of its projects are the key values that the organisation holds to its core.

AGILITY AND COLLABORATION “Our value-driven decision making and agility are both constant, and are elements of our business that place us

TREVALI GLOBAL OPERATIONS: PERU In Peru, the company operates its Santander mine that produces zinc and lead-silver concentrates. The 2,000-tonne-per-day underground mine and concentrator commenced production in 2013 and the deposits remain open for expansion.

LOCATION: - Peru (approx. 215 kilometres northeast of Lima) MINE TYPE: - Underground Mine - Modified Avoca (cut-and-fill) RESOURCE: - Zinc-Lead-Silver OPERATIONS: • 2,000 tonne-per-day mine and mill complex • 44 kilometre-squared land packages with significant additional exploration potential • Currently mining Magistral North, Magistral Central and Magistral South deposits

94 | Africa Outlook issue 90

above the industry competition,” Horn informs us.

“In my view, it is rare to frequently experience how the Group Leadership Team live our values of teamwork, respect, performance and care; something I have seen this first-hand and in action many times.”

Trevali’s business structure is flat and allows the organisation to swiftly respond to changing market conditions and opportunities in the mining space, such as those in the

Santander is located within the Miocene metallogenic belt of central and northern Peru.

It extends for at least 900 kilometres along the Western Cordillera and adjacent Altiplano and is characterised by several hydrothermal mineral deposits of different types that formed between about six million and 20 million years ago. The belt is centred east of the Mesozoic and early Palaeocene Coastal batholiths and lies on mature continental crust that has undergone multiple episodes of compressive deformation from at least middle Palaeozoic to latest Neogene time.

Mineralisation is interpreted to have occurred pre–lower Miocene Quechua I compressive event and spanned later Quechua II tectonism.

Mineral deposits are predominantly hosted by shelf carbonates and other sedimentary rocks of Late Triassic, Jurassic, and Cretaceous age and by volcanic and intrusive rocks mainly of Neogene age.

Base metal and precious metal mineralisation were intimately associated in time and space with the eruption of calc-alkali volcanic rocks of intermediate composition and the emplacement of mineralogically and geochemically similar dykes and stocks.

DRA Global DRA paves the way for cutting-edge processing operations at Rosh Pinah DRA Global is the trusted long-term partner of Trevali Mining Rosh Pinah at the Rosh Pinah zinc-lead mine in southern Nambia. The Group is undertaking the “Rosh Pinah 2.0 feasibility study” on the significant upgrade of the mine’s process plant to increase its throughput from 2 000 tonnes to 3 600 tonnes per day.

The feasibility study will lead the mine to optimise the process plant through the implementation of DRA’s advanced process control technology.

“The process control technology will feed into a central data centre at the mine and will help to maintain consistent throughput and make the plant operation more efficient,” says DRA Senior Vice President of Projects JC Heslinga.

DRA Global has laid the foundation for the “Rosh Pinah 2.0 feasibility study” on the upgrade of the mine’s flotation plant by undertaking the conceptual study for the plant in 2018 and completing the pre-feasibility study for the project in 2020.

DRA has built a collaborative business relationship with Trevali Mining Rosh Pinah over the past six years, starting with a study of the plant’s communition circuit in 2015, and progressing to the addition of regrind mills to two concentrate streams and replacement of the tailings pumping system. In 2019, DRA Global added a new zinc concentrate filter circuit to the plant which increased its capacity and improved the moisture levels of the final product.

“DRA is working as an integrated team with Trevali at the Rosh Pinah mine,” says Heslinga. “The ‘Rosh Pinah 2.0 feasibility study’ will be instrumental in transforming the process plant into a cutting-edge operation when it is delivered in 2021.”

www.draglobal.com

DRA Global is one of the largest resource focused, independent specialists in minerals and metals processing and engineering across the globe with experience in all commodities.

3

OVER

20

OFFICES AROUND THE GLOBE

DECADES OF EXPERIENCE

11500

PROJECTS & STUDIES GLOBALLY

// draglobal.com

TREVALI

Inertial Sensing Inertial Sensing is a manufacturer of advanced borehole survey instrumentation.

The company supplies a wide variety of survey systems but is focused on high accuracy, low power, slimline gyro survey tools. Among its unique products are the world’s slimmest gyro and the only dual-gyro system.

Operating in areas from very deep oil & gas boreholes, to short production underground blastholes, to major civil engineering projects around the world the company has an unrivaled reputation for delivering high accuracy results in all conditions and applications. A global distribution network provides fast, knowledgeable, local sales and support.

area of technology. On top of this, Trevali makes sure to enable each and every employee or associated individual to maximise their potential alongside the company.

THE PEOPLE OF TREVALI “I know it sounds like a cliché, but we cannot operate without people, and that is universally true for any business in any field,” Horn says. “We have our four key values that we aim to live by: teamwork, respect, performance and care.

“It is a day-to-day effort and continuous process to keep improving, acknowledging the areas of improvement and carrying this out,” This realistic and dutiful approach to the company’s core values is reflected in its ability to ensure inclusion within the workplace. At Rosh Pinah, and Trevali on the whole, the company is working hard to create 96 | Africa Outlook issue 90

a culture where employees feel like they are a part of the business, as well as a voice behind the overall direction it is taking and the decision-making process.

“I honestly believe that we are making progress, and we continuously strive to improve,” Horn affirms.

“We have a business improvement recognition programme to acknowledge and celebrate employees who share ideas to improve safety, productivity or cost improvement of the business.

We celebrate these employees at quarterly digital townhall sessions where our CEO Ricus Grimbeek updates all employees on how the global business is doing every quarter.”

Trevali’s Yammer app is another platform created to recognise and collaborate more closely with employees, and on top of this, the company emphasises communal

The Trevali Rosh Pinah mine is a user of the BlastGyro production hole survey system. This is the original blasthole gyro survey package.

It makes surveying production blastholes fast, safe, and easy. With results superior to existing survey methods and other gyro packages, the system provides significant reduction in ore dilution and large savings in operation time. Since its launch, the BlastGyro has made its way into many mines, both large and small, around the world.

Trevali Rosh Pinah mine was among the first African mine customers for the BlastGyro system and the expertise and experience of the mine staff allowed the installation to be tailored specifically to their needs.

www.inertialsensing.com

World leaders in innovative slimline gyro survey technology. Minimize drilling down time, maximize accuracy and productivity.

• RC DRILLING • MINING • OIL & GAS • BLASTING • PRODUCTION DRILLING • CORING / DIAMOND DRILLING • CIVIL ENGINEERING World leading unique gyro systems: - BlastGyro, the original blasthole gyro.

- SlimTwin, ultra-slim 25mm two-gyros-in-one.

Contact details T +46 708 980 459 E info@inertialsensing.com www.inertialsensing.com

TREVALI

Robit Plc WE ARE HERE TO SERVE YOU! Robit provides the widest offering in top quality drilling consumables.

Robit Plc is a strongly internationalized growth company servicing global customers and selling drilling consumables for applications in underground and surface mining, construction, geotechnical and well drilling.

The company’s offering is divided into three product and application groups: Top Hammer, Down the Hole and Geotechnical.

Robit has own sales and service points in 9 countries as well as an active sales network in over 100 countries. Robit’s manufacturing units are located in Finland, South Korea, Australia and the UK. Robit’s shares are listed on Nasdaq Helsinki Ltd. We are focusing on drilling consumables only (OPEX) in global market.

backing through practices such as helping support employees (and their family members) that wish to undergo further study by providing interestfree loans.

“Trevali recently adopted the Nine Box talent model approach to identify and develop employees skills,” Horn explains. “Various informal mentorship programmes are running to support developing employees.

Every expatriate employee at Rosh Pinah has a Namibian understudy to allow the transfer of skills in a structured approach.”

SUCCESS IN COLLABORATION As a base-metals mining company, and especially as an organisation that operates globally, the reliability of the supply chain is a paramount element to its continued fluid operation and consequential success.

“These supply chain partnerships are very important being a remote site,” Horn elaborates.

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“We run a world class supply chain operation at Rosh Pinah, where similar to our other digital initiatives, we have successfully transformed this part of the business. Being a remote site, we are privileged in Namibia with great road infrastructure and ports that allow us very little business interruption as a result of stock outs or supply issues. The mine has been in operation for 51 years, so many of our suppliers and partners have been in the Namibian mining space for a long time. And in the digital sphere, we have recently implemented the Microsoft Dynamics 365 ERP platform which will further improve our supply chain and supplier relationship business.”

It is the lengthy and reliable nature of these business relationships that maintain Trevali’s professional and high-quality pan-continental operations. Within its history of operations Trevali boasts a wide-ranging, complex and successful project portfolio.

We have references from mining & quarrying side e.g. in Rosh Pinah / Namibia – Super Pit / Kalgoorlie, Australia – South Deep / Johannesburg, South Africa – Ras Al Khaimah / UAE – Agnico Eagle Finland (Kittilä mine) / Finland and Codelco (3 largest mines) / Chile.

Robit Strengths & Competitiveness are based on • Widest offering in top quality drilling consumables • Customisation based on customer needs • Competitive pricing • Global coverage and distribution network Further information is available at: www.robitgroup.com.

www.robitgroup.com

TREVALI RP2.0 EXPANSION PROJECT One such project that exemplifies the forefront of Trevali’s high level of operation is the company’s RP2.0 Expansion Project at Rosh Pinah This project includes a new single stage SAG mill crushing and ore blending system with a nominal throughput increase from 0.7 to 1.3 million tonnes per annum, on top of multiple additional aspects, as Horn comments.

“The RP2.0 Expansion Project also includes a new paste fill plant and

TREVALI GLOBAL OPERATIONS: BURKINA FASO In Burkina Faso, the company operates its 90 percent owned Perkoa mine that produces zinc concentrates. The 2,000-tonneper-day underground mine and concentrator commenced production in 2013 and the deposit remains open for expansion.

Additionally, the large surrounding land package hosts many targets that are currently being tested by Trevali.

LOCATION: - Burkina Faso OWNERSHIP: - 90 percent MINE TYPE: - Underground Mine RESOURCE: - Zinc OPERATIONS: • 2,000-tonne-per-day processing mill • Flotation recovery plant • Metallurgical and geochemical laboratories • Tailings treatment facility

100 | Africa Outlook issue 90

reticulation system that will reduce surface tailings and mining dilution while increasing ore recovery,” he informs us, and continues. “A new dedicated portal and decline with associated infrastructure for the Western Orefield Three (WF3) deposit, and underground mobile equipment for the WF3 moving from 30 tonne to 60 tonne haul trucks.

“The capital cost totals approximately $93 million as per the Pre-Feasibility Study published in August 2020, and construction is

The Perkoa Mine and the 2,000 tonne per day milling operation is located in the Sanguie Province, approximately 120 kilometres west of the capital city of Ouagadougou, Burkina Faso. The Perkoa Mine has been in commercial operation since 2013 and currently produces a zinc concentrate.

The Perkoa deposit lies in a felsic to intermediary series of volcanic and volcanoclastic rocks, within the Paleoproterozoic Birimian Supergroup of West Africa. The prospective Birimian-aged rocks in Burkina Faso are the same sequences that host major gold deposits in Burkina Faso and in the neighbouring countries of Ghana and Mali.

The Birimian Supergroup of West Africa is renowned for their gold mineralisation; however, known occurrences of base metals are scarce. The Perkoa deposit represents the only significant zinc-silver massive sulphide mineralisation discovered in the Birimian to date and it is also the first zinc-silver massive sulphide mineralisation discovered in this region.

AMC Consultants AMC helps Trevali optimize the strategy at Rosh Pinah Over the past three years, AMC has worked with Trevali’s Rosh Pinah operation to help set the right strategic direction for the mine. The scope of work included performance diagnostics and benchmarking, AMC Hill-of-ValueTM strategy optimization, pre-feasibility study assessment, NI43-101 Technical Report preparation, and Qualified Person sign-off.

The key outcomes delivered by AMC include an optimized mining strategy incorporating enhancements to the mining method and sequence, enriched cut-off value policy, increased ore recovery and reduced waste dilution, improved materials handling efficiency, and increased ore production. In particular, the selected strategy de-risks the project by providing higher cash flows and minimized exposure to downside over the life of the project.

assumed to commence in the first quarter of 2022 with commercial production to be achieved by start of the first quarter of 2023. The project will increase throughput by approximately 86 percent, and it is anticipated that the mine will be yielding for up to 12 years.”

TECHNOLOGICAL TRANSFORMATION The Rosh Pinah branch operation is the flagship of Trevali’s digital transformation strategies. A percentage of the organisation’s key strategic developments include the digitisation of assets and automation of physical processes, data-driven planning control, decision making and finally functional platforms with automated support processes.

“To this end nine key initiatives are being rolled out at Rosh Pinah,” Horn tells us. “These include underground WiFi connectivity (of which phase one is complete and installed),

MINING

“

AMC Consultants helped us de-risk our Rosh Pinah asset and identified a twofold potential increase in NPV. Their expert team helped us to evaluate all the practical opportunities and select our preferred strategic position with confidence. The work completed has confirmed the potential to increase ore production from approximately 0.7 Mt to 1.3 Mt per year — resulting in Rosh Pinah becoming a significantly lower cost zinc producer. We are pleased with the ROI delivered

by AMC, and we have engaged them to complete the mining components of the Rosh Pinah Expansion “RP2.0” Feasibility Study.”

- Christo Horn, Chief Operating Officer, Rosh Pinah Zinc Corporation (Pty) Ltd

amcconsultants.com

OVERVIEW

INDUSTRY FOCUS

Erongo System Solutions Pty (Ltd) is Namibian registered solutions-based company who strives to offer quality solutions by utilizing and offering the services of Specialist Consultants who have been involved with the design, engineering, procurement, construction, commissioning, and management of EPCM projects at several Process Plants around the globe.

Erongo Systems Solutions (Pty) Ltd. focuses on Industrial Solutions, compromising of: • Industrial Instrumentation and Control Systems, • Building and Industrial Site Management Systems, • Integration into Enterprise (ERP) Systems.

• Automated Reporting & Analytical Systems.

Services, as follows:

Industry Focus, as follows:

• Project Management, • Construction and site management, • Consulting Services and outsourcing, • Solution Design and Engineering, • Site Installations, • Commissioning, • Customer suport, • System Audits.

• Metals & Minerals mining, • Food & beverage, • Agricultural & Farming, • Oil & Gas (Petrochemical), • Renewable Energy.

• Water Treatment.

CONTACTS JOHANN PACE Managing Director Email: johann@erongo-ss.com LUCAS MEYER Technical Director Email: lucas@erongo-ss.com Cell: +264 (0)81 707 6224

Africa Outlook issue 90 | 101

TREVALI

G4S Namibia G4S Namibia is proud to be associated with Trevali Rosh Pinah Mine since 2002.

Over the years we grew with the mine, identified various new risks and developed Integrated Secure Solutions to minimise the risk of the mine’s assets.

Social Responsibility - G4S assisted with housing, their shooting range development and contributed to the development of Rosh Pinah town.

We are part of the community.

During the years, risk, security and layout challenges were overcome

by Risk Assessments and Risk Management.

We would like to take this opportunity to thank Trevali Rosh Pinah Mine for their years of support and the good and long-established business relationship.

G4S Namibia is looking forward to growing with the mine in the future and are here to aid Trevali Rosh Pinah Mine in their future ventures and developments.

Christo Horn, Vice President of Operations

autonomous drone surveying, drilling machine telemetry, the data citizen programme, integrated planning, scheduling and execution, short term grade modelling, blending analytics, digital forms, and an ERP system update.”

T90 BUSINESS IMPROVEMENT PROGRAMME This programme is being rolled out across the organisation. The end of 2020 saw $35 million efficiencies delivered during the year in total, as well as a reduced AISC by approximately $0.09 and increased EBITDA by approximately $7 million in the fourth quarter of the same year.

“We currently forecast the delivery of around $51 million of recurring annualised efficiencies, and at a zinc price of $1.25 Trevali will be well positioned to generate strong cashflows that will allow organic growth of the company,” Horn explains.

102 | Africa Outlook issue 90

“WE CURRENTLY FORECAST THE DELIVERY OF AROUND $51 MILLION OF RECURRING ANNUALISED EFFICIENCIES, AND AT A ZINC PRICE OF $1.25 TREVALI WILL BE WELL POSITIONED TO GENERATE STRONG CASHFLOWS THAT WILL ALLOW ORGANIC GROWTH OF THE COMPANY” – CHRISTO HORN, VICE PRESIDENT OF OPERATIONS, TREVALI

Witt Engineering With years of industry experience under its belt, Witt Engineering provides precision engineering services, specialising in the repair of hydraulic cylinders and complex machined parts.

Complying to the highest standards, the firm produces everything from one-off’s, tool and part repairs, to high production runs with thousands of identical pieces, providing both custom-made and programmed new products and replacement parts for the mining, automobile and brewing industries.

All the while, the company’s values remain its performance excellence and commitment to its clients and partners, with people-centric operations sitting at the heart of Witt.

T +264 61 40 10 30 E info@wittengineering.com www.wittengineering.com

MINING

Manned Security • • • • • •

Physical security Security supervision Mobile patrol Event security Integrated Security Solutions ATG Access Control

Secure Solutions • • • •

Proud business partner of Trevali Rosh Pinah G4S Manned Security (Namibia) (Pty) Ltd

Alarms Monitoring and Armed Response CCTV monitoring Electronic Security and Surveillance equipment Installation and Maintenance

MISSION To deliver our valuable customers with reliable, durable and aesthetically designed engineering products with responsive services.

VISION To be a high profile organisation which has world class manufacturing facilities.

VALUES

G4S Secure Solutions (Namibia) (Pty) Ltd Windhoek Head Office +264 61 229828 Rosh Pinah Office +264 63 274888 g4s@na.g4s.com

Our values stand on a foundation of SAFETY and INTEGRITY PEOPLE are the heart of our business CLIENTS are our valued partners

SERVICE OFFERINGS • Hydraulic Cylinder Repair • Honing • Chroming • CNC Turning • CNC Milling • Custom Engineering • Client Support

PERFORMANCE excellence is our commitment

Tel/Fax +264 61 40 10 30 | Cell +264 81 433 1711 | E info@wittengineering.com | W www.wittengineering.com | Find us – 60 Nickel Street, Prosperita, Windhoek Namibia

Africa Outlook issue 90 | 103

TREVALI OPERATING RESPONSIBLY Trevali boasts a unique approach with regards to corporate social responsibility, as Horn elaborates further.

“We don’t want to simply ‘tick the boxes’ as far as CSR or ESG reporting goes,” he assures us. “We want to partner with our communities to improve the areas in which we operate and leave sustainable programmes that add value to the economy well after the mine is closed.

TREVALI GLOBAL OPERATIONS: NAMIBIA In Namibia, the Company operates its 90 percent owned Rosh Pinah mine that produces zinc and lead-silver concentrates. The 2,000-tonne-per-day underground mine and concentrator initially commenced operations in 1969 and the deposit remains open for expansion.

LOCATION: - Namibia OWNERSHIP: - 90 percent MINE TYPE: - Underground Mine RESOURCE: - Zinc-lead-silver OPERATIONS: • 2,000-tonne-per-day processing mill • Flotation recovery plant • Metallurgical and geochemical laboratories • Tailings facility The Rosh Pinah underground zinc-lead mine and 2,000 tonne per day milling operation is located in southwestern Namibia,

104 | Africa Outlook issue 90

“More specifically, at Rosh Pinah we run the local medical facility and town maintenance in partnership with Skorpion Zinc, our neighbouring mine.

We are jointly partnering with local and national government to invest in projects that can create employment other than mining.

“To this extent Trevali has successfully trained up employees to make world class weaved carpets from our karakul sheep. The wool is bought from local farmers and the

approximately 800 kilometre south of Windhoek and 20 kilometre north of the Orange River, at the edge of the Namib Desert. The Rosh Pinah mine has been in continuous operation since 1969 and currently produces zinc and lead sulphide concentrates containing minor amounts of copper, silver, and gold.

The zinc and lead concentrates are transported by road to Luderitz, a port on the Namibian Coast, and then shipped to the international spot markets.

The Rosh Pinah mine is 90 percent owned by Trevali and 10 percent by Namibian BroadBased Empowerment Groupings and an Employee Empowerment Participation Scheme (EEPS).

The Rosh Pinah Mine is hosted by the Rosh Pinah Formation (Hilda Subgroup of the Port Nolloth Group), forming part of the Neoproterozoic Gariep Terrane deposited onto a PalaeoMesoproterozoic basement of granite gneisses and supracrustals.

The base metal sulphides at the Rosh Pinah mine are contained within the approximately 30-metrethick ore equivalent horizon (OEH).

In the Rosh Pinah area, the Rosh Pinah Formation has been shown to be at least 1,250 metres thick.

Namibia Innate Supplies Namibia Innate Supplies established 5 years ago was built on our extensive knowledge and combined 25 years experience in the exploration and drilling industry.

Our understanding of the market as well as the geology in Namibia and neighboring Countries gives us the upper-hand to provide our clients with the correct as well as best possible quality products for Exploration drilling, mining, geological work and safety products.

We aim to grow with Trevali and aspire to go global and reach more of their entities worldwide.

www.innatesupplies.com.na

MINING

NAMIBIA INNATE SUPPLIES

High Quality & Durable Products Mining & Exploration Products - PPE Products - Geological Products +264 81 243 2505

polly@innatesupplies.com.na

www.innatesupplies.com.na

No.14 Barleo Park, Northern industries, Windhoek

Africa Outlook issue 90 | 105

TREVALI

THE FUTURE OF TREVALI As for the years ahead, Trevali’s RP2.0 Expansion Project will remain the company’s largest continuing operation.

Alongside this, Trevali has signed a 15-year power purchase agreement with Emesco; a deal that will supply the company with solar energy and is anticipated to start towards the fourth quarter of 2021 and will significantly reduce our power costs.

“Our digitisation projects continue and there is a whole host of initiatives being rolled out as we speak. It’s a very exciting and busy time for Rosh Pinah!” carpets are hand woven in Rosh Pinah with a lifetime guarantee. We also trained up people to make leather handbags, laptop bags and various genuine leather products that also carry a lifetime warranty. These products are all made locally in Rosh Pinah.”

At present, Trevali are additionally 106 | Africa Outlook issue 90

working with one of the universities for a potential agricultural project.

The company is working alongside the Chamber of Mines of Namibia and other mines in the south of the country to integrate its projects that are aimed to provide critical mass and significance in the country.

TREVALI MINING ROSH PINAH Tel: 778-655-5885 info@trevali.com www.trevali.com

MINING

EBE Maintenance is a recently established Namibian-owned entity, fully compliant with the Namibian Legislation.

Although only established in August 2016, the track record of the owner extends over 13 years. This refers to a range of maintainence services done for Trevali and the Rosh Pinah community as a whole.

The management is conversant with complexities of the Namibian construction and Mining industry.

With a permanent staff of 25 employees and more than 50 seasonal employees, EBE Maintenance Services is able to take on demanding tasks.

It is against this background that EBE Maintenance Services always strives to promote Health and Safety in the workplace and will ensure that it remains a non-negotiable value that management will uphold at all costs.

Plumbing, Electrical, Air Conditioning, Woodwork/Joinery, Tiling, Painting, Building, Fencing, General work Transport

Evert Elsie T 00264 63 274 913 T +264 81 261 0540

Christo Swarts (Namlog Group CEO) +264 (0)81 128 4176 or email at christos@namlog.co.za

DATA, POWER & SAFETY SOLUTIONS FOR THE MINING INDUSTRY

Namlog would like to congratulate Trevali’s Rosh Pinah mining operations on its celebrations of a 52-year history and legacy. We are extremely proud to be associated with Trevali Rosh Pinah through our longstanding partnership providing logistical services to the mine.

Namlog is a specialized logistics service provider to the mining industry throughout the SADC countries and boasts long-term engagements with most major mining companies.

Strategically positioned warehouses and branch network, combined with an extensive fleet ranging from 1-ton LDV’s to 100-ton Abnormal vehicle combinations, enable Namlog to execute focused solutions to complex mining supply chain requirements.

We are excited about the Rosh Pinah mining operations’ planned expansion and look forward to continuing our successful relationship with Trevali.

TRACKING AND TAGGING | PROXIMITY ALERT SYSTEM | LEAKY FEEDER www.pbegrp.com PBE Group | 1 Parry Road | Nuffield | Springs | 1559 | South Africa Office: 012 3799497

Africa Outlook issue 90 | 107

PW MINING

Showing

AFRICA the Way

Ghana is Africa’s largest producer of gold. We speak with Tony O’Neill, General Manager (Contracts) at PW Mining, to discuss the execution of projects for major clients in the gold mining and the oil and gas sector Writer: Sean Galea-Pace | Project Manager: Donovan Smith

M

ining in Africa is big business.

Take Ghana, for example.

The mining sector consists of five percent of the country’s entire GDP, with minerals making up around 37 percent of total exports, while gold contributes over 90 percent of total mineral exports.

Indeed, Ghana is renowned for its gold, while also known for producing 108 | Africa Outlook issue 90

significant amounts of bauxite, manganese and diamonds.

And providing contract mining, civil engineering and building construction services to both private and public sector clients in a range of West African countries, is PW. The company’s mining division has worked for many of the leading firms within the gold mining space. PW Mining employs more than

1,500 staff and operates in Ghana, Sierra Leone, Mali and Burkina Faso. Its projects have often been completed on the traditional ‘employer design’ basis but are increasingly delivering on large scale civil engineering works as a full design and build package.

Tony O’Neill is the General Manager (Contracts) at PW Mining. He has worked for the organisation since 1997

MINING

across roles such as Project Manager and General Manager before stepping into his current position in 2017. Prior to joining PW Mining, O’Neill’s early career consisted of mostly engineering and management positions within the Irish construction sector.

“At that time, I decided to broaden my horizons and gain experience of living and working outside of the UK

and Irish markets,” O’Neill tells us.

“When an opportunity to join PW in Ghana arose, I couldn’t turn it down.

There was an element of luck in that I headed off to Ghana instead of any other location.

“My initial years with PW were all on the construction and civil engineering side of the business working on airports, power and marine projects.

Alongside that, the company was building and growing its mining operations and in due course, my involvement in those projects and this sector of our business grew steadily.

Today, I enjoy the fact that we have involvement as a civil engineering contractor in mine construction projects and also in operational mines providing contract mining services.”

Africa Outlook issue 90 | 109

Le Groupe Historique de la Malienne de l’Automobile

Born to dare

NOUVELLE CITROËN C-ELYSÉE TOUJOURS PLUS DE CONFORT ET D’ÉLÉGANCE

La Malienne de l’Automobile est une société de droit malien qui a été fondée en Novembre 1996.

Elle intervient principalement dans la commercialisation de véhicules neufs.

Les marques qu’elle représente sont : Mercedes-Benz Mitsubishi Citroën KIA FUSO SUZUKI et Piaggio en deux Roues De la première activité de vente de véhicule et de pièces détachées il y a une vingtaine d’années, LAMA (la Malienne de l’Automobile) joue un rôle décisif sur le plan de la concession Automobile au Mali.

Ce leadership repose sur l’ambition et le travail d’une équipe partageant une même volonté de satisfaction de la clientèle.

De 1996 à nos jours, découvez les marques d’exception qui font l’histoire de la malienne

G I E S S T R A T E L A S R E V I N U

Route de Koulikoro BP E3105 Bamako - MALI Tél. : +223 20 24 67 68/ 20 24 28 56 Fax : +223 20 24 12 41 www.malienne-automobile.com

PW MINING SUCCESS AMIDST DISRUPTION Despite causing disruption for many, COVID-19 has acted as a catalyst for a major upturn in gold price, which has subsequently benefited many of PW Mining’s clients within the industry.

“As a result, there is an increased urgency to bring mining projects online, which is showcased from the increased volume of enquiries coming in. Usually, this would be great news.

However, it can’t be ignored that this upswing in gold price sits alongside a health crisis unseen before in the modern era. The impact on Africa has been significant, however, in the advent of this disaster, there were concerns as to just how bad it might get.

“Fortunately, the worst fears didn’t materialise and long may that remain the case. The efforts being made across the public and private sector have been enormous and it was certainly an exciting time (as well as containing a good amount of trepidation) in the early days of COVID-19 as all stakeholders strove to hold operations together with all the concern and disruption that was evolving.”

112 | Africa Outlook issue 90

PW Mining has successfully executed projects for a number of renowned names in African mining.

These include: • Abosso Goldfields (Damang Gold Mine) • Adamus Resources (Nzema Gold Mine) • AngloGold Ashanti (lduapriem Gold Mine) • AngloGold Ashanti (Obuasi Gold Mine) • Asanko Gold Inc. (Obotan Gold Mine) • Ashanti Gold (Bibiani Gold Mine) • Battle Mountain Gold (Ghana) • Bonte Gold (Bonte Gold Mine) • Cluff Mining (Boamahun Gold Mine) • Endeavour Mining (Youga Gold Mine)

• Golden Star Resources (Wexford Gold Mine) • Kinross (Chirano Gold Mine) • Koidu Holdings (Koidu Diamond Mine) • London Mining (Marampa Iron Ore Mine) • Newmont Mining (Akyem Gold Mine) • Perseus Mining (Ayanfuri Gold Mine) • Placer Dome (North Mara Gold Mine) • Red Back Mining (Chirano Gold Mine) • Resolute Amansie (Obotan Gold Mine) • Resolute Sierra Minerals (Gondoma Bauxite Mine) • Semafo (Boungou Gold Mine)

• Glencar Mining (Satellite Gold Mine)

• Sierra Rutile (Lanti Mine)

• Gold Fields Ghana (Tarkwa Gold Mine)

• Teranga Gold Corp. (Wahgnion Gold Mine)

• Somisy (Syama Gold Mine)

What we do

Opening Hours

 For New and Used vehicul Sales La Malienne de l'Automobile distributes seven prestigious brands in order to meet and provide the appropriate solutions to all your expectations.

We offer the following brands: Mercedes-Benz, Mitsubishi, FUSO, KIA, Citroën, SUZUKI, Piaggio on two wheels.  Renting cars We provide our customers with new air-conditioned vehicles under warranty as well as a variety of packages.

La Malienne de l'Automobile has signed a franchise agreement with the world leader in rental HERTZ.  Maintenance, Repair, Spare Parts Eight workshops: CITROËN, MITSUBISHI, MERCEDES, KIA, FUSO, RENAULT, PIAGGIO AND SUZUKI on two wheels, allow you to entrust us safely, all maintenance and repairs of vehicles and two wheels.

We offer maintenance contracts on a determined mileage, which supports overhauls and routine maintenance at a flat rate.

The spare parts department for all the brands represented, offers customers the full range of original parts necessary for the maintenance and repair of their vehicles.  Location and Opening Hours La Malienne de l'Automobile in Bamako is located on the Route de Koulikoro, contiguous to the Shell Station in Commune I of the District of Bamako.

Bko - Mali l +22320246768

l

Monday to Thursday: 8 am-1pm / 2 pm-5pm Friday: 8 am-12.30pm / 2 pm-5pm  Quality Commitment All La Malienne de l'Automobile employees are committee to providing quality services.

This commitment is monitored by the quality department, which coordinates all actions to improve internal processes with a view to the total satisfaction of our customers.  Social and Environmental Responsability La Malienne de l'Automobile is a company that cares about it’s social and environmental responsibility.

On the social side several actions aimed at employees are carried out through an ambitious human resources management policy. In addition throughout the year, the Malienne de l'Automobile responds positively to many requests in the field of education and health in particular.

On the environmental side, the Direction de la Malienne de l'Automobile has identified the management of liquid and solid waste as a priority.

A partnership has already been established with a company specializing in the recovery of certain products and materials. Studies are also underway to define the most appropriate solutions.

LAMA is also committed to the implementation of a quality management system, according to ISO 9001: 2015 standards.

dir.comm@maliauto.net

l

www.malienne-automobile.com

PW MINING

“WHEN AN OPPORTUNITY TO JOIN PW IN GHANA AROSE, I COULDN’T TURN IT DOWN” – TONY O’NEILL, GENERAL MANAGER OF CONTRACTS, PW MINING As a surface mining construction, both starter and DID YOU KNOW? and civil engineering raise projects, plus mine site contractor, PW Mining has The mining sector development works, such as the capability to deliver on consists of five percent access roads, mine site roads any scale of above ground of Ghana’s entire GDP and infrastructure, and bulk mining projects. earthworks for process plant “Our capability covers all contract sites.” mining services, civil engineering O’Neill has worked on a number of earthworks, and related infrastructure key projects during his time at PW on greenfield mine sites, mine Mining. He points to the construction expansions or developments,” of Cell Two of the Akyem Gold Mine explains O’Neill. tailings storage facility as being “The mining services provided particularly influential. include site clearance, topsoil “It had become time critical due to stripping, overburden removal, blast delays in implementation,” he explains. hole drilling, blasting operations, load “A sustained effort by all parties and and haul, dewatering, ore-rehandling, close collaboration between our civils crusher feed and ancillary works. team and the clients mining team These services are provided in new ensured successful delivery avoiding pits as well as cutbacks in existing serious tailings management issues for pits. The civil engineering division are the client affecting mine operation.” specialists in tailings storage facility 114 | Africa Outlook issue 90

Security Security Security High priority for Total. For example, we apply the highest standards in our transport High priority for Total. For example, we apply the highest standards in our transport activities.

High priority for Total. For example, we apply the highest standards in our transport activities. activities.

Innovation Innovation Innovation Total Totalinvests investsininresearch researchand anddevelopment developmentto todevelop developnew newproducts productsthat thatimprove improvethe the

performance and life of Total to supply supply its fuels and Total invests in research and development to develop new products that improve the performance and lifeexpectancy expectancy of equipment. equipment.

Total undertakes undertakes to its fuels and lubricants in compliance with the quality standards required by the manufacturers of performance and life expectancy of equipment.

Total undertakes to supply its fuels and lubricants in compliance with the quality standards required by the manufacturers ofsaid equipment cleanliness control,standards etc.). lubricants in(additives, compliance with the quality said equipment (additives, cleanliness control, etc.).required by the manufacturers of said equipment (additives, cleanliness control, etc.).

Logistics Logistics Logistics Totalcan canprovide provideyou youwith withexpert expertand andpersonalized personalizedadvice adviceto tooptimize optimizethe thesupply supplyand and Total

distributionprocesses, processes,to to andwithin within yoursite. site.Our Ourexperience experienceand andexpertise expertisemake makeus usan distribution Total can provide you withand expert andyour personalized advice to optimize the supply and an ideal partner for managing the storage and distribution of products on site. ideal partner for managing thewithin storage and distribution of products on site. distribution processes, to and your site.

Our experience and expertise make us an

ideal partner for managing the storage and distribution of products on site.

Services

Service Thanks to its teams of local and regional experts, Total offers a wide range of services: Service audits, to training, analyzes, preventive maintenance, etc.ofUse it to Thanks its teams of localconsumption and regionalchecks, experts, Total offers a wide range services: reduce your costs and improve your performance. audits, . training, analyzes, preventive maintenance, etc. it to Thanks to its teams of localconsumption and regionalchecks, experts, Total offers a wide range ofUse services: reduce your costsanalyzes, and improve your performance. audits, . training, consumption checks, preventive maintenance, etc. Use it to

Environment

reduce your costs and improve your performance.

Total is committed to reducing its ecological impact through pollution prevention and waste management. The Group also participates in health and educational programs for sustainable development.

Total is committed to reducing its ecological impact through pollution prevention and waste management.

The Group also participates in impact health and educational programsand for waste Total is committed to reducing its ecological through pollution prevention Expertise sustainable development. management. The Group also participates in health and educational programs for

Environment Environment

sustainable We want to development. create a real partnership with our customers, through tailor-made products and services that allow them to devote themselves entirely to aspects specific to the mining activity.

We want to create a true partnership with our customers, through tailor-made products and services that allow them to devotewith themselves entirelythrough to aspects specific toproducts the mining We want to create a true partnership our customers, tailor-made activity. and services that allow them to devote themselves entirely to aspects specific to the mining

Expertise Expertise

PW MINING

Macsteel Ghana Macsteel Ghana ltd was incorporated in 2013 to service the steel consumption industries in Ghana and West Africa.

Having partnered PW Mining in the servicing of their trucks’ buckets since 2016, we are proud to say that when you think truck bucket liners, think Macsteel’s VRN 400 and 500 Hard plates. We also have the facility to cut to your specification.

Macsteel Ghana is the only stockiest of 350 WA plates and structural steels with 355mpa. Let us be your choice in your maintenance works and new structural projects.

“WE CONSIDER EFFECTIVE PROCUREMENT MANAGEMENT A PRIORITY” – TONY O’NEILL, GENERAL MANAGER OF CONTRACTS, PW MINING A PROACTIVE APPROACH

keen to leverage our relationship and And PW Mining is keen to avoid presence on site to develop continuity resting on its laurels. The firm of our operations. understands the importance of “Additionally, having recommenced pivoting and is now in the start-up operations in southern Mali, we are phase of a major new contract mining aware of some attractive opportunities services project for Allied Gold that should arise in that locality or in Corporation at the Sadiola Gold Mine neighbouring Cote d’Ivoire. Looking in the Republic of Mali. at the Ghana market, the Ahafo North “It is always exciting when Project is finally coming alive for bringing a major new project Newmont and we are very optimistic from contract award up to its about securing work for the civil engisteady state production, and neering side of the business on that this one is no different,” explains new greenfield mine.”

O’Neill. “Elsewhere, we are keen to PW Mining considers its partners understand how the Obotan Gold a priority. The firm has established Mine is going to pan out long-term collaborations for 2022 and beyond. with a number of companies DID YOU KNOW? This mine has been an that support PW’s projects. important element of Minerals make up For O’Neill, he affirms that our business since 2016 around 37 percent of his organisation doesn’t and we are obviously total exports compromise when it comes 116 | Africa Outlook issue 90

www.macsteel.co.za

Ardent Fire Ardent Ghana partnered with Ardent UK represents Ansul A-101 PreEngineered Vehicle Fire Protection Systems in Ghana and beyond.

We have the most trusted brands in the Fire industry. We have technicians trained and certified by the manufacturer who possess years of on the job experience thus assures proficiency at hazard analysis, design, installation/commissioning and maintenance.

We have strong customer care practices and offer 24/7 emergency call out services for all our clients.

With ardent, all your fire safety solutions is assured!

T +233 (0) 307002401 E info@ardentghana.com www.ardentghana.com

MINING

Macsteel Stocks a wide range of VRN Hard 400 and 500 plate, S355 Structural steels, S680QL, Chromium Carbide Overlay, Fiber Gratings, Mentis Galv. Gratings and Stanchions for Walkway platform and lifting accessories.

Authorised distributors of:

Contact us: Email: sales@macsteelghanaltd.com | paul.darkwah@macsteelghanaltd.com Phone: +233302979291/2 | +233540120998 | +233247002145 www.macsteel.co.za

Africa Outlook issue 90 | 117

PW MINING

Wahgnion Gold Mine, Burkina Faso – Tailings Storage Facility

PW Mining – Load and Haul Operation

118 | Africa Outlook issue 90

MINING

Obotan Gold Mine, Ghana – Nkran Pit

PW MINING: CSR STRATEGY PW Mining has recently donated laboratory testing equipment to improve the capacity of Ghana laboratories to undertake polymerase chain reaction (PCR) tests in connection with the COVID-19 pandemic.

Prior to that, support was provided into a local government hospital in the community adjacent to the Akyem Gold Mine in Ghana where PW was working at the time. In addition, support has been provided to education facilities in the community local to the Obotan Gold Mine in Ghana.

to standards relating to quality, delivery, service, safety, health and environment.

“We consider effective procurement management a priority,” he discusses.

“The relevant PW policies and procedures apply to any participant in our supply chain, be it local entities or global corporations. It is our goal to enable access by local businesses to PW supply chain openings, as may be generated by our projects.

“Where possible, we use the services of major suppliers of materials, equipment, and consumables located in the countries of operation. Local procurement is of significant importance to PW. We recognise that it assists in the development of prosperous local communities, and that it has the potential to generate efficiencies in our supply chain. It is our policy to give all possible procurement

opportunities to local, regional and national citizens and corporations, in line with national regulations and laws, to the maximum extent possible and consistent with safety, efficiency and economy.”

As technology begins to play a more influential role, mining is on the cusp of change. In Africa, that means opportunity, and moving forward, PW Mining has plans to scale operations and expand into Côte d’Ivoire. With a promising future on the horizon, PW Mining are poised for continued success.

PW MINING Tel: +233 302 518 112 pwg@pwmil.com www.pwmil.com

Africa Outlook issue 90 | 119

GIBB MINING

MINING WITH CLIENTS AT THE CORE 120 | Africa Outlook issue 90

MINING South Africa is a nation of abundant natural resources and a growing mining industry. We speak with Alan Wingrove, Managing Director of GIBB Mining, about the company’s provision of mining consultancy services across the country and beyond Writer: Marcus Kääpä | Project Manager: Joshua Mann

The South African mining industry is an exciting space.

The sustained general improvement in commodity prices and continued growth in the global economy has produced a major cash flow. Shareholder returns have been exceptional, and this overall period has created opportunities to consulting companies in the industry.”

These are the words of Alan Wingrove, Managing Director of GIBB Mining, and it is a very promising view on the country’s mining industry.

According to Wingrove, the overall substantial financial growth in the country and sector has paved the way for companies such as GIBB Mining to answer an ever-increasing number of enquiries; a sign that bodes well for the next five years in the industry.

GIBB Mining itself is a subsidiary company of GIBB Holdings; a professional multi-disciplinary engineering design and project management services company that delivers large and complex projects within the mining sector.

“To date our major client base includes Sasol Mining, De Beers, Anglo American, Lundin Mining and Palabora Mining Company,” Wingrove tells us proudly. “This growth accomplishment within our short three and a half-year journey has been possible by drawing on the capacity of the GIBB group of companies to support and complement our service offering.”

GIBB Holdings has over 400 staff and operates across a range of markets including water, energy, transportation, oil and gas, industrial and property with offices throughout South Africa as well in Nigeria, Mauritius, Botswana, Lesotho and Eswatini (Swaziland). And GIBB Mining is spearheading the organisation’s position in the mining industry.

For Wingrove, this kind of excitement and potential, coupled with family roots, is exactly why he was drawn to the sector.

Africa Outlook issue 90 | 121

GIBB MINING MINING FROM THE GROUND UP “I come from a mining family, dating back to my grandfather who worked on various Witwatersrand gold mines, as did my father, but on one mine with a career spanning some 40 years,” he recounts.

“In 1975, I joined the then General Mining company learner official training scheme and worked on the Stilfontein Gold Mine for four years while attending the Technikon Witwatersrand and obtained my National Diploma in Electrical Engineering in 1979.”

Wingrove then joined Johannesburg Consolidated Investment Company (JCI) in 1980 and obtained his Electrical Engineer’s Certificate of Competency in 1981.

He continued to work for JCI on the company’s Randfontein Estates Gold Mine as a Section Engineer and obtained his Mechanical Engineers Certificate of Competency five years later, remaining with JCI until 2000.

“I have spent the following 20 years to date within the Consulting Engineering sector delivering major mining projects for various clients,”

Swartkop Uranium/Lithon located in Swakopmand, Windhoek, Namibia. GIBB provided feasibility studies, detailed designs and bid documentation preparation and site for a heavy duty, 30km access road and (with various structures and bridges) to Husab Mine, Namibia

PROJECT GLANCE 2017 • GIBB Mining’s inaugural project appointment secured with Palabora Mining Company in August 2017 entailed the provision of project control services to the owner’s team on the Lift II project. The project concerns accessing underground ore reserves via decline shafts from the open pit as well as beneficiating the ROM. This project is ongoing.

• During the period October 2017 through to December 2019, GIBB Mining secured an opportunity to deploy its shaft design capability. GIBB Mining completed the shaft upgrade detail engineering design on behalf of RSV USA for the Lundin Mining subsidiary SOMINCOR at their Neves Corvo Mine Santa Barbara Shaft, located in Portugal. The purpose of the upgrade was to increase hoisting capacity. The process leading up to the increase in production included optimisation studies, improvements to the hoist duty cycle, implementation of infrastructure to reduce shaft downtime during maintenance, and the replacement of outdated, inefficient and damaged equipment. The project implementation phase was delayed at the time due to the onset of the COVID-19 pandemic.

122 | Africa Outlook issue 90

Wingrove tells us. “I joined the GIBB group in 2017 to start GIBB Mining as a new consulting engineering subsidiary company of GIBB Holdings.”

Today, Wingrove sits as Managing Director of GIBB Mining and has the honour of watching the company grow into the new decade.

THE CORE OF GIBB MINING GIBB Mining prides itself on operating in a collaborative leadership manner with the support of its clients at the heart of all that it does.

The company not only provides technical solutions but also ensures the development of key lasting relationships that are born of demonstrable trustworthiness, professionalism and encouragement.

These elements of business align with GIBB Mining’s core values; aspects of operation the company makes sure to include in all client projects.

Projects and Collaboration “In October 2019, GIBB Mining secured the Sasol Mining greenfield Alexander Mine project feasibility study,” Wingrove explains further.

Phoenix Mine Planning was established in 2013 by Ian Perks who was previously the Managing Director of MRM/Runge South Africa. The primary objective of Phoenix is to provide a specialised consultancy service to the Mining Industry.

Stefan Pieters

Ian Perks

Managing Director 082 551 8658 spieters@phoenixmp.co.za

Chief Executive Officer 083 654 3505 iperks@phoenixmp.co.za

Benefits of Computerized Mining: • Reduce the time required to produce mine plans and schedules as well as linking financial analyses to the plans • Analysis of Geological Models • Review of existing Mine Layouts and new layout recommendations • Geological and Mining Reports • Haul Route Analysis and Coal Fleet optimization • Equipment Selection and Optimization • Mining Calendar Definitions

Cross Section of pit indicating each horizon name and location

Most of the services offered by Phoenix incorporate the use of highly sophisticated software recognised as being leaders in that particular field. Phoenix Head Office is based in Midrand, South Africa, although certain alliances with international companies offer rapid access to Global Markets as well.

• Life-of-Mine Scheduling • Automated destination scheduling for Dumps and Backfill • Modelling of Equipment Consumables, Maintenance Rates and Replacement Capital.

• Labour Modelling and Fixed Labour Cost

Phoenix also offers a comprehensive consulting service to the mining fraternity, which includes mine design and planning and financial analysis and modelling.

Mid Schedule, Backfill has progressed

Pit and Dump location, each dump named for material it holds

Phoenix staff members are experienced users of the relevant software systems and offer advanced consulting capabilities.

Our staff members have long-term mining experience with most commodities including Base Metals, Precious Metals, Coal, Diamonds, Uranium and more.

Schedule start, boxcut being mined & traveling to corresponding dump

Mr Stefan Pieters, Managing Director of Phoenix Mine Planning commented “Our consultants have a long history of working with various mining engineering companies, which spans more than 20 years. It is a privilege for us to be involved in projects of decisive importance and to maintain the high standards of excellence required. Our collaboration with Gibb Pty Limited ensured we provided a professional service whilst enjoying a close working relationship with Gibb engineers.”

Final void ready for rehabilitation

GIBB MINING “The five million tonnes per annum (Mtpa) mine scope of work included mine design and scheduling (opencast and underground), bulk material handling system design and brownfield tie-in complete with all supporting infrastructure for the mine to operate. The project is particularly complex due to the environmental

constraints that required innovative solutions to effectively deal with these risks. The feasibility study, completed on time and within budget in January 2021, means the project is poised to enter the next EPCM implementation phase of this mega project that GIBB Mining hopes to secure.”

On top of this, in February of this

PROJECT GLANCE 2018 • In February 2018, GIBB Mining secured a services agreement with Anglo American for the provision of key specialist resources assigned to their investment assurance team over a period of three years.

• In May 2018, GIBB Mining secured the South32 Khutala Life Extension Block A West feasibility study. The purpose of the project was to extend the life of the underground operation by accessing additional coal reserves via a decline shaft equipped with a bulk material handling system and one-way traffic flow. The scope of the project included all supporting infrastructure.

• In June 2018, GIBB Mining secured a contract with South32 for their hillside smelter new export and domestic aluminium stockyard that entailed not only the design of the stockyard facility but included the logistics study for transporting the product to the port of Richards Bay. • GIBB Mining secured a project controls assignment in August 2018 for the provision of specialist resources via Ares Africa to De Beers Africa on a diamond mining ship project, again assisting the owners team.

year, GIBB Mining secured a fire detection and protection design assignment via Paterson & Cooke Canada on a backfill plant for the Capstone Gold Cozamin located in Mexico.

“Beyond external client projects, GIBB Mining provides services internally to entities within the GIBB group of companies, for example the Lubhuku Power Station and Biomass Power Plant projects located in Swaziland, the port of Durban new Dry Dock project and various municipal wastewater treatment plant projects,” Wingrove informs us.

ADAPTING AND EVOLVING In this increasingly digital world, GIBB Mining has a keen interest in promoting the application of digital platforms to improve management efficacy through enhanced decisionmaking and time to respond.

“The operational performance benefits that materialise include improved safety performance and increased productivity,” Wingrove explains. “This is because of realtime monitoring of operations that interface with finance, safety, human resources, planned maintenance and production platforms to equip managers with information relevant to a specific change event, which facilitates better decisions.”

PEOPLE AND COMMUNITY The GIBB group’s ‘beyond engineering’ ethos makes its employees think deeply about the purpose of what they do on a day-today basis, and to understand that the company exists to provide solutions that make a difference to the lives of others.

“The principal freedom to create and insightfulness, and seeing beyond simply the clients’ technical problems, is encouraged at all levels in the organisation,” Wingrove says. “The promise to our staff and society is driven by the African philosophy of “Ubuntu”; a sense of humanity and 124 | Africa Outlook issue 90

MINING

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interconnectivity that means ‘I am, because you are.’”

This core company focus becomes an intrinsic part of business, as for GIBB Mining, all people from each level of the company and external partners are what ensures the successful continuation of company operations, and the positive representation of the GIBB organisation’s values.

“GIBB Mining has built-up good working relationships with specialist consulting companies whose support and input are critical to the successful outcome on projects undertaken,” Wingrove elaborates.

“Specialist areas of input include the geosciences, such as geology, geotechnical and geohydrological studies as well as system dynamic simulation modelling and qualitative risk analysis to name but a few. These relationships are mutually beneficial in that the identification of business opportunities is reciprocal. A key

element in these relationships is trust based on certainty of delivery to accepted standards.”

And externally from the company, GIBB Mining participates in community centred GIBB group CSI initiatives and where appropriate, project specific initiatives are motivated and undertaken at a Group level.

“An example of this is the Techno Girl programme that was launched in partnership with UNICEF and the Department of Education,” Wingrove informs us. “GIBB actively promotes sustainable transformation and the development of SMME’s. The GIBB Enterprise Development framework is a structured process to assist and develop SMME’s to ultimately achieve financial independence.”

2021 AND BEYOND Within the current and exciting industry period, GIBB Mining’s immediate priority is to expand its order book to secure a level of

sustainable cash flow that supports the business growth strategy.

“Organic growth on the back of secured projects is fundamental in managing our business financial risk and delivering on our strategy of diversifying our service offering across a broader range of commodities,” Wingrove finishes.

“The immediate goal is to sustain the revenue growth rate trajectory achieved over the past three-year history thereby creating visibility an awareness in the market making GIBB Mining a partner of choice in delivering large and complex mining projects.”

GIBB MINING Tel: +27 (0)11 519 4600 info@gibb.co.za www.gibb.co.za

Africa Outlook issue 90 | 125

ONGWEDIVA MEDIPARK

Quality, Accessible, Affordable

As a 180-bed specialised academic hospital based in northern Namibia, Ongwediva Medipark seeks to bring comprehensive healthcare closer to communities. Dr Tshali Iithete, Managing Director at Ongwediva Medipark, tells us more Writer: Sean Galea-Pace | Project Manager: Callam Waller

O

ngwediva Medipark stands tall as the highest concentration of specialised skills within Namibia.

The organisation is renowned as being one of the first and only hospitals within Namibia and one of the few on the African continent that performs transplant surgery since 2016.

“Ongwediva Medipark is unique in a sense that over the past 14 years, we have managed to create this magnificent healthcare set up that has attracted a variety of specialised skills to an area that would have previously been referred to as remote,” explains Dr Tshali Iithete, Managing Director at Ongwediva Medipark. “This has enabled Medipark to be fully accredited as a teaching hospital by the Health Professionals Council of Namibia and the College of Surgeons of East, Central and Southern Africa.

Ongwediva Medipark currently trains nursing, medical and radiography students, as well as pharmacy interns.”

In addition to being an academic 126 | Africa Outlook issue 90

hospital, Medipark has forged unique partnerships with the Ministry of Health and Social Services in form of an agreement. “These collaborations and achievements make Ongwediva Medipark stand out in its quest to deliver quality healthcare services.”

Ongwediva Medipark is a 180-bed specialised academic hospital based in northern Namibia. The organisation is a one-stop centre-of-excellence aimed at bringing comprehensive healthcare closer to the communities.

Its patients are from a number of different parts of Namibia and neighbouring Angola, with a total direct employment of over 400 employees. Ongwediva Medipark is a state-of-the-art private hospital that provides quality, accessible and affordable healthcare to the Nambian community and the Northern Regions.

Born in the Elim, Omusati region, Iithete attended early schooling at Otshuungu and Oniipa, before joining the illustrious Oshigambo High School in the mid-1980s. “This was the most difficult period of heightened political

HEALTHCARE

Africa Outlook issue 90 | 127

ONGWEDIVA MEDIPARK

NOKO Surgical Supplies For years, Ongwediva Medipark has been amongst the leading provider of quality health care services in Namibia and we are privileged to be part of the organisation’s success by supplying quality surgical implants and instruments.

We continue to enjoy a healthy business environment created by the organisation’s forward looking management style.

Due to hospital’s demand for improved technology, we have pushed ourselves become key player in the supply of affordable, effective and easy to use technology. We have Ongwediva Medipark to thank as a key partner in our growth business strategy.

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“THESE COLLABORATIONS AND ACHIEVEMENTS MAKE ONGWEDIVA MEDIPARK STAND OUT IN ITS QUEST TO DELIVER QUALITY HEALTHCARE SERVICES” – DR TSHALI IITHETE, MANAGING DIRECTOR, ONGWEDIVA MEDIPARK activities in the country and northern Namibia was the centre of intense military activities or as popularly known as the ‘War Zone’,” he recalls.

“It was therefore not easy growing up under such tension.”

It was also during this period a young Iithete witnessed and became socio-political conscious about the circumstances in his community and the limitation imposed by Colonialism and the draconian Apartheid system.

Hence, the passion to become an organ of change for his community and country at large was lit in him during his childhood.

“People travelled long distances to seek medical care,” explains 128 | Africa Outlook issue 90

Iithete. “Thanks to a few mission hospitals, otherwise there were many challenges. However, it was during these challenging times that some of us got inspired to study medicine in order to come back and be part of the change for better care in these previously neglected communities.”

As a founding promoter and current Managing Director, Iithete steered Ongwediva Medipark into a flagship Hospital within just 10 years of its existence. The firm is accredited by both the Health Professionals’ Council of Namibia (HPCNA) and the University of Namibia as an Academic Hospital making it the only hospital in Namibia to be accredited by HPCNA

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FINANCIAL WELLNESS FOR THE MEDICAL SECTOR Standard Bank Namibia is pleased to be Ongwediva MediPark's financial services partner in its efforts to establish itself as the premier medical provider in Namibia and throughout Africa.

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Africa Outlook issue 90 | 129

ONGWEDIVA MEDIPARK

THE INSIDE STORY DR TSHALI IITHETE’S EARLY CAREER In 1988, Iithete joined his parents who were studying in the United States under a Fulbright Scholarship.

He completed high school with distinction at Bishop McNamara High School in Forrestville, Maryland, United States in 1990. In the same year Namibia gained independence, Iithete was determined to embark on a career to become a Medical Doctor in order to return back to his home country and take up challenges of developing a Namibian healthcare system.

He was admitted to Denison University in Granville, Ohio in the summer of 1990, where he obtained a Bachelor’s degree in Biological Sciences. At Denison University, Iithete was elected by his peers to various student leadership positions including President of the Denison’s

Dr Tshalii Ilhete, Managing Director, Ongwediva Medipark

International Students’ Association (DISA), Vice President of the Black Students Union (BSU).

Iithete was also selected for prestigious internships at the National Institute of Health (NIH) in Bethesda, Maryland, United States and the National Cancer Institute (NCI) at Rockville, Maryland, United States. He also interned at McMahon & Associates, a consulting firm in Washington D.C. In 1996, Iithete returned to southern Africa and enrolled at the University of Natal, School of Medicine where he obtained an MBChB Degree in 2001. Upon completion of his medical degree, he returned to Namibia and worked as a Medical Practitioner at the Windhoek Hospital Complex (Katutura & Windhoek Central Hospitals) in the Department of Internal Medicine.

Given the above background, it empowered Iithete with the necessary skills to contribute towards nation-building and help to alleviate the injustices of the past especially in the health sector.

The glaring realities were that of a lack of skills and services in health especially outside of Namibia’s capital city Windhoek. This prompted Iithete to look at possibilities of establishing a Private Hospital in northern Namibia where 60 percent of Namibia’s population resides yet only rudimentary health services existed. After a thorough feasibility study, Ongwediva Medipark was established in 2007 at the town of Ongwediva in the Oshana region.

Dr Tshali Iithete is also the Personal Physician to Dr Sam Nujoma, the Founding President of the Republic of Namibia.

130 | Africa Outlook issue 90

and the first private hospital to have such recognition by both institutions.

In 2016, Ongwediva Medipark set up the first Organ Transplant Unit in Namibia and performed the first kidney transplant on the 30th March 2016 – setting Namibia’s medical history.

Ongwediva Medipark showcases 30 resident specialists in various disciplines – Neurosurgery, Orthopaedic surgery, General and Transplant surgery, Internal Medicine, Paediatrics, Emergency Medicine, Rheumatology, Radiology, Ophthalmology, Ear, Nose and Throat, Urology, Obstetric and Gynaecology to name but a few.

Today, there are various challenges in the healthcare industry across Africa. Firstly, defining a healthcare system that is robust, affordable, efficient, inclusive and dynamic to meet ever-increasing demands is important.

“For far too long, African countries and people spent enormous resources and significant parts of their GDPs in

HEALTHCARE

As general surgeons, some procedures performed include • Gastroscopy, colonoscopy and bronchoscopy • ERCP • Appendix removal • Gallbladder removals, • Thyroid surgeries • Breast surgeries including reduction and reconstruction • Gastrointestinal Surgeries • Hemorrhoids, fissures and fistula • Hernia repairs • Lung Surgery • Vascular access surgeries • Bariatric surgeries • Trauma • And many others…

State-of-the-Art Surgical Care Kai –Brown surgical Centre provides an extensive range of specialized surgical procedures including general surgery, endoscopy, vascular, thoracic, gastrointestinal, breast and kidney transplant surgeries.

Thanks to advances in medical technology, many of the procedures are performed on an outpatient basis and via minimal invasive surgery.

Kai-Brown surgical Centre offers the latest equipment for minimally invasive surgery designed to return patients home as quickly as possible.

Namibia X-Ray and Imaging Technologies cc (Namibia X-Ray) is a business specializing in the sales, installation, commissioning, and service of Medical, X-Ray and Imaging Equipment and technology in the Namibian market.

Namibia X-Ray have been delivering top quality products and service to the public and private sector in Namibia for the past 12 years - since it was founded by former employees from Siemens Namibia with senior staff having more than 20 years of experience in the Namibian Healthcare sector.

Namibia X-Ray is the approved partner and sole distributor for Siemens Healthineers, Agfa Healthcare, Elekta, Drager Healthcare.

Namibia X-Ray also represents various other products in Namibia through non-exclusive partnerships.

Namibia X-Ray is the only Namibian company that has 6 fully factory-trained Imaging and Life support field service engineers to fulfil the services required.

We are known for excellent product and after sales service – which makes us a favourable partner to the Private Hospitals, like Ongwediva Medipark in Namibia.

We’ve also recently expanded our service business to SADC countries, like Botswana, Zimbabwe, etc.

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Africa Outlook issue 90 | 131

ONGWEDIVA MEDIPARK

ONGWEDIVA MEDIPARK: KEY PROJECTS 1. Kidney Transplant 2. Breast, Cervical, and Prostate Cancer Awareness – through this programme we have screened over 4,000 people over various part of the country where we conducted the Campaign over the past seven years; Madame Penexupifo Pohamba, our former First Lady is the patron 3. Safe Motherhood – screened more than 2,000 expecting mothers in rural areas. Madame Monica Geingos, our current First Lady is the patron 4. Academic programme 5. Collaboration with the Government of the Republic of Namibia through partnership with the Ministry of Health & Social Services

132 | Africa Outlook issue 90

seeking healthcare services across the continent,” explains Iithete. “Travelling to foreign countries in search of better healthcare services and in doing so depriving opportunities to develop their own services on the continent. COVID-19 has presented an opportunity for countries to spend resources internally to fund services in Africa. All of us within the industry can now look and see how we embrace the opportunity, and we would like to achieve a healthcare system that responds to our communities’ needs.”

With the effects of COVID-19 felt worldwide, Ongwediva Medipark, like many organisations, weren’t fully prepared to deal with a pandemic, however, having been impacted later than others in the industry, could learn from the experiences of others.

“At Medipark, we coordinated to ensure that we protected both our employees as well as clients and

stakeholders,” discusses Iithete. “We coordinated through the Oshana Regional COVID-Response Unit and ensured that we set up a screening unit which is comprised of gatescreening, casualty/outpatient screening and cordoning off a Patients Under Investigations Ward.

“We also established a 20-bed COVID-19 Isolation Ward which was fully equipped to cater for moderate to severe diseased patients including an in-house radiology unit, pharmacy and ventilatory support capabilities.

We have two fully fledged clinical laboratories that also support COVID19 investigations and monitoring.”

In May 2020, and in a bid to aid the country’s COVID-19 response, Ongwediva Medipark made a donation to the Oshakati hospital’s isolation facility. The donation consisted of two ventilators, a monitor, a suction unit and an emergency trolley. Ongwediva

HEALTHCARE

“WE ARE CONSTANTLY LOOKING AT OTHER INNOVATIVE MEASURES TO KEEP STAFF WHO HAVE EMBRACED THE CONCEPT OF A MEDIPARK FAMILY” – DR TSHALI IITHETE, MANAGING DIRECTOR, ONGWEDIVA MEDIPARK Medipark has contributed significantly to the COVID-19 response, not just nationally but also regionally too. At the time, Dr Tshali Iithete commented: “We are cognisant of the fact that ventilation is critical in managing patients with COVID-19 who present severe respiratory compromise,” he said. “There is a critical shortage of ventilators worldwide. This shortage is even more glaring in our country. Ongwediva Medipark has also committed specialised skills to the regional COVID-19 response measures,

including specialist doctors, nurses and IT technicians.”

Staff are an important pillar to Ongwediva Medipark and to recognise that, there are various forms of employment benefit. “We are constantly looking at other innovative measures to keep staff who have embraced the concept of a ‘Medipark Family’,” explains Iithete. “It is also important to motivate healthcare workers during this period of economic hardships amidst this unprecedented pandemic of COVID-19.”

Looking ahead, Iithete has clear aims for the future and believes it is fundamental to strengthen before expanding.

“First and foremost, it’s important to consolidate our existing set up. In the future, we will expand to cater for the various surgical disciplines such as Cardiothoracic and Minimal Invasive Surgery,” he discusses. “The journey of Medipark has taken us through various stages. But ultimately, we would like to be considered as a medical hub and centre of excellence in healthcare within Africa.”

ONGWEDIVA MEDIPARK Tel: +264 65 232 911 info@ongwediva-medipark.com www.ongwedivamedipark.com

Africa Outlook issue 90 | 133

LABOREX KENYA LIMITED

Emphasis on Healthcare

As a pioneer in Kenya’s pharmaceutical industry, Laborex is strategically placed to reach patients across East Africa Writer: Sean Galea-Pace | Project Manager: Callam Waller

S

ince its inception, Laborex Kenya has continued to grow and solidify its position as a leading importer and distributor of pharmaceuticals and medical devices, not just across Kenya, but throughout East Africa.

From a patient reach perspective, Laborex is strategically placed to reach patients across Kenya, Uganda and Tanzania through its branch networks that are placed in the major cities and towns across these three East African Nations. As a pacesetter in the pharmaceutical industry in Kenya, Laborex Kenya was the first pharmaceutical importer and distributor to be ISO certified in 2008 and this was made possible through the efforts of its Quality and Security Manager, Anthony Kamau, who spearheaded this project. Under his guidance, Laborex is proud to acknowledge that it has since been ISO 9001:2015 re-certified in 2020.

In keeping with setting the standard when it comes to sustainable supply chain practices and good pharmaceutical practices beginning with the supply chain department all the way to the warehousing and distribution of pharmaceuticals and medical devices, Laborex has invested in a fleet of vehicles that are temperature-controlled 134 | Africa Outlook issue 90

and temperature-monitored. This ensures that product integrity is maintained at all times and that the quality and efficacy of the products under its care are transported in line with good transportation practices and also in line with the storage and transportation conditions as outlined by the manufacturers of these products. Thus, its clients – hospitals (public and private), pharmacies and institutions nongovernmental organisations, faithbased organisations) – are assured that the quality processes have been followed all through, from the time of invoicing to the time they receive their products.

This is made possible through its operations and regulatory departments. It is the operations department that handles the logistics of getting the product into the country and ensuring that these products reach the final destination — the clients. The regulatory department then ensures product quality and only releases for sale products that have passed quality assurance tests. The operations and regulatory departments are headed by the Operations Director and Company Pharmacist, Sara Agak, whose sole purpose is to ensure quality medicines are accessible to

the right patient, at the right time.

The sales and marketing department headed by the Sales and Marketing Director, Anthony Dinga, augments the activities of the operations and regulatory departments by ensuring that the right medication, which has reached the patient timely, is affordable to the patient, thus ensuring access to medicines as per the universal healthcare agenda.

Additionally, the sales and marketing department is designed to meet the unique needs of all of Laborex’s clients. Laborex possesses a dedicated team that handles the hospitals and institutions business and ensures that the organisation is ably represented in this important market by ensuring participation in both public and private tenders, thus ensuring competitive bidding that culminates with the Kenyan people accessing affordable medicines throughout the region. Laborex also has a pharma explorer team whose main task is to reach out to the smaller retail pharmacies who are established mainly in residential areas in a bid to ensure that these pharmacies have the right mix of medicines for their clients and to also ensure accessibility of essential medicines in these pharmacies/residential areas.

To Laborex Kenya, talent management is an important pillar because the firm recognises the key drivers of a successful business.

Fronting this effort is HR Manager, Lydiah Wambugu and it is hers and Laborex’s belief that the retention of staff and ensuring a positive environment where employees can thrive without disruption is essential.

This also means placing welfare at the fore and implementing what is needed and as a result, Laborex Kenya has undertaken various initiatives to ensure it retains staff. Laborex is part of a larger group - Eurapharma which acquired the firm in 2012.

Indeed, at Laborex, the firm believes

HEALTHCARE

THE VOICE OF LABOREX in a holistic approach to healthcare.

Laborex is seeking to go into FMCG but with a tweak towards going to something more aligned to patient health, personal care with a full range from infancy to adulthood and dry packaged goods such as biscuits.

Behind this consumer division are individuals who are enthusiastic, engaging and energetic who have the unique task of showcasing a different side of Laborex, headed by Winnie Kutol.

Laborex has and continues to give back to society. One of the things the organisation is most proud of is its work with the Kenya Medical Training College (KMTC), by supporting their vaccination programme to ensure the health and safety of the students in this institution. Some of the students live in remote areas and the aim of our partnership is to ensure that the institution received the quality, efficacious vaccines timely in order

for their students to be vaccinated on time.

As a company keen on attracting both foreign and local investment either directly or indirectly and also set on showcasing the untapped potential in the pharmaceutical industry in East Africa, Laborex Kenya has invested in launching a stateof-the-art warehousing facility in its subsidiary, Laborex Uganda, based in Namanve Industrial Park.

The purpose of this kind of investment is not only to continue to provide quality, safe and efficacious medicines and health products to the public, but to also underscore the fact that there is great potential in investing in the pharmaceutical industry in East Africa, from manufacturing to distributorship.

It is through such investments that the rest of the world is made aware of the untapped potential within the

Laborex has eight customer care representatives that are considered the ‘voice’ of Laborex. They are the ones who constantly engage with clients via telephone, receiving their orders and relaying these orders to the warehouse, whilst tending to other unique requirements/ requests of its clients, never tiring of the constant day to day engagements with those they serve. Laborex also operates its Hospitals and Institutions Business line, which is headed

by Anne Waniohi, and under Anne, there are two Key Account Managers. Meanwhile, Nellie Kimani oversees the other Key Account Managers and Branch Managers for Laborex’s open market business.

Africa Outlook issue 90 | 135

LABOREX KENYA LIMITED pharmaceutical industry space in East Africa.

It is fair to say that the pharmaceutical industry was hit hard in 2020 as a result of the COVID-19 pandemic and Laborex across its East African operations was no different. Close to 95 percent of the medicines and medical devices it sells are imported from different parts of the world.

Some of the challenges that Laborex faced during 2020, whilst keeping to its commitment of availing quality and affordable medicines and medical devices to its clients were: initial panic buying, erratic flight schedules, increased freight costs, delayed deliveries and lockdowns in other countries, thus affecting shipments into East Africa.

Through the guidance of the company’s former CEO, Mwende Musunga, Laborex implemented a business continuity plan and through its close working relationships with its partners, its supply chain team and partners worked tirelessly to mitigate these challenges. In some instances, Laborex had to increase the stock holding of key products as

INNOVATION AT THE FORE Laborex is leading the way to embrace innovative ways of doing business. The company has an extranet service that allows its clients to place orders 24 hours a day from Monday to Monday, particularly during out of office hours. It is through the efforts of IT Manager, Douglas Kiunga, and its sales team, that clients have begun to embrace the use of this technology to place their orders armed with the knowledge that these orders will not go unattended.

136 | Africa Outlook issue 90

supply schedules had been disrupted; together with partners, carried out due diligence on the use of chartered flights to ensure that they could meet its needs.

Laborex paid keen attention to the freight costs as it needed to ensure they did not go above a certain percentage; together with its partners, the company mapped out the best flight and sea routes/ schedules to ensure delivery at its ports of entry; and worked closely with clearing and forwarding agents to ensure timely release of goods at ports of entry and worked closely with partners again to ensure timely quality release of the goods. All this was in a bid to reduce any impact of shortage of goods in the market.

The members of the finance department were not spared from the disruptions that the pandemic brought with it. The team, under the guidance of the Finance Director, Philippe Gautier, worked tirelessly to ensure timely collections from its clients, at the same time, they worked out payment plans with Laborex’s clients as the footfall in hospitals and institutions had decreased drastically, thus impacting on cash flow. The finance department helped keep Laborex afloat.

There is potential in Africa, as showcased in the African Union (AU) Development Agenda 2063 where African Governments have made bold steps to improve the livelihoods of her people and create equal opportunities for all in economic development, Universal Healthcare Coverage (UHC), infrastructural development, among others.

In East Africa, this AU Agenda 2063 has been cascaded down to each country level through the country specific development programmes such as Kenya Vision 2030, the Tanzania development Vision 2025 and Uganda Vision 2040, with each placing a special focus on healthcare development.

Laborex Kenya has aligned itself

Micro Labs As Micro Labs Ltd, we are proud partners of Laborex Kenya Limited.

We have been associated with them for over 15 years.

Laborex Kenya has an extensive nationwide quality, efficient, digitized, reliable distribution network of pharmaceutical products along with world-class storage facilities.

Over the years, our mutual partnership with Laborex Kenya Limited has grown substantially. We highly appreciate the high standards of professionalism, transparency of Laborex Kenya and are proud to be associated with them.

We wish them success as we continue to partner with them in providing quality products and service to our customers nationwide.

www.microlabsltd.com

to support its Governments’ drive towards achieving UHC agenda by continuously investing in the pharmaceutical, medical devices and FCMG industry.

Laborex has invested in state-ofthe-art facilities and fleets, capable, knowledgeable and dedicated staff and additionally, if 95 percent of the healthcare products have to be outsourced, there is significant opportunity to invest in local manufacturing to reduce the dependence while also giving back to society and creating jobs, while equipping the next generation with valuable knowledge and skills.

+254 709 868000 info@laborex-kenya.com www.laborex-kenya.com

HEALTHCARE

Established in 1973, Micro Labs Limited is a multifaceted healthcare organization with a state-of-the-art manufacturing facility having international accreditations from UK MHRA, Health Canada, US FDA, WHO and R&D centers that are at par with international standards.

Micro Labs is building critical mass with a presence in over 70 countries in various continents like North America, South America, Asia, Africa, Europe and Australia.

Our global growth strategy is focused on the key principles of internal product development, strategic alliances. We are a fully integrated pharmaceutical business focused on developing, manufacturing, marketing and distributing quality products.

The company today has 20 marketing divisions catering to leading therapeutic segments such as Cardiology, Diabetology, Pain management, Dermatology, Veterinary, Neurology, etc.

We believe in our motto: ‘Because health is in small details’ The ‘small details’ are achieved by our dedicated employees who work for diligently efficient teams, focusing on achieving the same goals.

We highly value collaboration with other key players in the sector such as distributors, hospital and research centers, among others.

+91-80-2237 0451-57 | www.microlabsltd.com

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Africa Outlook issue 90 | 137

LAGOON HOSPITALS

Pioneering

ADVANCED Medical Care Dr. Olujimi Coker, CEO at Lagoon Hospitals, discusses his company’s total commitment to excellent, professional, affordable and responsive medical solutions of high standards in Nigeria Writer: Sean Galea-Pace Project Manager: Callam Waller

138 | Africa Outlook issue 90

HEALTHCARE

N

igeria is transforming.

Having been regarded as one of the lowest ranked countries in terms of healthcare access, the country is slowly rebuilding that reputation and today offers its people world-class care.

On the back of recent healthcare disasters, there have been numerous improvements to the country’s healthcare infrastructure in the fight to end diseases such as polio.

There have been efforts such as a decentralised disease control network and improved vaccine storage, resulting in Nigeria not just being on the cusp of eliminating the illness, but also being better equipped to fight

“Assurance of quality and supply are the key benefits of the partnership we have with our suppliers” - Dr. Olujimi Coker, CEO, Lagoon Hospitals

other diseases such as Ebola and COVID-19.

Lagoon Hospitals is renowned for delivering healthcare of international standards in Nigeria. Established in 1984, Lagoon Hospitals is currently the largest private healthcare services in Nigeria with six healthcare facilities (Apapa, Ikoyi, Awolowo way Ikeja, Adeniyi Jones Ikeja, Idejo).

The organisation offers a network of healthcare facilities in Nigeria and is regarded as a frontrunner of advanced medical care with total commitment to excellent, professional, affordable and responsive medical solutions of high standards in Nigeria.

Africa Outlook issue 90 | 139

ABOUT US: Mogbonju Nigeria Limited is a preeminent name in the business of high quality healthcare equipment and consumables distributions in Nigeria.

We are on a mission to improve the supply of the highest quality health care products and support services to hospitals and health care facilities throughout West Africa and continental Africa.

CORE VALUES: Respect for human lives Professionalism Passion Reliability Resilience

MANUFACTURING PARTNERS We are major distributors for the following manufacturers:

PRODUCTS WE SUPPLY: • Diagnostic Supplies, Products & Equipment • COVID-19 Medical Supplies & Private Protective Equipment (PPE) • Durable Medical Equipment & Supplies • Patient Care & Mobility Aids • OB/GYN Supplies • Rehabilitation Equipment & Supplies • Sterile Processing & Infection Control • Surgical Instruments • Dental Equipment & Supplies • Emergency Medical Supplies & Equipment • Medical Uniforms, Scrubs & Apparel • Laboratory Equipment • Orthopedic Products • Implantable Devices

CONTACT: Lagos Headquarters Office: Mogbonju Building, 1 Ajayi Road, Off Yaya-Abatan Road, By Igbehinadun Street, Next to God’s Chambers Church, Ogba, Ifako-Ijaiye, Lagos, Nigeria.

Abuja Office: House 22, II Road, Beside Procon School by PAAFAG Hospital, Federal Housing Authority, Lugbe, Abuja, Nigeria.

Tel: +2348023128880 Office: +2348033262300 Email: mogbonjung@gmail.com www.mogbonjung.com

LAGOON HOSPITALS Lagoon Hospitals employs more than 30 full-time specialist doctors, which range across different specialties and are all supported by standardised care protocols that help deliver consistent patient care. The talent pool is further strengthened by qualified and well-trained nursing and technical professionals that are trained in the latest techniques across various specialties and have implemented global best practices in caregiving.

And sitting at the helm of operations at Lagoon Hospitals is Dr. Olujimi Coker. Having qualified from the College of Medicine, University of Ibadan, Nigeria, and an intercollegiate fellow of the Royal College of Surgeons of England, he has served served as CEO since 2019.

“I had my specialist surgical training in the United Kingdom with basic surgical training in Greater Manchester and higher surgical training in South Yorkshire around Sheffield University Teaching Hospitals,” he recalls. “I’m a graduate of the Advanced Management Programme at INSEAD European Institute of Business in France.”

In 1999, Coker was appointed Senior Lecturer in Surgery at Northern General Hospital and University of Sheffield. In November 1999, he joined Doncaster and Bassetlaw NHS Trust as Consultant General Surgeon with specialist interest in Coloproctology and minimal access surgery.

“I returned to Nigeria in January 2011 to lead the surgical strategy at Hygeia Nigeria and was appointed Chief of Surgery at Lagoon Hospitals,” he explains. “In January 2016, I became Chief Medical Director and CEO in 2019. I’m a board member of the Society for Quality Healthcare in Nigeria (SQHN) and The Chairman, SQHN Accreditation Committee.

Also, The President of Laparoscopic Surgery Society of Nigeria and chair the surgical section of African Cancer Coalition.”

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LAGOON’S HOSPITALS LAGOON HOSPITALS, APAPA The Apapa facility is the first of the hospitals to be created by the organisation and is located on Marine Road.

LAGOON HOSPITALS, IKEJA This branch is located at Awolowo Way in Ikeja, operating with a core focus on the family. It is a multi-specialty hospital with a major focus on primary and secondary across various specialities such as Neurosurgery, Nephrology, Cardiology, Endocrinology, Gastroenterology, Orthopaedics and Trauma, Paediatrics, Obstetrics and Gynaecology, General and Minimal Access surgery and more.

LAGOON HOSPITALS, VICTORIA ISLAND The Victoria Island facility offers general and specialist outpatient services along with comprehensive health screening and wellness programme.

LAGOON HOSPITALS, IKOYI The facility is a multi-specialist hospital equipped to provide quality medical care and steadily increased to become one of the leading private medical facility in the country. A tertiary referral centre, Lagoon Hospitals’ Ikoyi facility is based on Bourdillon Road, one of the most premium addresses in Lagos. It has a major focus on primary, secondary, and tertiary care across various specialities such as Neurosurgery, Nephrology, Cardiology, Endocrinology, Gastroenterology, Orthopaedics and Trauma, Paediatrics, Obstetrics and Gynaecology, General and Minimal Access surgery and more.

Our vision is to be the best distributor of high quality medical and hospital products throughout Africa, starting with Nigeria.

F

ounded in 1983, Mogbonju Nigeria Limited is an indigenous limited liability company specialized in the manufacture, distribution, installation and maintenance of the highest quality medical equipment and medical consumables.

Headquartered in Lagos, Nigeria, the company is owned and managed by former medical practitioners who know personally the correlation between quality products and safety in health care environments, as well as the importance of the proper handling and maintenance of medical products used in hospitals. This is why, for almost four decades, we have been committed to ensuring that only the best quality healthcare equipment and support services are made available to needing hospitals and healthcare providers across Nigeria and throughout Africa.

We are very proud of our business relationship with Lagoon Hospitals, which goes back more than two decades. It speaks to our commitment to providing the best quality products that Lagoon Hospitals has maintained this long standing relationship with us to meet their medical equipment needs. Our inventory includes: • Diagnostic Supplies, Products & Equipment • COVID-19 Medical Supplies & Private Protective Equipment (PPE) • Durable Medical Equipment & Supplies • Patient Care & Mobility Aids • OB/GYN Supplies • Rehabilitation Equipment & Supplies • Sterile Processing & Infection Control • Surgical Instruments • Dental Equipment & Supplies • Emergency Medical Supplies & Equipment • Medical Uniforms, Scrubs & Apparel • Laboratory Equipment • Orthopedic Products • Implantable Devices We are distributors for the following manufacturers, amongst others:

• Seca Medical Measuring Systems and Scales, Germany • 3B Scientific, Germany • Accoson, UK • Ultrasound Technologies Limited, UK • Scala Surgical Ltd, UK • Digital Science Tech (DiST), USA • Nidek Medical, USA • Utah Medical, USA • Uniray Medical LLP, India • Mediwise, India • Mindray, China Mogbonju has successfully executed numerous projects throughout Nigeria ranging from Federal and State government hospitals, Ministry of Health, private hospitals and Non Government Organizations (NGOs). A select list of customers include: • Chevron Nigeria Limited • Lagoon Hospitals • Lafarge Africa (WAPCO) Plc • St Nicholas Hospital, Lagos • Federal Medical Centers in Nigeria • Lagos State Ministry of Health • University Teaching Hospital, Idi Araba • Lagos State University Teaching Hospital • Federal Medical Center Owerri • Nigeria Navy Hospitals • Nigeria Military Hospitals • School of Nursing and Midwifery, Ilesha • 7 UP Bottling Company • Nigeria National Petroleum Corporation (NNPC) Medical Services • Nestle Nigeria Plc Moving forward, we aspire to deepen our reach within Nigeria and expand further to supply the highest quality products and services to hospitals, health care providers and distributors throughout West Africa and continental Africa.

We look forward to an opportunity to serve you.

T +2348023128880, +2348033262300 | E mogbonjung@gmail.com | www.mogbonjung.com

LAGOON HOSPITALS

LAGOON HOSPITALS: CORE VALUES Lagoon Hospitals is the only Nigerian or West African Hospital to be accredited by the Joint Commission International (JCI) four consecutive times and one of two in Sub-Saharan African to be accredited. The Joint Commission International is the globally acclaimed and recognised agency certifying hospitals and healthcare organisations with world standards and best practice in healthcare delivery.

Also, Lagoon Hospitals has Kaizen institute working with the team to drive client-centric services and processes.

At Lagoon Hospitals, its topmost priority embedded in every member of staff is patient safety, great customer experience and clinical excellence, while also ensuring proper compliance with laws and regulations that affect or concern the business.

The organisation’s strengths include offering critical care, trauma and orthopaedics, advanced minimal access surgery (general surgery, 144 | Africa Outlook issue 90

1. INTEGRITY – As a hospital, Lagoon Hospitals prides itself on honesty and strong moral principles.

2. COMPASSION – Lagoon Hospitals places value on the quality of presence and care that accepts people as they are, while treating individuals, their families and colleagues with empathy, honesty and openness.

3. ATTENTIVENESS – The organisation holds itself responsive to the physical and emotional needs of patients and their families.

4. RESPECT – Lagoon Hospitals treats all individuals with caring consideration and recognises the different perspectives that each one brings.

5. EXCELLENCE – The organisation delivers the highest quality of care and standards through continuous focus on improvement, innovation and education.

urology and neurosurgery), mother and childcare with neonatal intensive care. Lagoon Hospitals operates as part of Hygeia Nigeria and has consistently provided healthcare of international standards to the people of Nigeria, while acting as a pioneer within the country. Indeed, Lagoon Hospitals was the first private hospital within the country to perform an open-heart surgery, solely by resident

Nigerian healthcare professionals.

Lagoon Hospitals in Apapa and Ikeja hospitals became the first hospitals in Sub-Saharan Africa to earn JCI accreditation.

Recently, the organisation enhanced its tertiary care services, with influential medical programmes like neurosciences as well as orthopaedics, which include joint replacements and arthroplasty.

HEALTHCARE Lagoon Hospitals also offers cardio thoracic surgery, non-interventional cardiology, and has developed nephrology, urology, critical care and neo-natal critical care. Lagoon Hospitals operates centralised procurement within its supply chain, while maintaining long-term and mutually beneficial relationships with manufacturers.

“Assurance of quality and seamless supply of products are the key benefits of the partnership we have with our suppliers, and we are one of the pioneer signatories to Ethical Principles in Healthcare (EPIHC),” notes Coker. While, he also notes that EPIHAC is an International Finance Corporation initiative.

Across all its facilities, adapting COVID-19 protocols was an easy transition for Lagoon Hospitals due to the focus of quality policies. “We have roll-up banners and flyers at strategic points across our facilities on the need for physical distancing, ensuring proper hand hygiene and wearing face masks,” says Coker.

“We were also quick to implement teleconsultation and other forms of virtual care including drive in pick-up of prescriptions and laboratory tests.

We also encouraged staff to work from home if not required in hospital.”

Lagoon Hospitals value the efforts of its staff. To Coker, he places selfimprovement and development at the top of his agenda. “There is a

“THERE IS A LEADERSHIP DEVELOPMENT FRAMEWORK FOR HIGH-PERFORMING EMPLOYEES WHO CAN MANAGE COMPLEX TASKS” – DR. OLUJIMI COKER, CEO, LAGOON HOSPITALS leadership development framework for high-performing employees who can manage complex tasks,” he explains. “We dedicate two days every week (a total of three hours weekly) for company-wide staff training. We give ample opportunity for members of staff to learn and grow on the job through exposure to various processes and participation in projects and other formal learning programmes. The hospital also sponsors members of staff for conferences and seminars both locally and internationally.”

Top of Lagoon Hospitals’ list of

priorities is to provide affordable healthcare of high-quality standards to Nigerians within Nigeria without having to leave the country. Over the years, Lagoon Hospitals has won various awards and these recognitions are testament of its impact on healthcare within Nigeria. Other achievements include being the first hospital in Africa to have a metallic replacement of whole arm bone and joints, as well as being the private hospital where the first open-heart surgery in Nigeria was performed.

Lagoon Hospitals has one goal – to provide the best standards of patient care. And the organisation isn’t content to rest on its laurels. It is planning a new centre and has an ambition to reach 500 from its current base of 150 beds – it’s clear they aren’t finished yet.

LAGOON HOSPITALS Tel: 070 8060 9000 livemorelife@lagoonhospitals.com www.lagoonhospitals.com

Africa Outlook issue 90 | 145

KENCHIC

Pan-African Poultry Supplying global brands and international companies, we look at Kenchic and speak with Managing Director Jim Tozer about the company’s quality food produce going from farm to fork Writer: Marcus Kääpä Project Manager: Kyle Livingstone

K

enchic is a giant in the African food and drink space.

The industry itself has huge potential. The poultry food sector for both large scale operations and the smaller scale farmer is a frontier of great opportunity.

Within this space Kenchic Limited is the leading producer of poultry in East and Central Africa based in Kenya, primarily providing day-old chicks and processed chicken. The range of day-old chicks includes broilers, layers, and improved backyard birds (improved indigenous breeds to upscale the small-scale farmers productivity).

On the side of processed chicken there is a full range from fresh and frozen, and whole and cut up.

Kenchic’s products also cover a varied selection of marinade and further processed products such as sausages, burgers, smoked sausages, pâtés, breaded nuggets, strips and burgers, and the company additionally

146 | Africa Outlook issue 90

processes the full beef, goat and lamb range of meats as well. The company is a key supplier to global brands such as KFC, as well as international hotel chains and airline food services.

“Across all of Kenchic’s operations the company ensures the full vaccination of its chicks in the hatchery to make sure farmers receive the highest quality product possible,” begins Jim Tozer, Managing Director of the company.

YOUTH TO CAREER Kenchic’s product quality is one of the primary reasons why the company is a key player in the space. And for Tozer, the food and beverage industry was a natural sector to move into.

“I am a farmer’s son! Being brought up on a dairy farm, agriculture and food production is in my DNA,” he tells us. “I studied Agricultural Science and Business at Harper Adams University, and after finishing college I took a year out in Kenya.”

Upon his return to the UK, Tozer joined Dalgety PLC; a UK-based AgriSupply company and the largest in Europe. He trained as an Agronomist to advise farmers on key areas such as crop growing, but soon moved into account management to become involved in all aspects of agricultural inputs and finance, working alongside large banks to do so.

AGRICULTURE

KENCHIC “After spending a brief time with the American Agri-giant Cargill Corporation, I returned to Dalgety as a General Manager,” Tozer says. “In 2005, I was approached to work for Kenchic as Head of Operations; a position that enabled me to use my skills and adapt them to the company’s needs.

“While working for Kenchic I have been involved in operations, production, sales and marketing, amongst many others, and I took the

opportunity to become Managing Director in January of last year.”

Tozer now heads one of the largest poultry providers in the promising sector that is African food and drink.

“Despite business in Africa always being challenging with higher risks, the food and drink space is exciting in the sense that a business must ensure it is versatile, adaptable and resilient,” he adds.

“No two days are the same.”

KENCHIC’S MISSION Kenchic has a vision to be the chicken of choice in all its markets. This directs the company through a five year, constantly updated, vision to ensure it stays ahead of the competition and remains relevant. It pushes Kenchic to identify new market and product opportunities that may not be relevant in the present but with potential in the future, and so ensures that the company has started preparation long before it has to execute.

The company holds a large focus on its culture and its function, investing heavily in its staff, such as in the areas of recruitment, development, and training, providing the opportunity for individuals to grow in the business.

Kenchic’s customer focus is paramount. The company works on engagement and partnerships rather than just a transactional relationship, building long term collaborative relations.

The company’s ‘Farm to Fork’ policy that focuses on world standards of production, animal welfare, food safety among other aspects is ingrained in everything it does. Kenchic focuses on producing products and food that the customer knows and will trust.

East African Packaging Industries Ltd. East African packaging Industries Limited (EAPI) is the leading corrugated carton manufacturer in East Africa.

By utilizing the latest technology, equipment and innovations, we stay on the leading edge of the industry while remaining competitive and top in quality. At EAPI our goal is to provide quality products and services while maintaining total customer satisfaction. Corrugated carton is versatile, economic, light, robust, recyclable, practical yet dynamic form of packaging.

There is so much more to corrugated than just cardboard box. It is providing global solutions and benefits for all sorts of applications in all spheres of daily life.

www.eapi.co.ke

Hendrix Genetics Hendrix Genetics is the global leader in breeding laying hens (ISA, Bovans, Dekalb, Shaver, Babcock & Hisex), colored broilers (SASSO) and turkeys (Hybrid).

Our mission is to support and improve the African poultry sector by investing in strong partnerships with local distributors.

We provide optimal technical service to enable you to get the best out of your flock under local circumstances.

We focus on sustainable breeding, resulting in a large variety of poultry breeds. All characterized by their robustness, good livability, high productivity, sharp feed efficiency and excellent product quality.

www.layinghens.hendrix-genetics.com

148 | Africa Outlook issue 90

AGRICULTURE

The Best Breed for every market

A GLOBAL SUPERSTAR Hendrix Genetics is the global leader in breeding laying hens and colored broilers. Our mission is to support the African egg and poultry industry via the distribution of high quality poultry genetics. The Hendrix Genetics breeds are characterized by their robustness, good livability, high productivity, sharp feed efficiency and excellent product quality.

Find out more about the best chicken breed for your market.

layinghens.hendrix-genetics.com

• A reliable and economic winner • Proven worldwide • High production and excellent persistency • The efficient brown egg layer • Market leader in egg numbers

isa-poultry.com Africa Outlook issue 90 | 149

KENCHIC

Jamesway Chick Master Incubator Jamesway Chick Master Incubator is an international supplier of poultry incubation and ventilation systems.

The combination of two industry leaders, Jamesway and Chick Master, offers our customers a large international footprint featuring an increased support team, the largest network of agents, sales and service staff, and the resources of the industry’s most qualified hatchery professionals.

Customers choose us because we offer robust equipment that stands the test of time and is easy to install, use and maintain.

Jamesway Chick Master Incubator is focused on simplifying your hatchery by developing products to make your hatchery user friendly and efficient.

www.jcmincubator.com

Africa Outlook: Can you tell us about Kenchic’s employees?

Jim Tozer: “We recognise our staff as our most important asset and ensure consistent training at all levels on both technical knowledge and personal development. We look to promote wherever possible from within and carry out bi-annual staff engagement surveys; feedback that informs myself and management how the staff feel about working within Kenchic and ask questions or raise issues if necessary.

“Our long-term service programme recognises those employees that have served milestones with us, and we collectively celebrate this day prior to Christmas each year.”

150 | Africa Outlook issue 90

INVESTMENT AND GROWTH Kenchic’s primary internal business focus has revolved around both projects and investments that are aimed to optimise efficiency within the company as well as help it grow in this increasingly digital world.

BaToBa, an anacronym for Back to Basics, is a cultural programme that is currently being rolled out across the entire organisation to define Kenchic’s culture. The programme will see cross functional teams focusing on multiple areas of the company, from the employees and work culture to sales and customers, operational efficiencies, and marketing and branding.

“It is a very exciting programme that will engage every level of the business and provide a fantastic employee value proposition,” Tozer informs us.

“Further development of processed products will broaden our range and engage customers’ needs, creating greater awareness of our brand.”

Kenchic also seeks to become part of the Global Food Assurance Accreditation Scheme in order to demonstrate to consumers and retailors the high level of quality in the production of goods in line with global standards.

“On top of this, we are aiming to undertake public business engagement programmes that are in line with local and national government development plans to upskill farmers in all areas of production, finance and marketing,” Tozer tells us proudly. “This will allow farmers to maximise sustainable poultry production alongside raising them from poverty and increasing the protein, nutritional intake and over quality and security of the food produce.”

With the world becoming increasingly digitalised, Kenchic acknowledges its need to remain agile and evolve with its customer base.

The utilisation of the latest digital

AGRICULTURE

Two Great Brands Make One Fantastic Partner Jamesway and Chick Master, have joined forces to provide the incubation industry with solutions for user friendly and efficient hatcheries.

We are proud to be supplying state-of-the-art incubation equipment to African facilities.

Congratulations to Kenchic on their worldclass hatchery!

Talk to JCMI today and find out what we can offer your hatchery.

sales@jcmincubator.com www.jcmincubator.com +1 519 624 4646

LASTING

BRAND PARTNERSHIPS

Chief contractors for Kenchic since 2004...

New farms built at

   

Delamere estates Soysambu Kakuzi

Sanya Juu (Tanzania) With each farm consisting of 10 flock houses

Maintenance of all farms in

   

Kajiado Naivasha Nakuru Kakuzi

Phone No. 0722 728 385 . Email gurainent@hotmail.co.uk

+254 (020) 6972000/0722205287 www.nas.Ke www.servair-catering.com

Africa Outlook issue 90 | 151

KENCHIC

152 | Africa Outlook issue 90

AGRICULTURE

YOU DESERVE BETTER With the current push globally for industries to revert to new sources of energy, LPG has fast become a fuel of choice for most industries.

We have therefore as a company focused our collective expertise to provide industries with cleaner sources of energy and power while helping them to achieve higher efficiency.

For more information call +254 110 139 293 or visit www.protoenergy.com

platforms and applications allows Kenchic to engage with customers in many areas, such as technical service, product ranges, and of course online purchasing.

“Over the last decade we have also invested significantly in all areas of the business,” Tozer elaborates. “Kenchic has invested in a new state of art hatchery, as well as a processing plant and breeder and broiler operations. We will continue to invest in new innovations and technology within these sectors to produce new products and become more efficient overall.”

COMPANY COLLABORATION For Kenchic, a vital element to fluid business operation are the trusted and reliable partnerships that the company maintains.

“On processed chicken supply, we work with a cross section of customers,” Tozer explains. “From the hotel, catering, restaurant areas

to fast foods and grocery retail. We have and will continue to build strong relationships and service levels across our customer base.

“Being key suppliers to global brands such as KFC, international hotel chains, airline catering and the whole grocery retail trade that encompasses companies like Carrefour, Naivas, Quickmart, Cleanshelf, there is a demand for global levels of service and product quality.

“I believe we are recognised by our suppliers as a good company to do business with. Negotiating fair and transparent deals that are win-win and building strong relationships based on openness and trust. Only the supplier can really tell us what they think but I am very focused on all our supply chain and that we are looked at as a professional company that are a pleasure to do business with and look for mutual success.”

KENCHIC MOVING FORWARD On top of its many investments and internal company plans, Kenchic is moving into the next few years with the focus of reaching pre COVID-19 sales targets and expanding its offers to its customer base.

“Another key area is to develop our business in Uganda; a country that has shown excellent growth and revenue, and one that fully accepts the Kenchic brand,” Tozer ends promisingly. “This has huge potential, and it’s an exciting opportunity and time to be working with Kenchic.”

Tel: +254 20 2301518 info@kenchic.com www.kenchic.com

Africa Outlook issue 90 | 153

DOUGLASDALE DAIRY

154 | Africa Outlook issue 90

AGRICULTURE

From

FARM to Fridge

Douglasdale Dairy is a key player within the South African food and beverage industry. We speak to CEO Rob Ward about the sector at large and the company’s operations within the space Writer: Marcus Kääpä | Project Manager: Kyle Livingstone

T

he dairy industry in South Africa is substantial. It is one of the largest agricultural industries in the country, providing livelihoods to more than 100,000 people, with large farms accounting for 80 percent of South Africa’s total milk production.

Within the nation’s dairy industry, Douglasdale Dairy operates as a large, respected and well-known processor and distributor of dairy products in South Africa.

A TALE FROM THE PAIL Douglasdale Dairy was founded by Mr Thomas Douglas and his wife, Janet Alexander, who both immigrated to South Africa from Scotland in 1890.

After establishing the farmhouse in 1905, the family began producing milk in the 1930s. A decade later, they began retailing their milk and hand delivered 240 bottles of milk a day, with the 1950s seeing deliveries by

horse and cart, and later by delivery men on bicycles. In honour of their influence over the local community, the Douglasdale area, a residential suburb in Sandton (Gauteng), was named after them.

The late 1970’s saw the dairy change its focus to the processing and distribution of dairy products and the milking of cows on the farm was stopped. Douglasdale Dairy now sources its milk from the Eastern Cape, KwaZulu-Natal (KZN), and the Highveld Regions, servicing over 6,000 customers in the Gauteng, Northwest, Limpopo, Mpumalanga and Northern Free State Province.

The original dairy is still operated on the very land on which it was started in 1905, and the passion for delivering fresh, quality products that began with its inception all those years ago is still found within its people and in every corner of the farm today.

Africa Outlook issue 90 | 155

DOUGLASDALE DAIRY A MISSION FROM FARM TO FRIDGE Douglasdale Dairy’s company mission is to help fight hunger and malnutrition by producing the best quality products, at an affordable price for as many people as possible.

The company strives to make its customers feel like they are the most important aspect of the business, by providing the best possible service, delivery and products at all times.

Health is a critical part of Douglasdale Dairy’s business journey, and this extends to the environment as well as that of its people. This is exemplified in the company’s mission to reduce plastic bag usage, to which Douglasdale Dairy promotes a sustainable option in the form of handing out approximately 200,000 woven bags each year.

CLEAN WATER South Africa is well-known to be a water scarce country. In light of this fact, Douglasdale Dairy decided to invest in a water treatment plant which would allow the company to purify and reuse the water it requires to wash and sterilise its processing plant.

To treat the water, two holding tanks were built. Each of these tanks have the capacity to hold one day’s worth of grey water. A DAF (Dissolved Air Flotation) system was also installed.

Flocculants and coagulants are introduced into the grey water; this coagulates the fats from the grey water, and tiny bubbles are used to float the fat to the surface. The fat is then skimmed off and discarded in an environmentally friendly manner. The water is then pumped through aggregate, and a series of dams, where aerobic bacteria is introduced to further clean the water.

The water then passes through a sand filter, microfiltration, ultra-filtration, UV lights and finally a carbon filter to a storage tank.

The laboratory tests the water to see if any impurities are present. When 156 | Africa Outlook issue 90

Africa Outlook: Can you tell us about the dairy industry in South Africa at present?

Rob Ward (RW), CEO at Douglasdale Dairy: “On a macro level, the industry in South Africa is challenging at the moment.

On top of issues stemming from corruption, and skills shortage in local government which has resulted in a breakdown of basic service delivery, South Africa is still not able to produce sufficient electricity to meet our demand.

“This has resulted in continued load shedding (enforced black outs for certain areas to reduce the load on the grid). Due to the breakdown of basic service delivery, South African companies are having fill the void.

To ensure continuity of operations we have invested in back-up generators and a water purification plant.

“These costs are not incurred by international dairy companies, in fact, many players in the

the all-clear is given, the purified water is then reused, and the cycle begins again maintaining a consistent use of clean and safe water throughout.

WASTE MANAGEMENT As well as clean water processing, Douglasdale Dairy has partnered with recycling company Pandae Green Solutions to manage the waste generated on the company’s premises. All waste is collected and sent to Douglasdale Dairy’s recycling station for sorting.

During this process, all products are grouped into the various recyclable materials: HDPE, LDPE, PP and paper.

international dairy industry receive government subsidies. While subsidies in Europe may seem miles away from the South African dairy industry, by exporting dairy products into South Africa, local dairies are having to compete with these international companies.

“At a micro level, SA has a very mature and developed primary dairy industry, but they are shackled by input costs (feed accounts for 50 percent of farmers costs) and with the huge maize and soya price increase seen over the last 18 months due to increased Chinese demand, margins and raw milk production have decreased.

This has resulted in raw milk prices increasing substantially over the last six months and has put huge pressure on processing companies.

“These challenges are part and parcel of the dairy industry in South Africa. We have a fantastic team at Douglasdale Dairy where everyone plays an important role in ensuring our success. I could not think of another industry or place I would like to work.”

They are then collected and taken for recycling.

In total through this sustainability initiative the company has managed to reduce its landfill usage by approximately 75 percent, and it remains committed to using materials that are recyclable to further reduce company landfill usage.

On top of this, to further promote recycling and allow Douglasdale Dairy consumers to participate in the recycling process, the company has partnered with Imagined Earth and their Reverse Vending Machine technology (RVMs) that allow consumers to ‘return and earn.’

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Africa Outlook issue 90 | 157

DOUGLASDALE DAIRY CERTIFIED QUALITY In order to ensure the highest quality across its operations, every Douglasdale Dairy product is marked with a batch code for traceability. This enables the company to identify all components in the finished product.

And while the dairy is situated on the same premises as where it started, the demand for Douglasdale Dairy’s product has outgrown the space available in suburban Johannesburg. That is why the company now works with a selection of farmers to supply its raw milk.

Douglasdale Dairy follows a thorough vetting process when selecting the farmers supplying the company with raw milk. The company’s factory is FSSC22000 compliant. This ensures that the factory maintains the highest health, safety and quality standard’s when processing, packaging and distributing quality dairy products.

Through this, Douglasdale Dairy can assure its customers that all products bearing the Douglasdale name are sure to be the best quality available. The company not only holds an export certificate, but its products are also Kosher and Halaal certified.

EMPLOYEE-CENTRIC VALUES Operating as a dairy business it is the individual hard-working employees that make Douglasdale Dairy what it is. In recognition of their efforts, the company has and continues to further support its staff at all levels so that each and every one of them can develop and grow.

Exemplifying this, Douglasdale Dairy started a Long Service Awards Programme in 2019. This programme was put in place to recognise staff members that have been with the company for five through to 25 years.

Douglasdale Dairy hold an annual awards ceremony where employees are given certificates and receive the recognition that they deserve.

158 | Africa Outlook issue 90

Africa Outlook: Can you tell us about the nature of Douglasdale Dairy’s supply chain?

RW: “As a general rule we like to be in control of our own destiny as much as possible. That means that we do not outsource many functions at all.

“One of our strengths is our distribution network. We deliver to our customers three times a week, and product quality is as important as customer service; it’s for that reason that we often deliver to customers outside of the delivery slots. It is a bit disruptive and costly doing these “special deliveries” as we call them but the long-term benefit of going the extra mile for our customers far outweighs the costs.

“We also have our own in-house workshop where all our vehicles are serviced. We send all our new

vehicles to our regions and keep the older fleet close to our workshop in Johannesburg.

“However, no business is an island, and we need to work closely with our suppliers as we rely on them for many critical items. We have found that the most important aspect of ensuring an efficient supply chain is based on relationships and open communication rather than contracts and SLA’s. In many businesses more time is spent on fixing the blame rather than fixing the problem. At Douglasdale Dairy, we focus on fixing the problem and then look at ways to ensure it does not happen again.

“By being open and honest and treating our suppliers fairly we are able change the frame of reference from supplier to partner.

By developing a partnership model where we assist our suppliers as best we can, they return the favour in turn.”

AGRICULTURE

Douglasdale Dairy’s contribution to �e environment!

We recycle our grey water with our very own water purification process.

COAGULANT

FAT TRAP RAIN WATER GUTTER

FLOCCULANT

GREY WATER PARTICLES

SKIM SOLIDS OFF

GREY WATER

START

CLEAN WATER

DOUGLASDALE DAIRY FACTORY

FINISH

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DAF

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Africa Outlook: What lies ahead for Douglasdale Dairy?

RW: “Our focus at the moment is to manage our cost base.

We have a number of projects relating to water, packaging and fuel where we are trying to improve efficiencies to remain competitive in a very tough consumer cycle.

“These projects will allow us to fulfil our mission of being able to provide the best quality product at an affordable price.”

We recycle our waste at our own on-site sorting station.

WASTE IS COLLECTED FOR RECYCLING

GLASS

PAPER

WASTE IS COLLECTED

PLASTIC

WASTE IS SORTED

We hand out approximately 200 000 woven bags every year to help decrease the amount of plastic bags being used.

Douglasdale Dairy is also in the process of developing staff training modules that are tailored to specific jobs and roles or functions. This helps upskill the company’s workforce and provide them with the tools not only to do their jobs, but also equip them with the skills to prepare them for

more senior roles.

Yet on top of this, the company offers non-work-related skills that have been made into training programmes. Douglasdale Dairy’s courses cover topics such as monthly budgeting which explains the impact of interest on a loan; a subject that

aids many in the community and promotes the understanding of financial impacts to better their futures.

In addition to general training, Douglasdale Dairy also has a ‘TOP’ programme. This programme identifies TOP performing staff throughout the business. It’s open to all staff and the objective is to find top performing members and help grow and develop them so they can maximise their potential.

DOUGLASDALE DAIRY Tel: 010 976 1210 sales@douglasdale.co.za www.douglasdale.co.za

Africa Outlook issue 90 | 159

BAMBURI CEMENT

160 | Africa Outlook issue 90

CONSTRUCTION

Helping theWorld to Build Better Seddiq Hassani, Group Managing Director at Bamburi Cement, discusses the African cement industry and his company’s position as a major player within the space Writer: Sean Galea-Pace Project Manager: Joshua Mann

Seddiq Hassani, Group Managing Director

A

sk Seddiq Hassani what makes Bamburi Cement different from others and you’ll get a simple but powerful answer – its people.

“We have some of the best employees in the business – driven by a high-performance culture and passion for the organisation,” he says, proudly.

Hassani is the Group Managing Director of Bamburi Cement. The company is a subsidiary of Holcim, the global leader in building materials and solutions, and resides on the Nairobi Securities Exchange. And helping drive the business forward are the talented staff that remain committed to the business.

“Without them, we wouldn’t be where we are today,” he stresses. “We want to create an environment where

everyone can be a problem solver, creative and innovative. Health and safety comes first, but we encourage collaboration, and celebrate diversity,” he affirms. “We want people to try, don’t blame them if they fail and persevere when things don’t go as expected. But, this takes continuous effort and work.”

Indeed, Bamburi Cement’s people agenda is driven by various HR programmes, from learning and development to its position on the importance of health and safety.

Africa Outlook issue 90 | 161

BAMBURI CEMENT “During the COVID-19 pandemic for instance, we have made sure everyone appreciates how to protect themselves and their families, supported each in various ways, sent non-operational staff to work from home and secured our sites through various preventive protocols,” adds Hassani. “During that period, we have celebrated our Covid Heroes who took initiative to improve our COVID-19 protocols.

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162 | Africa Outlook issue 90

“Our reward and recognition be it through bonus pegged on performance, to various ongoing programmes that recognise performance in different areas of the business, teamwork, customer excellence among others – are about making our employees feel valued and recognising their efforts.

Opportunities for growth, as well as an environment where people have space to share ideas and give open and constructive feedback, I believe have also played a big part in empowering our staff.”

Since first joining the LafargeHolcim Group in 2000, Hassani initially started working at Lafarge Morroco, serving in various different positions such as Control Manager, CEO of Lafarge Gypsum Morocco, Purchasing and Logistics Director as well as Marketing and Strategy Director.

In 2015, Hassani began work as Holcim’s Head of Growth and Innovation for Middle East and Africa, before stepping into his current position as Managing Director at Bamburi Cement in February 2018.

Today, the African cement industry is on an upward trajectory mainly because many African economies continue to register growth in GDP and per capita income which consequently boost investment in the construction industry. And having worked in the construction industry for more than 20 years, Hassani knows first-hand how exciting and dynamic the space is and points to his passion as a key driver for the longevity he has enjoyed in the field.

“It’s an exciting space to be in,” he affirms. “What’s most interesting is the economic transformation we are able to facilitate in terms of infrastructural development that acts as an enabler to many other sectors of the economy. There is a French saying, ‘when the construction industry goes well, everything follows!’”

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BAMBURI CEMENT status, there is a plethora of mega construction projects either ongoing or projected in the near future, which includes housing, railway, roads, metro system, ports, water and energy projects, etc., as well as other foreign-funded projects that keep demand for cement growing.

“Demand also continues to be driven by population growth, urbanisation, improved living standards and sustainable construction,” adds Hassani. “The African Continental Free Trade Area agreement will also support increase

in the pace of economic development and subsequently building infrastructure.

“Indeed, one of the significant changes observed recently is the increase in regional cement production capacity. Going forward, this trend will get more traction, and we expect more capacity additions in the coming years in the region.”

For example, in Kenya, the government is prioritising manufacturing and affordable housing and places it among its big four agenda items, which provides opportunities for the

industry as it supports the government’s intent to deliver 500,000 housing units by 2022 and solve the current two million units housing deficit.

“Bamburi Cement has positioned itself to meet these varying demands by offering application-based products among a wide array of cement and concrete products,” explains Hassani. “This is in addition to solutions that solve challenges like affordability, accessibility, and technical expertise in a bid to support middle- and low-income builders as well as projects.”

BAMBURI CEMENT’S THREE SUBSIDIARIES 1. Hima Cement Its cement production subsidiary is based in Uganda with two cement plants in Kasese and Tororo.

2. Bamburi Special Products Kenya’s leading supplier of Ready-Mix concrete and Precast concrete blocks with operations in Nairobi.

3. Lafarge Eco Systems It is the environmental arm of Bamburi Cement that demonstrates sustainable land use through quarry wasteland rehabilitation and biodiversity conservation. The company manages two world acclaimed parks based in Mombasa, Kenya – Bamburi Haller Park and Bamburi Forest Trails.

4. Binastore Ltd A one-stop shop for a wide range of construction products, solutions and expertise to support customers in their construction needs.

164 | Africa Outlook issue 90

CONSTRUCTION

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Africa Outlook issue 90 | 165

BAMBURI CEMENT

Africa Outlook: Are there any past projects that you’re particularly proud of which you’d like to highlight in the article?

Seddiq Hassani: “We have been part of construction of some of the iconic infrastructure projects and buildings in Kenya and so I am happy of what we have been able to do in each one of them.

“In the recent past these range from the Standard Gauge Railway, the biggest infrastructure project in recent past in Kenya; to the Nairobi Expressway currently under construction, ports like Lamu Port, roads like the Lamu PortSouth Sudan-Ethiopia-Transport (LAPSSET) Corridor project, Dongo Kundu Bypass Highway and many others.

“Our capacity to adapt and deliver the different challenging demands of these projects is something my team and I are very proud of.”

166 | Africa Outlook issue 90

Bamburi Cement sits at the forefront of innovation in construction, driven through high performance, new technologies and sustainable building and construction products and solutions. Its vision?

To be the undisputed leader and the partner of choice by providing innovative solutions for nation building.

SUSTAINABILITY DRIVE Bamburi Cement has a rich history of sustainability and has adopted a number of initiatives in a bid to operate with a greener approach. As such, it has launched an innovative construction project named ‘Houses of Tomorrow’ to fuel its sustainability drive through low-carbon based building solutions.

The project involves careful selection, design and use of materials which leverages low carbon standards in the overall construction, and particularly the application of near zero embodied energy concrete designed to introduce low carbon content cement. In terms of the design, the project utilises the green construction theme, particularly in

the applications of materials – water harvesting systems, water reticulation systems, solar panels to cater for lighting and water heating needs, as well as other features such as large windows for maximum natural light and fresh air, among others.

“Net zero is an important goal that every industry needs to support; and for the cement industry, that is where we are all headed with a clarion call to achieve very low embodied CO2 footprint buildings,” discusses Hassani. “This can well be done using low carbon cement-based materials and locally available resources.

“Commitment to green construction has long been a goal for the construction industry and therefore the ‘Houses of Tomorrow’ project is an innovative solution and another step in our transition towards even more sustainable building solutions and towards a more sustainable construction industry overall.”

Some of the application based cement products that Bamburi

FACTS Bamburi Cement is renowned as a robust and well-regarded cement and concrete organisation within Eastern Africa State-of-the-art innovation with technical and production capacity and flexibility deliver challenging and seismic construction projects on-time and to the required standards Sustainability remains a key focus area for Bamburi Cement

CONSTRUCTION Cement produces are POWERMAX and NGUVU for high and medium strength concrete works respectively.

FUNDI masonry cement, a low carbon cement, is used for mortar and plaster works, and it is currently the greenest cements with the lowest CO2 emission level in the market alongside DURACEM. Both limit the carbon emission by between 50 and 65 percent in comparison to commonly used Ordinary Portland Cement products.

Despite considerable success, Bamburi Cement is relentless in its drive to succeed and are displaying no signs of slowing down. Hassani affirms the importance of securing and growing market share, while implementing an aggressive and robust growth strategy that includes expanding capacity across all areas of the business to ensure competitiveness for the long-term.

“Our strategy ‘Building for Growth’ is based on four pillars: growth (to grow faster than the market by capturing opportunities in the big four

agenda), performance (be the best cash cost company in the country through innovation and operational excellence), people (become an agile, lean and performance focused organisation by empowering our people), and sustainability (be the most respected company by all stakeholders by creating shared value with them).”

As a result, Bamburi Cement is now on the way to building a new clinker

“WE WANT TO CREATE AN ENVIRONMENT WHERE EVERYONE CAN BE A PROBLEM SOLVER, CREATIVE AND INNOVATIVE” – SEDDIQ HASSANI, GROUP MANAGING DIRECTOR, BAMBURI CEMENT plant in Kwale (Matuga area) coastal region, which is anticipated to be operational by the end of 2023. This plant will be state-of-the-art in terms of energy consumption and therefore reduced greenhouse gases emissions.

“This project is also expected to meet our growing need for clinker with an estimated 1.6 million tonnes increased annual capacity and support our growth in the region,” says Hassani. “New product development to meet various specific needs of the market is something we continue to do, and you will continue to see new developments in this area.”

Without partners, achieving longterm success is impossible. A resilient supply chain filled with mutually beneficial and sustained partnerships are key ingredients to prosperity, something Hassani is well aware of.

“No business is an island,” he explains. “Success in business is Africa Outlook issue 90 | 167

BAMBURI CEMENT

Africa Outlook: In what way are you moving to further renewable energy sources?

Seddiq Hassani: “As Bamburi, and through the Geocycle brand (owned by Holcim), we form partnerships with different industries, municipalities and agricultural producers – to dispose of their waste through co-processing in our cement kilns. This is an eco-friendly and sustainable solution for waste management.

“This initiative meets two agendas: addressing the waste management challenge and environmental sustainability where such waste would have ended up as pollutant; but also our substitution agenda where we substitute fossil fuels and use these material as alternative fuel. These range from waste oil, agricultural waste like rice husks (which otherwise farmers burn it, polluting the soil), condemned cargo by the government, waste tyres among others. We continue to seek out partnerships with more waste producers to meet these objectives.”

168 | Africa Outlook issue 90

defined by relationships, and at Bamburi we sit in the middle of a chain of relationships formed with suppliers and customers, taking raw materials, products and services from one end, and adding value to generate profit out the other.

“To meet our customer needs, our route-to-market is very important, to ensure customers receive the products on time and in the required quality. Our suppliers form an integral part of our operations, and so having in place systems that achieve mutually beneficial business goals is very important for Bamburi.”

Indeed, good partnerships are formed when both parties are aligned on values and fully trust the other. To Hassani, those partnerships are worth their weight in gold.

“Reliability is key, and we continue to enhance our partnerships with them to meet the needs of our operations efficiently and effectively, while adhering to the highest standards of integrity,” he explains.

“Following our supplier code of conduct, we also engage in longterm relationships with suppliers who are committed to sustainable development.

“These engagements are ongoing and constant to maintain transparency and understanding, and to firm up these partnerships. Being mutual partners means that they support our high-quality standards, health and safety, sustainability focus and ultimately contributes to our success.”

Looking ahead, Bamburi Cement has clear ambitions for the future.

In March 2020, the organisation launched its ‘health, cost and cash’ agenda with an objective to safeguard the health and safety of its people, partners and communities, while

CONSTRUCTION

also guarding against the financial impact of the COVID-19 pandemic.

For Hassani, he expects the plan to remain on saving costs and preserving cash throughout the rest of 2021.

“This continues to be our agenda in 2021 as the pandemic is still very much with us; and especially now that we see new waves of the pandemic in Kenya that continue to necessitate containment measures by the government,” explains Hassani.

“However, I have confidence in the ability of the government to help contain the pandemic, speed up the vaccination and promote a positive economic environment supportive of

business growth.

“We want to continue to serve our customers most effectively, both our retail and individual customers, and the various projects that we are supporting. Our customer service application, Lead Retail (Navendor) app, continues to serve our customers with minimal need for physical contact while improving our service level, and we’ll continue to reinforce it.

“Thankfully we are able to run our operations with no interruptions during the pandemic, and so our capacity remains unaffected. Our team continues to be busy looking at other offerings we can give to our

customers to support them in their construction needs, so this does not stop as well.

“We will also continue to partner with our different stakeholders and our communities to support the fight against this pandemic.”

BAMBURI CEMENT Tel: ​+254 20 2893000/ 20 6614358 corp.info@lafargeholcim.com www.lafarge.co.ke

Africa Outlook issue 90 | 169

DANGOTE CEMENT TANZANIA

THE BUILDING BLOCKS OF AFRICA A

frica is a vast continent.

Not only does it have substantial natural resources and a multitude of varying national markets, but its continental location gives it the advantage of being able to efficiently export goods to Europe, the Middle East, and the Indian Ocean region.

170 | Africa Outlook issue 90

A giant in the African construction sphere, we speak to Dangote Cement Tanzania about the company’s regional and national projects and operations Writer: Marcus Kääpä | Project Manager: Joshua Mann

Within its domestic markets, African construction is a booming industry, and Dangote Cement stands as a key player in the sector across many countries.

The company is a subsidiary of the industry giant Dangote Industries Limited; an international, diversified and fully integrated conglomerate.

CONSTRUCTION

The Group’s interests span a range of sectors in Nigeria (with its headquarters in Lagos) and across Africa. The core business focus of the Group, which started operations in 1978, is to provide local, value-added products and services that meet the ‘basic needs’ of the populace.

The Group’s business unit, Dangote

Cement, is renowned within the pan-African construction sector, and in Tanzania, the company holds a wellknown, reliable and respected presence. The company is Sub-Saharan Africa’s leading cement company, with a production capacity of over 48 million tonnes per year across ten countries. Together, these operations

make the company the largest cement producer in Sub-Saharan Africa.

“I joined this industry in 1981 and it is currently both an incredibly exciting period due to exporting opportunities, and very challenging because of a tough 2020,” begins Abdullahi Baba, General Manager of Dangote Cement Tanzania.

Africa Outlook issue 90 | 171

DANGOTE CEMENT TANZANIA

THE FOUNDER AND THE COMPANY Aliko Dangote, GCON is the Founder, Group President and Chief Executive of Dangote Group, the largest conglomerate in West Africa. The Group currently has a presence in 17 African countries and is a market leader in cement on the continent. The Group’s subsidiary, Dangote Cement, is the largest listed company in West Africa and the first Nigerian company to join the Forbes Global 2000 Companies list.

Through its transformational projects and businesses spanning food, shelter and construction, Dangote Group continues to grow its vision of becoming the leading provider of essential needs in Africa.

Dangote Group businesses: • Cement Manufacturing • Sugar Refining • Salt and Seasonings • Fertilizer • Infrastructure • Rice Farming • Refinery • Energy • Petrochemicals • Polysacks • Real Estate • Mining • Logistics • Maritime • Automotive • Tomato Farming

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DANGOTE CEMENT TANZANIA Baba began his journey in the sector in multiple positions such as Chemical Engineer and Process Manager before he rose through the ranks of the company to reach his current position.

“In recent times I have had the privilege of being Project Manager for Dangote Cameroon and have had the honour of managing it before coming to Tanzania in August of last year.”

DANGOTE CEMENT PRODUCT OFFERINGS Dangote Cement is committed to producing cement of dependable quality, so when product is purchased, customers are not just buying cement, they are also buying a promise of strength.

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Abdullahi Baba, General Manager, Dangote Cement Tanzania

INNOVATION AND OPTIMISATION With an international name and presence as well as its continental provision of cement, Dangote Cement is increasing its power capabilities to expanding its production in both scale and variety.

“We have diversified our product mix by constructing additional silos in order to create leverage and compete more efficiently in the market,” Baba tells us. “This is a major innovation for us, as is our compressed natural gas (CNG) station.”

Dangote Cement Tanzania’s CNG station will fuel the company’s trucks optimising efficiency through cost-effectiveness and increased sustainability practices. With lengthy cement delivery distances this implementation of CNG fuel is a critical element to maximising costeffectiveness. The use of CNG can cut fuel costs by up to 40 percent on top of a substantial 15 percent reduction in tail-pipe CO2 emissions for dualfuel trucks; a profitable and more sustainable practice in the industry.

“We are very proud of our CNG station,” Baba states. “It is the best of its kind in Africa, and we are considering constructing a second one in the future to support our operations and products.”

Nitro Explosives Nitro Explosives (T) Ltd is a compliant commercial explosives service provider to Dangote Cement Industries.

We are proud to be associated with Dangote Cement ever since operations started in Tanzania in 2015. We live this service as part of our lives and highly appreciate this business relationship. Additionally, we share many core values such as transparency and sustainability. This why we are delighted to witness ongoing investment such as the natural gas developments taking place at present in Mtwara at Dangote Cement. Your good efforts to work cost effective is an inspiration.

Nitro value life and a clean environment and therefore stand firm on Safety is our first Priority. Our Head Office is located in Arusha – Tanzania.

Together with our International Partner, Austin Powder International, we believe in a strong united family that will ensure success and bring prosperity to us, our communities and our Country.

Nitro has distribution points situated at Simanjiro, Mbozi, Lugoba, and Nzega where we own high standard magazines with big capacities. In Lindi Region an Emulsion Manufacturing Plant is in construction. Nitro can easily supply Emulsion and other selected high quality Commercial explosives to our valued clients in Tanzania and Neighboring Countries with our own fleet of vehicles.

Our client base is diversified, such as Mines, Commercial Quarries, Road Constructors and other mega Infrastructure Projects. This includes the Standard Gauge Rail - Lot1 & Lot 2 as sole service provider and Julius Nyerere Hydroelectric Power at Rufiji, partially. This is why strong relations such as Dangote Cement come to its real definition, as most projects need large volumes of top quality locally produced cement.

www.nitroexplosives.com

174 | Africa Outlook issue 90

ALWAYS ON TIME Our Business Is Based On Sustainable Relationships and Not only Transactions

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DANGOTE CEMENT TANZANIA

THE DANGOTE WAY “The Seven Pillars of Sustainability are at the core of The Dangote Way, which reflects my personal commitment to building a socially responsible and impactful business that serves all stakeholders.” – Aliko Dangote GCON, Founder, Group President and Chief Executive of Dangote Group.

The Seven Pillars of Sustainability are at the core of “The Dangote Way”. This reflects our personal commitment to building a socially responsible and impactful business that serves all stakeholders.

• Financial • Institutional • Economic • Cultural • Social • Environmental • Operational

176 | Africa Outlook issue 90

BEHIND DANGOTE CEMENT TANZANIA A vital element to the fluidity of the company’s operations is Dangote Cement Tanzania’s supply chain; business partnerships that ensure the company’s efficiency, and consequently, success.

“These supply chain partners are very important to our operations.

It’s very difficult for a company to operate on its own,” Baba elaborates. “In our case, we have key raw material suppliers, such as those who provide gypsum, and their provisions are vital to our operation and continuation.

“It is very important for us to take into consideration our specific location to identify what we can source locally and what we need to bring in from abroad, but we cherish our local supply chain and the brilliant yield we receive from the open channel between us.”

Despite the supply chain maintaining the fluid operation of Dangote Cement Tanzania through the provision of materials and resources, the company’s success and continued provision of highquality cement across Africa equally comes down to the dedication and professionalism of its workforce.

“Our people are our strongest resource,” Baba affirms proudly.

“Irrespective of whatever technology you put in place, at the end of the day it will still be operated by people, and we treat our employees as the forefront of our company.

“Dangote Cement Tanzania provides each and every individual attention to training and rewards in each particular environment of work.

In line with this, we try to keep our staff happy and motivated, with clear career paths outlined to show them that they can each be promoted to higher positions within the company.”

CONSTRUCTION

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Africa Outlook issue 90 | 177

DANGOTE CEMENT TANZANIA

“OUR PEOPLE ARE OUR STRONGEST RESOURCE” – ABDULLAHI BABA, GENERAL MANAGER, DANGOTE CEMENT TANZANIA NURTURING A VISION Just as remaining employee-centric is an element of Dangote Cement’s core values, ensuring that the company’s operations and footprint benefits the localised working region holds just as much importance.

For Dangote Cement Tanzania, corporate responsibility is not just a choice but also a necessity, especially within areas such as social and 178 | Africa Outlook issue 90

environmental promotion.

“We take our corporate responsibility very seriously,” Baba explains further. “We have engaged in the creation of awareness and direct support for various communities, such as the provision of quality water, engaging in seminars in multiple educational institutions, helping out places that have been hit hard by the COVID-19 pandemic or HIV.

“We have established a Community Relations Committee consisting of ourselves, community representatives and representatives of the government who meet regularly, evaluate projects and build stronger relationships with the community involved.

“On top of this we are working with communities and the schools around us to raise awareness of sustainability.”

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The company’s sustainability commitment ties heavily to “The Dangote Way”; Dangote Group’s approach to building prosperity and self-sufficiency across Africa and a world-class, multinational manufacturing company.

Driven by the highest level of governance, this approach is embedded in the company’s corporate culture and guides its approach to building a prosperous and sustainable business.

2021 AND BEYOND “Going forward, we are hoping to increase our production capacity of our Tanzanian plant to its fullest in the next couple of years,” Baba tells us.

“We are looking at both the domestic and the export markets very optimistically and we are very confident that we will deliver the full capacity of this plant in 2022 or at latest 2023.”

With production capacity and

innovative sustainable methods of operation at the forefront of its business, Dangote Cement Tanzania holds a lot of promise for the next few years.

www.dangotegroup.com

Africa Outlook issue 90 | 179

DANGOTE CEMENT CAMEROON

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CONSTRUCTION

LEADING CEMENT PRODUCTION IN CAMEROON As Africa’s premier cement producer, we examine Dangote Cement’s operations in Cameroon and beyond Written by: Sean Galea-Pace | Project Manager: Joshua Mann

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frica’s leading cement producer. It’s a title that Dangote Cement are certainly proud of.

Dangote Cement Cameroon sits under the wider Dangote Cement Group, which operates a wide spectrum of businesses such as cement manufacturing, sugar milling, sugar refining, packaging material

production and salt refining, among many others. The Group’s vision is to be recognised as a leading provider of essential needs in food and shelter in Sub-Saharan Africa.

Dangote Cement is Nigeria’s largest-listed firm and operates two-thirds share of the domestic cement market. With the value of Africa’s cement industry anticipated

to grow at a compound annual rate of 5.9 percent from 2020 to 2029, driven by a swathe of infrastructure development projects, the company is a sector where opportunity is everywhere. As one of the biggest conglomerates in sub-Saharan Africa, Dangote Cement is exposed to typical challenges which are tackled with sound business integration.

Africa Outlook issue 90 | 181

DANGOTE CEMENT CAMEROON One of the company’s biggest challenges is power supply. Lots of countries within Africa have a poorly developed or non-existent electrical grid, however, Dangote has implemented internal generation capabilities to become self-sufficient in power. There are now on-site power plants at most of Dangote’s production facilities in Nigeria, Senegal, Tanzania and Zambia.

Dangote Cement operates in a number of countries within the region, such as Nigeria, Congo, Ethiopia, Ghana, Senegal, Sierra Leone, South Africa, Tanzania, Zambia and of course, Cameroon.

CAMEROON OPERATIONS Cameroon is bordered by a host of African countries. To its west sits Nigeria, Chad its northeast, the Central African Republic to the east, while the Equatorial Guinea, Gabon and the Republic of the Congo are to its south.

The country enjoys relatively high political and social stability. This has permitted the development of agriculture, roads, railways and significant petroleum and timber industries. Cameroon’s major export markets include France, Italy, South Korea, Spain, and the United Kingdom, with the country aiming to be regarded as an emerging country by 2035.

‘CAMEROON IS THE LARGEST ECONOMY IN CENTRAL AFRICA AND IS WELL ENDOWED WITH ABUNDANT NATURAL RESOURCES. THE COUNTRY ALSO ENJOYS POLITICAL STABILITY, ADEQUATE SECURITY AND GROWING INFRASTRUCTURAL DEVELOPMENT’ 182 | Africa Outlook issue 90

DANGOTE CEMENT’S GOALS MISSION - To deliver strong returns to its shareholders by selling high-quality products at affordable prices, backed by excellent customer service.

- To help African countries towards self-reliance and self-sufficiency in the production of the world’s most basic commodity, by establishing efficient production facilities in strategic locations close to key growth markets.

- To provide economic benefits to local communities such as direct and indirect employment in all countries in which it operates.

- To lead the way in areas such as governance, sustainability and environmental conversation in order to set a good example for other companies to follow.

VALUES - Customer Service: Understanding the need to exist and serve to satisfy its customers. Accordingly, its customer orientation reflects intimacy, integrity and learning.

- Entrepreneurship: The firm continuously seeks and develops new business, employing excellent methods to retain its market leadership.

- Excellence: Dangote Cement works hard to deliver best-in-class products and services to its customers and stakeholders. In order to achieve this, the firm showcases teamwork, respect and meritocracy.

- Leadership: It thrives on being leaders in its business, markets and communities. In order to make this happen, Dangote Cement focus on continuous improvement, partnership and professionalism.

VMO Improvements

50% 40%

36%

34%

30% 20%

Specific Energy Reduction

2% R45 STD Reduction

Residue R45 Reduction

2%

2% Blaine STD Reduction

0%

7%

Blaine Avg Increase

10%

Production Rate Increase

ES Processing is a leading provider of Advanced Process Control & Process Optimization solutions for heavy industries, and particularly for the Cement Industry. Remarkable performance in Dangote Cameroon plant by our grinding APC-AI solution VMO:

Our solutions Predict, Autopilot and Optimize the cement manufacturing process.

DANGOTE CEMENT CAMEROON

THE DANGOTE CEMENT RANGE 32.5R 32.5R is a general-purpose cement suitable for applications such as mortar and plastering, where loading strength is not a factor.

42.5R “3X” 3X is a quality assured blended cement manufactured to fully conform to the requirements of strength class 42.5R. 52.5R 52.5 is a high-performance Portland cement manufactured to comply with the requirements of type CEM 1 cement strength class 52.5.

184 | Africa Outlook issue 90

In Cameroon, Dangote Cement’s 1.5Mta cement grinding facility, with a dedicated jetty for offloading clinker directly to the plant in Douala, opened in March 2015 and was the first entrant in Cameroon’s cement market in 40 years. Currently, Dangote Cement imports clinker from third party suppliers. In time, it plans to import clinkers from its factories in Nigeria, guaranteeing higher-quality material.

In Cameroon, clinker is ground with the local pozzolana additives and the primary product is bagged 42.5grade cement.

Dangote Cement is of the highest quality and comparable to any quality cement brand globally. Cement from Dangote’s modern factories is sold in 50 kilogrammes bags, 1.5 tonne jumbo bags and in bulk tankers.

Stringent quality assurance processes are put in place so that customers can be assured of receiving a high-quality product that meets all required technical standards.

MTN Business Academy In recent years, teleworking, especially from home, has been growing considerably. The emergence of this new way of work is rooted in the changing behaviour of staff in companies whose lifestyles are strongly induced by digital technology and the promotion of multiculturalism. This is a new generation of workers whom we have to deal with.

To meet the needs of Communication, Collaboration, Connection and Creativity inherent to this new generation of workers in companies, MTN Cameroon introduced in the marketplace, a portfolio of services, products and solutions that promote collaborative work, especially remotely. It is for MTN Cameroon to help and support companies of all sizes to achieve their goals.

For any project related to digital transformation, please feel free to email us via the below email.

news-mtnbusiness@mtn.com

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DANGOTE CEMENT CAMEROON

THE DANGOTE WAY Dangote’s approach is built on the mentality that sustainability must be owned and practiced at all levels of the organisation, particularly at the highest levels of institutional governance.

Dangote believes that measuring and reporting its activity transparently and consistently is a vital ingredient to constantly improving its role and impact in transforming its ecosystem.

For the Dangote Group, sustainability allows a better balance to economic, social and environmental priorities while sustaining its financial, operational and institutional targets, safeguarding the well-being of present and future generations and maintaining a holistic respect for ethical values and local cultures.

On the company website, Aliko Dangote, Group President and CEO, states: “Our approach to sustainability has been developed through an extensive stakeholder engagement process, led by the sustainability and governance department of the Dangote Group. The Dangote Way, our unique approach towards engendering sustainability across all our operations, embeds at the core of our procedures and corporate culture, indicative of our absolute commitment to sustainability; powered by the highest levels of governance.”

Dangote Cement is a fully integrated quarry-to-customer with 186 | Africa Outlook issue 90

a production capacity of up to 48.6 million tonnes per annum across Africa as of 2020. The organisation’s commanding position in Africa has been built through the passion and hard work of all its staff. The firm is planning on opening more factories to support even higher demand in the future, both in Nigeria and other African countries.

As part of its corporate social responsibility project, Dangote Cement Cameroon handed over Personal Protection Equipment (PPE) kits worth around 100 million CFA francs to the country’s Ministry of Public Health to support healthcare workers on the frontline against COVID-19.

At the time, Abdullahi Baba, Country Manager, Dangote Cement Cameroon, commented: “These are important products for medical personnel. Dangote Cement is a corporate responsible company. Our concern here is the health of citizens.”

Support materials handed over to the Ministry of Public Health include 15,000 masks, 10,000 shoe covers, 3,260 litres of chlorinated water, 120 thermo-flashes, 90,000 gloves, 100 sprayers and 1,440 packages of food supplements. The donation was intended to protect healthcare personnel on the frontline, was received by Alim Hayatou, the Secretary of State to the Minister of Public Health, in charge of the fight against epidemics and pandemics.

This year, Dangote Cement has

ambitious targets. The firm plans to increase the capacity of its 1.5Mt/yr Douala cement grinding plant near the Cameroonian capital of Yaounde to 3Mt/yr. The Nigerian Guardian newspaper reported that the firm’s current expansion plan aims to exploit multiple trade routes within the African Continental Free Trade Area (AfCFTA).

Aliko Dangote confirmed that the plant is its largest greenfield project in a neighboring country.

“We don’t just share a border but also a long history of brotherly relations dating from our colonial days. Owing to the rich culture and history that we share; we have a better understanding of Cameroon.

“Our desire to increase our investment with the Phase Two project is not just based on not only the fast growth rate of the Cameroonian economy but also due to the warm welcome extended to us and the enabling environment created by the government of Cameroon. Our choice of Cameron for this multi-billion-dollar investment is quite strategic.

“Cameroon is the largest economy in Central Africa and is well endowed with abundant natural resources. The country also enjoys political stability, adequate security and growing infrastructural development. In addition, President Biya has created an enabling environment that has continued to attract investors both from within and outside the African continent.”

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Sika is further expanding its presence in West Africa and starting operations in a new facility for mortars in Cameroon. Following the foundation of the national subsidiary in 2016 and the opening of a concrete admixture plant in 2017, the company is now investing in a new mortar manufacturing facility. In total, Sika has 22 factories on the high-growth African continent. The current business year has already seen investments in new facilities in Egypt and Senegal.

Sika will use its new mortar products factory, located in the major city of Douala, to expand its product portfolio and supply customers in Cameroon’s construction market with locally manufactured products. The country’s building industry is developing dynamically under the stimulus of investments in infrastructure and housing construction. Major infrastructure projects realized with Sika products include sports stadiums, the Douala Grand Mall and Business Park Project, and facilities for water treatment and the supply of drinking water which are being constructed across the country.

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Africa Outlook issue 90 | 187

HITACHI CONSTRUCTION MACHINERY AFRICA

SERVICE and SUPPORT Hitachi Construction Machinery Africa stands as a giant in the continent’s machinery manufacturing sector. We spoke to the company about its latest developments and its presence in the digital support space Writer: Marcus Kääpä | Project Manager: Donovan Smith

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hallenge followed by promise - this is the reality of South African manufacturing at present.

Striding forward as a key player in the space is Hitachi Construction Machinery Africa (HCAF), a subsidiary of its parent company Hitachi Construction Machinery (HCM), that is in turn part of the internationally spanning Hitachi Group.

HCAF supplies the industry with a range of excavators including mini, medium, large and wheeled excavators, wheel loaders, rigid dump trucks.

As part of the company’s reliable solutions commitment HCAF also offers reliable parts, outstanding service and 24-hour support to clients throughout Southern Africa, seven days a week. HCAF’s Regional coverage is supported by three subsidiaries including South Africa, Zambia and Mozambique, and the company has four independent dealers.

188 | Africa Outlook issue 90

Dependable equipment and manageable fixed costs are key to helping businesses meet their goals. Hitachi strives to reduce downtime, extend machine life and focus on safety while continuing to meet each client’s particular business needs

Hitachi’s been in the global market for over 70 years and strive on precision and quality products.

The company tailors its orders to its customers’ specific needs and makes sure that they get the best possible service; the company has changed its department structure to optimise to clients’ needs.

In the past year, HCAF has had to weather the global storm of the COVID-19 pandemic. The pandemic negatively affected how the company operated and its ways of doing business, however with years of industry experience came the ability to adapt as well as endure.

HCAF managed to pull through the tough times and create plans for remote home-based working, all the while remaining efficient in doing so.

During this trying period the company managed to achieve what it wanted to at the end of its financial year in March 2021.

MANUFACTURING

HITACHI CONSTRUCTION MACHINERY AFRICA Despite aspects of business remaining challenging, such as not being able to travel to visit various clients beyond South Africa, the market has been picking up and the company remains in a good business space. And into this promising space HCAF ensures that its precision and high quality are present in each of its projects.

EXEMPLIFYING QUALITY SERVICE ConSite is a key aspect of HCAF’s operations. ConSite is a Hitachi Group remote machine monitoring and reporting system; an integrated, multi-platform application that is used by Hitachi dealers and their customers to provide daily machine monitoring, monthly performance reporting, and machine alarms when a machine’s fault is detected. ConSite was designed in response to growing market demand for tools to aid in reducing the life cycle costs and

improving machine up time.

“There are two types of ConSite data reports received by dealers and customers,” Johan Erasmus, Product Support General Manager at HCAF, explains. “Firstly, there is the ConSite Monthly Report; an automated monthly report that summarises all of the relevant machine information.

“It includes a detailed analysis of operational data, mode usage ratios and daily machine hours, location and more. Customers receive these monthly reports direct via email or through the ConSite Pocket mobile application. Monthly reports are also saved in their Owner’s Site account (Global e-Service) for easy reference.”

The second of these data reports is the ConSite Alarm Report. In addition to the monthly reporting, ConSite also helps Hitachi customers in the unlikely event of a machine fault.

When this occurs, ConSite will send the Hitachi dealer and their customer an emergency alarm report, to ensure

A BRIEF HISTORY OF HITACHI Founded in 1910 by Japanese electrical engineer, Namihei Odaira, the Hitachi Group made its first cable operated power shovel in 1949, became a fully-fledged division in 1951, and an independent group company in 1970. Its Southern African operations are supported by subsidiaries, Hitachi Construction Machinery Africa (HCAF), Hitachi Construction Machinery Southern Africa (HCSA), Hitachi Construction Machinery Zambia (HCMZ) and Hitachi Construction Machinery Mozambique (HCMQ) respectively.

CLOSER LOOK: HITACHI CONSTRUCTION MACHINERY AFRICA Hitachi Construction Machinery Southern Africa started to operate in 1998.

Over the years, Hitachi has grown into a globally respected infrastructure solutions company with more than 320,000 employees around the world and is still propelled by Mr. Odaira’s drive for innovation after more than 100 years. The company leverages its diverse range of expertise to drive its social innovation business by developing and refining new technologies that meet tomorrow’s challenges to create value for future generations.

Today, HCM supplies mini, medium, large and wheeled excavators, wheel loaders, rigid dump trucks, reliable parts, outstanding service and 24-hour support to clients throughout Southern Africa, seven days a week.

190 | Africa Outlook issue 90

Blazing Sun BS has been excelling in the abnormal transportation business for the last 30 years delivering loads throughout Southern Africa for Hitachi, Volvo, Hellman Worldwide and Caterpillar to name a few.

We pride ourselves in having some of the most experienced drivers out there, enabling us to provide the highest level service by delivering our loads swiftly but safely and at the right price.

BS has trucks registered in South Africa, Zimbabwe and Zambia allowing us to freely transport loads almost anywhere in Southern Africa without any third party restrictions.

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SA Tube & Honing also offers woven wire screens, servicing customers throughout South Africa and Sub-Sahara.

Charles Rudolph Workshop Manager charles@satube.co.za +27119143893 www.satube.co.za

Africa Outlook issue 90 | 191

HITACHI CONSTRUCTION MACHINERY AFRICA

CONSITE OIL ConSite Oil system is a hydraulic and engine oil monitoring system, and it provides Hitachi customers a number of benefits that help them with machine monitoring and performance visibility. The system promotes the early detection of hydraulic and engine oil deterioration by utilising proprietary oil condition monitoring sensors, ensuring a reduction in unexpected maintenance, and maximum machine up time is realised. It also reduces operating costs associated with the maintenance and repair of oil related faults through advanced preventative maintenance.

The ConSite Oil system uses sensors to measure engine and hydraulic oil quality, detecting deterioration of the oil, contamination by foreign materials (such as soot and water), oil replacement history, as well as viscosity.

192 | Africa Outlook issue 90

both respond quickly in order to minimise unscheduled downtime.

On top of this, ConSite also includes smart device applications (ConSite Shot and ConSite Pocket) and ConSite Oil Services.

DIGITAL APPLICATIONS “ConSite Shot is used to perform machine inspections,” Erasmus elaborates. “Better inspection reports can be easily prepared, and it can be shared by the dealer and other employees within the organisation.

“ConSite Shot reports prepared at job sites can be viewed on the ConSite Shot website within Global e-Service on a real-time basis. ConSite Shot is also available for rental business, and dealers and customers can also use this app for the purpose of comparison inspections when the

machine is rented out and when the machine returns from rental use.”

The ConSite Pocket mobile app is an additional digital application and one designed with company customers in mind.

“ConSite Pocket provides Hitachi customers a number of benefits that help them with machine monitoring and data sharing,” Erasmus continues.

MANUFACTURING

FULL SERVICE LIFECYCLE Dependable equipment and manageable fixed costs are key to helping businesses meet their goals. Hitachi strives to reduce downtime, extend machine life and focus on safety while continuing to meet each client’s particular business needs.

VALUE CHAIN Hitachi’s diverse global group helps the company to innovate solutions that fulfil these requirements so that the machinery continues to deliver long term performance. This is achieved through consistent and ongoing research and development, and producing new, cutting-edge technologies to match the robust performance of Hitachi machinery. Such technologies include integrated data communication systems that deliver near real-time alerts via smart device apps, online reporting for proactive maintenance schedules and emerging solutions based on Internet of Things (IoT) technologies, autonomous vehicles, all of which are further bolstered by continuous training of dealers and client’s employees to ensure proficient use of these tools.

“The key features include allowing customers to download monthly reports for their machines, showing data such as daily working hours and fuel usage, and displaying generated alerts to customers if abnormalities are detected.

“The app also enables our customers to share usage reports and information about technical issues and alerts with Hitachi staff easily, and track machine locations using GPS technology.”

This kind of adoption and incorporation of remote support technology is a growing space within the technology sphere.

Africa Outlook issue 90 | 193

HITACHI CONSTRUCTION MACHINERY AFRICA

194 | Africa Outlook issue 90

MANUFACTURING

With an increasingly digital global environment, and especially in light of the COVID-19 pandemic, it is easy to see why customer support technology will follow the trajectory of growth alongside it.

INDIVIDUAL DEVELOPMENT HCAF’s professional and continental presence is stems from its companywide focus on employee and management training, and the consequential higher level of quality that is born of such individual development. HCAF boasts a company training academy through which employees at all levels can gain knowledge, experience, and refine their individual skillsets to better

themselves and the company.

“The vision for HCAF training is to ensure that as many employees, at head office, branches and dealers, are exposed to as much training content as possible,” Sandra Claassen, Training Supervisor at HCAF, informs us. “By so doing, we are increasing and capitalising on the ROI in training resources, like the HCAF Training Centre and the HCAF Training Academy, through our online digital platform.

“The Training Centre is a hub of activity with a continuous stream of artisans attending technical training with our experienced facilitators. The training covers theoretical concepts as well as practical sessions, where

invaluable experience is gained on the hydraulic and electric simulator.

The simulator is designed to provide practical basic and further training, using industrial components, to provide the confidence to apply the acquired knowledge in the workplace.”

On top of this, the Training Academy Online Training platform offers extensive content, covering compliance, technical, machine specific and IT skills training. The efficient deployment of content and ease of reporting, allows agile learning for users in an intuitive format and in-depth feedback for managers, available on all digital devices.

Africa Outlook issue 90 | 195

OTT TECHNOLOGIES (PTY) LTD

A

n OTT-manufactured vehicle can be the difference between life and death. Tested under the crucible of warfare, engineering excellence is not a business claim - it’s a necessity.

A South African manufacturer specialising in the production of world-class armoured vehicles, OTT Technologies take full ownership over the operational life cycle of their products, presiding over design, manufacture, and after-sales support.

OTT’s blast and ballistically protected vehicles are deployed across the globe in UN-sanctioned peacekeeping missions, warfare operations and homeland security.

Their in-house manufactured, comprehensive range of ground forces find application within the commercial, law enforcement and military spheres.

“We also have a paramilitary line of products that are suited to police and internal security operations that will be launched soon, namely the LM13 and M34 multi-purpose security vehicles,” hints Clive Lewis, Co-Owner and General Manager at OTT Technologies.

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Bolstered with the longevity of over 40 years in the market, OTT have been in operation since 1980 and subsequently enjoy a somewhat enviable reputation concerning their engineering prowess, customer commitment and service delivery.

During the company’s nascent days, OTT’s remit concerned the refurbishment of ex-military trucks destined for the commercial market.

“These trucks were used in harsh conditions and, because of the military heritage, very often in conflict or harsh theatres of operation,” Lewis explains. Over the course of his tenure, Lewis, alongside retired Military Officer and Business Development Manager Chris Gildenhuys, has seen both the company, and the range of products that they manufacture, evolve significantly.

OTT replicated this initial refurbishment model to enter the domain of armoured vehicles, beginning with the supply of exSouth African Defence Force (SADF) all-terrain military vehicles that were met with a positive market reception.

Soon identifying the limitations of working with surplus older models, OTT explored the possibilities of autonomous manufacture. “Despite the effectiveness of these refurbished vehicles, their age and relatively crude underpinnings prompted OTT to begin the design and development of more modern alternatives,” Lewis explains.

The company continue to remanufacture and refurbish alongside the production of new armoured vehicles, adding a complimentary business stream in the supply of new and refurbished spare parts.

In turn, in-house manufacturing has enabled OTT to further customise and distinguish their products beyond their most basic function, as Lewis affirms.

MANUFACTURING

Battle-Proven

Mobility Coupling engineering expertise with a comprehensive infrastructure of technical and logistical support, Pretoria based OTT Technologies has been the trusted manufacturer supplying bespoke armoured vehicles for peacekeeping and homeland security missions worldwide since 1980 Writer: Phoebe Harper | Project Manager: Ryan Gray

OTT TECHNOLOGIES (PTY) LTD

“Today, OTT has a well-developed design and production capacity that, although our vehicles ensure excellent levels of protection and reliability, also offer modern features and ergonomics.” This is embodied by the various models of the Puma M36 – a battle proven vehicle designed to provide ultimate crew protection.

Subsequently, OTT has earnt the support of a roster of illustrious OEMs, including Mercedes –Benz, MAN, Hino, Tata, Ashok Leyland, and Merritor to name but a few.

Commitment and Core Values OTT remains a global leader in the design, manufacturing, and support of protected vehicles.

Their commitment to design excellence and to customer and product support is nonnegotiable and they continually ensure that their products demand, earn and maintain the excellent reputation of which they are justifiably proud.

OTT embraces the values of quality, trust, commitment and irrefutable ethics to ensure that their products perform as designed.

198 | Africa Outlook issue 90

“As a company, we strive to provide a product that is well designed, cost effective and reliable” - Clive Lewis, Co-Owner and General Manager, OTT Technologies Ltd Turning to talk of OTT’s supplier relations, Lewis states, “OTT prioritises sound and transparent relationships with its suppliers.”

“Our suppliers’ components and sub-systems form an integral part of OTT’s products and these must be carefully selected and integrated to ensure that the sum of all inputs is up to OTT’s expectation of quality and reliability.”

“OTT has many bespoke designs and sub systems and a sound relationship with our trusted suppliers is of great importance to us,” he adds.

AFRICAN SOLUTIONS FOR AFRICAN PROBLEMS OTT Technologies believe in ‘African solutions for African problems’, referring to the ‘unique’ conditions of what Gildenhuys refers to as the

‘African Battle Space’. Vehicles here must excel under dry, dusty, and hot conditions, traversing harsh terrain.

“Our vehicles and related equipment are designed and developed for these conditions.”

“Some Troop Contributing Countries (TCCs) to United Nations peace missions come from places such as Asia, Europe and elsewhere in the northern hemisphere. Their equipment is not necessarily suited for these conditions,” explains Gildenhuys.

Indeed, we may see the harsh terrain of the continent as a reflection of the armoured vehicle market itself; a landscape defined by fierce competition and an ever-shifting demand contingent on military budgets and perceived security threats. Here, the effective management of suppliers and sub-contractors, an advanced technological infrastructure and the balance of spend on raw materials are the deciders of a manufacturer’s success and profitability.

South Africa itself is one of the top nations globally speaking in terms of the production and supply of armoured vehicles. According to the Global Firepower Index, the country ranked 32nd out of 137 modern nations in terms of military strength. Robust and secure, an OTT design offers a competitive edge over extraneous manufacturers, which makes the African solution, the ideal one.

EXPERTLY ENGINEERED As an ISO 9001:2015, ISO 14001:2010 and ISO 18000:2000 certified company, OTT are recognised for their stringent manufacturing processes, with a proven track record of excellence evidenced by the past 20 years since they began producing new armoured vehicles. As all designs

MANUFACTURING

are bespoke and subject to the unique requirements of the clients, a degree of customisation is key.

By implementing in-house manufacturing and engineering, OTT preserves its edge on the market with a dedicated Engineering Development and Design Division

composed of professionals with extensive experience in the design of armoured vehicles.

“OTT offers well sorted variants of its MRAPS whilst using a common driveline to streamline logistical requirements.

“In other words, our personnel

carrier, ambulance, command and control, tactical and recovery vehicles can be specified with common drivelines and service parts. Very few competitors are able to offer the variants that OTT is able to – especially with the streamlined logistical supportability,” Lewis explains.

As the name would suggest, technology is the essential ingredient to drive manufacturing forward, and as a constantly shifting phenomenon, OTT continually introduces new technologies for evaluation and testing.

A defining aspect of the strength in their production facilities is highlighted by the design and implementation of a unique wind tunnel system, produced to optimise the air flow of the cooling systems, complimented with a dynamic noncontact braked trailer for vehicle cooling system optimisation and sign-off tests.

Africa Outlook issue 90 | 199

OTT TECHNOLOGIES (PTY) LTD Such is the strength of their in-house capabilities, whether in engineering, manufacturing or logistical competencies, OTT eliminate the need to rely on third parties for development, manufacture, or support. The company operates from three production facilities based nearby the company headquarters in Pretoria, and one in

the United States.

Diversified acquisitions are implemented to further diversify market penetration and extend OTT’s engineering capabilities. This is evidenced by the acquisition of ADG Mobility (ADGM) - a specialist in the design and development of military armoured vehicles with

A CLOSER LOOK

Puma M36 Mine Resistant Ambush Protected (MRAP) Vehicles An evolution and extension of the Puma M26 model, the V-shaped hull Puma M36 4x4 is an armoured personnel carrier (APC) with mine and IED protection. The model is the leader of next generation mine protected vehicles.

USERS: Military and Police during peacekeeping, homeland security and other asymmetric warfare operations.

OTHER ROLES: High mobility mine protected patrol vehicle, ambulance, mine protected weapon carrier and mine protected command vehicle.

• Multi-mission, high mobility, high protection 4x4 & 6x6 range of vehicles, • Interchangeable components.

• Armoured monocoque hull, offering superior ballistic and blast protection.

• Available with a choice of drivelines.

• Vehicle of choice for peace keeping missions and homeland security.

• Transportation options: road, rail, sea and air.

• Can operate under severe climatic conditions.

• Modular interior layout.

• Comprehensive product support.

200 | Africa Outlook issue 90

state-of-the-art software systems.

With an already comprehensive range of products, the recent acquisition of LMT Products in July 2020 has also been instrumental in further diversifying their range, particularly within the arena of products destined for law enforcement.

Reinforced with a history of OTT products reliant on ballistic protection in real life operational situations, the company is able to provide thirdparty certification to corroborate the protection levels of their vehicles.

A primary example of this is the OTT Puma M36 MRAP vehicle, which attained certification of STANAG 4569 Levels 4a and 4b – the highest level of blast protection certified by STANAG 4569 – after rigorous testing at the US Army Aberdeen Test Centre in Maryland.

At OTT, the countless numbers of personnel saved from serious injury and a clean fatality record are the ultimate proof of their product’s success.

DEDICATED SUPPORT Extending beyond the products themselves, OTT invest a significant amount of time and resources into training and technical support, ensuring that the necessary ‘back-up’ infrastructure is in place for their products if necessary. This is of paramount importance as a reflection of the company’s commitment to their customers.

“Training and technical support are particularly important to peacekeeping forces where operational availability, safety and costs are of utmost importance,” Lewis explains.

“Not only does OTT commission every vehicle supplied, but we are able to offer long term maintenance support contracts, comprehensive spares backup and in country technical support.”

With service delivery tantamount to the quality of the products themselves, dedicated field service

MANUFACTURING

teams are put in place to provide in-theatre service, which might include spares provision, the training of users or technicians and any

OTT Technologies Customer Profile • Peacekeeping and other asymmetric operations for various African Governments • Mining houses • Security customers • Humanitarian roles for nongovernmental organisations • Troop Contributing Countries for deployment in United Nations Peacekeeping Missions • M21 and M22 Light Modular Armoured Vehicles to cash in transit operators across Africa

necessary logistical support.

“To enhance this competence, OTT has developed a modular and mobile containerised workshop system that enables customers to perform comprehensive maintenance in remotest of locations,” Lewis adds.

A unique portable solution, these mobile support units are an innovative solution that are equipped with an entire system designed to support OTT products when it is needed most.

Arguably the greatest factor to differentiate OTT Technologies, is its commitment to delivering tried and tested, physical solutions.

“OTT does not market concepts,” quips Lewis.

“Many competitors still present a computer rendered vehicle or even a prototype concept to a potential customer, whereas OTT would only offer vehicles for sale that have been fully developed, tested and had their logistical support documents formulated.

“In many cases, such a vehicle would already be in service elsewhere where it would already have established its battle proven reputation.

Thorough testing and certification also form part of product development before a customer is offered the product so as to ensure that the customer is never a guinea pig and that the OTT product can be put to use immediately.”

With a differentiated offering catering to the full spectrum of warfare, whether low or high intensity, an OTT manufactured vehicle is an investment in protection and mobility.

OTT TECHNOLOGIES (PTY) LTD Tel: +27 12 802 8700 armour@ott.co.za www.ott.co.za

Africa Outlook issue 90 | 201

GALCO LTD

LEADING AFRICA’S LOGISTICAL RENAISSANCE A

frica’s logistics sector is in a state of flux.

Across the continent, there have historically been problems with disruption in the supply chain, with the World Bank’s Logistics Performance Index consistently ranking many African countries low on the principal indicators of logistical 202 | Africa Outlook issue 90

A segment of the GSM Group empire, we discuss geographical expansion and logistical expertise with leading integrated logistics service provider, Galco Ltd Writer: Phoebe Harper | Project Manager: Eddie Clinton

success including infrastructure, quality of trade, and cross-border clearance.

Now, with trade having commenced in early 2021, the enactment of the AfCFTA (The African Continental Free Trade Area) is tackling those challenges by pioneering a single market for goods and services,

SUPPLY CHAIN

designed to lower trade barriers, decrease customs requirements and reduce tariffs. Representing the world’s largest free trade area since the formation of the World Trade Organisation, this is set to be a huge boon for African trade, cementing its position on the global market.

Comprising the 55 member

Yassir Nassor, General Manager Tanzania

states of the African Union (AU), the AfCFTA hopes to fully-exploit the under-explored potential of intra-African trade. This is essential to increase trade diversification, thereby allowing an increasing number of small and medium enterprises to actively participate in international trade.

Africa Outlook issue 90 | 203

GALCO LTD The AU has forecast that the AfCFTA will boost intra-African trade by 52.3 percent, but in order for these enterprises to play in this dynamic arena of trade, the need for a trusted logistics provider comes to the fore.

Enter Galco Ltd – a subsidiary of the innovation-driven conglomerate, GSM Group. As a 3PL (third party logistics) provider with a presence spanning Tanzania, Zambia and South Africa, Galco Ltd are instrumental in the distribution of goods across Eastern, Southern and Central Africa.

General Manager at Galco Ltd Tanzania Yassir Nassor, is cognisant of the regionwide transformations establishing an enabling business environment.

“After attaining political stability, especially in East and Central Africa following various civil wars, the region is now focusing on the reconstruction of its infrastructure and investment

THE FULL GAMUT OF GALCO’S SERVICES • International Road, Air and Sea Freight • Inland Container Depot • Empty Container Depot • Warehousing and Distribution Services • Handling Equipment • Port and Border Clearance • Heavy Lifts and Oversized Cargo Movements • LCL Handling • Consultancy • Project Services

204 | Africa Outlook issue 90

in the mining sector for fostering development,” he explains.

“Logistics plays a crucial role in connecting the region from Dar es Salaam, Beira, and Durban ports,” Nassor adds.

With their Head Offices based in Dar es Salaam, Galco Ltd are directly impacted by the country’s initiatives to drive improvement, as Tanzania endeavours to become a middleincome country. The improvement of the country’s transportation sector is imperative to the continued development of internal and external trade, and transport providers such as Galco Ltd, who are reliant on Tanzania’s network of road systems, ports, airports, and railways.

In line with the ‘Tanzania Vision 2025’, which prioritises the development of a strong and competitive economy, the country envisions a future as ‘an active and competitive player’ across regional and global commercial markets, with the attendant ‘substantial industrial sector’ comparable to other middleincome countries. Logistics has a crucial role to play here.

At the very crucible of Tanzania’s commercial activity lies the Dar es

Salaam port, gateway to maritime trade and distribution networks across a primarily landlocked region. Although Dar es Salaam may translate to ‘the Abode of Peace’, the city’s port is anything but, as the hive of activity that handles over 90 percent of Tanzania’s cargo traffic.

As such, it is unsurprising that this is the dynamic backdrop where Galco Ltd earnt their place in the industry following the company’s inception in 2013.

“Our relevance and presence at the Dar es Salaam port grew so fast, that the brand GSM came to the surface and was soon spotted on the industry map,” explains Nassor.

Nassor reflects fondly on the company’s nascent days and the GSM Group’s journey from a small merchandiser to a logistical giant.

“Our business started from very humble beginnings by merchandising small goods. We shifted into selling clothes and moved to becoming the largest distributors of PVC carpets within Tanzania and our neighbouring countries.

“Our product portfolio grew and we added a wide range of home

SUPPLY CHAIN

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Sabri Abubakar, General Manager, Galco ICD goods into our channels and the business became the Home Shopping Centre (HSC),” he informs us.

With their extensive and diverse range of products, GSM initially outsourced logistical services including transportation and clearing for the distribution of their commodities. The Group were first alerted to the opportunities offered by the logistics industry when the GSM trading unit began to import cement from Pakistan.

“Our desire to invest in the logistics industry came from the opportunities we saw in the market,” he states.

“We therefore decided to tap into this opportunity by investing in the logistics industry to firstly support the trading unit and ensure efficiency and the speedy delivery of goods.

“Secondly, we turned it into a logistics company where we could provide end-to-end integrated logistics services within the country and across Eastern, Central and

Livingstone & Narung’ombe road, Kariakoo, Dar-Es-Salaam, Tanzania

Southern Africa.”

Initially equipped with a fleet of 100 trucks to distribute throughout the region, the company reinvented themselves as a logistics enterprise, leveraging their merchandising background as a competitive advantage to offer an unparalleled understanding of the needs of their clients before providing the service that suits.

UNPARALLELED CARGO CAPACITY As an integrated logistics provider, Galco Ltd facilitate a wide spectrum of distributional needs on behalf of their clients, including freight forwarding and clearing services.

Over-border transport is Galco Ltd’s speciality, offering a superior service for the handling of bulk, containerised, project and out of gauge cargo. Their entire fleet is supervised by satellite tracking 24/7 and bolstered with frequent road patrols to monitor and optimise turnaround times on behalf

of their esteemed clients.

In terms of road transport, Galco are equipped to carry 30 tonnes with their growing fleet of over 700 trucks and 100 light trucks. With maximum flexibility subject to client requirement, flat-bed and drop-side trailers are available for the loading of containerised cargo and up to 30MT of break-bulk goods. The company owns 100 brand new containers to transport client cargo either to the shipping lines or returned to shipping line designated locations.

“With a growing fleet of more than 700 trucks with different capacities, we provide road transport services in East and Central African regions to countries which include Zambia, DRC, Rwanda, Burundi, Uganda, Kenya, Malawi, South Africa and Southern Sudan through the Tazara Corridor, Central Corridor and North Corridor,” affirms Nassor. “Our large fleet of trucks provides unparalleled capacity for our customers’ cargo.”

Africa Outlook issue 90 | 205

GALCO LTD

REPUTABLE CLIENTS: GLENCORE AND WFP Logistics for major projects are a core part of Galco Ltd’s operations. The two leading examples of this are with Glencore – a globally recognised natural resource company – and WFP Kenya and Tanzania – the world’s largest humanitarian organisation.

“Galco Limited has been privileged to partner with Glencore, the world’s largest globally diversified natural resource company, and WFP Kenya and Tanzania.

“For the past couple of years, we have been providing seamless, quality, cost effective, consistent, and dependable end-to-end logistics services.

We have cleared, handled, and transported millions of tonnes of import/export dry cargos and food commodities on behalf of Glencore and WFP, respectively.”

206 | Africa Outlook issue 90

Local distribution is complimented by the tailor-made services that Galco Ltd offer, catering to the everchanging needs of their customers.

In terms of freight forwarding, the company enjoys competitive rates with major shipping lines established through various partnerships, allowing them to deliver LCL and FCL sea freight across the region.

Within the port of Dar es Salaam itself, Galco Ltd operate an inland container depot (ICD) for the handling of imports. By providing additional storage solutions, Galco ICD presents the complete solution for containerised cargo.

Galco Ltd also own some 20 warehouses (both bonded and free), with a full gamut of services, from unpacking containers to palletising and stretch-wrapping, thereby allowing their clients to remain focused on the core areas of business.

With a full range of handling equipment including box loaders, container reach stackers and forklift hire services, and with the ability to facilitate airfreight delivery (whether full loads or consolidations) the

company have the necessary tools and extensive infrastructure in place to deliver trusted cargo straight to their client’s doorsteps.

AN APPETITE FOR EXPANSION GSM Group’s bold investment strategy continues to define Galco Ltd’s leading position on Tanzania’s, and indeed the continent’s, logistical landscape almost a decade since inception.

In this regard, geographical expansion is top of the agenda along with investments to expand the fleet and warehouse facilities with ‘stateof-the-art technology’.

Nassor is focused on extending operations further into the continent’s interior, whilst also strengthening their coastal presence in Mozambique.

“Galco Ltd is seeking an expansion in business by opening offices in Mozambique and DRC,” he informs us.

“This will be accompanied by fleet expansion and diversification to tap into the market opportunities in the bulk liquid and dry cargos handling and transportation.”

SUPPLY CHAIN EMPOWERING THE WORKFORCE Galco Ltd recognise that such expansion and investments are futile without the backing of a competent workforce.

“This goes hand in hand with equipping our valuable team of staff with up-to-date knowledge of the industry to continue offering seamless, quality, cost effective, consistent, and reliable end-to-end integrated logistics services.

“These are crucial steps to take in the current challenging market environment to remain competitive,” Nassor surmises.

As an extension of the GSM Group’s wider corporate structure, Galco Ltd take immense pride in their employees and are fully cognisant of their value in a country where skilled staff may be hard to come by. As such, in-house training facilitates promotion from within.

“Our robust and well-designed on-the-job training, rotational and succession programmes are an effective tool for empowering and developing our human resources capital,” Nassor states.

Currently, Galco’s workforce comprises some 1,000 staff.

“Our team of staff form a key element in our business success and their value is indispensable. Galco Limited is one of the fastest growing companies in Eastern and Southern Africa which believes in rewarding high performing employees and wants to invest in their talents.”

THE GALCO MISSION To provide seamless, quality, cost-effective, consistent and dependable logistics services to our customers.

STREAMLINED SUPPLY Turning to talk of Galco Ltd’s supply chain, the company takes great care in forming strategic relationships designed to streamline operations.

Galco Ltd conduct periodic relationship surveys to ensure continuous improvement.

“Systems, structures, and processes are key elements in planning and executing the flow of goods and services from supplier to customer. To maximise effectiveness, it is critical to evaluate both internal operations and the extended supply chain that includes suppliers and customers,” Nassor comments.

“In this regard, a competitive and reliable suppliers master file is critical in ensuring the provision of seamless, quality, cost effective, consistent, and reliable end-to-end logistics services to our customers for business growth.”

In line with Africa’s shifting logistical landscape, the Dar es Salaam port is currently undergoing dramatic modernisation to improve efficiency and accommodate ever-growing demand in line with the National Ports Master Plan (PMP). Similarly, in July last year, a foundation stone was laid for the construction of an inland port for Tanzania. A $20 million project, it is expected to be completed over the

course of the next two years.

These two factors can only translate to further success for Galco Ltd. Fuelled by the vision of becoming Africa’s leading end to end logistics service provider, Galco Ltd are using their increasingly pan-African presence to drive this goal.

“At GSM Group we have seen more opportunities within the country and across Eastern, Southern and Central Africa where we have started investing.

“We are going to expand our current logistics, manufacturing, trading, and retail business clusters by investing more,” Nassor concludes.

A company on an ascendant path with a thirst for expansion that shows no signs of easing, the full scope of Galco Ltd is yet to be realised. With the necessary infrastructure in place and the backing of their ever-growing fleet, Galco Ltd can be trusted to keep Africa’s wheels turning.

GALCO LTD Tel: +255 689 119 111 info@gsmgroup.africa www.gsmgroup.africa/galco

Africa Outlook issue 90 | 207

AFRICA IMPROVED FOODS

208 | Africa Outlook issue 90

FOOD & DRINK

Nourishing Rwanda Built around the ethical aim of combatting malnutrition and providing quality sustenance to millions across the continent, we speak to Africa Improved Foods and its Country Director, Prosper Ndayiragije, about the company’s mission and purpose Writer: Marcus Kääpä | Project Manager: Kyle Livingstone

The Rwanda food industry is growing, and agricultural value chains are being improved significantly day by day; it is exciting to be part of that transformation. Consumers are becoming increasingly aware of the importance of the right nutrition and food safety.”

Within Rwanda, Africa Improved Foods (AIF) stands as a key organisation battling malnutrition in the country. AIF is a publicprivate partnership involving DSM, Government of Rwanda, IFC, CDC Group and FMO, and provides a scalable and sustainable solution to malnutrition via local production of highly nutritious foods.

Africa Outlook issue 90 | 209

AFRICA IMPROVED FOODS

NOOTRI TOTO

“IT’S NOT JUST A SPOONFUL OF MULTIGRAIN PORRIDGE, IT’S A SPOONFUL OF IMPROVED COGNITIVE SKILLS, AND IT’S A SPOONFUL OF OPTIMAL PHYSICAL ABILITY. WE PLACE SPECIAL EMPHASIS ON THE FIRST 1,000 DAYS OF A CHILD’S LIFE” – PROSPER NDAYIRAGIJE, COUNTRY DIRECTOR, AIF AIF is a social enterprise and embedded in its business model is a comprehensive strategy to reduce poverty, create jobs and address stunting and malnutrition through partnerships with nonprofit institutions, such as WFP and governments, as well as making affordable commercial products for the mass market. Long-term contracts are in place to serve WFP and Government of Rwanda.

“We serve institutional customers (such as WFP, Government Nutrition Programmes, and others) and general consumer markets through our 210 | Africa Outlook issue 90

Nootri Toto is a delicious cereal-based porridge with milk enriched with the vitamins and minerals necessary for a child’s early nutrition needs. Nootri Toto is designed for infants who are six months to two years old to provide them with a protein and calcium boost, and the product is enriched with vitamins and minerals. Vitamins A (for eyes), B6 and E (for a healthy nervous system), B12 (for heathy red blood cells), C (for healthy bones), D (for healthy muscles), Calcium (for bones), Iron (for blood) and Zinc (for the immune system).

“Nootri” branded products,” begins Prosper Ndayiragije, Country Director at AIF, and iterator of the opening statement.

“The Nootri range is a set of porridge flours made for the whole family. They have been enriched with the relevant vitamins, minerals and proteins required for the healthy growth of children and to give you the energy you need to get through the day. These products are produced from locally grown mixed grains of soy, maize, whole wheat, millet and sorghum.”

And what sets AIF apart from the competition is the nutritional value and high quality of these products.

Through the company’s Nootri Products, every spoonful counts to health.

Q-Sourcing Servtec Group Q-Sourcing Servtec Rwanda is a human capital management firm that is built to meet the evolving needs of local and international companies.

They provide critical HR solutions like talent sourcing, placement & overall management.

Q-Sourcing Rwanda maintains a vibrant, ever-growing pipeline of talent that is ready to work across industries that businesses of all sizes can tap into it to find the employees they need.

In addition, they relieve employers of all the pains of compensation management and enable them to continuously monitor their employee sentiment via pulse surveys, meetings, anonymous surveys, and other innovative methods that allow companies to anticipate turnover and adapt their policies to employee preferences in order to manage turnover.

Legal compliance is also a key competency of their team of experts in local employment laws and regulations who help companies to create their HR processes while complying with the local labour laws or finetune their existing processes to ensure that everything is above the board.

Another critical area of focus at Q-Sourcing Rwanda is workplace Health & Safety. Through trainings, documentation & a collaborative development of processes, they help companies to ensure that all Health and Safety requirements are met.

Q-Sourcing Rwanda is an all-in-one package for the business looking to simplify and refine their human resource management function as well as the talented, ambitious professional looking to give their best on the job in return for the best rewards

FROM THE ROOTS AIF implements a value chain approach to develop local maize and soy farming to a much higher standard. Any profit the organisation may make that is above a basic commercial return is given back to

www.qsourcing.com

Q-Sourcing Servtec Group is East Africa’s leading Human Capital Management Firm operating in Rwanda, Uganda, Kenya, Tanzania and South Sudan, and is a member of the Servtec international group.

Q-Sourcing has been operating in Rwanda since 2009 providing customized HR solutions that enable businesses to transform in a fast changing world of work by sourcing, assessing, developing and managing the people, systems & technology that enable them to unlock their highest potential.

Over the last 15 years, Q Sourcing has served several clients locally, regionally, and internationally and they range across different sectors including but not limited to: Construction, Agriculture & Food Processing, Oil & Gas, Energy, FMCGs, INGO & NGOs, Hospitality, ICT, Manufacturing, Government Parastatals, Logistics, Financial Firms among others.

Core service lines include; • Recruitment services (Local & International) • Employee/Manpower Management Services • Integrated Projects Management Solutions (Productivity Based Manpower) • Health and Safety (Training, Assessment and Certification) • Other Customized HR Consultancies

MTN Centre 2nd Floor KG 9 Avenue, Nyarutarama

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+250784432224 / +250783025030 / +250783425380

Q-Sourcing Servtec Rwanda

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Q-Sourcing Servtec Rwanda

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Q-Sourcing Servtec Group

AFRICA IMPROVED FOODS

Interfood Group The Interfood Group is a leading global dairy supplier, facilitating the distribution of over 1.000.000 MT of dairy products per annum.

With 50 years of dairy experience, 14 offices spread over all continents, and over 330 employees performing specialized services, Interfood has a unique perspective on dairy.

Our product range consists of products such as cheese, milk powders, butter and AMF, liquid milk products, proteins, and many more. Interfood’s accounts are multinationals in the food industry, dairy producers and processors, government institutions and importers / distributors all over the globe.

NOOTRI MAMA Nootri Mama is a highly nutritious cereal-based porridge rich in vitamins and minerals that are necessary for a child’s early development. Pregnant mothers are recommended to consume Nootri Mama from the first day of conception. Consistent consumption of Nootri Mama is recommended for mothers until the child turns two years old. the Government of Rwanda to fund further nutritional programmes. It is this ethical mission and practice in business that led Ndayiragije to AIF. “I have been with Africa Improved Foods from idea conception to implementation,” he tells us proudly. “I am very much interested in this industry because of what we do. AIF is not just a business; its industry very much impacts people’s lives for the better.

In our case we improve nutrition to prevent and fight malnutrition and especially stunting.”

Ndayiragije’s previous experience crossed multiple disciplines including corporate finance, strategy, business planning, 212 | Africa Outlook issue 90

Nootri Mama is enriched with minerals that help a baby’s bones, teeth, heart, muscles and nerves develop and help carry oxygen from a mother’s lungs to the rest of their body. Humans need twice as much iron during pregnancy than prior to pregnancy. The body requires this iron to make more blood so that it can carry oxygen to a baby. Babies need iron to make their own blood, and vitamins that help prevent birth defects of the brain and spine.

Whether for customers or suppliers, our goal has always been clear; to deliver better products, better services and informed insights about the industry. But our goals go further – beyond our core offerings and business aspiration; we are committed to contribute to a sustainable planet, where we can all enjoy dairy responsibly, now and in the future.

Thriving on close collaboration and long-term ties with our business partners, we hone our skills and focus on strategic alignment. Striving for better, every single day. Together for better.

“Interfood has been our trusted supplier and partner from the early days when AIF Rwanda was starting its operations, supplying us reliably with Skimmed Milk Powder of high quality. They are a partner we can count on.” Prosper Ndayiragije, Country Manager, AIF Rwanda.

Would you like to know more? Please contact our commercial team Africa. www.interfood.com/en/ contact-form

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A unique perspective on global dairy Resourced from nature. Enriching the lives of many.

your dairy supplier to Africa for over 20 years Full cream milk powder Skimmed milk powder Sweet whey powder Fatfilled milk powder

* Countries in green are the countries where Interfood has done business

For further information, our commercial team Africa is at your disposal.

Andrew Njinembo Njiala

Bart-Jan Dohmen

Yanis Fodil

anjiala@interfood.com

bjdohmen@interfood.com

yfodil@interfood.com

+31 6 19 29 54 89

+31 6 21 11 85 89

+31 6 11 19 82 26

WWW.INTERFOOD.COM

AFRICA IMPROVED FOODS value chains, geo-politics, advocacy and governance, public relations, and on top of all these gained a broad understanding of publicprivate partnerships. Ndayiragije’s 15 years of industry experience has given him the privilege of working

across Africa, Europe and Asia, for many multinational companies and organisations.

Now he is part of a company of 470 permanent employees dedicated to the common goal of fighting malnutrition.

NOOTRI FAMILY Nootri Family (sorghum, wheat, millet) is a delicious multigrain nutritious porridge designed for the whole family. It is produced from premium grade 100 percent non-GMO. Nootri Family is enriched with Vitamins A, B6, B12, C, E and D, Zinc and Iron, and it provides balanced nutrition: • It nourishes bodies with essential vitamins for healthy eyes and skin, a healthy nervous system and immune function.

• Provides minerals: iron for blood cell formation and zinc for growth and development.

DSM At DSM, we know that creating brighter lives for 4 billion undernourished people takes solid experience, technical expertise, and passion at every stage of the development process.

That’s why we constantly innovate affordable, aspirational, and accessible nutritional solutions, which include micronutrient premixes applicable to staple foods, therapeutic and emergency foods as well as market-ready solutions like multiple micronutrient supplements (MMS), micronutrient powders (MNPs) and extruded fortified rice kernels (FK).

Thus empowering our customers’ products to change lives anywhere in the world. This takes more than ingredients. It takes a partner.

• Provides proteins that act as the building blocks for bones, muscles, skin and blood.

• Helps boost the digestive process in the body and improves the overall metabolism.

214 | Africa Outlook issue 90

www.dsm.com

FOOD & DRINK H O

Where others see

PRODUCT we see

We see a world without malnutrition, and we can't do it without you.

Together we can embrace our full potential as a purpose-led, end-to-end partner.

BEHIND OPERATIONS “Sourcing locally is an integral component of AIF’s mission due to the far-reaching socio-economic impact it affords in terms of support to the local economy and improved standards of living along the value chain,” Ndayiragije explains.

“Sustainable and scalable sourcing is critical to our operations hence the need for rock-solid relations with the farmers we work with, especially locally. Localising our supply chain represents a tremendous opportunity to help the environment. Reductions in shipping and storage contribute immensely to bringing down emissions and energy usage.”

AIF recently adopted a new sourcing model dubbed the “cob model” in which AIF in collaboration with its stakeholders undertakes most of the post-harvest activities alleviating the burden from the farmers and reducing post-harvest losses.

PURPOSE

“OUR PRODUCTS ARE ENRICHED WITH THE RELEVANT VITAMINS, MINERALS AND PROTEINS REQUIRED FOR THE HEALTHY GROWTH OF CHILDREN” – PROSPER NDAYIRAGIJE, COUNTRY DIRECTOR, AFRICA IMPROVED FOODS “The cob model has eliminated major quality challenges – particularly aflatoxin,” Ndayiragije elaborates.

“As a result, rejection rates of local maize have dropped from 90 percent to under five percent, and this not only provides market security to farmers, but also boosts their income due to reduced post-harvest costs, reduced losses, and access to premium pricing.”

“Looking ahead, our plan is to scale up our model and grow further as an African Food Champion Social Enterprise addressing hunger and malnutrition by building resilient food systems and offering consumers nutritious, aspirational, affordable, and accessible products,” he informs us.

“We believe in our potential to transform Africa’s food systems and enable Africa to feed Africa.”

FOOD INTO FUTURE Into the next few years, AIF is readying to expand and spread its company mission to as many who need it as possible. Ndayiragije ends with a positively optimistic aim for the future.

Tel: (+250) 788 389516 info@africaimprovedfoods.com www.africaimprovedfoods.com

Africa Outlook issue 90 | 215

BACARDI SOUTH AFRICA

216 | Africa Outlook issue 90

FOOD & DRINK

Spirit of the Rainbow Nation

Bacardi stands as a premium and leading beverage brand within South Africa. We spoke to the company about its adaptation and agility in the face of a shifting consumer and commercial environment Writer: Marcus Kääpä | Project Manager: Kyle Livingstone

Francois Portier Bacardi is committed to its business in South Africa, and it is one of the most important markets in the AMEA region. The industry in South Africa is very dynamic and it is an extremely exciting time as we expect the next 10 years to be the best yet for Bacardi’s performance in the market.”

Francois Portier, Managing Director of West, East and South Africa at Bacardi, and iterator of the opening statement, has always worked in the fast-moving consumer goods (FMCG) space.

The start of his career saw him work in specified areas such as the pet food market or that of cereals, the latter including working for the Quaker brand. After moving to work for wellknown snack food company McVitie’s, Portier joined the team at Bacardi,

where he has had the privilege of watching the brand grow ever since.

“When I first began my career, the FMCG industry was the best category to gain experience and learn about the commercial side of the business,” Portier tells us. “But while I thoroughly enjoyed my time in FMCG, there was always a desire to join the spirits industry.”

And now, as Managing Director of three African regions for the company, Portier is a part of a significant and growing industry at the front of a new period.

NEW DECADE, NEW INDUSTRY As a result of the worldwide disruption caused by the COVID-19 pandemic, Bacardi had to adapt in light of a sudden period of change.

Africa Outlook issue 90 | 217

BACARDI SOUTH AFRICA

Lebone Paarl Labels BOPP THE BREEZER Live life in colour is Bacardi Breezer’s invitation to consumers with it’s bright metallic hued labels reflecting this energetic, fun flavoured spirit cooler brand. “Our client needed a label substrate that could pop on the shelf as well as handle life in the fridge or ice bucket,” shares Henk Jacobs, General Manager of Lebone Paarl Labels. “BOPP (BiaxiallyOriented Polypropylene) was the perfect option as it is made from plastic film laid over in two directions for strength. BOPP’s moisture resistance and adhesive quality further make BOPP an excellent choice for Breezer’s glass bottles to ensure they remain in perfect condition and in place should they get wet.”

BEHIND BACARDI Bacardi South Africa is a subsidiary of Bacardi Limited, the largest privately held spirits company in the world. Its office is situated in the heart of Johannesburg. The small and efficient team works with some of South Africa’s most established restaurants, bars and clubs such as Newscafe and Harbour House Group to name a few. Bacardi owns a large number of well-known brands that spans the global spirit market.

BRANDS: • Bacardi • Grey Goose Vodka • Patron Tequila • Martini • Dewar’s • Bombay Sapphire

218 | Africa Outlook issue 90

“Although this has been a challenging time for the industry, it has pushed us to remain agile and creative in our business model to identify new opportunities to connect with our consumers,” Portier explains.

“We were quick to shift our strategy to meet consumers where they were consuming most, introducing innovative ways to enjoy at-home experiences, while still promoting responsible consumption and behaviours. Last year, building on the growth of the cocktail culture in South Africa, we partnered with KEGTAILS to create Highball cocktails on tap to supply to select on-trade outlets.”

In true Bacardi style, during the pandemic the company pivoted this partnership to create premium, prebatched cocktail kits for its consumers to continue enjoying their favourite cocktails from the comfort and safety of their own homes. And it has been Bacardi’s ability to adapt and stay agile that has seen it endure and emerge from the COVID-19 pandemic in a strong position.

“We selected metallic BOPP as our base material over which we added each fruit flavour’s theme colour to create rich metallic effects without needing special foils,” adds Jacobs. “ The chrome like finish catches the eye and the addition of white ink under the Breezer logo created a contrasting matt area to draw attention to the beverage’s name.”

Jacobs further explains, “We printed these labels on our sophisticated UV flexo self-adhesive presses as they combine excellent print quality, high productivity and flexibility.”

Lebone Paarl Labels is FSSC 22000 certified, confirming that the food safety management system is compliant for food and beverage products. “We are also ISO 9001 and Mellow Colour certified,” concludes Jacobs. “Our clients can be confident their pressure sensitive labels are inspected according to stringent international standards for perfect continuity, full brand integrity and functionality to Spotlight their brands.”

For advice on your label requirements, call 021 877 6200 or email info@lpaarlabels.co.za.

www.lpaarllabels.co.za

It’s all in the label Your brand is valuable, that’s why no matter the shape, size or form of your product, we take the time to craft labels that do your brand justice. After all, it’s about the name on the label, and a quality brand deserves a quality label.

Spotlight your brand Black Women Owned B-BBEE Level 4 | +27 21 877 6200 | info@lpaarllabels.co.za | www.lpaarllabels.co.za

BACARDI SOUTH AFRICA “In 2019, Bacardi South Africa grew faster than the industry in both volume and value and we lead Sub-Saharan Africa in the appreciation of premium wines and spirits,” Portier elaborates.

“Over the last few years, we saw more consumers keen to enjoy better quality drinks and experiences, and consequently drawn to premium brands, and we are seeing this trend continue to rise across gin, rum, tequila and scotch whisky. IWSR forecasts the three-year CAGR at 16 percent for the premium and above category, showing huge potential for growth.

“Gin is also booming in South Africa and according to IWSR 2019, the gin category grew by 47 percent across our AMEA business, with South Africa making up 56 percent of that overall category volume. Bombay Sapphire was our fastest growing brand in the market in 2019 with a three-year CAGR at 34 percent, growing more than any of our other brands.”

In line with COVID-19 restrictions Bacardi also saw jumps in digital consumer activity across the board.

In South Africa, digital commerce became a key focus for the company and continues to be a channel that it invests in to ensure it is meeting consumer demand for convenience.

ADAPTATION AND OPPORTUNITY The past year has seen consumer behaviour evolve and so Bacardi South Africa has had to remain flexible to swiftly pivot its strategy in order to focus on its connection with at-home consumers. On top of the promotion of well-crafted cocktails for home experimentation through a partnership with the aforementioned company KEGTAILS, Bacardi took the opportunity of home-based consumers to drive success and growth.

“Mindful drinking is a trend that we saw before lockdown as people strive for a more health-conscious lifestyle and drinking “less but better” alcohol,” Portier informs us. “Low and no 220 | Africa Outlook issue 90

THE FOUNDER’S TALE Bacardi was founded by Don Facundo Bacardí Massó in Santiago de Cuba, when he bought a small distillery and revolutionised the rum-making process to create a smooth, light-bodied spirit – what the world now knows as BACARDÍ® rum.

Facundo’s wife, Doña Amalia noticed a colony of fruit bats hanging in the rafters of the distillery and recognised their importance to the Spanish and Cuban Taíno Indians as symbols of good health, family unity, and good fortune. She suggested adopting the bat as the symbol of BACARDÍ rum and soon locals began to ask for “el ron del murcielago” – the rum of the bat.

Facundo Bacardí Moreau (the son of Don Facundo) planted a coconut palm at the front of the new distillery. Affectionately known as El Coco, the palm became a symbol to the Bacardí family and company. Withstanding a distillery fire, five earthquakes, and countless hurricanes, El Coco symbolised the strength and resilience of the Bacardi company. And eventually, a local prophecy grew around the palm tree: “The Bacardi company will survive in Cuba so long as the coconut palm lives.”

FOOD & DRINK

KEGTAILS – SOUTH AFRICA’S LEADING COCKTAIL COMPANY Our premium cocktails – manufactured in 20l PET kegs and dispensed via our trendy in- house-designed draught taps

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Africa Outlook issue 90 | 221

BACARDI SOUTH AFRICA alcoholic beverages are the new go-to for the next generation of consumers across the globe and within South Africa.

“Our launch of Martini Dolce 0.0 in South Africa at the end of 2019 was pivotal in expanding our presence in the low and no alcohol category and providing consumers with an alternative premium and sophisticated offering that they could enjoy as part of their at-home or dining out experience.

“The Martini brand is well known in South Africa, especially with our award-winning sparkling wines and vermouths. In other markets like West Africa, we are also seeing Martini Dolce 0.0 growing ahead of expectations. We have expanded availability into countries like Ghana and Nigeria, as well as Cameroon and the Ivory Coast.”

DIGITAL GENERATION The shift in consumer consumption patterns has also altered the way in which Bacardi has conducted its marketing and offers. The rising mass use of digital commerce, only fuelled further by the social restrictions resulting from the COVID19 pandemic, have made digital innovation a key aspect of Bacardi’s growth. In South Africa, Bacardi swiftly expanded its offerings in the e-commerce space across platforms such as TakeALot, Pick & Pay and Makro. Globally, the company has a goal for digital commerce and innovation to drive 20 percent of all its business by 2030.

“Responsible drinking in South Africa is also of crucial importance,” Portier adds. “As an organisation from a global perspective and more so in South Africa, we remain committed to working to encourage this behaviour.

“As a member of the South African Liquor Brand Owners Association (SALBA) we remain committed and are in full support of the efforts that the team there is currently undertaking with the South African government.”

222 | Africa Outlook issue 90

BACARDI ON RESPONSIBILITY From its early days in 1862, Bacardi has operated with a deep appreciation of the connections between business and society. Bacardi acknowledges that its privilege to create spirits that consumers love is earned by taking care of both the company’s people and the communities in which it operates. Bacardi makes choices based on doing the right thing for such people, its consumers, partners, brands, and the environment.

Bacardi cares about the impact of what it does not just in the present but for the future, which the company encapsulates under its ‘Good Spirited’ initiative. Bacardi has four pillars that it implements globally: 1. GOOD FOOTPRINT – taking bold action to have a positive impact on the environment.

2. GOOD FUTURES – empowering people in the fair and inclusive workplace to bolster associated communities.

3. GOOD CHOICES – market responsibly to inspire mindful drinking and reduce alcohol-related harm.

4. GOOD SOURCES - respect people and the planet through responsible sourcing partnerships.

FRESH

COCKTAILS

ON

TAP

BACARDI AND KEGTAILS TOGETHER ARE REVOLUTIONISING THE COCKTAIL CULTURE IN SOUTH AFRICA.

IN BARS AND RESTAURANTS ACROSS THE WORLD A COCKTAIL REVOLUTION IS UNDERWAY. Here in South Africa, ‘Kegtails’ is leading that revolution and have partnered with Bacardi to further ramp up the revolution.

Johannesburg, South Africa – In a business venture that is set

restaurants and hotels reduce the time and money it takes

to shift norms in the local cocktail scene, the largest privately-

to make a cocktail without compromising on the quality that

owned spirits company in the world, Bacardi, has chosen

patrons have become accustomed to. From its inception,

to invest in a local beverage business that offers premixed

the brand’s innovative approach to cocktails has piqued the

cocktails by the keg.

industry’s interest, leading to Bacardi coming on board in 2017, initially as their Official Pouring Partner, as the companies had

As a family business, Bacardi has welcomed the local business

a shared passion for the cocktail revolution.

into the fold with the common goal of growing and nurturing the cocktail industry in South Africa and beyond. It could

Kegtails Managing Director and Co-owner, Shapiro says,

be a Bacardi Mojito, a Strawberry Daiquiri, Dewar’s Highball,

“Bacardi’s investment in Kegtails is a major boost for our

Martini Fiero Spritz or even a Bombay Sapphire and Sugar

business and an indication that we are hopefully on the

Free Grapefruit Tonic on tap – consumers can now order their

brink of something amazing in our journey to the top of the

favourite cocktail and savour its flavours within seconds.

South African - and even the world’s - cocktail and beverage innovation map. The continued backing from Bacardi over

Four years ago, owner of Liquid Chefs Craig Shapiro partnered

the years has supported our growth and success. Having the

with mixologist, Peter Oosthuizen and together they founded

global spirit business behind us as a partner in our business

Kegtails, a company that offers premixed cocktails on-tap.

and with access to their fantastic spirit portfolio, route to

The cocktails are hand crafted by expert mixologists using the

market strategies, global network, supply chain and insights

freshest, premium ingredients including of course the best in

team to support us, we believe we can grow our business to

cocktail spirits. The relatively young company is helping bars,

new heights.”

www.kegtails.co.za Tel +27 11 440 7461

Email info@kegtails.co.za

Address 42 Andries St, Sandton, 2090, South Africa

BACARDI SOUTH AFRICA FAMILY BUSINESS Although Bacardi is regarded as one of the world’s largest alcohol companies, it remains a family-run business, and its people make the company what it is today. Bacardi have a long-term vision for the success of the company, and its primos (Spanish for ‘cousin’ and a term Bacardi use in place of employees) are a part of that journey.

“On top of this, consumers are at the heart of everything we do at Bacardi, and this is what truly sets us apart from the competition,” Portier tells us proudly. “Local market insights and intuitive listening tools are key to informing our strategy and ensuring we remain relevant with our consumers and impactful in the way we communicate. In South Africa specifically, Bacardi has pioneered exceptional culturally relevant experiences and campaigns that capture consumer hearts and minds.

“Our cultural pillars of ‘Fearlessness, Family and Founders’ inspire everything we do. Being fearless enables our decisions and allows us to remain agile and creative within a framework, while our founder’s

224 | Africa Outlook issue 90

“OUR COMMITMENT TO KEEPING CONSUMERS AT THE HEART CONTINUES TO GUIDE HOW WE MOVE FORWARD TODAY” – FRANCOIS PORTIER, MANAGING DIRECTOR OF WEST, EAST AND SOUTH AFRICA, BACARDI mentality inspires a progressive, trend-focused and curious mindset within the organisation that empowers us to always do what’s right for the business.”

And these company values are implemented at every level of Bacardi’s business, from the training and support of its primos to the acknowledgement and agility to the demands of customers, and in the company’s various projects and investments.

A COMPANY WITH COMMUNITY For Bacardi South Africa, investment in its people and teams has always been at the core and centre of its business and success.

“Our people are our biggest asset,” Portier states. “As a company, we seek and nurture talent that is as passionate, enterprising, and as goal oriented as the business through numerous internal and partner

programmes. Career development and advancement opportunities are prioritised for primos through the ‘Bacardi Ready’ programme, and regular ‘Let’s Talk’ sessions, driving open discussions around performance and growth.

“Another key initiative for us is the Bacardi Women in Leadership programme, which was founded with the mission of unleashing the potential of current and future female leaders at Bacardi. For us equal pay, equal play isn’t just a catchphrase we use, our programmes and initiatives are focused on training, developing, and inspiring our pipeline of highpotential women to grow individuals into leadership roles.”

Just as Bacardi South Africa treats its primos with the utmost importance, the company equally considers its business partnerships as vital to its overall operational success.

FOOD & DRINK

Alongside these partners, Bacardi South Africa has achieved many of its ambitious targets.

“Our partners across all functions of our business are key to our success, and we view them all as an integral part of our Bacardi family,” Portier affirms. “Our relationship with our long-standing distribution partner, DGB, is just one example. DGB have been a successful partner of ours for nine years, and we have always shared growth aspirations for South Africa as a key market. As our ambition in South Africa evolves, DGB will remain a valuable partner in our logistical operations, and we look forward to continuing our successful decadelong partnership together.”

FUTURE FOCUS With increasingly digital aims to answer the demands of the growing e-commerce market, Bacardi in South

“OUR PEOPLE ARE OUR BIGGEST ASSET” – FRANCOIS PORTIER, MANAGING DIRECTOR OF WEST, EAST AND SOUTH AFRICA, BACARDI Africa and beyond has laid out a promising future ahead of it. Portier ends discussing the company’s future goals with promising optimism.

“Patrón is a key focus area for us,” he tells us. “As the world’s number one ultra-premium Tequila, we remain focused on building awareness and availability of Patrón in South Africa in 2021. We believe South Africans are ready to embrace what the brand has to offer and expand into the world of Patrón cocktails and versatile offerings.

“On top of this, being involved on the ground and managing customer relationships directly keeps us closer to our consumer and allows us to continue driving our growth

ambitions. Expanding our team with new sales and trade marketing representatives is critical this year in our new organisation.

“As a team, we are excited to hit the ground running with customers and drive activity that will contribute to the growth and success of Bacardi South Africa.”

BACARDI SOUTH AFRICA Tel: +27 (0) 78 803 4929 www.bacardilimited.com

Africa Outlook issue 90 | 225

PUMA ENERGY ZAMBIA

Fuelling Global Communities With a customer-centric approach, Puma Energy is using COVID as a catalyst for transformation in its people strategy Writer: Sean Galea-Pace Project Manager: Ben Weaver

P

uma Energy has a clear mantra – customers come first.

This has led the firm to establish three key pillars of the framework: Operational Excellence, Focused Growth and New Business Development with the drive to energise communities.

Its organisational model today consists of downstream, infrastructure and future energies. This provides better accountability, faster and more focused decision-making and greater efficiencies. Its aim is to intensify and accelerate the implementation of its strategy to become more customerled, cost-effective and to target resources and investment where it will have the most impact.

Its downstream business operations include retail, wholesale, businessto-business, aviation, bunkering, bitumen, liquefied petroleum gas and lubricants. Its fuel oil, gasoline, diesel, aviation fuel, bitumen and lubricants connect communities, countries and industries to global trade networks.

Today, the firm has headquarters in Singapore and Geneva, while operating regional hubs in South

226 | Africa Outlook issue 90

Africa, Puerto Rico, Australia and Zambia, employing more than 8,000 people globally.

DRIVING ZAMBIA OPERATIONS Puma Energy Zambia is renowned as the market leader for fuel retail with businesses within the B2B sector for mines, aviation fuels, lubricants and a robust retail network. There are currently four terminals and 58 stations, while being present in three major airports. Puma Energy Zambia provides in-house training with their Puma Academy which is an online portal.

Zambia has undergone significant growth of oil consumption. As such, Puma Energy Zambia is growing its business portfolios within Zambia by providing fuels, lubricants and other oil products to influential clients in industries such as mining and transportation. The organisation is increasing its provision of services to the aviation industry, and is a trusted supplier of avgas and jet fuel in Zambia. Puma Energy Zambia also operates one of the largest privately owned oil products storage facilities within the country and four terminals provide a storage capacity of 24,900m3.

Several Puma Energy Foundation projects were introduced in Zambia, including Alive and Kicking – a social entrepreneurial project for local women who helped stich together over 4,000 footballs that were then

OIL & GAS

PUMA ENERGY ZAMBIA sold in Puma Energy service stations.

The organisation educates drivers in road safety, while spreading awareness through initiatives such as a road safety radio show in Zambia, supporting national road safety campaigns and using the latest tracking technology to improve driver behaviour.

CSR STRATEGY In terms of sustainability, Puma Energy Zambia has helped the government through the supply of fuels throughout COVID while also working on a Road Safety Programme and running dealer initiatives and supporting the dealers throughout the pandemic. Puma Energy Zambia has lofty ambitions. The firm aims to have eight new stations by the end of 2021. Further, they are seeking to start a fuel delivery service which will set them apart from other retailers.

Indeed, over the past few years, Puma Energy has demonstrated the importance of investing in the longterm and has now developed strong

community partnerships based on trust and mutual trust. Its global corporate social investment policy is based around five key topics: 1. Road safety awareness – Reflecting on road safety initiatives across the business and seeking to support projects or partnerships in tandem to its annual Road Safety Awareness campaign, which includes investing in safe road infrastructure around schools.

2. Environment and conservation – Introducing recycling bins across Puma Energy service stations and emergency canal cleaning at its Luanda Bay terminal in Angola. Puma Energy’s CSR strategy reflects its wider environmental effort.

3. Education – Puma Energy invests in training programmes such as apprenticeships, internships and vocational training, with a focus on providing refresher courses.

4. Licence to trade initiatives – Local priorities can be driven by legal requirements. Supporting projects

PUMA ENERGY: A CLOSER LOOK Puma Energy is a global market leader in the sourcing and supply of bitumen. Drawing on its unrivalled global reach, experience and expertise, in addition to its advanced technologies and customer focus, Puma Energy supplies its customers with the high-quality bitumen needed, safely, efficiently and on time. The organisation also has a dedicated commercial fuels team with global, regional and country representatives, including experts on sales, programs and technical issues. The team is customerfocused, flexible and forward thinking and delivers energy solutions that go beyond fuel for a range of business sectors, such as B2B and wholesale.

Its Puma Lubricants division provides a range of reliable, high quality products for all customer needs. Its products exceed automotive and industry specifications, and leverage the latest state-of-the-art molecular technology approved by all major original equipment manufacturers. Puma Energy collaborates with business customers in order to provide tailored high performance lubrication solutions. Meanwhile, Puma Refining owns and operates refineries in Nicaragua and Papua New Guinea where they are a vital component of its downstream business. These refineries play an influential role in meeting each country’s fuel needs and provide important economic support and jobs to the local communities.

228 | Africa Outlook issue 90

PCA Group READY TO SERVE IN AFRICA PCA Group as global visual image providers in petrol retail, met Puma Energy in Geneva 2017.

Tasked with developing refinements to the branding elements to ensure consistency and quality across markets, the prototype units were manufactured at PCA Malaysia HQ for sign off by the Puma Energy team.

Rebranding with the new image began in 2018 with over 50 sites including NTI sites having been delivered. PCA look forward to assisting Puma Energy in meeting their aspirations through our quality products and services.

www.pcagroup.com

that support socio-economic development, as defined by country requirements or business specific needs, is essential to business continuity.

5. Emergency first response – In addition to its key strategic role in ensuring security of supply, even during disasters, Puma Energy directly supports relief efforts, as well as providing fuel for emergency vehicles.

COVID-19 has meant transformational changes to many aspects of life, while also accelerating and reinforcing trends that have been developing worldwide for some time. The three key ones are: accelerating technology, innovation for customers and flexible working. For Puma Energy, the firm has embraced these changes and transitioned to a more trust-based flexible working model that switches the focus from time spent in a fixed place to value created from wherever works best.

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“ Delivering Engineered Solutions Globally ” PCA GROUP SDN. BHD. PT 3266, Jalan Mutiara, Arab-Malaysian Industrial Park, 71800 Nilai, Negeri Sembilan, +6(0)6-798 0769

TALENT MANAGEMENT Puma Energy values good people. It’s a key reason why the organisation is driving a positive culture to reinforce Puma Energy’s transformation to a performance and customer-led, agile organisation where going the extra mile for the customer safely and with integrity, working together and delivering on stretch targets becomes the PUMAway. This is built on its robust and distinctive, vibrant, entrepreneurial, fast-paced and can-do Puma Energy attitude.

Puma Energy is committed to ensuring it has the right skillset and capabilities for the business moving forward.

To this end, it strives to focus on quality learning and development across all levels of the organisation from senior leaders to retail dealer teams. Puma Energy aims to ensure its people learn and develop quickly, efficiently and enjoyably. The firm looks for smart ways to make this happen, while making use of technology to allow for

lilianseah@pcagroup.com

www.pcagroup.com

consistency, effectiveness and more targeted learning aligned with delivering business strategy across Puma Energy.

Puma Energy is responsible and ensures its staff are always at the forefront of decision-making. The organisation is committed to responsible and ethical values-based behaviour.

This includes treating all its employees fairly and allowing them to develop and progress in an open, collaborative and inclusive culture where all are welcome and encouraged.

Indeed, the firm is proud of its diverse workforce, which reflects and draws from many different local communities in which it works in around the world. Increasingly, employees from local countries are taking senior positions as a growing number of locally recruited talent moves up throughout the company.

With 87 nationalities working across 49 countries, ensuring a smooth onboarding process for an

ever-expanding team, while inspiring people throughout their careers, has never been so vital. It is a fundamental reason why the firm places emphasis on welcoming people into the Puma Energy family and ensuring they remain motivated and engaged.

Looking ahead, Puma Energy is continuing to invest heavily in training and development for its people, while introducing a new functional training matrix across finance, operations, sales, HR, IT and business support. Puma Energy also offers training bundles that are automatically assigned to all new employees.

And, to help people progress through the organisation, Puma Energy has introduced a standardised approach to succession planning whereby high potential employees are identified and supported with individual development plans and assigned a mentor.

To Puma Energy, remaining an employer of choice for talented graduates is the key ingredient to long-term success.

Africa Outlook issue 90 | 229

JOVENA

Africa’s

ENERGY TRANSITION Africa is a country full of opportunity. Benjamin Memmi, CEO at Jovena, discusses the importance of connecting Africa to energy Writer: Sean Galea-Pace | Project Manager: Ben Weaver

It is more important than ever before to rethink our ways of consuming.”

Those are the words of Benjamin Memmi, CEO at Jovena.

The world is changing. In truth, it always has been. But for Africa, the continent is still largely without access to electricity, with an alarming 50 percent lacking energy across the region.

230 | Africa Outlook issue 90

Solving this challenge is difficult, but something that Memmi and Jovena, within its parent organisation, Axian Group, is ready to meet head-on.

“We are now witnessing an ‘Energy New Deal’,” he discusses. “The energy transition is a real challenge today in Africa, we will have to move towards renewable energies while working on a production model that reduces carbon emissions in order to achieve a

neutral carbon balance.

“At Jovena and more broadly within the Axian Group and the Energy Cluster that I represent, we believe that Africa’s energy future will be of utmost relevance to the world. We are working to provide broader access to clean and affordable energy and to contribute to the achievement economic and energy goals for the future of our continent.”

OIL & GAS

Jovena is the leading Malagasy firm in the petroleum products Benjamin distribution. It ensures the fuel supply Memmi, CEO of the population, the industry and Jirama, the National Company of energy production. Jovena recently reached the threshold of 100 service stations and through this geographical coverage, Jovena participates in the opening of isolated areas by strengthening the network throughout Madagascar which is an integral part of their social impact. Jovena “Today, Jovena has changed explores creative and innovative ways and is driven to pivot quickly,” to ring more reliable, sustainable and explains Memmi. “Jobs will shift affordable access to energy to the considerably over 15 years and as greatest number. Thanks to Jovena, 123 such, it’s necessary to initiate the million kilograms of CO2 were avoided. implementation of new activities at

Jovena and provide new services.”

This new Jovena isn’t just the leading petroleum products distributor in Madagascar but also aspires to gradually reduce its carbon footprint. The solarisation of the network is a first step in being energy efficient on its stations. Jovena will also develop services for its customers by offering, for example, electric urban mobility. It also remains attentive to research on new fuels, whether synthetic, bio or new ones like hydrogen.

Further, Jovena and the Axian energy pole are involved in thermal power plant hybridisation projects aimed at decreasing the cost of the Africa Outlook issue 90 | 231

A Malagasy company whose activities are mainly oriented towards the trade and service sector.

With more than 30 years of experience, Oceantrade has shaped a professional and efficient image by becoming a leader in Madagascar in the field of car dealerships (car sales, spare parts and after-sales services) and construction (sales of construction materials and electricity) as well as in the distribution of industrial supplies.

With all these activities, it has been able to rise to the very first rank of national companies and remains a growing company.

The company conveys reliable values, “human capital at the heart of the company and of performance” is the watchword. Good corporate living is the best engine to encourage everyone to bring the best of themselves in the execution and achievement of the missions entrusted to them.

Oceantrade is a member of the VISEO group and today has 450 employees.

T: 034 11 303 - 05- 06 - 07-08 E: information@oceantrade.mg www.oceantrade.mg

JOVENA

Africa Outlook: What, for you, differentiates Jovena from other companies operating within the same industries as yourselves?

Benjamin Memmi: “Jovena is now clearly differentiated from its competitors, firstly by being the leader in its market, but also by means of its structure which allows a rapid decision-making and implementation.

“We have invested heavily through the years to be the largest distribution network in Madagascar and to assist our customers and end-users, to build a close relationship and to position ourselves in isolated areas as well as to build partnerships with the government for the construction of transport stations or to offer services in fuel stations that are not limited to just fuel.

Moreover, we are attentive to market changes and the needs of our customers. it is our vision and commitment to ensure that Jovena stands the test of time with agility while adapting to the changes in the industry.”

234 | Africa Outlook issue 90

energy produced and reducing the carbon footprint of these plants. It is focusing on solar and hydraulic investments by taking part in partnerships and joint ventures like CHGV, GES or Green Yellow Madagascar. In total, there are 281 staff members who provide significant meaning to the Axian Group’s vision for the development of Madagascar and the continent.

Having begun his career auditing in KPNG following the completion of his studies at the École Supérieur de Commerce de Paris, before joining JP Morgan Investment Bank. Before joining the Axian Group in 2001 as Sales Manager with the launch of Jovena, Memmi was an entrepreneur.

In 2004, he was appointed General Manager of this entity following the successful completion of various projects.

“Originally, the energy sector, in particular the oil and gas industry, wasn’t my domain of expertise, but Hassanein Hiridjee, who I had met during my studies, approached me and made me part of the team,” explains Memmi. “I immediately went for it, as I was already aware at that

time of the importance of the energy issue in Africa and of Madagascar’s potential in this area. This year, I became the Managing Director of Let’s Renew Energy, the energy division of the Axian Group. We envisioned the development of the group’s energy activities as part of the transition to renewable energy and social impact, both in Madagascar and on the African continent.”

When it comes to influential projects, Memmi points to one that stands head and shoulders above the rest. “This one is particularly close to my heart and illustrates the shift in direction that Jovena has taken and continues to pursue,” he explains.

“I’m proud to say that we have made history in the energy landscape in Madagascar by being a pioneer.

“With our partner Green Yellow, we have commissioned the largest solar power plant in the Indian Ocean with a capacity of 20 megawatts (MW), which is soon to be increased to 40MW. This project is a perfect example of our desire to light up every home throughout Madagascar by investing in the long-term with strategic partners of great impact.

By doing so, we are strengthening Madagascar’s infrastructure and making a significant contribution to reducing the cost of energy.”

And Jovena’s drive is showing no signs of slowing. The company’s projects are all part of a new model of shared growth made possible by significant investments in research and development (R&D) in order to anticipate the progressive reduction of carbon emissions by offering services to customers within the energy transition programme.

“It is important to work towards this African New Energy Deal and this requires us to remain attentive to technological developments,” confirms Memmi. “We can see this in Europe where there is increasing talk of alternative fuel sources such as hydrogen for instance. In order to

OIL & GAS

Africa Outlook issue 90 | 235

JOVENA carry out these projects, innovation is vital. We are also fortunate to be part of a group in which we can draw on many cross-over strategies to integrate all the technologies available within the Axian Group and create bridges with, for example, Pay As You Go systems, mobile money, etc.”

INSIDE JOVENA’S MAJOR PROJECTS Jovena is committed to continuing to invest in the energy transition and has outlined this commitment for a number of years. “Recently, we have chosen to be even more daring and have taken part in two major and unprecedented infrastructure projects in the Indian Ocean,” adds Memmi.

Indeed, the Volobe hydroelectric dam project with CGHV is one of the most powerful green hydraulic production sites in the country with a power of 120MW an estimated production capacity of 750 GWh per year.

“By 2022, it will fully replace diesel or heavy fuel oil power plants and will supply more than two million people in the Toamasina region and on the Antananarivo interconnected network,” discusses Memmi. “This project will contribute to considerably reducing the current production costs of Jirama and will significantly increase the country’s share of renewable energy production.

We have surrounded ourselves with experienced and recognised partners for this project namely: COLAS and SN Power, specialised in the construction and operation of hydroelectric plants, as well as the Africa 50 investment fund.”

The second major project revolves around the hybridisation of the company’s thermal power plants and the proposal to its commercial customers in order to switch to solar energy autonomous production consumption.

“The hybridisation consists of including up to 40 percent of solar 236 | Africa Outlook issue 90

“I’M PROUD TO SAY THAT WE HAVE MADE HISTORY IN THE ENERGY LANDSCAPE IN MADAGASCAR BY BEING A PIONEER” – BENJAMIN MEMMI, CEO, JOVENA energy in the current production which is entirely thermal,” explains Memmi. “This will allow us to meet a double objective: the first one, through a 40 percent solar/batterybased feed-in percentage, we will reduce the use of fossil fuels in the same proportions; the second one will be to propose a more affordable energy by reducing the dependence on fuel costs. The expected decrease is about 35 percent.”

KEY PARTNERSHIPS Jovena’s projects are carried out

in partnership with Green Yellow, its partner in Madagascar, but also with their own company EDM. Green Energy Solutions (GES), its joint venture with Green Yellow, has a mission statement of development, building, financing and operation of solar and hybrid power plants on behalf of Jirama as well as to implement energy efficiency projects for private sector clients, large industrial and commercial consumers.

Since 2019, GES has put into service hybrid solar/thermal power plants in Vohémar, Sambava, Antalaha,

OIL & GAS and Mroondave. These plants, which represent a total investment of $35 million, will allow GES to supply electricity to all of these cities for a period of 20 years with solar energy yields of over 40 percent.

To Jovena, people are at the heart of its strategy. Memmi strives to have a positive influence on the development and morale of all his staff.

“We cannot claim to make a positive impact on the continent without devoting special attention to the people who share our goals,” he stresses. “Jovena, as a subsidiary of the Axian Group, is concerned about the well-being and personal development of each and everyone.

We have developed an ambitious human resources policy and position ourselves as a responsible employer who guarantees the respect of the rights of its staff.

“We participate in the United Nations Global Compact initiative, as does the Axian Group, which is committed to human and labor rights by creating a fulfilling work environment, a fair and transparent human resources policy, and by continually investing in the training and development of the men and women who make the group’s success possible. This commitment is illustrated by a genuine employer brand strategy to attract African and international expertise.”

DRIVING SUSTAINABILITY Every year, Jovena aims to deliver a more comprehensive CSR policy that is more advanced, and as a result of its business line, the company is committed to reducing negative impacts and making the operations of the firm more sustainable.

“Our CSR policy has two main focuses: actively acting to reduce the carbon footprint of our activities and committing ourselves to the community,” explains Memmi. “To illustrate this first objective, I would like to raise the solarisation project of our fuel stations. Currently, 15 percent of our fuel stations run exclusively on solar energy and within five years, 100 percent of our fuel stations will be fully solarised. Our urban mobility projects also include the conversion of the entire Jovena fleet to electric two-wheelers in the next two years.

This commitment reflects the entire Group’s ambition to achieve zero carbon emissions by 2030.”

However, Jovena doesn’t solely act in the energy sector, and has also participated for several years in community development, which is also part of sustainability efforts.

“We assist the Malagasy people on a daily basis while supporting the activities of various associations that provide assistance to the disadvantaged people,” adds Memmi. “We are also engaged in meaningful partnerships with the public sector through our contribution to the financing of the construction of bus stations, namely: Antananarivo, Ambatondrazaka, Antsiranana and Mahajanga. In order to support young people and their education, which is key for a successful future in the country we invest in, we have entered into partnerships with the leading schools and higher education institutes.”

Looking ahead, Jovena has outlined its intention to scale even further. Recently, the company launched an initiative to improve access to basic health and hygiene services in partnership with the Axian Foundation, the Group’s foundation in charge of pooling the philanthropic projects of all entities.

“The programme, referred to as Jovena MIAHY, involves the rehabilitation and equipping of the Gastroenterology Department of the HJRB (Joseph Raseta Befelatanana University Hospital) and the setting up of a mobile clinic specialised in women’s and children’s health,” Memmi sums up. “This mobile clinic provides preventive and curative care for women and newborns allowing about 850 free consultations per month.”

JOVENA Tel: +261340720730 bureau@jovena.mg www.jovena.mg

Africa Outlook issue 90 | 237

OCEANTRADE MADAGASCAR

Aiming High in Madagascar With a continuous improvement strategy at the heart, Moustafa Hiridjee, CEO at OceanTrade Madagascar, discusses the current state of the market within the country Writer: Sean Galea-Pace Project Manager: Ben Weaver

M

adagascar’s automotive sector is full of opportunity.

With the manufacturing sector undergoing significant transformation as a result of the influence of new technology within the space, it is now more important than ever before to adopt an agile mindset and leverage the latest technologies to keep up with competitors.

Moustafa Hiridjee, CEO, OceanTrade Madagascar

238 | Africa Outlook issue 90

And since its founding over 30 years ago, OceanTrade Madagascar has become a leading player in the field of car dealerships (car sales, spare parts and after-sales services) as well as in the distribution of industrial supplies within Madagascar.

CONTINUOUS IMPROVEMENT OceanTrade is constantly striving for continuous improvement. And driving operations is Moustafa Hiridjee, CEO at the organisation. It is his belief that his firm’s agility acts as its competitive advantage. “Most competitors are multinational corporations, we are a family business and not acting as mere shareholders but fighting the tide on the ground,” he explains. “We are swift, quick decision makers. We have embraced the transformation and made it our motto to try and make the change.”

Upon beginning work at the Viseo Foundation, Hiridjee had started to notice that most associations were inefficient in terms of project management and were mostly disappointed. “Instead of just giving aims, I felt the need to have a structure with dedicated executives managing projects from A to Z rather than episodic volunteers,” says Hiridjee.

“My focus was the lack of education and I feel it is the root of most social disease in Madagascar. This is vital because children are the future of our nation and there’s a challenge to build 100 school rooms over the next five years.”

AUTOMOTIVE

Africa Outlook issue 90 | 239

OCEANTRADE MADAGASCAR

OceanTrade is one of the biggest automobile concessioners in Madagascar. The company specialises in solar energy engineering, car dealership, agriculture, building construction as well as in selling and distribution of industrial materials.

OceanTrade Madagascar sits under the Viseo Group, along with Elecdis, Continental Auto and Izy Rent.

The Viseo Group is renowned as a productive investor and is structured

COVID-19 IMPACT Despite lockdowns caused by the impact of the COVID-19 pandemic, Hiridjee believes that the coronavirus was treated like any other challenge and prefers to focus on the positives. “COVID19 is just a hurdle to overcome like any other,” he discusses.

“We have been leading and are constantly seeking to retain that position.”

240 | Africa Outlook issue 90

to better support the major actors of the Malagasy public and private sectors in their development research.

Today, the organisation consists of 25 percent of the Malagasy market share.

OceanTrade Madagascar covers the fields of energy, agriculture and industry, supporting Malagasy industrialists with its partners throughout the world. “The trust worldwide

manufacturers have on us is a huge asset,” discusses Hiridjee. “We would not grow without them. In order to achieve key success in our line of business, this isn’t solely accomplished by the customer relationship, the supplier partnership is just as important.

Those multinationals are the heart of development and they take us forward with them.”

AUTOMOTIVE “WE ARE SWIFT, QUICK DECISION MAKERS. WE HAVE EMBRACED THE CHANGE AND MADE IT OUR MOTTO TO TRY AND MAKE THE CHANGE” – MOUSTAFA HIRIDJEE, CEO, OCEANTRADE MADAGASCAR

INSIDE THE VISEO FOUNDATION Recognised as a public utility approved by decree, in council of the government, as a lever of economic and social development, the Viseo Foundation aims to intervene in the fields of health, education and culture.

It supports access to school and vocational training and the implementation of projects in the education system aiming for excellence. Its key objectives are to participate in projects to extend hospitals and health facilities. It seeks to promote inter-community culture and national heritage, in order to make it a factor of exchange and sharing in a bid to live better together.

The Viseo Foundation was initially formed by the industrial group Viseo, consisting of OceanTrade, Havamad, Continental Auto and IzyRent. In total, the organisation brings together over 700 people from across Madagascar and maintains business flow with over 50 international partners.

Elecdis, a branch of Oceantrade, is the department dealing with solar energy. A productive and beneficial solution for the environment, this branch is a company on an international scale. Considered an expert in its field, Elecdis can provide studies on projects concerning renewable energy with all the needed details and with the

expectations of the customers fulfilled.

Meanwhile, Havamad is one the youngest of all and it interferes in the section of food processing, especially in the industrialising and distribution of fruits in Madagascar.

MANAGING TALENT Talent management is a key component of OceanTrade’s strategy. To Hiridjee, developing trust is paramount to long-term success. “It’s hard to work with someone you don’t trust even if they are the best in their area of expertise,” he explains. “We try to let people create and express themselves

without putting them in a cage or a box. I believe making someone feel needed and trusted is one of the best ways to boost motivation.”

It is clear the Viseo Group and indeed, OceanTrade Madagascar, are displaying no signs of slowing down and remain determined to dominate not just the commercial and economic domains in the country but also charities through the Viseo Foundation.

“I believe solutions and strategies will emerge from the inside,” explains Hiridjee. “We need our people to keep on training. HR’s mission in the next two years is to accelerate continuous training within our people so they never stop learning. With an upgraded mindset, suggestions of business diversification will emerge and incubate.”

OCEANTRADE MADAGASCAR Tel: +261 34 11 303 10 www.oceantrade.mg

Africa Outlook issue 90 | 241

EVENTS

Nigeria Oil and Gas Conference & Exhibition 2021 5-8 July | ICC, Abuja, Nigeria | www.nogevent.com

Nigeria Oil and Gas Conference & Exhibition 2021 Having served the Nigerian oil and gas sector for the past 20 years, NOG 2021 is helping to set Nigeria’s energy agenda for the next 12 months and beyond TH E NIGERIA OIL and Gas Conference & Exhibition (NOG 2021) provides a platform for the international energy industry to meet with Nigerian oil and gas decision makers to hear policy announcements, explore partnership opportunities and discuss the strategies that will drive the nation towards energy sufficiency.

The world is changing at a faster rate than witnessed in decades and with it, global energy demand is evolving. Oil production cuts, a global drive toward the utilisation of cleaner energy sources and a requirement for a legislative framework for oil production, provide both challenges 242 | Africa Outlook issue 90

and opportunities for Nigeria’s oil dependent economy.

Serving the Nigerian oil and gas industry for 20 years, NOG 2021 will focus on the strategies that will be employed by the Nigerian government and private sector leaders to navigate the emerging business environment – helping to set the nation’s energy agenda for the next 12 months and beyond.

The strategic conference event is attended by both local and international stakeholders in the oil and gas sector. Speakers at this year’s event include; The Minister of State for Petroleum Resources, Federal Republic of Nigeria, H.E. Dr Timipre Sylva, Mele Kolo Kyari, Group Managing Director, NNPC, Engr Simbi Wabote, Executive Secretary, Nigerian Content Development & Monitoring Board and over 80 CEOs/ Directors of leading International and

Indigenous Oil and Gas companies with attendance from more than 25 countries.

In recognition of excellence in Nigeria’s oil and gas industry, dmg Nigeria Events will also reward outstanding brands organisations and individuals in the industry at the annual oil and gas awards gala dinner. Award nominations are open, all members of the industry are invited to submit their nomination at nogevent.com/award or email NOGEnq@dmgevents.com.

Dmg Nigeria Events are working closely with all stakeholders and local partners to ensure a safe and secure in-person event in July 2021, and are looking forward to reconvening the 20th Nigeria Oil and Gas Conference & Exhibition.

Click here to find out how you can get involved in the 2021 in-person Conference & Exhibition.

NIGERIA

MEET AND HEAR FROM THE STAKEHOLDERS SHAPING THE NIGERIAN OIL & GAS INDUSTRY IN PERSON AT NOG21

H.E. Dr. Timipre Sylva Honourable Minister of State for Petroleum Resources Federal Republic of Nigeria

Sen. Teslim Folarin Senate Committee Chairman – Local Content National Assembly

Osagie Okunbor Country Chair & Managing Director

Shell Companies in Nigeria

Mele Kolo Kyari Group Managing Director

NNPC

Mike Sangster Managing Director Total E&P Nigeria

H.E. Mohammad Sanusi Barkindo Secretary General

OPEC*

Richard Laing Chairman & Managing Director Mobil Producing Nigeria Unlimited

Sarki Auwalu Director Department of Petroleum Resources

Simbi Wabote

Olalekan Ogunleye

Executive Secretary Nigerian Content Development & Monitoring Board (NCDMB)

Managing Director & Chief Executive Officer Gas Aggregation Company of Nigeria

Richard Kennedy

Audrey Joe-Ezigbo

Nicolas C. Odinuwe

Chairman & Managing Director

Co-Founder & Deputy Managing Director

Chairman PETAN

Chevron Nigeria/Mid-Af rica Business Unit

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#20NOG21

EVENTS

Africa Big 7 2021 August 23-25 | Johannesburg, South Africa | www.africabig7.com

2021 sees Africa’s Big 7’s 18th edition once again stand as the continent’s largest meeting place for the food and beverage industry N OW E NTERIN G its 18th edition, Africa’s Big 7 is the continent’s largest annual meeting place for the food and beverage industry, where buyers, retailers and distributors from across Africa’s diverse and booming market come to source new ingredients, finished products and find the latest processing, packaging and logistics solutions.

Africa’s Big 7 connects thousands of local, regional and international partners throughout the value chain and delivers tangible opportunities to its exhibitors.

In response to stakeholder demand and to ensure maximum value from 244 | Africa Outlook issue 90

participating, Africa’s Big 7 now offers digital access to credible content and tailor-made connections for professionals unable to attend the live event. In 2021, Africa Big 7 are excited to host a hybrid event that will have both a live and digital element.

With over 250 exhibitors across 29 exhibiting countries, Africa’s Big 7 has been running since 2001 and is renowned as the market’s longest established and most trusted show.

The event, which will be held from 2325th August 2021 at Ticketpro Dome in Johannesburg, South Africa, connects thousands of pan-African visitors with local and international suppliers.

Why attend?

• Generate leads – Meet thousands of buyers and decision-makers from the region’s capital and consumer sectors.

• Position your company – Capitalise on a $1 trillion consumer market in Africa with fruitful trade partnerships.

• Establish a route to market – Meet potential buyers, distributors, partners and agents that can help sell into African markets.

• Engage with key industry stakeholders – Meet senior decision-makers, face-to-face, from public and private sectors.

23 – 25 AUGUST 2021 TicketPro Dome Johannesburg, South Africa

ACCELERATING FOOD AND BEVERAGE RETAIL BUSINESS IN AFRICA In response to current times, dmg events ensures digital access to credible content and connections for professionals unable to attend live events.

Place your brand in front of 7000+ food & beverage buyers from more than 65 countries and grow your business into a booming African market.

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THE FINAL WORD

Lewis Pugh prepares to dive into polar waters

What or who has been a source of inspiration for you during your career?

Clive Lewis General Manager, OTT Technologies “Our inspiration comes from the feedback that we receive from customers. I don’t only mean a letter of thanks from a Ministry of Defence official, but the heartfelt gratitude that we receive from the soldiers that use our vehicles. On more than one occasion, we have been told by a young man that, had he not been in an OTT PUMA, he would not be alive today.

“As a company, we strive to provide a product that is well-designed, cost effective and reliable. Nothing, but nothing, is more rewarding than when the people who are using our products in the face of a multitude of dangerous circumstances, tell you that with OTT vehicles, they can do their job with confidence.”

246 | Africa Outlook issue 90

Tony O’Neill General Manager (Contracts), PW Mining “William Dargan was an eminent Irish Civil Engineer in the 19th century.

He was responsible for Ireland’s first railway and in total over 1,300 kilometres were designed and constructed under his direction.

Having come from humble beginnings, he was challenged by the prevailing restrictive and discriminatory education policies but overcame them to excel in mathematics.

“In his early career, he showed a healthy appetite for risk by ploughing his earnings back into investment in the public works being undertaken in the country. In due course, he was said to be the largest railway projector in Ireland and one of its greatest capitalists. An engineer and a businessman, he was uninterested in titles, declining a knighthood and baronetcy. He preferred to be recognised by establishing much needed infrastructure for the nation.”

Alan Wingrove Managing Director, GIBB Mining “As an amateur open water swimmer, a source of personal inspiration is Lewis Pugh - a BritishSouth African endurance swimmer and ocean advocate. He has been described as the ‘Sir Edmund Hillary of swimming.’ He is a maritime lawyer, the UN Patron of the Oceans and swims to carry a message about the health of our planet. He was the first person to complete a long-distance swim in every ocean of the world and was also the first to swim across the North Pole and the length of the English Channel.

“Lewis Pugh, in preparation for any of his swims, embodies what GIBB Mining aspires to achieve with each of its projects - creating a clear vision, choosing the right team, meticulous preparation, the right mind-set, never quitting, and changing when circumstances dictate.”

Are you a CEO/Director?

Contact Africa Outlook now!

PHOTO: LEWISPUGH

To round off each issue, we ask our contributing business leaders for their views on the same question

Spearheading an ecosystem of collaboration...

DNI GROUP

TECHNOLOGY

See page

50 36

EMPOWERING

SOCIAL

INNOVATION As a niche investment company, DNI Group are activating societal change in South Africa through their diversified operations. CEO Andrew Dunn discusses the Group’s inclusive ethos and his pioneering vision of a collaborative ecosystem that champions financial literacy and inclusion Writer: Phoebe Harper | Project Manager: Lewis Bush

DNI GROUP

TECHNOLOGY

WIRES & WIRELESS

They say we’re all in the same boat, but we’re really on a different ocean here in Africa,” states Andrew Dunn, CEO of DN Invest, otherwise known as the DNI Group.

It is a statement that is pertinent to all aspects of DNI Group’s operations, as a socially-conscious organisation alert to the extreme disparities that exist within their home country and principal market of South Africa.

A diversified investment company, DNI Group’s strategic acquisitions span several different companies operating within telecommunications, retail, distribution, and technology.

Progress is fuelled by the Group’s ultimate goal – to improve access to communication and connectivity for the masses in emerging markets, affordably and conveniently through the use of proprietary technology and market expertise.

But to understand this, you must first appreciate the context of working on the African continent, where DNI is most prevalent.

“I think you’ve got to go back a step to understand Africa, and the challenges that we face to understand where we want to go. If you look at Africa, and South Africa is no different, so many people are povertystricken. We have significant wealth disparities, terrible unemployment, and the country has had real issues around corruption,” Dunn explains.

“The principle of it is, what then transpires is that the poorest people are manipulated, because financial literacy is low, and they unfortunately often lack access to education.

You’ve got this terrible thing here which we refer to as the poverty tax, whereby the poorest pay the most for everything, and they have to pay cash.

That is where we are trying to help,” he continues.

Although DNI is first and foremost a South African company, expansion has led to operations in sub-Saharan

2 | Africa Outlook issue 90

Xxxxxx xxxx xxxxx xxxx

Fortunately for a company with a primarily virtual product, the disruptions in supply amidst pandemic disruption were relatively minimal, consisting mainly of operational challenges experienced in the warehouses of DNI’s hardware division when it was forced to close during the six-week Level Five lockdown introduced at the end of March.

“The sector was eventually listed as an essential service, so we were having to run a warehouse but with only 30 percent capacity. To keep up with deliveries, we had to open multiple sites to keep up with the regulations. There were more costs but the costs were offset by the upside.”

That upside arrived as South Africa’s economy began to re-open, with the ensuing pent-up demand for hardware and a surprising permanent shift in consumer attitudes.

“What’s become more permanent is the contribution from companies towards their staff, to give them more relevant or speedy devices, or access to better connectivity at home. This has meant that we are at record highs across that entire business,” Dunn elucidates.

“We thought that would be hit the hardest, and it was but that was shortlived,” he adds gratefully.

As the catalyst to accelerate digitalisation, for telecommunications companies, the pandemic was not without its advantages. Indeed, DNI Group found that RPU (revenue per user) increased by approximately 20 percent.

“We are incredibly thankful for being in the ICT sector amidst this awful pandemic. We always have our best months in April and December when people are at home spending time on their phones due to holidays.

We ended up with 12 months of that...

so far,” Dunn comments.

With the advent of remote working, DNI were well-positioned at the centre of this dynamic market shift to take advantage of the disposable income freed up by the population no longer travelling to work, whilst also providing services to the companies and businesses forced to adapt overnight to remote working.

“Specifically in South Africa, a massive amount of the working force’s disposable income goes towards transport. That number is estimated to be anywhere between 20 – 40 percent of disposable income – just the cost of getting to work.”

During the nascent days of the pandemic, and the attendant “panic streak” that ensued amongst stakeholders and investors, DNI Group were quick to instil confidence amongst their workforce and provide needed reassurance.

“We did an analysis to the best of

our ability about what we thought would happen – some of it we got horribly wrong, but the two main points we took away from it really took us by surprise. Namely how big the shift would be towards telephony and online, and secondly, we never took into account how quickly working from home would become the new norm,” Dunn adds.

As a company that takes care of their own, staff welfare was a key concern. Subsequently, they were all kept in the loop with regular reports and updates.

“We chose to be hugely transparent and ensure the message was coming from the boss. We are fine, your salary’s safe, this is what the rules are going to be – please stay home and stay safe.

Let us know if you need anything, but as a company, we’ve got this.”

“We’re a family, we’re not a business,” he concludes.

AN ALTRUISTIC OUTLOOK As a working body, DNI Group wholeheartedly embrace South African ‘Employment Equity’ legislations, which seek to promote inclusion in equity, representation and job creation.

“When it comes to acquisitive growth, we’ve always liked to keep the founders invested alongside us. We are not a company that often takes 100 percent.

“We empower our staff by maintaining them as equity shareholders, both in their entity and potentially in their silo if they would like to be there. That same level of ownership exists all the way through our business and is how we try and operate,” he explains.

At the heart of Dunn’s enterprise lies a patriotic outlook that is central to his philanthropic concern for his country and its inhabitants.

“It’s incredible what’s come out of

South Africa. We really do have an amazing country with amazing vision.

I don’t know if it’s all the sun we have,” he says with a smile.

“If any good has come out of Covid, what we’ve seen in South Africa is empathy,” Dunn adds.

Moving forward, it is this sense of moral responsibility and growing social empathy that defines the ecosystem Dunn aspires to create.

“We are driving a behaviour that we believe will create permanent and sustainable change in our country, and in time, others abroad too.”

DNI GROUP Tel: +27 11 100 3800 info@dninvest.co.za www.dninvest.co.za

14 | Africa Outlook issue 90

Africa Outlook issue 90 | 15

DNI Group has told its story.

Now, why not tell yours? Our bi-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.

Reaching an audience of over 185,000 readers, your company can take advantage of exposure in Africa Outlook with a FREE article and FREE digital brochure, as well as access to further digital and print-based marketing tools that could transform your business.

To share in this unrivalled opportunity, contact one of our project managers today!

DANGOTE CAMEROON | COMSOL

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

Issue 90

www.africaoutlookmag.com/work-with-us PW MINING

Contract mining, civil engineering and construction services across West Africa

TREVALI MINING Working alongside partners and communities in the base-metals mining space

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

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:

E D I TO R I A L :

Stephen Giles +44 (0) 1603 363 634 steve.giles@outlookpublishing.com

Sean Galea-Pace +44 (0) 1603 363 654 sean.galea-pace@outlookpublishing.com

Devon Collins +44 (0) 1603 363 656 devon.collins@outlookpublishing.com

Marcus Kääpä +44 (0) 1603 363 653 marcus.kaapa@outlookpublishing.com