Africa Outlook - issue 91

NILE BREWERIES | ARNOT OPCO

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

Issue 91

GOGLA

The promising development of off-grid solar energy across the continent

UNILEVER FOOD SOLUTIONS

Putting employee morale at the top of the agenda

A leader in Smart Solutions in Southern Africa, Sivi Moodley, CEO at Macrocomm, discusses delivering a smarter tomorrow, today

MARCOPOLO S.A.

Manufacturing buses for South Africa and beyond

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

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

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

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

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

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

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

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

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

NAMIBIA TRAVEL GUIDE

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here are many reasons why Malaysia is a tourist favourite.

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

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

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

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

Then, there’s the culture. Malaysia

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

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

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

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

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

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

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

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

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

But sightseeing in Namibia isn’t just about deserts.

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

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

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

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

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

But there’s more to the Seychelles

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

WELCOME

People First

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

COVID-19 brought significant disruption, but also taught vital lessons.

Junior Editor: Phoebe Harper phoebe.harper@outlookpublishing.com PRODUCTION Production Director: Stephen Giles steve.giles@outlookpublishing.com

It showed the value of planning for unforeseen circumstances, operating with a resilient and agile mentality, and having the technological infrastructure in-house that can allow for uninterrupted business continuity.

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 CEO: Ben Weaver ben.weaver@outlookpublishing.com Managing Director: James Mitchell james.mitchell@outlookpublishing.com Sales Director: Nick Norris nick.norris@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 Krisha Canlas krisha.canlas@outlookpublishing.com Matt Cole-Wilkin matt.cole-wilkin@outlookpublishing.com Ryan Gray ryan.gray@outlookpublishing.com PROJECT MANAGERS Kyle Livingstone kyle.livingstone@outlookpublishing.com Lewis Bush lewis.bush@outlookpublishing.com

ADMINISTRATION Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com Finance Assistant: Eleanor Bennett eleanor.bennett@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

However, most importantly, the pandemic showcased the importance of being there for your people. Supporting employees, both financially and mentally, in the face of global uncertainty was crucial, and the reward for businesses was empowered people willing to go the extra mile.

And knowing this too well is Janine Van Rooyen, Managing Director at Unilever Food Solutions. In our cover feature, she stresses the significance of putting people first. “We decided that our people are the most important thing so we reduced costs in every other area to ensure we could still pay salaries,” she explains. “We had different task teams speaking to customers trying to get payment plans because they owed us money, and we shifted to a fully digital business model almost overnight.”

Also putting its staff at the heart is Arnot OpCo. With people-centric values at the core of operations, we speak to Bontle Aphane, CEO of Arnot OpCo, about the company and its historic establishment as the first community-owned coal mine in South Africa. “I am super proud of our team, the growth that I have seen in them since we started is amazing,” says Aphane. “There’s been a level of trust, transparency and endurance since we took on this journey to re-establish the mine.”

Elsewhere in the magazine, check out our feature with Macrocomm.

With a reputation as the innovators of IoT, the company dominates the Southern African Smart Solutions space. In our exclusive interview, CEO Sivi Moodley discusses delivering a smarter tomorrow, today. “We focus on providing solutions to problems by using technology, deploying the right devices, gathering accurate data, and transporting that data using our agnostic telecommunication networks best suited to the customer’s needs,” comments Moodley. “We are able to integrate into existing legacy systems from our Big Data analytics platform, thus providing cost effective solutions to the customer.”

And before you go, be sure to read our in-depth company profiles with the likes of Nile Breweries, Beglin Woods, Adapt IT | Telecoms South Africa, GOGLA, Marcopolo S.A. and many more!

Enjoy the issue!

Sean Galea-Pace Senior Editor, Outlook Publishing Africa Outlook issue 91 | 3

CONTENTS

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18

32

REGULARS

6 NEWS Around Africa in seven stories

8 12

8 EXPERT EYE Putting the power of customer data directly into the customer’s hands

BUSINESS INSIGHTS

10 MINING

Empowering Women Across Africa Increasing the participation of women in Kenyan mining

12 ECONOMY

Business in Namibia Inside Namibia – from tourism to agriculture

TOPICAL FOCUS

14 ECONOMY

Building Africa’s Mobile Economy Examining the meteoric rise of mobile money services across the continent

40 INDUSTRY SPOTLIGHTS

18 GOGLA - Global Off-Grid Energy The promising development of off-grid solar energy across the continent

32 Renewable Energy Association of Nigeria (REAN) The non-profit industry association accelerating Nigeria’s clean energy future

40 Healthcare Federation of Nigeria (HFN) The Federation driving development and inclusion of Nigeria’s private health sector in the healthcare delivery system

EVENT FOCUS

216 Africa Oil Week Africa’s leading oil and gas event

14 4 | Africa Outlook issue 91

218 THE FINAL WORD What technology is helping to transform your industry and how?

AFRICA OUTLOOK MAGAZINE

F E AT U R E S

46 SHOWCASING

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

FOOD & DRINK

48 Unilever Food Solutions The Key Ingredient

MANUFACTURING

114 Marcopolo S.A.

Manufacturing Since 1949 Manufacturing buses for South Africa and beyond

114

Putting employee morale at the top of the agenda

172 Burmeister & Partners Laying the Foundations for Namibia

Providing civil engineering consultation services in Namibia

178 Paragon Group

Architecture Across Africa Leading African architecture and design

184 Mission Holding Group Future Residential

56 Nile Breweries

Brewing for the Community

Green property development on the Eastern Cape

Supplying quality beer and people-centred initiatives in Uganda

190 Haussmann Africa

Diversification and Expansion

66 Synercore

Prioritising Customer Excellence Driving teamwork, innovation and customer excellence across South African operations

TECHNOLOGY

126 Ethanol Company Limited

The Spirit of Transformation Behind Malawi’s premier ethanol manufacturer

72 Macrocomm

134 Hlamalane Projects

Addressing society’s greatest problems through technological solutions

Serving the defence sector across Africa

Smart Solutions Made Simple

72

Defending the Continent

140 Ghana Rubber Estates Limited Proudly Ghanaian

An insight into Ghana’s top rubber producer

146 Hamilton Jet

Propelling into the Future Developing and manufacturing the latest boat systems for the global market

CONSTRUCTION

160 Beglin Woods 86 CFAO Technology & Energy Enabling African Industry

Developing an infrastructure ecosystem across Africa

92 Adapt IT | Telecoms South Africa Demand and Evolution

Delivering advanced telecommunications software solutions across Africa

MINING

A story of growth and diversification in Africa post-COVID-19

Building Kenya and Beyond

190 194 Medine Group

Developing a Smart Future for Mauritius Putting Mauritius on the map

HEALTHCARE

166 Lithon Holdings

202 Hospital Holding Investment (AAR Healthcare)

People-centric engineering and development in Namibia

Managing integrated healthcare services business across East Africa

Architecture and design across East Africa

Engineering a Positive Future

166

Serving East Africa

206 Trivitron Healthcare Revolutionising Healthcare

A one-stop solution for complete hospital requirements comprising of advanced technology equipment

210 Stone Three

100 Arnot OpCo

Supplying Pan-industry Solutions

People-centred coal mining in South Africa

Providing healthcare and productivity technology solutions in South Africa

Community Coal

Africa Outlook issue 91 | 5

NEWS Around Africa in seven stories…

H E A LT H C A R E

United States to ship 10 million vaccines to Nigeria and South Africa

ECONOMY

OBAMA IN NEW AFRICAN ROLE B AR ACK OBA MA , the former President of the United States, has taken on a new role within the National Basketball Association’s (NBA) African business.

Having launched its African division in May 2021, the NBA values the business at almost $1 billion.

As part of the move, Obama has become a strategic partner and minority owner of the NBA’s African branch and is set to use his stake to fund the Obama Foundation youth and leadership programmes across the continent.

In a statement, Obama commented: “The NBA has always been a great ambassador for the United States—using the game to create deeper connections around the world, and in Africa, basketball has the power to promote opportunity, wellness, equality, and empowerment across the continent.

“By investing in communities, promoting gender equality, and cultivating the love of the game of basketball, I believe that NBA Africa can make a difference for so many of Africa’s young people.”

AS A F R I C A continues to battle through a third wave of infections, the US government is set to provide almost 10 million doses of the COVID-19 vaccine to Nigeria and South Africa.

According to White House officials, it is believed that four million doses of the Moderna vaccine will be given to Nigeria, while over five and a half million doses of the Pfizer vaccine will be delivered to South Africa.

The South African shipment is the single largest sent by the United States since it began sending vaccine shots overseas. As a result of the latest shipments, the total figure of US vaccines doses sent to Africa now stands at 16.4 million.

The news comes after it was revealed that African countries had administered only 60 million vaccine doses to a 1.3 billion population, as of the third week of July 2021.

H E A LT H C A R E

UK to equip Kenya with COVID-19 vaccines T HE U K will begin to deliver nine million COVID-19 vaccines worldwide, including to Kenya, in a bid to tackle the pandemic.

According to Foreign Secretary Dominic Raab, five million doses are being offered to COVAX – the scheme 6 | Africa Outlook issue 91

to ensure equitable, global access to COVID-19 vaccines. Subsequently, COVAX will distribute them to lowerincome countries via an equitable allocation system which prioritises delivering vaccines to the people that need it most.

As a result, Kenya is set to receive around 817,000 doses, while Indonesia will be given 600,000 and Jamaica will be provided with 300,000.

LO C A L G OV E R N M E N T

ECONOMY

SOUTH AFRICA TO INTRODUCE $2.4 BILLION BUSINESS SUPPORT S O UT H AFRICA is set to introduce relief measures worth around $2.4 billion in a bid to support businesses and individuals impacted by COVID-19 restrictions and violence caused by the jailing of former President Jacob Zuma, according to the finance ministry.

It is anticipated that the package will be funded by better government revenue collection and by shifting some spending, senior officials confirmed.

“We are funding this package within available resources currently. We are not going to be going for borrowing S U P P LY C H A I N

Ethiopia’s essential link to port blocked T H E AUTHORITIES in Ethiopia’s Somali region have confirmed that a key route that links the capital, Addis Ababa, to the seaport of Djibouti was blocked by protesters.

Social media photos appeared to show rocks and signs of vandalism across the railway line along the same

UK AND KENYA IN NEW DEFENCE AGREEMENT

at all,” commented Dondo Mogajane, National Treasury Director-General.

“In total, there is about 36 billion rand ($2.4 billion) worth of support that we are putting on the table.”

The acts of looting and arson as a result of the jailing of Zuma caused approximately 50 billion rand of damage. Further, it is believed that the government will allocate further sums to the police and military.

route. The disruption appears to be a response to recent clashes over land disputes on the border between the Somali and Afar regions.

With the majority of landlocked Ethiopia’s imports coming from Djibouti via that corridor, it is believed that the violence isn’t directly linked to the ongoing Tigray war, however, the concern is that more conflict could erupt in other areas of Ethiopia where tensions already exist.

TH E U K and Kenya have signed a new defence deal to alleviate the threat posed by the Somali jihadist group al-Shabab.

As a result of a meeting between defence ministers in London, the UK confirmed it would be accelerating its counter-terrorism and military support. This is set to include efforts to prevent extremism in coastal areas which remains vital for Kenya’s tourism sector.

Having been a target for al-Shabab since October 2011, thousands of British troops train in Kenya each year in preparation for deployment to conflict zones.

LO CA L G OV E R N M E N T

TANZANIA IN COVID-19 U-TURN TA N Z A N I A’ S P O P U L ATI O N is being encouraged to get COVID-19 vaccinations in a spectacular change of policy.

Following the scepticism of former President John Magufuli, a vaccination drive has commenced which has been led by new President, Samia Suluhu Hassan, who has just been given her jab.

After Magufuli’s death earlier this year, President Hassan began a taskforce on the virus. In total, the country has officially reported 29 deaths and 858 cases, however, with a population of over 58 million people, there are fears that the figure is significantly higher.

Africa Outlook issue 91 | 7

EXPERT EYE

Opening Up The World Of Banking Africa’s major potential as a hub for the open banking African market is evident.

Paris Valakelis, co-founder at TruID, discusses the unique challenges ahead for the continent Written by: Paris Valakelis, co-founder, TruID

T

he world of banking is one ruled by powerhouses, whether they be families, corporates or cooperatives. First National Bank & Standard Bank, two of South Africa’s oldest banks, are names that all bring illusions of staunch traditionalism and secrecy, yet the digitisation of the banking sector is opening up their doors.

Africa isn’t often included in any lists of tech ‘hubs’. According to Business Insider’s 50 most high-tech cities in the world, Africa doesn’t feature. Yet the continent is setting the stage for a financial revolution, thanks to digitally native start-ups.

There’s no denying that open banking has already shifted the agenda of banks and institutions globally, but most open banking companies have focused on creating unilateral products to serve those already banked in areas such as Europe, which have universal frameworks for financial regulations, 8 | Africa Outlook issue 91

consistent across all territories.

However, Africa as a continent is comprised of differing levels of local governance and regional nuances, meaning it’s become a test bed for flexible open banking products suitable for all, far exceeding the possibilities of those in other territories.

Because of this unique set of challenges the market is facing, Africa has major potential as a hub for the open banking market and thanks to the regional divides and local governance, brands like truID are in a position to increase accessibility and transform the world of open banking straight out of the starting gate. In tandem with managing local regulations, Africa poses a second major challenge: the unbanked.

Africa has one of the highest levels of unbanked individuals, meaning open banking will be more complex than anywhere else in the world and will rely on multiple systems and data

sources that have been traditionally designed to serve the unbanked. For example, in Kenya, with M-Pesa being the leading banking and transaction platform, it will become the primary data source for open banking, ahead of banking data. Differing platforms like these will cause challenges across Africa.

The accumulation of challenges and hurdles means homegrown start-ups rather than external competitors are leading the way and driving further local and global investment in the sector. But how will a platform for banking transform the continent?

The COVID-19 pandemic accelerated digital ambition, not only for businesses but consumers.

Thanks to working from home orders across the world, people are now learning more about technology and how they can use it to better their financial situation. This has resulted in a technological shift within Africa, championing innovation, accessibility,

and inclusivity on multiple levels leading to explosive growth in adoption of digital open banking products. In fact, traditionally slow markets like the credit and lending sector have been able to utilise open banking to slash approval times from days, to just minutes, showing the effectiveness open banking can bring.

Regardless of this shift, however, across Africa, financial accessibility is a growing issue as more and more banks move towards digital offerings with money management and transactions being managed through digital, app-based systems. That’s why banks such as the old traditionalists are looking at new ways to engage customers through new products, better services and a more open network.

Open banking in its simplest of forms puts the power of customer data directly into the customer’s hands, meaning they can manage their finances more effectively. It will allow consumers to keep tabs on how and why banks and partners are sharing their data which ultimately puts them in more control of their finances and their data. On a macro level, open finance will open up the

financial world enabling consumers to get better access to financial tools creating a more democratised financial system allowing everyone to be in control of their money. On an individual, micro level, open banking will grant consumers more freedom and greater access, increasing financial inclusion, the primary goal of every developing market government.

Whilst progression is underway, as a market Africa has only just started conversations around regulations. South Africa is in discussion with regulators through the Intergovernmental Fintech Working Group (IFWG), conversations that we’re also a part of. These conversations, however, are still in their infancy and in terms of global precedence and creating an implementable framework, we’re two to three years away. Across the borders, Nigeria has made greater progress with driving adoption through market lead interactions, and in recent months we’ve seen the Central Bank of Nigeria (CBN) issue a guiding framework for the sector.

Kenya on the other hand has pledged its commitment to an established framework through its ‘Kenya National Payments System Vision and Strategy 2021 – 2025’.

These regulatory conversations will very much guide how the industry moves forward, as a copy and paste approach from other regulatory frameworks like Europe’s PSD2 won’t work due to Africa’s challenging regional divides. However, the level of investment in the sector is already proving it’s one that can revolutionise financial accessibility and equality on the continent.

Looking towards the future, data aggregation and sharing is just the foundation of what open banking infrastructure enables. The next multi-million-dollar funding rounds will originate from the use-cases the data will enable. The entire ecosystem is going through both a technical and

regulatory shift, unlike anything it’s been through before, and it’s just the start.

Ultimately, open banking is moving towards a global framework that will utilise the digitisation of banking to improve the level at which consumers across Africa can access financial products. In reality, home grown open banking is progressing at such a rate because those big banks, new and old, are opening their doors to the concept and the products being developed are leading their class in inclusivity and functionality due to the rare landscape Africa offers. That landscape is enabling companies like ours to lead the transformation with new systems and frameworks and with the right support, we’re bringing better financial tools to consumers across Africa.

ABOUT THE EXPERT Paris Valakelis, one of the three co-founders of truID, is a veteran of finance, having worked as an equity analyst for some of the world’s biggest financial institutions such as Bank of America Merrill Lynch and Renaissance Capital. Having a deep understanding of the opportunities technology presented to the sector, Paris, along with his partners, founded truID to create a more connected financial ecosystem, driving inclusion and equality.

Today, truID serves as one of the leading open banking platforms in Africa, creating a better financial experience for hundreds of thousands of customers and steering conversations around regulations and banking standards.

Africa Outlook issue 91 | 9

BASE TITANIUM

EMPOWERING WOMEN ACROSS AFRICA Dr. Melba K. Wasunna, External Affairs Manager at Base Titanium, discusses the role of women in mining and her belief that while significant strides have been made, it’s only the beginning Writer: Sean Galea-Pace

D

r. Melba Wasunna certainly has her hands full.

Despite her day job as External Affairs Manager at Base Titanium, she serves as the Chairperson for the Association of Women in Energy and Extractives in Kenya (AWEIK), while also working 10 | Africa Outlook issue 91

as the Vice Chairperson of the Energy and Extractives Sector Board at the Kenya Private Sector Alliance (KEPSA).

Base Titanium is Kenya’s largest mining organisation, representing 65 percent of the total value of the company’s minerals production.

Located in Kwale County, Base Titanium operates Kenya’s biggest mine, which was officially awarded flagship project status under Kenya’s Vision 2030 national development blueprint.

“Base Titanium has been instrumental in opening up Kenya’s mining sector,” explains Wasunna.

“Before this, we had really small mines and not much of an industry to speak of. However, since the introduction of Base Titanium, we’ve managed to have a largely successful operation with fantastic community engagement. We’ve had no contentious mining issues or protests against us, which has been satisfying.

MINING “Base Titanium is an industry-leader in Kenya. At the very beginning, a large percentage of our workers were expatriates, however, since that time that figure has changed dramatically and today our workforce is 99 percent Kenyan. We are leading the way not only in terms of the minerals that we mine, but also in setting the standard in the country.”

AWEIK is an organisation that provides women with opportunities for equitable professional and economic development within Kenya’s extractives sector. AWEIK awakens women’s potential in oil, gas and mining industries through lobbying, branding, member capacity development and business development services. The introduction of Base Titanium in Kenya heralded a new dawn for the country, but it was widely felt that the one thing missing was the voice of women. Subsequently, this led to the formation of AWEIK through the collaboration of UN Women and the Ministry of Mining in Kenya in 2016.

“We got several groups of women together: employed women, women in the supply chain and grassroots women,” explains Wasunna. “We felt all these different voices of women should come under one umbrella – AWEIK – and we started impacting on policy and moving the conversations forward.”

“We quickly came to the realisation that it is much easier for men to get opportunities than women. Women have time poverty, lack of education and limited access, while men are more easily networked. This sector was primarily male-dominated, as were the decision-makers, however - slowly but surely - we started to be listened to. Once our voices were heard, we created a strategic plan ensuring that we build on the momentum gained and try to empower women to participate more in the sector.”

“We began with just 20 members

but have now grown to over 500 across Kenya. It’s been a fantastic journey so far but it’s only the beginning.”

With reference to her role as Vice Chairperson of the Energy and Extractives Sector Board, Wasunna is responsible for representing different mining companies that are members of the KEPSA association.

“We look at a variety of issues that are impacting the mining space. We look at whether this is an individualised issue or something that is industry-wide,” explains Wasunna.

“KEPSA takes up issues and obtains high-level engagement. We try and

do this because mining is such a small sector, currently contributing just one percent, but the belief is that it can contribute so much more, we just need certain things in place.

Only through exploration can we find out how best to position ourselves as Kenya and how we can grow the mining economy in the years to come.

It is all about making small steps towards the realisation of the Kenya Vision 2030 and mining can certainly play its part.”

Looking ahead, Wasunna believes that while there has been a gradual increase in diversity, the work isn’t finished yet. “We’d like to see women

build understanding of business and government and seek to find common ground. My role is to lead the mining voice in those conversations and represent the industry with the hope that they make incremental change to the policy and make a difference.”

The Kenya Vision 2030 aims to transform Kenya into a newly industrialising, middle-income country providing a high-quality of life to all its citizens by 2030 in a clean and secure environment.

“Mining is one of the pillars to deliver a more equitable society,” he says. “My work directly contributes

hold more positions at a board level and see the conversation eventually take a backseat because it’s not as necessary anymore due to increased representation,” she discusses.

“Things are slowly changing but there is definitely more to do. In mining, I would like to see the industry become a significant contributor to Kenya’s economy while being seen as an industry that is worth investing in.

That’s the aim.”

Africa Outlook issue 91 | 11

BUSINESS IN NAMIBIA

BUSINESS We explore Namibia and take a look at the most prominent sectors contributing to the country’s economic growth Writer: Marcus Kääpä

N

eighbouring Angola to the north, Botswana to the east, South Africa to the south and with the Atlantic Ocean to its west, Namibia is a unique country.

Sometimes known to locals as the ‘Land of Many Faces’ due to its iconic and varied terrain, Namibia is notable 12 | Africa Outlook issue 91

for being both arid, and yet strangely beautiful as a result of its diverse geography, and is widely regarded as a gem in the African tourism space.

With a population of approximately 2.4 million, Namibia does not share the same size or scale of industries in larger countries, such as its neighbours, however, has in recent years completed the expansion of its port at Walvis Bay. This $300 million project is a key development in the country’s aim to move forward and grow, with the intention of turning the port into a logistical hub for southern Africa that

aims to answer the increasing demand for freight and maritime access for landlocked countries in the region; the port represents a gateway for more than 240 million people in the region’s market.

On top of enjoying one of the most stable political environments on the continent, Namibian infrastructure is relatively modern and developed, while its economy is largely driven by various exports as well as its tourism industry. Of its trading partners, the US exists as one of the top 10. Despite this however, Namibian trade is led by internal African activity, such as trade with South Africa which accounts for a substantial 45 percent of Namibia’s imports, while the countries also share an equally valued currency.

ECONOMY Extreme sports are part of this sector, with activities such as skydiving, sandboarding and 4x4ing being among them, while city visits are also a popular attraction.

However, the impact of the COVID-19 pandemic has stumped this. The lack of travellers has broken the back of international tourism and every country has been affected.

As with many countries, Namibian tourism has suffered substantially due to government-imposed restrictions internally and abroad, with around 70 percent of businesses in the industry recording below 10 percent of the pre-COVID standard number of bookings.

MINING

TOURISM IN NAMIBIA The tourism industry is a major contributor to Namibia’s economy, providing around 14.5 percent of the country’s overall GDP. Consequently, the industry is also a large source of employment, creating tens of thousands of jobs both directly and indirectly.

Prior to the COVID-19 pandemic, Namibia’s tourism space would answer the demand of roughly a million visitors each year; people drawn to the unique country by its beauty, identity, diversity and ecotourism – a rich subsector involving Namibia’s varied wildlife.

Namibia holds a great reliance on exports to fuel its economy, and a large chunk of these exports lie in the realm of mining extraction. Both taxes and royalties stemming from the mining sphere make up around 25 percent of the sector’s revenue, with the bulk of income being produced by diamond mining. Home to a wealth of alluvial diamond deposits, Namibia is a primary source of gem-quality diamonds, and is famously known for its government restricted diamond beaches where the gems can be found among the sands.

Namibia is also a large exporter of uranium to both the US and countries in East Asia such as China and Japan, while being within the top five producers of it in the world. Its two uranium mines collectively provide around 10 percent of the globe’s uranium mining output. On top of this, it is a major producer of copper, lead, zinc, gold, silver, tin and tungsten.

Despite the mining sector’s activity and contribution towards national GDP, it employs only three percent of Namibia’s population, with around half of the population depending on a livelihood derived from agriculture.

AGRICULTURE Standing as one of the country’s most important sectors, the majority of Namibia’s population is either directly or indirectly dependant on agriculture. Livestock farming continues to contribute two-thirds of agricultural production, with the rest consisting of forestry and crop farming.

Due to its arid climate, Namibia often suffers major problems in rural areas during drought seasons. The majority of people live in such regions, and although so many survive and make a living from the agricultural sector, only one percent of the country’s land is considered arable.

In stark contrast to this, Namibia’s fishing industry is rich and plentiful.

The South Atlantic waters off the country’s western coast are home to some of the richest fishing grounds on the planet, and commercial fishing exists as one of the fastest growing sectors in the country.

MANUFACTURING Namibian manufacturing is dependent on imported goods and a small skilled labour force that keeps the industry turning. The primary operation within the manufacturing sphere is linked to the agricultural sector in the form of light industrybased activities such as meatpacking, fish processing, and dairy processing, at the same time as being linked heavily to Walvis Bay, the commercial gateway to the region, and a promising centre of connection and trade for Namibia’s future.

Africa Outlook issue 91 | 13

TOPICAL FOCUS

BUILDING AFRICA’S MOBILE ECONOMY In recent years, the advent of mobile money services across the continent has enjoyed explosive growth. We explore the trends and major players behind Africa’s booming digital infrastructure Writer: Phoebe Harper

D

espite hosting multiple countries with some of the highest ‘unbanked’ populations across the world, translating to approximately 60 percent of the total continental population, Africa maintains a reputation as a global leader in the realm of mobile money services.

According to a report in the Wall Street Journal, only 45 percent of the African population possess an active cell phone, yet over the past few decades, the continent has been 14 | Africa Outlook issue 91

carried on a mobile money boom, pioneered by the fintech revolution and the advent of the mobile economy.

WHAT IS MOBILE MONEY? Mobile money specifically concerns digital payment transactions that are facilitated either on or offline without the use of a personal bank account, with the payment instead enabled by a telecoms provider.

For many, the true beginning of Africa’s mobile money movement

began in 2007, when Kenyan company Safaricom launched what is now one of the most celebrated mobile-to-mobile payment services in the world, processing some 16 million transactions a day – M-Pesa.

In terms of profitability and growth, Africa is the second largest banking market in the world. This is complimented by the thriving technology start-up scenes witnessed in African countries such as Nigeria, South Africa, Egypt and Kenya, that has triggered widespread digital disruption within the finance sector.

Many imitators have since followed in M-Pesa’s wake, both across Africa and further afield, including the launch of French telecom giant Orange’s mobile money service, which clocked 19.6 million active customers across Africa as of June 2021. As such, Africa’s finance sector continues to give rise to innovative products

ECONOMY centred on an omnichannel banking approach, delivering financial services through various digital channels such as USSD (SMS banking), internet and mobile banking.

Increasingly, mobile technology is bridging the gap between the lack of a traditional banking infrastructure and widespread financial inclusion.

Fintech innovators occupy the vanguard of this space, from digital remittance service providers to crossborder payment platforms.

These attractive emerging markets continue to receive attention from public and private investors alike, with fintech innovators enjoying a ‘clean slate’ business environment compared to other developed countries with established banking facilities, serving to create favourable market conditions.

The space where it all began, Kenya, continues to lead the charge, as the first African country to meet the UN’s ambition for 50 percent of Africans to use mobile money by 2022. As of today, 73 percent of Kenyans are already making use of such services.

ACCELERATING THE MOVEMENT The COVID-19 pandemic has been arguably the most significant factor to supercharge the growth of no-contact payments, universally accelerating mobile money services and triggering innovative mergers between fintechs, telecoms providers and banks in a movement that has been labelled by financial analysts as ‘co-opetition’ (cooperative competition).

MOBILE MONEY SERVICES THREE MAJOR PLAYERS 1. DIGIPAY – As a mobile money wallet, DigiPay offers cashless payments, USSD payments and virtual card integration alongside other next-generation mobile finance solutions.

2. SOFTWARE GROUP – Designed to facilitate financial inclusion, global technology company Software Group offers a mobile wallet solution with a range of financial services, from instant P2P payments to airtime top up.

3. VELMIE – Another mobile wallet platform, but catering specifically to the African market, Velmie offers an extensive portfolio of fintech products including real-time money transfers and multiple currency support.

Perhaps unsurprisingly, 2020 represented the zenith of mobile money services across Africa, with GSMA, the industry organisation representing the interests of mobile network operators (MNOs) worldwide, reporting that the THE APPLICATION continent accounted for half OF of all TECHNOLOGY INservices THE global live mobile money throughout year. Indeed, of the MININGthe INDUSTRY 310 live mobile money services, 157 • Autonomous Systems operate from Africa.

Throughout the course of the • Drones pandemic, daily transactions were at an• all-time high as consumer Internet of Things (IoT) habits shifted towards the mobile economy • AI/ Machine Learning due to social distancing measures complicating access to essential • Blockchain goods and providing greater impetus for cashless payments.

Aside from the pandemic, the governments of various African countries have been instrumental in hastening the development of mobile money, waiving transaction fees and easing ‘sign up’ restrictions for digital banking in order to keep the economy stimulated, as evidenced by both Kenya and Zambia.

As time passes, the lines between traditional banks and telecoms providers continues to be blurred with the two morphing and intertwining functions in line with demand.

With Africa boasting 21 of the 30 fastest growing cities in the world, alongside a favourably young demographic, 80 percent of which are armed with a mobile device, it is unsurprising that this prime market makes for such a fertile playground.

As GSMA forecasts the value of global mobile money transactions to reach $1 trillion by 2023, the bulk of these transactions will come from Africa. Continual innovation is guaranteed, with many anticipating that paying bills, processing payments and potentially even banking from one’s social media page may come to represent the new normal.

As such, Africa’s mobile money markets are only expected to continue this promising trajectory of exponential growth.

DID YOU KNOW? ACCORDING TO THE TELECOMMUNICATIONS TRADE GROUP GSM ASSOCIATION, APPROXIMATELY HALF OF THE 1.04 BILLION MOBILE MONEY ACCOUNTS REGISTERED WORLDWIDE ARE LOCATED IN SUB-SAHARAN AFRICA

Africa Outlook issue 91 | 15

VISION EYE INSTITUTE | ANGLISS ASIA

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HAMILTONJET Developing the latest boat systems for the global market

Supplying product solutions for panindustry customers

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AVRIO LOGISTICS

Setting the standard in electrical test and measurement globally

Industry-leading freight forwarding and supply chain solutions

BECKER MINING

NAVAJO EXPRESS

Safety first in Poland’s transformative mining space

Behind a worldclass provider of transportation services

GOGLA

The promising development of off-grid solar energy across the continent

Supplying high-quality products, equipment, services, and expertise across the oil and gas sector

UNILEVER FOOD SOLUTIONS

MARCOPOLO S.A.

Manufacturing buses for South Africa and beyond

EOS DEFENCE SYSTEMS

STATICUS

A leader in Smart Solutions in Southern Africa, Sivi Moodley, CEO at Macrocomm, discusses delivering a smarter tomorrow, today

Brett Fletcher, CEO at Ravenswood Gold, discusses his company’s vision of becoming the largest gold mine in Queensland, Australia

ALEKSANDER RAJCH of the Polish Alternative Fuels Association (PSPA), examines the organisation today ahead of an industry-defining decade

MISHA LOBBAN-CLARKE, Executive Director of the Barbados Chamber of Commerce & Industry, discusses the current state of industry across the island

at Macrocomm, discusses delivering a smarter tomorrow, today A leader in Smart Solutions in Southern Africa, Sivi Moodley, CEO

vision of becoming the largest gold mine in Queensland, Australia Brett Fletcher, CEO at Ravenswood Gold, discusses his company’s

examines the organisation today ahead of an industry-defining decade ALEKSANDER RAJCH of the Polish Alternative Fuels Association (PSPA),

Commerce & Industry, discusses the current state of industry across the island MISHA LOBBAN-CLARKE, Executive Director of the Barbados Chamber of

SYSTEMS EOS DEFENCE

The Innovators of Façade Manufacturing

Putting employee morale at the top of the agenda

SOLUTIONS FOOD UNILEVER

Putting employee morale at the top of the agenda

the continent energy across of off-grid solar development The promising

GOGLA

The Innovators of Façade Manufacturing

Providing high-quality defence systems internationally

STATICUS

Providing high-quality defence systems internationally

South Africa and beyond Manufacturing buses for

MARCOPOLO S.A.

oil and gas sector and expertise across the products, equipment, services, Supplying high-quality

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

services transportation class provider of Behind a world-

space transformative mining Safety first in Poland’s

MINING BECKER

global market boat systems for the Developing the latest

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industry customers solutions for panSupplying product

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measurement globally in electrical test and Setting the standard

LOGISTICS AVRIO

MEGGER

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

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

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

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

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Issue 04

INDUSTRY SPOTLIGHTS Welcome to our series of spotlights.

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

GOGLA Renewable Energy Association of Nigeria (REAN) Healthcare Federation of Nigeria (HFN)

INDUSTRY SPOTLIGHT

SPOTLIGHT ON OFF-GRID SOLAR ENERGY Exploring the development and deployment of off-grid solar solutions across Africa, as the continent’s most promising renewable energy solution Writer: Phoebe Harper | Project Manager: Matt Cole-Wilkin The Sun continent’, Africa receives more hours of sunshine per day than any other on earth. As such, the potential for solar power is obvious.

In recent years, the case for the acceptance and development of renewable energies, and the off-grid potential of solar, has become increasingly compelling, as the UN identifies energy poverty as one of the greatest impediments to cross-continental socio-economic development.

Solutions to the challenge of energy access are critical, and growing rates of urbanisation, population growth, and of course climate change, are serving to exacerbate the issue. Indeed, as of 2021, it is estimated that 760 million people still lack access to electricity, relying on candles and kerosene lamps to power their homes.

The past decade has witnessed many exciting developments across Africa in respect of solar photovoltaic (PV) energy. Globally, the off-grid solar sector has enjoyed significant growth over the past decade to represent a $1.75 billion annual market that serves 420 million users, with further expansion on the horizon. Consequently, off-grid solar PV is 18 | Africa Outlook issue 91

increasingly recognised as a means to expand the continent’s energy security whilst supporting sustainable economic growth without reliance on the utility grid.

With the correct batteries, equipment and energy storage systems in place, off-grid PV systems offer the ability to work independently in spite of adverse weather conditions or shortages that often cause grid failure and power outages. Whilst off-grid systems and the battery storage solutions necessary to store electricity to make solar a viable energy source may initially be more expensive, ultimately, the heightened reliability and lack of a recurring electricity bill, makes this an increasingly attractive and cost-efficient option.

These efficiencies in solar PV, alongside pioneering new business models, have led to off-grid home solar power systems being rapidly adopted across Africa. Instead of waiting for the grid to come to them, millions of families and businesses are now taking energy access into their own hands and purchasing their own, standalone, renewable energy systems.

INTRODUCTION

GOGLA

Africa Outlook issue 91 | 19

Founded in 2015, KYA-Energy Group (KYA) are an international company specialising in energy efficiencies and the implementation of renewable energies (RE) across Africa. From their headquarters in Lomé, KYA is the Togolese solar company championing the goal of achieving cross-continental electrification in an environmentally sustainable way.

With the values of professionalism, rigor, team spirit, integrity and transparency at the fore, KYA are a reliable and advisory voice in the sector, whilst paying the utmost attention to the demands of their

customers. Indeed, these values were recognised when in 2018, KYA were awarded the prestigious title of ‘Best Start Up in West Africa’ by the West African Development Bank.

KYA were founded by Professor Kétowoglo Yao Azoumah, whose extensive and commendable academic background makes him a specialist in all matters concerning solar energy and attests to KYA’s prioritisation of education in the development of RE. Professor Yao Azoumah’s tenure as company CEO is ongoing.

KYA-Energy Industry With an emphasis on innovation and affordability, KYA’s primary focus consists of the design, assembly, and subsequent distribution of solar transformation units known as electrosolar groups. Through their diverse and innovate offering of products and services, KYA are delivering tomorrow’s future, today.

At present, KYA are engaged in designing and assembling Solar Home and Business Systems (SBHS), automatic hand-washing kits (the KYA-SolWasherKit), lamp poles, solar streetlights and poles, whilst also developing trailblazing software for sizing solar PV systems.

KYA’s footprint is increasingly extending across West Africa, after installing SHBS in Ghana, Togo, Benin and Burkina Faso. At present, KYA number 40 permanent staff, responsible for delivering the KYA vision across West Africa. KYA are also a member of GOGLA – the voice of the Off-Grid Solar Energy industry.

KYA are unique in their offering of pioneering software designed specifically for optimal solar photovoltaic systems. A breakthrough initiative as the first piece of African software dedicated to the sizing and simulation of solar systems, KYA-SolDesign has been exclusively designed within the KYA R&D unit. The software’s sizing method makes the best trade-off between the technical reliability and the economical affordability of the PV systems. KYASolDesign qualifies the energy consumption from the solar resource availability. For KYA, the design of fluctuating solar-based systems to fully cover a given

energy need, should not only consider the quantity aspect of the need (first law of thermodynamics) but also the quality aspect of the need, regarding the resource availability (second law of thermodynamics).

This is the main innovation brought by KYA via KYASolDesign. As a consequence, storage capacities have been optimised and lead reducing the invest cost of off-grid systems from 10 percent to 60 percent upon the cases, in comparison with many existing sizing methods or software.

The electroslar group KYA-SoP are sized with the new method developed by KYA. Applicable as on or off-grid and back-up solutions, KYA’s principal offering of electrosolar groups – KYASoP - are mobile and autonomous, hybrid, modular and multiservice compact solar systems. These units are assembled on site for application in rural areas, serving uses such as electrification, irrigation and within foodprocessing. KYA-SoP’s are equally applicable as back up solar systems for urban households and small to medium enterprises.

Within the past year and the ongoing coronavirus pandemic, KYA’s ground-breaking automatic handwashing stations – the KYA-SolKitWasher – has proved invaluable across communities, providing a standalone, hygienic, and mobile solution that enables handwashing without contact, complete with an IR tap and paper and soap dispensers. KYA pride themselves on their fight against the virus within the country’s most vulnerable communities in the distribution of their unique hand-washing solutions alongside face masks amongst the children of Togo within local neighbourhood schools surrounding Agoé Logopé. Demonstrating a care and concern for the local community, such initiatives also demonstrate the company’s dedication to the importance of education.

All the above products are designed and manufactured within the KYA-Energy Industry unit.

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KYA-Energy Institute The second entity of the KYA enterprise is the KYA-Energy Institute, which best showcases the educational and advisory role that the company performs. The Institute promotes and organises capacity building through several training modules which encompass the following topics: • Energy resources assessment • Design and sizing of energy systems (solar system) • Installation and maintenance of energy systems (solar system) • Energy policy • Energy efficiency in buildings and industries These training courses are instrumental in aiding the development and education of solar professionals and dedicated companies.

KYA-Energy Laboratory The laboratory entity of KYA is responsible for the company’s R&D activities. The unit’s activity centres around three primary axes of research which consist of the following: • Axis 1 - Development of tools for optimal designing and sizing of solar systems (PV & thermal) • Axis 2 - Design and development of innovative and off-grid energy systems (smart, gridless and wireless systems) • Axis 3 - Design and development of energy systems for the future

KYA-Energy Engineering and Services The fourth and final branch of KYA’s operations consists of their energy engineering and services which is responsible for developing the engineering, control and monitoring of energy infrastructures and systems. This unit conduct and offer: • Energy engineering (study and installation) • Monitoring / control of energy structures • Audits and expert opinions • Assistance • Advice • Technical and economic feasibility study In a relatively nascent yet dynamic sector, KYA actively promote youth employment by creating job opportunities for the younger generations and supporting young entrepreneurs. One such example of this is when in May 2021, KYA decided to subcontract an agreement for the manufacture of their new

alucobond boxes to a group of twelve local aluminium carpentry entrepreneurs. KYA subsequently supported these young entrepreneurs, thereby enabling them to improve the management and structure of their individual businesses. Not only do projects like this increase KYA’s capacity, specifically in this instance for their headlight products including solar electro groups and solar automatic lava kits, but they also contribute to much-needed sustainable job creation for Togo’s young adults.

As part of the incentive to ‘make green’ their daily operations and contribute to reducing CO2 emissions, KYA headquarters is fully powered by a 40kWp offgrid solar power plant. KYA have also contracted with two local recycling companies to dispose of waste from company activities and also for the recycling of their solar components. These are some best practices KYA are showing on a daily basis in their area.

Through all these efforts, KYA support and nurture the future of the industry.

KYA-Energy Group 08BP 81101 Agoenyiv, Lom -TOGO TOGO: +228 91502149 / 70453481 / 99999380 BF: +226 70 51 77 09 BENIN: +229 63 13 37 56 MALI: +223 83 50 76 52 info@kya-energy.com

www.kya-energy.com

Africa Outlook issue 89 | 23

INDUSTRY SPOTLIGHT

Interview: GOGLA INTERVIEW

Since 2012, GOGLA have been the voice behind the global off-grid solar energy industry. We examine the progress of a solar-powered future across the developing world and GOGLA’s mission to combat energy poverty on a global scale

Patrick Tonui Head of Policy and Regional Strategy, GOGLA

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

Patrick Tonui (PT): Nearly 800 million people around the world live in energy poverty and over a billion more have insufficient electricity supply. In the mid2000’s the modern off-grid solar energy industry began to develop - creating affordable, quality, ‘standalone’ solar solutions – solar lamps and home systems - that could be bought by people across the developing world. These solutions could replace the toxic kerosene lamps and candles they were using to light their homes and businesses.

Azuri agents greeting a customer

24 | Africa Outlook issue 91

In 2008, the World Bank and International Finance Corporation (IFC) Lighting Kenya programme came on stream and brought together some of the first off-grid solar lighting companies. Seven of these early pioneers recognised the need to form GOGLA, a not-for-profit industry association, specifically geared to support the private sector in increasing access to modern off-grid solar energy.

From these initial founders, GOGLA has now grown to have over 200 members, becoming the voice of the off-grid solar energy sector, globally.

We have continued to work closely with the World Bank and IFC but expanded partnerships well beyond these actors too. We are a team of 25, with our headquarters in Amsterdam and regional staff in East Africa, West Africa and India. Our mission is to improve energy access for over a billion people by 2030.

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

PT: Over the years, we have grown from being an association for off-grid solar manufacturers to represent both off-grid solar manufacturers and distributors, as well as appliance and productive use companies. Our industry members range from market leaders to new start-ups, and from local SMEs to multinational corporations. Associate members include leading sector investors, national renewable energy associations and research institutes.

Our members continue to pioneer new, rapidly deployable clean tech innovations at a staggering rate. From the industry’s initial focus on solar lighting,

GOGLA

the sector has expanded to include productive use technologies, such as IoT enabled solar irrigation and ultra-efficient cooling, and information services such as radios, TVs and smart phones. All of these products are tailor-made for low-income households and businesses in developing countries.

Our objectives are to help our members create responsible and sustainable enterprises, support policymakers across Africa and Asia to develop the enabling environment needed for the industry to thrive, drive investment into the off-grid space, and help development partners create the interventions needed to rapidly accelerate access to clean energy and green jobs.

AO: What do you find most exciting about working within the off-grid solar energy industry?

PT: Our sector is at the front line of technology and business innovation. Our members are social enterprises, reaching people in low-income communities or rural areas, who are often left out of

our economies. We are also bringing clean energy jobs to these communities and opening up economic opportunities for small businesses, whilst improving people’s quality of life. This impact on the day-to-day lives of millions of people is what drives me to work in this sector.

As we engage with various national governments, I also find it exciting to see how well our industry sector aligns with public interests. Delivering public services such as access to electricity and bettering the lives of their citizens by empowering economic opportunities is what all governments are after and we enable that, helping deliver on their agenda.

AO: On the flip side, what are the biggest challenges facing the development of solar energy?

PT: I believe our core challenges are on two fronts.

First, it is critical that off-grid solar is seen as an essential part of the energy mix and gets the right fiscal, regulatory and programmatic support whether in the form of subsidies, tax exemptions or Africa Outlook issue 91 | 25

Our story started in 2001 as a project that was part of the Makerere University Faculty of Engineering. 20 years later, the Centre for Research in Energy and Energy Conservation (CREEC) is still pioneering a greener future for renewable energies in Uganda. The centre is currently registered as a not for profit organisation providing methodological, technical and well-researched approaches for renewable energy interventions. As an advisory body and agent for change, for the past twenty years CREEC has delivered, advocated, and lobbied for her vision to enhance access to modern energies across East Africa. CREEC has continued in their efforts to deliver this mission, by partnering with government organisations, donors, private sector players, individuals and academia representatives, to provide innovative programmes and develop technical expertise through capacity-building activities that foster knowledge sharing and business support for renewable energy businesses.

CREEC’S THEMATIC AREAS OF RESEARCH: • Rural Electrification CREEC focuses on increasing access to

electricity in off-grid areas through interventions that include mini-grids and solar energy kiosks used to power business centres, health centres, schools and households.

• Energy Efficiency & Energy Testing Services CREEC conducts energy audits, applied research and training in energy efficiency and energy verifications. CREEC also has the capacity to conduct power quality checks and audits, with beneficiaries enjoying financial savings as a result of the applications of CREEC’s recommendations.

• Energy for Productive Use and Household Use – CREEC provides more efficient technologies for cooking and lighting in rural areas, including solar lamps, improved cooking stoves as well as implementation of small hydropower stations.

• Energy Entrepreneurship CREEC offers training for energy entrepreneurs to appreciate renewable energy as a business, through capacity building which has not only structured the management of local renewable companies but have also boosted the installa-

tions in various RETs, including biogas, solar, small hydro and improved cooking stoves businesses.

IMPACT With a diverse range of clients spanning national and local governments, donor organisations, NGOs, academia, private sector bodies and students, the Centre’s growth is intrinsically linked to Uganda’s influential role within the development of the renewable energy sector across East Africa.

CREEC advocates for clean energy through actionable research and renewable energy product testing, training, and innovation. One of the key contributors to CREEC’s success is the centre’s engagement with communities in the design and development of renewable energy interventions.

This has ensured ownership of the interventions co-developed with the centre but is also a great way to ensure sustainability of interventions. Through these continual energy efficiency interventions, CREEC has accumulated over 10 Megawatts of power, and is currently working with partners and the Centre’s large network to upscale this capacity. The centre has also expanded their network of 4,000 individuals and businesses with a presence in 25 countries.

To drive more impact, CREEC are currently integrating a concept called, ‘Design to Improve Life’.

Through this approach, research is designed to improve life by considering the form, impact, and context. Thanks to CREEC’s recent accreditation by the Ministry of Education and Sports, the assessment centre can conduct competence-based training in line with the Uganda Vocational Qualifications Framework (UVQF).

THE ACERA PROJECT CREEC is currently hosting a novel and innovative research project that is part of the African Clean Energy Research Alliance (ACERA). The project has the potential to use pyrolyzed biomass, such as charcoal, as a slurry to replace diesel in generator engines. This research is the focus of the PhD studies of CREEC researcher Opio Innocent Miria.

Miria is dedicated in his efforts to furthering the project, thereby tackling the challenge of universal access to modern clean energy through two of the most readily available renewable energy sources in sub-Saharan Africa – biomass, and sunshine. His motivation is the lack of electricity in the local communities where he was raised. He mentions that the raw materials are available, however people have no way of converting them into power.

CEDAT Building, Makerere University Kampala

Africa Outlook issue 89 | 27

Together with the University of Leeds, the Dar es Salaam Institute of Technology in Tanzania and the University of Marien Ngouabi in Congo Brazzaville are involved in this integrated research. The four partners applied for a Royal Society Africa Capacity Initiative Networking grant, supported by UK-AID. The partners were successful in securing the funding and established the consortium ACERA, the ‘Africa Clean Energy Research Alliance’. In 2015 the partners also applied for a major follow-up grant that was also successful.

This grant has been responsible for helping CREEC build capacity and engage with a wide range of stakeholders on the renewable energy platform. The current ACERA project is a five-year research project funded by a unit of the Royal Society’s African Capacity Building Initiative.

The biggest challenge is getting people to adopt new clean technologies because they are familiar to traditional ways of cooking through burning biomass. Increasingly there is a realisation that traditional cooking techniques over open fires are a major health hazard, causing the deaths

of millions of people every year from breathing in microscopic smoke particles. Women and children are disproportionally affected by this ‘killer in kitchen’ and the risks can be easily and cheaply reduced through the use of clean cook stoves. CREEC is seeking ways of influencing people’s behaviour and transferring knowledge, for example, with the ACERA project the team has been collaborating with the film-maker Steven Thompson Ayeny, Director of Atonga Media, in production of the new TV series ‘Kampala’, which includes information about clean renewable energy for household use. (https://youtu.be/ dWKl4VNur-k) The centre is using edutainment to table discussions on energy poverty and demonstrate sustainable solutions in an entertaining and informative way.

A CONTINENTAL CHALLENGE In Uganda, clean energy solutions have life changing potential, particularly concerning cooking fuels. Indeed, the World Health Organisation estimates that indoor air pollution

resulting from cooking smoke contributes to around 1.6 million deaths a year globally. That being said, the potential for renewable energies across the country is largely unrecognised.

Although traditional technologies within hydropower and solar are progressing, frustrating complications around distribution prevail. Although the power may be produced, storage also remains an issue, meaning that a lot of people still don’t have access to electricity. Meanwhile, the country’s burgeoning industrial sector continues to be powered by major power plants.

Uganda itself is blessed with an abundance of natural resources that can be leveraged for renewable energy use, primarily within hydropower, thermal, geothermal, and solar. With renewable energies across the world forecasted to supply approximately 40 percent of the entire energy supply by 2030, Uganda has a large role to play within the overall contribution of the continent. Of this total figure, half of this output is expected to derive from hydropower, with solar and wind comprising the rest. Uganda itself has an estimated overall power generation of 5,300 MW, solely from renewable sources. Yet as of early 2021, the country has realised just a third of this potential, which is reflective of the challenges that the sector faces.

Whilst governmental efforts to embrace renewable energy developments have been instrumental in driving progress, further action is needed to promote and implement the necessary policies to accelerate progress. The onus is on governmental organisations to implement the diversification of the country’s energy mix to accept renewable energies. CREEC are at the forefront of galvanising this movement to deliver a sustainable future for Uganda.

+256414532008 | +256 393 106496 info@creec.or.ug | www.creec.or.ug

Impact in Numbers

600+

Participants trained in CREEC renewable energy programmes.

10 MVA

(Mi Volt Amps) From implementation of recommendations from energy audits and verifications.

300+ Renewable energy interventions

400+

Renewable energy products tested.

In a network of over 165 Universities globally

4,000+ Individuals and entities that are part of the CREEC network

25 Countries Represented by CREEC

Africa Outlook issue 89 | 29

INDUSTRY SPOTLIGHT

other measures. Off-grid solutions are an affordable way to electrify hundreds of millions of people around the world, but without the right public support, millions may miss out on accessing these life-changing technologies.

Several governments, such as those in the East African Community, have shown strong commitment to the off-grid sector and in boosting energy access for their citizens, but many countries with low electricity access rates are yet to define and adopt specific policies and measures in this regard.

Secondly, we need to rapidly accelerate the rate of investment in the sector. This is across the funding spectrum – from grants to concessional finance, equity to debt. We also need to ensure the financial community understands our space and can provide appropriate finance that can help rural communities to buy off-grid products and services. Increased financial support must also include investments for locally owned firms too.

INTERVIEW

AO: What trends are currently transforming worldwide off-grid solar energy developments and how are you responding to them?

PT: The biggest impact of the last 18 months is – of course – the COVID-19 pandemic. This initially impacted supply chains for off-grid solar products made in China, but then led to lockdowns, operational issues, health and safety concerns and economic challenges for current, and potential, offgrid customers. It also had a knock-on impact on the regulatory and financial environment.

Amongst many other efforts, GOGLA has been working hard to coordinate the industry, get

off-grid solar designated as an ‘essential service’, support relief fund efforts and explore longer-term supply chain issues – such as the low availability of some component parts for off-grid products and appliances. Our role is to safeguard the industry where we can and to promote its huge potential to drive a sustainable recovery from the pandemic for some of the world’s most vulnerable communities.

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

PT: We undertake continuous work on data, advocacy, policy, events, communications and business support. However, to pull out a couple of other exciting initiatives, I will highlight our work on sustainability and inclusivity.

We are at the forefront for the sector when it comes to exploring sustainability, particularly with regards to managing e-waste as the products our sector sells reach the end of their lifespan. We are driving conversations on reducing waste and developing recycling best practices - with some pilots at relatively advanced stages. The sector already has huge impact when it comes to the environment: reducing CO2 emissions, boosting resilience to climate change and creating green jobs – so we want to ensure that we are considering sustainability throughout.

We are also looking to undertake a number of projects that look at inclusivity in our sector. This is in terms of gender and supporting the participation of women at all levels in our sector from installation to leadership in business, as well as inclusivity when it comes to ensure that local firms – and not just international actors – have the ability to thrive and scale too.

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

PT: As an industry we have seen growing maturity of industry solutions that enable our customers to undertake economic activities accompanied by innovation in the use of existing solutions. We therefore are beginning to focus on our role not just in energy access, but in inclusive rural, social and economic development. For example, in agriculture, solar irrigation products are reducing farmers’ reliance on rain-fed agriculture and improving their crop yields. Off-grid companies are also reducing wastage along the agricultural supply chain. From the farm gate through to solar cooling solutions

30 | Africa Outlook issue 91

GOGLA

Technology Co., Limited Quality Products, 4 models Meeting Lighting Global. Manufacturer with 10 years R&D Experience.

PAYGO system with high efficiency lamp (up to 200 Lumen/watt)

SunAceII family, could be used as solar cash cow, a renting system for village enterpreneurs.

Double lighting sources, torch+lamp, water-proof and rough.

With radio and emergency lamp, plug and play. Long life, with a 3 year warranty (if LiFePo4 battery)

Solar reading lamp (comply with latest IEc standard) As low as USD2.50

that increase productivity, boost income generation and improve food security. Off-grid solutions are also helping micro and small enterprises in retail, entertainment, tailoring, and more. As well as driving energy access, we see exciting opportunities for our sector to boost economic activity, productivity and incomes.

and household has access to basic energy and the myriad benefits this brings.

However, the issues and constraints that have hindered expansion of the main electricity grid in many countries have not changed. In many regions, governments simply don’t have the resources to bring the grid everywhere – and certainly not in the next 10-20 years.

Off-grid solar has an irreplaceable place in addressing the universal energy access challenge and the sector is making important social, economic, and environmental contributions. If you look at the energy access plans and current statistics for most East Africa countries today, you will see that off-grid solar is making a real and important impact for energy poor communities – yet there is still much more to do. We encourage everyone to work with us to ensure that every home, business and community is able to access clean safe energy that powers lives, livelihoods and opportunity.

INTERVIEW

tommyhuang@sinoware.com.cn | sinowaresolar@126.com | www.sinoware.com.cn

AO: Are you optimistic about the future of off-grid solar energies, particularly within the developing world?

PT: Absolutely. National governments and the global community at large continue to wrestle with the challenge of ensuring that every community

Tel: +31 20 24 00 729 info@gogla.org | www.gogla.org Africa Outlook issue 91 | 31

INDUSTRY SPOTLIGHT

RENEWABLE ENERGY IN NIGERIA Examining Nigeria’s urgent need to increase energy access and the country’s nascent renewable energy sector Writer: Phoebe Harper | Project Manager: Krisha Canlas

I

t is a widely recognised fact that in a continent where 600 million people live without energy access, electrification is needed. The deployment of renewable energies (RE) is an integral component in charting the continent’s path forward, yet in Nigeria, this remains a relatively nascent industry, with financial constraints representing the main impediment to hamper the sector’s progress.

Within Nigeria, since 2013 a Renewable Energy Master Plan (REMP) has been in place, targeting the supply of renewable electricity. REMP aims to increase the supply of renewable electricity within total electricity generation to 36 percent by 2030, in comparison to just 13 percent in 2015. This effectively translates to renewable electricity accounting for 10 percent of Nigeria’s total energy consumption by 2025.

Alongside the need for increased electricity supply, heightened grid reliability and security are essential.

Solar energy remains Nigeria’s most underexplored renewable resource, with micro-grids and various remote solar products that can be deployed in rural areas for home use representing a worthy area of investment and development. In recent years, the advent of various ‘green financing’ schemes presents a promising way forward, along with a growing number of ‘microentrepreneurs’ dedicated

32 | Africa Outlook issue 91

to the exploitation and propagation of Nigeria’s renewable resources.

Aside from infrastructural improvements, both public and private sector organisations and associations must focus on raising public awareness and disseminating information to affect a more accepting and welcome attitude towards the use of RE. With numerous entities championing various targets and goals, electrifying the continent is truly a collective effort.

2019 NIGERIA ELECTRICITY CAPACITY AND GENERATION: Non-renewable: 10,937 megawatts (MW) / 84 percent Renewable: 2,152 MW / 16 percent • Hydro / marine - 2,111 MW • Solar – 28 MW • Wind – 3 MW • Bioenergy – 10 MW • Geothermal – 0 MW

RP Global Solar System installed inKano, Nigeria

INTRODUCTION

RENEWABLE ENERGY ASSOCIATION OF NIGERIA (REAN)

Africa Outlook issue 91 | 33

GVE Shimankar 234kW PV Solar Hybrid Mini-Grid Project

The Shimankar PV Solar Hybrid Mini-grid project (the

The project was jointly financed by GVE, All On and

largest in Africa as at date) which was developed,

EU-Electrification Finance Initiative (ElectriFI) with

built and being operated by GVE Projects Limited

project development support from the Renewable

is located in Shimankar a peri-urban Community in

Energy Performance Platform (REPP). The project

Shendam Local Government Area of Plateau State.

is also eligible for a Performance Based Grant (PBG)

The project comprises of 234kWp of PV solar array (600pcs of high efficiency 390kWp Jinko Solar Cheetah mono-crystalline modules), 236kWh of highperformance Huawei Lithium-Phosphate batteries,

post-completion capital subsidy under the Nigerian Electrification Project of the World Bank and the Federal Government of Nigeria being implemented by the Rural Electrification Agency of Nigeria.

200KVA Huawei Powercube micro-grid Inverter and a

On a related note, as part of its economic catalysation

100KVA backup diesel generator.

strategy, GVE is currently deploying a 1MW PV Solar

The project covers a total of 28kilometers of Low Voltage electricity distribution network infrastructure provides reliable energy access to a total of 2,314 off-takers which includes households, businesses, public users, productive users, petrol stations and a newly constructed telecommunication tower in the community.

Interconnected mini-grid solution in Wuse market, the biggest and busiest economic cluster located at the heart of Nigeria’s capital city of Abuja. The project will provide 24/7 electricity supply to over 5,000 traders who operate in the market and will displace over 3,000 petrol/diesel generators, mitigating significant amount of GHGs. The project will transform Wuse market into Nigeria’s first 100% green and generator free economic cluster in the largest black nation of the world which is in-line with GVE’s objective of leading energy transformation in Nigeria. This is a laudable feat for a company founded by 3 young Nigerian undergraduate students a decade ago.

Green Village Electricity (GVE) Projects Limited is the leading distributed renewable energy utility

The project will significantly enhance agro processing activities especially about 3,500 weekly metric tonnes of rice which was being processed with diesel engines in the community prior to the project.

The project was completed within record time

company in Nigeria. GVE’s business footprint covers the design, sales, installation and maintenance of distributed renewable energy solutions for residential, commercial, industrial and rural off-grid or underserved communities through commercially sustainable business models in line with our clients’ needs.

(6-months from January to June 2020) from designs, procurement to technical commissioning irrespective of the constraints posed by the COVID-19 pandemic, the global lockdown and its associated impact on Trans-Atlantic maritime activities.

To learn more, please visit: www.gve-group.com Media Contact: contactus@gve-group.com

Africa Outlook issue 89 | 35

INDUSTRY SPOTLIGHT

Interview: Renewable Energy Association of Nigeria (REAN)

INTERVIEW

Since 2014, REAN has been the non-profit association acting as the voice to bridge the gap between Nigeria’s public and private sectors to further the growth of clean energy across the country. We discuss the organisation today with Executive Secretary, Lande Abudu

Lande Abudu Executive Secretary, REAN

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

Lande Abudu (LA): A group of renewable energy (RE) practitioners wanted to pool resources in order to better achieve the overall objective of offering renewable energy solutions to underserved and unserved Nigerians. They were passionate about RE and found that there was a need to make the budding sector more cohesive and more business friendly. They had essentially been charting the course as they went along. Coming together was a logical solution to ensure that everyone could benefit from better organisation and focus in the sector. The idea was to liaise with government to start to develop frameworks to guide the sector, to encourage RE players and to increase investment into the sector. The Renewable Energy Association came into being with support from international organisations such as Power for All and Heinrich Boll Foundation as well strategic support from the Nigerian Economic Summit Group, NESG, a Nigerian private sector think tank.

36 | Africa Outlook issue 91

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

LA: REAN has grown leaps and bounds since 2016 when a few founding members (about 20) got together to see how to better advocate for and build a thriving renewable energy sector in Nigeria.

There are now over 130 members from these modest beginnings, with a vision shared by a handful of renewable energy practitioners. The association is a bridge between the private and public sector, having developed strong relationships with the relevant ministries, departments and agencies. Other key local and international partnerships ensure that REAN is at the forefront of renewable energy activities. In 2020, a notable achievement was at the onset of the COVID-19 lockdown. REAN very quickly secured a concession for members operating in Lagos State, Nigeria’s commercial capital, allowing them to operate as an essential service. This ensured business continuity at a very critical time and was achieved primarily because of the strong relationship with the state government. We are very mindful of the need for continuous value-add services for our members.

REAN also published three reports reviewing access to finance interventions, and local content in Nigeria’s renewable energy sector. A third publication centred on a self-regulation policy for used lead acid batteries. This was commended by the Ministry of Environment when it was officially presented. Advocacy activities continue across the board, to continue to ensure that policies are

RENEWABLE ENERGY ASSOCIATION OF NIGERIA (REAN)

Sosai Renewable Technologies solar drier

Africa Outlook issue 91 | 37

INDUSTRY SPOTLIGHT

in the energy value chain to seek solutions to address this.

AO: What trends are currently transforming the development of renewable energies in Nigeria and how are you responding to them?

INTERVIEW

favourable for a vibrant sector. The overarching objective is to encourage the increase of renewable energy in Nigeria’s energy mix by up to 40 percent.

All of us want to see increased access to clean, reliable energy.

AO: What do you find most exciting about working within the renewable energy industry?

LA: It is such a fast-growing industry globally and even more so in Nigeria where there is an urgent need to increase energy access. With various groups contributing to the sector’s growth, it is a privilege to interact with them. The developers deploying renewable energy solutions to the underserved; the energy lawyers, consultants, regulators, members of the media keeping the public informed about renewable energy developments to name a few of those that form part of the whole. Every day brings new learning. To see communities transformed by gaining access to clean, reliable energy is encouraging.

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

LA: Access to low-cost finance remains a challenge, this impacts the scale up of renewable energy.

However, challenges also lead to innovative solutions. Green finance is on the front burner and REAN is prominent in working with government and financial institutions to encourage investment into the sector. Energy demand continues to grow as population increases. This drives everyone involved 38 | Africa Outlook issue 91

LA: Agricultural solutions are growing. Renewable energy technologies such as solar driers, irrigation equipment help to increase productivity and reduce waste. There is a corresponding increase in microentrepreneurs, leading to wealth creation as well as increasing food security.

IoT (Internet of Things) will be instrumental in cost reduction in Nigeria’s renewable energy sector, which is of course a very welcome development as we seek to increase energy access.

Increase in the pump price of oil as well as that of electricity tariffs will see Nigerians seeking alternative solutions. The COVID-19 lockdown also allowed people to reflect on their energy usage and the benefits of cleaner energy solutions.

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

LA: In May 2021, the Rural Electrification Agency signed an output-based fund grant with six companies to deploy standalone solar home systems to Nigerian households and small businesses. This is under the Nigeria Electrification Project. We’re delighted that four of those companies are REAN members and they will be providing clean energy to tens of thousands of Nigerians in the next two years.

Another member, RP Global recently completed the first PPA project in Nigeria, a 500 kilowatts-peak (kWp) solar hybrid installation for commercial and industrial use in Kano, Nigeria in collaboration with Oolu Solar.

REAN is partnering with Sahara Foundation on the Sahara Technical Regenerator Programme to train 120 young men and women in three states in Nigeria on meter and solar PV installation. This is the first batch of participants in what will be a great boost to capacity in the sector.

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

LA: Technology will play a big part in the renewable energy industry. Already, digitalisation, is transforming the way business is done. Processes are becoming more effective as a result.

As we get closer to the 2030 deadline for achieving universal access to clean, reliable energy, SDG 7, public and private sectors will increasingly work together to create an enabling environment for business to thrive.

With the drive to mainstream gender in the RE sector, there will be increased participation by women both as producers and consumers of renewable energy.

Local content in Nigeria will be boosted given the focus on building local capacity. This has been included in the post pandemic Economic Sustainability Plan.

AO: Are you optimistic about the future of renewable energies across Africa?

LA: Although still a relatively new industry, the potential is huge. There are over 600 million Africans without access to energy, leaving a gap that needs to be filled. Access is increasing and this is a positive sign; it will continue to be ramped as the energy transition gains traction. Intervention programmes in Nigeria such as Rural Electrification Agency’s solar power Naija scheme that offers long term, low interest credit to companies in a bid to encourage five million solar connections to off grid areas.

The 50MW Sheikh Mohammed Bin Zayed solar power project, Togo’s first renewable energy facility and one of the largest solar energy projects in West Africa, is now operational as reported last week. In Morocco, Madagascar and Niger, plans are afoot to increase the capacity of solar parks.

There is expected availability of $465 million of financing by the World Bank to improve energy access in West Africa, biomass technologies are improving, and clean cooking initiatives are being implemented across the continent in a bid to increase overall access.

GOGLA reports a 23 percent increase in sales of off grid solar products in West Africa in the second half of 2020. These activities give optimism that Africa is on an upward RE trajectory. All hands must be on deck to deliver the desired results.

INTERVIEW

RENEWABLE ENERGY ASSOCIATION OF NIGERIA (REAN)

Tel: (+232) 99 733744 info@reasl.com | www.reasl.com Africa Outlook issue 91 | 39

INDUSTRY SPOTLIGHT

INTERVIEW

Spotlight on Nigeria’s Private Healthcare Sector Since 2015, the Healthcare Federation of Nigeria have galvanised the development of the country’s private health sector through their coalition of stakeholders. President Dr. Pamela Ajayi discusses attracting investment and a patientcentric approach Writer: Phoebe Harper | Project Manager: Krisha Canlas Africa Outlook (AO): Briefly introduce us to the Healthcare Federation of Nigeria - when were you founded and what is your mission?

Pamela Ajayi (PA): The Healthcare Federation of Nigeria, otherwise known as “HFN” is a coalition of stakeholders from the private healthcare sector.

We are a non-political, non-partisan organisation incorporated in 2015.

Our aim is to collectively advocate for Nigeria’s private health sector, and we do this through three key pathways, we focus on advocacy, growth and access to finance for the private healthcare organisations. Our mission is to essentially bring together all the stakeholders in healthcare into an advocacy group for the creation and execution of national policy, working through constructive engagement with both the government and healthcare practitioners.

HFN is broad based. We represent everyone in the private health sector - Doctors, nurses, pharmacists, physiotherapists, Medical IT practitioners, medical equipment & devices, and consultants to name a few.

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

PA: In terms of advocacy for private sector involvement in the Nigeria Healthcare sector, we have worked as a negotiating body with the Government of Nigeria in the interest of the private health sector, particularly for the development of 40 | Africa Outlook issue 91

HFN – AT A GLANCE “Our vision is to improve healthcare and create an environment where Nigerians can receive affordable and accessible healthcare of the highest quality. As a result, we are independent of any governmental/political ideology, economic interest, religious affiliation; and are mainly funded by our membership and volitional donations from well-meaning Nigerians and organisations.”

- Healthcare Federation of Nigeria

favourable policies and regulatory frameworks. In Nigeria, the private health sector provides between 65 and 75 percent of all the country’s healthcare and we work continuously to ensure our government policies reflect this.

Working with the House of Assembly and Senate Committees on Health, we have been able to achieve the legislation of a Cancer Health Fund for indigent patients. We have worked with the legislative arm towards Universal Health Coverage, and recently proposed an amendment at the National Assembly to provide protection for first responders at the scene of an emergency (aka Good Samaritans law) into Nigeria.

HEALTHCARE FEDERATION OF NIGERIA (HFN)

From left to right, HFN Treasurer, Dr. ‘Kunle Adeyemi-Doro; HFN President, Dr Pamela Ajayi; Vice President of Nigeria, Prof. Yemi Osinbajo GCON; Honourable Minister of Health, Dr. Osagie Ehanire and the Chief Physician to the Vice President, Dr. Nicholas Audifferen after an advocacy visit to resolve barriers to the ease of doing business in the private healthcare sector.

We promote access to health services through encouragement of innovation in the provision of health care for example through telehealth and digital services. We also enhance the provision of quality, affordable and accessible health care and health products by working with our partners to promote clinical governance and standards through the utilisation of SafeCare and other accreditation bodies like JCI, ISO and Accreditation Canada.

We champion, protect, promote and represent the interests of all private sector healthcare stakeholders, facilitating growth of the industry.

An important aspect is in improving the ease of doing business in the healthcare sector. There are numerous issues which we are working towards resolving which will yield great advantages. We advocate for sustainable financing of the Nigerian health sector, particularly the provision of affordable long-term finance to the private health sector.

We are working with financial institutions for bulk finance to achieve this objective and provide access to finance for our members.

Capacity building is an essential activity provided

by HFN to its members. We organise, facilitate, and contribute to the training of health workers, and share best practices with various institutions, including annual participation in exhibitions and trade promotion events such as Medic West Africa EXPO. We use these exhibitions, conferences and specialised continuing medical education events to provide a forum for consultation among stakeholders in the private healthcare sector.

We currently organise webinars and other learning events monthly featuring topics of interest such as updates on COVID-19 vaccination, telehealth, and important issues such as health data protection, Africa Continental Free Trade Area to name a few.

We also plan to hold a workshop on Clinical and Corporate Governance before the end of the year.

One of the main things that we do is advocate for the inclusion of the private healthcare sector.

At the outbreak of the COVID-19 pandemic, testing Africa Outlook issue 91 | 41

LEADING HEALTHCARE IN AFRICA: An Interview With Avon Medical’s Chairman, Dr. A.V. Elumelu

We had a chat with Dr Awele Elumelu, the Chairman of Avon Healthcare Limited, Gavi Champion for immunisation in Africa and Founder of Avon Medical, a multi-speciality healthcare network dedicated to providing highquality healthcare services with the best patient experience.

Headquartered in Lagos, Avon Medical offers an extensive range of facilities including a full-service hospital, multiple on-site clinics across three states in Nigeria, a state-of-the-art dialysis centre, a reputable pharmacy, a laboratory, and an online teleconsultation platform.

As a portfolio company within the Heirs Holdings Group, a family-owned investment company with a mission to improve lives and transform Africa, Avon Medical’s operations are rooted in the economic philosophy of Africapitalism; a private sector-led approach to Africa’s development through longterm investments in critical sectors creating both economic prosperity and social wealth.

Tell us about yourself, your background, and Avon Medical.

I am the Founder and Chairman of Avon Medical, a leading multi-specialty practice and a growing healthcare network dedicated to improving lives across Africa by providing affordable, world-class healthcare services.

As a medical doctor myself, I have worked in Nigeria and internationally, and through my experience, I have identified the poor health infrastructure, absence of medical equipment, and poor healthcare coverage as some of the challenges facing healthcare delivery in Nigeria and other African countries.

Due to this, I am focused on expanding access to quality healthcare across the continent, establishing

Avon Medical and other healthcare initiatives to provide affordable, adequate, and effective healthcare services.

At Avon Medical, we are committed, not just to the medical healing of our patients, but to their total wellbeing. In all that we do, the overriding interest remains our patients. They are at the centre of and the reason for all we do.

The pandemic caused many healthcare institutions to pivot and make many changes.

Can you tell us about the impact of COVID-19 on Avon Medical?

As a leading healthcare provider in Nigeria, when the world began experiencing the reality of COVID-19 back in 2020, it was paramount for us at Avon Medical to ensure that we could continue to provide the premium healthcare that people could depend on and had come to expect, even amidst the anxiety and challenges of the pandemic.

Prior to the COVID-19 pandemic, we had experienced the periodic outbreak of not only the Ebola Virus but also Lassa Fever, leading us to heighten our precautions and be prepared to swiftly adapt to ensure the safety of all our patients, while securing the welfare of our frontline workers and medical staff, no matter what came our way.

Although no amount of preparation would have made any hospital ready for COVID-19, it is a testament to the merit of our process, the quality of our staff, and their dedication to ensure we are ready to take on any new developments.

The lesson we learned at Avon Medical was the importance of innovating amidst the pandemic, to ensure we made true on our brand promise to provide exceptional healthcare.

Can you share some of the innovations made by Avon Medical?

Are there any healthcare services that Avon Medical is at the forefront of?

During the pandemic, one of our biggest innovations included incorporating technology to make healthcare even more accessible for our patients.

Our in-house technology team worked swiftly to create an online platform where patients could access healthcare services, from remote doctor consultations, specialist consultations, to drug refills and delivery to their doorstep and manage their health.

Our current and new patients are able to access these services online. Right now, the platform currently resides on our main hospital website, www. avonmedical.com, but we continue to leverage technology in a bid to simplify the healthcare process for our patients.

From the feedback we have received through our telemedicine platform, we have discovered a large number of patients who want to keep track of their health, consult their doctor right from their phones, have access to health tips and information from qualified medical staff, and even rate and review their doctor experience.

As a brand that listens closely to our customers and is committed to providing quality healthcare to Africans, we are currently developing a more robust telemedicine platform that will have a mobile application on Google Playstore, Apple iOS, and a web version.

This solution is in the testing phase to ensure that the application is not only a simple online consultation platform but also a trusted health partner for Africans.

We encourage everyone to follow our social media pages: @avonmedicalpractice on Instagram, Facebook and LinkedIn and our website for more updates about the upcoming application.

Under Avon Medical’s network of healthcare services, we established Avon Dialysis Centre, a state-of-the-art facility providing exceptional renal care for dialysis patients.

Based in the Ikeja axis of Lagos, Nigeria, the Centre is serene, private and well equipped to deliver the best clinical and service experience with the most up-to-date technology. I also have to mention our dedicated well-certified professionals, that continue to keep up our standards as a world-class healthcare organisation and contribute to our reputation for quality care. To learn more about our dialysis centre, visit our website, www.avondialysis.com.

Our dialysis centre currently possesses a 95 per cent patient satisfaction rating from our surveys, and we are glad because it is proof that we keep our promise of premium healthcare and a stellar patient experience.

Do you have any direction you’d like to take the hospital moving forward?

We believe in making healthcare more accessible to companies who put their employees’ well-being at the forefront of their activities, especially at a time where we have a workforce that is reeling from the aftermath of the COVID-19 pandemic.

To provide a trusted solution to organisations across Africa, we partner with organisations to create on-site or worksite clinics providing employees with a convenient, low-cost option for high-quality healthcare.

So far, we have established on-site clinics for organisations like United Bank For Africa (UBA), Transcorp Power, Transcorp Hotels, and more, we look forward to expanding in this area.

We are thankful to Dr. Elumelu for taking the time to answer some of our questions.

For any inquiries about the on-site clinics, send an email to info@avonmedical.com.

avon-medical-practice-limited avonmedicalpractice AvonMedicalPractice

E: info@avonmedical.com T: 0908 799 4656, 0908 799 4655 www.avonmedical.com Africa Outlook issue 89 | 43

INTERVIEW

INDUSTRY SPOTLIGHT

was limited to the public sector, thereby limiting treatment and care. We strongly advocated for private sector participation to complement the efforts of the government. Once this was implemented, there was successful integration and subsequent increase in the amount of testing that was done in the country which has had a very positive impact.

provision of Primary Care in Nigeria to ensure that the private sector is adequately represented. The private sector also provides specialist and tertiary care. We believe that proper integration between the public and private sector will go a long way towards achieving affordable accessible, universal health care.

These discussions also highlighted another key topic amongst our stakeholders, concerning the AO: Have HFN participated in any projects that you issue of CPR. Though many people believe that would like to highlight? lack of training is the reason why CPR is not done in Nigeria, we found out that even though the Red PA: Early in the pandemic, we worked with other Cross has single-handedly trained over 10,000 groups to support the government’s efforts. The people in Nigeria, the main reason people are not private sector played a pivotal role in the provision doing it is out of fear of arrest or accusation of having of infrastructure to combat the pandemic, setting killed the victim. There is no protection for the first up isolation and treatment centres. HFN supported responder in Nigeria. We presented it at the National communication and advocacy efforts, effectively Assembly to protect the first responder, (aka Good ensuring private sector participation in COVID-19 Samaritan Law) enabling people to feel confident in testing. Currently we are advocating for private providing that extremely critical care. These are just sector participation in vaccine distribution and some of the things that we have done to influence administration. policy and regulatory frameworks.

Another example is the Cancer Health Fund We have also promoted access to healthcare – there is a problem with payment for cancer services through the encouragement of technology treatment as in many underdeveloped countries. by promoting digital health using digital and Most health insurance policies simply do not mobile technology. Just last month, we held our cover cancer care, which can be very expensive. monthly webinar, on this occasion focusing on the Working collaboratively with the House and Senate ‘Practical and Clinical Aspect of Telehealth for Health Committee on Health, we successfully advocated for Professionals in Nigeria’. This was to promote the the provision of a cancer fund to help cover the cost sheer broadness of the possibilities of telehealth of care for indigent patients. and educate people on how this can be used with At the recent Senate legislative committee on practical advice on how to carry out a telehealth universal health coverage, we continued to highlight conference in a very practical and user-friendly way. the ways private sector participation is critical to the This is an example of how we also work on capacity building, alongside training and promoting innovation.

Another key focus is access to finance. The COVID-19 pandemic really exposed some of the challenges that we have in terms of infrastructure in our environment, and so we have begun to work with the government and various banks and other institutions to provide that access to finance. This is ongoing and we continue to work on promoting access to finance on behalf of our members since this it is not a quick fix.

In terms of capacity building, we also focus on this issue that we have with the data protection law, which a lot of Left to Right: Financial Secretary - HFN, Mr. Adeyemi Adewole; Vice President - HFN, Mrs. Njide Ndili; Deputy Governor Operations – Central Bank of Nigeria, Mr. Adebisi Shonubi; medical people are not aware of. This is President - HFN, Dr Pamela Ajayi; Treasurer – HFN, Dr. ‘Kunle Adeyemi-Doro; Member NEC another area that we have conducted – HFN, Mrs. Olayinka Oyeneyin and Public Relations Secretary – HFN, Mr. Kolapo Fapohunda during an advocacy visit to improve private health sector financing. webinars on, with the necessary

44 | Africa Outlook issue 91

HEALTHCARE FEDERATION OF NIGERIA (HFN)

“Nigeria has fully vaccinated less than one percent of the population, and so we are saying, include the private sector” - Dr Pamela Ajayi, President, HFN

authorities, to educate both from the agency as well as our medical and dental councils. Soon we will also be hosting a webinar on the African Continental Free Trade Area (AfCFTA), to enlighten our members on what this is, what it will bring to the table and how healthcare professionals across the country can benefit from this new law.

AO: What are the main improvements that HFN has identified that need to be made within Nigeria’s healthcare sector?

PA: We know that although more resources are needed, our government is looking for innovative ways of doing more with what already exists. We are keen to ensure that the private sector is enabled to fill that gap.

There needs to be a strengthening of our health systems to ensure improved health outcomes.

With the recognition of the interdependence of all aspects of the value chain, it is important that there is effective procurement and delivery of healthcare products and services to those in need. Our institutions need to be staffed by enough workers with the right skills provided with the right tools and technology to deliver adequate levels of care.

It is very important for our government to ensure that our healthcare rules and regulations, as well as our labour laws, are conducive to our members and the development of the private healthcare sector.

This is something that we continue to do, not just for the practitioner but also for the patient.

Sustainable financing, particularly affordable long-term finance is what is needed and that is a big challenge. We are currently in negotiations with key healthcare institutions to try and achieve this.

Provision of the right incentives with enabling laws to protect those investments could be a way to solve both the issue of improving infrastructure and reversing the brain drain turning Nigeria into a destination within Africa for Medical Tourism. This presents a huge opportunity for us as Nigeria joins the Africa Continental Free Trade Area.

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

PA: We intend to grow the Federation nationally providing value to our members, in terms of capacity building, facilitating networking within our membership group, encouraging growth and providing access to finance. There is a lot of work that we intend to do to build our membership base and build the sustainability of the HFN organisation itself.

We will continue to support the government’s efforts on COVID-19 as the pandemic isn’t over. The threat of variants remains with us and we need to do all we can in this regard. Private sector participation is key to ensuring we achieve herd immunity. Nigeria also needs to become a player in the manufacturing of vaccines and other critical products to properly serve its vast population and our members can play a crucial role. HFN has advisory functions which need to be exercised at both state and national levels where we will be better able to serve.

The loss of essential skilled health care workers is an area which we need to reverse. We need to have policies and incentives developed to encourage our medical personnel in the diaspora to come back. We also aim to encourage investment in the healthcare space.

Our focus is very much on training and development. In addition, there are certain key projects that we intend to carry out to ensure that it is easier to do business here within healthcare sector.

We will continue to negotiate on the part of the private sector with the government to create favourable policies and regulatory frameworks for the private healthcare sector, resolving conflicts when they arise.

Tel: 07030567554, 08023157937 info@hfnigeria.com www.hfnigeria.com Africa Outlook issue 91 | 45

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NILE BREWERIES | ARNOT OPCO UNILEVER FOOD SOLUTIONS

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Janine Van Rooyen, Managing Director at Unilever Food Solutions, discusses the value of customercentricity while putting an emphasis on empowering staff in order to achieve success

Issue 91

Writer: Sean Galea-Pace Project Manager: Kyle Livingstone

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The promising development of off-grid solar energy across the continent

UNILEVER FOOD SOLUTIONS

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Manufacturing buses for South Africa and beyond

THE KEY INGREDIENT

Putting employee morale at the top of the agenda 48 | Africa Outlook issue 91

nilever Food Solutions is for chefs, by chefs.

As the dedicated foodservice business of Unilever, the organisation is an innovative and highquality professional food ingredients and value adding service provider which has been created by over 300 professional chefs. With strong brands such as Knorr, Carte d’Or and Hellmann’s under its umbrella, Unilever Food Solutions consists of talented entrepreneurial professionals that work closely with chefs and distributive partners on a daily basis.

And heading up South Africa’s division is Janine Van Rooyen. She is a highly motivated and passionate executive committed to delivering results across the supply chain.

Having initially joined Unilever in 2005, Van Rooyen worked her way through the organisation in various roles before becoming Managing Director of Unilever Food Solutions in 2019.

“I’ve been involved in hospitality for the past 18 years, and I’ve loved it,” she recalls. “I actually originally studied graphic design because I love being creative, but I didn’t enjoy it because I was isolated in front of a computer on my own and I love interacting with people too much.”

Van Rooyen’s zest for speaking to people is prevalent. In fact, Van Rooyen is still friends with customers from her time as a sales consultant over 15 years ago. “It’s what it’s all about,” she enthuses. “It’s been a Africa Outlook issue 91 | 49

A leader in Smart Solutions in Southern Africa, Sivi Moodley, CEO at Macrocomm, discusses delivering a smarter tomorrow, today

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UNILEVER FOOD SOLUTIONS

THE KEY INGREDIENT 48 | Africa Outlook issue 91

FOOD & DRINK Janine Van Rooyen, Managing Director at Unilever Food Solutions, discusses the value of customercentricity while putting an emphasis on empowering staff in order to achieve success Writer: Sean Galea-Pace Project Manager: Kyle Livingstone

U

nilever Food Solutions is for chefs, by chefs.

As the dedicated foodservice business of Unilever, the organisation is an innovative and highquality professional food ingredients and value adding service provider which has been created by over 300 professional chefs. With strong brands such as Knorr, Carte d’Or and Hellmann’s under its umbrella, Unilever Food Solutions consists of talented entrepreneurial professionals that work closely with chefs and distributive partners on a daily basis.

And heading up South Africa’s division is Janine Van Rooyen. She is a highly motivated and passionate executive committed to delivering results across the supply chain.

Having initially joined Unilever in 2005, Van Rooyen worked her way through the organisation in various roles before becoming Managing Director of Unilever Food Solutions in 2019.

“I’ve been involved in hospitality for the past 18 years, and I’ve loved it,” she recalls. “I actually originally studied graphic design because I love being creative, but I didn’t enjoy it because I was isolated in front of a computer on my own and I love interacting with people too much.”

Van Rooyen’s zest for speaking to people is prevalent. In fact, Van Rooyen is still friends with customers from her time as a sales consultant over 15 years ago. “It’s what it’s all about,” she enthuses. “It’s been a Africa Outlook issue 91 | 49

UNILEVER FOOD SOLUTIONS

“CHEFS ARE THE HEARTBEAT OF THE COMPANY, AND THEY’RE INVOLVED IN EVERY DECISION THAT WE MAKE” – JANINE VAN ROOYEN, MANAGING DIRECTOR, UNILEVER FOOD SOLUTIONS great journey. I love the industry and you make so many connections and lifelong friends.”

THE WAY BACK The industry has been one of the sectors affected the most as a result of the COVID-19 pandemic, with lockdowns and restrictions meaning operations across the board stopped almost overnight.

“It has been extremely challenging and was completely unexpected,” explains Van Rooyen. “We moved through the first wave cautiously, so when the second wave hit in December, we were better prepared because we knew what to expect. It 50 | Africa Outlook issue 91

has been so heart-breaking to see a lot of these establishments close their doors for good. Tourism used to account for around 1.5 million jobs and now that number is pretty much non-existent.

“However, it is also inspiring to see people standing together and help one another. This made us really decide and question what we wanted to be known for. We want to be known as a company that supports its customers, so we put together a free helpline which anyone in the industry can connect with and donated food to try and play our part.”

Indeed, Unilever Food Solutions is a company that values its staff. As soon as it was clear that COVID-19 was in South Africa, the organisation sprang into action and established a plan to protect employees.

“We took guidance from what other countries had already been through which allowed us a degree of preparation,” explains Van Rooyen.

“Immediately, we decided that our people are the most important thing so we reduced costs in every other area to ensure we could still pay salaries. We had different task teams speaking to customers trying to get payment plans because they owed us money, and shifted to a fully digital business model almost overnight.”

For Van Rooyen, she believes that what makes her company stand out is its ability to question its purpose.

“What do you want to be known for? This starts with every single employee and the overall business,” she says. “Chefs are the heartbeat of the company, and they’re involved in every decision that we make.”

Unilever Food Solutions’ global network of chefs and nutritionists help source the best ingredients, develop quality products and create inspiring on-trend recipes and provide training and support. This will ensure the sales team is equipped with all of the knowledge necessary to better meet demands.

Aramex In 2016, Aramex undertook a substantial investment which paved our way into Africa.

Today, Aramex has representation in 30 African countries – including all of South Africa’s key trading partners. During this expansion plan, we managed to ensure that local in-country expertise has been maintained whilst leveraging global systems and processes.

Over the years we have managed to support industries such as Parts and Accessories, Electronic Parts, Medical Consumables, Textiles and Corporate Gifting and Clothing as a result of our investment in Africa.

We are very proud of how far we have come and excited about what the future holds!

“Expanding into Africa offers opportunity for growth to both South African and African companies – something that we are extremely passionate about!” – Ross Baker, Express and Freight Executive

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Africa Outlook issue 91 | 51

UNILEVER FOOD SOLUTIONS

ABOUT #FAIRKITCHENS Chefs are embracing a global movement that strives to make the hospitality sector a more attractive place to work. The initiative, named #FairKitchens, aims to create a space where staff happiness is as vital as customer satisfaction. These values are the ingredients of a happy kitchen: passion, communication and teamwork.

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52 | Africa Outlook issue 91

Unilever Food Solutions has its finger firmly on the pulse. The company is used to change and has tried to ensure the right structure is in place along with the correct personnel to meet evolving demands.

“It’s about constantly re-evaluating where you are. COVID19 has accelerated our digital transformation,” explains Van Rooyen.

“It is incredibly exciting what people are able to do virtually across the world. We’re in a scary yet exciting time right now but we’ll see what happens.”

CUSTOMER-CENTRICITY As a leader, Van Rooyen prioritises her customers and stresses the importance of pivoting quickly to meet requirements.

“We look specifically at customer relationship management and there are various tools and technologies that we’ve invested in globally that we would never have previously thought of. We’ve invested heavily in creating this really great experience for our customers. With new tools and technology that is available, we can really enhance that consumer experience.”

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Africa Outlook issue 91 | 53

UNILEVER FOOD SOLUTIONS

54 | Africa Outlook issue 91

FOOD & DRINK In order to achieve long-term and sustained success in the industry, forming close relationships with partners are an essential component of long-term growth and achievement.

“Our suppliers and partners are extremely important,” discusses Van

“CHANGE ISN’T GOING AWAY, AND IT WILL ONLY ACCELERATE” – JANINE VAN ROOYEN, MANAGING DIRECTOR, UNILEVER FOOD SOLUTIONS Rooyen. “Over the whole COVID-19 period, you really got to see who was there for you and who wasn’t. A good partnership is one that you can request more or less of something, and it is listened to. The long-lasting relationships work both ways.

“What we look for is quality and business integrity. Both areas are hugely important but in the case of business integrity, it is very easy to go down the wrong path when they’re desperate for business. We’re very open about sharing what our core values are and what we look for in suppliers and partners too.”

Unilever Food Solutions is continuously taking steps to improve its sustainability drive and reduce its impact on the environment. As such, the organisation has examined the ways it can improve its sustainability and has formed a sustainable living plan that aims at improving the health and well-being of over one billion people and reducing its impact on the environment by half, while enhancing the livelihoods of millions.

Between 2016 and 2020, Unilever Food Solutions has removed almost 3,000 tonnes of salt, with an average 50 percent salt reduction across its savoury ranges. With salt having always been used to boost flavour, it has increased its herbs, spices and other ingredients to provide that same great taste.

“We have a lot of sustainability initiatives that are linked to some of our key brands. In South Africa, nutrition is a real problem,” says Van Rooyen. “A lot of people are malnourished and don’t eat enough vegetables. From a food solutions perspective, we’re constantly looking at plastics reduction and are scaling this up. We are looking at moving all of our packaging to recyclable and the enhancements that we are making like taking salt and sugar out. We’re always on the go and have plenty going on.”

Now, armed with a mission to equip its teams with the mentality of change being a necessity, Van Rooyen is excited about what the future could

hold for Unilever Food Solutions.

“I truly believe that the future is bright,” explains Van Rooyen.

“Change isn’t going away, and it will only accelerate. The more that we can empower our team with new skills, the better assets they will be. I believe that the future will see a combination of human and digital interactions, while the next big thing we’re focusing on is the wellbeing of people. If people are happy then that’s 80 percent of your job done because they will want to perform at their best. Over the next few years, hybrid working, digitalisation and the importance of well-being are our most important topics.”

UNILEVER FOOD SOLUTIONS Tel: +27 31 570 2000 www.unileverfoodsolutions.co.za

Africa Outlook issue 91 | 55

NILE BREWERIES

56 | Africa Outlook issue 91

FOOD & DRINK

BREWING FOR THE COMMUNITY “We remain market leaders with a clear focus on product quality and a mission to better the world.” David Valencia, Country Director at Nile Breweries Limited, discusses the company’s efforts to provide opportunity and community benefit throughout Uganda and the continent Writer: Marcus Kääpä | Project Manager: Kyle Livingstone

T

he last 18 months have been challenging for the food and beverage industry across the globe.

It is safe to say that COVID-19 has had a dramatic effect on the sector as it has been forced to adapt to the pandemic, with almost all companies and employees within the industry altering the way they work and function to weather this unique and challenging period.

For Nile Breweries, the pandemic has revealed the enduring spirit of the company despite the challenges posed.

“In Uganda, we have focused on playing to our strengths to build a stronger and more sustainable business in a post pandemic reality,” begins David Valencia, Country Director at Nile Breweries.

“We remain market leaders with a

clear focus on product quality and a mission to better the world. The Ugandan beer industry has been resilient despite continued COVID-19 trade and mobility restrictions.”

“The level of informality in the alcoholic beverages sector however remains a large concern. Last year, electronic tax stamps were implemented in the country, and we applaud the government’s decision to increase efforts towards formalising the industry. However, we must continue to work towards effective methods which do not increase the cost burden to the formal sector whilst achieving this objective.”

mEeTING THE DEmAND FoR QUAlITY GRAIN & CEREAlS AgroWays (U) Ltd is a well-known grain and cereal handling enterprise with two bulking centres in Jinja City, eastern Uganda and the other bulking centre in Mbarara City, western Uganda. The company buys, processes, stores and sells a range of grains and cereals including maize, sorghum, barley, soy bean and beans. It also manufacturers maize grit for use as a brewing adjunct. The company has also expanded its portfolio to include cassava starch.

The company traces its history from a humble beginning 25 years ago in a rented store downtown behind a motor garage where it handled only maize and had a capacity to aggregate 20 mt per harvest season. To-date it has a capacity to process and aggregate 60,000 mt annually of grain and cereals and is currently upgrading its facilities to hundle 80,000 mt annually in a country with two harvest seasons per year.

AgroWays was the first to be licensed as a public grain warehouse in Uganda under Warehouse Receipt System Act (2006) and is still leading in offering this service. But, according to Herbert Kyeyamwa, the Managing Director, AgroWays is known more for its unique role of connecting two worlds: One, of modern food and beverage companies with extremely high standards for quality and food safety and with urban customers demanding the lowest possible prices; the other, of extremely fragmented and poor farmers cut off from these markets by poor infrastructure, inefficiency and bad quality. For the modern food and beverage companies, the challenge of organising and upgrading the supply chain at a cost that makes business sense seems formidable. On the other hand, poor farm households, trapped in poverty and daily survival, cannot even begin to think about how to meet demanding market requirements for such customers. He acknowledges that it is an enormous task bridging the gap between these two worlds in a way that is commercially viable for modern food and beverage companies while also providing these small-scale food suppliers with a rewarding pathway out of poverty and hunger.

Nile Breweries is AgroWays leading customer. Other customers include Brarudi of Burundi and WFP. In 2008, AgroWays partnered with Nile Breweries a leading beverage (beer) company owned by the world’s largest brewer, ab-InBev, to organize the value chain for maize growers.

Maize grit from locally produced maize became an important import substitute for imported corn starch saving the brewery 30 percent in exercise duty and contributing to its pretax margins. AgroWays has invested in state-of-the-art technology and is providing maize grit with consistent quality and at affordable prices. Based on the long-term relationship, reputation and track record accumulated since 2008 and a shared vision to build efficient value chains, Nile Breweries has also entrusted AgroWays to handle sorghum, barley as well as cassava adjuncts.

So, what has enabled AgroWays to be a reliable partner to NBL for over a decade in a game and market that others have tried and fallen by the way side?

SucCesS on the back of hard work Herbert alludes the company’s success to the culture of excellence and the strive to always exceed customer expectations in terms of quality, price and on-time delivery which factors he is particularly passionate about. Herbert stresses that “as a manager you don’t have all answers and you can’t solve all problems. Therefore, you need a strong team that you believe in and show them that you believe in them.” The company has a very able and empowered team, well qualified and motivated to drive the processes all the way from field agronomists, a fully-fledged quality department, a production segment headed by a seasoned production manager and an efficient finance department to facilitate the operations. The company underpins the culture of excellence in people throughout the organisation. This has enabled us meet the demand by our customers for quality grains and cereals all year round without interruption.

Food safety and operational excellence The other score is on food safety and operational excellence. The company’s Quality Assurance Supervisor and Food Safety Team Leader Bridget Asumpta Nabwire says the company’s food safety excellence journey started even before the company received the ISO 9001:2015.

The ISO certification added confidence to our customers that Good Manufacturing Practices (GMP) are followed in all our processes.

Bridget declares that the company has achieved great progress in terms of plant hygiene, personnel safety, and operational excellence and that the company is on the way to updating to FSSC 22000 since all requisite documentation and procedures are in place. Bridget is full of praise for the top management for setting the pace and tone of excellence in the company. “The management has placed the right priority on food safety and quality excellence by providing the requisite resources, time and training which has enabled everyone in the company to place food safety and quality on top of their agenda.” “Our food quality lab is top of the range and able to guide our operations” she adds.

Broad farmer network AgroWays ability to please and retain customers is grounded on a supply-chain advantage provided by a robust network of committed loyal farmers. Richard Ibengo the Business Development Manager explains that “the company prefers to work with

AgroWays Uganda Ltd Plot 34-60, Kyabazinga Way, Jinja City, Uganda Phone: +256 434 660419 | +256 772 404245 | Email: info@agroways.ug www.agroways.ug

farmer groups because it makes it easy to impart a culture of quality.”

Currently, 142 farmer groups each with an average membership of 74 smallholder farmers market their maize through AgroWays, and 7354 farmers sell their sorghum through AgroWays while 7,646 barley producers sell their crop through AgroWays” He proudly informs our team that “many of the farmer groups have been with the company for a long time supplying largely organically grown and purely non-GMO crop to the delight of our customers.” The long-term farmer relationships, transparency and mutual trust positions AgroWays as the preferred choice by farmers in marketing their crop in the Eastern region of the country. Richard however, adds that “inculcating a quality culture throughout the supply chain especially at farm level is still a challenge and that is why AgroWays relevancy in bridging the gap of a “missing middle” is still relevant today as it was when the company first partnered with NBL in 2008.”

Farmer/Community involvement The company is very proud of its attachment to farming communities where it has constructed Village Aggregation Centres (VACs) – run and managed by the communities in the respective districts. Grain is aggregated at these centres and transported to the main Bulking Centre. So far 5 VACs are operational deep in rural areas of the districts of Mayuge, Kaliro, Namutumba, Buyende and Kamuli. The farmers in these areas are trained, and also supported with inputs and maize shellers to minimize post-harvest handling, improve the quality of maize and be able to participate in the value chain. Similar arrangement is working well for barley but the buying centres are managed by AgroWays’ staff. This sourcing model permits a reasonable degree of traceability for grains and cereals from rural, low infrastructure environments all the way to our customers.

The company, relying on long-term offtake Agreement with NBL established and operates an innovative value chain financing model which since its launch eight years ago has scored success beyond expectation. Joseph Watambula a barley and sorghum aggregator in northern Uganda testified “I find AgroWays most helpful in solving problems related to financing our grain purchases. The revolving fund operated by AgroWays ensures we have sufficient liquidity to compete in the field and secure enough volumes of quality sorghum and barley.

This has not only stabilized our businesses but we are also in a position to upgrade our own grain handling facilities. AgroWays remains our preferred partner”.

The beaming face of Afuwa Mutyaba a mother of six and a small holder maize farmer in Namutumba district Eastern Uganda also has a success story to tell. “From the bottom of my heart I am grateful to AgroWays for the market outlet for my maize over the last ten years and support in form of a maize sheller.

I have managed to build a modest house for my family and I can afford school fees and all the scholastic materials for my children.

I no longer feel that pain of seeing my school-going children

sent away from school because of unpaid school fees. This has also increased the interest of my children in school because they no longer feel left out”.

Continuous Improvement Abbot Ogwang the company’s Accounting Manager, says “it is important to predict and quickly adopt to customer demands and consumer trends. Our customers are continuously seeking high quality and lowcost raw material from us to enable their products compete favourably”.

He adds that AgroWays’ philosophy is not to “kill” the farmer in order to please the Customer but that it is possible to remove inefficiencies in the value-chain and score a win-win to all parties. AgroWays works closely with its customers to continuously improve the efficiency of the value chain.

Abbot revealed that to further remove inefficiencies in the value chain, AgroWays is investing about US $8 million this year in expansion plans.

“We have an ambitious growth trajectory to unlock the full potential throughout the value chain. Uganda Development Bank (UDB) as a financing partner has come in handy. The investment will allow the company to expand its processing and storage facilities, launch new products and further develop its sales across the wider East African Region”. He added “our market is concentrated in Uganda but we have plans to go wider and further. Continuous upgrade and improvement of our processes is needed to position ourselves within this dynamic of the industry.”

Herbert applauds NBL and our other steady customers. He points out that over 90 percent of grain trade in Uganda is informal and besieged with quality issues, unpredictable supply and price volatility. Policy options to deal with these uncertainties as is the case for coffee are a long way for grains and cereals. However, they are brought under control through long-term business relationships. AgroWays has a proven record as a reliable partner. “We say to our partners that we are prepared to walk and grow long-term relationships for a number of years. We want to continue crafting cost efficient strategies together to achieve a win-win situation for all actors in the value chain.”

NILE BREWERIES Nile Breweries has been operational in the food and beverage industry for almost 70 years. The company works every day to offer great quality products to its customers and has two production facilities employing a total of 650 members of staff. The Mbarara brewery is consistently recognised as among the best in Africa and is highly regarded internationally. From facilities such as these, Nile Breweries products are also exported into the Democratic Republic of Congo and South Sudan, adding to the overall Ugandan economy.

Through the decades, the company has also played an important role in contributing to the livelihoods and progress of Uganda and its people, as Valencia explains.

“Our contribution to our ABInBev business in Africa is considerable and we are very proud of this,” he elaborates. “As part of ABInBev we work on several initiatives to positively impact communities where we operate. Examples of these include the deployment of the ‘No Excuse Campaign’ which sought to create awareness and mobilise against gender-based violence.

The company has worked hard to advocate responsible drinking because we believe that beer is a social catalyst and every experience with beer should be a positive one.

These initiatives have led Ugandans to recognise Nile Special as the most admired brand in the country.

“We have moved forward in our Global Smart Drinking Goals which contributes to the WHO target of reducing the harmful use of alcohol.

We have supported the government efforts of revenue collection and reducing illicit alcohol yet lots of work still needs to be done on this front. We have continued to develop our value chain to support Ugandan farmers and we continue to evolve our programmes. For example, we have recently deployed a crop insurance pilot.”

60 | Africa Outlook issue 91

Africa Outlook: How did you come to work for Nile Breweries?

David Valencia, Country Director: “My interest for the brewing industry begun at a very early age.

I am a second-generation beer brewer and you could say that the industry is family.

“I began my career in beer in 2009 in Guayaquil, Ecuador with SABMiller in Route to market.

Straight away I was thrilled to be part of a business which brings people together. The route to market scope was pivotal in accelerating my learning curve in the industry as we executed projects which incorporated an end-to-end understanding of the business.

“The most exciting part of my career has been on the amazing continent of Africa. During the following seven years the scope of work increased in complexity as I moved from roles ranging from

commercial services and business intelligence to key accounts management.

“In 2017, SABMiller became part of ABInbev and it was at this time that I took up a Southern Africa role to design route to market improvements across Mozambique, Zambia, Botswana and Namibia.

Towards the end of 2017 I took on the commercial leadership in Mozambique as Sales Director. I am very proud of the work done in Mozambique and thankful to the amazing people that supported the legacy left.

“Since January 2021, I have been leading an amazing team and business as Managing Director of Nile Breweries, ABInbev’s subsidiary in Uganda. My career so far is testimony of our business principles at work: “Our greatest strength is our people. Great people grow at the pace of their talents and are rewarded accordingly. Great people deliver and transform.”

Members of the AgroWays’ production Team, AgroWays’ production team is focused on continuous improvement of quality and food safety.

Small holder farmers happy at the quality of their harvest after applying proper agronomy practices, these were also supported by aBi Trust Ltd.

Small holder farmers pose on their maize grain field, AgroWays in collaboration with other partners support the small holder farmers to improve their yields and produce high quality grains.

AgroWays Uganda Ltd Plot 34-60, Kyabazinga Way, Jinja City, Uganda Phone: +256 434 660419 Phone: +256 772 404245 Email: info@agroways.ug www.agroways.ug

NILE BREWERIES PEOPLE-CENTRIC FOCUS Nile Breweries consistently operates with people, both its customers and the surrounding society, in mind.

This is exemplified by the company’s efforts to alleviate Uganda’s level of unemployment. Recent data reveals that the nation’s unemployment rate is hovering at around 9.2 percent, with the younger population between 18 and 30 years old at 13.3 percent; an age group that makes up 78 percent of the national population.

According to a governmental revelation in April, this rate is likely to have risen with the closure of over 4,000

Africa Outlook: What part do company suppliers play in the success of Nile Breweries?

David Valencia, Country Director: “Our beers are manufactured with local malted barley and sorghum; we invest and generate value for over 20,000 farmers in Uganda.

“We focus on support initiatives to strengthen and develop local suppliers. For example, recently we have closed purchase agreements for locally manufactured crowns. Our Agri programme generates close to $30 million annually in farmer revenue, value chain and upskilling benefits. On top of this, we contribute close to $15 million towards local businesses.

“Our suppliers and partners are extremely important towards the success of our business. I would like for Nile Breweries to be without question the best business partner for all our stakeholders.”

62 | Africa Outlook issue 91

companies during the first month of the COVID-19 pandemic. To contribute towards tackling unemployment, Nile Breweries has undertaken multiple initiatives over the years.

“In 2014, Nile Breweries launched a youth entrepreneurship programme called Kickstart, to provide intensive business skills for start-ups,” Valencia says. “The programme targeted young entrepreneurs between the ages of 18 and 35, with a focus on bringing good ideas to life, through provision of training, mentorship and grants of up to $20,000 to grow them.”

“The most critical aspect of the Kickstart programme was that winners were challenged to formulate innovative ideas that solved problems in the communities and created jobs.

Kickstart has attracted over 5,000 people since it started. Initial competitions narrow down participants to 50 during each season, and eventually the top three winners are picked. The winners have gone on to become

Nyanga Oburofa Enterprises Ltd Nyanga Oburofa Enterprises Ltd is a cleaning service company that was established on the 19th of August 1994 and was later fully registered under the registration of Company Act with registration Number 80020001369702/89855 on the 25th day of May 2007.

With our vast professional and experience staff, Nyanga Oburofa Enterprises Ltd strives to earn and keep the trust of our clients by providing services, fumigation services, compound design and maintenance and supply of quality cleaning materials.

Nyanga oburofa enterprises Ltd knows that its success is due to its team effort, better supervision and management skills.

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FOOD & DRINK

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ENTERPRISES LTD.

Cleaning and compound maintenance Garbage collection Secretarial, printing, binding and photocopying services Fumigation

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Securing Your World

Deposita protects lives and livelihoods from the harmful, costly effects of money. With less handling, temptation, error and waste, you can be more efficient, more profitable, save more and trust more. For over a decade, Deposita has led the development, manufacturing and implementation of technology to collect, handle, process, safeguard and dispense cash.

Through in-depth consultations, we provide tailored end-to-end cash management solutions for our customers in retail, banking, self-service and payment sectors. We ensure every security need is met and exceeded every step of the way.

Environ Plus was Est. in 2014 with a strive to extend better service delivery on the market.

We are proud to be associated with a world class company like AbInbev. In that regard being our biggest client. We therefore to ensure to offer world class services to the same. We are centred on customer satisfaction above all maintain high standards of products and services delivered across the brand portfolio.

Among others we offer supply of PPE, cleaning of tanks, management of by-products i.e. gunny bags, buckets, Jerry cans, boxes, compound maintenance, casual labour provision services, fumigation, cleaning services among others by selling them and generating revenue and adding value by ensuring proper re-use, hence ensuring a sustainable future.

“There When You Need Us” G4S Risk 360 G4S Risk 360 is an end-to-end security, risk, and technology information management platform that provides five main elements:

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Africa Outlook issue 91 | 63

NILE BREWERIES successful in their businesses. Experts in the field put the job creation ratio at a successful two to one.”

Last year, in light of the economic devastation suffered by most in this age bracket in the wake of the COVID-19 pandemic, Nile Breweries repackaged Kickstart as ‘Be A Millionaire’ (BAM); a competition in which 100 finalists whose ideas met the criteria set by the brewery’s partners, Enterprise Uganda, were

Africa Outlook: What do you expect from your tenure in Uganda?

David Valencia, Country Director: “I like to dream big and as such I would like to contribute towards positive change and a business transformation which enables us to innovate faster and deliver inclusive growth.

“This is very important, as a leading FMCG we are part of the fabric of society and generate value to thousands of Ugandans from the field to the retailers, our best comes when we grow. When our volumes grow our products enable economic development and empowerment.

64 | Africa Outlook issue 91

to be chosen from different parts of Uganda to win one million Ugandanshillings each.

To participate in the campaign, aspiring entrepreneurs within the bracket across the country were required to draft a brief plan on how they would use one million Ugandanshillings to start their businesses. Over 500 individuals shared their ideas with hopes of being selected among the 100 winners. The winners were

“I’d like for Nile Breweries to attract talent and become the preferred employer in the country. There is amazing talent in this country, and we need the best talent if we want to drive growth. We will continue to develop our Corporate Social Responsibility programmes, advocating responsible consumption and we will support initiatives to formalise illicit alcohol in order to contribute to the reduction of harmful use of alcohol.

“We are building a business for the next 100 years and beyond! We will do so through the amazing talent of our people and our great products.”

mentored by Enterprise Uganda.

“This was a gesture that we believe will go a long way in reviving and keeping afloat ‘Small Business’ (SMEs) which employ the majority of the youth in the country,” Valencia says. “We launched the new season of BAM in July this year.”

COMMUNITY AND CULTURE Farmers are a critical part of the Nile Breweries value chain and are key for the sustainability of the business. The company has been uplifting the livelihoods of farmers through different programmes over the years, encompassing training, mechanisation and information.

With the current local sourcing at 98 percent, on average, Nile Breweries spends 52 billion Ugandanshillings on Ugandan farmers (NKC African Economics report 2020).

According to the report, 89 percent of Nile Breweries supplying farmers reported that their quality of life had improved and indeed Sorghum farming households supplying the company reported to have doubled their income.

“Nile Breweries’ agriculture sustainability goal is to have 100 percent of its direct farmers skilled, connected and financially empowered by 2025, and all engagements with farmers are geared towards those three aspects,” Valencia informs us.

“In 2018, ABInBev, Nile Breweries’ parent company, set aspiring 2025 Sustainability Goals to drive progress across our fully integrated supply chain – from the farms that supply our ingredients to the packaging that delivers our beer. We believe that companies have an important role to play in achieving the United Nations’ Sustainable Development Goals, which is why we have aligned our own goals with them, so we make a valuable contribution.”

Nile Breweries is a company driven by a culture of dreaming big. The

FOOD & DRINK

Q-Sourcing Limited is an internationally certified (ISO) Human Resource Capital management firm and for over 15 years has been providing quality HR solutions and mechanisms to improve labor productivity in countries of Uganda, Kenya, Rwanda, Tanzania, South Sudan and overseas.

Our services lines • • • •

Recruitment Services Manpower management services Integrated Project Management Services.

Training services. www.tasc.co.ug

Our core ideology is to meet and exceed our employee and client expectations.

Our focus in all our operation is to provide quality services within agreed timelines, manage projects within budget, comply with legal and regulatory requirements and uphold the Environment Health & Safety Standards.

Our Clientele includes players in the Energy sector (Oil & Gas sector), Government and Non-governmental organisations, Fast Moving Consumer Goods, Manufacturing sector, Hospitality, Tele-communications, Agribusiness, financial sector among others.

For more details and enquiries please contact us: Plot 15, Martyrs Way, Ntinda | P. O. Box 12883, Kampala Uganda T +256(0) 414 532 060/76 | E office@qsourcing.com | www.qsourcing.com Resource Performance Safety

company has a clear focus to build profitable growth and bring people together for a better world, and this vision remains stronger than ever, despite COVID-19.

“Fundamentally, our business can cope with volatility,” Valencia says.

“This is possible because we manage our costs tightly in order to free up resources to drive top line growth. This also is extremely useful in tough times.

We have a strong business which is being built for the next 100 years.”

“Locally we have the most powerful brands in the country, and this is truly what makes our portfolio special. Our Nile Special beer is unmatched in gold awards, receiving a total of 22 Mondes Gold Awards. Our Club Pilsner brand represents the future of Uganda while our Eagle Portfolio speaks to the pride in origin from seed to sip. In the future our portfolio will be complemented with our global brands reinforcing our market leadership as we bring in the true premium to Uganda.”

MOVING FORWARD Despite the challenges posed by COVID-19 in these past 18 months, Valencia is optimistic about the years ahead.

“The future of Uganda is mighty - mighty like the Nile!” he tells us proudly. “It is very exciting to be in this industry and the moment. Beer per capita in Uganda is low and there is massive opportunity in accelerating consumer entry into clear beer from one of the largest informal alcohol pools in Africa.”

According to Valencia, at the same time Uganda’s middle class is rising fast, coinciding with the country’s workforce which is set to double by 2030. The well-known core brands that Nile Breweries owns, in line with the rising investment, will help the company capture critical trading opportunities and open its doors to an increasing consumer base. On top of this, with around half of the Ugandan population approaching drinking

age, Nile Breweries is presented with unparalleled opportunities and consumer connection in the years ahead.

“I’m very excited in connecting our consumer centric mentality and the evolution of our portfolio to cater for the growing market,” Valencia says.

“Our expectation in the upcoming year is for double-digit growth as we continue to be part of the solution in post pandemic recovery. Our aim will be to become more consumer centric as we accelerate our innovation agenda with people at the heart of Nile Breweries.”

Tel: +256 (0) 31 2 210008 corporateaffairs@ug.sabmiller.com www.nilebreweries.com

Africa Outlook issue 91 | 65

SYNERCORE

Prioritising Customer Excellence

Tertius Cilliers, CEO at Synercore, discusses his company’s customer-centric approach and innovative drive to operations in South Africa Writer: Sean Galea-Pace | Project Manager: Kyle Livingstone Our philosophy is simple; without our customers we have no business.”

It really is that straightforward for Tertius Cilliers, CEO at Synercore.

His company is an investment firm which acquires shares in various food research, application and ingredient companies. Established in 2016, Synercore’s ultimate

SYNERCORE’S COMPETITIVE ADVANTAGE • Customer-centric organisation with speed and agility to market.

• Research and innovation that meets and exceeds customer demand (pro-active and concurrent).

• Invest and promote “collective intelligence” through strategic partnerships and alignment.

• Insight and understanding into market trends.

66 | Africa Outlook issue 91

vision is to provide innovative and sustainable food solutions to Africa that meet customer and consumer demand, along with an accurate awareness of market developments and opportunities. According to Cilliers, who has served in his current position since 2016, this is successfully achieved through shining a light on innovation.

“We need to remain relevant by understanding the needs of our customers and local market conditions, and have the competence, speed and agility to serve such needs,” he discusses. “We understand the local market conditions, technology and innovative solutions needed to deliver sustainable, complete and nutritious food product solutions to our customers and their consumers. Our customers support us because of our R&D and innovation support, competitive pricing, excellent service and the quality of our ingredient offering.”

Today, Synercore is seeking to specialise more within various categories across the food industry in important segments such as cultures and flavours for example, while striving to be the preferred supplier in South and Southern Africa as far

as its existing product portfolio is concerned. However, such expansion hasn’t always been an immediate priority.

“As a relatively young company, when we started it was important to establish ourselves and our service offering in a very competitive market first,” discusses Cilliers. “The strategy was to focus exclusively on leveraging the value propositions of the companies we merged to form the Synercore Group. This mainly focused on the dairy, bakery and beverage categories, while also being able to supply some

FOOD & DRINK

specialised commodity materials into the market. Within these categories and due to our then existing customer base, it was important that we stocked a range of functional ingredients for each of these divisions that could provide a total solution within the respective categories.”

Since then, Synercore has grown exponentially and is now competing against internationally recognised service providers in the same industry.

In order to continue to demonstrate sustained growth, Synercore acknowledges the importance of

staying relevant and competitive worldwide instead of just locally.

“We have accelerated pure research and development initiatives with commercialisation possibilities, such as our project of removing biogenic amines from wine, by expanding our support to Innovative Research Solutions and increasing our investment in R&D and innovation (NPD),” discusses Cilliers.

“Lastly, we have invested in new business units or categories, such as fats and oils, culinary, alcoholic beverages and more recently proteins (meat, vegetable and alternative proteins).

Ultimately, we aim to be the most complete and competitive food innovation and solutions provider in South and Southern Africa.”

Synercore operates with three core pillars: teamwork, innovation and customer excellence. “Culture eats strategy for breakfast - and therefore it is important that we highlight our culture statement: ‘To foster passionate, innovative and like-minded individuals to create sustainable business based on respect, trust and compassion towards each other, our customers, our community and our environment.’

Africa Outlook issue 91 | 67

SYNERCORE “As far as the three pillars are concerned, we do believe that in order to deliver on our strategic objectives as a company, we need to ensure that as far as teamwork is concerned, we invest in the best local talent and resources available,” adds Cilliers. “It’s important to create an environment in which our employees are motivated to learn, excel and be productive as the health of the company starts with the health of each employee.”

Innovation is at the heart of Synercore’s strategy. The company fosters innovation by investing around 10 percent of its revenue in research and development. Indeed, the company has a dedicated New Product Development team under African Food Industries, its sales and application division of the business.

As a result, Synercore invested in Innovative Research Solutions (IRS), a company with highly educated scientists and dedicated researchers based at the Department of Food

Science at Stellenbosch University.

In addition to investing in locally available R&D and NPD resources, Synercore also collaborates with leading international ingredient and technology companies to provide specialised food solutions to the dairy, bakery, beverage and related industries within Southern Africa. The collaboration allows Synercore the unique opportunity to benefit from leading international food companies’ experience, expertise and research infrastructure to ultimately provide innovative solutions to our customers.

“As far as customer excellence is concerned, we believe that people invest in people,” discusses Cilliers.

“We need to understand our customer and acknowledge that they are competing within an extremely competitive local and global market.”

Achieving sustained and long-term success in any market is made more challenging without the influence of quality partners. For Cilliers, he

Africa Outlook: With sustainability in mind, can you talk me through your CSR strategy?

Tertius Cilliers, CEO: “Since 2019, Synercore has implemented various skills development and social entrepreneurship initiatives as a way of developing sustainable solutions to the problem of nutrition, upskill internal employees, as well as support women-led food innovation projects of South Africa.

“Our main beneficiary, Shiloh Synergy based in Brackenfell, Western Cape, produces on average 50,000 meals per month that are distributed to disadvantaged communities. We are extremely proud of our association with Estelle Veldman and her brilliant team on the noble and inspiring service to disadvantaged communities through their respective food, schooling and relief programmes. Synercore helps develop and train Shiloh staff, donate food and ingredients, sponsor new kitchen equipment, supply balanced recipes and nutritional advice, as well as collect donations to give to Shiloh recipients. We believe a responsible corporate citizen should not be something you have to do; it is something you want to do.”

SACCO System Sacco System is the international biotech excellence applied to the food, nutraceutical and pharmaceutical industry. Sacco System is “supporting food culture and life”. “System” expresses the extraordinary synergy between four companies: Caglificio Clerici, Sacco, Centro Sperimentale del latte and Kemikalia. A unique and functional network that maintains the characteristics and productive specificities of each entity.

Sacco is an Italian, family-owned company that offers a large range of innovative products. This includes starter cultures for food fermentation (in particular dairy) and nutritional supplements (probiotic cultures), as well as instruments for the improvement of food. The sister company Caglificio Clerici has been an Italian leader in rennet production since 1872 and in 2006 acquired the Swedish company Kemikalia.

Sacco furthermore acquired the Italian culture producer CSL in 2013.

Family company, agility and creative intelligence are the values of Sacco System.

Sacco System has partnered with the innovative research, food culture, and dairy/bakery ingredient company, Synercore, in South Africa to expand the distribution of Sacco food cultures in Lyofast (freeze dried) format in South and neighbouring Southern African countries. This partnership allows for industry leading technical service and support to the dairy, bakery, beverage and related food industries, combined with an innovative ingredients portfolio, food technology laboratories, and a new pilot plant facility to be offered as part of a comprehensive customer service and distribution package to provide solutions to food based customer challenges and new projects within the region.

www.saccosystem.com

68 | Africa Outlook issue 91

Sacco System is the international biotech holding for food, nutraceutical, and pharmaceutical innovation.

Based near Lake Como in Italy, Sacco System and its ingredients are the best solution to support food culture and life worldwide.

Innovative and customized solutions capable of responding to modern challenges of the Food & Health sector.

we are ingredients makers Rennet, lactic acid bacteria and probiotics since 1872 Discover more on saccosytem.com

Interested in our product range?

Contact our partner distributor synercore.co.za | info@synercore.co.za

SYNERCORE

BAKERY INNOVATION Synercore focus on innovation and total solutions within the food industry in Southern Africa.

Synercore has established a sustainable and dynamic group with a unique service offering to the food industry.

SALES & APPLICATION

AFI produces customised ingredients, systems blends, compounds and preparations, which combined with the technical expertise and practical skill within the respective sales organisations, provides our customers with a total solution when developing new products.

DAIRY & BEVERAGE INNOVATION

Sugar reduction in buns and rolls

Sugar reduction

Yeast reduction in baked goods

Texture excellence

Product formulation and technical support

Cost optimisation

Ingredient technology

Integrated stabiliser emulsifier expertise

FATS AND OILS Integrated stabiliser expertise for the manufacturing of margarine and spreads Emulsifier expertise for manufacturing of ice-cream and dairy products

WINE AND BEER INNOVATION

Protein fortification

Wine Tartrate Stabilisation

Bespoke starter culture offering

Beer Saccharification Enzymes

OPERATIONS & MANUFACTURING INNOVATION SHOP The Innovation Shop showcases the formulation capabilities and functional ingredients of Synercore and its channel partners through commercial products and fun brands.

The Innovation Shop affords Synercore the opportunity to engage with end consumers to test concept ideas and trends on a commercial basis to ultimately enhance our service offering to our customers – whether it is a functional ingredient, complete formulation or even brand-offering. Just another way we Innovate at Synercore – “Here’s to the crazy ones…the ones that see things differently…”

70 | Africa Outlook issue 91

Allmark Foods specialises in ‘Blend & Pack’ business set up to cater to the needs of the food industry to meet stringent food safety requirements. Allmark Foods can cater to blends of dry, wet, or paste ingredients and can pack from 1kg to 1000kg to customised batch requirements of the customers.

OUR SERVICES Fundamental Research New Product Development

RESEARCH & INNOVATION

Synercore Food Holdings through its investment in Innovative Research Solutions (IRS), supports research and development initiatives through close collaboration with IRS and leading national and international academic institutions.

Analytic Services Research & Development Consultation

FOOD & DRINK understands this well and points to the impact key, strategic relationships can have on business.

“Through many years of experience, and through the challenges we face, we acknowledge that it is impossible to try and contribute and solve these on your own - we truly believe in the principle of collective intelligence,” he stresses. “In many respects our suppliers, together with our strategic partners, are the unsung heroes that have contributed so much to the success of Synercore during the past five years. Our customers remain central to our success, and without either the support of our suppliers and customers, we would have no business, it is that simple.”

However, it is not enough to solely

be a partner. Cilliers is adamant that any companies that Synercore is in business with must share the same core values otherwise any collaboration wouldn’t stand the test of time.

“We look for pretty much the same values we aspire to as a company, namely: they need to be innovative, strive to deliver quality products, solutions and services, be reliable and accountable while being resilient and supporting the entrepreneurial mindset and integrity.”

Harnessing a positive culture is a key component of success. Without good employees, a business would fail. In Cilliers’ mind, it’s not something that he takes for granted.

“Our most valuable asset in our

company is our employees and they ultimately determine the culture of the company,” explains Cilliers. “I truly believe that better people make better employees and therefore it is important that we invest in their growth as well. In this regard, we have various initiatives aimed at developing employees by installing a culture of continuous improvement and learning, and investing in the next generation of scientists and employees as well.”

Over the past 18 months, the COVID-19 pandemic caused unprecedented challenges on a global scale. One of Synercore’s main successes was its clearly defined strategy for the short, medium and long-term.

“We too had to adjust during these times, but as we always say, difficulty brings opportunity, and this has been the case for us at Synercore too,” notes Cilliers. “We have spent more time on value analysis and value engineering of product formulations improving existing value offerings, while investing more in R&D promoting sustainability through valorisation of potential waste streams. We have developed many proactive new products and concepts, including launching an online innovation shop that showcases our ingredients and formulating skills, communicating it to customers and consumers through tangible, fun concepts and brands.

We have also expanded on our value proposition, through starting new business units and investing in more specialised categories.

“Fortune favours the brave.”

Tel: +27 21 879 1681. info@synercore.co.za www.synercore.co.za

Africa Outlook issue 91 | 71

MACROCOMM

SMART SOLUTIONS MADE SIMPLE With a reputation as the innovators of IoT, Macrocomm dominate the Southern African Smart Solutions space. CEO Sivi Moodley discusses delivering a smarter tomorrow, today Writer: Phoebe Harper | Project Manager: Lewis Bush

72 | Africa Outlook issue 91

TECHNOLOGY

S

outh Africa is in the thralls of digital adoption, as the rapidly increasing deployment of technologies propels the country, and indeed, the continent, forward.

With an ever-growing number of people enjoying connectivity through smart devices, communication is evolving and the smart phone has become a symbol of new age communication.

“The smart phone has changed the

lives of people and how businesses and individuals interact and communicate, both with each other and the world around us.

“We are the leading smart solutions and technology provider in Southern Africa,” Moodley states. “We currently supply solutions to customers in Europe, Mauritius, Botswana, Kenya, Uganda and Egypt.” At the very nexus of this dynamic digital arena, telecommunications, and the unlimited potential of the Internet of Things (IoT) has only recently begun to be exploited. Technology is redefining not only the communications space, but industries across the board through innovation, Artificial Intelligence (AI) and IoT solutions.

As Moodley attests, “when focusing on traditional cellular operation, this space is quite saturated in terms of growth and expansion.

Africa Outlook issue 91 | 73

UNLOCKING THE DATA ADVANTAGE IN BUSINESS Turning data in business insight and assets with TechSoft International The data explosion may be leaving some IT teams breathless. But the business opportunity nested in this data has others informing the very insights and decisions the C-Level demands. TechSoft International and TIBCO Software, is working with partners across Africa to empower them to connect, unify, and confidently predict business outcomes.

DATA COMPLEXITIES SIMPLIFIED Technically the data market has evolved from rudimentary business intelligence solutions to more powerful business analytics powered by data science. This is where the power of TIBCO comes into play.

Originally born out of TIBCO itself. The TechSoft team works with Africa’s largest financial services, manufacturing, mining, telecommunications, and retail organisations to unpack the value of the TIBCO Connected Intelligence platform, data science, data quality, messaging, integration, automation, and data visualisation tools.

Its vision is to make intelligent connections between data, systems, people, processes, and devices. In practice, it is doing just that by connecting people and applications to data, unifying environments to stream data between environments seamlessly, and then offering the tools needed to turn the data into insights from which its users can make better business predictions.

DEVICE, SYSTEM AND PEOPLE INTEGRATION Data streams in from all corners of a business, the keyboard of every user, the click of every consumer, right to the intelligent edge where data is collected from IoT and mobile devices, vehicles and even warehouses and production lines.

The fact that business has data is not the issue. The challenge is what it can do with this data and how it ensures

that this data lands in the right place, at the right time, in the correct format, so that it can be used to inform and drive business decision-making.

Harnessing the power of TIBCO, TechSoft delivers the data and integration glue across all these environments.

This extends to data quality and integration tools and API integration environments that funnel, collate and prepare data from on-premises, private, public and hybrid cloud environments. The result is that development teams can deliver solutions and applications quickly. And the creation of reusable data models that can be pervasively applied across an enterprise reduces reliance on costly data skills.

THE BUSINESS CASE FOR DATA When an organisation can integrate and extend its business systems, handle message and event processing, and leverage low-code applications for process management.

They can then innovate faster, enhance operations, improve the customer experience, access new markets, and keep pace with dynamic regulatory environments.

Data integration is a game of joining the dots, and TechSoft can provide the dots, the pen, the paper, and the final picture.

• Established in 2006 became TechSoft International in 2018 • TIBCO Global Strategic Partner • Level 1 B-BBEE provider • The sole representative of TIBCO for Saharan Africa • Through partners support network extending 44 countries in Sub-Saharan Africa

INNOVATE, INTEGRATE AND ANALYSE TechSoft International, backed

by TIBCO® the global leader in enterprise data, fuels digital business and empowers its customers to connect, unify, and confidently predict business outcomes, solving the world’s most complex data-driven challenges.

Leveraging the global expertise of TIBCO, TechSoft helps customers interconnect everything, capture data in real time wherever it is, link to devices and clouds no matter where they are, and augment this data into intelligence through analytical insights.

A Level 1 Broad-Based Black Economic Empowerment (B-BBEE) company we invest in the nurturing and growth of local digital skills and competencies. Today we help hundreds of customers in Africa build compelling experiences, energise operations, propel innovation, build applications, and define the customer experience landscape.

Our business is to accelerate yours!

CONNECT • API-led Integration • Event-driven Applications

UNIFY • Data Fabric • Information Management

PREDICT • Analytics • Data Science & Streaming

Atrium on 5th, 10th Floor, 5th Street, Sandton, Johannesburg 2196 Telephone: +27 (0)11 010 5460 | Email: contactus@tech-soft.co.za

MACROCOMM “The real opportunity lies in smart solutions, not just connecting people, but connecting devices. Living in a connected and digitised world is where I see the future leading to, where all devices speak to each other, utilising the capabilities of artificial intelligence (AI), machine learning (ML) and predictive analytics,” he observes.

Indeed, in 2019, in terms of hardware, the connectivity segment held the largest share of the South African IoT market.

It is Moodley’s aptitude for acute observations, identifying behaviours and gaps in the market that ultimately translate to growth (as with the above statement), that paved his entrance into the industry, leading to his current tenure at the helm of Africa’s number one provider of IoT solutions.

“I would describe myself as someone who is intrinsically an entrepreneur with an interest in building and growing businesses. 16 years ago, I identified the opportunity and potential in the technology sector and communications industry,” he tells us.

MACROCOMM’S FIVE CORE PILLARS OF OPERATION: ENERGY MANAGEMENT – Macrocomm identify energy as a major concern within the current international and local landscape, and endeavour to contribute to energy conservation wherever possible.

Through their smart solutions, Macrocomm enforce efficient energy usage and optimal management and control.

WATER – Macrocomm are alert to the increasingly prominent issue of the scarcity of water. The company are dedicated to the protection and management of this most precious resource through their offering of unique smart water solutions.

FOOD SECURITY - Cognisant of the “silent epidemic” that is hunger and starvation, across both South Africa and the world, Macrocomm offer smart agricultural solutions focused on improving yields, reducing the costs of operations, and maintaining security, affordability, and sustainability within the agricultural industry.

PERSONAL AND ASSET TRACKING – Macrocomm’s personal safety offering covers aspects of home and safety security, providing smart solutions to protect your house, family, assets, vehicles, and business.

HEALTH – With the ongoing pandemic reinforcing the observation that the future lies in digitised healthcare, Macrocomm offer smart solutions that enable the healthcare industry to follow in this trend, enabling seamless and accessible medical care.

THE FOLLOWING COMPANIES SUPPORT THE CORE PILLARS

76 | Africa Outlook issue 91

Streaming Analytics to the Edge

Deriving intelligence from IoT devices allows businesses to turn previously mundane sensors into critical business assets.

D

ata is the new oil. It holds power to change and aid business decision-makers to make quantified conclusions about events as they unfold. But data is just data unless it is sourced from the right business areas, and it is streamed into suitable environments to be analysed. This is the word from Marcocomm strategic business partner TechSoft International and TIBCO.

“Speed is critical in the world of IoT. Meaning you need to ensure that your edge devices and solutions are of superior quality and sourced from a partner with a proven track record like Macrocomm.

Secondly, they are supported by a responsive application framework like TIBCO Flogo because you want to make decisions in minutes, not weeks or months.

Power Of IoT Data The Internet of Things (IoT) is one of the most important recent discoveries and is fuelling the fourth industrial revolution. But IoT devices are often oversold and underserviced, making them, well, just dumb devices. The true power of IoT is not just the advancement of the sensors but their ability to stream data for real-time insights.

“Leveraging low-code, smart application solutions from TechSoft and TIBCO helps businesses build environments that support IoT installations by enabling them to visualise, report on, and analyse data at the speed of business,” adds TechSoft.

“Today’s network edge is becoming more intelligent, largely because of IoT solutions and innovators like Macrocomm. If we consider that every device that sits on the edge is collecting, collating, and reading data about operations and using this data to inform decisions, we change the playing field,” states TechSoft International.

The revolutionary shift to edge computing has left many organisations on the back foot. They own the IoT devices, and they are getting the data. Still, they don’t have the systems to support unpacking this data or are hampered by legacy environments.

Building Responsive Environments Using technologies like TIBCO Streaming, you add intelligence to the device or sensor. It is crucial to use edge-native apps that help improve sense and response times and can also reduce costs by taking intelligence to the edge.

Connect on the Edge According to TechSoft, when approaching any IoT installation, always consider these critical steps: collect data from sensors, aggregate it, run logic, and connect it to cloud services or on-premises environments. By adding machine learning and analytics a business can start to predetermine the actions of its IoT network.

The magic starts when data is served back to your business environment and predictive analytics and modelling tools help build a better understanding of customers/processes. This knowledge can come from sensors in a remote location serving weather data, in a data centre reading the temperature, in smart cities helping control traffic, or even sensors in fuel tanks to monitor fuel usage over time.

“Using IoT data and driving it through lightweight application frameworks that integrate with existing systems and data environments, a business can accelerate time to value and unravel insights,” ends TechSoft.

MACROCOMM “MACROCOMM’S VISION IS TO BE A CORPORATION THAT NOT ONLY FOCUSES ON DELIVERING PROFITS, BUT ALSO CREATING AN ENVIRONMENT THAT IS CONDUCIVE TO A HEALTHY WORKLIFE BALANCE AND ENSURING THAT WE CONTINUOUSLY GROW AND UP SKILL OUR STAFF AND PARTNERS” – SIVI MOODLEY, CEO, MACROCOMM Hexing Electrical SA (Pty) Ltd Subsequently, Macrocomm was conceived, establishing partnerships with mobile network operators (MNOs) and reselling their products on the market. “We later evolved to selling smart solutions to both the network providers and their customers,” Moodley explains.

The company first began to pursue the fruitful avenue of smart solutions after Moodley’s entrepreneurial interest was piqued by a global sector event. An agile redirection of Macrocomm’s business model ensued.

“Upon attending the World IoT and World Mobile conferences about five years ago, I saw the potential and therefore decided to pivot Macrocomm’s core business towards smart IoT solutions,” he comments.

It was an apt move, as Macrocomm cottoned on to a blossoming market that is forecast to reach a global valuation of $561 billion by 2022, earning Southern Africa a position within that sector.

78 | Africa Outlook issue 91

TECHNOLOGICAL SOLUTIONS FOR SOCIETAL PROBLEMS Established in 2005, on the foundational values of integrity and professionalism, Macrocomm has since expanded its national footprint with over 400 employees spread across 12 hubs in South Africa.

Headquartered in Johannesburg, in their very own smart building, Macrocomm has additional offices in East London, Buffalo City, Cape Town, Bloemfontein, Limpopo and the Northern Cape. Macrocomm’s uniquely South African devices and IoT solutions are manufactured

by Macrocomm RTS, one of the companies that for part of the Macrocomm Group, in KwaZulu-Natal.

“All our solutions are proudly South African and our devices are used globally,” Moodley comments.

Macrocomm’s focus on turnkey solutions extends to five core sectors, namely, energy management, water management, food security, personal safety, and health.

Hexing Electrical SA (Pty) Ltd, a subsidiary of Hexing Electrical, started its business in South Africa in 2012, setting up a 4500m2 meter factory in Corporate Park North, Johannesburg with a planned manufacturing capacity of 500K pcs per year. With an aim to create employment opportunities, we envisage to improve our staff complement with 100+ jobs within the next few years.

Hexing SA has the ability to provide metering products and service to municipalities, distribution utilities and sub metering companies both in South Africa and its neighboring countries, from its locally based offices and factory in Johannesburg South Africa.

We are excited and proud to bring a cost saving and affordable solution to the South African economy and creating job opportunities for the people of South Africa via partnerships with dynamic companies like Macrocomm.

www.hxgroup.cn

MACROCOMM

Livewire Engineering (Macrocomm Group Company) Utility Data is becoming the new raw material of business.

Livewire’s Meter Data Management Platform offers a full suite of smart automated meter reading (AMR) solutions with smart prepaid and post-paid utility accounting for the residential, commercial, industrial and private utilities market.

The platform derives the energy efficiency information required for Energy Performance Certification (EPC) including Utility Business Intelligence to discover insights hidden in your utility and process data.

The Smartwire Mobile application provides all utility usage data to the end-user and offers a smart payment portal.

info@livewire.co.za

“These five core pillars are of paramount value in our entire Macrocomm ecosystem, not only in how we grow the company but also how we are able to enhance and provide value to the environment we live in - in essence, improving the lives of people with smart solutions,” he states.

Moodley’s statement reinforces the humane aspect that is truly foundational to the development of Macrocomm’s technological solutions.

“At Macrocomm, we do not focus on selling technology solutions - our solutions are created to address and solve problems experienced in society.

“We focus on providing solutions to problems by using technology, deploying the right devices, gathering accurate data, and transporting that data using our agnostic telecommunication networks best suited to the customer’s needs,” he surmises.

The customer becomes the focal 80 | Africa Outlook issue 91

point of Macrocomm’s operations, as the information detailed above is subsequently stored, protected, and analysed to provide “usable and actionable” insights centred around the individual problem statement of the customer.

“All solutions are bespoke and tailor made to the customer’s needs,” Moodley comments. Macrocomm ensure that the customer’s best interests are at heart by making these tailored solutions as affordable as possible and guaranteeing costefficiency by integrating solutions into existing systems.

“We are able to integrate into existing legacy systems from our Big Data analytics platform, thus providing cost effective solutions to the customer,” he explains.

“We also provide training on these platforms for both the private and public sectors, ensuring the end-user is equipped to deploy these solutions effectively.”

Real Telematics (RTS) Real Telematics (RTS) was formed in 2004 with a wealth of experience in hardware design, software development and manufacturing.

Specialising in telemetry, it was natural for RTS to move into the Internet of Things (IoT) sector and our range of nano power, highly reliable ICE products can communicate using Sigfox, Lora or NB-IoT. RTS can provide IoT equipment and platforms for projects of any size.

The Partnership with Macrocomm Group in South Africa has led to our involvement in large scale projects.

We are now poised to take our tried and tested ICE products to the rest of the world.

www.realtelematics.com

TECHNOLOGY

Welcome to the world of

Smart Metering

Livewire Engineering and Consulting (Pty) Ltd Tygerberg House 2nd Floor, Tygerberg Office Park, 162 Uys Krige Drive, Plattekloof, Cape Town, South Africa, 7500 Office +27 21 913 6969 | info@livewire.co.za

Africa Outlook issue 91 | 81

MACROCOMM

RECENT STRATEGIC ACQUISITIONS Offers software for hot desk reservation, meeting room scheduling, visitor and occupancy management.

The ‘Technicians on Demand’ service offers people and organisations the ease of booking an accredited technician online, tracking when the technician will arrive, alongside managing the payment process. Through TOD, Macrocomm’s solutions can be deployed and managed effectively, whilst achieving the company’s core goals of solving problems quickly and easily.

Specifically addresses consulting requirements in the fields of energy management, tariff analysis, energy metering and demand side management. Livewire provides a comprehensive range of consulting services related to auditing energy use and developing the necessary plans to reduce costs. Together the synergies are Macrocomm’s appeal to the public sector and Livewire’s focus on private estates and large corporates, enabling Macrocomm to provide a 360-degree solution to all sectors.

As an IoT system integrator, BridgIoT’s monitoring solutions can connect devices to the cloud that would traditionally require manual reading of their display (or register) values. The so-called edge devices can either communicate wirelessly or via connected wires with BridgIoT’s enabling devices. These devices then report the data to the cloud via one of the communications networks available, such as Sigfox or GSM. Supplies customised products and solutions based on the latest technology. With IoT as their core focus, Parnex Trading have developed an OEM solution that can easily be adapted to collect any information and present it on Macrocomm’s easy to use customisable cloud platform.

82 | Africa Outlook issue 91

Sakh’ikhaya Suppliers At the forefront of South Africa’s construction sector since 2003, Sakh’ikhaya Suppliers is an established CIDB level 7GB and 8CE construction contractor.

Sakh’ikhaya are service providers for complete solutions for both the supply and installation of conventional domestic and bulk water metering infrastructure, as well as smart meter management.

Offering best-in-industry service through their national operational footprint, Sakh’ikhaya are the suppliers you can rely on for both quality of products and service.

Visit their website for their complete offering of products and services.

A proud Macrocomm Partner.

www.sakhikhaya.co.za

ESTABLISHING THE ECOSYSTEM Reflective of both Macrocomm’s humanistic concern in tackling society’s greatest problems, and their commitment to training to ensure customer confidence, is the company’s treatment of their workforce.

Here, education and training are equally prioritised and individual employees valued in the same manner as the customer.

“Training and development are a core focus for our internal team; therefore, we have a group structure that allows staff to not only grow within Macrocomm but also within the group.

“We believe that by investing in Marcocomm and growing the company, you are controlling your own destiny and cultivating your own growth as an employee of the group.

If the company grows, so do the employees’ careers,” Moodley states.

TECHNOLOGY

Sakh’ikhaya Suppliers is a BBBEE business specialising in the supply, building and maintenance industries.

The company came into existence as a result of government mandate and programmes, which engages and encourages previously marginalised businesses and communities to actively participate in the economic development of South Africa.

The team recognises that effectiveness, efficiency and quality of service is the cornerstone of the business; and we will offer our clients a single point of contact for building services covering such aspects as supply, maintenance, engineering, production support as well as skills transfer.

6 Jones Street, Parow, Cape Town | info@sakhikhaya.co.za | www.sakhikhaya.co.za

Macrocomm - the official IoT and technology partner to the Vodacom Bulls.

We’ve currently embarked on a project to make the Vodacom Bulls homegrounds the first smart stadium in Africa

Africa Outlook issue 91 | 83

MACROCOMM

Thereby, Macrocomm ensure that staff feel empowered and valued - a sentiment that is firmly entrenched in the company’s vision.

“Macrocomm’s vision is to be a corporation that not only focusses on delivering profits but also conveying an environment that is conducive to a healthy work-life balance and ensuring that we continuously grow and up skill our staff and partners.”

Macrocomm mirrors this commitment through corporate social investments; investing a significant 84 | Africa Outlook issue 91

amount into technological training and development. Such initiatives are designed to promote and encourage a symbiosis between humans and technology, fostering an advantageous relationship through job creation and economic empowerment.

“We do not believe that technology will replace the workforce, but rather that it will empower, enable and uplift people to continue developing and establishing new solutions

that will not only create more jobs, but also keep the industry fluid and continuously improving,” Moodley comments.

Macrocomm’s sponsorship of ‘Project Liberate’ perfectly elucidates this commitment to accessibility.

“This is an initiative that is aimed at providing training to the disadvantaged youth on technology.

This is done by providing the devices (laptops, connectivity and a technology programmes to learn from) as well as a facilitator for the

TECHNOLOGY

entire year to ensure these delegates are educated and computer literate.

“The delegates have excelled in their learnings from these classes and managed to win a robotics contest in 2020. Not only are we sculpting the next generation but we are giving these kids something to look forward to. They have an eagerness and motivation to attend these classes every week and learn as much as they can,” Moodley tells us proudly.

Partnerships are an integral component to establishing the

technological ecosystem that Macrocomm envisions. Here, training is equally important. All Macrocomm partners are provided with NQF Level Four training across all solutions and platforms.

As with the growing number of partnerships outlined above, the Macrocomm ecosystem is an ever expanding entity, both in the virtual world and the physical.

“We are in the process of opening an office in the US. In addition, office expansions in Canada and Australia

are in progress,” Moodley tells us.

“Macrocomm believes that our solutions can be applied and used throughout the world and therefore consult problems that are faced by many countries around the globe,” Moodley concludes.

With a business model that caters to universal problems, Macrocomm is ensured a global future.

Africa Outlook issue 91 | 85

CFAO TECHNOLOGY & ENERGY

86 | Africa Outlook issue 91

TECHNOLOGY

ENABLING AFRICAN INDUSTRY “We contribute to the future of Africa through supporting our customers.” Alexis Madrange, CEO of CFAO Technology & Energy, discusses the company’s efforts towards developing African industry infrastructure

CFAO Technology & Energy is headquartered in Dakar, Senegal, offering highly effective and innovative services for companies and organisations in the public and private sectors, across the continent.

“We contribute to the future of Africa through supporting our customers,” Madrange explains. “This includes the design, development, implementation and management of new solutions, adapted to the economic, social and cultural specificities of the countries that make up the continent.

“We focus on three key departments: ICT, Lift, and Energy, with a goal to help our customers implement their energy transition and digital transformation.”

Writer: Marcus Kääpä | Project Manager: Lewis Bush

F

or almost 170 years, CFAO Group has been serving Africa across the mobility, healthcare, consumer goods, infrastructure, and energy sectors.

And with these years of experience, its local expertise, and large distribution network comprising of 158 subsidiaries, the group is the largest in its sphere on the African continent.

“Today, we have near 21,000 employees working across all sectors,” begins Alexis Madrange, CEO of the company’s technology and energy division.

CFAO Group established CFAO Technologies 18 years ago to support African organisations with digital transformations. Facing new growth opportunities and the acceleration of changes that the continent was experiencing, CFAO Technologies expanded its scope in 2018 to become CFAO Technology & Energy.

Alexis Madrange, CEO

The division combines its information and communication technologies (ICT) business, the CFAO Group’s elevator business (that has been present within the group for over 60 years), and a newly formed energy business that draws on the experience of the group’s parent company Toyota Tsusho Corporation (TTC), and its long experience in data centres energy exigent environment.

CORE SERVICES Within its ICT services, the expertise of the CFAO Technology & Energy team allows the division to design innovative solutions for IT infrastructure, networks and communications, user environments, applications, and more. An example of this includes handling installation and maintenance projects for data centres, computer systems and printers. The company’s ICT services are underpinned by a meticulous approach, close working relationships Africa Outlook issue 91 | 87

CFAO TECHNOLOGY & ENERGY with its customers, a service-oriented culture, and its commitment to service-level agreements (SLAs).

“CFAO Technology & Energy is a key player in the African elevator market as well, and has partnered for over 60 years with OTIS, a global company that develops, manufactures and markets elevators, escalators, moving walkways, and related equipment,” Madrange adds.

“We install OTIS systems in 19 West African countries and provide vertical transport servicing solutions for elevators made by OTIS and other companies. We draw on the complementarity of our ICT and energy activities to offer energy-selfsufficient devices and connect them to our supervision centre.”

The company’s energy service

solutions range from energy audits to solar power generation. CFAO Technology & Energy works with its customers to enhance their energy self-sufficiency and reduce their negative ecological footprint. The subsidiary also offers turnkey solutions including maintenance and financing to provide a comprehensive customer service across its energy solutions.

INTERNATIONAL ADVANTAGE Senegal is a strategic location when it comes to international connectivity.

Its capital of Dakar is approximately 6,000 kilometres from many major continental cities, such as New York, London, Paris, Rio, and Cape Town, providing the Senegalese city the advantage of direct connection to multiple hubs of trade and industry.

Africa Outlook: How did you come to work in the technology sphere?

Alexis Madrange, CEO: “Science and technology have always been part of my journey.

“After graduating in Energy and Environment at the “Ecole Centrale de Nantes”, I discovered the African market by working for two years in Côte d’Ivoire within the mining and construction equipment industry.

“Attracted by innovation, I joined a leading French multinational technology consulting and engineering company where I learned a lot on business development in the most advanced technologies. In 2005, mixing my experience in African industry with my business development expertise, I set up a contact centre in Senegal specialising in business-to-business (B2B) marketing campaigns. After four happy years in Senegal, the 2008 financial crisis led to us closing the company and I realised that talented people were one of the most important assets a company could have.

INFOSEC In an ultraconnected world, where the slightest loss of data, the slightest production stoppage, the slightest interruption of connection, results in heavy financial loss, INFOSEC UPS SYSTEM, one of the leading European manufacturers of control and protection systems energy, has been offering complete solutions for domestic and professional environments for more than 30 years.

The INFOSEC UPS SYSTEM brand is now represented in more than 100 countries around the world through its 3 distribution networks specializing in electricity, IT and mass distribution. Its Research and Development division as well as its head office, based in France, are constantly attentive to market trends in order to design and provide its customers with products benefiting from the best technologies in terms of electrical protection.

Also present throughout the African continent since its origin, INFOSEC UPS SYSTEM has created a strong link with its partners, through the recognized quality of its products and solutions, its innovation and the quality of its services in all sectors: Home / Small Office, Business Networks, Industry, Data Centers and Facilities, and Access Provider Networks.

INFOSEC UPS SYSTEM has also been able to develop, in close collaboration with the CFAO teams, a protection solution with the E4 Evo II + HD inverter, an optimal protection solution, dedicated to the specific features of Otis Regen Drive asencers.

“I decided to stay and work in Africa, first in Chad and then in Ghana, where I later set up a new division for CFAO group - CFAO Equipment. And from there I moved into the position I have today. I feel incredibly lucky to have been leading CFAO Technology & Energy for the past three years.” www.infosec-ups.com

88 | Africa Outlook issue 91

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CFAO TECHNOLOGY & ENERGY Consequently, this also makes Dakar part of a very competitive and growing technology market.

“If Kenya is the Eastern Gate to Africa, Senegal is one to Western Africa,” Madrange elaborates. “Being based in Dakar has given my team the possibility to work closely with start-ups; the African digital players who are transforming the economy by leveraging transaction platforms such as financial services, drones, next mobility, and access to energy.

“In this space we are challenged every day to build the right added value infrastructures and services for competitive prices, and with the strong support of our partners, we have the local skilled tech teams to achieve that goal. CFAO Technology & Energy invests a substantial amount of time each year into training and upskilling its technical teams.”

According to Madrange, Africa’s digital and energy transition is a primary reason as to why the company changed its division headquarters from Sevres, France, to Dakar. The players, decision-makers

and entrepreneurs within the space are rooted in Africa, and this local presence provides CFAO Technology & Energy, as well as the wider technology industry, with an innovative environment in which to develop new pan-African value chains.

CFAO Technology & Energy’s current strategic position in Africa is a part of the company’s aim to collaborate with its clients and create solutions while also being able to offer unified and dedicated support across its continental services.

DIGITALISATION AND DATA CENTRES CFAO Technology & Energy commits itself to contributing to the energy transition within Africa by proposing very simple and effective renewable energy solutions for commercial and industrial companies. Last year, CFAO Technology & Energy equipped three companies in Senegal, and one in Cameroon, with 700 kilowatts-peak (kWp) photovoltaic (PV) plants, as Madrange elaborates.

“We can either rent or sell the plants,

BEHIND CFAO For CFAO Technology & Energy, company success comes down to its people and software. The company requires talented employees to dream up and prototype the new business models, as well as teach the skills necessary to select and integrate the software into platforms that will run them.

“As our industry is very innovative and highly competitive, our teams are keen on support and skills development,” Madrange says. “Our middle managers make a real difference for both our staff and customers, and our resource planners are continuously engaged in the development of our resource capabilities and optimising the allocation of resources.

“And of course, our customer service delivery managers are key in the management of our field technicians, who ensure the high quality of delivery in our services.”

For CFAO Technology & Energy, the expertise, experience and management of its various teams are what drives the company to its panAfrican success.

90 | Africa Outlook issue 91

DEVEA SAS DEVEA, undisputed leader in the distribution of computer hardware in Africa, direct partner of the world’s largest manufacturers (XEROX - HPE - HP - ACER - EATON - ASUS - EPSON - LEXMARK - CANON - KASPERSKY), to name but a few.

DEVEA supplies the African market with more than 300,000 references, spread over more than a hundred brands, to offer the best of IT to its employees throughout the continent.

DEVEA wants to be an unstoppable solution at the service of an Africa that evolves, a strength that is reflected through the skills that compose it, a young, dynamic, multicultural team, of different nationalities, aligned especially to satisfy its network composed of more than 3700 resellers, a position of leader in the distribution of IT products in Africa perfectly assumed.

www.devea.com

and these companies who make use of the PV plants make substantial savings and huge CO2 emission reductions,” he says. Moreover, as we monitor the consumption, we help our customers contribute to a decarbonated growth.

Step by step, everyone will contribute to a sustainable growth with Africa, for Africa!”

Prior to this, in 2019, CFAO collaborated with Toyota Tsusho Groups on an initiative alongside Mobility54; mobility-dedicated corporate venture capital (CVC) in Africa. Mobility54 is currently investing in partnerships with innovative technology companies to revolutionise the mobility industry of the continent. Its mission is to contribute to solving Africa’s social and industrial challenges.

“It is a win-win synergy where the Group is providing its pan-African network and ground expertise to our partners,” Madrange explains. “On the CFAO side, we provide the added value of offering African start-ups

TECHNOLOGY

DISTRIBUTION • • • • • • • • • • • • • • • • • • • • •

19-27 rue des huleux 93240 Stains Ile de France - France

DIGITALISATION AND DATA CENTRES CFAO Technology & Energy partners with leading original equipment manufacturers (OEMs) and the best distributors in the region.

Over the years, the company has built a unique partner ecosystem in the areas of advanced technologies, such as software, hardware, cloud and consulting. CFAO Technology & Energy’s customers look for dependable innovation and the reliable delivery of services and solutions. These partnerships are a very strong assurance for the company’s customers.

Bénin Burkina-Faso Cameroun Cap-Vert Centrafrique Comores Congo Rd Congo Côte d’lvoire Djibouti Gabon Guinée Guinée-Bissau Guinée Équatoriale Mali Madagascar Mauritanie Niger Sénégal Tchad Togo

+33 1 49 21 96 50 contact@devea.com www.devea.com

solutions in the face of scale-up difficulties.

“An example of this is cybersecurity; a substantial necessity to these startups, and one of our primary areas of expertise. We have already started to run security audits, PenTests, GDPR regulations, and cloud orchestration for them. For each software problem or issue, we can find our clients fitting solutions from our large portfolio of partnerships.”

CFAO Technology & Energy acts as an enabler for such start-up businesses in Africa. The company’s role is to help address its pan-African customers, and another way of doing so is building data centres.

“Our teams have a unique experience in engineering, procurement, project management, construction, testing and commissioning, operations and maintenance of tier three, threeplus and four data centres,” Madrange informs us. “We have been doing this for major telco operators, banks and

governments for the past ten years.

These data centres are essential assets for the development of the digital ecosystem in Africa.”

Moving ahead into the decade, CFAO Technology & Energy’s top priority is to invest in its own digitalisation and energy transition in order to guide the way for such a developing digital ecosystem within the continent.

Alongside this, the company is in the process of defining its decarbonisation path to lead a progressive future as industry’s preferred service partner for infrastructure development and management across Africa, for Africa.

CFAO TECHNOLOGY & ENERGY Tel: 00 (221) 33 869 89 00 marketing.techno@cfao.com www.cfaogroup.com

Africa Outlook issue 91 | 91

ADAPT IT | TELECOMS SOUTH AFRICA

92 | Africa Outlook issue 91

TECHNOLOGY

DEMAND AND EVOLUTION “Mobility is the key, and it is what’s driving this particular industry”; Steven Sutherland, Divisional Executive of Adapt IT | Telecoms South Africa, discusses the company’s solutions within the ever-changing telecommunications space Writer: Marcus Kääpä | Project Manager: Lewis Bush

Every day is a new is made up of a number of day in the telecoms divisions, each focusing industry - it’s always and specialising on a evolving, always exciting.” clearly identified market The words of Steven segment of which Sutherland, Divisional telecoms is only one, with Executive of Adapt IT | education, hospitality, Telecoms South Africa, financial services, and sums up the vibrancy of the manufacturing making country’s current technology up some of the others sector. and hence the group Sutherland stands as one being referred to as being of the divisional executives of ‘vertically specialised’.” the company at the forefront The telecoms division is Steven Sutherland, Divisional of South African telecommuone of Adapt IT Holdings’ Executive nications. The South African principle divisions, which entity is the home-based head office for creates advanced telecommunications the broader Adapt IT Holdings Limited software solutions that understand, group; an organisation that provides enhance and anticipate business needs leading specialised software and digitally across multiple sectors. The division led business solutions that assist clients provides advanced telecommunications across targeted industries to achieve technology solutions that can be more by improving their customer expeadapted and utilised across an array rience, core business operations, business of sectors spanning the likes of mobile administration, enterprise resource plannetwork operators (MNO), mobile virtual ning and public service delivery. network operators (MVNO), internet “Adapt IT Holdings is a vertical service providers (ISP), to governments, specialised software development authorities and law enforcement, with group,” Sutherland says. “The company the aim of enhancing competitiveness,

Africa Outlook issue 91 | 93

ADAPT IT | TELECOMS SOUTH AFRICA increasing efficiency, and driving business growth.

“Telecommunications is a fairly broad field,” Sutherland reflects. “Our specialty and focus is largely within the ‘mobile network operator’ space, with around 80 percent of our activity being concentrated into this area.

Although we principally operate B2B, we also expand to B2C where we provide network operators technical solutions which they in turn offer and use

to support their end-user customers.

“In light of this, we have structured our telecoms solution suite to mimic the vertically aligned operational areas found within a mobile network operator so that when they look to us, and the various solutions and services we offer, the operators are met by an almost mirrored environment, showing amongst other things that we understand and can meet their requirements.”

“WE CREATE ADVANCED TELECOMMUNICATIONS SOFTWARE SOLUTIONS THAT UNDERSTAND, ENHANCE AND ANTICIPATE BUSINESS NEEDS ACROSS MULTIPLE SECTORS” – STEVEN SUTHERLAND, DIVISIONAL EXECUTIVE, ADAPT IT | TELECOMS SOUTH AFRICA

FROM INTEREST TO INDUSTRY For Steven Sutherland, a lifelong curiosity in technology led him into this sector.

“I very much dabbled in technology, electronics and other related areas as part of my hobbies when I was at school,” he recalls. “It led me to study at a technical school, and this in turn paved my transition into the technical sphere.”

Sutherland began his professional career working in South Africa for what was then known as the Department of Post and Telecommunications.

Following this, he worked for Plessy Telumat, Dimension Data and MiX Telematics where he went from telecommunications into telematics; two fields that complemented one another and helped develop his experience in the wider technology and communications sector.

From here, and for around the past five years, Sutherland has proudly worked for Adapt IT Holdings, firstly in the capacity of General Manager, and then having risen to the executive position he holds today.

“What keeps a person in this particular space is the fact that it is never the same,” Sutherland explains. “It is constantly changing and it’s probably one of the few sectors where the technology has to evolve continuously simply to keep up with the demands coming from end-users.

“It has been an exciting space ever since I started and continues to be into the present - it keeps you on your toes all the time.”

Ornecy Ornecy is bringing the power of cloud to every business no matter where in the world it may be situated.

We provide global systems in any language, for the global community.

As a strong player that provides Cloud Payroll and Human Resources applications, Ornecy has been a trusted brand over the years, enabling our clients to digitally manage their workforce and business processes.

Some of our Modules are but not limited to the following: Employee Self Service, Manager Self Service, Organisation Charts, e-Recruitment, Personnel Data, e-Documents, Leave, Performance Management, Employee Development, Health & Safety, Compensation & Benefits, Learning Management, e-Policies, Employee Relations etc.

In our system, we have built strong analytic tools that help Entrepreneurs, Executives, Managers to be able to make real time decisions based on the live data stored within the system. Information summary can be viewed in various forms including dashboards. Our system is accessible through any communication device such as smartphones, tablets, laptops, computers etc.

Since the breakout of COVID-19, it has become even more critical for every forward-looking business to digitize operations in a world where remote working has become the norm.

Further to remote working, Data has become the world’s most valuable commodity. A Business’ ability to remain competitive depends heavily on its Data Intelligence capabilities.

Ornecy helps organizations in this regard, to process, analyse, visualise, interpret and make critical business decisions swiftly and with ease.

Through our partnership with AdaptIT, we continue to deliver high end systems to clients, at scale. Not only do we deliver the systems, but we also provide the necessary Project Management and support for a successful delivery, and for our clients’ peace of mind.

www.ornecy.com

94 | Africa Outlook issue 91

Ornecy is a Software As A Service (SAAS) Company, providing; • Payroll • Human Resources • Business Cloud Applications

Through Microsoft Azure and strategic partnerships with AdaptIT, we are able to deliver world class solutions with Ornecy (Pty) Ltd speed, at any scale.

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Payroll | Human Resources | Custom Applications

Richard Moumakwe CEO

Hombisa Mbokotho COO

Running on Microsoft Azure

Lerato Moumakwe NED

Lita Mbokotho Chairman

ADAPT IT | TELECOMS SOUTH AFRICA “On the one side we offer KYC (know-your-customer) or authentication through our full function customer experience, self-service or a self-care platform, and supporting this platform are our numerous “NextGen VAS” offerings which are tightly integrated into the core network via our services middleware, supporting such functionality as USSD, SMSC, Bulk Messaging, SMS Firewall, to mention a few.

“We monitor, manage and report on all of these critical systems through our all-encompassing telecoms grade “advanced analytics” platform that allows the network operators to view their business through a “single pane of glass”,” Sutherland tells us. “In this way they can access analytical information, and things like revenue assurance, churn prediction, ARPU, ASPU and do trend prediction, clearly

COLLABORATION IN THE FIELD With so many specialisations within the technology and telecommunications sector Adapt IT | Telecoms holds its multiple business partnerships in very high regard, and through its consistent solution provision for clients, the company formulates key relationships with customers, collaborating with varying businesses to answer customer needs and demands.

“We are able to answer our customers’ immediate needs and requirements as well as support them through the many changes that they find necessary in order for them to stay ahead of their competitors and in line with their customers’ demands,” Sutherland explains. “The whole reason for the existence of some of our products, features and/or solutions owes itself to these requirements from the industry.”

Adapt IT | Telecoms makes sure that it creates and maintains proper partnerships that can deliver these agile and often changing solutions, and that also bring mutual benefits to both parties ensuring that collaboration remains for the duration of the relationship. For Adapt IT | Telecoms, these partnerships are a large part of the company’s success.

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and easily. Our 20 years of experience in the field of telecoms analytics supports critical business decisions based on data that is both accurate and complete.”

In his position as Divisional Executive, Sutherland ensures that Adapt IT | Telecoms focuses on these key elements that are critical to network operators, helping them manage their systems for the betterment of the companies and their end-user customer experience.

UNIQUE OPERATION From what started as a division with a single product during its establishment in late 2016, Adapt IT | Telecoms has grown and evolved from a specialist in customer experience, to a provider of multiple solutions for varying companies and operators that sets itself apart within the telecommunications space.

“Shortly after the beginning, we noticed that the focus and needs of mobile network operators change on a daily basis and are also driven by demand,” Sutherland explains.

“This is where Adapt IT | Telecoms comes in as a standout services and solutions provider - we tap into and focus on the needs of these operators at the applicable time, answer their demands, and we don’t lose sight of them if their needs shift between alternative areas in the space.”

On top of this agility, Adapt IT | Telecoms addresses the gradual nature of evolving telecommunication software solutions throughout Africa.

“Within the African telecoms environment, there are varying levels of forward migration,” Sutherland elaborates. “In many areas of the world everyone is moving forward at a similar pace, for example from 3G to 4G and 4G to 5G. During this process network operators move ahead and shed technology to make way for advances, leaving older systems behind.

“However, in many areas across Africa, when there is a transition,

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“A PROJECT IS THE BEGINNING OF A LONG JOURNEY THAT WE WALK WITH OUR CUSTOMERS” – STEVEN SUTHERLAND, DIVISIONAL EXECUTIVE, ADAPT IT | TELECOMS SOUTH AFRICA LONG-TERM VALUE

older technology and systems become more affordable and remains popular.”

And because of this, Adapt IT | Telecoms ensures that it builds its solutions with this gradual migration in mind, and makes sure that it not only caters to the leading edge of technology, but also the lagging

edge; so that it can provide software solutions for the many.

This encompassing agility, acknowledgement of a gradual continental shift in technological advancement, and focus on the needs of its customer base can be seen in the nature of Adapt IT | Telecoms’ relationships with its clientele.

For the company, no one customer is temporary. Adapt IT | Telecoms prides itself on entering agreements with customers that span years of product evolution through ongoing innovation and constant development all consistently supported and ensuring that each client is looked after as we take this journey together.

“Partnerships, roadmaps, and journeys; it is a legacy of collaboration that we promote above all,” Africa Outlook issue 91 | 97

ADAPT IT | TELECOMS SOUTH AFRICA Sutherland assures us. “We have relationships with our customers for many years, anything from six, seven, or 10 years and beyond, so for us a project never has a start or finish - a project is the beginning of a long journey that we walk with our customers.

“This doesn’t only take into account our customers based in Africa.

Adapt IT, although based in and proudly South African, has held a 20-year relationship with Australian telecommunications company Telstra, and so we are working all over the globe in multiple different markets of varying regions.”

For Sutherland and the division, these are positive, productive and

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long-term valuable relationships that allow the company to do what it does best - provide and maintain the consistent delivery of the most advanced telecommunications software solutions to enhance business needs.

INVESTING FOR THE FUTURE Just as Adapt IT | Telecoms consistently provides the latest solutions for its customers, it is of critical importance that the company itself keeps up with the most advanced technology and software in the telecommunications space.

Within the digital sphere, cloudbased solutions have been a mainstream and necessary element

of individual and organisational operations for many years. Sutherland elaborates on its importance for Adapt IT | Telecoms and the company’s engagement with its customers.

“It’s all about accessibility. For our software to benefit our clients, whether they are the mobile network operators or by association their customers, this aspect is key,” he explains further. “The more accessible our software platforms are, the more customers we can serve, and cloudbasing their technology is definitely the way to do that. It also allows us to maintain a single cloud-based platform that assists and supports multiple customers as opposed

TECHNOLOGY

to helping them separately, thus providing economies of scale which further assist with the consistent downward cost pressure being faced in this market segment.

“One of the challenges within the mobile network operator space is that their end-user customers are continually demanding more and wanting to pay less - simply put; they are always looking for cost efficiencies.”

Adapt IT | Telecoms assists the network operators in driving down costs through the use of such cloud-based technology through streamlining processes and maintaining a single cloudbased platform rather than multiple disconnected platforms. This allows the operators to assist multiple customers more easily and therefore increase efficiency, quality service and revenue.

“INNOVATIVE SOLUTIONS THAT ENHANCE BUSINESS EFFICIENCY AND GROWTH” – STEVEN SUTHERLAND, DIVISIONAL EXECUTIVE, ADAPT IT | TELECOMS SOUTH AFRICA Alongside the vital need to utilise the latest and best software and methods internally and externally, Adapt IT | Telecoms is very much aware that company growth requires its own means of facilitation.

“Sometimes the biggest challenge for a business is its ability to scale,” Sutherland explains to us. “Most companies focus on having the “sharpest pencil”, that is to say the best software, and the greatest

technology with the most features, but not as much focus is placed on scalability and support which is vital to such growth.

This scalability is key for the company at present and in the years ahead. Providing advanced telecommunications software solutions to clients across Africa, it is worth keeping an eye on Adapt IT | Telecoms and its continuing efforts spearheading the forefront of the continent’s telecommunications space.

ADAPT IT SOUTH AFRICA Phone: +27 (0) 10 494 2893 www.telecoms.adaptit.tech.com

Africa Outlook issue 91 | 99

ARNOT OPCO

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MINING

B

roadly speaking, the mining industry in Africa is gigantic.

The continent is a major producer of several minerals, such as gold, diamond, iron ore, copper, and bauxite, from a number of rich reserves spanning multiple countries.

Thanks to its station as the second largest continent, encompassing approximately 11.7 million miles of land and consequently a large quantity of resources (accounting for around 30 percent of global reserves), mineral mining industry is in fact the largest on the globe.

Mining remains key to the economic growth of many countries, and within the continent, the Democratic Republic of Congo (DRC), Namibia, Zimbabwe, and South Africa, stand as hosting the largest mining production industries above all others.

COMMUNITY

COAL

With people-centric values at the heart of its operations, we speak to Bontle Aphane, CEO of Arnot OpCo, about the company and its historic establishment as the first community-owned coal mine in South Africa

Writer: Marcus Kääpä | Project Manager: Joshua Mann

Africa Outlook issue 91 | 101

ISO 9001 certified

16 years of experience Offers a comprehensive range of services to mines, power stations, government agencies and corporate clients across SA and neighbouring countries PRODUCTS & SERVICES INDUSTRIAL CLEANING, ENGINEERING & MAINTENANCE, DESIGN & MANUFACTURE, PURIFICATION,

CIVIL ENGINEERING & CONSTRUCTION, PLANT HIRE.

+27 (0)12 6641614 | info@mmakgogegroup.com

ARNOT OPCO Within South Africa, the mining sector remains one of the world’s largest producers of many resources (chrome, platinum and manganese to name a few), as well as being within the top five largest exporters of coal as of 2020. In the country’s coal mining space, open-pit mining accounts for around 50 percent of all operations, with the other half being subterranean, owned and operated by various coal mining companies.

SOUTH AFRICAN MINING: A HISTORY Due to its subtropical climate and varying topography, South Africa has always been a country rich with natural resources. In fact, the growth of the nation’s early economy in part stemmed from the discovery of diamond and gold reserves, such as those in the northeast region of Cape Town and were of such importance that the annexation of these resource-rich areas factored towards the First Boer War, leading to South African independence at a later date.

At present, despite South Africa’s diamond and gold mines having waned proportionally in the industry from the late 1800s, the nation still has an abundance of alternative resources that are used both internally and exported throughout Africa and overseas. Coal is a prime example of this, and it not only makes up a substantial amount of the nation’s mineral exports, but also provides the large majority of South Africa’s energy needs.

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Arnot Coal Mine was transferred under the new ownership and management of Arnot OpCo (Pty) Ltd in 2019

ARNOT OPCO Previously owned by Exxaro - one of the leviathans of South African coal mining - Arnot OpCo stands as a unique player within the space.

The Arnot Coal Mine, located in Middelburg, Mpumalanga Province, with reserves amounting to 192 million tonnes of coking coal; one of the largest coal reserves in Africa and the world, was transferred under the new ownership and management of Arnot OpCo (Pty) Ltd in 2019. At present, 1,038 retrenched employees now hold a stake in the Arnot Colliery, and the mine is driven towards the future of holistic sustainability within the mining industry.

“Arnot OpCo is a coal mining company with one of the best remaining ore bodies in the country,” Bontle Aphane, CEO of the company, explains. “The quality of our ore body enables us to produce multi products

that can be sold to both the domestic and the export market.

“Our transport infrastructure (rail and conveyor belt) gives us a significant competitive advantage from a pricing point of view in the market. We sit in a unique position in that we can compete with the majors from an infrastructure and multi-product point of view, and at the same time compete with the juniors from a cost production point of view.

Our lean and flat organisational structure allows us to be agile from a decision-making perspective, which is extremely important for cost control.”

The Arnot Coal Mine, the years-long coal supplier to the nearby Arnot Power Plant, resumed operations in 2020, following the closure of the mine in 2015 after a coal supply agreement with Eskom expired. With the expertise surrounding the colliery now coming from the recognised mining company Wescoal Holdings, the Arnot Coal Mine broke new ground in the South African mining industry when 50 percent of the mine’s ownership was transferred to former employees on Workers’ Day 2019.

M

makgoge Group is a woman-owned sole proprietary that was established in 2005. The company offers a comprehensive range of services under one unifying umbrella. The company’s head office is situated in Centurion, with branches in Rustenburg, Witbank, Gauteng, Lephalale and Free State.

Mmakgoge Group offers a 24/7 service to it’s clients across South Africa as well as neighbouring African countries, following a zero tolerance approach with regards to safety, while further striving to maintain the highest standard of service to ensure optimal client satisfaction. The company is run based on a foundation of faith, with the values of integrity, dignity and honesty at the core of its operations. We also value diverse cultures and respect each other’s differences.

Our mission is to establish and maintain the company as a leader in the construction, logistics and industrial cleaning and engineering sectors. The products and services we offer are as follows:

INDUSTRIAL CLEANING • Plant cleaning at power stations • Dam cleaning, desludging & dredging • Ponds (oil & water) cleaning • Mechanical maintenance

ENGINEERING & MAINTENANCE • Power Stations & Mines plant maintenance • Conveyor Structure installation & maintenance • Conveyor belt maintenance • Pumps & valve refurbishment • HVAC, boilers, turbine, dust plant, electrostatic precipitators, smelters, furnaces • Water treatment plant • Cooling Towers • HP heaters & condenser tubes • Fire systems

DESIGN & MANUFACTURE • RO and water treatment plants • Ion Exchange processes • Design, manufacture & commissioning of chutes, ash hoppers and bunkers • Dust handling plant • Activated sludge processes

CIVIL ENGINEERING & CONSTRUCTION

PURIFICATION • Water treatment • Mining activities • Operation of plants • Industrial effluent processes • Solar powered plants

• Building works for schools, office blocks, commercial and industrial buildings • Lining of dams • Maintenance of roads • Earthworks • Storm water and drainage system • Refurbishment of schools, hospitals

PLANT HIRE • Vacuum trucks • Skid steers • Front-end loaders • Pumps • High pressure machines

Some of our previous projects completed include the construction of RDP houses in Gauteng, boiler repairs and maintenance as well as maintenance, repairs and servicing of HVAC systems for the Free State department of Health. We also worked on the construction of a multi-storey building for Garankuwa Nursing College, oil purification services at Eskom power stations as well as construction of sewer and stormwater reticulation and roads for Gauteng department of Human Settlements. We also run an engineering workshop that handles structural work and pipe fittings, replacements and fabrications.

Mmakgoge Group is a level 1 Generic BBBEE company Mmakgoge Group is a level 9MEPE, 9GBPE and 8CE with CIDB Mmakgoge Group is ISO 9001 certified

T +27 (0)12 664161

|

E info@mmakgogegroup.com

|

www.mmakgogegroup.com

ARNOT OPCO UNIQUE IN THE INDUSTRY For the first time in the history of South Africa, a mine is owned by its former employees and community.

Arnot OpCo have a shared value model in terms of integrating with the community, green energy and partnerships with all other stakeholders. The company’s unique BBBEE structure allows it to have support from both government and local communities, resulting in a stable operation with little to no community and employee unrest.

“Since we took over operations in February 2020, we have not experienced any community or employee unrest, which is an achievement we are extremely proud of given the current economic climate in the country,” Aphane elaborates.

“At the moment, nothing is as normal.

With COVID-19, the pandemic has had a significant impact on businesses, the economy and healthcare at large.

With this came significant challenges not only for the mining industry, but a lot of closures of retail, transport companies and lots of retrenchments happened because of this.

“It is now more critical for entrepreneurs to create opportunities to help the government create jobs.

It gives me pride to be where we are today as a company - we chose to transform and participate actively in the ownership of the sector we operate in. A major obstacle for junior mining companies in South Africa, is the issue of raising finance. Funders see you for what you do not have rather than for what you have to offer which is the drive to succeed. We can fix our issues if we do not give up – if we work together and push ahead.”

This notion of collaboration runs deep in Arnot OpCo, and alongside this, the health and wellbeing of people associated is a core aspect of the company. Arnot OpCo is

Ritluka Current projects Underground projects – Ritluka has been at Exxaro’s Underground Coal Mine for over three years, providing excellent and valuable services.

These services have included the following : Roof and Pillar Support; Belt Maintenance; Road Building and Maintenance; Dyke Drilling and Blasting; and Contract Mining.

CSI Projects Ritluka prides itself on the uplifting of the communities in which it operates.

Late last year Ritluka participated in the donations of sewing machines and car washing equipments to a local sewing company and local car wash.

RUWO is a women’s organisation that takes care of all local elderly women in Thubelihle. Ritluka has joined forces with the organisation to help uplift the most vulnerable.

BONTLE APHANE CAREER AT A GLANCE Bontle Aphane began her career at Exxaro as a graduate in electrical engineering. She was introduced to the coal mining industry as a student as part of the Exxaro bursary programme, and upon completion of the programme, she registered as a professional engineer with the Engineering Council of South Africa, as well as completed her Government Certificate of Competence for Mines.

Throughout her career, Aphane has worked in mining operations managing various day-to-day activities in order to meet production and cost targets, as well as having worked in project management, where she managed single to multi-disciplinary engineering projects.

In 2016, Aphane embarked on an entrepreneurial journey, together with some of her previous colleagues, to work towards the reopening of the Arnot Mine. It was through this process that she is now the CEO of Arnot OpCo, overseeing the commissioning of the entire mining operation, and of course, the company’s future growth and success. www.ritluka.co.za

106 | Africa Outlook issue 91

We are Ritluka Resources, a wholly black-owned company that offers a variety of mining, construction, and trading services in South Africa and neighbouring countries.

Founded in 2016 as a technical services company, we have grown to become one of the significant players in both opencast and underground coal contract mining space having just over 400 employees currently in our organisation.

Our organization is subdivided into 4 pillars:

Opencast Contract Mining

Underground Contract Mining

Technical Services

Resources and Reserves

+27 (0)13 591 0132 | info@ritluka.co.za | www.ritluka.co.za

ARNOT OPCO

“ARNOT OPCO IS A COAL MINING COMPANY WITH ONE OF THE BEST REMAINING ORE BODIES IN THE COUNTRY” - BONTLE APHANE, CEO, ARNOT OPCO committed to the health and safety of all its employees, shareholders, suppliers, their families and the community surrounding where it operates.

INDUSTRY COLLABORATION Despite the turbulence caused by the COVID-19 pandemic, Arnot OpCo remains optimistic in its operations.

The company has an upcoming Coal Supply Agreement (CSA) with Eskom, a South African electricity public utility company, that will be a longterm coal supply agreement between the two businesses intended for Arnot OpCo to provide coal for the next 10 years.

“Once this comes through, the doors are wide open for us!” Aphane affirms.

“As part of the agreement, Arnot OpCo will deliver coal to Eskom’s Arnot power station through conveyor belts.

This method of delivery will minimise costs for the both of us.”

This project is a big boost for the 108 | Africa Outlook issue 91

mining company, ex-employees, and Middelburg’s neighbouring community, where Arnot OpCo operates. As well as restarting the mine, the company made a decision to continue with the rehabilitation of the old workings, have completed the bulk of the surface rehabilitation, and are looking into reuse of the land, such as agriculture and solar plant installations. And throughout its operations, it is the people and the community that remain the core of Arnot OpCo’s focus and mission.

“I am super proud of our team, the growth that I have seen in them since we started is amazing,” Aphane says. “There’s been a level of trust, transparency and endurance since we took on this journey to re-establish the mine.

“As shareholders, our team is empowered to hold themselves accountable for the success of the business which will directly benefit them. We all want the same thing, for

Innovators Resources Taking into consideration the green technology as the future of the humanity, Innovators Resources (Pty) Ltd intends to move into the renewable energy arena as part of its long-term planning.

To enhance the above long-term objective, Innovators Resources is opened to partnership with possible industry players in green energy.

Our short terms vision is to continue into fossil energy taking into consideration all strict regulations currently in place in order to reduce the levels of emission.

Hence both Local South African and Global partners are more than welcome to move together on the path of future success into fossil and green energy technology.

paul@innovatorsresources.co.za

MINING

Quality Service Excellence Buckhamburg is a mining and engineering company that provides turnkey projects and contracts management services. Our business offerings extend to surface and underground mining-related services.

23 Ruth Street, Trichardt admin@buckhamburg.com

www.buckhamburg.com

Our mining approach uses innovation, academic and industry experience, together with the latest computer aided design and analysis tools to provide the most reliable and efficient turnkey mining solutions.

Underground Coal Mining

Surface Coal Mining

Mining Consultancy

Rehabilitation

CONTACT PERSON: PAUL KASONGO Paul Kasongo Executive chairman and CEO at IR

E-MAIL: PAUL@INNOVATORSRESOURCES.CO.ZA CONTACT NO. 083-461-6415

Innovators Resources consists of a team with combined professional skills covering Mining, Engineering, Finance, Business Improvement, Geology, Human Resources, Physical Asset Management, Procurement and Project Management.

Africa Outlook issue 91 | 109

ARNOT OPCO

ARNOT OPCO AN OVERVIEW LOCATION: Rietkuil, 43 kilometres east of Middelburg, 65 kilometres north-west of Carolina and 25 kilometres north of Hendrina along the N4 Highway, Mpumalanga Province, RSA, eastern edge of the Witbank Coalfield.

COAL RESOURCE (SAMREC COMPLIANT): 153.9 megatonnes (Mt) mineable tonnes in-situ (MTIS), with 118Mt on a measured resource category - coal resources reported inclusive of coal reserves.

COAL RESERVE (SAMREC COMPLIANT): 48.2Mt (ROM MTIS).

COAL SEAMS: Seam two lower - 97.5 percent (underground and opencast), and seam one - 2.5 percent (Opencast).

RAW ROM QUALITIES (AIR DRIED BASIS): Ash: 21.07 percent, CV: 23.89 megajoules per kilogramme (MJ/kg), inherent moisture: 3.96 percent, volatile matter content: 26.49 percent, DAFV: 33.56 percent, total sulphur content: 0.89 percent.

COMPANY VALUES: • Community involvement and investment • Green energy through sustainable processes • Partnerships between individuals • Transformation on a business and personal scale

110 | Africa Outlook issue 91

this to work and we understand that a lot of people and the community are looking up to us to make this a success.”

Arnot OpCo’s unique place as historically the first community and employee-owned operational mining company stands as a testament to its ability to maintain a peoplecentric company. The Arnot OpCo team is not only driven to succeed by their individual and collective efforts to grow and benefit from their endeavours, but they are also fuelled by the knowledge that they represent the first of a new kind of mine. This is one that turns away from corporate standardisation within the industry and towards each individual as a key part of its function as well as ownership; a refreshing new take on a mining operation.

For Arnot OpCo and the people that make it work, this personal stake and leadership, as well as communal environment, collectively brings to the fore

TLG Commercial Sourcing Arnot OPCO is one of those clients whereby we created a bespoke SCM operation which continues till this day to drive the attainment of the mines objectives of being a low-cost producer whilst staying true to its founding value of being an employee run and employee empowering mine.

Make TLG your partner of choice, our unique Procurement and Supply Chain Management approach to consulting ensures value realisation for our clients.

Visit our website to find out more in regards to our value proposition and what we can do for you.

www.tlgsourcing.co.za

MINING

Business Trading Hours Monday - Thursday 08:00 - 16:30 Friday - 08:00 -15:00 Saturday - Closed Sunday - Closed

“Consultants a fruitless waste” Sabelo Skiti, M&G Data Desk 28 Jun 2019 The Auditor General in South Africa has noted how South African Municipalities continue to spend more money on consultants whilst there is little improvement to show for all these investments into consultants.

Since its formation in 2012 TLG Commercial Sourcing and Consultancy Service (Pty) Ltd has set its self a goal of doing consultancy different, we get paid on value delivered. We are a client centric firm that focuses on extracting value for our clients, our model ensures that our clients have a vested interest in our survival due to the value add we provide to them.

TLG Commercial Sourcing & Consulting Services (PTY) Ltd Unit 11 & 12 Ground Floor, Block A Corobay Corner 169 Corobay Avenue, Menlyn 0181 Tel 012- 012 5139 Work Mobile 082 859 2629 Fax +27 (0)86 476 6892 Email info@tlgsourcing.co.za www.tlgsourcing.co.za

Providing Mining Solutions NRR offers the following services:

CCTV

BIOMETRICS

Offsite Monitoring | Analogue Solutions | IP Cameras | Full Site Assessment | Project Management | Site Specification & Design

Live Scan & Facial Recognition | Turnkey Solutions | Fingerprint Solutions | Access Control | Time & Attendance | Desktop Biometric Security

• Exploration management, geological modelling, geo-hydrological modelling, geotechnical services, competent person’s reports • Mine designs, production scheduling and financial analysis of mining projects • Operational reviews; productivity improvement and cost cutting initiatives • Due diligence studies to provide the seller/ buyer of a mining resource or company with an accurate indication of the value of assets to be sold or bought • Project financial evaluations • Equipment selection and fleet estimation

SECURITY

Electric Fencing | Beams | RFID | Alarm Systems | Metal Detectors | X-Ray Machines

Get in Touch +27 79 127 4122 | chi@lakatso.com | www.lakatso.co.za

• Technical partners to business rescue practitioners 4th Floor, The Firs, Cnr Bierman and Cradock Avenue, Rosebank, Johannesburg, 2196 T +27 (0)11 759 4225 | C +27 (0)73 648 9599 info@nrrmining.com | www.nrrmining.com

Africa Outlook issue 91 | 111

ARNOT OPCO

Arnot Primary School

of South African mining a company that works for the people over the organisation, while trying to do its best for the environment along the way.

A CORPORATE RESPONSIBILITY Arnot OpCo is committed to empowering and investing meaningfully in the communities it operates in. The company’s journey has helped to revive the economy of the communities surrounding the mine at a time when so many jobs had been lost.

“Arnot OpCo’s communities have experienced what happens when a mine does not operate; and they understand that they will benefit if this business works,” Aphane tells us.

“Education is where real change starts. We recently handed over additional classrooms at Arnot Colliery Primary School in Sikhululiwe Village, an informal mining settlement in the Steve Tshwete Local Municipality, Mpumalanga. We 112 | Africa Outlook issue 91

Ribbon cutting at Arnot Primary School

partnered with Exxaro in this initiative, and this project alone created 64 job opportunities for people in our communities, and 180 local children now have access to education.”

For Arnot OpCo, this represents

a significant triumph in fighting the triple threat of poverty, unemployment and inequality within the areas and communities in which it operates.

MINING

Arnot Opco staff

MOVING FORWARD Looking ahead, Arnot OpCo’s main focus will be achieving stable sustainable production from both the company’s open-pit and underground mines, at the lowest cost to production possible, at the same time as ensuring the business is resilient during unfavourable market conditions by maintaining cost control methods.

“The company will then look into how we optimise our production based on lessons learned,” Aphane

informs us. “The focus after achieving optimised stable production at a low cost of production, will be to grow the business organically. We’ve got one of the best remaining ore bodies in the country, it will be important for us to upgrade the processing plant in order to produce multiple products and maximise sales.”

On top of this, Arnot OpCo’s alternative upcoming investments include looking into the reuse of rehabilitated land in partnership with communities as part of its contribution to a cleaner

environment. For Arnot OpCo, people, the community and environmental welfare are at the forefront of its operations in the present and into the future.

Tel: +2711 065 9224 talktous@arnotopco.com www.arnotopco.com

Africa Outlook issue 91 | 113

MARCOPOLO S.A.

D

ue to the COVID-19 pandemic, both global and national industries have been hit hard by reduction in demand and the adaptation required to continue safe operations across workplaces and sites.

South African manufacturing, for example, decreased by approximately 3.5 percent in November 2020 as compared to the same time in 2019. Despite this, the beginning of 2021 has shown that many companies have adjusted to the challenges of

114 | Africa Outlook issue 91

MANUFACTURING

MANUFACTURING SINCE 1949 We take a look at Marcopolo S.A. and the company’s design, manufacture and business collaboration to supply bus bodies to the South African market Writer: Marcus Kääpä | Project Manager: Ryan Gray

Africa Outlook issue 91 | 115

ALP AFRICA PTY LTD Innovators in polymer technology

EPDM Mats – Our vast range of EPDM mats not only conforms to the aesthetical requirements but are also long lasting. This range includes various safety flooring options such as Rubber Tiles and Gym Mats in various colours and patterns. This range also consists of EPDM Underlay which is used as Acoustic barrier between floors. In addition to a variety of Door, Car & Scooter Mats, the company has a range of Mats which are blended with fibre for superior strength to suit requirements across LCV & HCVs. From Mud Flaps to Bed Mats, this blended range guarantees best quality and durability.

EPDM COLORED GRANULES Features • High Quality EPDM polymer base • ROHS Compliance • REACH Compliance • HIGHER ELASTICITY • NON-CARCINOGENIC • HALOGEN FREE

Applications • Children Play Ground Area • Athletic Track • Jogging Track • Sports flooring • Anti-Slip flooring

Aflex-ECO is a closed cell flexible elastomeric foam made from Nitrile rubber. This material has low thermal conductivity and high water vapour diffusion resistance. It is CFC/ HCFC free and dust and fiber free. It ensures energy saving in eco-friendly manner. This product meets insulation requirement in diverse fields such as the automobile, air conditioning & refrigeration industry, construction industry, pharma industry, hotels/ hospital and cold storage industry.

Elasto roof is a NBR foam insulation sheet laminated one side with highly reflective aluminium foil and other side open cell.

It reduces 95% radiant heat, minimizes condensation and reduces noise transmission.

MARCOPOLO S.A.

have remained for more than 40 years and that is where I grew up watching Marcopolo buses arrive and depart. One of my greatest childhood joys was when the bus drivers invited me to go from one city to another with them. And this is how my interest in working for one of these public transportation companies was awakened.

Africa Outlook: Can you tell us how you came to work for Marcopolo S.A.?

Lucas Gabardo, General Manager: “I was literally born into the automotive and bus industry.

“My father was an intercity bus driver during the 1970s and my parents decided to set up a business in a bus station in a small town in Brazil, where I was born. There they

118 | Africa Outlook issue 91

“At the age of 16, I started my journey as an office assistant, and it did not take long before I was back and forth driving the company’s buses. In 2011, already studying mechanical engineering, I decided to pursue a new direction and I was hired as an intern in the engineering department of Marcopolo. Later, after graduating in 2015, I could live my first international experience for the company, going to Colombia.

The following year I was appointed to be responsible for the engineering department at GBPolo, joint venture of Marcopolo in Egypt, where I

stayed for one and a half years.

“In 2017 I was appointed as the leader of a special project in the United Arab Emirates, and the year after I was assigned to lead an engineering team at Marcopolo’s Mexico unit. In 2019, back to Brazil, I became responsible for the global management system of the company, the “Marcopolo Way”.

In this area I had the opportunity to cover and interact with all the company’s departments across all the company’s operations worldwide. At the end of 2020 I was appointed to the current position, as General Manager of Marcopolo South Africa.

“Here, our mission is to transform the industry and promote the best mobility solutions for our people and we are proud to maintain a production unit. We will continue with ambitious plans to expand the brand in the continent.”

ALP AFRICA PTY LTD

ALP Africa was formally known as Glengyn (Pty) Ltd. and was trading in South Africa since 2008. ALP Africa acquired Tensile Rubber Extrusions in December 2014, which is situated in Rosslyn, Pretoria. Group’s main focus has been on the Automotive, Mass transportation, HVAC & R, Packaging, Industrial, Construction & Building sealing industry. ALP Africa is situated in Rosslyn, Pretoria next to the assembly plants of NISSAN and BMW, supplying products to various industries and customers.

Innovators in polymer technology MANUFACTURERS & IMPORTERS OF INDUSTRIAL RUBBER & NITRILE AND PLASTIC EXTRUSIONS AND MOULDING. ALP Africa is a part of ALP Group – www. alpgroup.in - Leaders in EPDM & Rubber polymer based products.

ALP group was founded in 1985 in India with a vision to become the largest manufacturer of synthetic rubber extrusion company in India.

The ALP Group has got an extended foot prints in India with global representation in South Africa, USA, Europe, Thailand, Australia and New Zealand.

The ALP Group is a USD 160 million group constituting of companies spread across the globe, with core expertise in Research, Design & Development and the manufacturing of polymer based products.

The 36 year old group has a portfolio of over 10,000 products for the global Automotive and Mass Transport sector, as an OEM and Aftermarket supplier for weather sealing systems and accessories. The global Construction & Building Industry use the groups products for weather sealing, thermal and acoustic insulation.

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• Highest quality of rubber extrusions and rubber moulded products, • Excellence in service and delivery performance, • Value-add to a variety of industries in sealing technology for a wide range of uses.

At ALP Africa we have the expertise & ability to extrude and mould a range of materials namely EPDM, SBR and NBR. We also process Nitrile Rubber for our insulation products. For special application we do look at TPE/TPR, Neoprene and PVC.

HVAC & R, Packaging and Industrial industry use the groups product extensively for insulation and sealing systems.

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The reputation of ALP Africa has been built on three pillars:

ALP AFRICA PTY LTD

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MARCOPOLO S.A. COVID-19, and even though the pandemic is still present, these businesses are moving forward with endurance during this “new normal”.

Having adapted to the new reality of the industry, and continuing to supply South Africa in the manufacturing space, is Marcopolo S.A.

MANUFACTURING QUALITY Marcopolo S.A. is a Brazilian company founded in 1949 that actively participates in the development and implementation of solutions for the collective transport of passengers

MARCOPOLO S.A. – COMPANY VALUES RESPECT AND APPRECIATION FOR PEOPLE - Marcopolo S.A. believes that the most important aspect of a company is to have committed and engaged people.

MAKE IT HAPPEN WITH EXCELLENCE - Performance with excellence is what sets the company apart.

CLIENT SATISFACTION - Marcopolo S.A. has a commitment in everything they do to result in client satisfaction.

ETHICS AND INTEGRITY – Marcopolo S.A. actions are a reflection of its words.

SUSTAINABILITY – Keeping a solid company in the present and thinking about the future is what makes Marcopolo S.A. strive forward.

TEAMWORK - Through collaboration Marcopolo S.A. can accomplish much more.

120 | Africa Outlook issue 91

in the international market. The company’s product line covers coaches, city bus, commuter and micro bus models.

Headquartered in Caxias do Sul, Brazil, Marcopolo S.A. has three production units in the country and 13 abroad, existing as one of the world’s biggest bus body builders. It continually invests in its improvement, technology and expansion, being considered a world reference in bus bodies with more than 400,000 units produced in total. Among the company’s core principles are those of teamwork and respect for its employees and associated organisations and individuals, valuing diversity and the construction of respectful professional relationships.

As a 100 percent subsidiary of Marcopolo S.A., Marcopolo South Africa Ltd (MASA) continues to replicate the group’s domestic successes in one of its key global markets.

Valeo Valeo is an automotive supplier, partner to all automakers worldwide.

As a technology company, Valeo proposes innovative products and systems that contribute to the reduction of CO2 emissions and make mobility cleaner and safer.

Within its Thermal Business Valeo has a leading position in the bus market, developing and manufacturing customized A/C and heating systems, roof hatches and smart electronic control units.

As a long term business partner of Marcopolo, a major supplier and service provider Valeo TCV has played a key role in the success of Marcopolo worldwide including Africa.

www.valeo-thermalbus.com

Picture: ©CoreDESIGN/stock.adobe.com

MANUFACTURING

We make mobility cleaner and safer Heating and climate control systems for busses. Worldwide.

For more than 60 years.

VALEO THERMAL COMMERCIAL VEHICLES SA (PTY) LTD. | PHONE +27 11 422 2720 | WWW.VALEO-THERMALBUS.COM

“MARCOPOLO S.A. ALWAYS SEEKS TO CREATE INNOVATIVE AND TRULY VALUABLE TRANSPORT SOLUTIONS FOR CUSTOMERS, PASSENGERS, COLLABORATORS AND BUSINESS PARTNERS - GENERATION 8 REPRESENTS THIS. A CONCEPT DESIGNED TO MAKE BUSES SAFER, MORE COMFORTABLE, MORE EFFICIENT AND MORE PROFITABLE, OUR GOAL WAS TO DESIGN A VEHICLE CAPABLE OF TRANSFORMING THE TRAVEL EXPERIENCE” – JAMES BELLINI, CEO, MARCOPOLO S.A.

Africa Outlook issue 91 | 121

MARCOPOLO S.A. “With factories on five continents, the vehicles produced by Marcopolo S.A. drive on the roads of over one hundred countries,” Lucas Gabardo, General Manager for MASA, tells us proudly. “The South African operation now completes its 20th anniversary and is proud to contribute to the socio-economic development of the region in which it operates, promoting investments and providing hundreds of jobs that encompass its entire supply chain. We serve mainly the right-hand drive (RHD) markets of the sub-Saharan Africa region with a complete product portfolio that meets all requirements of our customers.”

A core part of MASA’s vision is to be key providers and enablers in the sustainable mobility solutions space. The company strives to become the preferred bus body builder and manufacturer in Africa, leading with quality and an innovative product portfolio. MASA ensures

122 | Africa Outlook issue 91

“THROUGH TEAMWORK WE DELIVER PRODUCTS THAT ARE A WORLD REFERENCE IN TERMS OF DESIGN, SAFETY, QUALITY AND INNOVATION” – LUCAS GABARDO, GENERAL MANAGER, MARCOPOLO SOUTH AFRICA that at all stages of production and manufacturing there is the highest level of professional treatment as well as endeavouring to be the fastest solution provider on the market.

“What differentiates us from our competitors is our people,” Gabardo says. “We have passion for what we do, and our values are our motivators.

We always operate with excellence to exceed the expectations of our customers. Through teamwork we deliver products that are a world reference in terms of design, safety, quality and innovation. The ethics and integrity of each one of our collaborators allows us to have the

confidence of our customers and partners.

“When we talk about our products, it is essential to remember that Marcopolo S.A., and each of its subsidiaries, tests extensively all the vehicles that go to market. With a team of approximately 300 engineers, durability, safety and reliability tests are conducted and have top priority.

We invest heavily in technology and innovation driven by our vision to be protagonist in mobility solutions in a sustainable way.”

NEXT GENERATION The consistency of testing and

MANUFACTURING

safety, as well as the enduring highquality echoes throughout all levels of Marcopolo S.A.’s manufacturing operations around the globe, and spurs the company forward in the market. The company is currently presenting the launch of the most awaited models in the national and international intercity bus markets Generation 8.

“The new line represents a breakthrough in innovation for the brand, with unique standards of safety, comfort, connectivity, handling and ergonomics, for both the passengers and drivers,” Gabardo informs us. “Composed of the traditional models such as the Viaggio and Paradiso lines, Generation 8 was developed for the chassis models of the biggest automakers and, from August onwards, they will leave the assembly line at the Ana Rech plant, in Caxias do Sul. Initially focused on the Brazilian market, its arrival in the African continent is expected in the

The company is currently presenting the launch of the most awaited models in the national and international intercity bus markets - Generation 8

next few years.”

Generation 8 stands out in the market due to its striking appearance.

It follows the Marcopolo S.A. design DNA that values the fluidity of lines in a clean and modern design to convey a sense of streamlining and

speed. The design of the project was carefully thought out to benefit operators, drivers and passengers, and was a collaborative effort made by the design, engineering, and industrial operations teams at Marcopolo S.A. Africa Outlook issue 91 | 123

MARCOPOLO S.A. “In the South African operation we have recently finalised the delivery of a batch of 100 units Torino G7 to our customer PUTCO, one of the largest commuter operators in South Africa,” Gabardo tells us. “We at MASA are honoured to participate in this great project, and we give our special thanks to Mr. Franco Pisapia, Executive Director and Mr. Harry Makitla, Technical Executive, for their trust in the company and for guiding and supporting us during the development of this product.”

Always concerned with customer satisfaction, Marcopolo S.A. also recently launched a new model Torino S. The primary objective of this model is its ease of maintenance, and it is presently available for MercedesBenz OF1723, Scania F95, and Hino 500 bus chassis.

PARTNERSHIPS AND COLLABORATION Besides the fruitful partnerships formed with Scania and MercedesBenz, now, together with Hino Motors, the Japanese manufacturer of commercial vehicles and diesel engines belonging to the Toyota Group, MASA have signed a partnership for the development of a new model of urban bus focused on the needs of African countries.

The goal is to expand the presence of both companies in the region with more robust and efficient products, affordable purchase costs and a wide network of technical assistance and after-sales service.

“The partnership unites the competitive differentials of both brands,” Gabardo states. “The flexibility, market knowledge and production capacity of MASA, with the chassis technology and broad network of 65 Hino dealers present in the continent.”

The end result, the impressive Hino 500, is modern and robust with low maintenance costs and a high level of reliability and quality that MASA 124 | Africa Outlook issue 91

ensures for its customers.

This level of quality would not be possible without Marcopolo S.A.’s supply chain partners, and of course, its hard-working employees.

“It is important to be able to differentiate yourself from the competition and being aligned with your good suppliers is always a step ahead,” Gabardo elaborates.

“Strengthening relationships with suppliers also means getting to know each one’s processes and way of working better. With an open and

frank dialogue with our partners, we can better organise our production and sales chain, and consequently a positive impact on costs and customer service.

“On top of this, our team is made of people committed to doing their best. We value and respect each one of our employees, and we enhance their skills and knowledge through constant training. MASA also encourages its people to pursue better results every day and achieve company goals.”

MANUFACTURING

A HISTORY OF SERVICE Founded on August 6th, 1949, Marcopolo S.A. was born in Caxias do Sul, Brazil, with the name Nicola & Cia. Ltda. The company opened its doors with eight partners and 15 employees and was one of the first Brazilian companies to manufacture bus bodies in the industry.

Marcopolo S.A. is a reference to the development of solutions for public transport on five continents; a pan-continental link, just as the historic figure was a mercantile link between Europe and Asia in the late 1200s. The brand was consolidated by the tradition of quality and innovation of its products, designed to meet the needs of customers and the demands of the markets where it operates.

THE YEARS AHEAD For the rest of 2021, MASA is looking forward to a market upturn. The company has high hopes that an accelerated vaccine rollout will consequently lead to improved tourism and greater bus use and sales across South Africa. In line with this optimism, MASA is aiming to broaden

its export base and exploring new possibilities in the market.

“We will also be looking at new sources of revenue and diversification, focusing on the sales of parts and components and the services provided to our customers, such as refurbishment of units and accident repairs. We are also open to discuss new partnerships and business possibilities to collaborate and develop mutually beneficial relationships in the market.”

MARCOPOLO S.A. Tel: +27 11 4180800 info@marcopolo.co.za www.marcopolo.co.za

Africa Outlook issue 91 | 125

ETHANOL COMPANY LIMITED

THE SPIRIT OF TRANSFORMATION We are the pioneer producers of fuel ethanol, food grade ethanol and industrial ethanol in Malawi,” states Lusubilo Chakaniza, CEO of Ethanol Company Limited, or EthCo for short.

In Malawi, ethanol is a precious resource with the potential to combat the nation’s energy vulnerabilities, where just eight percent of the population live with access to the electricity grid, whilst further fuelling the domains of transport and cooking.

In the wake of continent-wide electrification mandates and environmental sustainability agendas, Africa is awakening to the potential of ethanol. As Chakaniza attests, “the fuel ethanol industry has largely stayed in its infancy, dormant across Africa for many years as most countries have not adopted policies to use ethanol as a petrol blend or standalone fuel, as is the case in Europe and America.”

“However, in recent years, some countries have introduced blending mandates, thereby significantly increasing the footprint from where it was 10 years ago,” she goes on to comment.

Increasingly recognised as a biofuel for transport, a higher reliance on ethanol translates to less economic vulnerability for Malawi, as a major importer of fuel. This economic vulnerability has been previously highlighted in the 1970’s, as Malawi suffered extreme oil price shocks triggering a nationwide energy crisis.

It was from this problematic context 126 | Africa Outlook issue 91

CEO of Ethanol Company Limited, Lusubilo Chakaniza, discusses diversification and increasing visibility for Malawi’s premier ethanol manufacturer Writer: Phoebe Harper | Project Manager: Ryan Gray

Lusubilo Chakaniza, CEO that EthCo was born, as the country’s first distillery to be commissioned in 1982 in response to this dilemma.

Nevertheless, challenges within the industry prevail, due to shortages and rising costs in the primary feedstock of ethanol – molasses. As such, EthCo is strategically located in close proximity to the Dwangwa Sugar Mill, and until the recent years, only operated seasonally, in alignment with the sugar milling season with ‘selling season’, running from June to December each year.

“EthCo is located on the Dwangwa

Sugar Estate in the lakeshore district of Nkhotakota, central Malawi,” Chakaniza informs us. “Our plant currently runs on a seasonal basis due to inadequacy of molasses as a critical raw material and effluent management issues during the rainy season. This enables us to use only 67 percent of our installed capacity.”

Now, with the establishment of a new sugar mill in Salima, some 140km away from the distillery, the selling season has been extended. EthCo are also able to import molasses from neighbouring Zambia to cater for supply during the lean period between January and May to help combat these challenges, however the advantages of these two sources are only temporal, since there is no guarantee of continued supply due to the supplier’s own plans for diversification and pricing dynamics.

Today, EthCo specialises in the production and sale of fuel ethanol, extra neutral alcohol, and rectified alcohol. EthCo also sell unprocessed carbon dioxide to the newly established Carbon Dioxide and Allied Products Company, in which EthCo has a 30 percent shareholding.

Chakaniza herself found her way into the industry following an academic background that led to her embarking on a career as a university lecturer in Physics and Energy, before her interest was piqued by ethanol production.

“I joined Ethanol Company as a management trainee focusing on ethanol plant optimisation and

MANUFACTURING

the control and integration of a safety, health and environmental management system. I was able to capitalise on my expertise in thermodynamics and energy management to quickly learn the chemical engineering concepts used in ethanol manufacturing,” she tells us.

“Over the years I rose through the ranks from working as a shift and safety health and environment coordinator to a process engineer,

to Production Manager and became CEO of the Company in 2014.”

Now, Chakaniza is well-positioned at the helm of the wholly Malawian owned enterprise, with a lean staff establishment of 58 employees.

Despite these challenging industrial headwinds, EthCo maintains their longevity at the forefront of this space, serving Malawi’s ethanol needs and leveraging their strategic position to streamline inbound logistics on behalf of their customers.

PREMIUM PRODUCTS EthCo specialise in a range of ethanol related products. “EthCo’s current headline product is extra neutral alcohol, a food grade ethanol that is used for liquor production,” Chakaniza explains.

“A number of beverage alcohol plants have emerged in the recent years, as the demand for liquor grows amidst a growing middle income and young population,” she observes. Despite this, EthCo remains Africa Outlook issue 91 | 127

ETHANOL COMPANY LIMITED

Raj Process Equipments And Systems Pvt. Ltd

Mr. Anilraj Vasant Pise (M.D) More than two decades of relentless, customer oriented strong approach and the continuous desire to achieve highest quality standards have enabled. Raj Process Equipments and Systems Pvt. Ltd. to attain and sustain exponential growth in all its major business lines.

responsible for Malawi’s entire supply of potable alcohol, for both the beverage and pharmaceutical industries.

EthCo’s foray into beverage production is complimented by the company’s shareholding in an associate firm that purifies and liquefies the CO2 produced from the ethanol distillery for use in the soft-drinks bottling and fire-fighting industries.

The company serve the needs of a range of markets, selling fuel ethanol to oil marketing companies

ETHCO PRODUCTS • Extra Neutral Alcohol, 96 percent Alcohol Strength • Fuel Ethanol, 99.5 percent Alcohol Strength • Rectified Alcohol, 96 percent Alcohol Strength • SafeHands™ Hand Sanitiser • SafeSurface™ Disinfectant

128 | Africa Outlook issue 91

across Malawi for blending with petrol. Unlike other conventional fuel ethanol production facilities, EthCo’s fuel ethanol is produced from the raw alcohol that is extracted during extra neutral alcohol production, the Company’s headline product.

“Extra neutral alcohol is sold to various liquor manufacturers within the country and some export customers in the Eastern and Southern Africa region. Hand sanitisers and surface disinfectants are largely sold to various corporate clients, with a small portion ending up on the retail market,” Chakaniza outlines.

“By design and according to need, the company also produces small volumes of industrial ethanol that is mainly used by the paints and plastics industry.”

As Malawi’s leading producer of multiple grades of ethanol, EthCo ensure that stringent management systems are in place to guarantee the consistent premium quality of their products. All manufacturing operations adhere to strict standards of plant operations, quality and safety, with close monitoring in place to ensure a high degree of control is maintained over production to

Raj Process Equipments and Systems Pvt Ltd. is an an ISO 9001 – 2008, ISO14001:2004, IBR,ASME U Stamp, BS OHSAS 18001:2007 certified company which was founded by Engineers as a private sector enterprise with businesses in chemical, pharmaceutical and food process equipments and turnkey solutions.

Starting as a process equipments company, Raj Process Equipments with continuous quest and urge to provide total Turnkey solutions, pursued a strategy of becoming a solution provider, as an equipment or turnkey, to Chemical, Pharmaceutical, Biochemical, Agriculture, Ceramic, Minerals, Fertilizer industries. Through continuous evaluations, evolution and up gradation of products, quality systems and infrastructure we are setting foot in unventured sectors like Refineries, Gas, Critical High Temperature &Pressure Vessels and Reactors, Bio-Diesel and Atomic Energy. Presently Raj Group’s activities span design, manufacture and erection commissioning of Distillery plants molasses and Grain Based, Detergent Powder Plant, Starch and Glucose Plant, Micro Crystalline Cellulose Powder Plant, Guar gum Plant, Zero Liquid discharge plant, Nutraceutical Powder Plant, milk Powder Plant, Herbal Extraction Plant, Thermal Desorption Plant, Food Processing plants and equipments, Dryers, Evaporators, Mixers, Allied Products, Boilers, Electrical and Automation etc. as per customer design or In-house design.

Raj Process Equipment has an international presence with exports to USA, Italy, Malaysia, Cuba, Israel, Indonesia, Qatar, Bahrain, Oman, Finland Nigeria, Uganda, Ethiopia, Kenya, Tanzania, Malawi, Zambia, South Africa, Egypt, Nepal, Bhutan, China, Bangladesh, Sri Lanka, Iraq and Ukraine and with an aggressive marketing approach to spread offices across the globe. The company’s future export business will be supported by wide marketing and distribution network with a reputation of strong customer support.

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ETHANOL COMPANY LIMITED guarantee high quality. Strict risk management and health and safety regulations are also in place to safeguard the welfare of employees.

“The system is currently externally audited and certified for ISO 9001:2015 (Quality), ISO 14001:2015 (Environment) and ISO 45001:2018 (Occupational Health and Safety).

“This enables us to ensure that our operations, processes, products and services provided comply with customer and consumer safety requirements, company requirements, applicable legal and other requirements. Further to this, we are able to provide appropriate leadership and resources for implementation and continual improvement of our processes to effectively manage both the upside risks (opportunities) and

downside risks (threats) in line with our strategy,” Chakaniza explains.

Whether in the fields of industrial chemicals, beverage alcohol, or fuel, EthCo’s longstanding supplier relationships are an integral component to enabling this commitment to quality, by fostering mutually beneficial relationships with key raw material and process chemical suppliers, equipment and spare parts providers and service providers.

As Chakaniza elaborates, “just like any other manufacturing operation, most critical to our success is meeting customer expectations in terms of committed sales volumes as well as quality of our products. This can only happen if there is no disruption in production due to inadequate raw

ETHCO – CORE VALUES EthCo’s core values are the PRICE they are committed to pay in conducting business: PEOPLE CENTRED – EthCo will treat all colleagues and partners with dignity, fairness and respect, to foster an environment where people can contribute, innovate and excel.

RESPONSIBILITY – EthCo will be accountable for their actions and will ensure the occupational health and safety of all employees and other stakeholders it safeguards. EthCo will share their success with communities and sustain the environment they operate in.

INTEGRITY – EthCo will conduct business honestly, transparently and ethically, and pledge to be open and professional in dealing with fraudulent and corrupt behaviour, either within the company or amongst stakeholders.

CUSTOMER VALUE – EthCo will strive to surpass customers’ expectations both internally and externally through efficient customer service. EthCo is therefore committed to enable their customers to excel by: creating long-term relationships, being responsive, relevant, and delivering value consistently.

EXCELLENCE – EthCo will pursue excellence through highly efficient and effective processes that will deliver products of ethanol and services of outstanding quality, subsequently rewarding good performance to employees demonstrating this value.

130 | Africa Outlook issue 91

materials and plant downtime due to lack of spare parts or poor equipment service.”

“We have in the history of our 40 years operations maintained good relations with our strategic partners, and this has resulted in successful pricing agreements to enable the creation of shared value,” she comments.

“Our transparent selection process and ethical dealing with these partners includes timely payments for the materials and services they offer, which is always an important factor to ensure continued healthy relationships.”

REFINING INNOVATION EthCo are fully committed to achieving excellence through proactively addressing customer’s needs and requirements.

This means effectively identifying and developing customised solutions in line with these varying needs.

EthCo’s latest addition to their diversified portfolio of products is indicative of the spirit of transformation and adaptation that is at the core of the company, thereby maintaining their relevance within chemical manufacturing.

“As part of its diversification strategy and in response to the global COVID-19 pandemic, the company has also introduced hand sanitiser and surface disinfectant amongst its product range,” Chakaniza explains.

This is further evidenced by the implementation of EthCo’s ‘idea system’ – a value improvement and innovation programme that is part of the company’s “growth through volumes and diversification strategy”.

“This idea-based system is critical to the successful implementation of our strategy, and we have, over the past three years been able to deliver tremendous improvements as we continually reengineer the processes for better overall performance for the business,” Chakaniza comments.

MANUFACTURING

Northworks Construction Limited

P.O Box 20044, Luwinga, Mzuzu, Malawi City of Malawi wicklynwl@gmail.com

COVID-19 RESPONSE: SAFEHANDS™ In response to the COVID-19 pandemic, EthCo made the tactical decision to introduce a high quality, yet affordable hand sanitiser.

“The combination of a highly energetic, engaged and innovative workforce and an efficient and supportive Board enabled us to formulate and introduce this product on the market within a period of two weeks from its conceptualisation.

“Branded as SafeHands™, the name derives from the way the virus is spread through touching contaminated surfaces. By using Safehands™ hand sanitiser, you are assured that your hands are safe and free from bacteria and viruses. To cater for the specific needs of the customer base that we have, we introduced three variants of the brand: SafeHands™ Premium, SafeHands™ Ukhondo, and SafeHands™ Plus.

“As a large-scale producer, our immediate goal was to get high volumes of the product on the market as quickly as possible. We have created shared value by sticking to our business-to-business concept and limited our packaging size to five-litre, 20-litre and 200-litre. While the five-litre packaging can be bought by families and corporates for decanting into small spraying dispensers for use in homes and offices respectively, SMEs have the opportunity to buy the 20-litre and 200-litre units or indeed any other bulk volume quantities for their own repackaging and selling of the product in smaller unit sizes.

“In our long-term plans, EthCo intends to introduce a gel formulation as we continue to promote the everyday culture of hand sanitisation for every person whether there is a pandemic or not. Our business concept will hence be remodelled to enable us to serve a wider range of units and formulations, in line with our strategy.” - Lusubilo Chakaniza, CEO, EthCo

Africa Outlook issue 91 | 131

ETHANOL COMPANY LIMITED “We have also recently launched a focused organisational culture programme in which our keystone habits have been defined and we believe this is critical to the enhancement of our coordinated conduct and delivery on our wildly important goal to improve the net promoter score for our business.”

This ensures that the company keeps pace with an evolving industry, allowing EthCo to venture into unchartered waters. The processes behind ethanol production have undergone significant transformation during the course of EthCo’s 40 years of operation.

Within the course of Chakaniza’s own tenure at the company, witnessing such innovations and developments has presented an “exciting journey” that she recognises as a “privilege”.

This includes the integration of new equipment and technology dedicated to plant improvement and the development of customised solutions, primarily concerning the departure in 2008 from the typical azeotropic form of distillation for fuel ethanol production, meaning that the plant was effectively revamped to a multi-effect extractive distillation unit for extra neutral alcohol production.

“The excitement in the industry revolves around the way the ethanol production technology has been improved over the years in keeping with global benchmarks and standards in production efficiencies as well as good quality, safety, health and environmental management practices.

“The fuel ethanol production process has transitioned from the traditional azeotropic techniques of dehydrating the product to a more environmentally friendly and safer molecular sieve technology.”

Today, this ongoing pace of innovation truly culminates in the development of EthCo’s new effluent treatment plant, designed to combat the challenges outlined that the industry faces.

132 | Africa Outlook issue 91

MANUFACTURING

“WE BELIEVE THAT TREATING EVERYONE WITH DIGNITY, FAIRNESS AND RESPECT WILL FOSTER AN ENVIRONMENT WHERE PEOPLE CAN CONTRIBUTE, INNOVATE AND EXCEL” - LUSUBILO CHAKANIZA, CEO, ETHCO “We have over the years, been transitioning towards covering the raw material supply gap in order to enable full capacity utilisation and the continuous run of the plant throughout the year, as well as future expansion to increase the installed capacity beyond the 18 million litres of ethanol per year which we can ably produce if we had no raw material supply and effluent management constraints.

“The effluent treatment plant is hence our first step in overcoming the low-capacity utilisation challenge, after which we will implement a backward integration strategy that will enable us to install a syrup mill that will crush sugarcane into syrup for ethanol

production, thereby supplementing the molasses that we currently use as raw material for ethanol production,” Chakaniza explains.

The plant represents EthCo’s commitment to their environmental management plan as part of their climate change and green environment initiative, whereby the effluent will be processed into organic fertiliser.

The spirit of innovation and transformation is also championed

by EthCo’s employees, who are consistently rewarded for their ideas and encouraged to think ‘outside of the box’ regardless of their role, whilst striving to aim for higher positions

within the company’s hierarchy. This is embedded into the company’s structure, with EthCo providing training and support to all staff in line with their passion and skills.

“We empower employees to implement ideas within their scope of influence, while those requiring capital budgets are escalated for consideration as part of annual operating plans.

“We recognise and reward innovation through our performance related incentive bonus scheme and other intermediary non-monetary rewards or thank you interventions,” Chakaniza tells us.

Drawing to a close, Chakaniza emphasises how increasing EthCo’s visibility is very much on the horizon, tying into the company’s wider vision of increasing turnover threefold by 2023, whilst growing stakeholder value. During the course of 2020, coinciding with the introduction of the company’s hand sanitiser product, EthCo have amplified their brand awareness with the launch of a new logo and tagline. With a fresh brand image and leading with the motto, ‘That’s the Spirit’, through this strategic move EthCo demonstrate the exciting notion of reinvention that will carry them into the future, whilst retaining the foundational qualities of a worldclass supplier of premium products.

“We will now come out of our cocoon and increase our visibility so that our stakeholders can know more about what we do and hold us accountable for our actions, thereby giving us the zeal to keep producing safe, affordable and high-quality products while improving the performance of our company.”

ETHANOL COMPANY LIMITED Tel: +265 1 295 200 ethco@ethanolmw.com www.ethanolmw.com

Africa Outlook issue 91 | 133

HLAMALANE PROJECTS

DEFENDING THE CONTINENT We take a look at Hlamalane Projects and its provision of products and services across the land, sea, air, space and digital realms in the African defence sector Written by: Marcus Kaapa | Project Manager: Ryan Gray

134 | Africa Outlook issue 91

MANUFACTURING

A

s an industry that covers a vast and diverse variety of fields, in Africa, defence is taken seriously.

Standing as a key industry player within both the civilian and military sectors of pan-African defence is Hlamalane Projects.

Established in 1978, Hlamalane Projects is developing and working towards becoming internationally recognised as a company in the development, production, servicing, marketing and offering of products and services within the defence space. Hlamalane Projects develops in-house products, as well as markets and supports commercial off-theshelf products from its OEM (original equipment manufacturer) partners in the military and security fields.

Hlamalane Projects’ range of products and services are geared towards the support of land, sea and air spaces. The company is developing one-stop shops and integrated teams of designers backed by industrial professionals who can provide responsive solutions tailored and customised to customers’ needs. With a service portfolio supported by international partners Hlamalane Projects offers the best price combination with the latest automation technologies, low-cost country manufacturing, repairs and calibration facilities as well as Africa-wide engineering support and maintenance.

PRODUCTS, SERVICES AND DIVISIONS Hlamalane Projects specialises in assisting external organisations in shaping the future of their defence systems and equipment, and offers its customers bespoke solutions, by developing and finding the best of African solutions made to solve continental challenges. Hlamalane Projects also ensures that troops and civilians alike undertake missions or evacuations using reliable equipment Africa Outlook issue 91 | 135

HLAMALANE PROJECTS

HLAMALANE PROJECTS MISSION AND VALUES MISSION To develop state-of-the art products, preserve life and upgrade traditional latent technological systems, knowledge and references in the field of homeland security and the broader defence industry.

VALUES • Innovation • Education • Quality • Ethics • Globalisation • Sustainability

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“WE ARE IMMENSELY PROUD OF OUR EXTENSIVE RANGE OF SOLUTIONS” – HLAMALANE PROJECTS tailored to their specific operation at hand, and that soldiers are protected against various threats that they could encounter in the field by welldesigned and refined products and services that suit any environment.

Hlamalane Projects is a company that is passionate about what it does, and it works tirelessly to help combat terrorism and criminal threats that may be typically faced by its customer base, consisting of the police and military, special forces, bomb squads and first responders, and other similar organisations such as private security firms.

One of Hlamalane Projects’ key service areas is the developing, upgrading, modernising and maintaining of naval, land and air weapon systems and equipment, as well as providing innovative,

high-quality sub-systems and components through its OEM partners. As a centre of excellence and long-time partner of international armed forces, Hlamalane Projects has a wealth of experience in various fields of technology – and is therefore constantly at the forefront of the defence industry.

LAND, SUPPORT, AEROSPACE Land As an African defence partner, Hlamalane Projects’ land and security division earns the trust of major governments, corporations and individuals, and has done since its establishment in 1978. This trust is only as good as the solutions Hlamalane Projects provides, and its regional experience, research and design expertise has led to the

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HLAMALANE PROJECTS development of a complete line up of proven defence solutions designed to exceed the need in the harshest conditions on Earth. Hlamalane Projects’ dedicated research and development team is also ready to design any custom configuration that customers may need.

Support Systems Various military and police bodies around the globe require a strategic partner in ensuring their mobility is unhampered, whether by the world’s most challenging conditions or mission impediments such as breakdown and equipment failure. Hlamalane Projects offers maintenance and servicing, and the company also supplies spare parts, such as tyres, and the conditional monitoring of equipment and services for mission critical hardware and equipment.

Aerospace Hlamalane Projects is the supplier, support provider and integrator of systems and components for civil and military aviation. Servicing aircraft and helicopters throughout entire vehicle life cycles, the company’s core focuses include maintenance, repair and overhaul services, upgrades, and the development, manufacturing and

HLAMALANE PROJECTS MARITIME This division distributes, supports, designs and develops naval equipment. The principal products include ship navigational equipment as well as meteorological systems, ship displays and visual landing systems.

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MANUFACTURING integration of selected systems with its local and overseas certificated air carrier under FAA Part 135 and 133, Part 145 Repair Station.

As an African third-tier supplier of aero parts to military and civilian customers, Hlamalane Projects takes pride in the relationships it is growing in the region with OEMs. The company’s activities include avionics refurbishment, retrofitting, fuelling facilities, and the servicing of parts for the military and civilian sectors.

unit is structured and designed to meet this need offering laboratory, communication electronics and infrastructure.

CYBERSECURITY

Hlamalane Projects also provides air cargo services, meaning that the company has an offering that supplies specialised cargo services tailor-made to transport high value goods and key personnel to challenging territories in Africa for humanitarian and tactical purposes.

SPACE Moving beyond the continent, and indeed the world, South Africa’s opportunity to co-host the Square Kilometre Array (SKA), an intergovernmental radio telescope project planned to be built in both Australia and South Africa, has presented commercial opportunities for the company that has led to a unit

“IN CLOSE COLLABORATION WITH OUR CUSTOMERS AND PARTNERS, WE DEVELOP THOROUGH SOLUTIONS TAILORED FOR THE CHALLENGES OF TOMORROW” – HLAMALANE PROJECTS focused on space infrastructure. This has resulted in an African continentaloriented approach to develop and market products that support this portfolio. Hlamalane Projects’

The ever-growing digital realm is not only the latest and most advanced area requiring focus from companies all over the globe, but also the field that requires the most security.

Within this space, Hlamalane Projects focuses on delivering capabilities to facilitate all aspects of cybersecurity system development lifecycles in order to support many of South Africa’s leading defence initiatives.

Software, infrastructure, and systems engineering teams focus on design, development, implementation, and support for front-end visualisations, service tier implementations, and back-end data management infrastructures (SQL and NOSQL) to enable the company’s big data systems and analytics to support various mission requirements.

Whether it be land, sea, aerospace, beyond the globe or within the digital realm, Hlamalane Projects serves as a key player across Africa’s defence sector and will continue to do so into the future.

Africa Outlook issue 91 | 139

GHANA RUBBER ESTATES LIMITED

Proudly Ghanaian Controlling 98 percent of the domestic rubber market, Ghana Rubber Estates Limited is the leading name in the Ghanaian industry Writer: Sean Galea-Pace | Project Manager: Ryan Gray

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MANUFACTURING

I

n 2020, around 12.7 million metric tonnes of natural rubber and 14.2 million metric tonnes of synthetic rubber were consumed globally.

That’s a lot of rubber.

Having been used by humans for over 1,000 years, there are two different types of rubber: natural and synthetic. Both forms have a resistance to heat, chemicals, fluid and electricity which means it is a useful material for numerous applications.

However, natural rubber’s beneficial properties outweigh the performance of synthetic rubber, while synthetic rubber is much easier to produce than natural rubber.

GREL ORIGINS Dominating Ghana’s rubber industry is Ghana Rubber Estates Limited (GREL). The company is a rubber production firm that controls rubber plantations in the country, holding 98 percent of the domestic rubber market. GREL’s processing plant produces around 15 metric tonnes dry rubber content of rubber per annum.

Rubber was first introduced to Ghana in 1898 as an ornamental tree in a botanical garden in Aburi, near Accra. In 1930, some trial plantations were undertaken in the Western region and in the 1950s the first industrial plantation was set up there via a joint venture with a Danish company. Having been born as a collaborative effort between the Government of Ghana and US-based Firestone Tyre Company, the latter built a tyre factory, while the Government of Ghana established a rubber plantation. However, in 1981, the agreement with Firestone was withdrawn and GREL became a state enterprise.

In 1988, GREL rehabilitated the first 3,000 hectares and built a new processing plant. Four years later, it formed the Rubber Outgrower Purchases Unit to purchase rubber from external growers to whom it provided technical assistance and Africa Outlook issue 91 | 141

GHANA RUBBER ESTATES LIMITED

MISSION STATEMENT • To deliver quality extension services to rubber outgrowers through advance and innovative technology by its empowered staff.

• To enable outgrowers to have a sustainable income, enjoy better living and to contribute to national development.

• To work with all stakeholders to effectively and efficiently leverage public funds to improve the living standards of rural communities.

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production inputs, before later becoming a private company in 1997.

In 1995, the first outgrower scheme called the Rubber Outgrowers’ Plantation Project (ROPP) was launched in order to increase GREL’s supply of raw material. The scheme has the support of the Government of Ghana, as well as development partners such as the French Development Agency, Germany’s Reconstruction Credit Institute, and the World Bank. The ROPP scheme includes 5,450 farmers with a total planted surface of about 21,500 hectares.

The scheme offers various benefits for the farmers and the buyer.

Farmers have access to a guaranteed market, credit, high quality seedings and training on input use and new production techniques to improve production levels. Following the adoption of improved agricultural and management practices and access to improved planting materials and efficient assistance, farmers’ yields increased from 0.8 to two tonnes.

In addition, GREL provides social infrastructure, such as school and village clinics to the neighbouring local communities.

As a result of the scheme, GREL can benefit from a steady supply of raw materials of the desired quality for its processing plant, meaning that the

unitary production cost decreased, without investing in setting up or rehabilitating plantations. The key metrics of the success of the ROPP scheme are: • Keeping a long-term business relationship made sense for farmers because they increased both the yields and the quality of the rubber produced and sold to GREL. • Farmers had an adequate cash-flow as a result of prompt payments made by GREL and sound access to finance via ADB. • GREL provided technical assistance and regular monitoring, through the collaboration of ROOA (the outgrower organisation).

In 1967, the Ghana Government undertook a joint venture with Firestone Tyre Company to take over the rubber plantation. Ultimately, this strategic partnership became Ghana Rubber Estates Limited. In 1980, GREL became state-owned when Firestone sold its shares in GREL to the Ghana Government. However, the Ghana Government entered into a financing agreement with the then Caisse Francaise de Development, now Agence Francaise de Development, to rehabilitate and manage the company’s rubber plantation and to

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GHANA RUBBER ESTATES LIMITED build a new rubber processing plant at Hapimenim.

Following the rehabilitation in 1996, the French management company, Societe Internationale d Plantation d’Hevea became the major shareholder of the company.

The Rubber Outgrower Plantations Project was initially launched in 1995. There have been three phases completed, with a fourth in progress.

PHASE ONE Launch: 1st January 1995.

Achievements • 400 outgrowers were assisted to plant 1200.28 hectares during a five-year period instead of six years.

• To date, 3,500 hectares of old plantations of individuals and co-operatives have been rehabilitated as against the target of 1,300 hectares.

• Acquisitions from outgrowers averaged 2,000 tonnes drc per annum.

• 41 kilometres of roads were rehabilitated.

PHASE TWO Launch: 14th September 2001.

Achievements • 500 outgrowers were assisted to plant 2854.65 instead of 2,800 hectares over a five-year period.

• Rehabilitation of 20 kilometres of road achieved.

• The Rubber Outgrowers and Agents Association were organised to become a major stakeholder in the rubber industry through a contract agreement with Institution and Development, a nongovernmental organisation.

• Research on outgrower fields entrusted to CIRAD. 83 trials, involving 73 outgrowers and 10 at the factory were put in place.

It was financed by AFD and Government of Ghana to the tune of €6.93 million.

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A GREL PROMISE GREL demonstrates its commitments by: COMPLYING with all legal requirements and other requirements pertaining to operations.

PRODUCING and processing high-quality granulated and crumb rubber, meeting the expectations of customers.

MAINTAINING the highest standards of health and safety for its employees, contractors and visitors through eliminating hazards and reducing occupational health and safety risks.

PROVIDING and maintaining effective routes of consultation and open channels of communication with its employees and others that are impacted by this policy.

ENSURING that environmental risks are controlled through fighting against activity related pollution involving: • Treatment of liquid effluent.

• Reasonable handling of solid waste.

• Quality improvement of atmospheric emission related to its factories.

• The reasonable use of pesticides and agro-chemicals in order to ensure environmental preservation.

• Ensuring biodiversity preservation of forests located on its sites, while contributing to the preservation of protected areas in order to maintain local biodiversity.

• Setting and periodically reviewing objectives, targets and programmes at all functional areas to drive performance.

MANUFACTURING

‘GREL ORGANISES FREE VACATION CLASSES FOR CHILDREN IN ITS OPERATIONAL AREA AND ANNUALLY GRANTS SCHOLARSHIPS TO 16 BRILLIANT BUT NEEDY CHILDREN’ PHASE THREE Launch: January 2006.

Achievements • 1,300 outgrowers assisted to plant 5887.42 hectares in Western Region.

• 500 outgrowers assisted to plant 1997.56 in Central Region.

• Cumulatively 1,800 outgrowers have been assisted to plant 7885 hectares.

The fourth phase is expected to involve 2,800 outgrowers to plant 10,700 hectares.

SOCIAL INITIATIVES GREL positively impacts the Ghanaian economy through increased output for export as well as taxes both directly and indirectly. The company currently employs 544 people, with an additional 3,149 employed by contractors. The outgrower project benefits 3,500 farm families, supports employment and improves income

Polymers Industries Limited a subsidiary of Palmers Green International Limited was incorporated in 1986. It focuses on the manufacture and supply of seedling bags, ground sheeting, food liners, trash bags as well as carrier bags and other quality Polythene Products at competitive prices to businesses all over Ghana.

CONTACT DETAILS www.polymersindustries.com info@polymersindustries.com Phone: +233 0302 312585 | Mobile: +233 0245 245525 / 024 3822274 Location: Odorkor, Behind Gloryland Hotel

levels and standards of living. As such, it is helping to reduce the urban drift and creates a source of livelihood for otherwise unemployed youths.

The company also assists the local communities in development programmes through ACLANGO (Association of Chiefs on whose land GREL operates). Some of these initiatives include the building of schools, town halls, public toilets, roads and electrification projects.

GREL is also positively impacting Ghana’s educational system and has three first-cycle schools at Tsibu, Chavene and Nsauem with a plethora of kyekyewere. GREL has also constructed various schools and nurseries for some operational areas. In addition, GREL organises free vacation classes for children in its operational area and annually grants scholarships to 16 brilliant but needy children from these communities to further their education in second cycle institutions.

THE WAY FORWARD In 2020, GREL opened a second rubber processing factory at Abura in the Ahanta West Municipality of the Western Region. The project, worth €24 million, was constructed within a year and has the potential to add value to around 75 percent of raw rubber produced by GREL for shipment to various clients within the supply chain globally. The new factory has also meant the arrival of 260 new staff, subsequently boosting the local economy substantially. The future of Ghana’s industry and for GREL looks bright.

GHANA RUBBER ESTATES LIMITED Tel: 031 2002600 / 2022079 info@grelgh.com www.grelgh.com

Africa Outlook issue 91 | 145

HAMILTONJET

Propelling into the Future Led by quality and innovation, we speak to Ben Reed, Managing Director of HamiltonJet, about the company’s varied and high-quality propulsion systems for the international boat market Writer: Marcus Kääpä | Project Manager: Ryan Gray

It is often said that we punch above our weight for a remote nation of five million people!”

For Ben Reed, Managing Director of HamiltonJet, New Zealand is an innovative nation that holds a lot of promise.

“New Zealand only represents three percent of our total market. However, it is a great example of a forward-thinking country with high-value industries and professional operators that want the benefits our technology brings,” he explains.

“It also has a reputation across the globe as a centre for marine innovation, with events like the America’s Cup showcasing how our challenging water conditions and kiwi ingenuity have bred a fighting spirit and deep competence on the water.”

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MANUFACTURING

Africa Outlook issue 91 | 147

HAMILTONJET HamiltonJet are the world’s leading manufacturer (by market share) of waterjets and vessel control systems in the commercial and military space.

FROM PAST TO PRESENT The company was founded in 1939 by New Zealand industrialist Sir William Hamilton, widely recognised as the grandfather of the modern waterjet.

Today it employs 400 people in six countries; 350 of these people are based in Christchurch, New Zealand, where all design, development, manufacturing and business functions reside, with another three regional offices totalling approximately 50 staff in Singapore, London and Seattle collectively.

These regional offices support 55 distributors across the globe with parts, sales, and service support. 97

percent of HamiltonJet’s products are exported to its various customers all over the world, and the company provides products across multiple sections of the market. These include boats such as offshore, pilot, search and rescue, fire, patrol and military, wind farm, fast ferry, fishing, recreational, and aquaculture.

QUALITY CRAFT “Our smallest jet, the HJ212 is found in small craft, upwards of five metres long. It weighs 80 kilogrammes and would usually be found in single or twin driveline form with simple cable actuated controls,” Reed elaborates.

“We then have another 17 different jet sizes, ending up with the HT1000; an 8,000-kilogramme monster that would be found in pairs or quad configuration, in oil and gas or military

WATERJETS EXPLAINED A waterjet generates propulsive thrust from the reaction created when water is forced in a rearward direction. It works in relation to Newton’s Third Law of Motion – “every action has an equal and opposite reaction.” A good example of this is the recoil felt on the shoulder when firing a rifle, or the thrust felt when holding a powerful firehose. Put simply, the discharge of a high velocity jet stream generates a reaction force in the opposite direction, which is transferred through the body of the jet unit to the craft’s hull, propelling it forward.

In a boat hull the jet unit is mounted inboard in the aft section. Water enters the jet unit intake on the bottom of the boat, at boat speed, and is accelerated through the jet unit and discharged through the transom at a high velocity. The pumping unit, which includes the impeller and stator, increases the pressure, or “head”, of the flow. This high-pressure flow is discharged at the nozzle as a high velocity jet stream. The driveshaft attaches at the coupling to turn the impeller.

Steering is achieved by changing the direction of the stream of water as it leaves the jet unit. Pointing the jet stream one way forces the stern of the boat in the opposite direction which puts the vessel into a turn.

Reverse is achieved by lowering an astern deflector (E) into the jet stream after it leaves the nozzle. This reverses the direction of the force generated by the jet stream, forward and down, to keep the boat stationary or propel it in the astern direction.

LAPP An All-round Solution that Fuels Efficiency Within Founded by Oskar and Ursula Ida Lapp in 1957, the name LAPP is synonymous with superior and innovative connection solutions and components, ranging from cable and accessories to communication technology and everything in between.

With a strong foundation as a cable manufacturer, decades of product ideation and progressive thinking have led to the creation of an all-round solution – ÖLFLEX® CONNECT, paving the way for LAPP as a global household name with a strong position in international markets such as Asia Pacific, America, and Europe.

On top of the eight high quality brands under it – ÖLFLEX®, UNITRONIC®, ETHERLINE®, HITRONIC®, EPIC®, SKINTOP®, SILVYN® and FLEXIMARK®, ÖLFLEX® CONNECT also supports customers with its custom cable assemblies, servo cable assemblies for motion application, and populated cable chain solutions, through its three distinct harnessing services that cover all connectivity needs, namely ÖLFLEX® CONNECT Cables, ÖLFLEX® CONNECT Servo and ÖLFLEX® CONNECT Chain.

For industrial applications to perform at its optimum, it needs to be powered with an infallible system within, and that is where LAPP comes in. Working from behind the scenes to bring you the highest standards of function, reliability, and service life, you may have peace of mind knowing you are getting the best, while enjoying greater time and cost savings.

As LAPP chairman Andreas Lapp says: “We provide you with the solutions for a successful future – perfectly harmonised and ready for the challenges of the digital world.”

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HAMILTONJET

Africa Outlook: What sets HamiltonJet apart from its competitors in the industry?

Ben Reed, Managing Director: “We genuinely believe that our products are the best in the industry, but I guess everyone says that whether it is true or not!

“I think the key differentiator in our customers’ eyes is the reliability and support of our systems. These are largely commercial and military operators for whom uptime is paramount. We have a reputation for bullet-proof reliability and durability, with our products often outlasting the hulls they are in. And when it comes to warranty and support, we do not quibble. If something is our fault, we fix it. And if not, we still have a ‘fix-first and ask questions later’ approach which customers love.

“The water jet industry is relatively niche in global marine terms, so the foundation for delivering this is our support network. With the highest levels of parts stocking in the industry at our regional warehouses, 55 global distributors, and some of the most experienced people in the industry, we are consistently on site with the right parts or service whilst others are left waiting.

“Our large size relative to our jet competitors and length of time in the industry are clearly factors in this. Building an ability as a newcomer or small player to be everywhere in the world at a moment’s notice would be impossible.”

applications, up to 70 metres with electronically controlled hydraulic controls.”

According to Reed, waterjets offer several advantages over alternative propulsion systems. They are efficient in their speed and manoeuvrability, and safe in the water (with no rotating appendage), as well as being suitable for shallow water areas.

“The manoeuvrability comes from the combination of a steerable nozzle and a deplorable reverse duct, which work together to give a fully vectorable thrust, 360 degrees round the jet unit,” Reed elaborates.

“As a result, they appeal to many customer types, including fast ferries, pilot boats, military, patrol, rescue, windfarm and offshore platform support, fire and ambulance boats, tourist vessels, and a small amount of higher value custom recreation builds.

“Not only do these vessels take their waterjets from HamiltonJet, but they also use our control systems, meaning the skipper is interfacing directly with HamiltonJet products (helms, levers, joysticks, displays etc) in order to pilot the craft.”

The advent of electronic controls has revolutionised the ease-of-use of these vessels and provided a ‘future ready’ platform for advancements like autonomy, driveline electrification and the general digitisation of the modern vessel. Today, HamiltonJet is still focused on waterjets and related controls, ensuring that it knows the market and minimising distraction from it.

“We think it makes us more responsive to our customers’ needs and focused on our efforts,” Reed informs us. “We also remain family owned, with a strong culture of care for our people and a commitment to remain operating from our home in Christchurch.”

INVESTING IN DEVELOPMENT Over the last five years, HamiltonJet has ramped up its investment in

150 | Africa Outlook issue 91

Norinco Norinco is a multi-faceted organisation committed to providing holistic solutions to partners, customers and stakeholders.

Originally formed in 1942 in Calcutta, India as the NORway INdia COmpany, Norinco has grown to service a range of business verticals such as Marine Equipment, Oceanographic Research & Equipment, Steel and Hydrogen.

Built on a legacy of global quality standards and impeccable work ethics, our reputation as reliable experts ensures we work with the best partners and suppliers globally.

From advisory and consultation to idea and execution, from delivery and implementation to annual maintenance, we’re present every step of the way.

Marine Equipment & Services: We bridge the gap between the OEM and the ship builder. By leveraging our global network of leading equipment manufacturers, we’re able to deliver integrated solutions. Foreign OEM’s trust us for personalised guidance in the challenging Indian market.

From hull to mast and engine room to cranes, we cover everything from concept to ship rollout and AMC’s.

Oceanographic Equipment & Research: The manufacturing, delivery and maintenance of sophisticated scientific research equipment is the core of our efforts here.

Steel: Today, we have unrivalled ties to India’s top steel producers to provide Graphite Electrodes, essential elements for Steel Furnaces. True to our form, we’ve brought the global leader and inventor of Graphite Electrodes, Graftech, to the Indian steel market.

Hydrogen: Our efforts here are driven by our representation of NEL Hydrogen, a global leader in Hydrogen production. As their exclusive India partners, we service the needs of businesses and individuals alike.

www.norinco.co.in contact@norinco.co.in

“Our legacy of nearly 80 years of operations across business verticals has been built primarily on the strength of our relationships with our partners and customers, globally. Today, we are proud to contribute to over a billion dollars worth of sales for our foreign OEM partners, who we represent in India” Nikhil Mathew, Director Norinco Pvt. Ltd. A proud, second-generation, family business owner, Mathew is extremely optimistic about the future, and with good reason. Established in 1942, Norinco has carved a niche for itself in the Indian market with a proven track record and a growing range of premium clientele. In this candid conversation, Mathew shares his thoughts on the journey so far and how he is now looking towards a future for Norinco powered by technological innovation.

Norinco has been around for some time now, how did it all start for the company?

While we are an Indian company through and through, interestingly, Norinco was founded in Kolkata back in 1942 by two Norwegian gentlemen.

Being entrepreneurial and industrious individuals, they capitalised on market opportunities and existing business ties to begin supplying paper pulp and Ferro Alloys from Norway to India. This soon expanded into supplying Ferro Alloy plants across the country.

An essential element in the production of steel, Norinco quickly became the preferred supplier for Ferro Alloys for most of India’s major steel manufacturers. Thanks to close ties with the Norwegian business community, soon enough Norinco began representing a lot of Norwegian marine technology companies, helping them create a presence and initiate sales in India. It was during these initial years my father, George Mathew, joined the leadership team at Norinco. Over the years, his contribution and responsibilities increased, ultimately resulting in his acquisition of the company itself. In fact, my father, the MD of Norinco today, has twice been knighted by the king of Norway for promoting business ties between the two countries, an honor he holds very dear to his heart.

Since then, we have worked tirelessly to create value for our partners and customers alike, expanding our operations across the country with an established presence across all major port cities in India. Today, through our representation of the world’s leading equipment manufacturers, our capabilities have grown both in range of services and depth of knowledge. From navigational equipment on board vessels to complete on board accommodation, after sales maintenance and AMC’s , we are present at every step.

Tell us about a few major milestones in Norinco’s journey Marinor India: Established as a JV between Maritime Montering AS (Marinacc), Norway and Norinco, Marinor India was founded in 2010. Upon identifying a gap in the market for state-of-the-art marine accommodation, we joined hands with a leading Norwegian

company to service the requirement. Today, Marinor India employs over 400 people, and has completed over 20 commercial vessels and is also installing accommodation onboard India’s first Indigenously built aircraft carrier.

Syncrolift AS: In 2004 Syncrolift with Norinco’s local support supplied and installed India’s first ever shiplift and transfer system of 10000 ton capacity to the Indian Navy and since then have supplied and have contracts for several other such systems in India to government and naval shipyards. Norinco has taken care of various aspects of this business including sales, marketing, after-sales support, local procurement and administrative and contractual consulting. We are currently assisting Syncrolift for another 2 shiplift and transfer systems under execution. Norinco also supports Syncrolift in comprehensive maintenance contracts with the Navy for their systems.

RHI India: What began as an exclusive partnership to bring world class refractories to the Indian market, eventually evolved into a much larger strategic collaboration. By 2007, after many decades of a successful partnership, Norinco had built up a team of 40 highly trained engineers dedicated to RHI’s interests and sales. Eventually, we advised, consulted and guided RHI on how to set up an Indian entity, later known as RHI India, and thus began our joint venture as strategic partners. When we eventually handed over our share in the company, RHI India had a turnover of 500 Million Euros. Today, they are the largest seller and producer of carbon refractory bricks in the country.

times, we were also able to leverage our financial muscle and provide the necessary inventory of spares, ensuring the Navy’s requests never went unfulfilled.

A highly organised and motivated team, HamiltonJet treats their people and partners like family. We’ve come to truly appreciate their depth of knowledge and breadth of expertise, which is complemented wonderfully by the trust and faith they place in all their partners. Sharing a common goal of providing the best quality of service possible to the customer, makes our work with these global pioneers a constant delight.

Norinco and HamiltonJet: A few major projects: Indian Navy: The Indian navy commissioned 14 attack craft vessels, fondly known as the Ferrari of the water, that were built from the period of 2007–2017. Each of these attack crafts were fitted with Hamilton waterjet propulsion and systems Ministry of Home Affairs: Following the tragic 26/11 terror attacks in Mumbai, the MoHA commissioned the development of 120 coastal security police boats, each being powered by two Hamilton waterjet Indian Army: In May 2021, HamiltonJet was awarded a contract to supply 24 Waterjets for 12 Patrol boats of the Indian Army, designed for higher altitudes.

AMC for research vessels, Govt. of India: We look after all the scientific equipment onboard six research vessels that belong to the Ministry of Earth Sciences, Government of India and one research vessel that belongs to the Geological Survey of India, Ministry of Mines. We’re also the only company in India to offer these services for 25+ years and have a team of highly experienced engineers sailing onboard these vessels 24/7, 365 days a year.

Our company has proved over the last 80 years that we are ideally placed to service the needs of the Indian marine and oceanographic industry. We have earned the trust of our partners and customers and today are positioning ourselves for an even more meaningful contribution in the future. We are investing heavily into technology and are keen on working with partners that share our vision and are looking to make an impact in the Indian ecosystem.

Describe your partnership with Hamilton Jet in India After a rigorous 2 year long evaluation and selection period, we are proud to say HamiltonJet chose us as their exclusive representatives in India. At the time, HamiltonJet was facing serious concerns with their India partners, causing much unwanted strife with the Indian Navy, their primary clients in India. I’m happy to report that our engineers were able to go in and resolve long standing issues in an impressive amount of time, earning the trust of our partners and the respect of their clients. During these difficult

Start a conversation with us, write in to contact@norinco.co.in, LinkedIn: Norinco Private Limited www.norinco.co.in

HAMILTONJET its products and technological development. This is a fundamental element to the company’s strategy and covers multiple parts of HamiltonJet’s operation, as Reed elaborates.

“In the area of waterjets, we are working on gradually replacing our entire waterjet line-up with newer, more efficient, and more robust models,” he tells us. “Each new jet is coming in between three and seven percent higher in its propulsive efficiency than the model it replaces, delivering lower fuel consumption and higher speed.

“They also generate more thrust at lower speeds which is great for certain applications like wind-farm support.

These new jet models are also easier to install and simpler to integrate.”

In the control systems space, HamiltonJet recently introduced a new electronic system designed to the most rigorous Class Authority standards - AVX.

“This, plus the soon to be released AVXexpress for smaller craft will replace both of our older control systems and offer a solid platform for future technology integration,” Reed explains. “Both systems offer multiple layers of redundancy, exceptional reliability and availability, and some truly innovative features. The best example is our GPS based control system called JETanchor which can automatically hold position and precisely manoeuvre a vessel with incredible accuracy.”

FUTURE TECHNOLOGIES The marine industry faces three significant trends which are shaping HamiltonJet’s future product strategy: automation, electrification and digitisation.

Exalto Bearings UK Limited are honoured to be associated with a company like Hamilton Jets.

As an ISO9001:2015 accredited company we adhere to strict quality procedures and continually strive to making improvements to our products whilst maintaining our high levels of Quality.

Our manufacturing facility in Derby is a well-controlled, efficient, but friendly operation where the need for customer care and satisfaction is understood from all of the workforce so allowing Exalto to provide an honest and personal service that can only be provided by a tightknit team.

AUTOMATION “Operators are increasingly looking at forms of vessel remote control, autonomy and skipper-assistance

Africa Outlook: Tell us about your employees and how HamiltonJet recognises their contribution to the company?

Ben Reed, Managing Director: “We have 400 staff, around half of whom are in the field of operations, 50 of which are overseas in our regional offices, and the rest of whom are office workers and engineers in Christchurch.

“HamiltonJet has been working really hard to improve communication and keep people abreast as to how the business is going and how we are doing against our strategy. We try to show our appreciation for them with quarterly barbecues and other smaller events. We also have a Christmas breakup party which is in our summer. Last year it involved taking the whole team jet boating on the Waimakariri river, with a barbecue and craft beers, brewed by members of the team.

“HamiltonJet has an enviable staff retention rate. We are one of the more interesting companies to work for in the area, especially for engineers, so finding local talent is not difficult. We also have cultural great diversity, with 50 percent of our staff being born outside New Zealand. HamiltonJet regularly hires from overseas and has no trouble attracting people to such a wonderful country and location.”

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Exalto

www.exalto.co.uk

RYCO Over the years, RYCO Hydraulics has developed a strong partnership with HamiltonJet. HamiltonJet waterjet is one of the most advanced and innovative marine propulsion systems.

RYCO has had a proud history of providing hydraulic hose and fittings to the marine industry. Today’s maritime and vessel fleets rely heavily on their hydraulic systems and growth in this sector has demanded the need for fast and efficient service.

We provide HamiltonJet with Original Equipment Manufacturer (OEM) hose kits and all hydraulic hoses are pressure tested and tagged with QRAM labels and this is all done within our Auckland facility.

At RYCO, we offer transparency in engagement with OEM’s like HamiltonJet and are truly committed to building longterm partnerships with our clients.

Our customer care and technical support coupled with 75 years of industry expertise and Know How provide superior support to our clients enabling increased efficiency and continuous improvements.

MANUFACTURING

At Exalto Bearings UK we manufacture high quality rubber-lined and composite cutlass bearings for the pump and marine industries, in both bespoke as well as more standard sizes. All bearings are produced at our in-house workshop and we specialise in the manufacture of non-standard sizes. Bearings can be supplied in a number of shell materials and lined with compounds such as Nitrile, Polyurethane, EPDM or Viton. Because of our extensive range of tooling a non-standard bearing for quick turnarounds can easily be

Exalto Bearings UK Ltd Unit 8C1, Sir Francis Ley Industrial Estate Shaftesbury Street, Derby, DE23 8XA, United Kingdom

produced. For larger Flanged bearings we can offer a re-lining service to reduce the price of a new bearing.

Over the last 25 years we have built a reputation for both the quality and reliability of our bearings as well as our friendly and professional service and now work with businesses in over 40 countries worldwide.

T: +44 (0) 1332 340 501 / F: +44 (0) 1332 340 252 E: sales@exalto.co.uk exalto.co.uk

Africa Outlook issue 91 | 153

HAMILTONJET to improve safety and productivity,” Reed informs us. “The applications in this field include military (such as unmanned minesweeping), survey and oil and gas vessels.

“We have been working for over 20 years in this area and have over 170 vessels equipped with some level of autonomy or remote control around the world. We continue to work with all the leading manufacturers of autonomous systems, but more recently signed an agreement with Sea Machines Robotics to develop a HamiltonJet pilot-assistance tool that will be integrated at the helm and use an augmented reality vision system, fused with radar and AIS, to allow autonomous route following with collision alert and avoidance.

“This will be available sometime late 2022 and will be an option on all vessels with AVX electronic controls.”

ELECTRIFICATION There is a global and industry-wide

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pressure to clean up the carbon footprint of the marine industry.

Stemming from this, the area of electrification has become a key aspect of development for both the good of the environment and to answer the demand of the customer base.

“It has been surprising to us just how quickly this trend has gone from being something of interest, to a strong buying driver with operators willing to pay a premium for the right technologies,” Reed says. “Last year, we launched our own electro-hybrid drive system called EHX. “Essentially it is an integration of batteries, electric motors, and diesel engines, and the system can also be used on an all-electric vessel. We were driven to do this after being involved with multiple projects where the detailed integration seemed to be left to the last minute.

“We wanted to grasp hold of the whole thing and deliver a fully

Q-West Boat Builders Q-West Boat Builders was established in 1996 and is a leading commercial aluminium boat builder specialising in custom fabrication of vessels from 10-40 metres.

The facility based in Whanganui, New Zealand has been the local centre of vessel construction for over sixty years. Q-West has been at the forefront of new designs, components, developments and vessel applications.

Our yard prides itself on the diverse range of craft that have been constructed, from foil assisted, jet propelled, quad engine tourist vessels to hybrid electric vessels.

Q-West has been a longstanding customer of HamiltonJet, installing more jet units in New Zealand than any other builder. HamiltonJet’s quality, support and commitment to development has ensured our strong relationship will continue.

sales@q-west.co.nz

MANUFACTURING

NEW ZEALAND’S PRE-EMINENT BOAT BUILDERS

+64 6 349 0035 sales@q-west.co.nz

Whanganui, New Zealand

Africa Outlook issue 91 | 155

HAMILTONJET integrated hybrid propulsion system that operated in a fully automatic mode, switching between power sources and optimising the use of electrical energy. This product is now available to the market and the first installation we did was on our own vessel. We bought and converted a 15-metre foiling catamaran called Aria which is now capable of running nine knots on electrical drive only, diesel only (or charging the batteries) up to 37 knots and can boost performance with both together up to 42 knots.”

HamiltonJet deployed Aria at the America’s Cup in March as a showcase as to what could be achieved with this new technology.

The system also boasts reduced sound when stationary or at lowspeed cruising while using the electric option.

DIGITISATION Alongside the increasingly innovative electrification of engine systems, integrating digitisation into products is a key demand, and one that HamiltonJet has answered.

“The modern vessel is an increasingly complex system-ofsystems,” Reed elaborates. “The propulsion controls, navigation, alarms, hotel services, and other elements are increasingly intelligent and connected systems.

“As primary vessel controls, our system has the potential to be a central hub for information about the vessel. We are currently developing a vessel monitoring, data logging and IoT system to complement our products that will allow operators to interrogate their journeys and activities in absolute detail from the ship or the shore.

It even captures data on the movements of vessels around them through AIS. This will ultimately support productivity optimisation, preventative maintenance, issue response and accident investigation.”

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QUALITY IN THE MARKET Today’s HamiltonJet offers many advantages over competing drive systems: RELIABILITY: Fewer moving parts with most major components inboard and out of harm’s way.

MANOEUVRABILITY: Split duct reverse bucket and JT nozzle combine for excellent manoeuvrability.

SPEED: Optimised for speeds from 25-55 knots.

EFFICIENCY: Meets or exceeds the best prop designs at speed of 30 knots or better.

SHALLOW WATER OPERATION: The ability to go where other props simply can’t.

Three regional offices supporting over 55 distributors and dealers located all over the world.

The HamiltonJet waterjet is particularly suited to high-speed planing vessels operating in the 20 to 50 knot range but can also be successfully used in displacement speed vessels in certain situations like Dive Support.

It is important to understand that waterjet propulsion operates quite differently to conventional propeller propulsion systems. This results in many advantages, when compared to propellers for any particular application.

Anyone considering waterjets needs to understand how they work and how best to set up a vessel to make best use of this superior propulsion technology.

MANUFACTURING

Customised water sealing solutions for maximising jet reliability

A High Performance Partnership Proudly supporting Australian Boat Building

Over 25 years of sealing experience within Australasia.

EAGLEBURGMANN AUSTRALASIA PTY LTD New Zealand: sales@nz.eagleburgmann.com TEL +64 9 448 5001

www.jetsynergy.com.au

Seascape Marine Services (Pty) Ltd proud Hamilton Jet Distributors for Sub – Saharan Africa.

www.hamiltonjet.co.nz

“ Giving expert advice to the Metal Finishing Industry . . . for more than 45 years ”

INDUSTRIES LIMITED Abrasives : Polishing : Plating : Engineering Supplies : Lubricants Branches throughout New Zealand Whangarei, Auckland, Hamilton, Tauranga, Hastings, Palmerston North, Christchurch and Dunedin

www.ppsindustries.co.nz 124 Marine Drive, Service Road, Paarden Eiland, Cape Town, South Africa

seascape_marine_services +27 21 511 8201 info@seascapemarine.co.za

www.seascapemarine.co.za Africa Outlook issue 91 | 157

HAMILTONJET

THE MANUFACTURING PROCESS HamiltonJet waterjets are manufactured at the CWF Hamilton & Co factory in Christchurch, New Zealand. The factory is dedicated solely to the manufacture of waterjets and control systems, with the majority of components engineered inhouse.

The basic manufacturing process is: • The waterjet housings and other aluminium components are sand cast, then go through a waterblast and fettle process before being machined on dedicated CNC machine centres. They are then washed and painted.

• Stainless steel components such as mainshafts and couplings are turned and milled on CNC machines.

• Impellers are cast from molten stainless steel, before being machined, balanced, trimmed and pitched to a specific “impeller rating”.

• The waterjet controls systems, including hydraulic and electronic components, are also CNC machined, painted and assembled.

• All parts are then dispatched to the final assembly area where they are assembled and pressure tested, the control system is installed and tested, a final quality inspection is conducted, and they are then boxed up and shipped to the customer.

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BUILT TO SHIP HamiltonJet’s business is unique in the waterjet industry in that the company truly manufactures its products.

The company has a lean-production process delivering 18 different jet models over only two production flowlines. The process is designed around high-variety, low-volume and a hard to forecast model mix. Reed explains further; “It is a fully cellular, build to order, batch-of-one process utilising four foundries, casting LM6 Aluminium, 316 Stainless and AB2 Bronze, over 50 CNC machines, fabrication, electronics assembly, hydraulics manufacture, paint and build,” he says.

“Over 90 percent of the weight of each jet unit manufactured is made to

MANUFACTURING

order from raw materials (ingot and bar-stock metals) inside our factories.

We do have some bought-in items in our products, but these are relatively small in the whole picture, and we carry sufficient stock to manage our output.

“Our very short, simple supply chains have been a real asset during the pandemic and gave us a high level of confidence in the delivery of each shipset on time, in full. Whilst we are located in New Zealand, boat building is a global business, so we are all facing the need to use global shipping to distribute our products. One lasting effect of COVID-19 is that sea and air freight has become more expensive and harder to book, but we work well in advance with shipping lines and

have a great success rate at getting our products to customers when we promised them.”

CHARTING 2021 For HamiltonJet, 2021 is looking like a busy year. According to Reed, there is an active increase in sales approaching pre-COVID levels, and on top of this, the company has a high number of high-profile projects in the electric and hybrid drive space.

“We have two new jet model releases (The HTX42 is imminent and the HJX27 at the end of 2021) and a ‘lite’ version of our control system called AVXexpress,” Reed tells us. “We will also be continuing our development work with Sea Machines on the pilot-assist system and a few

other innovations. We are excited by the way all these releases will improve the operational effectiveness of our customers.”

These developments represent the next stage of the company’s movement towards addressing the increasing demands of its worldwide customer base. With promising projects in the works, it is worth keeping an eye on HamiltonJet as a leading player in the boat systems manufacturing space.

marketing@hamiltonjet.nz www.hamiltonjet.com

Africa Outlook issue 91 | 159

BEGLIN WOODS ARCHITECTS

BUILDING KENYA AND S We speak to David Beglin, founder and Director of Beglin Woods Architects, about the firm’s history of architecture within Kenya and its incorporation of the latest technological tools and practices Writer: Marcus Kääpä | Project Manager: Donovan Smith

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ince the 1970s, Beglin Woods Architects has operated within East Africa providing design development services across the region’s unique architecture space.

“We started with under 20 staff and have kept it to that number ever since,” begins David Beglin, founder and Director of the firm. “We have done work all over East Africa but have always kept our office in Nairobi, Kenya. Ever since 2012, we took on two directors, Katherine Mung’au and

CONSTRUCTION

Capital M

Capital M

Eaton Place

Eaton Place

Riverside Sanctuary

Riverside Sanctuary

Savera housing project

Savera Housing

Kunal Patel. This allowed us to field strong design teams on new projects, and clients appreciated having a team to work with rather than an individual.”

Beglin Woods has an office of architectural, technical and administrative staff, with the executive team acting as principal designers who are closely involved in the design and development of all their projects.

The buildings are often complex and sophisticated in function but are

built from a simple range of carefully selected quality and maintenance free materials.

Beglin Woods has developed an aesthetic and functional architectural style over the years in practice in East Africa and have gained experience in most sectors of the economy including tourism, commerce, industry, healthcare, research and education.

Each project, whatever the scale, is designed, detailed and built to the

highest possible standards. All of the firm’s buildings are designed to be aesthetically pleasing, enjoyable to use, economical and capable of adaptation and extension. And in an increasingly digital age, the methods and tools used to design such buildings have shifted as well.

“The internet and social media have had the strongest influence on our practice,” Beglin tells us. “Almost all new work comes from the clients who find our website. These clients Africa Outlook issue 91 | 161

BEGLIN WOODS ARCHITECTS have very clear ideas of what they like in design and frequently come to us with strong images of the buildings they like.

“We now need to source materials and equipment from all over the world. So, we must become skilled at evaluating products and systems from abroad and oversee their importation into Kenya. Research and product evaluation is all done online.”

According to Beglin, COVID-19 has had a devastating effect on many sectors of the Kenyan economy, particularly tourism, as isolation legalities have almost eliminated international tourism. Consequently, there is a subsequent downturn in hotel and tourism development.

During COVID-19 however, Beglin Woods were forced to develop a different working strategy.

“We were able to move our office out of town and work from home, holding all our meetings online,” Beglin says. “We feel that this change in working methodology will go long after COVID-19.”

DIGITAL DESIGN This digitalisation has revolutionised the industry as a whole, as well as having changed the way Beglin Woods operates in East Africa.

“We find that the internet has accelerated the speed of newer styles of design being seen in Kenya,” Beglin explains. “We are undertaking many more varied and different building projects than we did 25 years ago, and the market is more switched-on and alert. Buildings are now expected to incorporate the latest technology, Wi-Fi, security, access control and

Africa Outlook: Can you tell us about your career history and that of Beglin Woods?

David Beglin, founder and Director: “My career to date has been entirely spent in Kenya, after a short time in London with the Farrell & Grimshaw partnership in the early 1970s - I have been an architect in Kenya since 1974.

“I studied at University College Dublin and went to London in 1972 to join the Farrell & Grimshaw partnership. In those days, the profession was going through interesting changes. Computers were becoming a thing in architecture and emerging practices such as Fosters, and Rogers in the UK, and Building Design Workshop in Italy, were producing fascinating work.

When the Farrell & Grimshaw practice split up, I moved to Kenya in 1974 and have been here ever since, and my interest in architecture has only continued.

“During the 1960s and 1970s, computer-aided design was becoming big in Britain. Kenya, in 1974, was a newly independent country, supported by Britain and in need of many new buildings of every type. The architecture profession at the time was very small and mostly made of older architects who ran branch offices of UK-based firms.

“I spent 20 or so years working with various practices in Kenya. The projects were large, exciting, and almost everything had to be produced locally. Then, in 1992, I joined Simon Woods, a UK architect who had been in Kenya as long as I had, and we formed Beglin Woods Architects. We quickly attracted several new projects, mostly in tourism, resort design, hotels, and lodges in the game parks, and here we are today.”

Project Link Kenya LTD Project Link, a company set up in 2016 has it all. It is a forward looking company focused on building products and solutions like marble, quartz, tiles that are needed for the 21st century.

The company’s young directors, Nishit Shah and Fenil Patel are full of zest and enthusiasm to sell a dream and not only products. Their mission is to bring products into the market at a reasonable and affordable cost, yet, fulfilling the needs of their clients and helping them realise their lifetime dream.

Most of our clients are well informed of the many products in the building industry, having travelled widely looking for products which are not common and easily available in Kenya.

In this, we saw an opportunity in entering the niche market to help people looking for the best finishing for their dream house.

Our work is not only confined to an individual company, we are flexible and work with many different architects as well as individual house owners.

We are grateful to join hands with BeglinWoods Architect for the supply of marble, quartz, tiles and fire suppression systems. We’re also leading suppliers of fire and kitchen suppression systems, fire pumps to all plumbers in Kenya.

Our far sighted vision is to introduce more products like the high end German Modular Kitchens, Wardrobes from Collins India, Porcelain and Hand Painted tiles from well known companies like Alleluia Ceramicas and quartz tops from Compac Quartz , one of the leading manufacturers in the world.

Project Link portrays a larger, grander vision, compelling clients to believe in their products. and invest in a lifetime of innovative, sustainable luxury living of once in a lifetime.

fenil@projectlink.co.ke

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Your one-stop solution for the supply and installation of marble, quartz, tiles, fire pumps, fire & kitchen suppression systems and all other fire equipment.s.

Fenil Patel

Email: fenil@projectlink.co.ke Mobile: +254 705483486

Turning Dreams Into Reality

BEGLIN WOODS ARCHITECTS building management. Due to rising service costs, there is a very strong focus on the development of inexpensive power generation and waste disposal to maximise efficiency in this collective area.”

For Beglin Woods, when possible, the company invests as much as it can in the latest and best software, particularly 3D software. The firm’s next area of investment exploration

Crowne Plaza development

BEGLIN WOODS COMPANY SERVICES: AT A GLANCE MASTER PLANNING Architectural master planning is a critical first step in the design process.

Good master planning requires extensive experience by the lead architect. The master plan should include present and future goals and the probability of long-term changes. Creating a master plan is an economical investment that ensures both accurate and functional decisions are made in each stage of the project development.

DESIGN DEVELOPMENT Design in East Africa must take into account climatic, cultural and economic influences with the result that no two projects are similar. Beglin Woods uses materials that can withstand the harshness of the region’s climates and has experience in most sectors of the economy. The firm has designed projects for tourism, commerce, industry, healthcare and education.

INTERIOR DESIGN All the Beglin Woods Directors have long standing experience in interior design projects. The firm takes all its projects all the way through from the building foundations to the finishes, fittings, furniture and fabrics, with a full design service of both architecture and interior design.

PROJECT MANAGEMENT Each of Beglin Woods projects, whatever the scale, are designed, detailed and built to the highest possible standards. Each of the firm’s buildings are designed to be aesthetically pleasing, enjoyable to use, economical and capable of adaptation and extension.

CONSORTIUM CONSULTANCY Beglin Woods works with most of the top structural, civil, mechanical and electrical engineers, and quantity surveyors in Kenya. The company offers consortium services, with all the consultants working under the firm.

This enables clients to work directly with the company, without having to deal with individual consultants together with their separate contracts, streamlining the process.

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will be within the drone sphere, such as drone photography, and flythrough and video presentation. This will be intended for many upcoming building projects in order to provide the company and its clients the greatest level of understanding when it comes to project planning and speculated project completion.

Behind these projects stand an executive team that oversees the Beglin Woods operations. Katherine Mung’au and Kunal Patel, both directors of Beglin Woods, have been with the company since the early 2000’s, and are a core part of the firm, as Beglin explains.

“Katherine, our third director, is a graduate of Jomo Kenyatta University College of Agriculture and Technology and has been with us for 20 years since she was a student doing vocation work,” he elaborates.

“She has a very strong social network in the local community and frequently brings to projects a very clear

CONSTRUCTION

Scannad offices

understanding of local traditions and requirements.

“Kunal Patel is a University of Pune (India) graduate, and is able to work extremely well with clients, contractors, and suppliers from the Asian community. We find that many of our clients are now promoting more and more women into corporate positions and many of our projects have design and construction teams with women leading the way.”

Beglin Woods recognises the individual value and importance of each of its employees. The company’s technicians, some of whom have been with the firm for 28 years, have all been on drawing boards, and have each learned and developed their computer skills while working on various company projects. Beglin Woods renews its ArchiCAD software as often as it is required to ensure that its employees keep up with the latest, and to make sure that its technicians learn the new versions as they develop

projects. On top of this, Beglin Woods also have a strong financial, accounting and administration wing; this division, like most of the company staff, have been with the firm since its establishment.

INVESTING IN THE FUTURE For the coming year, Beglin Woods is prioritising both its technological implementation and adaptation to an increasingly competitive market.

“The COVID-19 pandemic has impacted the real estate market leading towards the sale or rent of buildings at extremely low rates,” Beglin tells us. “The market for lowincome housing is now increasing rapidly. The strong presence of Chinese contractors and developers in Kenya has now created a much more demanding real estate market and we are quickly learning to develop less expensive market-driven design.

“Clients are now expecting every single idea and proposal to be

presented to them in 3D and in virtual reality. This means that everybody in the Beglin Woods office now needs to have near perfect 3D rendering skills and the latest 3D software; areas that we have been and continue to invest in. Hand drawn sketches, coloured elevations or even static renders are now being phased out, and presentations such as videos and fly throughs using drones are now demanded by all of our clients, preferably in a form where the client can watch a presentation from a mobile phone. We now need to focus on incorporating these elements swiftly and in entirety.”

Tel: +254722201185/+254734623855 info@beglinwoods.com www.beglinwoods.com

Africa Outlook issue 91 | 165

LITHON PROJECT CONSULTANTS

ENGINEERING A POSITIVE FUTURE

We speak to Gert Maritz, CEO of Lithon Project Consultants Namibia, about the firm’s presence in the country, its current projects and future plans in the engineering space Writer: Marcus Kääpä | Project Manager: Donovan Smith

D

iversity is at the core of Lithon Holdings.

Operating across Africa’s construction sector with locations in Ghana, Namibia and South Africa, Lithon is made up of three primary divisions: Lithon Project Consultants, Lithon Developers, and Lithon

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Foundation.

“Our founder always jokes that we, like many big tech companies, started off in a garage, which is not that far from the reality,” muses Gert Maritz, CEO at Lithon Project Consultants Namibia.

“Lithon had its humble beginnings

in Oshakati in Namibia in October 2002. We are having our 19th anniversary this year and see ourselves as a 19-year-old start-up.

We have gained a lot of experience over the past 18 years and have endured the most challenging periods, and we also believe that we

CONSTRUCTION

can add tremendous value to Namibia and beyond going forward.”

Lithon is a group of companies specialising in innovative engineering and sustainable development. Its extensive portfolio of services ranges from consultation, conceptualisation, research and development planning

to seamless project management and efficient execution.

The organisation’s areas of expertise include agricultural, civil, electrical, mechanical, structural, transport, mining and industrial engineering, as well as project management and development.

Lithon currently employs 30 people and offers project management and multidisciplinary engineering services across a client base that is both public and private.

“We have diversified the company through our Lithon Holdings structure and established Lithon Developers Africa Outlook issue 91 | 167

LITHON PROJECT CONSULTANTS where we undertake our own developments, but also assist other developers in realising their dreams through a focused and structured process,” Maritz says. “On top of this, we also established Lithon Impact Capital, where we raise funds to not only finance our own, but also other external projects.”

Lithon’s purpose driven nature of making a significant and positive impact on the lives of people distinguishes it from other companies in the sector. Lithon’s projects are led by the two former divisions,

Lithon Project Consultants and Lithon Developers, while its Lithon Foundation division deviates from physical projects and instead focuses on the social front of the company, and those around it. Formed in 2014, this refreshing aspect of Lithon’s operation within Africa works in line with the company’s long-term strategy to make a wide social and community impact across the continent over the course of the next 15 years, such as providing support and guidance to organisations that make a difference in peoples’ lives.

LITHON HOLDINGS - DIVISIONS LITHON PROJECT CONSULTANTS Lithon Project Consultants offers multi-disciplinary consulting engineering services that enable the company to bring clients’ innovative development ideas to life. The company’s highly qualified team leverages state-of-theart technology and a wealth of expertise to provide project management services, design and technical documentation, construction supervision and administration for a wide range of multi-disciplinary development projects.

LITHON DEVELOPERS Lithon Developers is a development agency. Its services include identifying development opportunities, planning and managing its own developments and joint ventures, and providing expert consultancy services for residential, commercial and industrial developments.

LITHON FOUNDATION Lithon Foundation is registered as a Section 21 Company and Welfare Organisation with the Ministry of Health and Social Services.

• Lithon Foundation’s strategy is to support, guide and strengthen individuals and organisations (receivers) that are already making a difference in the lives of people and communities, in order to help multiply their influence.

• Lithon further networks with and creates a platform for interaction between likeminded people and organisations (givers) through which it impacts and uplifts the community.

• Lithon connect these givers and receivers to each other, mobilising, synchronising and focusing resources to make a significant and positive impact in Namibia.

Nexus Group The Nexus Group is one of few truly Namibian construction companies, founded in Namibia and actively run by the directors and shareholders of the company who are all 100% Namibian citizens. Nexus Group is one of Namibia’s leading building and civil construction group with over 700 employees, with immense capability to deliver on a range of projects from large scale to a multitude of clients in diverse markets.

The mining sector is a well-established contributor to the Namibian economy and Nexus Group identified the growth potential in this area as well means to diversify the company and expand its operations with the extensive knowledge obtained from successful project management, operations management and plant management in the building and civils sectors. Since inception of Nexus-Ino Mining and Construction (Pty) Ltd in 2018, the company has already secured two mining contracts for the load, haul and dumping of ore material as well as various ancillary civils construction services.

Mr. Anton Nel, the financial manager of Nexus Group, added:” Our mining division of operations are inherently similar in scope and nature to what our experience and operations gained in the civil construction sector, given the earth moving equipment requirements, although often on a much larger and longer-term scale. Typically mining contracts have a medium-term lifespan, which allows for more predictable and sustainable cash flow planning, which is in line with our overall transformation strategy.”

To offer clients a more complete solution, Nexus Group has also formed a strategic alliance with Dust-a-Side, which is an internationally renowned company with more than 40 years’ experience in Total Dust Management Solutions, in addition to the operational side. Nexus Group has also appointed NRGen Advisors, a consulting engineering company, to assist with the rehabilitation activities needed on mines, with the focus on the reworking of tailings dumps and slimes dams, as well as Health, Safety and Environmental issues.

www.nexusgroup.com.na

168 | Africa Outlook issue 91

| Going the extra mile to exceed your expectations.

Nexus Group has now extended their divisions in to the Mining industry as well. Nexus-Ino Mining and Construction (Pty) Ltd currently has 2 (two) mining contracts for the load, haul and dumping of ore material as well as various ancillary civils construction services.

This division of operations are inherently similar in scope and nature to what our experience and operations in the civils construction sector, given the earth moving equipment requirements, although often on a much larger and longer-term scale.

Typically mining contracts have a medium-term lifespans, which allows for more predictable and sustainable cash flow planning, which is in line with our overall transformation strategy.

Competition in the mining sector is also a lot less when compared to the civils sector, due to the barrier to entry being a lot higher. For the past twenty years, we have almost exclusively been occupied in the construction of buildings and civil engineering works in the communal areas of the Northern and Central regions of Namibia.

Materials and services of Namibian origin are used, except in instances where the required product is not available in Namibia.

Whenever feasible, preference is given to businesses near the contract site.

The customs, religion and practices of the people and the community leaders are respected and conformed to. Activities of the community, e.g. sport and cultural activities, are promoted by means of participation, sponsorship and financial support.

Afritin Mine Stie at Uis, Namibia

a ibi

L

am

e od

Site at Dordab ne is, o t N s

hr@nexusgroup.com.na | www.nexusgroup.com.na

LITHON PROJECT CONSULTANTS FROM PAST TO PRESENT

Africa Outlook: What makes Lithon Holdings what it is?

Gert Maritz, CEO: “I believe our purpose, “To make a significant and positive impact in the lives of people” and the fact that one of our core values is that of being people-focused, says it all.

“Our people are our biggest asset, and we always strive to better everyone in all areas of life.

We believe in a holistic approach when it comes to people; with a balanced lifestyle each individual can realise their own purpose and potential in life, and give so much more, not only to the business, but to the whole community they are involved in.

“Equally important are our company partner relationships.

We believe in collaboration as key to Lithon, as a singular company can only make use of limited knowledge and expertise.

We’ve dealt with major projects and challenges in the past, and if it was not for our partner relationships, we would not have made as great an impact as we did.”

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Since his youth, Maritz has held a great interest in construction.

“Ever since I can remember, I built roads and bridges out of sand when I was growing up,” he reflects fondly.

“I also loved to sketch 3D objects and looking back at this I can assume I was always prone to becoming an engineer.

It was only when we looked at career options later in school that I was nudged into the direction of engineering; a path that I applied myself to and followed into higher education.”

Maritz studied at Stellenbosch University and obtained a degree in Civil Engineering in 2004. He then furthered his education in following years, obtaining a Master’s in Civil Engineering specialising in paving engineering.

“I had always been intrigued by road construction and I spent time on road sites as a full-time engineer,” Maritz explains. “I joined Lithon Project Consultants in 2005 and eventually became the Office Manager and Director of the company, managing the satellite office of Oshakati and Swakopmund in Namibia. I later became the COO of the company in 2019 and then took over the role of CEO of Lithon Namibia in 2021.”

Into the present, Maritz has remained in the exciting and everchanging space that is the African engineering sector.

“The construction and engineering environment will always be an exciting space to work in,” Maritz tells us. “We as engineers are problem solvers, so even through these tough economic times, such as that caused by the COVID-19 pandemic, we always look at opportunities and how to solve problems.

“Despite Namibia’s economic slump, I am optimistic for the future and believe that through the intervention of the private sector, in partnership with the government, we will create a prosperous future for coming generations.”

“OUR HIGHLY EXPERIENCED TEAM LEVERAGES A DIVERSE SKILL SET TO EXPERTLY UNDERTAKE ALL ASPECTS OF ANY MULTI-DISCIPLINARY PROJECT” - LITHON HOLDINGS BUILDING NAMIBIA Moving forward to this optimistic future, Lithon is carrying out multiple projects across Namibia. The firm is the project manager for the upgrade to the Hosea Kutako International Airport Terminal. This project is of national importance, as it is the first port of entry for most tourist and visitors to Namibia. Through Lithon’s project management office, the company successfully managed and commissioned the project within the time and budget required despite undertaking the bulk of the work through the COVID-19 pandemic period.

CONSTRUCTION

The company was involved in the upgrade of the freeway between Windhoek and Rehoboth which now provides an important link to South Africa

“Another exciting project is the upgrade to freeway standards of the road between Windhoek and Rehoboth,” Maritz elaborates. “This project is also of national importance, as it provides an essential link to our neighbour South Africa, where the bulk of our imports via road go, as well as linking Rehoboth and all other residential developments south of Windhoek to the capital city. The total length of the road upgrade is 93 kilometres with a capital estimate in the order of N$7 billion (approximately USD $481 million. The project implementation commenced

at the start of 2020.”

Lithon were also involved in the design and construction of numerous fuel stations over the past three years as one of the preferred consultants for the National Petroleum Company of Namibia (NamCor). Lithon were recently re-appointed for another three years to rollout numerous fuel stations across the country. The firm provided all engineering services as well as project management services for these fuel stations.

And beyond current projects, Lithon is working on growing its presence as well. According to Maritz,

the founder and CEO of Lithon Holdings, Adriaan Grobler, is driving an expansion strategy in Africa to be undertaken over the next 15 years. This strategy will make use of the multitude of opportunities the continent has to offer in the sector.

“Africa is rich in diversity, and although it is not the easiest place to do business, we wholly believe in our purpose to make an impact, and through a focused approach anything is possible,” Maritz tells us. “We are excited to export our services across Africa in the short term, and wider beyond Africa in the long term.”

For the rest of the year and those beyond, Lithon’s primary focus will surround people and expansion, providing its quality project management and multidisciplinary engineering services through its structural, civil, transport, electrical and mechanical departments to clients in Africa, and eventually beyond.

LITHON PROJECT CONSULTANTS Tel: +264 61 250 278 info@lithon.com www.lithon.com

Africa Outlook issue 91 | 171

BURMEISTER & PARTNERS

172 | Africa Outlook issue 91

CONSTRUCTION

LAYING THE FOUNDATIONS FOR NAMIBIA We speak to Perez Goseb, Associate Director and Head of the Roads & Stormwater Department at Burmeister & Partners, about the practice’s provision of engineering consultation services within Namibia and the wider continent Writer: Marcus Kääpä Project Manager: Donovan Smith

Growing up in a small town, I had a love for the outdoors.

What really sparked my interest in engineering were the illustrations in the then popular encyclopaedias. I had the opportunity to gain more insight from practicing engineers in my last year of secondary

school, at which point I decided that civil engineering was for me.”

For Perez Goseb, Associate Director and Head of the Roads & Stormwater Department, at Burmeister & Partners, this early academic influence led him to the position that he holds today.

“I obtained a bursary from

Burmeister & Partners to pursue a degree in Civil Engineering at the University of Cape Town,” he reflects.

“I then joined the practice after completing my studies. After years of working in the design office and on multiple project sites across Namibia and Southern Angola, I was promoted

Africa Outlook issue 91 | 173

BURMEISTER & PARTNERS

to the position of Associate Director and Head of the Roads & Stormwater Department.”

CIVIL ENGINEERING SERVICES A renowned practice based in Namibia, Burmeister & Partners exists as a multi-disciplinary consulting engineering company, offering the full spectrum of civil, structural, mechanical, electrical and project management services with over 41 years of local and pan-African experience.

“We are a Namibian owned company with the head office in the capital of Windhoek,” Goseb tells us. “We also have branch offices in Swakopmund (Namibia) and Kigali (Rwanda), which sets us up well to serve our clients.

“Our main capabilities and services include agricultural and industrial business, logistics and transportation solutions, hydro-business, urban development solutions, energy solutions, fuel and gas solutions, mining infrastructure solutions, building environment engineering solutions, 174 | Africa Outlook issue 91

Africa Outlook: How has COVID-19 affected Namibia and the civil engineering sector?

Perez Goseb, Associate Director and Head of the Roads & Stormwater Department: “Namibia has not been spared from the impact of the COVID-19 pandemic.

The necessary measures taken to save lives, has unfortunately led to a contraction in the economic. This has adversely impacted work prospects, not only in the engineering industry, but across the country as a whole.

“The reality is that some organisations have had to downsize, while some others have closed down altogether. A small comfort is that these changes in fortunes have spurred on skilled individuals to outsource their skills, to build on the gig economy.

“However, at the same time, the worldwide drive towards sustainable energy is the reason to be excited to be working in the engineering industry. This can be through direct involvement in the research and development of sustainable technologies or the delivery of auxiliary services such as access roads, water supply, electricity supply, among other aspects, to project sites.”

BACKGROUND Namibia Welding Building Civil Works (NWBC), is a family business and has been in existence for more than 30 years. Our strength lies in the ability to execute turnkey projects as we are a multidiscipllinary construction company. NWBC can do projects from earth works right to finishes, including major steel structures. The close corporation consists of two members and has a staff compliment of more than 80 people. Our company is actively involved in the following types of projects: Construction of schools, police stations, road blocks/border posts/investment houses, office buildings, clinics, telecommunication masts, water borehole installations, bulk services, civil works, government projects, a variety of structural steel projects, warehouses, shopping centers, workshops, security fences and rennovations.

Current management consists of Harold Mouton Snr, founding member, with over 40 years experience and his son Harold Mouton Jnr (Nat diploma Civil Engineering; B-Tech Structural Engineering) with 15 years experience.

Our aim is to build a sustainable business built on integrity.

Our head office is situated in Prosperita industrial park Windhoek with office and workshop facilities in excess of 3000m2.

We have satellite offices in strategic regions within Namibia but do however have the ability to work across the entire country as is often the case.

CLIENTS

Our clientele consists of a mixture between the private and Government sector. We try and maintain the balance to ensure sustainability. We want to continuously maintain a professional service of high standard and one which meets all the clients requirements with regards to quality, cost and duration.

Our objective is to be a market leader in the sector of the construction industry, and to maintain a high level of staff, environment and community wellness and awareness.

We strive to ensure that at the completion of a project, all parties involved will be satisfied with the end product which was delivered on time and within budget.

EQUIPMENT - OWNED - Rigging equipment - TLB’s - Tippers - Crane trucks - Bakkies - Compactors - Rammers - Scaffolding - Building tools - Concrete mixers - Bending machines - Welding machines P.O. Box 32111, Pionierspark, Windhoek. No 5 Gold Street, Prosperita, Windhoek.

Email: nwbc@iway.na | Cell no: +264 81 129 6403

Located in WINDHOEK, Namibia and is part of the Specialty Contractors Industry.

BURMEISTER & PARTNERS health and pharmaceutical solutions and special projects. Our client base consists of government agencies, private developers and investors on turnkey projects,” Goseb outlines.

Burmeister & Partners holds a philosophy based around being fluid, responsive and adaptable to the everchanging industry demands, as well as the notion of creating smart, creative and sustainable solutions for its clients whilst having due regard for the environmental, social and economic realities. It is this philosophy that has kept the company both contemporary and enduring. Burmeister & Partners’ multiple decades of experience has ensured an intrinsic understanding and knowledge of the demands in the Namibian and African engineering industry market.

Africa offers an abundance of raw resources and opportunities, and amid the industry challenges, Burmeister & Partners focuses on translating these opportunities into wealth.

INVESTING IN NAMIBIA A core and vital component to Burmeister & Partners’ operational success are the employees themselves. Because of this, and in recognition of their importance, the practice continually seeks to upskill and invest in its staff through continuous learning, for example by offering bursaries to prospective students in education in order to enhance their skill base.

But on top of this, it is equally Burmeister & Partners’ years of experience across a multitude of projects that make it stand apart from its industry competition. The company’s experience gives it a unique opportunity to hone the skills of its teams to allow it a competitive advantage, as Goseb explains.

“With vast experience we have developed expertise in niche fields such as road safety audits, traffic engineering and agri-industrial engineering, to name a few,” he says. “We also have access to other professionals and 176 | Africa Outlook issue 91

FROM PAST TO PRESENT Since its establishment in 1978, Burmeister & Partners have been an independent engineering firm of planners, designers, engineers, financial consultants, project managers, technical specialists, and facility managers working across the full spectrum of today’s infrastructure and built landscape.

In collaboration with its clients, the company converts exciting ideas into tangible projects and sustainable solutions. Burmeister & Partners’ strategy is to offer involvement, not only at the planning and engineering stages of new infrastructure and built developments, but also to provide pre-planning and after-sales support when needed. This is in order to successfully set-up, run and sustain new business ventures and infrastructure projects.

Burmeister & Partners offers complete innovative engineered solutions with legal compliance throughout a project’s life cycle. Its services may be provided in conjunction with specialists in the required fields, for example geotechnical investigations, environmental impact assessments, surveys, and more. All services are provided in different engineering stages, namely, reporting, preliminary and detail design, tender documentation and process, construction supervision, contract administration and project management.

CONSTRUCTION

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specialists across various industries with whom we collaborate, where needed, to provide clients a one stop shop option in the market.

“An example of this is our involvement as design engineers for the ongoing upgrading of district road DR3671 to low volume seal road standards (LVS) for the Roads Authority of Namibia. Namibia has a high-quality road network, however, there are still certain areas of our vast country which require surfaced roads for improved accessibility. Low volume seal roads are constructed to relaxed standards from standard bitumen roads at lower costs. In addition to the reduced implementation costs, the benefits of surface roads and savings on maintenance are some of the reasons the Roads Authority and the Road Fund Administration of Namibia have adopted this strategy. This initiative is further supplemented by research in the utilisation of sand, which Namibia

has plenty of, in road construction.

These are exciting times in road infrastructure development, and we are thrilled to be involved at the early stages of this initiative.”

Burmeister & Partners focuses on enhancing its service delivery making use of the latest design and draughting technologies, and its software and hardware suppliers additionally play a major role in the success of the business. In its drive towards honing expertise in sustainable energy solutions, the company acquired SolTec Solar Technology (Pty) Ltd. SolTec is a one-stop shop for renewable energy solutions and has been in operation

since 1996.

“Another of our ongoing projects is the design of access roads and pads for a wind farm in the south of Namibia. The project is for the design, documentation and construction supervision of roads to four wind turbine sites,” Goseb tells us.

“With sustainable energy being a global initiative, Burmeister & Partners are excited to be involved on this project, which would position the company favourably on projects of a similar nature in the future; a future that we all have to work towards for the betterment of society and the environment.”

BURMEISTER & PARTNERS Tel: +264 61 379 000 bp@burmeister.com.na www.burmeister.com.na

Africa Outlook issue 91 | 177

PARAGON GROUP

ARCHITECTURE ACROSS AFRICA

We speak to Henning Rasmuss, Director at Paragon Group, about the organisation operating throughout Africa, its partnerships and latest projects in the continent Writer: Marcus Kääpä | Project Manager: Donovan Smith

178 | Africa Outlook issue 91

We are business partners for design excellence; our approach is always founded in pursuit of the best possible project outcome that can arise from the ingredients of the business plan - we relentlessly pursue value engineering, and practise architecture as a craft.”

CONSTRUCTION

Amazon Head Office, Cape Town, South Africa

Established in October 1997, Paragon Group is an active African organisation of high-profile design businesses that deliver international projects. The group is known for its hands-on engagement with project opportunities in the modern global building industry, as well as its ability

to engage at multiple levels of construction and with various industry players that make up the property development sphere. Henning Rasmuss, Director of Paragon Group and orator of the opening statement, has had the pleasure of watching the organisation grow from its very

beginnings in 1997, when he and his business partner Anthony Orelowitz founded the company as Paragon Architects.

“Our roots are here in Africa,” Rasmuss affirms. “We are able and agile, and actively participate in the continent’s urban and human Africa Outlook issue 91 | 179

PARAGON GROUP development. Paragon is flexible and diverse in its approach to design.

Each project is unique and is driven by lifestyle and a response to user needs. Elegant and efficient planning forms the core of our designs. We

understand the needs of our clients and know how to generate cutting edge architectural forms and spaces in a competitive property market.

“Paragon is committed to Africa, and we believe in the future of

Africa Outlook: How important are business relationships to the success of Paragon Group?

Henning Rasmuss, Director: “We feel that we are an important part in a total ecosystem of contractors, suppliers, sub-contractors, makers, crafters, clients, consultants, financiers, manufacturers, importers, agents, workers.

“Currently, all relationships are being stress-tested, as the economy is under severe strain. This is the time to do our best work, through established and new relationships. It is also the time to consciously look at the origin and method of production of the materials and elements we deploy into clients’ projects.

“It is imperative to create local employment and to do what we can to counter-steer the ongoing de-industrialisation of South Africa. We are working actively with local manufacturers and designers to build stronger networks, and to apply more nuanced decision making to the specification of products.

“We are not building our economy and we are not creating work for our population by simply importing another container of ‘imported stuff’. Not when there are great local choices for many applications. However, this focus takes special energy and life force.”

Crown Forest Safari Park, Slave Museum, Ghana

180 | Africa Outlook issue 91

its cities. We embrace the future, because we will be a part of it – part of its challenges and responsibilities, and part of its great freedoms and achievements.”

Paragon prides itself on its staff wellness and skills retention through the creation of engaging and humancentred designs. Over the past 10 years, the organisation has worked on an immense number of projects in Africa, spanning 23 countries.

“We understand the continental African development landscape well and share that wide-ranging knowledge with only a small handful of dedicated companies that have also done that journey and invested that time,” Rasmuss says. “We have strong networks on the ground, and work with key partners on a continual basis.”

“PARAGON IS COMMITTED TO AFRICA, AND WE BELIEVE IN THE FUTURE OF ITS CITIES” – HENNING RASMUSS, DIRECTOR, PARAGON GROUP

CONSTRUCTION

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LEADING THE SECTOR Based in Johannesburg and Cape Town, Paragon currently employs approximately 85 individuals across its two offices; a substantial number in comparison to the 85 percent majority of South African architectural practices that employ less than 10.

“We are, by size and influence, at the very top of our profession, not only in South Africa but also the continent,” Rasmuss tells us proudly.

“The company is growing fast this year. Across Africa, we work with and through trusted local in-country partner architects. Some of these consistent relationships are now seven years old!

“We in the executive team are six directors across three company divisions, and we have just promoted a large number of team leaders into associate and senior associate positions. There is an extremely talented group of young African designers in the business. We

Gulf Energy HQ, Nairobi, Kenya, with Design Source Limited

operate the office as a series of ‘pods’ or micro-practices, to enable better knowledge sharing, direct accountability, and autonomous working and decision-making practices.”

Paragon offers master planning, architecture, strategic space consulting, space planning and interior design services to ambitious clients in most property sectors.

Paragon has always been a generalist practice; its clients are privately held and public listed property funds, pension funds, property developers, powerful families, and corporate real estate service (CRES) teams from across the world. And at present, Paragon is undertaking a series of investments to better its services for such clients, as Rasmuss explains.

“We are completing a series of Africa Outlook issue 91 | 181

PARAGON GROUP transformation transactions that are changing shareholding and that enables more directors and more management control for younger and more diverse groups of current and future leaders,” he tells us. “The aim is to bring the right levels of black ownership to all companies in the Paragon Group, and to set the group up for long-term success. These transactions were completed at the end of 2019 for our interior design business known as Paragon Interface Architects, and the results are very positive.

“Recently, we promoted a large group of longer-term committed team members to Associate and Senior Associate positions. This allows us to have wider and deeper management control over the ‘Five Pillars’ of the business and will ensure better project delivery as the economy picks up and larger appointments return to the South African market.”

ADC Data Centre, Eko Atlantic City, Nigeria

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THE PARAGON GROUP - DIVISIONS PARAGON ARCHITECTS The core company offers masterplanning and commercial architecture services to ambitious clients in most property sectors. Paragon has always been a generalist practice. Its clients are privately held and public listed property funds, pension funds, property developers, influential individuals and families, and CRES teams from across the world. Increasingly, Paragon partners with global design practices for project deployments in Africa, and it is part of the IDEA International Design Alliance.

PARAGON INTERFACE ARCHITECTS Paragon Interface delivers strategic space consulting, space planning and interior design solutions for global and local corporates, focussing now on new ways of working, workplace wellness, and flexible combinations of office-based and home-based work. New projects are also in leisure and hospitality interiors.

PARAGON ARCHITECTS SOUTH AFRICA A dynamic and innovative local South African architectural business, Paragon Architects South Africa is geared towards public-sector procurement and works with clients driving South African economic transformation as a key outcome of projects. It has deep experience in the social housing and student housing sectors.

CONSTRUCTION On the technology front, Paragon is investing further into building information modelling (BIM) implementation, together with client and consultant teams. This process is not new to the company, but it requires a multi-team implementation approach that is not present in all projects or client organisations.

INVESTING IN AFRICA Within South Africa, Paragon is heavily invested in inner-city housing, precinct refurbishments, student housing, sports precincts in the Eastern Cape and Kwa-Zulu Natal provinces, and university campuses in the same province and at Gauteng Province’s new Smart City at Lanseria Airport.

“We opened an office in Cape Town almost three years ago which is growing steadily,” Rasmuss elaborates. “In Cape Town and Johannesburg, we are appointed for a large number of interior design projects, with the Deloitte head office in the Cape Town Waterfront being a good statement of intent for what we bring to the Cape Town market.

“The 38,000 square-metre head office for Amazon in Cape Town is literally going into construction this week with piling having been completed. And at the OR Tambo International Airport, we have in this month handed over the 35,000 square-metre head office for the Airports Company of South Africa (ACSA). It greets arriving and departing passengers and has added a distinctive and strong architectural gesture to the clutter of buildings at the airport.”

Throughout the projects, Paragon builds long-term partnerships with practices in Europe, Scandinavia, the USA, China and the Gulf States that lay the basis for project collaborations for global clients in continental Africa, spanning multiple countries and industries.

“In Ghana, we participated in the

Deloitte Cape Town, interior design

Hilton Garden Inn, Mbabane, Kingdom of Eswatini

Bank of Ghana head office bid in 2020, in a contractor-led consortium,” Rasmuss says. “The project covers almost 95,000 square-metres and included a 30-storey office tower and helipad, and a data centre and massive dedicated auditorium.

The bid was not successful, but it built further on strong existing relationships that now support and benefit other projects.

“And in Kenya, we completed a very crisp and contemporary medium scale office building for Gulf Energy, in Nairobi. We worked as architects and interior designers together with our long-term associated partners at Design Source Limited. We are very happy with the achieved quality and have two satisfied clients who enjoy a much better work life quality.”

pandemic in South Africa are education, industrial and logistics work, data centres, healthcare, and refurbishment projects,” Rasmuss tells us. “Paragon’s interior design and space planning business is doing really well on the back of highly successful projects which are based on the expert project design and delivery skills of our teams. Our largest projects are in South Africa and Nigeria.

“Across continental Africa, there is a new upswing in hospitality, student housing, logistics and warehousing, data centres, and in the development of new town centres adjacent to historical capital cities. Resource prices are slowly returning, meaning that the ‘easy money’ is returning in part to the undiversified economies of the continent, and here at Paragon we are ready to answer the demands of the market.”

MOVING FORWARD For the coming year and beyond, Rasmuss is committed to the mentorship of young professionals at the beginning of their careers.

This is intended to pass on and share first-hand industry knowledge and experience that is invaluable in the personal development of upcoming industry professionals.

“The growth sectors following the disruption caused by the COVID-19

Tel: +27 11 482 3781 mobile +27 83 449 2670 henningr@paragon.co.za www.paragon.co.za

Africa Outlook issue 91 | 183

MISSION HOLDING GROUP

FUTURE RESIDENT Mission Holding Group are the property development specialists bringing homes of the future to the Eastern Cape. We discuss operations with CEO Tjaart Van Der Walt Writer: Phoebe Harper Project Manager: Donovan Smith

184 | Africa Outlook issue 91

A

s South Africa’s secondlargest province, and widely acknowledged as the most scenic, the Eastern Cape holds an irresistible allure for homeowners.

A predominantly mountainous region, the province boasts the peaks of the Drakensburg range, and deep river valleys carving through the

grassveld to create unrivalled scenery against a backdrop of wildlifeabundant National Parks. Meanwhile, a rugged and unspoilt coastline running parallel to the Indian Ocean lies interspersed with beaches.

It is in this rich and varied landscape, amongst the winding waterways and ocean views of the Eastern Cape,

CONSTRUCTION

TIAL

that the Mission Holding Group has earnt its name as a leading property developer.

“My criteria have always been that the land must be close to the water, the river or the sea. Both always increase in value over time,” opens Tjaart Van Der Walt, CEO of esteemed private property development firm,

Mission Holding Group (MHG). “It must also be close to an existing town and there must be a supporting underlying economy in the target market.”

Championing the laudable goal to become the Eastern Cape’s leading private green developer, MHG benefits from the backing of EXCO – an established team of specialists within their individual fields to propel the company’s growth and development.

As CEO of MHG, Van Der Walt is joined

by Business Development Manager, Tim Dlulane, a former Blue Bulls rugby player and ex-Springbok, to form the MHG leadership team.

As a vertically integrated holding development company, MHG showcase unparalleled versatility in the field of property management, overseeing all aspects of architecture, construction and sales.

Van Der Walt himself found his way into the housing sector after attaining an MBL as a qualified mining engineer.

“I worked for Sasol for six years after completing my studies, designing their mines at Secunda.

“Part of our training was to design the mine as well as the town from inception - usually it was in a very remote area where there was no availability of any bulk services,” he explains. Enjoying the challenges of the role, Van Der Walt’s interest in property development was piqued.

“I started off with small property purchases and developments in St Francis, Mossel Bay and then later embarked on the first mixed use development in Struisbaai, Cape Agulhas. This was the Langezandt Fisherman’s Village about 15 years ago,” he explains. The picturesque, whitewashed homes of Langezandt now represent one of the most sought-after estates along the Overberg Coastal Region, an area of astounding natural diversity.

“Today, I only have to design the town and not the mine,” Van Der Walt quips.

It was also during this period that Van Der Walt began to work on projects across the Eastern Cape including Coral Beach, and the two main developments that represent MHG’s portfolio to date; the Balugha River Estate situated in Glengariff, 20 kilometres east of East London, and the Kidd’s Beach Green Estate, located within the urban edge of the city, some 20 kilometres west of East London.

“Our main target markets are government officials working in Bisho and East London, Mercedes Benz South Africa and Industrial Development Zone employees, as well as investors on a national level,” he tells us.

NAVIGATING THE MARKET The headwinds of the ongoing COVID-19 pandemic continue to make the construction sector a challenging environment to navigate. Across South Africa in particular, civil unrest combined with ongoing lockdowns continue to plague the country.

“The construction industry is under a lot of pressure in South Africa, due to COVID-19 and the lockdown that has slowed down both our economy and indeed the world’s,” Van Der Walt states.

Tjaart Van Der Walt, CEO

Africa Outlook issue 91 | 185

MISSION HOLDING GROUP “Sales are currently still good in the affordable housing segment, as well as the medium to high income groups in the East London area – it is a deep market and there is a need and a demand,” he expands.

At present, Van Der Walt highlights the struggle of attracting development equity investors and raising debt funding in the face of a depressed economy as MHG’s greatest challenge.

In these trying circumstances, the strengths of MHG’s vertically integrated supply chain become truly advantageous, thereby allowing the company to create and control its construction pipeline through its own sales.

“This means that we are able to purchase the agricultural land, get the necessary approvals for the EIAQ (Environmental Impact Assessment Questionnaire) and rezoning. We then design, market, and sell the developed land, do our own bond origination

186 | Africa Outlook issue 91

AT A GLANCE MHG DEVELOPMENT PROJECTS KIDD’S BEACH GREEN ESTATE Located within the East London area, the Kidd’s Beach Green Estate is MHG’s primary development.

Situated within 340 hectares of land and boasting 1.5 kilometres of pristine beachfront, Kidd’s Beach is a rapidly expanding gated green development that consists of six secure estates with homes ranging from R750,000 to R10 million.

The entire development will eventually comprise over 5,000 residential homes ranging from luxury to affordable properties, alongside a shopping centre, private schools, a hotel, private hospital, high performance sports centre, a training centre, light industrial park and finally, a retirement village.

As a leading green development, renewable energy is leveraged throughout the estate in the form of solar geyser panels, LED lighting and gas stoves. Meanwhile, rainwater harvesting tanks have been installed to lower water consumption alongside planting indigenous trees and vegetation.

“Over the past four years, we have developed 550 houses and phase one of the shopping centre and the private school – everything is still on track and according to the master plan.” - Tjaart Van Der Walt, CEO

CONSTRUCTION

Kidd’s Beach Green Estate is located within the East London area and is MHG’s primary development

Africa Outlook issue 91 | 187

MISSION HOLDING GROUP and the rental management for our investors.”

With a workforce of approximately 29 personnel, MHG are fully equipped with inhouse architects, quantity surveyors, engineers, sales and marketing staff, civil and construction managers and a financial and admin management team in place to oversee

its developments.

“We also do our own civils, bulk and internal infrastructure installations and the construction of our sold houses and buildings,” Van Der Walt explains, which are made possible through the varied subsidiary companies unified under MHG’s ownership.

“We also register subsidiary

AT A GLANCE MHG DEVELOPMENT PROJECTS BALUGHA RIVER Balugha River is an exclusive private estate situated only a short drive from East London, Eastern Cape on the East Coast of South Africa. The estate is designed for peaceful, secluded living amidst tranquil surroundings, with spacious homes ideal for families offering the ultimate space to unwind.

Available for either permanent residence or holiday rentals, properties benefit from direct beach and river access.

“A beautiful security estate on the Balugha River and at Glengariff Beach, consisting of 80 erven, at present 80 percent of the Balugha River properties are sold out and 50 percent of the houses built,” comments Tjaart Van Der Walt, CEO, Mission Holding Group. “The estate is totally independent with its own water supply, boreholes and its own anaerobic sewerage treatment plant.”

188 | Africa Outlook issue 91

development companies for the varying products for the different income groups from affordable houses/units (from R695,000), medium, high to luxury houses (R10 million) and units situated within one estate. These come with their own security entrances and levy structures managed by HOA’s (Homeowner Associations) and body corporates,” he continues.

An integral component to the company’s operations, MHG pride themselves on supporting South African suppliers through strategic partnerships that reflect a social consciousness prioritising job creation and education within the immediate community.

“We at MHG believe in forming strategic alliances and long-term relationships with our local suppliers.

“This is so important to support the local economy and to build local capacity. Also, to help develop local SMME businesses, in order to train and develop them, and to create job opportunities that will uplift the local communities,” Van Der Walt surmises.

CONSTRUCTION

EMBRACING SUSTAINABILITY MHG’s developments are unique in the way they encourage a harmony between humans and nature, both in terms of the setting with most of the houses on the Kidd’s Green Estate enjoying sea views, and the way that the company’s designs incorporate environmental sustainability.

“We at MHG are serious about developing low carbon footprint sustainable developments,” states Van Der Walt.

Both the Kidd’s Beach and Balugha River estates stand as testament to this commitment.

“Our layout and house designs are done in such a way for roofs to be north orientated with roof angles of 37 degrees, in order to maximise the utilisation of the sun for the generation of renewable solar energy for warm water heating and the generation of electricity,” he explains.

Roofs are designed with an overhang of 700 millimetres to assist with minimum sun on houses to ameliorate insolation, whilst the estates are illuminated by low-energy lights and streetlights.

Clay tiles with a low carbon footprint

and good insolation properties are used for roofing, whilst windows with top openers provide added insulation and cross-ventilation.

“This minimises the need and use of air conditioners in the summer whilst containing the heat in the winter months.

“All houses are also sold with gas stoves and hobs as a standard to reduce the use of electricity,” Van Der Walt adds.

Rainwater harvesting tanks are installed throughout the estates for gardening and household use, complimented by the landscape vegetation which consists of indigenous plants, scrubs and trees.

“We are also working together with the local authorities to design low impact sewerage processing systems to be able to utilise the sewerage solid waste for electricity generation in future and to clean the sewerage water to a level and standard for re-use and circulation,” Van Der Walt explains.

Finally, all houses are provided with warm water that has been heated by solar energy, representing a key step forward and worthy area of

investment for MHG. “The self-generation of renewable energy, specifically solar, is a huge positive development, firstly to become less dependent on ESKOM, but also to lower any development’s carbon footprint is a big positive step towards sustainable developments,” he explains.

With mention of ESKOM – the South African electricity public utility – talk turns to MHG’s innovative pilot project dedicated to reducing grid reliance.

“We have now embarked on a project that will utilise the roofs of the houses and carports to generate electricity with solar panels and only use 25 percent of ESKOM electricity throughout all the developments in future.”

Looking to the future, MHG will continue to expand their footprint across South Africa as they continually strive for excellence and the satisfaction of both property owners and investors.

“Our main focus will be on Kidd’s Beach Green Estate with 5,000 more houses to be built, as well as all the amenities of this mixed-use development.

“We are also involved and have started with other new developments on the Garden Route in Mossel bay, Stilbaai and Struisbaai,” Van Der Walt explains.

With unique residential offerings catering to a wide range of markets, Mission Holding Group will continue to build homes for the future for years to come.

MISSION HOLDING GROUP Tel: 043 726 0551 office@missionholdinggroup.co.za www.missionholdinggroup.co.za

Africa Outlook issue 91 | 189

HAUSSMANN AFRICA

DIVERSIFICATION AND EXPANSION

As a pan-African company that puts the continent at the fore, executives from Haussmann Africa discuss the company’s diversification towards hospitality on the back of a disruptive 2020 Writer: Sean Galea-Pace | Project Manager: Donovan Smith

We understand Africa.”

Haussmann Africa is a leader in real-estate services across the continent. The company advises occupiers, investors and landlords to acquire, design, build and manage real-estate assets across Africa. Haussmann Africa offers a turnkey solution for companies 190 | Africa Outlook issue 91

that need office fit-out from space planning to full construction design and execution. Its product covers architectural services, project management, interior design, cost management and consulting.

Maxime Chauvelot is the Chief Operating Officer, while Merry Luzolo serves as Director of Design

and Country Director at Haussmann Africa. Between the two men, they possess a deep passion for Africa and the clients they serve. “Whenever we design something in Africa, our attitude is always that it’s for Africa,” discusses Luzolo. “We know how best to handle problems because we’re pan-African. For us, we believe that to

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understand customers, you have to understand the space they operate in.

It’s about investing in talents, building up local knowledge and then it puts us in a better place to respond to our client’s needs.”

A big competitive advantage for the organisation is that Haussmann is pan-African. It is something that

Luzolo believes sets his company apart from competitors. “Our general attitude whenever we design something in Africa is that it is for Africa,” he discusses.

Like many other industries across the globe, Africa’s construction industry took a hit during 2020 because of COVID-19. However, unlike

all sectors, the space is in the midst of recovery quicker than most expected.

“It’s still at a lower point than usual but is certainly climbing back,” explains Chauvelot. “Although quick to stop when COVID first hit, it was also one of the first industries to recommence and get back on its feet.

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HAUSSMANN AFRICA

companies remains on the low end, however, the success of the vaccination in Europe and the United States and the fact that Africa has been much less impacted by the sanitary crisis than other continents is giving a positive signal to investors.”

One of the most important areas of any business is talent management.

Without quality staff, success is impossible. For Chauvelot, the key is to find people that place value on the most important cause of all – Africa.

“When you consider how large and diverse this continent is, it is not too difficult to find these people,” he discusses. “There are so many young talents out there that really want to contribute and want to be part of the solution. Once that is done, we try to create a platform that will allow our employees to grow together. This is by training, growing talents, and then promoting and recharging from the bottom up.”

STRATEGIC PARTNERSHIPS Hausmann prides itself on fostering a positive culture and strives to operate with a customer-centric mindset.

As such, Chauvelot has formed key, strategic partnerships that are truly mutually beneficial. “We pride ourselves in the community and relationships we are able to foster,” he explains. “We see our customers first and foremost as partners, but we also learn from them. This then means that design becomes a shared process 192 | Africa Outlook issue 91

rather than a unilateral endeavour.

“While the general attitude when designing in and for Africa has often been patriarchal, the office space in Africa is still very compartmented as opposed to the open space trend in Europe. The corner office of the Director is still a reality and a need for some local businesses. We don’t pretend to know best upfront; we listen lots and respond.”

And Chauvelot acknowledges that Haussmann can’t achieve their goals without forming those sustainable partnerships that are built to last.

“The trust we have with our suppliers is what makes us successful in the industry,” he explains. “Without the relationship that we’ve developed with them, we can’t tender accurately and win new projects. It’s in our interest to keep our subcontractors and partners happy and keep working with them. We know their strengths and challenges so we can anticipate the client’s needs at the beginning of

the project and lean the design one way or another because we know we have the solution that the client is asking. These relationships are the only reason we can do the projects.”

With this in mind, Chauvelot believes it is important to be mindful when it comes to cost. In his mind, although making a profit is important, being unreasonable in terms of pricing won’t work long-term. According to Chauvelot, understanding is the key. “Squeezing the prices of a good subcontractor for a one-time job is not sustainable,” he discusses.

“Establishing a fair and trustworthy relationship will always be worthwhile in the end, and it has been proven during the COVID crisis.”

BROADENING HORIZONS Uber contacted Haussmann Africa to advise, design and fit out its headquarters in Nigeria and began working on Uber projects in 2019.

“Uber had an aggressive development

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in Africa, with our Nigerian team the first to work with them,” explains Chauvelot. “Subsequently, we expanded that partnership into Ivory Coast and Ghana too. The approach is to follow your clients. We have one point of contact and have developed in several countries. This was valueadded for them because instead of having three different companies, with three different designers and contractors, they only had one email address and that was a massive advantage for our clients.”

Despite the challenge of COVID19, Luzolo admits how challenging keeping the same team is. “It is always difficult to try and keep the same team. We wanted to come out the other end of the pandemic with the same staff we entered it with. This was because we saw the opportunities we’d be able to explore coming out of the crisis with the same team. It was a tough time, but I think we’re stronger for it. It showed that we had to do

quite a lot of internal cost reduction to be able to keep the team operating even when there were no projects coming in and today, we are seeing a brighter outlook.”

Indeed, on the back of the pandemic, Haussmann has started to diversify its operations and expand into the hospitality space. “We started an internal exercise of rethinking how the company will continue to grow, what the core values of the company are and where do we want to go in the next few years,” says Chauvelot. “One of the outcomes from that was the realisation that we needed to diversify our model. We’ve started to reach out to developers and operate in a different way. We haven’t yet started a project because it’s a very tough sector to break into and a lot of trust has to be established.”

Moving forward, the plan for Haussmann, like many organisations, is to bounce back from the disruption of COVID-19 and grow thereafter.

“We’re going to expand into hospitality and plan to launch our first project later this year,” he says. “Once we break out into the space properly, it will trigger a reorganisation around hospitality and will mean we will introduce dedicated management for these kind of projects. While we have Haussmann Africa that does office fit out which is our core industry, we will be splitting the way we manage our staff, but for that to happen we need to have several projects underway and begin to build a track record. The rest of 2021 is about getting back on our feet in terms of office fit out, we’ve had a good start and hopefully that continues.”

www.haussmannafrica.co

Africa Outlook issue 91 | 193

MEDINE GROUP

DEVELOPING A SMART FUTURE FOR MAURITIUS Dhiren Ponnusamy, CEO of historic Mauritian enterprise, Medine Group, discusses strategic diversification and delivering the island’s smart city future as a haven for investment Writer: Phoebe Harper | Project Manager: Kyle Livingstone

194 | Africa Outlook issue 91

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A

Tamarina Golf Estate

historic mainstay within Mauritius’ business sector, the Medine Group today has significantly expanded from its roots as a sugar estate founded on the island over a century ago.

Since the company’s inception in 1911, Medine Group have maintained a position as a prominent player within Mauritius’ sugar cane industry, as reflected by the 10,000 hectares of company-owned land located on the west of the island that represents the core of the enterprises’ holding as a land bank.

Alongside this foundational activity, Medine Group have established a reputation for pioneering initiatives that have been adopted as mainstream within the industry.

“Over the years, Medine has gradually diversified away from monoculture activities, i.e. sugar cane cultivation and sugar manufacturing, and currently boasts several pillars of activity across a range of economic sectors namely agriculture, education, property, leisure and hospitality,” explains Dhiren Ponnusamy, CEO of Medine Group.

Ponnusamy found his way to the company following what he describes as a “richly diverse career” spanning several continents after his graduation from the London School of Economics.

Working for Standard Chartered Group across South Korea, Philippines, Singapore and Africa in several disciplines from finance to large-scale restructuring, Ponnusamy developed a taste for operating within “fast-paced and rapidly evolving environments.”

“My journey with Medine Group began when I joined in 2018 as COO. I was brought in to provide leadership in matters of strategic planning, finance, and performance management. In April 2020, I was asked to oversee the group in an interim capacity before being formally appointed Chief Executive Officer (CEO) of Medine Group by the Board of Directors on July 1st, 2021,” he explains.

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MEDINE GROUP LIVING SMART In 2005, Medine Group developed a master plan that has since effectively governed the company’s economic diversification strategy, whilst ensuring the coherent, harmonious and sustainable development of the land bank.

Within this, Medine has taken an increasingly active involvement within property development, leading to its present positioning as an established leader within the sector.

“In 2007, Medine Group set up a dedicated property and urban development arm to implement the vision of the Medine Master Plan, whose motto was: ‘see far and look closely’,” Dhiren Ponnusamy tells us.

“At the time, Medine was a pioneer in Mauritius in terms of Master Planned Community development, with the ambition of building a new

town on the west coast of Mauritius,” he adds, making reference to the Integrated Resort Scheme and within this specifically the development of the Tamarina Golf Estate, as a marketdefining move.

Subsequently, Medine Group was successfully issued with a ‘Smart City Certificate’ in 2017 from the Economic Development Board under the Mauritian Government’s ‘Smart City Scheme’. The scheme was initially launched as an opportunity for investors to share in the vision of creating innovative and sustainable cities across Mauritius, centring on a ‘Live-Work-Play’ concept and backed with the necessary enabling legal framework and attractive incentives for real estate developers.

“One of the big advantages of the scheme is that it enables a coherent masterplan for a mixed-use

“We take care that all projects are designed and developed by professionals who value a customer-centric and cohesive approach to ensure the end product promotes a convivial and sustainable residential or commercial environment” - Dhiren Ponnusamy, CEO, Medine Group 196 | Africa Outlook issue 91

MCB Consulting MCB Consulting is an international management consulting company headquartered in Mauritius, but with a global reach, and delivering to organisations across industries, sustainable solutions aimed at improving and/or transforming businesses. Our key areas of focus encompass the provision of advisory services – which range from strategic planning and execution to risk management – business process reviews and organisation reviews, assistance in the selection, implementation and maintenance of Information Technology solutions as well as the delivery of training services.

Obsessed by the quest for excellence, our scope of intervention goes beyond our global consulting assignments, as we passionately and yet humbly contribute to the betterment of our clients and the community at large.

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development to be approved as a whole, rather than projects being treated as individual components.

“The main incentives for smart city companies and developers include tax exemptions, sustainable-green features and initiative allowances, permits facilitation through the Economic Development Board, defined frameworks for the city governance (code civil) and the sale of immovable property,” Dhiren Ponnusamy explains.

This granted Medine Group with the opportunity to develop its own Smart City, Uniciti, thereby bringing long-term value to the company’s shareholders whilst furthering property development on the island with the infrastructure in place to attract a range of diversified inhabitants.

“Uniciti is now a reality, and the overall aim is to position the west coast of Mauritius as a fully integrated hub based on the ‘Live-Work-EnjoyLearn’ concept.”

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CHARITY AT HEART FOUNDATION MEDINE HORIZONS “Act, Give and Fund” - FMH motto Medine Group prides itself on undertaking a significant amount of charitable work, as evidenced by the launch of the Foundation Medine Horizons (FMH) in 2006.

FMH supports the social emancipation of vulnerable groups located within Medine Group’s catchment area. FMH activities revolve around two core priorities, namely education and environment.

The FMH mission is to elevate the quality of life for vulnerable groups whilst encouraging effective concertation and collaboration amongst other social stakeholders through various initiatives working with the Mauritian Government and NGOs, targeting whole communities and Medine Group employees. Medine Group employees also volunteer within solidarity and collaborative projects across the western region for the benefit of those who need support most.

Africa Outlook issue 91 | 197

MEDINE GROUP Uniciti is now the location of the Medine Group’s head office, as a thriving business park environment that hosts part of the company’s 1,000 employees, all individually dedicated to executing the company’s vision and strategic objectives.

“Uniciti’s modern business park, already home to several international brands, is the ideal launch pad for established organisations, startups and investors looking to set up, relocate and grow their businesses within a supporting and dynamic framework,” he surmises.

CHAMPIONING EDUCATION Alongside the highly attractive business environment that Uniciti has come to represent, promoting a sustainable, integrated and connected lifestyle centred on a healthy worklife balance in an idyllic island setting, the Smart City’s Education Hub is a particular source of pride for Medine Group.

With an established network of French and British schools and universities and a highly studentcentric infrastructure, the hub provides world-class education whilst also offering partnership development opportunities through the setting up of educational institutions. The development also hosts on campus student life residences.

Uniciti Education Hub embodies Medine Group’s vision of positioning Mauritius as a vibrant higher education ecosystem with a fullyfledged international campus designed to cater to all phases of academia, tailored to suit the growing needs, trends, and aspirations of students and professionals.

“The hub today hosts a population of over 2,900 students, contributing to the unique student experience offered in Mauritius across its two campuses, while resolutely harnessing new growth opportunities, rooted in sustainable innovation.

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“UNICITI EDUCATION HUB STANDS AS A PROUD DISPLAY OF MEDINE GROUP’S ACHIEVEMENT WITHIN THE EDUCATIONAL SPHERE AS IT CONTINUES TO BUILD ON ITS REPUTATION TO INTEGRATE NEW INSTITUTIONS THAT CAN LEVERAGE ON ITS PLATFORM SERVING THE LOCAL AND WIDER AFRICAN/INDIAN MARKETS” – DHIREN PONNUSAMY, CEO, MEDINE GROUP “Leveraging its strategic engagement and strong partnerships with higher education institutions, Medine Group targets to reach of population of 5,000 students by 2025,” Ponnusamy tells us.

At present, Medine Group continues to attract foreign investors under the Smart City Scheme, within the purchase of residential built properties, purchase of serviced plots of land, the acquisition of serviced land or the development of specific projects as Smart City Developers.

Various incentives are offered to expatriates concerning the purchase of residential property, including well-defined schemes for property acquisition by non-citizens, whereby residency by investment is made possible when acquiring units under such initiatives, when the investment value exceeds $375,000. Meanwhile, non-citizens in possession of a valid occupation of residence permit may

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AT A GLANCE UNICITI: A MEDINE GROUP SMART CITY Launched in 2017 and extending across 350 hectares in the highly sought-after western region of Mauritius, Uniciti is a salient reflection of the company’s commitment to developing a sustainable and thriving community within its diverse portfolio of activities.

The spatial, ecological, economic and social aspects of the city have been designed in line with sustainable development principles founded on three core pillars: • Inspired by the site • Driven by excellence • Made for people “Through Uniciti, Medine Group aims at creating an inclusive and vibrant ecosystem that showcases a cohesive and collaborative balance between residential, business, commercial, educational, healthcare, sports and recreational activities whilst ensuring economic, social and environmental sustainability,” comments CEO Dhiren Ponnusamy.

Centring on a ‘green by design’ approach, dedicated to sustainable development including the use of solar energy and the installation of eco-drains, Uniciti boasts a 21,000 sqm business park, the illustrious Cascavelle shopping mall, and SPARC sports and medical centre a world class sports and recreational facility.

“Complementing this unique residential offering is Tamarina Golf, our championship 18-hole, par 72 course designed by Rodney Wright, access to the beach through Tamarina Hotel, Casela Nature Parks and our ecological reserve of Yemen – all of which are within a stone’s throw of Uniciti,” Ponnusamy adds.

THE UNICITI EDUCATION HUB A distinctive and complete offering spanning from nursery and pre-primary to higher and extensive education, the Uniciti Education Hub is recognised today as a centre of excellence that attracts worldrenowned international institutions, including Université of Paris II Panthéon-Assas for law, the Ecole Nationale Supérieure d’Architecture de Nantes, Centrale Nantes for Engineering, VATEL Hotel & Tourism Business School, and Middlesex University to name but a few.

MEDINE GROUP MAIN DEVELOPMENTS IN THE WEST

Africa Outlook issue 91 | 199

MEDINE GROUP

SPARC Sports and Medical Centre

Safari Quad at Casela Nature Parks also acquire residential plots of land within a Smart City.

Dhiren Ponnusamy highlights other projects that are currently underway within Uniciti and are reflective of the company’s expertise in residential development, including the recently completed first phase of 15-hectares Magenta Park, which is significant in enhancing the city’s green credentials. Alongside this, Ponnusamy includes a first of its kind residential development in Mauritius, 200 | Africa Outlook issue 91

in the precinct of ‘Oceanside’ and comprising three distinct pocket neighbourhoods. Plots within the Oceanside precinct are available for purchase by foreign national residents in Mauritius, allowing them to design and build a residence entirely to their taste.

“Uniciti has launched this month ‘The Grove’ - Uniciti’s very first built units comprising of a set of apartments, villas and townhouses. Based on a sustainable vision of daily life that

encourages connections and invites people to make time for themselves, this residential project is set to offer an exceptional lifestyle in one of Mauritius’ most sought-after regions. The residential units – a mix of townhouses, elegant and luxurious villas and well-positioned apartments - feature graceful architecture comprising natural materials, enhanced by the abundance of natural light, with generous external spaces that enhance the Western Art de Vivre.

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Pierrefonds Campus - Uniciti Education Hub strategic location and Uniciti literally sits at the crossroads of the towns and the beach.

“As such it provides global investors and foreigners with the most attractive option to invest, live and work within this part of the island, notwithstanding the attractive natural setting and government incentives,” he explains.

Consolidating Mauritius’ reputation as an international hub of business, finance, and education, Medine Group is delivering the future for the gateway to Africa.

Pierrefonds Campus - Uniciti Education Hub

“The project’s residences are available for purchase for both Mauritians and foreigners. Whether one is buying a home or an investment, they will benefit from Uniciti’s amenities and infrastructure, ensuring that property gains in value over time,” he concludes.

Dhiren Ponnusamy draws to

a close recalling the political, social and economic stability that makes Mauritius, and in particular Uniciti, such a fertile and attractive playground for investors.

“The west coast of Mauritius is a fast-growing and dynamic region that is highly sought after by locals and foreigners for its quality of life and

MEDINE GROUP Tel: (230) 401 6101 info@medine.com www.medine.com

Africa Outlook issue 91 | 201

HOSPITAL HOLDING INVESTMENT (AAR HEALTHCARE)

SERVING EAST AFRICA Following the acquisition of AAR Healthcare, a renowned name in the region, Hospital Holding Investment is primed for success Writer: Sean Galea-Pace | Project Manager: Callam Waller

E

ast Africa faces many health challenges.

The region is often among the first to battle infectious diseases and is accustomed to disruption. However, in recent years, Kenya’s healthcare space has experienced significant improvements. Kenya’s health system can be split into three categories: public providers, private non-profit organisations and private for-profit healthcare providers.

Introducing Hospital Holding Investment (HHI). The company is a private healthcare holding firm that manages an integrated healthcare services business across the East

African region. HHI’s investments currently include the AAR Healthcare Group and Nakasero Hospital. In 2020, Hospital Holdings Limited acquired a 54 percent stake in AAR Healthcare, an operator of hospitals and clinics in Kenya and other East Africa countries, for $15 million.

AAR Healthcare Group has a rich history in East Africa that spans over 30 years and consists of over 40 outpatient centres in Kenya, Uganda and Tanzania, as well as a 67-bed Kampala Hospital, one of Uganda’s leading private hospitals that provides specialist-level care. Having officially opened in 2007, the Kampala Hospital’s vision

KAMPALA HOSPITAL CORE VALUES NURTURE – The company strives to harvest a positive environment where employees are nurtured to greatness through training, mentoring, recognising their passion and challenging them to achieve the unthinkable.

INTEGRITY – Adhering to high ethical principles and professional standards that are transparent, honest, trustworthy and reliable across all dealings.

EXCELLENCE – Delivering the best across operations with quality as a set standard, while being committed and accountable for results.

RESPECT – Acting with courage while upholding the golden rule by exercising compassion for patients and dignity in its delivery of services.

202 | Africa Outlook issue 91

was to bring progressive medical services within arm’s reach.

Founded in 1984, AAR Healthcare has a notable history of success.

Today, the organisation sits as one of the largest providers of outpatient healthcare services in East Africa, with a network of 21 clinics across the country and serving more than 300,000 clients annually. AAR Healthcare differs considerably from the other providers in the region, not

HEALTHCARE

AAR HEALTHCARE CORE VALUES just because of its comprehensive value chain which can successfully treat those who are unwell, but because of its robust expertise in clinical risk management and the provision of preventative care.

Through its best-in-class network of Outpatient Centres across East Africa, AAR Healthcare provides centres of excellence in healthcare. The company’s dedication to providing care at the highest level is reflected in

its transparent approach to reporting its quality data and treatment outcomes. It is AAR Healthcare’s belief that this evidence-based approach is the only correct way to demonstrate value to patients.

SAFETY FIRST To AAR Healthcare, safety and health are key. As a result, the organisation guarantees caregivers who have the best interests of the company at heart

MISSION AAR Healthcare provides healthcare solutions that make a difference to life.

VISION AAR Healthcare aims to be the provider of choice for innovative and quality healthcare solutions in Africa.

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HOSPITAL HOLDING INVESTMENT (AAR HEALTHCARE)

ABOUT NAKASERO HOSPITAL Nakasero Hospital is a private entity that began in 2009 after a group of Consultant Doctors teamed up with a vision to create a world-class hospital that will meet the healthcare needs of Ugandans and East Africans who were seeking medical treatment outside the region.

PROFESSIONALISM – Upholding professionalism and ethical standards at all times.

COMPASSION – Consistent empathetic delivery of care.

TEAMWORK – Together we can do more.

INNOVATION – Continuous improvement of service delivery.

204 | Africa Outlook issue 91

with technology, equipment and an environment designed to perform with the highest standards of safety and effectiveness.

AAR Healthcare is committed to providing quality care that is safe, timely, efficient, equitable, accessible and patient-oriented.

Through aligning to the most up-todate medical evidence, measuring and analysing data and improving practices based on data, the firm work towards the best possible outcome for each patient.

With this in mind, AAR Healthcare abides by the slogan ‘we are as human as you.’ To the company, this demonstrates the importance of being open to all, with the organisation being at the fore of welcoming all medical covers and cash and credit since launching the KAARIBU Campaign. The KAARIBU

Campaign is an initiative that is aimed at raising awareness that the AAR Healthcare outpatient centres in Kenya are for everyone. This means that all can visit the outpatient centres whether insured or not.

SERVICES AND SOLUTIONS Its 21 Outpatient Centres are conveniently located near residential areas, shopping malls or the central business district which offers patients convenient and easy access to healthcare facilities and medical consultation. AAR Healthcare provides a comprehensive range of specialist clinics, diagnostic services and treatments at each centre, with each having its own set of key specialist services made specifically to match its patients’ profile. Each centre is also equipped with the latest medical technology and

HEALTHCARE

KEY PARTNER: TRIVITRON HEALTHCARE Trivitron Healthcare is an influential partner to AAR Healthcare that provides affordable healthcare solutions.

The organisation markets its products to hospitals, individual healthcare providers, independent clinics and laboratories, extended care facilities, renal care centres and any other facilities that provide healthcare solutions.

As a pioneer in the field, Trivitron continuously pursues technological innovations to provide superior clinical benefits at a lower cost. At Trivitron, quality healthcare is regarded as a fundamental right and the vision is to make it available for the people of all classes.

Showcasing its renowned expertise in research and development, Trivitron manufactures and distributes first-class medical technology products to 180 countries.

is placing considerable emphasis on its staff with over 5,000 individuals trained each year in East Africa.

AAR Healthcare’s integrated information system provides accurate and continuous medical care for clients within the East Africa region giving them a competitive advantage and enhanced service delivery, resulting in better health outcomes.

Through its automated technology, AAR Healthcare is able to strategise both preventative and curative healthcare solutions.

AIMS

ROUTINE MEDICAL CHECK-UPS

WELLNESS PROGRAMME

Pre-employment medical examinations tap into AAR Healthcare’s considerable experience. This is completed as per request on scope: • Annual wellness checks.

• Age categorised wellness checks.

• Executive wellness packages.

• Corporate wellness campaigns.

The AAR Healthcare wellness programme and resources are personalised to promote and support the health, safety and wellbeing of its wellness partners as well as help meet the needs of each of its clients, whether they are healthy or dealing with a new or ongoing health issue.

The programme is structured to sensitise and educate clients on ways to stay healthy and prevent more serious issues, and this benefits the employer due to improved productivity and employee retention, better employee health and morale and lower health related costs.

The programme components include but are not limited to:

EMERGENCY RESCUE SERVICES Having started in 1984, additional health services have been initiated to provide holistic healthcare services in preventive, curative and diagnostic areas. Today, AAR Healthcare is active in all the East Africa countries, providing not just emergency rescue but comprehensive outpatient services. In Kenya alone, there are 19 centres in various towns and cities.

CSR STRATEGY

state-of-the-art facilities, providing the same high-quality care.

AAR Healthcare offers several staff training initiatives, such as providing first aid and life support courses that are designed to equip employees with lifesaving techniques. The company

AAR Healthcare strives to provide a choice for innovative and best-inclass healthcare solutions in Africa.

As such, the company launched the Tree for Health Programme (T4H), the corporate social investment flagship of AAR Healthcare. Beginning in 1996, it was designed to combat environmental degradation and facilitate improved health status among school children and the community.

Today, the programme operates in three countries in East Africa: Kenya, Uganda and Tanzania.

• Sustained and improved environmental stewardship.

• Increased knowledge based on tree planting and management among the school, children, parents and guardians.

• Increased knowledge in addressing environmental issues.

• Low incidence of absenteeism from schools.

• Improved academic performance.

• Increased confidence levels among children in career identification.

• • • • •

Screening and Testing HIV/Aids and STI Programme Weight Management Programme Mental Health Programme Chronic Disease Management Programme • Health Promotion Programme Looking ahead, the future for healthcare across East Africa looks to have turned a corner in recent years. Having completed a greenfield project in Kenya last year, which is a state-of-the-art general hospital based in Muthaiga, Hospital Holding Investment and the healthcare services that sit under it, remain poised to thrive and continue serving East Africa’s needs.

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TRIVITRON HEALTHCARE

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HEALTHCARE

Revolutionising HEALTHCARE We offer a complete solution when it comes to any hospital requirement thereby ensuring advanced technology, equipment and services that are highly accessible and affordable.”

Richard Kyania, is the Country Head - Kenya at Trivitron Healthcare Africa. His organisation was formed from a joint venture between Trivitron Healthcare India, the largest medtech company of Indian Origin and Investment Funds for Health in Africa (IFHA).

Trivitron aims to boost the healthcare ecosystem of Africa by offering advanced medical modalities and reliable health services. Trivitron manufactures and distributes exceptional medical technology products to around 180 countries, and as a major force in the industry, continuously pursues technological innovation to offer superior clinical benefits at a lower cost.

“We, Trivitron Healthcare Africa, started our direct operations in Kenya in 2018 before moving into Uganda and other Sub-Saharan Africa countries. At present, we are active in more than 15 African countries and establishing ourselves as a preferred and efficient solution provider. We have a very robust organisation in terms of project management, products and support,” discusses Kyania. “We are proving to be a great solution provider for all healthcare requirements for addressing all needs.

Richard Kyania, Country Head, Kenya at Trivitron Healthcare Africa, discusses his organisation’s operations in Kenya and across the continent Writer: Sean Galea-Pace Project Manager: Thomas Arnold

“We have just completed equipping the entire AAR Hospital at Nairobi which commenced during the peak pandemic of late 2020 and would definitely stand as a world class facility in Kenya and East Africa with many advanced and first of its kind technology being introduced.”

Indeed, at Trivitron, quality healthcare is considered a fundamental requirement, and the firm operates with a vision to make it available to people of all classes.

Since its founding in 1997, Trivitron strives to deliver cost-effective yet best-in-class healthcare solutions.

With over two decades of experience in manufacturing and distributing affordable, innovative and accessible products, Trivitron understands its target markets and technological updates.

However, Kyania acknowledges that the availability and price of quality products are much too high.

“It’s certainly challenging because there’s a huge demand for these products and even if you do have access, the price is much too high,” he explains. “The aftersales support has always been a challenge and continues to be so. For us, we make products accessible and affordable, and with more than two decades of experience, we are able to bring all those technologies and expertise together to best serve our customers.

I believe this approach truly makes us stand out from competitors.”

Africa Outlook issue 91 | 207

TRIVITRON HEALTHCARE Trivitron can create a full medical centre or set up a specialised clinic or department which starts from complete imaging department, laboratory diagnostic, intensive care and critical care areas. Under its brownfield project, Trivitron supports medical facilities to expand and upgrade its operations, through advanced medical equipment, layout planning, operational planning and ongoing service support. For the execution of turnkey hospital projects in Africa, Trivitron provides an exclusive products division that

COMPANY VALUES VISION: To be the largest, most respected and admired medical technology company of Indian origin with a global presence promoting cost-effective medical technology products and services.

MISSION: To innovate and provide medical technology products, services and solutions to make healthcare affordable and accessible to everyone across the globe.

208 | Africa Outlook issue 91

significantly contributes to the success of these undertakings. In addition, Trivitron provides a multivendor biomedical engineering services division to provide maximum support for healthcare providers across Africa. While Trivitron has also formed academic tie-ups with reputable academic institutions in India and Europe in a bid to offer paramedical and super-speciality support courses.

TRIVITRON AFRICA – TURNKEY SOLUTIONS Trivitron Healthcare Africa takes great pride in giving its customers experienced cost-effective resources to establish hospitals, medical facilities, day care surgery centres, specialized medical centres, or polyclinics anywhere in Africa.

The company’s turnkey project department specialises in providing tailor-made turnkey solutions that offers a complete chain of services from concept through planning, design, installation, testing, training, maintenance, and technical service support.

It can create an entire medical centre or set up a specialised clinic or department starting from complete imaging department, laboratory diagnostic, intensive care and critical care areas,

operating room theatres etc.

The firm supports medical facilities to expand and upgrade operations, through advanced medical equipment, layout planning, operational planning and ongoing service support.

Trivitron’s competencies range from designing, equipment supply, all medical equipment installations, supplying all parts, and ongoing maintenance service with extremely fast response time and in real-time support. The company strives to ensure the equipment meets or exceeds the clinical requirements and meets the end users’ expectations.

FLAGSHIP PRODUCTS By combining innovation with affordability and accessibility, Trivitron group has been operating for more than two decades to improve health and medical care throughout the world. Trivitron lay great emphasis on research and development and their team includes internationally acclaimed experts and leading scientists who innovate unprecedented health technologies suitable for healthcare needs of today and tomorrow.

A part of its Greenfield and brownfield projects, Trivitron provide technological advancements to

HEALTHCARE hospitals, individual healthcare providers, independent clinics, extended care facilities and laboratories, catering to healthcare needs in multiple verticals like In-Vitro Diagnostics (IVD), Medical Imaging & Radiology Solutions, Critical Care & OT Solutions, Newborn screening (NBS) and Radiation Protection Apparels (RPA).

MEDICAL IMAGING To diagnose various diseases, a variety of imaging techniques such as X-ray radiography, computed tomography (CT), ultrasound, nuclear medicine including positron emission tomography (PET), and magnetic resonance imaging (MRI) are used.

Trivitron provide full turnkey services in building radiology suites to suit needs of any healthcare institution. Its medical imaging division is focused to meet the rapidly changing demands in medical imaging/ radiology segments.

• X-Ray machines (Fixed, Mobile, Digital) • C –ARM Solutions • Digital Mammography • Ultrasound Range – 2D/ 3D/ 4D • CT - from Hitachi • MRI – from Hitachi

RADIOLOGY SERVICES - Ultrasound - Radiography - Nuclear Medicine Scans - Computed Tomography Scans - Magnetic Resonance Imaging Scans

IN-VITRO DIAGNOSTICS (IVD) Diagnosis is often challenging, as there are many non-specific signs and symptoms. Chemistry analyzers, immunoassay analyzers, assay kits and hematology analyzers are central to any clinical diagnostic setting.

Choosing the right equipment can be tricky but we can help you there.

Trivitron’s diagnostics (IVD) division caters to the complete solutions/ requirement of all Diagnostic Centers, hospitals & Labs. This includes: biochemistry, hematology, newborn screening, immunology, microbiology, molecular biology (COVID, liquid based cytology, blood grouping, ELISA, RAPID tests including COVID antigen kits, complete lab consumables etc.)

Trivitron’s lab systems diagnostics in Finland has been a forerunner in innovative diagnostic research and development for over 40 years, pioneering new technologies for newborn screening tests. Among the market leaders in newborn screening, their neonatal products save and improve lives of babies in more than 70 countries. Being a one-step solution provider for newborn screening, they offer the most comprehensive and high quality screening kits, supported by best-inclass automation capabilities and user friendly software.

CRITICAL CARE & OT SOLUTIONS Intensive care unit services meet the needs of patients facing an immediate life-threatening health condition — especially where vital organs are at risk of failing. The intensive care units are multidisciplinary, admitting the more complex elective surgical patients and all general, medical and surgical patients requiring immediate medical assistance.

Similarly, the operating room must be sufficiently large for the patient, surgeon, assistant and all the surgical and emergency supplies necessary for

the procedure. The room must be well ventilated and properly illuminated, and it should have a variety of mobile lighting units that the surgeon or the healthcare practitioner can easily adjust during the interventional procedure while maintaining sterility.

We provide full turnkey solutions tailored to your requirements.

Critical care & OT solutions division offers a complete solution for: • Operation theatres • ICU/ NICU • HDU • Dialysis solutions – equipment & consumables • Ventilators • Patient monitors, defibrillators, pumps, OT lights One of Trivitron’s most important customers is AAR Healthcare. Kyania is full of praise for his company’s partnership with AAR Healthcare.

“With various diagnostic centres in Kenya and Uganda, we were involved in providing products for their stateof-the-art 150-bed hospital,” explains Kyania. “We met their requirements and provided the best-in-class solutions needed in what was the largest project we’ve handled in East Africa.”

With significant growth on the horizon, Kyania is optimistic about the future at Trivitron. “We want to continue with our work to make high-end technology affordable and accessible at a very low lifecycle cost.

The work is well underway and will continue.”

Tel: +971 4 234 8798 corporate@trivitron.com www.trivitronafrica.com

Africa Outlook issue 91 | 209

STONE THREE

SUPPLYING PAN-INDUSTRY SOLUTIONS We speak to Dirk Wagener, General Manager of People Productivity and Health at Stone Three, about the company’s provision of technological solutions for the healthcare industry and beyond Writer: Marcus Kääpä | Project Manager: Callam Waller

Although being an electronic engineer by nature, I have always had a passion for healthcare, the industry, and the potential impact of technology on human health,” begins Dirk Wagener, General Manager of People Productivity and Health at Stone Three.

Wagener began his career building software products and from there grew into a strategic, impact focused leadership role helping to shape Stone Three’s company culture and innovation engine.

“Our first healthcare projects were in the public sector, focusing on pointof-care medical devices and health data interoperability,” he reflects.

“Since then, we expanded into artificial intelligence (AI) augmented diagnostics, telemedicine, and more recently, various industrial health services and productivity solutions.”

For Wagener, the South African healthcare industry is at present incredibly exciting territory brimming 210 | Africa Outlook issue 91

with potential. This is not only due to the rapid growth in population but also the dawn of Industry 4.0 and the accompanying impact on industry and the productivity of employees.

Within the global healthcare space, South Africa can be considered as rather unique. According to Wagener, understanding the social dynamics of the country can allow occupational health to adapt through its strategic implementation to have a large-scale impact across operations. With the help of technology, the ability to deliver high quality healthcare to the people that need it most has become much more feasible, resulting in a more productive and happier/ healthier workforce.

“Africa is a booming continent; I consider it a privilege to be part of such a vibrant culture and economy,” he tells us. “Creating technology and services that not only matter to organisations but are able to make an actual difference is a big driving factor behind our success.

HEALTHCARE

Africa Outlook issue 91 | 211

STONE THREE

Africa Outlook: What makes Stone Three the company it is?

Dirk Wagener, General Manager of People Productivity and Health: “The staff and culture at Stone Three are really what makes us so special. All our IP, products and technology has been developed in-house based on the needs of our customers and the ingenuity of our engineers and domain experts.

We are known for building longterm trust relationships with our customers and partners.

“Our software engineers, metallurgists, business minds, clinical advisors, and multiple PhD holding individuals make it a creative hub in which ideas are allowed to incubate. I always make myself available to listen to our teams and how their thoughts or ideas can be translated into action and reality with real business impact. The people and trust relationships make the company.”

“Our partners globally all face different problems based on location and/or infrastructure. In today’s ‘digitally transformed’ world, what can we do for our clients to ensure they remain productive even when the world throws pandemic-sized curveballs? Technology can change the game if being utilised in the correct way.”

In a nutshell, Stone Three leverages technology to solve problems that matter to people and their organisations. Whether it is the use of smart sensors in the mining sector that can enhance productivity, AI augmentation through existing CCTV camera networks to ensure worker safety and significantly reduce risk, through to its unique telemedicine offerings allowing companies to look after the health of their employees at remote sites. All of this is combined into a centralised monitoring and diagnostics (M&D) service allowing companies to keep their finger on the pulse of the health and safety of their employees and allowing employers to gain insights into the productivity of their workforce.

“We currently offer our products globally, from North America all the way to Australia and many countries in-between,” Wagener explains. “By specialising across industrial health to operational productivity in the mining sector, our employees become domain experts and understand the issues our client face and the best way to adapt technology and services in order to solve them.”

And Wagener stands as a key executive member of the company’s operations within South Africa’s healthcare and heavy industrial sectors, ensuring that Stone Three delivers the latest and greatest technological solutions for the ever growing and promising space.

GLOBAL COLLABORATION Stone Three’s services and offerings are unique due to the nature of the 212 | Africa Outlook issue 91

H B Systems H B Systems, established in 1995 are at home in Somerset West in South Africa.

As internationally recognized Siemens Solution partners, H B Systems have become synonymous for bespoke Electrical and Automation Engineering and Manufacturing.

Our clients are, inter alia, in the following industries: • Factory automation, • LPG installations, • Applications in the Defence Sector, • Observatory equipment, • Deep sea diving, • Marine and industrial refrigeration, • Grading and packaging of fresh produce.

We ensure that our staff are always well trained.

Our Engineers are Siemens trained and certified.

www.hbsystems-electrical.com sectors into which they are integrated, as Wagener explains.

“As an example, consider a mining executive working on-the-go and having access to constant plant operational data to make informed decisions,” he elaborates. “This could be data from overloaded conveyor belts causing constant shutdowns and red flags, or the ability to see a physical safety risk due to environmental factors or un-checked equipment left behind on a site. They would even be able to view ongoing employee health trends from within the industrial working facility. Now this executive can make real-time decisions through risk-based alerting or adapt their respective workflows via informed AI analytics. Our offerings differentiate themselves from others in the industry as each client we work with is unique, and our solutions are adapted accordingly.”

These customised and unique solutions are found throughout

HEALTHCARE

H B Systems provides solutions for Electrical Engineering and Industrial Automation Applications.

At H B Systems we place a high value on our relationship with customers and suppliers alike.

We have well-established relationships with selected service providers and suppliers. This permits us to deliver a host of products that satisfy highest demands.

www.hbsystems-electrical.com

Africa Outlook issue 91 | 213

STONE THREE Stone Three’s offerings, and on top of this, the company works alongside external organisations, such as Intercare, to achieve its mission of solutions delivery in Africa and on continents beyond.

“This is a key project and partnership for us here at Stone Three,” Wagener affirms. “In the past, most of our telehealth solutions have been deployed in the US mainly due to the demand and slow pace in

which telehealth has been adopted in South Africa, due to local regulations.

However, since the COVID-19 pandemic demand quickly intensified and through our continued success in North America we formed a strategic partnership with Intercare to deliver on their telehealth needs. This has allowed us to assist in making change through the adoption of telemedicine right here in South Africa in partnership with Intercare having

Africa Outlook: How important are your suppliers to the success of Stone Three’s solutions?

Dirk Wagener, General Manager of People Productivity and Health: “Our industrial health solutions and services often include an aspect of integrated clinical service management. The clinical services are delivered by trusted partners and suppliers. We work with the best in the industry to ensure that the complete service is the highest possible quality. Based on this operational design, our suppliers are partners in our customer journey.

“Our products would never have the success and adoption without the buy-in and strategic vision of our customers. Our business is dependent on these relationships and ensuring their continued success and strategic growth. A key example is a thriving partnership with the Global Partnership for Telehealth (GPT) based in Georgia, USA. Hand in hand we deliver high impact school-based telehealth programmes for the continued health and welfare of students in the US. This is one example of the multiple telehealth successes of GPT. We use the same telemedicine platform for our African industrial clients to deliver emergency medical services remotely.”

conducted over 12,000 telehealth consultations since the onset of the pandemic.”

On top of this, Stone Three has multiple long-term relationships with multinational mining companies. Over the years, Stone Three has been able to understand some of the mining challenges faced in the sector, and utilising its extensive knowledge, expertise and solutions, boosted the operational productivity of many corporations.

“In the area of metallurgy, our smart sensors have shown significant impact and results in terms of process improvement resulting in increased operational productivity,” Wagener tells us. “Improving employee health and safety in the heavy industry working environment remains a complex challenge. Critical controls must be monitored 24/7, trends need to be identified and reported, and certain detections require real-time alerts, a task impossible to accomplish with human oversight alone. Our video safety analytics uses AI to automatically identify health and safety related behaviours, infringements, potentially harmful events, and objects. The solution integrates into an existing CCTV camera infrastructure for constant monitoring, automated detections, and enhanced safety awareness across the entire operation. It is fair to say that we have become experts in improving the performance of our clients’ critical controls, improving their safety culture, reducing lost time injuries and saving lives. In partnership with our mining clients, we are working towards a healthier, more productive workforce.”

SERVING THE GLOBE Stone Three is always ready to adapt and diversify to fit the industries in which it can make a difference, and the company prides itself on its positive global wellbeing footprint.

One of its products, TeleSensi®, 214 | Africa Outlook issue 91

HEALTHCARE

is unique in its ability to transmit live heart and lung sounds while performing a medical examination using a variety of different digital stethoscopes.

“This technology can be a game changer when attempting to offer specialist care to rural areas of the world,” Wagener tells us. “Imagine a travelling nurse seeing to a patient in a rural area of the Eastern Cape (South Africa) or a paramedic onboard a mining ship, handling a trauma case - the nurse or paramedic can now “live-stream” the patient’s heart auscultation to a cardiologist anywhere in the world to offer the best care possible. These are the types of game-changing technologies and services we build at Stone Three.

“Companies and society in general are paying more attention to mental health, an especially relevant topic during the current pandemic, through telehealth adoption this can easily be

cost-contained, and companies have the ease of knowing their employees are getting the best care possible delivered at scale.”

Thanks to the expertise and dedication of Stone Three’s employees and the unwavering support of its customers, the company has evolved over the years to become one of South Africa’s leading Industry 4.0 firms, designing and developing services that increase operational productivity, and improve people’s health, safety and overall happiness.

Stone Three’s manifesto sums up the heart, drive and mission of the company: “We use technology for good.

We use it to innovate, improve and empower.

To create better working conditions.

To make people safer, healthier and happier.

To save companies time and money.

And to help them become more successful.

To do this, we keep researching, designing and developing.

We keep looking for ways to make technology extraordinary; to turn possibility into reality and potential into practical, to embrace the new industrial revolution, and to move us all forward.

We do this constantly and endlessly, as we have for 20 years.

We believe in the future.

And we create The Future of Work - Now.”

STONE THREE Tel: +27 21 851 3123 info@stonethree.com www.stonethree.com

Africa Outlook issue 91 | 215

EVENTS

Africa Oil Week 8-11 November | Madinat Jumeirah, Dubai | www.africa-oilweek.com

Africa Oil Week Returning for 2021, Africa Oil Week is the global platform for stimulating deals and transactions across the African Upstream A F RIC A OIL Week is the voice of exploration and production.

Now entering its 27th year, the event brings together governments, national and international oil companies, independents, investors, the G&G community and service providers.

Africa Oil Week prides itself on offering unrivalled opportunities that drive investment and deal-making across the continent, thus shaping the future of Africa. The event is different because of the seniority of delegates in attendance. In 2019, Africa Oil Week welcomed 26 global ministers, over 400 c-level delegates, as well as hundreds of SVPs and VPs of Africa, exploration, new ventures and more.

The Africa Oil Week conference pro216 | Africa Outlook issue 91

vides four days of pioneering insights, from ministerial panels to strategic outlooks and sessions designed to drive investment into the African upstream. At the heart of the event is the exhibition, where companies from across the sector can showcase their offering.

This year’s event will take place in Dubai (United Arab Emirates) at the Madinat Jumeirah from the 8-11th November 2021 and attendees can expect extensive and varied networking opportunities, CPD certified content streams and an event full of business opportunities.

What to expect • 57 percent and counting of Africa sending ministers and government leaders to Africa Oil Week and Future Energy Series: Africa.

• Major names confirmed to be in attendance such as: - Nicolas Terraz, President of Exploration & Production at TotalEnergies, Rahul Dhir, CEO of Tullow Oil and Mark Heine, CEO of Fugro.

• Investment opportunities presented

•

•

•

•

by over 15 independents including Tullow Oil, Discover Exploration and ReconAfrica.

15 national energy strategies, prospective asset and investment opportunities presented by ministers, NOC CEOs and geo partners.

A dedicated VIP programme bringing the most senior names in African Energy directly to attendees.

More than 50 hours of CPD certified content sessions and discussions on an agenda that prioritises deal-making.

Unmissable daily networking opportunities that Africa Oil Week is renowned for, including the annual Braai.

Register today!

Stimulating deals and transactions in the African oil and gas sector 8-11 November 2021 | Madinat Jumeirah, Dubai

YO U’RE O P P O RTUN ITY TO HE AR DIRECTLY FROM :

Patrick Pouyanné Chairman of the Board and CEO

Win new contract |

Hear directly from Ministers |

Network with Africa’s E&P leaders

DISCOVER HOW WE CAN PUT YOUR BRAND IN FRONT OF THESE MAJOR OIL AND GAS NAMES ALREADY CONFIRMED FOR 2021:

Enquire about sponsorship and exhibition space today: www.africa-oilweek.com

THE FINAL WORD To round off each issue, we ask our contributing business leaders for their views on the same question

What technology is helping to transform your industry and how?

Dirk Wagener

General Manager of People Productivity & Health, Stone Three

“Technology is by nature a tool for transformation. Any industry in which technology has been used and or adopted correctly has been able to receive a significant boost in multiple aspects of its business units. Considering the nature of our business, disruptive technology is something we see extremely often.

“Within healthcare, with a greater demand and need for a more indepth understanding of our health, technology has evolved to the point in which standard devices such as stethoscopes become high powered AI tools embedded with murmur detection - one among thousands of other fascinating examples.

Technology really is a broad term, but by understanding existing problems more efficiently we can allow technology to be adapted in the correct method to ensure maximum adoption.”

David Beglin

Founder & Director, Beglin Woods Architects

“Technology is transforming everything about our industry. We research all building projects online and meet virtually with all suppliers.

All our presentation methods are online and are changing daily.

The transfer of information from one consultant to another is now totally electronic. Tendering, bills of quantities, area measurement, scheduling, and project planning are all technology driven. The production of 218 | Africa Outlook issue 91

building components, manufacture, cutting, and finishing are all done with the latest technology. There are major developments in the production of sustainable buildings that we are more involved with. As power becomes more expensive, we need to produce buildings that use less power and ideally generate their own.

"The arrival of electric and driverless cars and uber transport has greatly changed car parking requirements in buildings. Home automation and access control systems have changed the way buildings are used and enjoyed. Almost every month, we encounter one more area where technology is changing yet another part of our profession.”

Lucas Gabardo

General Manager, South Africa, Marcopolo S.A.

“When we talk about new technologies in the automotive industry, one of the most relevant issues is the introduction of low emission vehicles. We can mention electric vehicles, powered by natural

gas and even hydrogen. Marcopolo is committed to always be ahead in terms of innovation and new technologies, offering its clients state of the art products. For this, we are attentive to the market trends, and we are constantly updating and adapting ourselves according to the needs of our customers.”

Sivi Moodley CEO, Macrocomm

“Artificial intelligence and machine learning is key to predictive analytics. The future of smart solutions and transforming this industry is not only providing solutions to problems but providing solutions to problems before they are problems. Creating devices that are able to tell us, alert us, and inform us of an impending problem before it happens allows us to fix the problem before it occurs and therefore encourages smart and optimised operation.”

Are you a CEO/Director?

Contact Africa Outlook now!

Putting employee morale at the top of the agenda...

UNILEVER FOOD SOLUTIONS

FOOD & DRINK Janine Van Rooyen, Managing Director at Unilever Food Solutions, discusses the value of customercentricity while putting an emphasis on empowering staff in order to achieve success Writer: Sean Galea-Pace Project Manager: Kyle Livingstone

See page

48 36

U

nilever Food Solutions is for chefs, by chefs.

As the dedicated foodservice business of Unilever, the organisation is an innovative and highquality professional food ingredients and value adding service provider which has been created by over 300 professional chefs. With strong UNILEVER FOOD brandsSOLUTIONS such as Knorr, Carte d’Or and Hellmann’s under its umbrella, Unilever Food Solutions consists of talented entrepreneurial professionals that work closely with chefs and distributive partners on a daily basis.

And heading up South Africa’s division is Janine Van Rooyen. She is a highly motivated and passionate executive committed to delivering results across the supply chain.

Having initially joined Unilever in 2005, Van Rooyen worked her way through the organisation in various roles before becoming Managing Director of Unilever Food Solutions in 2019.

“I’ve been involved in hospitality for the past 18 years, and I’ve loved it,” she recalls. “I actually originally studied graphic design because I love being creative, but I didn’t enjoy it because I was isolated in front of a computer on my own and I love interacting with people too much.”

Van Rooyen’s zest for speaking to people is prevalent. In fact, Van Rooyen is still friends with customers from her time as a sales consultant over 15 years ago. “It’s what it’s all about,” she enthuses. “It’s been a

THE KEY INGREDIENT 48 | Africa Outlook issue 91

Africa Outlook issue 91 | 49

FOOD & DRINK In order to achieve long-term and sustained success in the industry, forming close relationships with partners are an essential component of long-term growth and achievement.

“Our suppliers and partners are extremely important,” discusses Van

“CHANGE ISN’T GOING AWAY, AND IT WILL ONLY ACCELERATE” – JANINE VAN ROOYEN, MANAGING DIRECTOR, UNILEVER FOOD SOLUTIONS Rooyen. “Over the whole COVID-19 period, you really got to see who was there for you and who wasn’t. A good partnership is one that you can request more or less of something, and it is listened to. The long-lasting relationships work both ways.

“What we look for is quality and business integrity. Both areas are hugely important but in the case of business integrity, it is very easy to go down the wrong path when they’re desperate for business. We’re very open about sharing what our core values are and what we look for in suppliers and partners too.”

Unilever Food Solutions is continuously taking steps to improve its sustainability drive and reduce its impact on the environment. As such, the organisation has examined the ways it can improve its sustainability and has formed a sustainable living plan that aims at improving the health and well-being of over one billion people and reducing its impact on the environment by half, while enhancing the livelihoods of millions.

Between 2016 and 2020, Unilever Food Solutions has removed almost 3,000 tonnes of salt, with an average 50 percent salt reduction across its savoury ranges. With salt having always been used to boost flavour, it has increased its herbs, spices and other ingredients to provide that same great taste.

“We have a lot of sustainability initiatives that are linked to some of our key brands. In South Africa, nutrition is a real problem,” says Van Rooyen. “A lot of people are malnourished and don’t eat enough vegetables. From a food solutions perspective, we’re constantly looking at plastics reduction and are scaling this up. We are looking at moving all of our packaging to recyclable and the enhancements that we are making like taking salt and sugar out. We’re always on the go and have plenty going on.”

Now, armed with a mission to equip its teams with the mentality of change being a necessity, Van Rooyen is excited about what the future could

54 | Africa Outlook issue 91

hold for Unilever Food Solutions.

“I truly believe that the future is bright,” explains Van Rooyen.

“Change isn’t going away, and it will only accelerate. The more that we can empower our team with new skills, the better assets they will be. I believe that the future will see a combination of human and digital interactions, while the next big thing we’re focusing on is the wellbeing of people. If people are happy then that’s 80 percent of your job done because they will want to perform at their best. Over the next few years, hybrid working, digitalisation and the importance of well-being are our most important topics.”

UNILEVER FOOD SOLUTIONS Tel: +27 31 570 2000 www.unileverfoodsolutions.co.za

Africa Outlook issue 91 | 55

Unilever Food Solutions 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!

NILE BREWERIES | ARNOT OPCO

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

Issue 91

www.africaoutlookmag.com/work-with-us

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

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