Africa Outlook - issue 92

MARGINPAR GROUP

Supplying the globe with summer flowers all year round, we speak to CEO, Richard Fernandes, about a sustainable and people-centric business

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Cultivating Strength in Diversity

Proudly introducing the 92nd edition of Africa Outlook, and the first in my tenure as Outlook Publishing’s new Head of Editorial.

This issue launches on a landmark day in the South African calendar, as the Rainbow Nation celebrates its rich diversity in the annual Heritage Day festivities. When Nelson Mandela gave his address at the event in 2002, he famously cited that Heritage Day was a poignant occasion in “building our nation and consolidating our national identity as one of unity within diversity.”

In the pages of this magazine, you will see this sentiment reflected in some of Africa’s most dynamic businesses, many of whom advocate a vision of unification through diversity. And nowhere more so than at Laeveld Agrochem, the “proudly South African” family-owned agricultural enterprise. For CEO Corné Liebenberg, the company is defined by the strength of its slogan, ‘Together we strive ahead’.

On the equatorial mountain slopes of Kenya, we see this embodied by our striking cover feature, Marginpar Group – the sustainable business making the world more colourful through the year-long supply of summer flowers. The variety and distinction of the flowers that Marginpar nurture is matched by the company culture fostered within, allowing staff, partner farmers, and flower breeders to truly flourish. As CEO Richard, aka ‘Kiki’ Fernandes tells us, “We grow our people; our people grow unique flowers.”

Continuing in Kenya, Dr. Anastasia Nyalita, CEO of the Kenya Healthcare Federation, shares her organisation’s unifying vision of strengthening private sector cohesion on behalf of the health of all Kenyans; “Our foundation was born from the need to have one voice within health to engage the government in dialogue, promote strategic public-private partnerships and champion access to quality healthcare for all,” she tells us.

Turning to the digital realm, IoT.nxt is providing the varied technological solutions to propel the continent forward collectively. “Technology has historically played a significant role in driving the upliftment of the continent’s people, by ensuring a means of enjoying economic participation,” states CEO and avid technologist Shane Cooper.

Elsewhere in the magazine, LafargeHolcim heads up our three construction features, with exclusive interviews from LafargeHolcim Guinea, Lafarge Zambia PLC, and Cimencam (Holcim Cameroon), all of whom are cementing Africa’s communities whilst respecting the varied cultures therein.

Finally, enjoy numerous insights profiling a diverse array of businesses, including Pernod Ricard Western Africa, MTN Benin, the Industrial Association of Mozambique, Busmark South Africa and many more.

Phoebe Harper Head of Editorial, Outlook Publishing

Education

Education

United Universities and the digital development of education in

of

The South African Aerospace Maritime & Defence Industries Association (AMD)

the current state of the South African defence industry 218 THE FINAL WORD If you could offer one piece of advice for a young entrepreneur entering your industry, what would it be? 24 IQVIA Driving healthcare forward

FEATURES

52 SHOWCASING LEADING COMPANIES

Tell us your story and we’ll tell the world

AGRICULTURE

54 Marginpar Group

Stemming from the Mountain

Providing African flowers globally using sustainable methods

70 Laeveld Agrochem

Protecting Plants for the People

Crop protection solutions in South Africa

70

82 Yara Zambia

Helping Africa Grow

Working with farmers to feed nations

TECHNOLOGY

88 IoT.nxt

Welcoming a Digital Future

A global IoT company offering dynamic software and hardware solutions

88

100 MTN Benin

Realising a Modern, Connected World

MTN Benin’s digital transformation journey

110 inq.Digital

Future-Proofing Africa

The pan-African cloud-based digital service provider

CONSTRUCTION

116 LafargeHolcim Guinea

Developing a Green Guinea

Sustainable construction solutions supported by digital tools

126 Lafarge Zambia PLC

Cementing a Community

Zambia and Southern Africa’s preferred provider of building materials and construction services

132 Cimencam

Cameroon’s Transformative Construction Sector

A leader in construction materials in Cameroon and Central Africa

MINING

138 thyssenkrupp Industrial Solutions Middle East & Africa

Digital Mining Evolution

Digitalisation in the African mining industry

146 Boart Longyear

Bouncing Back Better

Overcoming disruption to become a leading provider of drilling services, products and exploration technology in mining

MANUFACTURING

160 Hlamalane Projects

Defending the Continent

Serving the defence sector across Africa

166 Savonor

Soap Through the Centuries

Soap, sustainability and community initiatives in Burundi

FOOD & DRINK

172 Pernod Ricard Western Africa

Unleashing the Power of People

The drive to become the leading wines and spirits company in Nigeria and Western Africa

180 South African Breweries

South Africa Born and Brewed

Close collaboration with the local community

HEALTHCARE

188 National Bioproducts Institute

Pan-African Plasma-Derived Medicines

Equipping the globe with plasma-based medical products

194 Botswana Medical Aid Society (Bomaid)

Caring for Botswana

Safeguarding health and happiness in Southern Africa

208 National Medical Stores

Keeping Uganda in Good Health

Leading medical logistics delivering to doorsteps across Uganda

SOMALIA MOVING TOWARDS A CASHLESS SOCIETY

IT HAS only been seven years since the city of Mogadishu installed its first-ever ATM. Since then, Somalia’s economy has evolved so quickly that it looks set to become the world’s first cashless society. The Central Bank of Somalia introduced a central payments system last month, connecting all 13 of the nation’s financial lenders

to a single digital payment system. Cash usage was already in decline prior to COVID-19, but the global pandemic has sped up this process. Somalia’s economy now sees more than 67 percent of all payments made digitally, making the nation’s developing financial sector a significant opportunity for techsavvy innovators.

Large oil and gas field discovered off Côte d’Ivoire

A LARGE oil and gas field has been discovered approximately 60 kilometres offshore in Côte d’Ivoire. The field is thought to contain up to two billion oil barrels and 2.4 trillion cubic feet of gas, a huge boost to the West African nation’s current reserves

HEALTHCARE

France donates more than 10 million vaccines to African countries

FRENCH PRESIDENT Emmanuel Macron has issued a statement confirming that the European nation will send 10 million doses of COVID-19 vaccines to Africa before the end of 2021. The move comes after South African President Cyril Ramaphosa criticised richer countries for ignoring poorer nations’ struggle to buy vaccines. Africa is currently the least vaccinated continent in the world with just two percent of the 1.2 billion population fully vaccinated. Macron’s statement confirmed that the donation would allow 400 million people to be vaccinated in the next year, around one-third of the continent’s total population. Donated vaccines will be distributed through the African Union’s Vaccine Acquisition Trust.

estimated at 100 million barrels. Côte d’Ivoire has been extracting offshore oil since its discovery in 1977. The country currently produces circa 50,000 barrels per day but has its sights set on increasing investment in mining and energy sectors. This discovery is expected to boost investment in the region; neighbouring Ghana already produces about 200,000 barrels per day while Nigeria produces an impressive 2.5 million per day.

ECONOMY

New Zambian President hopes to rebuild economy

ZAMBIA IS currently in the midst of an economic crisis, with ballooning national debt and accusations of corruption being thrown at all sides. But recently President Hakainde Hichilema has set his sights on reversing the nation’s financial difficulties by reducing borrowing from foreign lenders and increasing Zambia’s already impressive copper mining output. Copper demand has been rising with increased interest in sustainable energy, a demand that has seen the metal’s market price soar in

ECONOMY

Tanzania ratifies the African Continental Free Trade Area agreement

TANZANIA’S

PARLIAMENT

has ratified the African Continental Free Trade Area (AfCFTA) treaty, effectively joining the trade group’s market of 1.2 billion people. Ratification was announced by the nation’s Minister of Industry and Trade, Kitila Mkumbo via Twitter on September 9th. The move allows

recent years. Zambia’s finance ministry has outlined a plan to boost copper output, aiming to become the thirdlargest copper producing nation in the world by 2026 - behind Chile and Peru.

ECONOMY

GHANA’S GDP BOUNCES BACK IN 2021

THE GHANAIAN economy expanded by an impressive 3.9 percent year-over-year in the second quarter of 2021, improving on the 3.1 percent growth it experienced in the first three months of the year. The growth is encouraging after the country fell into recession following two consecutive quarters of economic contraction towards the end of 2020 – the first time Ghana has experienced a recession since the 1970s. Poor growth can naturally be attributed to issues caused by COVID-19, with this year’s reversing fortunes perhaps a sign that Ghana is on the road to overcoming the health concerns created by the global pandemic.

Tanzania to formally join the AfCFTA two years after thenPresident John Mafugali signed the agreement, signalling that current President Samia Suluhu Hassan is keen to develop strong relationships with other members of the East African Community. Tanzania became the 38th of 54 signatory nations to ratify the deal, which currently has a combined GDP of over $3 trillion and is committed to reducing intra-African tariffs by 90 percent within five years.

MINING

A DELICATE SITUATION FOR GUINEA’S MINING SECTOR

A SUCCESSFUL coup d’etat in Guinea earlier this month has sent shockwaves through the mining industry, with the nation a significant player in the global aluminium, bauxite, and iron ore markets. President Alpha Condé was removed from office on September 5th by military forces, led by Mamady Doumbouya. The coup, which has been condemned by most major governments including the United Nations, initially sparked concerns that Guinea’s export of bulk minerals would be disrupted following the closure of the nation’s borders. However, borders were quickly re-opened by Doumbouya’s transitional government, who assured mining companies operating within Guinea under existing agreements will be honoured.

AFRICA’S next digital TRANSFORMATION chapter

Frank Molla, Managing Director and Head of Sub-Saharan Africa at BPC Banking Technologies, explores the evolution of digitalisation and how Africa is going digital at an ever-increasing rate Written by: Frank Molla, Managing Director and Head of Sub-Saharan Africa at BPC Banking Technologies

Digital transformation is often referred to as a game-changer, and this is especially true for the African continent.

As digital technology catalyses innovation, economic growth and job creation while enabling the deeper interconnection of national markets with one another and the broader world, it is clear that this is a new chapter in how the region operates.

This profound digital transformation has only been gathering steam thanks to the advent of AfCFTA, the panAfrican free trade agreement, which introduced new business standards for 41 countries and 1.2 billion people at the start of this year. AfCFTA brought updated trading rules, made commerce more affordable, lowered import-export taxes, and increased transaction volume.

Alongside technological advancement throughout the continent, AfCFTA geared up African banks’ pan-African service, which streamlined payment ease. Recently, the Vista Bank Group teamed up with paytech spinoff Radar Payments to drive digital payment adoption across the region. This centralised payment operation at Vista’s tech hub in Senegal, oversaw activities in Burkina Faso, Sierra Leone, Guinea, and the Gambia, preceding a broader planned expansion to the Ivory Coast, Senegal, Togo and Mali. Tanzania has also recently joined - helping to confirm that digital is truly the way to go and partnerships and collaborations are at the heart of it.

60 percent of Africans are predicted to have access to banking by 2025, with over 90 percent using mobile wallets for online transactions and remittances. The lightning-quick

ascent of neobanks reflects this: South Africa’s digital bank TymeBank reached 3.5 million users in only a few years and continues to bring on 100,000 new customers every month. Its hybrid ‘high-tech, hightouch approach means that about 85 percent of customers are onboarded in person through thousands of supermarket kiosks.

This has proven to be a remarkably prescient move as only supermarkets remained open under social restrictions during the pandemic. Over half of TymeBank’s customers are women. In February 2021, Tyme Bank won $109 million in funding from British and Philippine investors, including Apis Partners and Gokongwei. This is just the beginning, as there will likely be more third-party providers arriving to address the continent’s digital payment needs.

Stripe has also been eyeing up the payment space and acquired Nigerian Fintech startup Paystack for over $200 million. Stripe has shared the enormous potential they see for the African internet economy, reporting that online commerce in the region is currently increasing 21 percent yearover-year - which is 75 percent faster than the global average.

In this modern payments environment, marketplaces are flourishing and serving more specialised niches. Nigerian eCommerce platform Jumia, an online marketplace for electronics, fashion, and beyond, was the sixth most-visited local website in Nigeria with 6.8 million active customers in the last quarter of 2020. It has also spun off Jumia Pay, an in-house payments solution, as a standalone product, which is already available in seven countries on the continent.

The beneficial effects of eCommerce are trickling into the agricultural sector, which makes up over 60 percent of Africa’s population and produces 80 percent of its food. Digital agricultural marketplaces such

Digital transformation is often referred to as a gamechanger, and this is especially true for the African continent”

as Twiga Foods in Kenya and iProcure are finding new ways to connect farmers, merchants and customers with one another and with the latest technology that can modernise and optimise their physical operations. When it comes to physical movement across towns and cities, many have called the digital transformation of Africa’s transport sector ‘inevitable’, especially as it was one of the most affected sectors by the COVID-19 pandemic. While there has been an increased uptake in digitisation for rail and air travel, the road is where 60 percent of commuters operate and remains the primary means of transport for many.

O-CITY helped bring contactless bus payments to Kenya, helping the Matatu buses go digital with direct payment from MPESA to the Matatu buses. 70 percent of people in Kenya use Matatu buses, and customers have historically paid in cash. However, O-CITY’s automated fare collection platform connects with the M-Pesa mobile wallet (which 90 percent of the population in Kenya use).

Under this new system, passengers put in a code on their mobile and a debit is created on their wallet, which drivers can instantly see so that they can let passengers ride. The platform is a safer, quicker, more seamless way for public transport systems to operate. A crucial part of the pilot has been the education into onboarding bus owners

and drivers, with on-the-ground teams at drop-off points promoting the service and getting buses and drivers to sign up in only 10 minutes.

Although these developments have been exciting and transformative, there are still challenges ahead, and they largely stem from infrastructure obstacles. For instance, almost 300 million Africans reside more than 50 kilometres from a fibre or cable broadband connection, meaning limited availability of high-speed internet. The continent’s internet penetration averaged 39.6 percent last year, which is low compared to the international average of 62.7 percent.

This remains a significant hurdle for the full effects of digital transformation to take place. However, a clearly stated objective of Africa’s Digital Transformation Strategy is to tackle this digital infrastructure gap so that more people across the continent can afford and access secure broadband.

Looking ahead, the digital economy of some African countries already make up over five percent of their GDP, and this could at least double to between 12 percent and 20 percent for those countries. Overall, the future looks exciting for Africa, as digital acceleration and subsequent economic growth are set to explode even further.

ABOUT THE EXPERT

Frank Molla is the Managing Director and Head of Sub-Saharan Africa at BPC Banking Technologies. He has over 15 years’ experience in payment services and projects leadership with a solid track record in negotiations and partnerships in the financial industry as well as with governments, regulators, telcos, Fintechs and NGOs.

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With COVID-19 having acted as a catalyst for the digital age, we take a look at the education sector in Africa, and how EdTech is growing and thriving through accessibility and necessity

Writer: Marcus Kääpä

The face of education in Africa has changed since COVID-19. The pandemic has forced into action social restrictions and safety protocols necessary for the wellbeing of people and the limitation of virus transmission, and as such resulting necessities have also shaped the way working and learning have been conducted. We now live in a unique period of

time; one in which digital connection, working and learning has been widely accepted as the new norm. When it comes to education, online studying in Africa has become a major resulting shift of the pandemic.

YOUTH DEVELOPMENT

According to the United Nations Children’s Emergency Fund (UNICEF), close to half of Africa’s population is under 18, and as reported by the UNESCO Institute of Statistics, one out of five children between the ages of six and 11 are out of education. This number rises as the children age, with an entire third of young people between 12 and 14 out of school, increasing to a startling 50 percent for those between 15 to 17.

These numbers become ever more notable when you consider enrolments based on gender. For those children from six to 11 years old, approximately nine million African girls will never go to school compared to six million African boys. This is already a staggering number of children who are not able to follow the route of education, but even more surprising when comparing this gender difference.

In recognition of the role of education in the development, welfare and growth potential of children, the United Nations (UN) designated education as one of the organisation’s Sustainable Development Goals (SDGs), and as such, traditional entities, including schools and

The standardised in-person form of education traditionally held in a classroom may slowly be replaced with online studying and tuition as we move into the future. EdTech holds the advantage of being instantly accessible, without need for travel, as well as directly negates the issues surrounding overcrowding in classrooms and lack of one-onone teacher-student focus.

EdTech and online learning allows children to develop and learn at a pace that suits them, as well as allowing them to focus and learn more about their interests, passions and favoured skills while remaining within the curriculum.

universities, alongside innovative new EdTech companies, are on the rise.

The EdTech industry has seen a substantial increase in funding, with 2021 enjoying over an 80 percent growth compared to last year. This level of growth has allowed key African EdTech players to expand their service offerings as well as their continental coverage and has led to the rise in significant new and effective companies in the sphere.

EDTECH NEWCOMERS

Kidato is new on the African EdTech scene. Based in Kenya, the company operates as an online school for K-12 students, providing high-quality and affordable education since its establishment in 2020. Kidato has since managed to raise in excess of $1.5 million in funding, including funds received from the likes of Y Combinator ($125,000) and Learn Start Capital, Graph Ventures, Century Oak Capital, and Launch Africa Ventures ($1.4 million collectively). This funding will be used for growth and product development.

Zedny, Egypt’s Arabic e-learning platform, was founded in 2018 and was granted $1.2 million Pre-Seed funding last year. The platform has over 200 online courses, 400 animated educational videos, and a total of over 5,000 hours of study material. Zedny provides its platform and material across the Middle East region, with a great focus on those seeking to develop and grow their skills in the field of business. Zedny’s overall mission is to offer costeffective educational services to strengthen Middle Eastern business and human potential.

DIGITAL MEDIA

Existing within the media and technology sphere, Snapplify specialises in digital content retail and distribution to various educational institutions as well as individual users. Schools, colleges and

universities make up its client base of approximately 1,400 institutions, and so each Snapplify delivers prescribed eTextbooks, videos, apps and audiobooks from over 270 partnering publishers. Snapplify raised $2 million Series B funding enabling the company to gain and help more customersand grow its market footprint in the form of business development.

The Kenyan-based company Kukua raises the African educational game. The company’s services leverage new media and technology to offer sensory experiences, engaging children’s learning on a new level. $2.5 million in total funding has paved the way for Kukua to combat illiteracy in children across the continent through game-based educational apps, such as Sema Run.

BIG FISH

Moving to the upper echelons of educational funding capital, the African Leadership Academy has received a massive $55.8 million in overall funds since its inception in 2008, with the latest round consisting of $30.8 million Series B funding granted from Omidyar Network and Anders Holch Polvsen. A Mauritius-based start-up, the African Leadership Academy aims to grow and develop African leaders who will address the challenges the continent faces, as well as move the growth of the continent as a whole.

And looking towards the early stages of the education system, Kenya’s Bridge International Academies have raised a collective $27.8 million to increase its reach to more schools and to help a greater number of impoverished children across Africa. The academies provide education to underprivileged children in accordance with the national curriculum, and offer in-depth teacher training, as well as the latest technology, which is absolutely free to access for the children.

ADAPTIVE EDUCATION

We take a look at Honoris United Universities’ latest technologies and investments in the field of digital education, and speak to CEO Jonathan Louw about their impact on the future of learning in Africa

Writer: Marcus Kääpä

Education for impact - this notion is the heart and soul of Honoris United Universities (Honoris).

Committed to the transformation of society through learning and empowerment, Honoris is the largest pan-African network of private higher education institutions paving the way for the growing future generations of experts, leaders, and professionals. The organisation’s broad and overall goal is to prepare world-class African talent with 21st century skills to develop and thrive in the new world of work.

“’Education for impact’ is something we firmly believe in,” begins Jonathan Louw, CEO of Honoris. “It represents our vision and mission, and it is one that our staff and faculty live every day. What it is at the

root is a commitment to educating and preparing future leaders which we believe will contribute to the transformation of the continent.”

Honoris has a significant footprint across Africa. The organisation is situated in several locations, such as Morocco, South Africa, Nigeria, Tunisia and many more, supporting a community of over 61,000 students.

“We have adopted a really entrepreneurial approach with various collaborative universities and institutions contributing to the impactful vision that we have,” Louw says. “Although it may be a cliché term, we have adopted Industry 4.0 across the organisation. Honoris has adopted a number of innovative techniques surrounding adaptive learning, augmented reality, or virtual reality (AR/VR) and simulation

– particularly when it comes to the medical sciences – that enables students to learn to their full potential, especially during this COVID-19 period.”

This acceleration in adopting the latest technologies and tools to maximise digital learning potential is aimed to equip Honoris’ students with the cultural agility and mobile mindset that is demanded in today’s fastpaced and increasingly digitalised jobs and start-up markets.

DIGITAL EDUCATION

Since the multi-faceted international impact that dawned in the wake of the COVID-19 pandemic, communication, education, and business operations have dramatically shifted towards a heavily digitalised environment out of both necessity and a catalysed

natural facilitation of means. The ability to access and implement the latest hard and software, coupled with increasingly improved online connection, has allowed the realm of education to be moved online; an aspect of life that everybody has had to get used to.

“Despite the challenges of the pandemic, it has been quite amazing to witness the fast-tracked nature of IT strategies in many different forms,” Louw reflects. “We were quite well prepared for this. Honoris had already blended the digital world into our operations through platforms that we had built in our institutions such Mancosa and Regent in Southern Africa. We have been, and still are, committed to making access to digitalisation across the entire student journey.

“What is really interesting is that we saw a strong appetite in the students for a digitalised environment within the enrolment process. Where we previously believed that face-to-face meetings and open campuses would prove the most popular, virtual open days, digital co-working spaces and online faculty interactions engaged them - quite literally. So, in this sense, COVID-19 has allowed us to unlock the potential of the digital realm for student enrolment and education.”

Considering this, Honoris is planning to strengthen its enrolment and employability strategy with digital services, such as the launch of career centres that are a mixture of virtual and physical spaces.

COLLABORATION FOR EDUCATION

“We have also made multiple recent exciting partnerships with external organisations,” Louw tells us.

“Through our partnership with Le Wagon we are seeing the opening of coding bootcamps across the continent. Le Wagon will help us establish new Honoris presences

Africa Outlook: Can you tell us about your employees and their embodiment of the Honoris mission?

Jonathan Louw, CEO: “We have more than 3,500 employees, 60 percent of which are faculty and 40 percent being admin related or support staff, and we are all in the business of transforming lives.

“The ‘education for impact’ mission is certainly something we live, eat, breathe and sleep every day, and a large portion of our faculty are operating in the real world. These are individuals that bring the dayto-day professional experience into the classroom which provides a turnkey dynamic for the students. This direct professional guidance opens up avenues of employability to our students because many of the faculty are working across many organisations, consequently providing them more opportunities and contacts - gateways into these organisations.

“We are very culturally agile and entrepreneurial, and I believe that each and every one of us deeply cares about the mission that we lead.”

in many communities, and we have begun with Mauritius and Morocco; two launches that we believe have been very successful.”

According to Louw, these coding bootcamps are to be particularly intensive programmes that are available as full-time or part-time courses, following a nine or 24-week process. The course will offer opportunities to mature students or those in entry-level positions to gain traditional digital skills, and even potentially pave the way for entrepreneurship through coding skills. The course will also give these students an internationally recognised certification, making them future-fit with a greater level of employability, not just in Africa, but also across the globe.

Another partnership recently announced is with Area9, a world leading company in developing and implementing personalised adaptive learning platforms within the education sector. The personalised nature of this platform engages students on a greater level by helping eliminate boredom and frustration; common aspects of a lecture that a student may face.

“The Area9 adaptive learning platform is an incredible tool, and it is a great leap forward in what we are trying to achieve,” Louw elaborates. “Higher education is undergoing a fundamental reorganisation, with a pivot towards new learning systems that accelerate and improve skills acquisition. We were therefore delighted to partner with the Area9

Lyceum’s Rhapsode™ adaptive learning platform to create a personalised learning approach that is critical for improving the outcomes of our students.”

EON REALITY

In its continued commitment to academic innovation across the continent, Honoris has announced the roll-out of its first pan-African augmented and virtual reality platform in partnership with California-based world leader, EON Reality.

“Honoris has started this in Morocco, and we are embracing this across the rest of the platform, which is part of our commitment to invest in academic innovation and the exploration into new methods

of delivery with a strong focus on student success,” Louw says.

EON Reality will provide a wealth of opportunities in the education sphere. From VR goggles used by students of architecture to virtual learning for surgery training, there is large potential for the technology. Students will have the opportunity to experience virtual field trips, undergo simulated lab exercises, emulate real-life building projects and more to enhance the learning experience and further increase job preparedness.

“Honoris institutions are united in developing sustainable academic models that are future-oriented and employability-focused,” Louw adds. “I am proud of all the efforts deployed by our faculty to develop strategic partnerships in Africa and across the globe to enhance both student experience and student outcomes”.

Honoris is committed to creating transformative impact in education across Africa by remaining at the forefront of academic innovation, finding in EON Reality a perfect partner to prepare world-class African talent.

“The intrinsic cross-pollination between our institutions helps foster and scale academic innovation and collectively re-imagine education to prepare world-class African talent,” Louw explains.

By leveraging the latest technology and innovative partnerships in the field, Honoris has been able to implement a transformative impact across the education sector of Africa. With a focus on the continued growth and expansion of the Honoris network across the continent, Egypt, Kenya, Ivory Coast and Senegal are each a location of future prospective development for the organisation. Supported by dedicated employees led by the drive to promote ‘education for impact’, a promising future awaits Honoris and those it helps learn.

SOUTH AFRICA CELEBRATES HERITAGE DAY

Shining a light on the 26th commemoration of Heritage Day in the Rainbow Nation

Writer: Phoebe Harper

Defined as ‘something that is handed down from the past; as a tradition’, heritage is a key cultural component of any national identity. It is a concept pinned to the elements of a country that will be left to the next generation; a rich jigsaw composed of national monuments, natural beauty, literature, music and oral traditions.

For South Africa, this notion is distilled into an annual occasion that grips the country in a series of events,

festivities and social gatherings, as the 24th of September heralds the annual celebration of Heritage Day.

An official public holiday, Heritage Day was officially first implemented in 1995 in honour of the country’s variety and wealth in terms of ‘intangible cultural heritage’, or what is commonly referred to as ’living heritage’.

Indeed, as the ‘Rainbow Nation’, South Africa is renowned for the wealth of its diversity, standing as the

cultural umbrella to unite a vast array of nationalities since its settlement.

The country’s symbolic moniker was first coined by Archbishop Desmond Tutu in recognition of the many customs, traditions, histories and languages that call South Africa home.

In acknowledgement of the socially advantageous connotations of these cultural touchpoints, the South African government instils a sense of participation amongst the population,

none more so than by sharing in a welcome day off work. This is also reflected across the nation’s schools and institutions, where Heritage Day is truly championed as a catalyst for nation building.

Education is the true cornerstone behind preserving these traditions, as the younger generations and wider community become imbued with the significance of their country’s culture. By instilling this sense of social cohesion amongst children in the early stages of learning, a natural respect and appreciation of difference lays the foundation for overcoming racial and social barriers that ultimately contributes to the sustainability of the country.

The occasion is spearheaded by the government-led South African Department of Arts and Culture, who organise annual events and meetings each year pinned to a central theme. In 2013, the department developed a draft policy concerning living heritage that sets the tone for the South African agenda, designed to highlight the role of ‘safeguarding living heritage as a valuable resource for future generations.’

On the day itself and throughout

DID YOU KNOW?

HERITAGE DAY was previously known as ‘Shaka Day’, in reverence of the famous Zulu king. In a post-apartheid era, the South African government introduced new public holidays, omitting the Shaka Day celebrations. Excessive lobbying ensued from the Inkatha Freedom Party, leading to the government conceiving the idea of a public holiday whereby all South Africans could celebrate their heritage. Hence, Heritage Day was born in 1995.

the month of September, South Africans are encouraged to turn to those members of the community who benefit from the wisdom of history and experience in sharing their stories, skills and knowledge to ensure the continuation of cultural legacy.

With commemorative events being held across the country, Heritage Day plays an in integral role in fostering further social cohesion by means of unification under celebration. The very process of joining together in recognition of the country’s history and values contributes to the dissemination and reinforcement of a shared identity, laying the foundations for nation building.

Nevertheless, as a country that has no less than eleven official languages, and a contentious history as a former settler colony, the question of whose heritage is being celebrated in particular can be source of controversy, since differences, past injustices and traumas abound.

To overcome these points of contention, South Africans are encouraged to unite over an aspect of traditional shared culture of a more universal appeal – the braai (South African barbeque). An initiative suggested by Jan Scannell, ‘Braai4Heritage’ represents a celebration of cultural common ground by gathering over a barbeque and has become a true mainstay of Heritage Day celebrations that additionally provides a significant stream of business for South Africa’s

food and drink retailers.

Alongside celebrating diversity, Heritage Day is a harbinger of peace and reconciliation, whereby the conflicts of the past are laid aside. Promoting social cohesion, and therefore continuity, the event is the bedrock of both social and economic development.

Functioning under the mantra of reclaim, restore, preserve, the values encompassed within living heritage, such as tradition, oral history, popular memory and a reliance on the indigenous knowledge system, present a bank of beliefs that the community can fall back on when confronting challenges.

As the COVID-19 pandemic continues to leave widespread social disruption in its wake, threatening to severe the fabric of the country, 2021’s celebrations will be particularly significant after the virus prohibited social gatherings last year.

For South Africans everywhere, the event is a poignant symbol of how far the country has come, having shed the dark veil of apartheid and political turmoil. United by this wholistic vision, Heritage Day is the ultimate reminder that together, we are stronger.

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INDUSTRY SPOTLIGHTS

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

Kenya Healthcare Federation (KHF)

The Industrial Association of Mozambique (AIMO)

The South African Aerospace Maritime & Defence Industries Association (AMD)

SPOTLIGHT ON HEALTHCARE IN KENYA

An overview of Kenya’s Healthcare System and the need for greater collaboration between public and private healthcare providers

Writer: Phoebe Harper | Project Manager: Krisha Canlas

In Kenya, health care is a country-wide priority. Since pre-independence, the country’s health situation has been carried on a promising upwards trajectory, with continually declining mortality rates. In spite of this, with 70 percent of Kenya’s population living in rural areas, the country continues to be plagued by high levels of malaria, gastroenteritis, diarrhoea and dysentery, showcasing the familiar continental struggle of providing a clean water supply and combatting the level of mosquitoes. This particularly applies to what are often considered marginalised rural counties, such as West Pokot and Wajir. In these areas, health care provision is reliant on community health volunteers, and rudimentary health facilities that are staffed by nurses equipped with the means to provide basic services such as immunisation.

The country faces an inadequate drug supply, whilst many health centres and dispensaries are lacking in critical facilities, resources and personnel with adequate training. Nevertheless, these facilities are essential in delivering outpatient treatment, diagnostic services and obstetric care in remote areas.

The system is split between the Public, Private and Faith Based healthcare providers. Public providers supply the majority of the country’s health care, as the 47 individual county governments handle service provision on a local level. Each county is equipped with an individual hospital.

On a countrywide level, the Public Sector is concerned with matters of policy and the country’s National Referral Hospitals, which include Nairobi’s Kenyatta National Hospital and the Moi Referral and Teaching Hospital in Eldoret. Within the country’s public hospitals, healthcare for the majority of services is free, whereas the fees within private facilities can be a significant deterrent for patients seeking care.

It is estimated that approximately 20 percent of Kenyans are covered by health insurance, although this figure varies dependent on region, with a higher number reported in urban areas. For those with national health insurance coverage, in-patient treatment in public hospitals is free. For the uninsured contingent of the population, there is a perceived risk behind accessing healthcare, since this can result in poverty-inducing exorbitant fees.

Overall, there exists a prevailing imbalance between the level of need, and the care that is readily available. This applies on both an economic and a geographical level. Most recently, COVID-19 truly exposed the weaknesses and vulnerabilities of the healthcare system, and the disjuncture that can arise between public and private providers. This lack of resiliency has been tried and tested before, as evidenced by the 2017 national strike of health care workers. Similar to the pandemic, these events triggered nationwide service disruption that highlighted the need for coordination both nationally and locally, and across all systems.

Fortunately, in recent years, the health sector has been steadily ascending in terms of taking political priority, thanks to an increasingly interlinked and

KENYA’S HEALTHCARE SYSTEM –AT A GLANCE

• 48 percent – Public systems operating under the Ministry of Health

• 41 percent – Private sector

• Eight percent – Faith-based health services

• Three percent – Run by NGOs

collaborative relationship between government and the private sector. This has resulted in an increase in health expenditure within the national budget. In 2021, this figure amounted to Ksh83 billion ($771 million), compared to Ksh73 billion ($678 million) the previous year. The fact that COVID-19 treatment in government hospitals is currently free, is a positive reflection of this improvement.

In a bid to combat these shortcomings, the Government of Kenya (GoK) has also prioritised the accelerated implementation of UHC, with a roadmap in place to lay the foundations of an improved health system at both a community and facility level. Thanks to the invaluable assessments included within this roadmap through the Kenya Harmonised Health Facility Assessment (KHFA), the NoK can easily identify the areas for critical investment. This presents a key step towards securing sustainability across the system, thereby furthering Kenya’s reputation as a globally competitive nation.

STRUCTURE – KENYA’S HEALTHCARE SYSTEM

The system works based on the following structure, with the more complicated health cases being referred to the higher levels:

• Dispensaries and private clinics

• Health centres

• Sub-county hospitals and nursing homes

• County hospital and private hospitals

• National hospitals

Dr. Kanyenje Karangaita Gakombe, Chair KHF

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targeted offerings for African countries and LMICs. Globally, all leading private healthcare companies, government stakeholders, and donor agencies rely on insights provided by us for their business decisions across health system building blocks.

We believe that by unleashing the power of Human Data Science, we can reimagine ways to address the most complex global health challenges. And we don’t do it alone. Working in partnership with life science companies, medical researchers, government agencies, payers, non-profit organizations, and other healthcare stakeholders, we deliver insights and solutions that make a meaningful difference in global public health. Through collaboration, we hope to overcome some of the biggest challenges facing global health. We are passionate about helping clients in pursuit of this goal, and continuously push ourselves to do more to advance public health efforts and improve health for all.

Africa Outlook (AO): What are some of the key Public Health related challenges you think Africa is currently facing or might face in the coming years?

Meshack Ndolo, Account Manager (MN): Africa has the fastest-growing middle-class in the world. The number of middle-class Africans has tripled over the last 30 years. (AfDB defines the middle-class as persons with a per-capita expenditure of $2 to $20 a day, including a ‘floating class’ with daily consumption of $2-$4). This growth is expected to accelerate; by 2050, Africa’s GDP will double to USD 5.5 trillion while consumer spending will increase by more than three times to USD 4.75 trillion.1 Yet, as population expands and the consumption indicators move northward, we think the region shall face a critical health challenge of creating the foundations for long-term inclusive and sustainable growth. I think Africa might need to brace itself for a surge in non-communicable diseases (NCDs), in particular.

AO: Why do you think non-communicable diseases (NCDs) pose a big threat?

MN: Urbanisation is a key driver in Africa’s growth. Of the 2.4 billion people expected to inhabit the continent in 2050, 60 percent will live in urban areas.2 A growing middle class, coupled with urbanisation, is leading to amplified lifestyle risk factors. This demographic transition within Africa is rapidly translating into rampant unhealthy diets, increased tobacco and alcohol intake (especially among the young economically productive), and extended periods of physical inactivity, thereby causing a spike in noncommunicable diseases.

We must consider this shift in disease burden from communicable diseases (CDs) to NCDs. The yearly cost of treatment for NCDs far outweighs such costs for CDs. For instance, in Ivory Coast, the annual cost of treatment for typhoid fever with Clamoxyl is $1, while the annual cost of treatment for diabetes with Mixtard HMGE is $297 and for cancer with Taxotere is $1,764. Since access to health care in Africa is mainly financed by households through direct or indirect out-of-pocket payments, a typical middle-class patient in Africa suffering from diabetes can expect to spend more than 10 percent of their monthly income on a biologic treatment such as insulin. Therefore, access to NCDs treatments is increasingly becoming a challenge for urban middle class.

By 2030, the deaths from NCDs in Africa are projected to exceed deaths caused due to communicable, maternal, perinatal, and nutritional diseases combined.³

AO: Could you help expand on the current landscape of drug availability and access?

MN: Unfortunately, we are witnessing a lack of both accessibility and affordability. There is a shortage of NCD drugs and those in the market are beyond reach of the majority because of the prohibitive prices. Africa has a highly fragmented, complex private sector supply chain that limits availability and accessibility to medicines leading to a vicious cycle of complications, high morbidity and mortality with devastating socio-economic consequences to households. It is worth noting that 50-60 percent of the ‘price to patient’ is due to the accumulation of costs and charges incurred in the endto-end supply chain from port of entry to

dispensing of medicines to patients. We conducted a study across five therapeutic areas (antibiotics, anti-diabetics, anti-epileptics, anti-hypertensives and respiratory agents) and found that net manufacturer selling price was just ~25 percent of end user price in Kenya, while this was ~60 percent in India and Netherlands and ~50 percent in Russia and South Africa. So clearly, it’s crucial to fix the gaps in service delivery and streamline the supply chains to ensure better access and availability.

AO: What role has IQVIA played in such scenarios? How do you help your clients overcome these challenges?

MN: We have a dedicated “Public Health Practice” with offerings to strengthen health systems with resilience, targeted towards LMICs including African countries. IQVIA has worked with governments, regulators, institutional donors, large international agencies, multilaterals and NGOs. We mobilise governments and public health partners and facilitate setting the agenda for public discussions of healthcare topics — ranging from population health management, service delivery augmentation, digitisation of healthcare systems, supply chain assessments and improvement to Universal Health Coverage programme design and implementation — with regular publications of original, independent reports. We support policy and decision makers with appropriately packaged and sensitive analytics in ways that shape public opinion and influence disease prevention, positive healthcare seeking behaviour towards better health and economic development indicators.

Discussing access to NCD drugs specifically, we recently undertook a project on Improving Cold Chain in Sub-Saharan Africa. We helped build an analytical framework to help our client identify the binding constraints in the supply chain in Sub-Saharan Africa. Our team provided a recommendation for an industry-wide, collaborative, marketshaping approach outlining its goals, structure, implementation plan, and KPIs. This is how we have been assisting our clients building their way towards better access to NCD drugs.

AO: What are your thoughts on the quality of Africa’s current health systems?

MN: While we see many countries in Africa have started to take steps towards universal health coverage for their respective populations, still much work lies ahead to truly build a sustainable health care strategy. The challenge of a frail and inadequate health care system in Africa has been exacerbated by the COVID-19 pandemic. Since the emergence of the pandemic, Africa depended heavily on other countries for supplies including testing kits, personal protective equipment

(PPE) and more recently vaccine needs –99 percent of the continent’s vaccines are imported.

This dependence on imports has made the population vulnerable to shortages of these commodities, thereby causing health security challenges to health workers, providers of health care and the citizens. The vaccine shortage indeed triggered a continent-wide crisis that evolved into discourse on the potential for Africa to accelerate local manufacturing of vaccines. Africa’s health systems have to-date largely focused on tackling communicable diseases and maternal, neonatal and child related illnesses, albeit with resource constraints. There is a lack of experience in managing NCDs and the accompanying shifts in healthcare priorities. The pandemic has drastically exposed the soft underbelly of the fragile healthcare delivery system across Africa including the poor healthcare financing infrastructure. Inadequate human resources for health, inadequate budgetary allocations to healthcare, and poor leadership and management in healthcare have led to the underdeveloped healthcare systems in Africa.

Over the next decade, Africa will need over half a million additional hospital beds, better production facilities and distribution/retail systems for pharmaceuticals and medical supplies, and about 90,000 physicians, 500,000 nurses, and 300,000 community health workers.4 Those are big targets to meet.

AO: What kind of role has IQVIA played in the public health systems and service delivery space?

MN: In service delivery, we bring a patient/beneficiary centric approach to all the public health projects we undertake and have a wide range of experience from healthcare surveys to technology to transformational insights.

While we have worked on several projects in Africa, especially related to COVID management, I will highlight the Vaccine Manufacturing and Distribution Sector Diagnostic work we did very recently. We conducted an analysis of the vaccines market in North Africa and Frenchspeaking West Africa to aid an international development bank in better understanding the opportunity and feasibility of vaccines manufacturing in a country in North Africa. We recommend that for Africa to achieve vaccine security, it must promote regional vaccine manufacturing hubs on the continent through public-private partnerships with global manufacturers, following a backward integration strategy to develop capabilities.

Another key project is the Healthplug (EMR) Platform Implementation. We used our proprietary Healthplug suite to streamline the government managed healthcare coverage in Egypt. Our solution seamlessly integrates with the insurance system,

enabling real-time eligibility checks for individuals at the point of care, minimising misuse and errors. Not only has our inhouse solution helped doctors with rapid documentation via machine learning driven smart consultation capabilities, but it has also enabled direct booking with specialists at hospitals which helped eliminate long queues at hospitals and minimised callcentre traffic.

AO: Any closing thoughts you’d like to share with us?

MN: Investment in Africa’s health systems is key to inclusive and sustainable growth. We need innovative solutions to break the current impasse in service delivery. In order to make any gains on global and regional sustainable development and health agenda – including the Sustainable Development Goals (SDGs), Universal Health Coverage (UHC), and Africa Agenda 2063 – a system approach to improving urban health and addressing urban justice in Africa should be prioritised.There is a need to create and sustain momentum for the design and implementation of renewed public health in Africa through advocacy targeted at different audiences and stakeholders. Essential objectives should be how to change mindsets of key stakeholders to see the need for change toward a more relevant and effective

public health framework and practice, to enable critical investment with high yields for improving the quality of life and economic development targeting: national health departments, regional bodies, global development partners, faith-based organisations, professional associations, academic and research institutions, and regulatory bodies.

At IQVIA, our goal is to work with our clients to strengthen the health systems by working across health system building blocks. I would like to close with a very impactful assignment we did for a premier international development agency. Our data and benchmarking services helped them to better understand the procurement and management of contraceptive, malaria and maternal child health commodities in East African countries such as Kenya.

Our objective was to minimise negative outcomes — particularly in vulnerable and underserved populations. After implementing the project, two-thirds of all family planning commodities were supplied free of charge.

Sources:

1. AfDB – Africa Progress in Figures

2. Africa Union Agenda 2063

3. The Rise and Rise of Chronic Diseases in Africa

4. Health Care in Africa: IFC Report Sees Demand for Investment

Interview: Kenya Healthcare Federation (KHF)

As Health Sector Board of the Kenya Private Sector Alliance, (KEPSA) the Kenya Healthcare Federation (KHF) champions access to quality, affordable healthcare for all. CEO, Dr. Anastasia Nyalita, discusses the organisation today

SDr. Anastasia

Nyalita CEO, Kenya Healthcare Federation

ince its foundation in 2004, the Kenya Healthcare Federation (KHF) has represented the collective voice of the country’s private healthcare sector. KHF acts as the health sector board for the Kenya Private Sector Alliance (KEPSA). Taking a pro-active role in advocating for the sector’s best interests at a governmental level, KHF champion the altruistic vision of providing quality and affordable healthcare for all – both within Kenya, and across the wider East African community. Indeed, KHF stands as one of the founding members of the East Africa Healthcare Federation (EAHF), founded in 2012 with the mission of engaging private sector health actors across the region.

As a unifying voice pioneering private sector consolidation, KHF is critical in maintaining engagement with both government and stakeholders through Public-Private Partnerships and consistently voicing support and concerns on behalf of their members. By so doing, KHF is wellplaced to propose alternative solutions to the major issues confronting Kenya’s health sector.

In the face of the supply chain and health service disruption from the COVID-19 pandemic,

KHF continues to lobby for the need to secure a sustainable future by continuing to strengthen an enabling business environment. As a result of this difficult time, KHF implemented a COVID-19 Response Team, designed to coordinate activities amongst private sector stakeholders in health to expedite detection and reduce transmission of the disease through an effective structure. Indeed, these efforts had a tremendous impact on the country’s overall COVID-19 response.

Strategic key partnerships with the National Government of Kenya (GoK), county governments, Faith-Based Organisation (FBO) networks, and NGOs are all instrumental in driving the federation’s goals. Dr. Anastasia Nyalita, CEO of KHF, tells us more.

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

Dr. Anastasia Nyalita, CEO (AN): Here in Kenya, the private sector is very well structured to engage with the government.

We have an apex body called the Kenya Private Sector Alliance (KEPSA). Within KEPSA, we have Sector Boards that basically mirror the government agencies. This makes it very easy for the private sector to engage them and other partners in terms of dialogue relating to the private sector. The Kenya Healthcare Federation (KHF) represents the Health Sector Board within KEPSA.

KHF was founded in 2004 and registered in 2008 as a company limited by guarantee. Our foundation

Marie Stopes Kenya (MSK) is the local implementing partner of MSI Reproductive Choices in Kenya and has consistently worked on increasing access to high-quality and affordable sexual and reproductive health (SRH) services for all the women and men in Kenya since 1985.

As the leading SRH provider in Kenya, MSK works in close coordination with the Government of Kenya and aligns programming to the national health priorities set by the Kenyan Ministry of Health.

MSK implements a service delivery approach that is free from stigma, judgement, and discrimination of any kind. MSK provides all modern methods of contraception, comprehensive post-abortion care (CPAC), sexual health counselling, gynecological check-ups, cervical cancer screening and treatment, testing and treatment of HIV and other sexually transmitted infections, and antenatal and postnatal care.

MSK currently delivers services in 43 counties through various service delivery channels adapted to fit the different contexts of each county, to maximise opportunities for building sustainable service delivery platforms. With over 250 staff, MSK operates centres, a maternity obstetric hospital, Basic Emergency Obstetrics, the AMUA social franchising private clinic network, and supports government clinics as part of its Public Sector Strengthening programme.

In Kenya, the current Maternal Mortality Ratio (MMR) is 362 maternal deaths per 100,000 live births, with the still birth rate standing at 23 deaths per 1000 live births, that is far below the target of 70 maternal mortality per 100,000 live births and 12 still births per 1000 live births respectively.

The major complications that account for nearly 75 percent of all maternal deaths are:

• Severe bleeding (mostly bleeding after childbirth)

• Infections (usually after childbirth)

• High blood pressure during pregnancy (pre-eclampsia and eclampsia)

• Complications from delivery

The World Health Organization (WHO) recommends that every pregnant woman should undergo at least one ultrasound scan, preferably before 24 weeks of pregnancy. The 24-week period is of vital importance to accurately estimate the gestational age, improve the detection of fetal abnormalities and to detect multiple pregnancies.

In addition, the WHO recommends increased contact between pregnant women and the antenatal healthcare providers to improve communication, identification, and the management of potential complications.

In response to this national health requirement, MSK offers Maternal Health Care. MSK currently has one maternity obstetric hospital and has recently expanded to having two additional Basic Emergency Obstetric (BeMOC) facilities. The centres are fully equipped with state-of-the-art equipment and trained personnel to offer quality antenatal and postnatal care services.

Since January 2020 MSK has served a total of 2,521 clients with ANC services and has served 887 mothers with delivery services.

“We are very proud to offer maternity services to support the health system and the health objectives of the Kenyan Ministry of Health. We work in very close coordination with the Government of Kenya and treasure this partnership and collaboration to address issues such as maternal mortality. Every woman who goes through a successful pregnancy and delivers a healthy child is another step in the right direction for all of us. We are happy to be a part of it.”

- Sophie Hodder, Country Director of MSK

was born from the need to have one voice within health to engage the government in dialogue, promote strategic public-private partnerships and champion access to quality healthcare for all. This is our mandate and it is what we continue to do.

In terms of mission, this is to drive strategic publicprivate partnerships within what we call the publicprivate dialogue for better healthcare. This involves engaging, representing and networking for win-win negotiations.

Our core values include compassion, inclusivity, capacity building, leadership and innovation. In terms of how we achieve our vision and mission, we do this by initiating programmes and activities that guarantee the sustainability and vitality of the federation.

We were one of the first healthcare federations to be founded in the region with support from the International Finance Corporation (IFC) and World Bank through the Africa Health Initiative. There are seven organisations similar to us within the East

KHF - CORE VALUES

• Compassionate

• Inclusive

• Consensus-building

• Low-ego leadership

• Innovative

African Region, Kenya, Uganda, Tanzania, South Sudan, Ethiopia, Rwanda and Burundi, coming together to form the Healthcare Federation (EAHF), acting on a rotating chairmanship. Critically, this enables us to also shape policy on the regional level.

AO: What are KHF’s organisational goals?

AN: KHF’s goals are as follows:

• Initiate activities and programmes that guarantee the sustainability and vitality of the Kenya Healthcare Federation.

• Promote the role of the private sector as a key player in delivery of quality healthcare services in Kenya.

• Engage with various government of Kenya agencies and other policy makers in the development of policies that promote delivery of quality healthcare services in Kenya.

• Build the capacity of members and lobby for action in key thematic areas of health service delivery.

• Facilitate, coordinate and undertake the publication and dissemination of the annual Kenya Health Index.

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

AN: It is our mission of supporting quality and affordable healthcare for all which is achieved through strategic partnerships.

In Kenya, we have what we call the public-private mix, in terms of health service delivery. If you look at our health facilities, the private sector constitutes more than 48 percent of Kenya’s total health service – so it is a key contributor. Alongside this, we have the other players which include the public sector (which is the main one) and faith-based service providers.

Our role is a dynamic one in terms of how we really influence policy’s contribution to quality healthcare through engaging with the various government agencies and other policy makers in their development.

We appreciate the open-door policy that we have with the Ministry of Health. I know that this also applies to other ministries in Kenya, who have very well-established public-private dialogues.

As KHF, we participate in many of the government technical working groups encompassing many

Health Sector Round-up meeting

areas - ICT, supply chains, Universal Health Coverage (UHC), and within inter-agency coordinating committees.

We hold regular ministerial stakeholder forums presided over by the Cabinet Secretary for Health and co-chaired by chair of KHF to discuss health matters on a quarterly basis, concerning emerging issues and what we propose as the private sector. This also allows us to feedback on what the Ministry are doing. We brainstorm any current issues that are arising, and this creates a very strong collaboration between us and the Ministry of Health.

At KHF and through KEPSA, we have the one platform through which the government can effectively engage with the private sector.

As KHF, we are driving an agenda that will ensure that beyond COVID-19, we are self-sustaining from a supply chain and service delivery perspective on a similar level to India and Bangladesh. Of course, this is aspirational. I believe that this is truly a value proposition for both the country and our members.

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

AN: One of the things that healthcare players and providers are struggling with is efficiency and

healthcare financing. This is particularly difficult for private sector bodies to source financing.

Another key thing that we are working on tackles the large amount of fragmentation that exists around the private sector in terms of the supply chain and service delivery. This has particularly become a major issue due to the disruption caused by COVID19, which means that most countries are now looking inwards.

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

AN: In the discharge of its mandate, KHF conducts different projects with partners. We give our members priority to participate in projects such as Afya Elimu Fund, multi stakeholder partnership and other national, regional and global projects.

Another key thing that KHF do concerns capacity building within the key thematic areas of health.

We are currently working on a Payer-Provider Engagement initiative, in collaboration with World Health Organisation (WHO). The Ministry of Health is supporting this, as is ThinkWell and the Strategic Purchasing Africa Resource Centre (SPARC), basically to encourage the two sides of care providers to speak with each other and identify

KHF partnered with Stanbic Bank Kenyato donate PPEs

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

Eunice Wanjiku Kamau (EWK): On August 8th 1998, the worst disaster on Kenyan soil was experienced. The terrorist bombing of the American Embassy in Nairobi destroyed a seven-storey building nearby. This left over 250 people dead and thousands of others injured. The injuries ranged from simple incisions to massive avulsions, numerous fractures especially from people who tried to jump from the upper floors of nearby buildings and pedestrians with all kinds of injuries caused by flying shrapnel & pieces of broken glass. The search and rescue efforts were led by the armed forces. Other rescuers included firemen from the then Nairobi City Council, volunteers from St. John Ambulance and Red Cross and search and rescue teams from Israel Defence Force. American, British and French rescue teams were also present.

After the disaster, a training needs assessment of the Kenyan rescue teams was done and that led to the first training of Emergency Medical Technicians (EMTs) in East and Central Africa between November 1998 and March 1999. The classes were organised by the International Medical Corps and an instructor from the United States – Mr. Juan Garcia conducted the training. Two groups were trained in Nairobi and Mombasa with forty EMTs each. The EMTs were drawn from St John Ambulance, Kenyatta National Hospital, Nairobi City Council, Kenya Army and the Kenya Police. The second class in Nairobi had approximately twenty EMTs drawn from Nairobi Hospital, Gertrude’s Garden Children’s Hospital, AAR and AMREF.

In 2000, the same group of EMTs were re-trained and upgraded with the assistance of IMC/USAID and once again Mr. Juan Garcia & Dough Pinder both paramedic instructors facilitated the sessions. From that initial group of EMTs, 15 of them were further trained as Emergency Medical Service Instructors (EMS-I). Through these EMS-Is two other groups of EMT-Bs were trained in Mombasa and Nairobi bringing the total of EMTBs in Kenya to 152. The EMTs were trained using the Department of Transport (DOT) curriculum as is in the Emergency Care and Transportation – 6th Edition. The EMTs further received training in search and rescue, water rescue, vehicle extrication and incident command System. After noting that there was a need for improving the EMTs skills and knowledge and training of new EMTs, it was proposed that an independent mother body to represent the EMTs interests outside the workplace be formed. That gave birth to the Kenya Council of Emergency Medical Technicians (K.C.E.M.T). KCEMT that was registered under the Registrar of Societies on March 9th, 2009. Lack of legislation caused a lull in the development of pre hospital structures. In 2008, AAR partnered with USAID to offer partial scholarship for another EMT class in an effort to increase the number of EMT’s. This was a good jump start that placed KCEMT as an oversight body for agencies that train the course. With several agencies running a class, twice every year, the number of EMT’s has steadily grown and currently exceeds 1,000.

AO: What does the current state of your industry look like today? Is it an exciting space to be working in?

EWK: The big four agenda was introduced to the Kenyan public by the President in 2017 as the

government’s plan to fulfil promises made during the campaign period. Affordable Universal Health Care is among the items. Pre hospital care needs began to come to the fore and the gaps laid bare especially with the Covid-19 pandemic. Pre hospital conversations have now become a policy and advocacy agenda in board rooms that saw the launch of the Emergency Medical Care Policy on July 7th, 2021 and the inauguration of the Emergency Medical Care steering committee. KCEMT is in the process of tabling in Parliament the EMT and Paramedic Bill 2020 that seeks to regulate EMTs and Paramedics for recognition as a Cadre within the healthcare sector.

AO: On the flip side, what are the greatest challenges facing emergency medical care in Kenya?

EWK: Despite Article 43 (a) of the Constitution of Kenya 2010 that guarantees “every person has the right to the highest attainable standard of health, which includes right to healthcare services”. Further Art. 43 (2) provides that no person shall be denied emergency medical treatment, there is currently no government funding and regulation for Emergency Medical Care. Lives are lost every day because they cannot access emergency care.

AO: What can you tell us about your relationship with the Kenya Healthcare Federation?

EWK: KHF has enabled access to the ministerial stakeholder forums where policy makers sit and the Multi Stakeholder Partnership. KHF has created exposure and platforms for advocacy by seconding me to represent KHF in the newly inaugurated Emergency

Medical Care steering committee and linkage with Africa Outlook.

AO: What are the benefits of becoming a member of KCEMT?

EWK: Every professional needs to have a professional body to associate with for growth, licensure, networks, opportunities and capacity development. In partnership with Malteser International, 148 EMTs received sponsorship in Basic Life Support and Advanced Cardiac Life Support training; 38 EMS-I were taken through instructor course between April and August 2021.

AO: Are you optimistic about the future of emergency health care in Kenya?

EWK: Very much. Emergency health care in Kenya will quickly develop especially because it now has government goodwill and there is so much that needs to be done.

Eunice Wanjiku Kamau Chairperson

the themes that they are struggling with and their aspirations in terms of what they want to see from a policy and capacity building perspective.

We know for example that the payers have an advantage when it comes to healthcare financing and understanding compared to the providers – so we will try and address the matter of how do we provide a solution to address this gap. As an outcome of the Payer-Provider Engagement initiative is draw up an issue paper where there will be actions, policy aspirations, and so on in terms of the key thematic areas.

Aside from the Board, KHF also has the secretariat, which I lead, alongside our technical working groups/committee and our members can participate based on their technical expertise and individual areas of interest. These are aligned with the building blocks of health systems as specified by WHO, which include Health Regulations, Quality and Standards, Healthcare Financing, Human Resources for Health,

KHF – PROJECTS AT A GLANCE

• Private Sector Health Partnership Kenya (PSHP - Kenya).

• The Afya Elimu Fund (AEF) - Revolving fund in Kenya towards maximising the contribution of the private health sector.

• Aids Free (Abt. Associates) - The APHIAplus Health Marketing Communications Programme (HCM) under the PPP SOW.

• KHF and McKinsey - Strengthening the role of the Private Sector in treatment, diagnosis and financing for HIV/AIDS in Kenya.

• The Multi Stakeholders Partnership Kenya (MSP-K) - Strengthening the Specialised/ neglected Carers in Kenya.

• Afya Ku Anza! Fund in partnership with Kenya Paediatric Association - The private sector children’s fund.

• African Economic Research Consortium (AERC) - Strengthening East Africa Community Policy Response to COVID-19.

• Wheels for Life - Providing free transport to pregnant women during curfew hours to hospitals.

“The primary benefits for our members fall into six main categories; advocacy, projects, partnerships and engagements, networking, regional integration, and access to patent events, trade missions and expos throughout the year”

- Anastasia Nyalita, CEO, KHF

Supply Chain, ICT/Mobile Health and Public Private Partnerships.

AO: Tell us more about being a member of KHF?

AN: Our members see the benefit of belonging to KHF because we are entirely a membership-based organisation. We promote the role of the private sector as a key player in the delivery of quality healthcare services in Kenya. The primary benefits for our members fall into six main categories; advocacy, projects, partnerships and engagements, networking, regional integration, and access to patented events, trade missions and expos throughout the year.

As such, the unique benefit provided to our members is primarily advocacy since we act as the sole collective voice of the private sector. We voice our member’s issues at the technical working groups at a committee level, where they can deliberate difficulties that are then taken up by the board and presented either to the Ministry of Health, or

KHF Management team

KHF MEMBERSHIP – AT A GLANCE

KHF’s members represent the six building blocks of health systems, as outlined by WHO. These include:

• Service Delivery

• Health Workforce

• Information

• Supply Chain

• Health Financing

• Governance

through its agencies. When necessary, this can then be presented at even a parliamentary or presidential level through KEPSA.

In terms of who is included within our membership, this extends to all the sub-sectors. We have a total of over 160 members – on our database we have close to 200 but in terms of our most active, they number approximately 160.

This includes institutional organisations, such

as cooperates, NGOs, and commercial and social enterprises. They form the majority of our membership, and they come from within healthcare, financing, supply chain, service delivery, human resources for health, advisory, governors, and health technology organisations as well.

Then we also represent professional associations – healthcare professionals. We don’t have individual members; they are all either organisational or institutional associations.

Finally, we have Trade Associations / Institutional Associations, such as hospital associations, local manufacturers, medical insurance providers etc.

As you can see, we represent everybody across the board.

Overall, we also benefit from the stronger voice that KEPSA has in advocating for the wider issues. We foster engagement and host regular events to encourage dialogue from all the players in the health sector.

Tel: +254 (0)702 249 853 admin@khf.co.ke www.khf.co.ke

SPOTLIGHT ON INDUSTRY IN MOZAMBIQUE

Bringing to light the industrial landscape of Mozambique and the country’s potential as a destination of foreign investment for South-East Africa

Writer: Phoebe Harper | Project Manager: Krisha Canlas

Industry plays a critical role in Mozambique. Since gaining independence from Portugal in 1975, followed by an extensive 16-year civil war which finally concluded in 1992, the fallout of this conflict continues to threaten the country’s development. As such, weathering challenges is nothing new for Mozambique.

As one of East Africa’s poorest countries, over half of Mozambique’s 24 million people live below the poverty line. Despite this poverty, the country is blessed with a wealth of raw materials, including mineral resources inland and recently discovered natural gas deposits offshore.

Mozambique’s major industries are encompassed by manufacturing, including food, beverages, chemicals (fertiliser, soap, paints), petroleum products, textiles, cement, glass, asbestos, and tobacco. Thanks to the abundance of arable land, agriculture is another major economic force.

With a growing number of SMEs across these industries, access to finance can be a real issue along with the existence of enabling legislation implemented by the public sector on behalf of private sector progress. This was highlighted earlier this year, when the World Bank approved a grant of $150 million from the International Development Association (IDA) to support the country’s Sustainable Rural Economy Programme, which is particularly aimed at Micro, Small and Medium Enterprises (MSME’s).

The country’s foreign direct investment (FDI), which amounted to $2.3 billion in 2020, was

primarily targeted at the manufacturing sector. South Africa continues to represent the majority of Mozambique’s FDI, as a major investor and leading trading partner. Mozambique’s strategic location and strong ties with South Africa are nothing but advantageous, in forging stronger links with the true economic engine of Southern Africa.

Within the country, 2020 heralded what might have been a strong year of economic recovery for Mozambique, with positive indicators such as renewed political stability, an increase in FDI, and the prospects of future gas revenues. Yet the unforeseen challenges of COVID-19 well and truly threw a spanner in the works.

Now, both the country’s private and public sectors are engaged in implementing the necessary policies and legislation to drive economic recovery and create an environment that is attractive for business.

INTERVIEW: The Industrial Association of Mozambique (AIMO)

Spearheading a coalition of the country’s industrialists and business people, Chairman of the Industrial Association of Mozambique (AIMO), Rogério Samo Gudo, discusses overcoming economic hurdles and strengthening business sustainability

TRogério Samo Gudo

Chairman

of the Industrial Association of Mozambique (AIMO)

he Industrial Association of Mozambique (AIMO), comprises a group of over 300 members belonging to Mozambique’s various sectors of industry. The official body plays a critical role in the country’s economic development by streamlining communication between the public and private sectors, to eliminate fiscal barriers and create an enabling business environment.

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

Rogério Samo Gudo, Chairman (RSG): AIMO was created about thirty years ago. It was formed by businesspeople and industrialists who wanted to improve the business environment in Mozambique. At that time, there was a transformation of our structural economic system from a centralised system to an open market. This resulted in a lot of discussion amongst the Private sector and the Public sector to allow clearing the challenges that were presented by the previous system.

One of the biggest challenges at this time was the question of how to raise capital – the legislation desperately needed to change in order to allow new

systems to be competitive. An open market means that you also accept the competition – so how is it that you position your economy to be ahead? This means also having policies to develop the country’s industrial sector. In order to develop this system, you need to have a vision. And the government wanted to ensure that the people were involved. There were investments needed in training and capacity building, all of which were aligned with the new governmental policy.

AIMO was one of the founders of the Confederation of Business Association in the years following that. The impact of the change on the economy did not just impact industry; it was felt across trade, agriculture, logistics, so there was a need from the government to have one entity as a focal point to all of the sectors. AIMO was one of these members.

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

RSG: Of course, during those years there were many challenges, one of them was how to have alignment between the sectors on addressing critical issues to the government. The other challenge was on was how to develop the private sector’s vision to industrialise the country. So, we had to work with the government to introduce the right legislation, policy and strategy for the development of the sector. This was our primary objective in the early years.

Since then, we have seen a lot of industrial development in terms of mega projects. This meant there was also a need to integrate the smaller and medium sized industries in Mozambique into these larger projects to enable them to absorb as much as possible the business opportunities created therein, with benefits such as more jobs, and above all, sustainability in creating more contribution across the whole value chain including training and

specialisation.

AIMO has been instrumental in contributing true partnership amongst different entities within any programme developed by the government and shared out amongst members. This creates a sound and vibrant contribution from the private sector to ensure that we are aligned hand in hand with the government.

Of course, the challenge is also to transfer the knowledge to the people, making sure that they can develop and follow the changes of the market – not just within Mozambique but also globally, since the world today is so connected. We have seen this through COVID-19. You want to make sure that everyone understands the market demands.

Mozambique is one of these countries where we have many natural resources. We try to avoid these resources becoming scarce, but instead become a contribution to wealth and to the economical development and sustainability. Our voice is that we as industrialists we play a very important role in the country, by transforming those resources to final

goods and add substantial value to our economy, by enlarging our employment and creating new industries.

This has been our main voice – to spread across public institutions, including universities and also to other business associations. We also have international relationships. One of these is with the Scotland African Business Association (SABA) - we interact with them to understand their history, in the oil and gas sector, and how they have undertaken those challenges that we are now facing. So, we are learning a lot from them.

We also have partnership with Anglo-American for the sustainable development initiatives so we can learn and replicate the good practices across our industries in Mozambique for more benefits to our communities. We make sure that we create more sustainable employment.

AO: How has COVID-19 affected operations for AIMO?

RSG: Mozambique has always been on a path of overcoming something – if it’s not war, it’s insurgence, or climate change. There are so many challenges that this country has faced. Today, with COVID-19, it’s just another one of these

BENEFITS OF BEING AN AIMO MEMBER:

Collaboration - AIMO drives this amongst institutions to ensure that the association impacts members positively.

Supporting business on a daily basis

- AIMO has ongoing partnerships with banks to help members access funding for their business. This surmounts the challenges facing many SMEs in finding funding, whilst benefitting other financial products such as insurance, to aid them in running their business.

Technology - AIMO believe that to be ahead as entrepreneurs, absorbing technology is necessary to survival. AIMO works with different institutions and partnerships to disseminate and train new technology amongst their members, especially with industrial digitalisation to achieve greater competitiveness.

AIMO has many international relationships

Headquarters Address: Matola Rio Djuba, Rua da Mozal N.º 1334

Projects, Consultancy & Industrial Maintenance

Margin Industrial Services is a Mozambican private company dedicated to provision of high qualified services of maintenance and engineering, involving studies and projects, energy, electrical, mechanical, calibration, instrumentation and automation, water treatment systems, transport and management of industrial waste aways guided by zero tolerance to personnel safety, equipment and environment.

Margin is certified company with certification in ISO 9001 and ISO 17025, which confirms its best quality services.

Margin Industrial offers services nationwide with headquarters in Maputo and offices in Tete Province.

Tel: +258 21 723 133 | Cell: +258 843030411, +258 863330083 | Email: info@marginindustrial.com

Surcusal: City of Tete, Chirondzi District, Rua da FIPAG | Maputo – Mozambique

Integrated

logistics and supply services for industry

Mozambique Logistics & Supply (“MLS”) is a logistics services company, founded by experienced Mozambican industrial players with over 40 years hands-on industrial development and logistics management experience. MLS provides comprehensive import and export services to industrial companies of all types and sizes, enables safe storage and secure transportation all kind of material, within the following sectors:

• Mining & Mineral Resources

• Construction

• Energy & Power

• Oil & Gas Industry in General

things that we have to overcome. Of course, we have been impacted. Industry itself really faces those challenges, because we possess physical infrastructures. Most of those infrastructures involving plants, equipment and people. Climate change brings a lot of rains that affects both our work and employment, so this is a really big challenge. Of course, with COVID-19 we have been hugely affected by the measures that we have to adhere to, to save lives. With industry it is so

challenging with people working from home when you need labour and people on the ground to make it happen. We have also been impacted because of the sourcing chain that we have, we import most of our materials from around the world. Now, the prices of materials are shooting up. The life of industrialists is not easy!

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

RSG: One of our biggest challenges is the competitiveness of our businesses so we design projects to bring as much collaboration as we can, to assure that we capitalise trough synergies with other instituitions. So, we have created the Industrial Development Agency. Through this we are able to deploy and provide even better support for our members, not just in terms of policies and strategies but also services. We want to attract investment, which will allow us to be able to assist even more, since we have identified this as a big weakness within our members. We have been discussing with many entities, including Anglo American to assist us in this initiative on how we can attract alternative funding including venture capitalists. The biggest challenge that we are facing right now is the cost of money, which affects the cost of our operations; this is why

We are the largest and the leading insurance company in the Mozambican market. Positioned throughout the country with more than 40 years of operation and large experience in the insurances industry, we are the National company that guaranties security, protection and confidence.

we designed this new project to attract affordable funding for manufacturing and also partnerships, which will benefit our members.

Another major project concerns working towards ISO certification amongst industries in order to enable them to supply quality goods domestically and export to other markets. Here we have design a programme in partnership with Mozal, to reduce the cost of certification for our members.

AO: Finally, are you optimistic about the future of industry for Mozambique?

RSG: Manufacturing is the engine for the economical transformation. The natural resources need to be transformed to a final product – that is what is consumed and not the raw resources. They need to be transformed through industry so it is a critical role that we play in the country. A few weeks ago, the government launched PRONAI an industrialisation programme to develop a framework which will base our economy in industrial development this tells how important this is for the country and we are so grateful to understand that over the past years the government has acknowledged that you cannot develop the country without developing the industry. We continue to work hand in hand, to assure that we improve the enabling business environment for industrial investors.

SPOTLIGHT ON SOUTH AFRICAN DEFENCE & AEROSPACE

Shining a light on South Africa’s defence industry as an integral asset to the country’s economic growth, and the challenges that hamper its progression

Writer: Phoebe Harper | Project Manager: Matt Cole-Wilkin

In South Africa, the defence industry represents one of the country’s key assets. Indeed, the industry stands as one of the largest across the developing world with South Africa’s military institutions officially recognised as a national economic industrial asset.

The arms industry has long been established as a mainstay of South African manufacturing, with the country’s post-apartheid government advocating for a growing arms export trade and local production, following the lifting of military sanctions. The concerted effort towards local production began in earnest in 1961, with military R&D assigned to identify and fulfil the needs of the South African Defence Force (SADF). The importance of the native South African OEMs grew, as the country sought to decrease its reliance on arms imports and boost self-sufficiency.

Tangentially, in the context of a post-apartheid era, the government budget assigned to defence expenditure waned in line with a diminished perceived military threat to the country. The headwinds of these cuts, the majority of which

were undertaken between 1989-1994, triggered significant disruption across the industry leading to restructuring and downsizing. With resources redirected from military to human security following the election of South Africa’s first democratic government, defence-industrial stagnation ensued.

Today, the industry faces the universal challenges of adhering to advanced manufacturing practices and incorporating the cutting-edge technologies of the Fourth Industrial Revolution (4IR), with a lack of funding. Despite many questioning the future and value of the defence industry, particularly the country’s NGOs, churches, and trade unions, many underestimate the potential of native South African OEMs to drive export trade whilst strengthening the overall economic development of the country.

In order to spur this growth, further collaboration and consolidation between the public and private sectors is essential to combat the government mismanagement and regulatory complications that continue to plague the industry.

INTERVIEW:

The South African Aerospace Maritime & Defence Industries Association (AMD)

Acting in the mutual interest of South Africa’s aerospace, maritime and defence industries, AMD is the sole trade association dedicated to a responsible, sustainable, and profitable future for the sector. We unpack AMD’s vision with Acting Executive Director, Sandile Ndlovu

SSandile Ndlovu Acting Executive Director, AMD

AMD – A MESSAGE TO STAKEHOLDERS

SADI - AMD is the only credible voice for the industry and remains committed to advocating for a conducive environment for SADI to prosper.

ince the association’s inception almost 30 years ago, the Aerospace, Maritime and Defence Industries Association (AMD), has consistently lobbied for greater diversification of South Africa’s defence sector, led by the vision of a profitable, sustainable, and responsible industry. Although the sector plays an integral role in the country’s economic development, particularly concerning the unexploited potential of defence products manufactured on South African soil, development is hampered by a waning budget and disunion between government regulatory regimes. Today, AMD is on the precipice of an ambitious masterplan to drive sector-wide progress.

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

Sandile Ndlovu, Acting Executive Director (SN): AMD was established over 28 years ago. It came

SANDF - SADI remains a trusted partner for the association’s main client - the SANDF.

International Clients - South Africa and SADI are open for business and are a reliable supplier of defence solutions.

Public - The industry is committed to being responsible exporters, operating within the confines of the law and as responsible citizens.

Government - The defence industry is one of the primary contributors to the country’s economic growth, job creation and technology diffusion.

about as a result of a coming together of a number of entities that were active in the aerospace and defence space. Its establishment was also encouraged by the first Minister of Defence, for the post-apartheid South Africa, Mr. Joe Modise.

At its inception, its main objective was to lobby on behalf of the industry and also to create a favourable environment for new entrants into the market to emerge – particularly black players.

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

SN: Since its formation AMD has progressed in leaps and bounds. Firstly, the consolidation of South Africa’s Defence Industry’s (SADI) position as the main supplier of arms to the SANDF was confirmed as a result of AMD’s intensive lobbying. Secondly, the development and nurturing of the relationship between the State, as a regulator – through the The National Conventional Arms Control Committee (NCACC), and industry, through AMD, was institutionalised. This led to a great understanding between the two, that does not mean that there has not been challenges – but what it does mean, is that whenever there are challenges,

there are mechanisms in place to collectively work on resolving those challenges. This also extends to identifying areas where improvements can be made to the system. Thirdly, the successful pivot from supplying the local client to supplying international clients was achieved under AMD’s watch. The creation of the Industry Export Council in 2015 was a major achievement in this regard.

AO: Can you outline the different entities within or associated with AMD?

SN: AMD and South African Aerospace, Maritime and Defence Export Council (SAAMDEC) can be seen as one, because they have a shared constituency. Within the two organisations – there are close to 70 companies that are members. Most of these are original South African companies but some of them are from Europe and USA. But the primary membership of the association and export council is made up of OEM’s. These are manufacturers of defence products.

AO: What do you find most exciting about working within the South African aerospace, maritime and defence industries?

SN: The opportunities that the sector creates for other economic sectors. This sector can truly be considered as an apex sector – in that we have a role to play in practically all of the main economic sectors. It is, therefore, very exciting to see technologies developed by the sector being used, effectively so, in other sectors.

Another exciting thing about the sector, is the potential for exports that the sector has. We produce some of the best products in the aerospace and defence space, and these have proven to be very attractive to international customers.

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

SN: The biggest challenges that we are currently facing as a sector relate to the declining defence budget in South Africa and the inefficiencies of our regulatory regime. Those are the two main issues that we are dealing with. However, on both fronts we are working with our government to find a workable solution.

AO: What trends are currently transforming the development of the industry in South Africa and how are you responding to them?

SN: The main trends that we have to contend with, are that of transformation and the Fourth Industrial Revolution (4IR).

On transformation – we have taken a proactive approach as an industry, to elevate transformation issues to being a main priority for us. We fully accept that transformation is crucial for the survival of our country, and we want to be actively involved in

bringing about meaningful transformation in the sector. This transformation must be informed by transparency, affordability and fairness.

On 4IR – the sector is already involved with various initiatives such as Robotics, Smart Computing and Unmanned Underwater Vehicles. We are also at the forefront of advanced manufacturing. We have had to carve out a special role for the sector in the 4IR initiatives that the country is pursuing.

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

SN: From the association level, since October 2020 we have been working on implementing the Aerospace and Defence Masterplan. This plan is a practical blueprint on how to take the industry forward. It is, therefore, quite an exciting project to be involved with.

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

SN: The industry is poised for greatness and the coming three to five years will be very instrumental in that. We will also work towards transforming the sector to bring in new (and diverse) players.

On the technology and product front, we have adopted a masterplan that will allow us to leverage on all our strengths to ensure that we remain globally competitive.

Tel: +271 752 5880/1 magda@amd.org.za www.amd.org.za

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AFRICA OUTLOOK is a digital and print product aimed at boardroom and hands-on decision-makers across a wide range of industries on the continent. With content compiled by our experienced editorial team, complemented by an in-house design and production team ensuring delivery to the highest standards, we look to promote the latest in engaging news, industry trends and success stories from the length and breadth of Africa.

We reach an audience of 185,000 people across the continent, bridging the full range of industrial sectors: agriculture, construction, energy & utilities, finance, food & drink, healthcare, manufacturing, mining & resources, oil & gas, retail, shipping & logistics, technology and travel & tourism.

In joining the leading industry heavyweights already enjoying the exposure we can provide, you can benefit from FREE coverage across both digital and print platforms, a FREE marketing brochure, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and to grow your business.

To get involved, please contact Outlook Publishing’s Managing Director, James Mitchell, who can provide further details on how to feature your company, for FREE, in one of our upcoming editions.

FROM THE STEMMING

Supplying the globe with summer flowers all year round, we speak with Richard Fernandes, more commonly known as ‘Kiki’ Fernandes, CEO of Marginpar Group, to discuss the company’s sustainable and people-centric business of making the world more colourful

Writer: Marcus Kääpä | Project Manager: Kyle Livingstone

Marginpar partner farm, Tanzania

MOUNTAIN STEMMING

There is enormous potential within Kenya. From a cut flower perspective, the country has a unique global advantage being placed on the equator. This means that flowers can be grown year-round and, with the geographic variation in altitudes, a wide range of flower products can be produced in the country.”

For Marginpar Group (Marginpar), this climate is most advantageous for a company that specialises in the growing, harvesting and supplying unique summer flowers to a global market. According to Richard, aka ‘Kiki’ Fernandes, CEO of the company

and orator of the opening statement, Kenya is one of few places where such an operation can be based.

“Kenya shares this unique position in Africa with Ethiopia, and in South America with Ecuador and Colombia,” he tells us. “There is nowhere else in the world where you find altitude on the equator!”

Marginpar grows more than 100 varieties of summer flowers across 16 different geographical locations and altitudes. This makes it possible for the company to grow every flower in its ideal habitat from the range of places available.

“We hold seven locations in Kenya, three locations in Ethiopia, cooperate with three partner farms in Tanzania and three partner farms in Zimbabwe,” Fernandes elaborates. “In the Netherlands we have our sales and marketing operation where our flowers destined for the worldwide markets arrive to be checked, cut and prepared for distribution to various flower auctions and sales partners. The sales team also coordinates our global sales which go direct from Africa to the various global destinations such as Japan, China and North America.

“We employ almost 4,000 people across our operations in Kenya, Ethiopia and the Netherlands. Our partner farms employ another 1,000 people in total.”

MARGINPAR MODEL AND CULTURE

The Marginpar business model is built around strategic partnerships at the core of which lay the relationships with company flower breeders, with whom the company has a special partnership. This enables the breeders to focus on the flower breeding process and the development of unique summer flowers that, after substantial testing, Marginpar then grows on both its farms and those of its partner farms across Africa. This partnership is built around exclusivity for the benefit of the breeder, Marginpar and its partner farms.

“The Marginpar culture motto: ‘We grow our people, our people grow unique flowers’, says it all,” Fernandes tells us proudly. “Our culture is one of value, respect and empowerment of our people.”

Marginpar believes that great things are never achieved by just one person; they are always achieved by teams that aim for collective goals and the collectively shared ownership on how to reach them. This collaboration makes use of thoughtful guidance that is given through ‘servant

THE ESSENCE OF MARGINPAR GROUP

Marginpar fully realises it is people who make it successful. That is why the company says: “We grow people, our people grow unique flowers.” Marginpar provides its people with what they need to grow; skills, knowledge, a safe and supporting work environment, and guidance, and the company witnesses strong development as a result - both for the individuals, the teams and for the company itself.

At the heart of Marginpar culture the company believes in:

- Serving and empowering its people.

- Unifying the employees into effective teams.

- Showing respect, friendliness and solidarity.

- Caring for the wellbeing of its people, their communities and company strategic partners.

- Creating a healthier world for its people to live in.

Thanks to this attitude the company’s employees and associates can grow and add value to make company products unique. Together with Marginpar, they proudly grow summer flowers that bring colour to the world.

leadership’; a leadership style by which one balances the two qualities of direction and service to support teams to perform. Another vital skill Marginpar trains its employees to apply is that of creating a collective focus; connecting all individual ideas and opinions into one shared vision on how to work on a topic or project as

a team. Second to this, the company strives to communicate in an appreciative way to enable introvert and extravert personalities to provide input equally. In this way Marginpar tries to bring together the diversity of personalities, ideas and viewpoints and to forge them into a collective voice.

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“Most people come in to do a good day of honest work. Servant Leadership, appreciative communication, are both ways to show respect for the contribution people bring,” Fernandes explains. “This is so important because it leads to unlocking the hidden potential that lies within each and every one of us. Thanks to this attitude people can grow; from flower harvester to farm manager, if you unlock people’s potential, great things are possible.”

CLEMATIS AMAZING® SERIES

One example of a unique product development, and a point of pride for Marginpar, is the Clematis cut flower, which Marginpar developed together with one of its flower breeders. The series began in 2006 and has since been extended by another 12 varieties.

“It took almost 10 years to find the right recipe to make a cut flower of this climbing plant,” Fernandes tells us. “Everyone showed a lot of perseverance and the fact that it worked out and the Clematis Amazing® has now become something of a flagship for Marginpar is a great story.”

Consequently, Marginpar has a very low staff turnover of less than two percent. Showing respect, friendliness and solidarity, in which everyone’s input is valued, largely contributes to this. Encouraged to be creative and open, no idea is a bad idea for the company, and it supports its employees in climbing the corporate ladder. This effect has not gone unnoticed, and even crosses international borders. Recently, Marginpar Ethiopia kicked off with Hamuka and soon partner farms in Tanzania will follow suit.

“We are all about creating a better place for people in the world we live in,” Fernandes reinforces. “The beauty of it is that our Marginpar culture has a ripple effect in everyone’s families, it acts as a multiplier. Everyone took the philosophy home and taught their children the good practices. The effect is huge because up to six (and in some cases even more) people benefit from, or are supported by, a single person at work.”

AUCTIONS AND STRATEGIC PARTNERSHIPS

Marginpar is a market leader in several product categories, and customers can find the company’s flowers from New York to Beijing. The company currently produces around 300 million stems per year and is growing toward a production of 360 million stems annually.

Marginpar is strongly auction oriented. The majority of the company’s flowers - around 75 percent - are sold directly at the Dutch flower auctions to wholesalers and exporters who trade them all over the world. Another part is sold to the company’s strategic sales partners who offer the flowers in their web shops as well as cash and carries.

“We choose our strategic partners with care as they should fit into our vision, and we seek partners with whom we become stronger together, for the long term,” Fernandes tells us.

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Marginpar has chosen Ariya Finergy as their Power partner for multiple projects, you should too!

Chrysal

Working alongside Marginpar to deliver the World’s Best Flowers. Chrysal’s range of solutions in Pre- and Post-Harvest Cut-Flower operations allows the company to work together with growers, bouquet makers, florists and wholesalers by providing them with market-leading products that demonstrably and sustainably guarantees the freshest flowers are delivered to consumers.

For 5 years, Chrysal has worked as a preferred supplier to Marginpar, supporting the group’s operations across Eastern Africa and in Europe, with the one aim of ensuring that all its customers receive the highest quality and value from the flowers they buy. Looking to the future, Chrysal has invested in an innovative approach to ecological sustainable solutions for the market; with the development of a service model targeting long storage and sea shipment of the world’s most traded flower varieties, including roses and carnations.

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The journey to get a perfect rose

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“We mainly focus on the European market, but our flowers are in demand worldwide. There are a few markets that we serve directly from our production locations: Japan, China and the US. Here too, we aim for strategic partnerships. For example, we have been working for many years with Classic Japan, our sole partner in Japan relating to direct shipments from Africa.”

Additionally, Marginpar works together with Royal FloraHolland China to achieve an efficient logistic

flow and facilitate settlements with Chinese wholesalers. Regarding North America, the company’s preference lies with Miami as the entry point. Flowers from South America also arrive there, creating a logistics hub in the region.

FLOWER BREEDERS

“Marginpar maintains a very close, strategic relationship with its partner flower breeders - that’s where innovation begins,” says Fernandes.

“We work together with both large

MARGINPAR GROUP - ABOUT THE LOCATION: KENYA

THE KARIKI JUJA FARM covers 22 hectares of cultivated land and is in the Thika region. Thika is located at an altitude of approximately 1,600 metres and produces: Hypericum, Clematis Amazing®, Asters and Solidago.

THE BONDET FARM covers 35 hectares of cultivated area and is located in Nanyuki. Bondet is situated at an altitude of approximately 2,100 metres and produces: Astrantia Star® series, Hypericum Flair® Eryngium Questar® as well as roses.

THE KUDENGA FARM covers more than 50 hectares of cultivated area and is located in the Molo region. At an altitude of 2,700 metres, Kudenga farm is currently one of the highest flower companies in Kenya. Absolute top quality is grown here, including Eryngium Questar®, Gypsophila Xlence®, Helleborus, Astilbe, Ornithogalum and the Astrantia Star® series.

KARIKI NAIVASHA FARM covers 42 hectares of cultivated land and is located along the Kinangop road in Naivasha at an altitude of about 2,100 metres. This location was established in 2006 and merged in 2021 with the neighbouring Livewire farm. Kariki Naivasha mainly produces Hypericum Flair®, Eryngium Questar®, Agapanthus, Gypsophyla Xlence® and several Delphinium varieties.

THE KS FARM is close to Rongai, Nakuru in Kenya. The farm covers 64 hectares of cultivated land. Solidago, Gypsophilla, Hypericum and Limonium are grown here at an altitude of 1,910 metres.

THE MR FARM is near Muchorwe, Molo in Kenya. The farm covers a total of 13 hectares of cultivated land. Craspedia and Eryngium Questar® are produced here at an altitude of 2,700 to 2,770 metres making it the highest farm in the group.

THE ST FARM is close to Sobea, Nakuru in Kenya. The farm covers a total of 22 hectares of cultivated land. Solidago, Hypericum Flair®, Eryngium Questar® and Limonium are produced here at an altitude of 1970 metres.

East African Packaging Industries

The company was established in 1959 and is the hub for East Africa operations of Canadian Overseas Packaging which manufactures corrugated cartons and paper sacks packaging.

The corrugated cartons are supplied to regional industry players principally involved in the flower, horticultural and Tobacco export sectors as well as the FMCG, hospitality and retail sectors. Paper sacks are supplied to the regional tea producing and blending companies for the export of tea, as well as to the regional cement industry.

EAPI has an established track record for reliable supply of a good quality products that offers exceptional value. The company has a very experienced team throughout the organization that understands the local corrugated cartons and papers sacks market and has productive working relationships at many levels throughout our customer base.

and small international and Dutch breeders and apply the ‘Marginpar model’; an exclusivity agreement where breeders and Marginpar jointly develop a variety and share in the success.”

Marginpar also makes agreements on exclusivity, meaning that the breeders do not offer their plants to other growers in Africa as well as preventing the company from sourcing flowers from alternative breeders. This enables the business to supply exclusively grown flower offers in the market.

“The breeders cross-breed plants until a product emerges that fits within our range,” Fernandes continues. “Subsequently, this crop is sent to our test fields in Kenya, Tanzania and Ethiopia to find the right breeding recipe. The trial process is very extensive; before a new product is approved, it is important to test whether the crop is susceptible to certain diseases and whether its shelf life meets our

EAST AFRICAN PACKAGING INDUSTRIES LTD

Established in 1959, East African Packaging Industries Ltd is East Africa’s market leader in the supply of innovative, high-quality packaging solutions for various industries.

We have you covered when it comes to diverse packaging needs. We have a wide range of packages including but not limited to:

• Telescopic Flower Boxes

• Regular Slotted Cartons

• Single Face Kraft Rolls (SFK)

• Single Face Kraft Pre-cuts (SFK)

• Tea & Cement sacks

• Archive Boxes

• Removal Boxes

• Self Locking Boxes

• Die Cut Trays

• Chick Boxes

high standards. We also assess the ornamental value; we want to offer the customer the most beautiful product possible. It is a process of years until it is absolutely right, and the product can be offered on the market.

“We are constantly looking for new, special varieties to surprise the florist with, like the Talinum ‘Long John’ that won a Glass Tulip award last year. This award is given to the best novelty by Royal FloraHolland.”

AGRICULTURE SINCE THE START

Having been born and brought up on a farm in Kenya, Fernandes has always been closely tied to the agricultural sector.

“My father began by farming sheep, cattle and cereals,” he tells us. “From a young age I knew I wanted to be a small-scale farmer on the slopes of Mount Kenya. I studied agricultural management and after leaving

MARGINPAR GROUP - ABOUT THE LOCATION: ETHIOPIA

THE MARGINPAR ETHIOPIA FARM covers 60 hectares of cultivated area, spread over three production sites, and is located near Holeta, west of the capital Addis Ababa (“New Flower”), at an altitude of 2,500 metres.

MARGINPAR ETHIOPIA PLC is located nine kilometres from Holeta town. It covers 36 hectares. At this location Marginpar mainly grow the Eryngium Questar® varieties, the Astrantia Star® series, Campanula, Crocosmia and Alchemilla.

L’ARCA INVESTMENT PLC is sited at almost the same area, four kilometres from Holeta on the way to Marginpar Ethiopia farm. It covers 24 hectares, producing mainly Eryngium Questar® varieties, Daucus and Campanula.

SIMBA HORTICULTURE PLC is the newest site located nearby the two others. Currently they are developing the last five hectares to reach over 16 hectares out of the total available 22. This farm produces mainly Eryngium Questar® varieties and Agapanthus.

university I worked as a freelance agricultural consultant.

“This took me across eastern and southern Africa from Ethiopia to Zimbabwe, but in the early 90’s the opportunity arose to buy a farm on the slopes of Mt Kenya with my father. We grew vegetables exporting them to the UK and European retail. When my father retired in 2001, after we sold the vegetable business, I bought another, greenfield site farm, again on the slopes of Mt Kenya. This time I was looking to grow something different, not vegetables nor roses because the margin had gone from growing vegetables, so I was looking for a crop to grow that was unique, different, even difficult to grow. But something that we could scale up.”

Despite his peers moving onward into the rose business, Fernandes was looking for something different and special. The Dutch company Marginpar was set up in the late 80’s as an agency for vegetable farmers in Zimbabwe and moved forward from Europe to provide new and unique flowers to Zimbabwean farmers, those including Hypericum and Eryngium, with Astrantia following later.

“I met Bate and Rob Koning, founders of Marginpar Netherlands, on a trip to Zimbabwe around the turn of the century,” Fernandes elaborates. “They were looking for someone to grow Eryngium and Hypericum on the equator in Kenya for Marginpar, in order for stable production throughout the year. The timing was great; I was looking for exactly what they had, and the farm that I had bought - now our Kariki farm in Nanyuki - was perfect for the job they needed help with.

“We started growing Eryngium and Hypericum and quickly expanded our portfolio. By 2010 we set up four units in Kenya, one in Ethiopia and with six partner farms: three in Tanzania and three in Zimbabwe.”

In 2018 the company acquired three

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other farms in Kenya, that were then followed by Kariki Kenya, Marginpar Netherlands and Marginpar Ethiopia merging into a single entity, giving Marginpar a unique place in the chain having expanded both vertically and horizontally.

“At present we are currently active in working closely with breeders, developing new products so that we can offer a very broad package,” Fernandes tells us. “Our focus is on summer flowers that we supply all year round. Our flowers are unique

MARGINPAR GROUP - ABOUT THE LOCATION: TANZANIA

Partner farms:

BONDENI FLOWERS produces flowers at a unique location at the foot of Kilimanjaro in Tanzania. This company is fully specialised in the cultivation of cut Clematis Amazing series®. BONDENI MAIN currently grows Clematis Amazing® Blue Pirouette, Clematis Amazing® Inspiration, Clematis Amazing® London, Clematis Amazing® Havana and the special beauty Clematis Amazing® ‘Vienna’. Next to that, the Glass Tulip winner Talinum ‘Long John’ is grown here.

BONDENI MACHAME FARM covers 40 hectares of cultivated area and is located just outside of Moshi. Bondeni Machame produces the unique Jatropha “Firecracker”, Polianthes tuberosa Pink Sapphire, Miscanthus White & Red Cloud, Chasmanthium, Panicum and several of the Clematis Amazing® varieties: ‘Rome’, ‘Kibo’, ‘Tokyo’, ‘Miami’, ‘Inspiration’, ‘London’ and ‘Geneva’.

Just next to Bondeni Flowers, but located more to the west on Kilimanjaro, is MICHIRU FARM. Varieties from the Clematis Amazing® series (Clematis Amazing® Star River and Clematis Amazing® Oslo) are grown here as well as the Gloriosa fifty shades series and Scutellaria ‘Tinkerbell’. The farm is busy developing the Asclepias Heron Series.

and special-we aim to give the florist something different, to add a special touch to their designs.

“Our overall mission is trendsetting the market by empowering dedicated people who create the world’s most unique summer flowers.”

THE MARGINPAR FOUNDATION

Next year, Marginpar will be combining its community projects into its very own Marginpar Foundation. This foundation will focus on providing practical support, with each farm setting up a special team to identify projects in the areas that the company can help with.

“We don’t just hand out funds, but also assist with the work. This includes education, health care, security, water, and more,” Fernandes elaborates. “Our purpose is to create a better place for people in the workplace, but also in the world we live in. You spend so many hours at work; it should be a good environment and you should enjoy yourself, not just showing up because it pays the bills.

“We have a social responsibility. Everyone gets a good meal in our canteens, cooked by our own people, with vegetables grown on our farms. Each farm also has a medical clinic, which not only provides medical care when needed, but also a lot of health education. Our responsibility doesn’t stop at the farm gate. We help build schools and extra classrooms, we improve roads, and we make free water points near our farms for the community.”

Each farm also has a medical clinic

Part of the funding comes from ‘the Marginpar mix’. At the Dutch distribution centre, the company prepares auction trolleys with a fixed number of flower bunches per bucket.

“What happens next is that a few bunches of flowers are ‘left over’ because, for example, they put 80 bunches in flower buckets on an auction trolley and number 81 does not fit in,” Fernandes tells us. “All these extra bunches are collected and mixed, so that florists can buy mixed

flower buckets instead of the mono buckets that Marginpar normally supplies. This is especially interesting for the smaller florist, who does not need 50 stems of the same product. All breeders have generously donated their royalties from the mix.

“All proceeds of the mix go to the Marginpar Foundation. We are still working on setting it up, but we are passionate about the potential of the project to better our customers, partners and the company.”

MARGINPAR GROUP - ABOUT THE LOCATION: ZIMBABWE

Partner farms:

TSANGA FLORA FARM covers 18 hectares of cultivated area and is located in Juliasdale, near the foothills of the Nyanga Mountains. The farm is specialised in the cultivation of Astrantia Roma® Eryngium Questar® varieties.

DOMBERA FLOWERS is located in the Chimanimani Mountains in Zimbabwe, near the border with Mozambique, at an altitude of 1,400 metres. This farm produces Eryngium Supernova Questar®.

SUNSHINE FLOWERS is a Marginpar grower of the first hour - the two companies have a long history together. The farm is located next to the international airport in Harare. They mainly produce the Clematis Amazing® and Eryngium Questar® series. Next to growing flowers, they also run a sanctuary for wild animals: ‘Wild is Life’.

SUSTAINABILITY AND CERTIFICATION

When it comes to the topic of environmental welfare, Marginpar is serious about sustainability, with the company acknowledging its impact on the environment at all times.

“Sustainability is important for everyone; we should leave the world better than where we started,” Fernandes reflects. “In addition to this intrinsic motivation to do better, we expect the market to demand more sustainable practices in the near future.

“Certification is becoming increasingly important. Consumers want to know where flowers come from, and how far they have travelled. Marginpar fully endorses this and supports, as a member, the sustainability initiative FSI2025. FSI stands for Floriculture Sustainability Initiative, which aims for 90 percent sustainable production for all plants and flowers.”

Marginpar aims for a 100 percent sustainable production for all flowers, and certification exists as an important step in achieving this. All Marginpar farms are certified; Marginpar Ethiopia holds the MPS certificate, and each of the company’s Kenyan flower farms have

obtained the KFC Silver certificate and GLOBALG.A.P. The company’s partner farms in Tanzania are also MPS-ABC and MPS-SQ certified, and partner farms in Zimbabwe are in the process of MPS certification, with the expectation to follow soon.

LONG-TERM SUSTAINABILITY

“Marginpar employs many people in rural African communities, and as such, we tick a lot of boxes already, but there are always ways to improve long-term sustainability, for example in the areas of water, energy and pest control,” Fernandes elaborates.

“In terms of energy consumption, we are looking for ways to reduce consumption and generate our own energy. Solar energy is especially useful for pumping and cooling, as this is mainly done during the day when the sun is shining. Currently, many farms depend on boreholes for

“THERE IS AN ENORMOUS POTENTIAL WITHIN KENYA. FROM A CUT FLOWER PERSPECTIVE, THE COUNTRY HAS A UNIQUE GLOBAL ADVANTAGE BEING PLACED ON THE EQUATOR” - RICHARD FERNANDES, CEO, MARGINPAR GROUP

irrigation - we want to reduce that.

To save the energy currently used to pump this water out of the ground, we need to collect more rainwater. This is also good practice for the earth in general, as it can prevent flooding and puts less pressure on aquifers. We store the water in lagoons so that we do not obstruct the flow or the rivers.”

Marginpar also look for ways to reduce water consumption during business processes overall. A prime example of this is the use of Aquachecks; a probe goes approximately 40cm into the ground and measures the depth of irrigation

water. In this way, the company can keep the water focused in the root zone by knowing when to stop watering. This has been shown to reduce water use by up to 40 percent on some farms.

“We are also concerned about preserving ecosystems and look for ways to reduce our use of pesticides,” Fernandes informs us. “We practice ‘spot spraying’; only spraying the specific areas that are as small as one metre-squared that are actually affected by a pest. We also use pest-specific and organic products and insects as natural enemies of

certain pests. In addition, we are testing something new: a drone that detects and identifies pests and kill the bad ones without any chemicals, while harmless insects - such as bees that we need for pollination - are left alone.”

BEHIND MARGINPAR GROUP

For Marginpar, its international success comes down to the employees and partners that drive the company to new horizons. Forming one of key strategic pillars alongside strong branding, a unique product range, consistent quality and empowered employees, Marginpar takes care in identifying who to build strategic partnerships with, whether they are breeders, suppliers of goods and services, equity partners or others.

AFRICA OUTLOOK: CAN YOU TELL US ABOUT MARGINPAR’S EXPANSION AND PLANS FOR THE FUTURE?

Richard Fernandes, CEO: “In order to continue to grow our business we will be strengthening existing trade lanes, like US and Japan as well as opening up new trade lanes such as Australia, Middle East and the Far East.

“We are also very excited about our new purpose-built facility that we will soon be moving into which will be built next to Royal FloraHolland’s (RFH) Aalsmeer site. We will be connected internally to the auction distribution, creating a better efficiency for our distribution and transport.

“We are working on many initiatives such as developing our own DXP (Digital Experience Platform) so that all the necessary information that is needed to run the business more efficiently is ready at one’s fingertips, using artificial intelligence (AI) for more accurate crop forecasting, investing in more AquaChecks for more efficient water and fertilizer use, using solar energy to supplement our electricity use, partnering more closely with leading biological pest solution companies so that we can use less pesticides.

“Essentially, we are embracing technologies that will make us more efficient, but ones which take us down the path of creating a more sustainable business, innovations with a socio-environmental aspect take the lead.”

“A successful business cannot operate in isolation, so the relationship with strategic partners is of paramount importance,” Fernandes affirms. “Our rule of thumb is that the partnership has to be good from both sides, there needs to be a common aim, if it’s only good from one side it is not a true partnership. This is key for example when negotiating prices for goods and services – the price should be a fair price.”

And when it comes to employees, Marginpar’s motto: “We grow people, our people grow unique flowers”, is a testament to the company’s people-centric method of operation.

TRUST IN MANAGEMENT

“If you involve people in teams, and more specifically into natural self-managing teams, then you are on the road to unlocking the potential that lies within your people,” Fernandes says. “The more that you

can involve your people, the more you can empower them and the better you can work on reaching collective focus on what needs to be done, the more you will get back.

“Over the past 10 years we laid a foundation of Kaizen (Japanese for ‘change for better’). With ‘Hamuka’, as we call Kaizen, we standardised our work processes. This has made a big impact on our organisation and is now fully embedded in the way of life of many of our employees.”

Hamuka provides clarity and uniformity to the work processes and encourages people to engage their ideas to continuously improve these processes.

“This means we involve our people to understand the process flow from start to end and to learn how to talk with data,” Fernandes explains. “And we empower the teams to not only carry out the right process every time, but to also continuously look at how they can improve them. The starting point is to roll out each step of the process in the right way,

to have a checklist for each phase, from beginning to end. These teams drive continuous improvement and by doing so improve the end result. They understand every detail of every step in the process and see best what needs to be improved.

“The implementation of Hamuka changed the way people work. They saw people becoming happier and more confident in their work. Ideas are appreciated, people take more responsibility.”

For Marginpar, Hamuka also regards moving away from the traditional ‘top down’ business management approach and embracing the servant leadership approach as a key element of company culture and organisation. In this way management does not entail those in positions of power exerting pressure to motivate and get things done, often with employees left in the dark about why they are undertaking such instructions, but instead improving each step of the management process so that it leads to individual employee

empowerment and responsibility. And with a continually sustainable approach to every aspect of the business, Marginpar exists as a leading and progressive company in the agricultural sector, driven by values centred around its staff and the mission to bring more colour to the world through beautiful and unique flowers.

For more information regarding Marginpar Group, take a look at Linkedin for corporate and ESG information, and Instagram for flower inspiration and assortment.

Tel: +31 (0)20 4536407 mail@marginpar.com www.marginpar.com

I have always been interested in the agricultural sector. Since I was only a few years old, my father was involved with Bayer Agrochem, (now Bayer Crop Science), and I grew up on an apple farm where I could watch him work and join him on many trips. Whether that was scouting for insects and fungus, or solving the problems with chemicals in order to enhance yields, I would actively participate in the work throughout my childhood.”

It was this early introduction into the sector that shaped Corné Liebenberg’s career path into adulthood as the co-founder and CMO of Laeveld Agrochem (LAC). Based in Pretoria, the capital of South Africa, LAC specialises in crop optimisation and precision farming offering innovative solutions to the agricultural sector. Since 1991, the company has focused on long-term partnerships and investments in its customers’ operations, playing a vital role in the overall food security chain in the Southern African region.

“LAC was started by my father 30 years ago, initially backed by his 20 years of experience in the agrocrop field, and I assisted him from day one,” Liebenberg reflects. “Our product range are crop protection nutritional products like foliars and

PEOPLE PROTECTING PLANTS FOR THE

We take a look at Laeveld Agrochem and speak to co-founder and CMO Corné Liebenberg about the company’s facilitation, drive and mission to better Southern Africa through agricultural crop yield solutions

Writer: Marcus Kääpä

Project

Manager:

Kyle Livingstone

Corné Liebenberg

PEOPLE

LOVE

Miller Chemical & Fertilizer is a USA company distributing effective and environmentally sustainable crop production products in more than 70 countries globally.

Hygrotech SA (Pty) Ltd is the principal supplier of Miller products in South Africa.

Hygrotech and Miller are proud business associates of Laeveld Agrochem and sincerely congratulate them on their 30th Year Anniversary.

HYGROTECH.CO.ZA

fertilisers, precision farming services, and we even sell seed and feed. On top of this, we provide our customers many agricultural services such as soil and leaf analysis, the world’s first carbohydrate tests from Agri Technovation, and even mentorship to farm workers.

“We provide these products and services to 8,000 customers, around 4,000 of which are active customers frequently investing in what we have to offer. But we don’t just sell to our customers, we help them with the complete farming process to increase yields and profits. The product we sell is merely a means to an end, you might probably be able to buy it online in future, however the turnkey solutions and services we provide are priceless.”

GIVING BACK

For LAC, customers are more than just that. LAC’s sales agents, all present franchisees, often accompanied by its highly trained and skilled technical experts, visit the customers regularly. This involves scouting the orchards or fields, taking soil and leaf samples, giving recommendations and spray programmes, and assisting them from everything they need from pre plant to which strategy to follow depending on the demand from the country they target if it is an export crop.

“I think that this depth of service and individual care is what really sets us apart in the Southern African agricultural space,” Liebenberg tells us proudly. “We have a substantial collective amount of experience as we have been established in the sector for 30 years, and our large range of offerings helps cater to different individual needs and market demands, especially as these are supported by our technical teams of expert business development managers, but I truly believe that it is this customer support that makes us the best choice in South Africa. Our slogan includes the word ‘together’,

A FAMILY BUSINESS STARTED IN 1991

The company was established in 1991 by Nick Liebenberg and Corné Liebenberg; and this year celebrates 30 years in the agricultural industry. From a humble beginning as a family business, LAC has shown 30 consecutive years of growth, even surviving some of the worst droughts recorded in South African history. This father-and-son team is still actively involved in every part of the business, following and promoting the same old family values that they became known for over the years. Despite the company’s successful expansion and corporate growth, family remains at the core; recently two grandsons joined the business, and LAC continues to treat employees and customers as part of this family network as well.

LAC started its business in the north-eastern part of South Africa, hence the reference to the LAC region in its name. Strategic partnerships and collaborations enabled the company to expand rapidly and sustainably to other provinces in South Africa and across the country’s borders, with currently over 130 established franchises, working from 75 branches. Many of the LAC franchises are also owned by father-and-son teams.

and I think that after three decades we have proven exactly that; we celebrate victories and successes together, but we also stand together in the face of challenges and times of need. We are proudly South African and here to stay.

“LAC is very involved with the community as a whole. Helping and mentoring small-scale farmers with skills, knowledge, financial advice,

agricultural development and their overall yield, income and potential, has allowed us to build trust with the community over decades. At the end of the day, we are all part of the same community. We really want to make a difference in people’s lives, and we truly believe that the only way to get South Africa back as a world leader is to assist the millions of unemployed to become successful small-scale

From left to right: Dr. Theo de Jager, Ian Cameron and Corné Liebenberg beside a truck load full of GENESIS meals to feed 100,000 people for a month

Miller Chemical & Fertilizer, LLC (based in the USA) has been a leader and innovator of specialty agricultural products for more than 80 years. Miller is committed in responding to a global agricultural market that demands safe, efficient and sustainable performance solutions to improve crop production and quality. Being part of the J.M. Huber Corporation, sustainability is a key focus for Miller, since it’s also a Huber Business Practice Principle together with environmental, health, safety, excellence, ethical behavior and respect for people.

These principles contributed to the J.M. Huber Corporation being recognized as a 2021 US Best Managed Company sponsored by Deloitte Private and The Wall Street Journal. Core Miller focus areas include specialty adjuvants, plant nutrition, plant growth regulators, abiotic stress and organic compliant inputs. Product offerings are science and data driven, supported by years of university, private institute, consultant and infield development work. Miller has customers in more than 70 countries, of which 13 are in Africa, and believes in fostering strong relationships with distributors and growers. Specific crop production needs are supported through globally appointed Miller representatives (certified agronomists, horticulturists and crop advisors) working closely with distributors and growers.

In South Africa, Miller products have been available since 1972. In 1984, Hygrotech South Africa (Pty) Ltd became the exclusive importer and principal supplier of Miller products to Croplife SA registered distributors. One such distributor proudly supplied

to is Laeveld Agrochem, who is celebrating its 30th Year Anniversary in 2021 – congratulations! Besides convenient national product availability to distributors, Hygrotech also appoints Technical Advisors in key agricultural regions to provide technical support to distributors and growers. This hands-on approach of product stewardship is one of the core values and practices that Hygrotech and Miller share.

Together with Good Agricultural Practices, Miller adjuvants support sustainable crop production by: reducing volatility and/or drift of agricultural sprays; improving deposition on the intended target; reducing wash-off of applied spray from the intended target; reducing leaching and improving uptake of systemic products.

Top Miller adjuvants include Nu-Film® P, Nu-Film® 17, Sustain®, Entrée® and Miller Mist Control®. For further information on Hygrotech and Miller and the various products on offer in the various African countries, please visit the individual company websites: www.hygrotech.co.za or www.millerchemical.com

farmers, thereby providing food for their families, hopefully also earning an income, and regaining self-respect as the provider for the family.”

The company’s integrated care for its customers is embodied and made apparent by LAC’s company slogan: ‘Together we strive ahead’.

LAC gives back through working hard in the support and engagement with people in the community. The company sponsors a variety of

projects and community culture events, while also supporting aid projects such as feeding schemes, fundraisers, fire aid to farmers and helping those in need.

ADVANCED AGRICULTURE

LAC operates in a critically important sector within Africa. South Africa is seen as the ‘breadbasket’ of the continent; an enduring comment on the vast and successful nature of its

AFRICA OUTLOOK: HOW DID COVID-19 IMPACT THE COMPANY?

Corné Liebenberg, founder and CMO: “When it came to COVID-19, the pandemic didn’t impact us negatively at all, but it rather excelled our business.

“People have become a lot more health conscious, so they are less focused on fast food but more on nutrition. For example, the demand for Vitamin C-high foods shot through the roof during this period.

“On top of this, consumers are very cautious when it comes to the use of pesticides, and therefore we also sell a lot of organic and biological products. The end users want to know what produce is sprayed with what chemicals, and we are a very transparent company; we supply a lot of information so that people can literally trace fruit to the orchard it came from, right down to the individual tree, and confirm which chemicals were sprayed there.

“Back to COVID-19, obviously, as with any sector, there were small changes that occurred, such as cross-border rules, but largely it didn’t affect us badly. In general, during this time the agriculture sector did very well across the continent. Most farmers achieved great yields over the past two years, and with COVID-19’s high demand for goods, such as maize for example, the prices have stayed high even though supply increased. Enhanced yields, high demand and high prices are consequently giving farmers a greater income, which is, at the end of the day, LAC’s aim.”

Syngenta

A Good Growth Plan for Africa – a sustainable reset of agriculture

As Syngenta South Africa, we are privileged to be in Africa - the continent that holds the key to global food security.

With more than 60 percent of the world’s arable land, Africa has the potential to help produce the additional 50 percent food needed globally in 2050. Yet, currently it produces only 13 percent of its own food needs and is home to more than half of the world’s population facing food insecurity.

Therefore, it is crucial for a sustainable reset of agriculture in Africa to eradicate hunger which can be achieved by helping farmers to increase productivity and fight climate change, enabling access to finance and encouraging free and fair market and trade opportunities.

Producing more, sustainably

Syngenta equips farmers with the necessary inputs, innovation and training to help them produce more, sustainably. In Africa, Syngenta has trained over 500,000 farmers on health and safety and good practices so that agriculture and biodiversity flourish together.

“Our specific focus is on training farmworkers to use our products safely. We do this through hands-on training events on farms, distribution of information through our agents and the publication of training material and educational articles,” says Antonie Delport, managing director for Syngenta South Africa.

We will continue working with farmers and its partners to achieve the sustainable reset of agriculture that Africa needs to feed itself more sustainably.

www.syngenta.co.za

Laeveld Agrochem and AgriTechnovation showcasing the MyFarmWeb platform at the Techno exhibition

LAEVELD AGROCHEM

agricultural industry, but it is also a hub of Southern African development in the sector.

“What we test, trial and achieve here is rolled out across the rest of the continent,” Liebenberg explains. “There are more than 3,500 South African farmers outside the country, so it’s important for us to assist them as that’s how we spread the knowledge, training expertise and the know-how to the rest of continent.”

When it comes to support from partners in the technical sphere, Agri Technovation works exclusively with LAC to render specialised services within the agricultural sector, utilising technical support teams in the process. The team includes qualified professionals with experience in agronomy, horticulture, soil science, geographic information systems, chemistry, and process and production engineering. Commercial growers are advised and supported by specialists who are also intimately

involved in product and service development and research, to ensure a specialised offering yet yielding practical, sustainable and financial results on the farm. Numerous commercial African farmers utilise the specialised services of Agri Technovation to determine the soil potential before the expensive development of establishing new orchards or crops begins.

“Through specialised services such as these we can make use of accurate and scientific measures,” Liebenberg tells us. “Effectively, anything that moves we can measure. For example, we can measure the growth size and speed of an orange and even track it back to the tree from which it was picked. We measure the moisture of the soil, dam and diesel tank levels, sugar contents of the fruit; literally anything that changes can be measured, and all this data is conveniently captured and displayed on a platform called MYFARMWEB™.”

Enviro Bio-Chem (Pty) Ltd is a privately owned agrochemical company, proudly rooted on African soil.

Specialising in agricultural remedies, Enviro Bio-Chem has been supplying the African continent with agro-chemicals since 1986 and are renowned for the reliable supply of high-quality products. The company consists of a professional, multidisciplinary team with the technical expertise to provide support and training. Motivated to continually improve its competitive edge through expanding its product offering, Enviro Bio-Chem is becoming the market leader in its field. Furthermore, by setting new standards through innovation, Enviro Bio-Chem maintains its high-profile presence in the industry. Well known for its effective range of herbicides, pesticides, plant growth regulators, and environmental management products, Enviro Bio-Chem stands ready to offer all agricultural and industrial remedial solutions.

Koppert South Africa

Koppert South Africa is a leading biological control company using solutions from nature itself!

Together with growers and in partnership with nature, we work to make agriculture and horticulture healthier, safer, more productive and resilient. This is achieved by using natural enemies and micro-organisms to combat pests and plant diseases, and bio stimulants that support and strengthen the crops both above and underground.

Our years of experience has proved that this approach makes farming operations more profitable and sustainable.

Continued product development has led to solutions from Africa for Africa.

www.koppert.co.za

A LEADER IN AGRICULTURAL REMEDIES

Koppert Biological Systems contributes to better health of people and the planet.

Koppert offers a range of natural enemies consisting of predatory mites, parasitic wasps and predatory beetles. Micro-organisms complete the portfolio to combat various pest and diseases on a wide variety of crops.

Koppert Biological Systems Partners with Nature

Alongside Agri Technovation, LAC makes use of technology and innovation that is considered the formula for the future, and the fact that this technology and solutions are in high demand all over the world testifies to that.

GENESIS PROJECT

Founded in 2013 in South Africa, the GENESIS brand was born out of its desire to provide a nutritious, healthy instant meal to workers in various industries.

In order to be successful, GENESIS had to be formulated to be instant,

great tasting, immune supporting, nutritionally balanced and “complete”, and able to be simply mixed with cold water. Its unique powder formulation was essential for it to be easy to transport and store.

“At LAC we look at the whole process of farming,” Liebenberg says. “This includes individual farmers’ health and wellbeing, and so we work with the GENESIS Project as an initiative to give farm workers nutritious meals that support them during their work, which is mostly very labour intensive.”

LAC PRODUCTS AND MISSION

In today’s competitive and unpredictable agricultural industry, progress is synonymous with good decision-making. LAC sets great store by the attentive way in which it makes the largest variety of top-quality crop protection products across an extended range of categories available to its customers, including:

• Adjuvants

• Biological products

• Fungicides

• Herbicides and insecticides

• Soil-enrichment products

• Animal health

• Seeds and feed

• Precision services

• Fertiliser and foliars

The LAC mission:

• Support agriculture in Southern Africa by enabling optimised food supply and security.

• To be the customer’s preferred partner and supplier of valueadded (crop-enhancing) services, crop optimisation, plant, nutrition and health products.

• Use smart innovations with modern technology that contributes to the sustainability of agricultural production.

• Comply and conduct business in an honest way, with integrity and in a responsible manner, adhering to CropLife principles with due regard to the environment.

• The customer’s best interests come first.

Piet Vermaak, Laeveld Agrochem’s agent for Bultfontein, admiring another successful corn field

GENESIS is a range of functional food and drink products that are scientifically formulated specifically for people working or living in extreme conditions and who therefore have above-average nutritional requirements. All GENESIS products are formulated with a unique patented and clinically tested functional ingredient, called Sel-Plex and Biomass.

INDIVIDUAL FOCUS

Aligned with LAC’ s prioritisation of community, the company is placing a lot of time, money and energy into helping the small-scale farmers.

“These farmers just simply don’t have the critical mass compared to those large-scale commercial farmers, and we are now providing those of smaller scale with huge initiatives,” Liebenberg elaborates. “South Africa has millions of hectares of unused government land, such as areas that used to be mining land, schools, prisons, hospitals and more, that we can use to train up these farmers, mentor them, supply them with small packs of seed, smaller packages of crop protection products and fertilisers which are more affordable to buy, arrange financial assistance, and monitor what they are doing year on year because we want them to be successful. The investors into these initiatives appreciate our mentorship and the transparency of the complete process, as they want to see when and what was applied, all the way to what crop was harvested and the yield, to

even what market it was supplied to.

“This should change the entire face of farming in South Africa, change the country for the better, and when South Africa prospers its neighbouring countries will too, and ultimately the rest of the continent.”

This project is aimed to help the small-scale famer firstly generate enough food for his own families’ needs, by giving them the GENESIS meals and seed packets to grow vegetables. Thereafter LAC teaches them to earn a better income effectively and for the long-term, by for example planting the very highincome generating crop saffron. This allows their families and the wider

community to grow and thrive.

“This also eases the pressure on the national government and the taxpayers as the monthly grants paid to the unemployed total billions of rands, so the more people become self-sufficient and contribute to the economy, the better for the country as a whole.”

Tel: + 27 12 940 4398 info@laeveld.co.za www.laeveld.co.za

The new Laeveld Agrochem warehouse in Hoedspruit, South Africa

The new Laeveld Agrochem warehouse in Hoedspruit, South Africa

HELPING AFRICA

We

speak to the executive team at Yara Zambia Cluster, about the company’s provision of fertiliser across Africa and its consequential actions in helping feed those in need

Writer: Marcus Kääpä | Project Manager: Kyle Livingstone

Agriculture is a gigantic industry in Africa.

The continent facilitates and supplies a vast quantity of goodstea, coffee, cocoa, sugar and various fruits are a few that spring to mind - that are bought and used globally in substantial quantities.

Southern Africa has taken massive leaps in the last few decades, and yet for some, the region remains unexploited in its agricultural potential.

“In my view, the region remains an untapped goldmine in terms of crop production,” begins Danie Van Der Merwe, Managing Director of Yara Zambia. “Aside from the potential increase of staple food production, the biggest future opportunity potentially also lies in increased production of higher value crops for export that will do wonders to improve the economies in Southern Africa.”

“The unfortunate reality as we speak today is that poverty and hunger remain a massive challenge and heart-breaking to experience as you move around the various countries, especially in the more remote areas. It is why Yara International implemented Action Africa in 2020 to support the most vulnerable in East and Southern

YARA ZAMBIA

Africa, including in our case Zambia, Malawi, and Mozambique.”

Yara Zambia (Yara) is one of Yara International’s regional divisions. This action taken by Yara embodies the company’s mission - to responsibly feed the world and protect the planet –that is balanced between multiple core ideas. ‘Feeding the world’ embodies knowledge, economic empowerment and new innovative ideas. On top of this, ‘protecting the planet’ represents Yara’s commitment to emission

YARA VALUES

AMBITION

Performing above expectations, taking initiative and constantly working in line with Yara’s ambitions and personal goals.

CURIOSITY

Asking bold, brave questions; curiosity is the lifeblood of Yara’s culture. It is curiosity that builds knowledge and it’s the power of inquiry that led Yara’s three remarkable founders to head off an impending famine in the early 20th century.

COLLABORATION

Working with mutual respect, partnership, and appreciation of all perspectives and approaches. The art of collaboration - both internally within Yara and externally with the rest of the world - amplifies the company’s collective knowledge.

ACCOUNTABILITY

Being reliable, taking responsibility and always having Yara’s and society’s interests in mind when faced with tough decisions. Through accountability, trust is earned.

abatement and sustainable agricultural practices.

“At Yara, we believe that success can be celebrated only when it is achieved in the right way,” adds Chrisna Heuer, Marketing Manager at the company. “We believe knowledge grows and has the power to create positive global change. We understand that knowledge helps feed the world, creates profitable businesses, and protects the planet at a time when the population is expanding, and our resources are increasingly challenged.”

Yara develops digital farming tools for precision farming and works closely with partners throughout the whole food value chain to develop more climate-friendly crop nutrition solutions. The company is also committed to working towards sustainable mineral fertiliser production, and fosters an open culture of diversity and inclusion that promotes the safety and integrity of company employees, contractors, business partners, and society at large.

“As the crop nutrition company of the future, what really defines Yara is the complete range of crop nutrition products and solutions in our portfolio,” Heuer tells us. “With our focus on nutrient use efficiency for a wide range of crops worldwide, we have developed products with the lowest environmental impact and site-specific precision tools to help the end user maximise the return from their investment and use.

“As part of our granular fertiliser portfolio we also have blending facilities that produce high-quality custom-made blends developed based on specific crop and soil requirements. In this process we also utilise the unique Promicro™ coating

technology to add micronutrients to the blends in a highly efficient way. The added benefit of the Promicro™ coatings is the substantial reduction in volatilisation of nitrogen.”

DEDICATED TO MAKING A DIFFERENCE

Yara encourages local employment wherever possible to maximise the benefits attainable that are drawn from local knowledge and a globally diverse and inclusive team. Based on the understanding that happy and empowered employees are worth much more than those demotivated, Yara has placed a great focus on diversity, inclusion and engagement to support and empower its employees.

“Investing in and developing local talent is also crucial for developing stronger unit cohesion,” Van Der Merwe affirms. “The training and development programmes on top of regular engagement sessions and activities are the building blocks to ensure a motivated and happy team environment.

“Unfortunately, COVID-19 for a year and a half already put a massive dampener on the ability to physically meet in groups and put enormous strain on all staff and on maintaining high levels of development and engagement. Thus, we had to divert to other ways of working to ensure continued development and engagement over the past 18 months.”

It is estimated that, in the wake of COVID-19, the number of people facing acute hunger could double in comparison to the levels seen prior to the pandemic. Supported by the United Nations, the Norwegian government and a number of African institutions, Yara International took action and committed $25 million to provide food for more than one

million people in Southern and Eastern Africa; a project that aimed to see people in need given as much help as possible.

THE ACTION AFRICA INITIATIVE

Yara International launched Action Africa: Thriving Farms, Thriving Future - an initiative with the goal

to mobilise support for 250,000 smallholder farmers in seven African countries to secure food production and improved food security.

“The initiative includes advocacy and partnerships, farmer connectivity and digital solutions, and operational support including 40,000 metric tonnes of high-quality fertilisers

with zinc for improved nutrition,” Heuer explains. “Yara International’s fertiliser contribution, combined with agronomic support, and improved maize production is expected to feed more than one million people across Kenya, Uganda, Rwanda, Tanzania, Zambia, Malawi and Mozambique for one year.

“Helping African farmers improve their productivity and profitability through improved access to technology, premium fertiliser and the shared knowledge to use them effectively can help move us all towards a thriving food future.”

In Zambia, Yara partnered with CFU, who assisted with the coordination of Action Africa in identifying smallholder farmers that would benefit the most from the donation. In Zambia, fertiliser was delivered to a total of 77 distribution points; altogether 20,000 farmers received product from the initiative. On top of this, in Malawi and Mozambique,

Novasol Africa is a Johannesburg based export procurement and logistics support business to the Southern Africa Region; offering agri-businesses, mines, engineering, electrical and building contractors a one-stop source of materials, equipment, spares, packaging and more.

a supplier to Yara (or its affiliates) for over 10 years.

YARA ZAMBIA

Yara partnered with AFAP that played an instrumental role in the overall coordination of the Action Africa initiative. This ensured that in Malawi, 100,000 farmers received 100-kilogrammes of Yara Mila™ product, as well as Mozambique seeing 17,450 farmers receive aid

AFRICA OUTLOOK:

CAN YOU TELL US ABOUT YARA’S FARMGO APP AND HOW THIS IS HELPING FARMERS ACROSS AFRICA?

Chrisna Heuer, Marketing Manager: “The Yara Farmgo app advises farmers on the right time to apply fertiliser in terms of the crop needs and rainfall.

“Yara Farmgo is the first Yara app built for smallholder farmers, providing the most reliable and relevant weather information to make more informed decisions for their farms, and optimise farming activities with real-time hyperlocal weather updates. It allows users to receive detailed hourly forecasts and a three-day outlook to better plan upcoming farming activities ahead of schedule, while also providing the user with information regarding the daily accumulated rainfall for

across the country. With so many supplied across Africa, the Action Africa initiative was a complete success.

PARTNERS AND EFFICIENCY

Yara has in 2020 brought a new product to the fore - Microp™, the crop solution to small scale farmers across Africa.

Zambian small-scale farmers have specific needs for their crops, and Yara has worked alongside local farmers in order to create a product that will provide all the necessary minerals that crops will need at an affordable input cost. MiCrop™, is Yara’s most recent addition to the fertiliser family, developed to take into account the typical

soils in Africa as well as the common micronutrient deficiencies that crops have in the continent. MiCrop™ is Yara’s commitment to support African farmers to have a successful harvest, by providing quality products at an accessible price - a commitment upheld through the aid of its reliable partners.

“With the agricultural industry, a fertiliser supply chain is one of those more challenging in the space,” says Ben Van Wyk, Supply Chain and Operations Manager. “This is mainly due to the nature of the product. Fertiliser is often received in bulk, which brings with it its own set of challenges when it comes to handling and maintaining the quality of the product. That is where it becomes crucial that you have the right processes and procedures in place to ensure you maintain the quality and

minimise potential losses.

Following the creation of the Zambia cluster (Zambia, Malawi, Mozambique) in 2016, a decision was taken to review our entire supply chain and ways of working within the Zambia cluster in line with our continuous improvement culture.

“Over the years this ambition has motivated us to make several changes to our overall supply chain, changes which have led to improved delivery times and enhanced service delivery at reduced costs.”

For Van Wyk, the dynamics of working in three different countries, including Malawi and Zambia that are landlocked, comes with its own set of challenges.

“Our products are imported either through the port of Beira, Dar es Salaam, or Durban, and then delivered on to a final destination in one of the respective countries,” he elaborates. “Working cross border comes with its own difficulties such as the long lead times for deliveries, the delays with border processes,

and importation and exportation processes. This, however, has been seen as an opportunity for us to improve overall on efficiency by partnering with key stakeholders, and identifying areas where there is potential for improvement. Because of our partners we have been able to cut down the long lead times and improve our overall deliveries.

“In each respective country we have partners such as agro-dealers, distributors or agents that we work with, which enables us to deliver to the end user efficiently. Through developing strategic partnerships with suppliers and service providers, Yara has been able to improve operational efficiencies whilst guaranteeing the high standards that the company is known for, in order to ensure an efficient and reliable supply chain into the future.”

WELCOMING A DIGITAL FUTURE

Executives at IoT.nxt discuss the transformation of technology and its rise to prominence in the African industry and beyond

Writer: Phoebe Harper | Project Manager:

Lewis Bush

In Africa, technology is the single most exciting industry to be in at the moment.”

For Shane Cooper, Acting CEO of IoT.nxt, his feelings are clear.

Cooper’s company is a global Internet of Things (IoT) firm offering dynamic software and hardware IoT solutions. In 2020, IoT.nxt partnered with Vodafone Business, further strengthening its position and reach in the global IoT market. The company has offices in four locations – South Africa, the UK, USA and The Netherlands – and a total of 320 employees. Today, the organisation has clients in diverse industries across all territories where it operates and with partners in other countries.

Outlook Creative Services

Complementing the production of Africa Outlook, APAC Outlook, EME Outlook and North America

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

For more information on how we can work with you in providing a plethora of completely flexible and customisable production services, please visit: www.outlookpublishing.com/creative-services

DESIGN:

Stephen Giles +44 (0) 1603 363 634 steve.giles@outlookpublishing.com

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

EDITORIAL:

Phoebe Harper +44 (0) 1603 363 655 phoebe.harper@outlookpublishing.com

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

Between 2015 and 2020, African tech start-ups were receiving funding backing at rates faster (circa 45 percent) than the global average (approximately eight percent). Cooper acknowledges the birth of start-ups in Africa and how technology has acted as a great enabler to help get these businesses off the ground.

“Technology has also historically played a significant role in driving the upliftment of the continent’s people, by ensuring a means of enjoying economic participation,” adds Cooper. “Many of the successful start-ups (now unicorns) were born of the adage ‘necessity is the mother of invention’; and given Africa’s relatively underbanked societies, the need to innovate in financial services was obvious.”

However, while not all start-ups are successful, technology has allowed for innovation to thrive and for real democratisation of problem solving. “There is an interesting combination of attributes driving this innovation wave, underpinned by technology: rapid expansion of 4G with mobile first innovation, access to learning, knowledge, and collaboration, coupled with the real need to drive innovation at a basic human level, and solving for challenges in essential goods and services,” discusses Cooper. “Disruption in this space is fuelling growth in technology

MICRO-RAPTOR™

Micro-Raptor is a small, cost-effective hardware device (designed in-house) which is paired with the company’s own proprietary firmware. Micro-Raptor is often integrated with a specific device to make that device smart, more secure, and enable it to communicate with the rest of the Commander ecosystem.

RAPTOR™

IoT.nxt’s edge Raptor is a software product that is deployed on gateway devices. Gateway devices are primarily a hardware device that runs some specific operating system. The gateway requires Raptor to enable it to read and write from and to devices that are physically connected to it. Raptor can integrate with a wide range of physical devices and supports several communication protocols. Raptor contains a unique patented technology, called SDDI (Software Defined Device Interface), which allows it to change how physical ports are used to enhance flexibility when connecting devices. This flexibility makes it possible to connect one Raptor to many devices at the same time, often through purpose build port extenders to allow more physical connections to be added.

VIRTUAL RAPTOR™

Virtual Raptor™ (V-Raptor™) is a super scalable software application that acts as a gateway for any type of non-wired IoT device. It also acts as a hub for all Micro-Raptors and Raptors, i.e., they are connected to V-Raptor, which in turn is connected to Commander.

V-Raptor is designed to allow for easy integration of large numbers of devices and gateways in a secure manner. This can be done by using a variety of simple communication interfaces such as HTTPs or MQTT, or by developing and deploying vendor specific device drivers (in the form of microservices) that serve as communication interfaces using network-based protocols. V-Raptor™ enables IoT devices to be deployed, configured, and monitored at scale, acting as a load-balancer, and extra security layer for edge devices while handling distribution of various components like drivers, protocols, firmware, and security patches. V-Raptor™ also provides auto-scaling, is easily deployable, maintainable, and provides automatic failover support when deployed on supported hardware clusters.

Outlook Creative Services

Complementing the production of Africa Outlook, APAC Outlook, EME Outlook and North America Outlook magazines, Outlook Publishing’s awardwinning in-house team is now utilising these same specialist production skills to offer a full and bespoke range of editorial, design and marketing services via its new Outlook Creative Services division.

For more information on how we can work with you in providing a plethora of completely flexible and customisable production services, please visit: www.outlookpublishing.com/creative-services

DESIGN:

Stephen Giles +44 (0) 1603 363 634 steve.giles@outlookpublishing.com

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

EDITORIAL:

Phoebe Harper +44 (0) 1603 363 655 phoebe.harper@outlookpublishing.com

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

Bertus Jacobs, co-founder, has been the Chief Technology Officer at the organisation since November 2015 and he believes that his company’s agility to move quickly is what truly differentiates IoT.nxt.

“Most of it is so cutting-edge that no one has heard of it,” explains Jacobs. “In 2015, we patented our RaptorTM technology, which is a device (Edge Gateway) that can connect to virtually all sensors, devices and third party (non- IoT) systems. We also went ahead and created one of the most robust and flexible cloud-based platforms.

Currently, our Raptors and platform are ingesting data from thousands of locations and tens of millions of endpoints (sensor values). We have a brilliant visualisation component, which is totally browser or mobile based. Not

to mention our internal AI team which produce mind-bending stuff.”

FRAMEWORK

In a bid to make the efficiencies, cost savings and increased revenue from IoT a reality for businesses, IoT.nxt has developed a renowned framework that is technology agnostic and can overcome the challenge of creating a fully interconnected, interoperable value chain. The company operates a range of technology platforms such as Raptor, V-Raptor and Micro Raptor, and these platforms work well together and interlink.

“Each Raptor in the range has a specific function, but the main aim is to integrate with as many devices as possible and to enable bi-directional communication between devices and the rest of the Commander

CELFOCUS

Celfocus takes Customers’ IoT journey to new heights

As a Technology company, Celfocus accelerates Product & Service innovation, by promoting innovative digital capabilities and delivering business value in the most complex, mission-critical challenges.

As Digital enables large-scale innovation and disruption -in a context of increasing data complexity and growth –the main offers are centred on three pillars: Digital Transformation, Cognitive and Network Automation, focusing on business efficiency and customer experience.

With 10-year experience in IoT, Celfocus helps Customers to deliver IoT solutions that enable them to keep an edge over their competition by integrating IoT products and IoT-enabled services with legacy systems, handle IoT complexity and scale while extending IoT Solutions through continuous improvement and delivering scaled and secured IoT products.

Celfocus’s Agile delivery methodology is aligned with the industry best practices, tailored to reduce risk and enabling a faster time to market. With this, clients have access to a solid vision of what adds value and what does not, based on customer-centric architecture, data-driven approach and evolving reusable components that combine our own and other vendor’s technologies.

Celfocus was founded in 2000 and has a strong track record delivering Digital Transformation projects for tier-one clients, in sophisticated sectors like Telecommunications and Financial Services.

Celfocus holds an extensive footprint in projects across +40 clients worldwide, including Vodafone, STC, Safaricom, Santander, AXA, BNP, Generali, among many others in Europe, Middle East and Africa.

www.celfocus.com

ecosystem,” discusses André Jacobs, Chief of Product Engineering.

INSIDE THE IOT.NXT PLATFORM

Commander is part of the IoT.nxt application suite that creates collaboration centres delivering through a single user interface that visualises and controls the entire ecosystem of things and people. Upon releasing its first version of Commander over three years ago, André Jacobs believes that the focus was to enable people that were not Software Engineers to build IoT solutions.

“Commander provided a major shift in the company’s trajectory, enabling Software Engineers to focus on building out the platform, and industry specialist to build the solutions,” Jacobs tells us. “This focus has helped us transform the way we do business and is similarly transforming the way our

partners and customers are building IoT solutions.

“We are currently in a good position where the platform is feature rich and our focus going forward is to improve on the existing components and to introduce our fourth-generation technology. With this new technology we are shifting our focus again to provide partners with the ability to quickly and repeatably build their own IoT products that they can sell to their customers. In addition, we plan to make this same technology available to the software and hardware developer community to build components and solutions that can be sold through our channel partners.”

THE FUTURE IS DIGITAL

In today’s world, IoT is an integral part of the digital future. Indeed, the extent of many companies’ digital

transformation strategies were tested during the COVID-19 pandemic when operations almost completely transitioned to being online only.

“Imagine a lockdown a few decades ago with limited communication or technology at our disposal,” explains Francois Volschenk, Head of Higher Learning. “With the worldwide outbreak of COVID-19, people had to stay at home with communication and interaction limited to mostly digital mediums. Technology companies that delivered on the needs of people during lockdown grew exponentially, with good examples in video conferencing. In the digital era, the influence of digital organisations increased with the adoption of continuously developing technology, with technology an all-pervasive and dominant part of our lives.”

Traditionally digital influence was

IoTdc is a connected device company with a laser focus on providing customers with fit for purpose devices, integration, and connectivity for rapid deployment anywhere in the world. Operational since March 2019, we have sold over 100,000 devices into the South African channel and abroad.

Any device we sell has the option to come pre-integrated with NOA Data Service. NOA Data Services is an integrated device ecosystem designed for rapid site-ready deployment reducing your integration timeline from months to minutes.

Our mission is to provide technology integrators and resellers with a single-window distribution platform to quickly, reliably, and seamlessly access quality-verified connected devices and integration services.

Your partner through change

Through a culture of continuous innovation and commitment, we partner to bring about change that suits your every need. At the core of building sustainable solutions is the empowerment of you, the client, teams and individuals to ensure success.

Head office, South Africa

INTELLITECH DISTRIBUTORS (PTY) LTD

Your Intelligent Fleet Partner

Intellitech Distributors have been supplying the Fleet and IoT industries’ major role players with reliable solutions, backed by more than ten years’ experience.

Intellitech Distributors is Teltonika’s biggest distributor in South Africa and Africa. We also distribute products from Escort, ELA Innovation and Pilot.

We provide reliable and professional advice and support for hardware, peripherals and software platforms. We are a proud partner and supplier to IoT.nxt.

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jacques@intellitechdistributors.co.za www.intellitechdistributors.co.za

generally more profound in organisations, with less influence in society. However, as workplaces changed, the influence on people at home and in society increased. “People travel significantly less,” adds Volschenk. “People’s limited movement and interaction require new ways of acquiring data more effectively – this is where IoT technology can assist.”

Over the past 10 years, digitalisation has progressed rapidly with the growth and availability of the internet and related technologies, creating the required infrastructure for the Internet of Things. IoT technology gathers data from a plethora of devices.

“The information from the IoT devices assists with better insights to reduce costs, improve efficiencies or create opportunities for a better world,” discusses Volschenk. “With the availability of almost unlimited data at our fingertips, IoT will be king when used to solve problems, create opportunities, address latent needs,

and more broadly, potentially assist with social requirements.”

Given the exponential rise in technology and societal advancements achieved over the last decade, predicting the future isn’t an easy task. However, it is Cooper’s belief that connectivity will become increasingly cheaper, faster, and ubiquitous allowing for a better world to be realised.

“We have seen an increase in the divide between those who have, and those who don’t; so, a point should be raised about how technology is going to drive improvements in society as a whole,” explains Cooper. “AI will be everywhere. 3D printing will be mainstream, and pervasive. Green energy will dominate. Autonomous vehicles will consist of around 20-30 percent of global vehicles.

“Technology will drive medical innovations to solve a multitude of diseases. The world’s population will be around 8.5 billion, with India being the most populous country in

the world. There will be well over 110 billion IoT connected devices. Global economy will be driven by non-western consumers. Technology innovating technology will be mainstream. Dairy and meat products will be mostly lab made. Digital twins will track our health. There will be airports for drones and flying taxis. Genome editing will be a reality. Quantum computing will be the standard.

“As a technologist, I find the future undoubtedly exciting. One can only hope that this convergence of new developments is enhanced by an increased sense of humanity, to build a better world.”

Tel: +27 12 880 0114 (Head Office) solutions@iotnxt.com www.iotnxt.com

REALISING A MODERN, CONNECTED WORLD

Uche Ofodile, CEO at MTN Benin, discusses the exponential rise of data and how digital disruption is transforming Benin’s telecoms industry

Writer: Phoebe Harper | Project Manager: Lewis Bush

Uche Ofodile has witnessed significant transformation up close, observing the journey to connectivity and how new technology has swept Africa.

“When I started out it was about 2G and now we have 5G. I’ve had the opportunity of working not just in Nigeria but also in Ghana, DRC, Liberia and now Benin. It’s been quite an exciting journey,” Ofodile tells us.

Today, Ofodile is the CEO at MTN Benin. A senior business leader renowned for building businesses in emerging markets, she has over 15 years’ experience in CEO, CMO and CCO roles and has been the driving force behind transformative change in blue-chip multinational companies.

Having started in the Nigerian telecommunications industry around the time of privatisation, Ofodile has witnessed the transformation of wireless from 2G to 5G and believes the sector has changed considerably.

“When I think about working in Nigeria in the early 2000s, landlines were all that existed,” she reflects.

“At the time, Global System for Mobile Communications (GSM) was beginning to be introduced, and the GSM companies weren’t originally sure what the uptake would be.

“The companies were taken by surprise at how quickly people took on the SIM cards and were able to communicate. You can see that in Nigeria, how much that ability to communicate changed the way people worked. Back then if you wanted to speak to someone, you drove to their house and took a chance. However, all of a sudden, GSM gave you the freedom and ensured you didn’t waste your time.”

EXPONENTIAL GROWTH

Between 2010 to 2014, there was a major boom in data usage in Ghana. Working in Accra, the country’s capital, at the time, Ofodile points to this rise in data usage and believes it acted as a catalyst for Ghana’s economic prosperity.

“All of a sudden, people were able to do all the things they couldn’t do before, seen especially in education and with small and medium business owners,” she explains. “Today, we have embarked on 4G expansion in order to keep up with how people use data. That close link between development, GDP and access is hugely important. I do not see our job as about technology alone, it is about empowerment, communication and allowing people to be more than they could have ever imagined. For me, that’s a very emotional vision rather than just embracing the technology aspect of it.”

Today, each country in Africa experiences transformation at a different pace. Having only been in Benin a year, Ofodile is pleased that access is an important agenda item for the country’s government.

“It’s been interesting to talk to Ministers to understand how thoughtful they have been about the importance of access. For instance, they are keen to ensure there is no urban rural divide,” she discusses. “There is a significant digital push and Benin stands out as being a major player in terms of driving digitalisation.

“For instance, the government is actively enabling access to and usage of digital payments through government to person payments through mobile money. While there is still work to be done, MTN’s belief that everyone deserves the benefits of a modern connected life means that our goal is to ensure everyone has the opportunity to embrace that.”

“WE’RE EXCITED ABOUT THE DRIVE TO PROVIDE GREATER ACCESS THROUGHOUT BENIN” - UCHE OFODILE, CEO, MTN BENIN

Ouranos Technologies

Ouranos Technologies is an ICT company, we design, build, and provide solutions for business applications and core infrastructure including systems and storage, datacenters and enterprise-wide communication and networking. We identify business gaps within the market, using technology to solve problems relating to IT Infrastructure and Network Security

Our systems integration services have a comprehensive portfolio of implementation, support and consulting services solutions with exceptional people supporting business technology in action –talented professionals who bring technical insight, process excellence and resource flexibility to help customers in various verticals. Our product and services portfolio suite include but not limited to Information Security, Data Centre, Network, Virtualization, Systems, Network Infrastructure Digital Transformation

We cover the following verticals: Telecoms, Financial sector, Manufacturing sector, Oil and Gas, Financial sector, Public sector, SME/ FSI.

We provide platforms to enhance business to operate optimally by: Creating solutions to possible threats in IT security, ROI, Guidance in transitioning from legacy system to modern, Advisory service through gap analysis, Creating and optimizing network infrastructures, we offer our customers Pro-Bono consulting advisory services., we also offer technology audit as a means of starting our engagement.

Ouranos is committed towards building strong relationships with its esteemed alliances to collectively meet the complete spectrum of customer requirements, simultaneously simplifying the engagement model. For most alliances, we have accreditation with certified sales, pre-sales, implementation & support capability.

www.ouranos.com.ng

Technologies Ouranos

“MTN IS ONE OF THE BEST COMPANIES IN UNDERSTANDING THE WAY TECHNOLOGY WORKS. WE BUILD PLATFORMS TO SUPPORT AND EMPOWER AFRICANS WITH THE DIGITAL FUTURE IN MIND” - UCHE OFODILE, CEO, MTN BENIN

THE JOURNEY TO CONNECTIVITY

Having worked for a number of other telcos in Africa, this experience provides Ofodile with a unique perspective of the industry as a whole. “When I first started working in Nigeria at Econet Wireless, MTN was a competitor who invested heavily in the network, in people, in the brand which gave them advantages early on,” she tells us. “MTN still lives by these rules. We have taken a bet on Africa, with our vision, as we continue to see the benefits of investment in technology, brand, and a strong vision of connected life. It’s something that we’re working hard to drive.”

According to Ofodile, “One way in which the importance of connectivity is demonstrated is through mobile money. Indeed, COVID-19 took

everyone by surprise. In the early days, we were not sure how COVID-19 was passed on, people were concerned about handling cash. Mobile money was one of the ways to do financial transactions, so we saw an acceleration of the ecosystem due to a pandemic that no one could have predicted. This is the power of connectivity. Lastly, seeing how quickly people adopted new technology, the question is how much more can we do.”

“COVID-19 has driven the necessity of mobile money and it has become essential. That is why during the pandemic, we enabled free peer to peer mobile money transactions and zero rated online learning for students. We have also seen the volume of transactions on our platform more than double between end of 2019 and now.

TOP-INGENTRACT Sarl

As a solid representative in telecommunications solutions, transit, logistics, warehousing, civil engineering works, and sale of telecom equipment, TOPINGENTRACT Sarl (whose meaning is TOP in Engineering, Transit and Telecom Marketing Affairs) has been serving efficiently worldwide for a long time.

Professional, personal, and quick in its procedures, the company’s objective is to provide each client with a personalized, secure and quality solution for their greatest benefit satisfaction.

Our strategic activity is focused on providing excellent service to our clients.

Our service areas include:

• Telecom services

• The site and generator maintenance service

• Construction of sites, Rooftop, Greenfield, and Sale of pylons

• Warehouse / Stores management services

• Transit and logistics service

• Quality management and telecom equipment supply

• Supply channel

Our partners are mainly:

• MTN BENIN

• MOOV BENIN

• MOOV TOGO

• ERICSSON

• HUAWEI

• BENIN TELECOM

• GLOBAL LOGNET

• WCA

• ATLAS SHIPPING

• BLUE MOONS LOGISTICS

• AGENMAR MOROCCO

• GLOBAL LOGISTIC

• GETESA GUINEA

• MUNI GUINEA

www.topingentract.com

– CIVIL WORKS –

SERVICES – TRANSIT AND LOGISTICS – MANAGED SERVICES – WAREHOUSING – SUPPLY (such as Tower,Genset etc..) – OTHER BENEFITS

TOP-INGENTRACT GROUP provides expert consulting services in telecommunication, transit, Logistics, warehousing and civil work throughout West Africa Francophone Countries. We forge business alliances and contacts with major Telecoms Service Providers, technical partners and other strategic service providers.

A UNIFIED VISION

Establishing and maintaining key, strategic relationships with partners is an important component to attaining longterm success in the market. As such, MTN Benin has formed partnerships with Ericsson and Techno Tree to help accelerate its digital journey.

“We understand that building platforms requires partnerships. We also embrace local partnerships, especially through a programme we recently launched through our Enterprise Business Unit, MTN Fusion, which is a partnerships platform, providing opportunities to onboard technology, distribution and innovation companies based in Benin.

“Lastly, we also recently partnered with renowned insurance companies to provide microinsurance though MoMo.

“These partners are working with us closely to ensure access and allow people to have a modern, connected life. It is not just something we say, it is something we believe. They have bought into that.”

- Uche Ofodile, CEO, MTN Benin

“MTN is one of the best companies in understanding the way technology works. We build platforms to support and empower Africans with the digital future in mind,” stresses Ofodile. “We’re moving beyond just thinking about providing connectivity, to what that connectivity can do for you. Moving from passive to active - that is why we are building platforms like Mobile Money, Ayoba, because we understand the benefits this brings.”

Having first started her role at MTN Benin during the pandemic, Ofodile is well aware of the challenging environment she stepped into; however, she believes her organisation stood up during that period and even scaled its digitalisation efforts during the pandemic.

“Our first area of concern was the safety of our people, employees and customers, so we implemented a work from home policy and literally overnight, went from having meetings in person to having meetings online,” she explains.

But MTN Benin didn’t stop there. The company realised the importance of collaborating with the government to get some control over the pandemic, so introduced an initiative called ‘Y’ello Hope’. It is a broad set of

CIS Group

CIS (Computer Information Systems) Group is a leading information systems supplier and integrator with a diversified portfolio of ITC products and services, and 50 offices spanning across 30 countries with 1000 employees. We are the technology partner of choice for the largest technology vendors: HPE, HP Inc, Oracle, DELL, Microsoft, Micro focus, VMWare to name a few.

Since 2003, CIS Benin, CIS Group’s affiliate in Benin, offers its clients/ enterprises the coherent approach needed for the build-up of a true roadmap in the area of the New Technologies of Information and Communication (NTIC).CIS Benin has the local market knowledge, technical expertise and business acumen to meet its clients’ needs in the local market.

www.groupcis.com

Groupe Empire

Present in six (06) African countries (Benin, Togo, Burkina Faso, Ivory Coast, Congo Brazzaville, and Nigeria), and by the end of the year in 10 countries, Groupe Empire is the number 1 in events management in the sub region, with more than 300 events organized per year (concerts, sport competitions, galas, afterwork, leadership conferences, BTL activities, teambuilding, etc.).

We are a communication, BTL and events management agency with about hundred facilities around Africa. Groupe Empire also campaigns for sustainable development through environment protection. Groupe Empire, your gateway to Africa.

T +299 91 22 22 22

T +299 96 10 66 56

E contact@groupeempire.com www.groupeempire.com

“We are excited about the drive to provide greater access throughout Benin.”

initiatives that have been created to support national efforts at containing the spread of the COVID-19 virus, mitigate the pandemic’s social and economic impact and keep customers connected to loved ones, critical resources and support.

“Y’ello Hope was MTN’s response to making sure that we were working closely with the government and ensuring our employees felt safe and were still able to do the things they normally would do,” explains Ofodile. “MTN Group made a donation of $25 million towards vaccines for healthcare workers across Africa. It was all part of our effort to play our part during this challenging time.”

With content driving significant growth in the industry, MTN Benin has committed an additional $18 million investment in its 4G expansion to ensure we reach customers wherever they are. Moreover, by extension, MTN has also introduced another initiative called Y’ello Video. “The idea behind

“I DON’T SEE OUR JOB AS ABOUT TECHNOLOGY ALONE, IT’S ABOUT EMPOWERMENT, COMMUNICATION AND ALLOWING PEOPLE TO BE MORE THAN THEY COULD HAVE EVER IMAGINED”

- UCHE OFODILE, CEO, MTN BENIN

Y’ello Video was about how we showcase content and find ways of highlighting local content not just to our customers but also our communities,” Ofodile tells us. “This product has been one of our most successful projects to date. We have seen so many opportunities around Y’ello Video, and can display educational programmes on there as well as government messaging in relation to COVID-19. It’s now become a platform that has multi-uses for our customers, and this is why the product has been so successful.”

Indeed, the product also allows young entrepreneurs to be showcased and ensure there is a platform to reach potential

customers. “We’ve only launched this year so it’s only the beginning – it’s very exciting,” she adds.

PEOPLE FIRST

Amidst the challenges of the COVID-19 pandemic, being supportive of employees has never been more important. As such, developing a positive culture and a happy work environment is critical to ensuring staff are retained.

“We’ve developed a great culture over the past five years and during the last 12 months have realised the opportunities available and began to move towards them,” Ofodile tells us. “We have initiatives in place like

Uche Ofodile with the Vice President of the Republic of Benin, Mariam Chabi Talata

Meeting with retailers in the trade

MTN Benin representatives meeting with the Mayor

The Ultimate B2B2X Revolution for Connectivity

Tecnotree Moments is a multi-experience B2B2X platform empowering CSPs to create digital lifestyle product offerings, integrated as bundled propositions. Moment’s microservicesbased architecture offers low/no-code workflow orchestration with a range of functionality including partner lifecycle management, multiparty settlements, and AI chatbot subscription management,

https://www.tecnotree.com/

have a group of employees speaking with a member of the leadership team and we have very open conversations about some of the concerns they have.

“We thrive on transparency and communication within the organisation. We have to be a company that changes with the times and is dynamic in order to keep up with our customers’ and employees’ changing lifestyles and needs. For this reason, MTN Group has introduced the EVP programme, which recognises these changing needs, from working from home to skills fit for the future. EVP is our value proposition for our employees in these changing times.”

MTN Benin is one of the country’s largest employers. As a result, Ofodile believes it is vital that people are passionate and excited to come to work every day. “We always ensure we are transparent, have open communication and also have

converting digital partner ecosystems into instant revenue generators. The platform allows CSPs to create multiple new revenue streams by selling 5G-powered cross-sectoral ‘lifestyle connectivity’ bundles for D2C, and ‘value-chain’ connectivity bundles for D2B with pre-integrated partners across Sports, Gaming, Education, Healthcare, and much more.

in the organisation knows where we are going as a company,” she explains. “Having that alignment and that movement towards a common goal is vital and I’m so proud of the team that we have in MTN Benin. And we are also repositioning ourselves to really showcase Benin’s rich heritage and the world of possibilities that exists for every Beninese and through our Beautiful Benin brand campaign, #LeBeninQueJaime, and our Foundation strategy for a deeper social impact in our communities.”

Looking ahead, Ofodile is full of praise for what the future could look like not only at her organisation but for the country it serves too. “If you visit Benin today, not only will you see infrastructure projects everywhere, but there is also a concerted effort to providing an enabling business environment and a clear vision of where the country is headed,” she reveals. “For us, that spells an

excited about the drive to provide greater access throughout Benin.

“Through the big digital agenda, data remains a key element for us, mobile money is a key strategic pillar, and we have to ensure that people have a great experience on our network. We expect that this country will continue to grow aggressively over the next five years, and we are aligned to move forward alongside this growth. This really speaks to our strategic pillar of shared value.”

MTN BENIN

Tel: + 229 97 97 00 01

www.mtn.bj

FUTUREPROOFING AFRICA

inq. Digital drives digital transformation with a global perspective, offering future-pertinent solutions that pioneer the sustained growth of Africa’s ICT Sector. We discuss operations with Group CEO, Christian Wirtz

Writer: Phoebe Harper | Project Manager: Lewis Bush

“inq.Digital offers the unique combination of the dynamics of a start-up, combined with the stability of a mature company - both of which contribute to the prevailing, learning and dominant culture we have.”

So states Dr. Christian Wirtz, Group CEO behind leading pan-African digital service provider, inq.Digital (inq.).

Since the company’s inception in Mauritius in 2013, inq. has championed a value proposition of leveraging digital solutions to re-image a better future. inq. was conceived as a Convergence Partners company; a segment of the private equity investment firm that specialises in Africa’s Technology, Media, Telecom (TMT) sector.

Alongside the current 16 African cities where inq. operates, this footprint is set to expand over the coming year, with Johannesburg, Cape Town, Nairobi and Accra next on the agenda.

Despite the breadth of locations, and indeed services, that inq. offer, the company advocates a customised approach varying in alignment

A CONTINENTAL FOOTPRINT

Championing sustained growth across the continent’s ICT sector, inq.Digital count operations in 16 cities of nine African Countries:

• South Africa

• Botswana

• Zambia

• Zambia

• Malawi

• Nigeria

• Cote d’Ivoire

• Cameroon

• Mauritius

We are also able to provide services in:

• Niger

• Burkina Faso

• Mali

• Kazakhstan

• Benin

• Guinea

• Senegal

MAJOR SERVICE CATEGORIES

• Edge-AI Solutions and Video Analytics

• SDN/NFV Solutions

• Cloud-Based Solutions

• Digital Solutions

• Intelligent Connectivity

with local customs in the individual cities where it operates. Whilst demonstrating this attention to varying local market conditions, the overriding quality standard of global best practice, is universal.

As with all ICT advances, smart solutions represent transformational drivers for both economic and social progress. All inq. solutions are targeted towards universal business challenges, aimed at specific services catering to businesses spanning a wide range of sectors – whether it be banking, oil and gas, FMCG, mining, health, real estate, logistics, public sector, or of course within IT itself. For a diverse array of businesses, inq. is geared to act as the digital transformation partner of choice.

The company’s cutting-edge, innovative solutions comprise Edge-Artificial Intelligence (AI) Video Analytics, Software Defined Networking (SDN)/ Network Function Virtualisation (NFV) solutions and cloud solutions.

ADVANCED VIDEO ANALYTICS

A true African trailblazer as the first service provider of its kind, inq. has recently ventured into video analytics. A powerful new area of focus, the company has designed advanced software leveraging the possibilities of video analytics to effectively recognise and identify temporal and spatial events in footage. Comprising the automated processing of data using software, real-time event monitoring and alerts, Video Analytics deliver actionable insights to help in decision making, proactive responses to business issues, and elimination of working hours wasted when reviewing surveillance recordings.

“inq. Video AI leverages artificial intelligence by using software to automatically review videos, helping customers to get the most use of their video surveillance systems. They can gain valuable insights from data which can be used to drive business, safety

Trinet

Sub-Saharan african countries, still experience difficulties providing connectivity especially in semi-urban and rural areas. Connectivity is a basic ressource to promote social and standard services toward the uncovered.

At TRINET our aim is to have an impact by unlocking the millions of possibilities for development through enhanced connectivity in these regions.

With top tier carriers like INQ and governments we extend the reach of connectivity down to remote locations. Hence both local, regional and international partners are more than welcome to join in moving Africa to a better digital era.

and compliance decisions within their organisations,” Wirtz explains.

This represents a key step in further diversifying and expanding the company’s extensive service portfolio, which encompasses three core areas of expertise; digital transformation, managed services, and technical services. Across all three areas, the customer is held at the very nexus, as agile methodology is implemented to drive their intended transformation.

“We engage with our customers and go on the digital transformation journey with them as they transform their business. We do this by leveraging the skills of our development team based in India to create business relevant solutions to give our customers competitive edge in their markets.”

In terms of managed services, the company offers a select range of solutions designed to enable its customers to optimise network

Trinet

• Internet access

• Data connectivity via fiber, microwave and satellite solution

• Data hosting and collocation services in our data center facilities

Benin – TogoCote d’ivoire - BurkinaFaso – Nigeria – Niger

With over a decade of presence in french West africa, TRINET provides digital connectivity services to major players in all industry segments.

STRATEGIC PARTNERSHIPS

ENEA - The uCPE architecture with Enea NFV Access gives inq. the flexibility to offer a choice of VNFs and the possibility to add functionality on-demand to already deployed uCPE devices. It is orchestrated centrally through the inq. control platform, which provides a single management console for an entire network.

Enea NFV Access provides the inq. universal CPE platform with a compact and open virtualisation layer with end-to-end management of platform and VNFs. It enables full automation including Zero Touch Provisioning (ZTP) through the inq. Control Platform.

ELASTIC – A partnership aimed at meeting the increasing need for cybersecurity solutions in Africa and provide customers with security for connectivity and application tools to minimise their risk. inq’s partnership with Elastic has evolved to support new use cases and a subsequent managed security service provider partnership (MSSP).

FORTINET - Another inq. MSSP partner, Fortinet is a global leader in broad, integrated, and automated cybersecurity solutions. They specialise in high-performance, integrated security solutions for global organisations and various providers. The partnership crucially enables inq. to deliver SDWAN to route applications to the most efficient WAN connection at any given moment.

HUBBLE IQ - With the explosion in employees working from home due to the COVID-19 pandemic, inq.’s partnership with HubbleIQ delivers AI-enabled remote services, which can quickly detect where the issue is arising, thereby providing quick resolution to employees automatically without reaching out to IT support. This is delivered through an experience management solution that surveys performance across various network links, including WiFi, to pre-emptively and proactively measure a remote user’s ability to consume web- and cloud-based services.

performance and data centres to facilitate applications and data. Essentially, inq. is able to consult, execute, manage, and outsource across the entire IT infrastructure environment, relinquishing time on behalf of its customers and thereby granting them more time to focus on what truly adds value to their business.

Finally, in the field of technical services, Wirtz highlights the diverse and wide-reaching range of technical and project management skills across operations that inq. design, implement, and support to optimise customer IT assets, improve operations and reduce costs.

“Our aim is always to please customers by providing simpler, seamless solutions. We do this by partnering with the best in the market.”

AN INQ.UISITIVE APPROACH

Continuing on the note of diversity, this emphasis is paralleled in the team behind the operations, which for Wirtz translates to a competitive edge on behalf of the customer.

“INQ.DIGITAL HAS DEEP DOMAIN KNOWLEDGE IN THREE AREAS, NAMELY AI-BASED DIGITAL TRANSFORMATION, SOFTWARE DEVELOPMENT WITH OWN INTELLECTUAL PROPERTY (IP) AND INTELLIGENT, SOFTWARE-DRIVEN CONNECTIVITY” - DR. CHRISTIAN WIRTZ, GROUP CEO, INQ.DIGITAL

“The diverse demographics we have at inq. makes us a great company, and this is exemplified by the excellent service we give to our customers,” he comments.

As with all technological ventures, innovation begins with people, and the question of how best to serve the humans behind the technology. At inq., this begins with the workforce.

“We put a lot of emphasis on our people. Our talented employees are the backbone of our business. We keep working towards creating a culture of inclusivity, high performance and high impact,” Wirtz expands.

“inq. continually strives to create a workplace that is diverse and

inclusive, ensuring that all employees are excited to be part of this business. There is a big focus on driving the diversity agenda within the business with an emphasis on women in tech.”

This empowering and encompassing ethos is channelled through various company-wide strategies, communicated through regular performance reviews and annual KPI’s enforced across the inq. Group.

At the centre of the inq. workplace culture is the prioritisation of education and learning expressed in Wirtz’s opening sentiment. This is best embodied by the company’s digital learning academy, whereby all employees undergo the same levels

DID YOU KNOW?

inq.Digital was awarded Emerging Smart Solutions Enabler Company of the Year and Enterprise Broadband Services Provider of the Year at the 12th edition of Beacon of ICT (BoICT) Awards, one of the most esteemed annual events in Nigeria’s ICT industry.

The company was also nominated for Best ISP Firm 2021, in the International ICT Awards in Malawi.

of training in products, solutions and offerings, but entirely at their own pace. This is instrumental in fostering a spirit of confidence, and collaboration.

“We have created Virtual Centres of Excellence throughout the organisations in all different functions to ensure cross-collaboration, up-skilling and learning across multi-disciplines in the business. This also ensures that our employees in various locations speak to each other and solve problems together,” Wirtz surmises.

Spreading this vision in waves across the continent, inq.Digital are equipping Africa’s businesses to thrive in the technological future.

INQ.DIGITAL

Tel: +267 72145052 sales@inq.inc www.inq.inc

DEVELOPING A GREEN GUINEA

We speak to Bruno Silete Hounkpati, CEO of LafargeHolcim Guinea, regarding the supply of sustainable construction products and solutions in Africa

Writer: Marcus Kääpä | Project Manager: Joshua Mann

Holcim Group (formerly known as LafargeHolcim) is a globally recognised name in the international construction space. With sites and offices worldwide, it comes as no surprise that the company is a major player in African construction, spanning multiple countries with its high-quality products and solutions characterised by innovative thought and expert leadership, as well as existing as a world industry leader in sustainable construction solutions.

LafargeHolcim Guinea is one of the longstanding subsidiaries of the group and enacts the wider company’s mission across the country in accordance with the specific situational needs of clients therein. The company has approximately 250 permanent employees and contractors, and a customer base split between the four regions of the country.

“We’ve achieved strong financial results with a team of young Guineans over the past three years, despite a turbulent period in 2016 and 2017 beforehand,” says Bruno Silete Hounkpati, CEO of LafargeHolcim Guinea. “We have successfully turned around our business and consolidated our position in the market with our million-tonne capacity plant.

“I am really proud of the team and the success we achieved so far.”

According to Hounkpati, the cement market in Guinea has recorded steady growth in the past three years and is expected to grow

at an average rate consistent with the country’s GDP. This upwards trajectory is fuelled by the demand from the building and residential sectors and to some extent, continued investment in mining and infrastructure projects.

“We are the reference for infrastructure and retail customers in Guinea with our diverse products portfolio for all construction applications and digital services that address our customers’ pain points,” Hounkpati explains. “We are the first and only producer of higher cement grade 52.5 and ready to use mortar products – tiles adhesive and waterresistant wall protection mortar - in the country to date.”

WORKING WITH EXPERTISE

LafargeHolcim Guinea encourages its employees to behave impeccably in their dealings with suppliers and other business partners. Each employee must demonstrate a high sense of ethics and integrity in their business

AFRICA OUTLOOK: HOW DID YOU COME TO WORK FOR HOLCIM GROUP?

Bruno Silete Hounkpati, CEO, LafargeHolcim Guinea:

“I am in my 6th year as CEO in the Holcim Group after joining 11 years ago in our regional office in Cairo.

“I joined the Holcim Group from the petroleum industry where I spent 10 years working for Shell and Chevron in various countries within supply chain and engineering functions across Africa. This included key markets of Nigeria, Ghana and many others. My journey in the Holcim Group started in the Middle East and Africa Regional office in Cairo in Egypt followed by various senior management roles in France, Malawi, Nigeria and now in Guinea.

“My initial interest was in the areas of supply chain and logistics; backbones of every manufacturing business which are common to both the petroleum and the cement industries. Both industries are capital and logistics intensive businesses, and I got the opportunity to join and helped to address supply chain challenges in Africa and the Middle East region. I had the privilege to work with the group’s top executives and moved into the general management role, regional function roles and back to a general management position in Guinea. It’s an exciting journey so far and continues to be.”

BATIPRO

WHO ARE WE ?

BATIPRO SA is a company of Construction in Building and Public Works and Provision of Personnel.

We have the ambition to become and remain the most efficient company in its areas of expertise.

To achieve this goal, Our Management ensures the commitment of each of its members to promote team spirit in all working circumstances.

This approach represents the best guarantee of continuous improvement in performance.

With the registered office of the company in Conakry, Batipro has subsidiaries registered in Senegal, Sierra Leone and Mali and generates nearly 300 permanent jobs.

Since its creation in 2001, Batipro has more than 150 finalized construction projects for the largest mining companies, telecommunications companies and NGOs in Guinea.

OUR MAIN ASSET

The combined experience of our employees, trained in grandes écoles in different countries, provides our company with a strong wealth of skills in the civil engineering and construction industry.

Our company policy emphasizes rigorous quality control of our production processes, to ensure that customer needs are met, results are achieved and that the highest quality standards are maintained.

Our expertise and knowledge ensure that clients are exposed to the latest and most innovative practices in the construction industry.

In addition, Batipro has a wide range of construction equipment and tools enabling proper and timely performance of our projects.

www.batiprotp.com

OUR MISSION

We strive to create a trusted partnership based on credibility and continuous innovation, between our passionate customers, our talented people and our valued communities in order to set ourselves apart as a provider of superior products and services.

OUR VALUES

INTEGRITY:

Respect and honour our commitments to maintain trust and good relations.

PROFESSIONALISM:

Collaborate with appreciation, care, empathy and openness.

INNOVATION:

Always pushing back the limits of search for new, adapted, appropriate solutions, and keeping one step ahead.

SOCIAL WELL-BEING:

Develop a professional, secure, protected and valued environment, conducive to the well-being of all our employees.

SERVICES

Bridges and Roads • Green Space • Sanitation Urban Hygiene • New Construction • Renovation Site supervision contact@batiprobtp.com www.batiprobtp.com

LAFARGEHOLCIM GUINEA

relationships and must comply with the rules contained in the Code of Business Conduct of the Holcim Group.

This code sets the rules of behaviour for all of the company’s employees, managers and suppliers. It aims to establish a climate of trust at all levels. The parties involved in the act of purchasing undertake, with the purchaser, to show fairness in the treatment of suppliers, in particular

by respecting rules such as supplier treatment equality and confidentiality, as well as a mutual understanding and commitment to sustainable development.

LafargeHolcim Guinea’s success is largely due to its employees and supply partners, as well as the quality products themselves, but also the support the company provides its customers. In a country with promising construction potential,

ENVIRONMENTALLY DRIVEN

Holcim Group aims to be a leader in sustainable development and sets new standards in this area. To achieve this objective, the Holcim Group has developed a 2030 Sustainable Development Plan which is based on four pillars - climate, circular economy, water and nature, populations and communities - supported by a common engine.

WHY THE 2030 PLAN?

As a leader in the building materials industry, the group has the opportunity and the responsibility to make a positive difference, because:

• Global challenges require comprehensive and coordinated responses

• Holcim Group’s responsibility is to drive change in the construction chain

• Sustainable development is one of the company’s key values and a growth engine for the group.

Groupe SCF

Groupe SCF is the pioneer in the automotive industry in Guinea. For more than 30 years, we have been proud of our attention to details and selection of quality vehicles.

For Nissan, “Innovation that excites” is the cornerstone and the guiding principle of all of its activities, product development and corporate culture.

“We are proud of the successful relationship that we’ve built with Lafarge Holcim since 2017”. Hadiatou Diallo (Manager, Nissan Guinea)

www.nissanguinea.com

strengthened by an international network and years of experience, the company’s unique offering of premium products allow it a competitive position in the market.

“The loyalty we get from our customers comes from our attention to their needs and our drive to help them grow their businesses,” Hounkpati elaborates. “We provide technical support to our infrastructure customers, and our recently introduced mobile concrete laboratory with a dedicated team to help customers build in confidence.

“We have also introduced digital tools to improve our customers’ experience. We’ve made it easier and simpler for customers to interact and get instant feedback from us, they can place their orders by just pressing three numbers on their feature phone”

AFRICA OUTLOOK: HOW DO YOU RECOGNISE THE IMPORTANCE OF YOUR EMPLOYEES?

Bruno Silete Hounkpati, CEO, LafargeHolcim Guinea:

“My philosophy has always been to take good care of employees, so they take exceptional care of our customers.

“Our employees have made this company a success so far and I am sure their motivation and commitment will continue. Our health and safety policy framework allows us to take care of our employees and ensure a safe work environment for everyone.

“We’ve demonstrated our duty of care to our employees and their families during the COVID-19 crisis. We do not only take care of their physical wellbeing but also their mental well-being. We provide adequate protection, closely supported by our company health adviser to all, as well as regular checks, the sharing of prevention information on a company employees family platform, the distribution of medicines and much more.

“We keep the momentum going when it comes to the pledge to protect each other, and I am happy to say we’ve had 80 percent of our employees and contractors working on our sites already vaccinated!”

LAFARGEHOLCIM GUINEA

DIGITALISED ECOSYSTEM

LafargeHolcim Guinea helps its customers develop and rewards them via a loyalty programme supported by Yigui, an in-house app that allows them to access a complete view of their individual transactions, claims, incentives, accumulated points and expected monthly, quarterly and yearly benefits.

“Our initiatives leveraging the digital ecosystem in the group will continue to prioritise our core and customer facing processes and our backend support key functions,” Hounkpati says. “We will make available to our customers in the coming weeks a one-stop shop online solution that allows them to buy in bundle all their main building materials and get them delivered to

their project’s site. We’ve started the process of connecting our plant’s equipment to improve its availability and overall performance.

“Our in-house team of developers and data analysts are at the forefront of our digital transformation aiming at making us an agile and a more datadriven decision-making business.”

And on top of this, LafargeHolcim Guinea is moving forward with an increased sustainability and community-driven set of initiatives to facilitate its progressive operations. The company has planned to introduce solar energy to power its primary dispatch plant, as well as low-cement bricks at a reduced cost, to promote sustainable construction in the region. LafargeHolcim Guinea helps take care of the community

VISTAGUI

VISTAGUI has been present in Guinea since 1985, a limited company with a capital of 100 billion GNF (around 11 million euros) is a banking network 28 (twenty-eight) branches with forty-four (44) Automatic Bank Machines (GAB) at serving more than 83,981 individual, professional and corporate clients.

It has 320 employees. The bank’s shareholders are broken down as follows: Lilium Capital 55.63%, Private 28.57%, PROPARCO: 4.32%, UGAR: 3.96%, Guinean State 7.52%.

VISTAGUI operates in growth sectors: mining, agriculture, import of petroleum products, etc.

www.vistabankgroup.com

through various donations in the support and improvement of education and healthcare for those who live around the plant.

“We believe in growing with our customers and our digital products help them as well on that journey,” Hounkpati tells us. “We are also expanding our footprint in the region starting with a new mortar production plant to be commissioned in Upper Guinea in November.

“We believe in the potential and opportunities in this country.”

Tel: +224 628686000 commercial-gin@lafargeholcim.com www.lafargeholcim.com

SERVICE STRENGTH VISION

After several months of negotiations, the Vista Group acquired the majority stake of BNP Paribas in the capital of the International Bank for Trade and Industry of Guinea (BICIGUI). This acquisition expands Vista’s bank network in Guinea, Sierra-Leone, Gambia and Burkina Faso.

Building a pan-African financial institution of global stature that promotes financial inclusion and stimulates the economic development of the continent, this is our vision while being the benchmark bank for the emerging middle class and the bank of preference for the main economic operators.

Outlook Creative Services

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

CEMENTING A COMMUNITY

Cement is the adhesive to bind a community together. As Lafarge Zambia celebrates its 72nd anniversary, CEO Jimmy Khan examines industrial excellence through quality, sustainability, and innovation

Writer: Phoebe Harper | Project Manager: Joshua Mann

To many, Zambia is the undiscovered gem of Africa.

Facing significant housing issues in the face of a growing population, and as a member of the African Union with additional support from the World Bank, many are invested in the development of Zambia’s infrastructure.

“We believe that when our

communities prosper, we as a company are on the way to realising one of our greatest growth objectives: building a better Zambia for all and having health and safety as our overarching value.”

For CEO of Lafarge Zambia PLC (Lafarge Zambia) Jimmy Khan, it is the reverence and respect for the uniquely Zambian context in which

the company operates, to which it owes its success.

Indicative of Lafarge Zambia’s industrial prowess is its established longevity in the sector. Indeed, our conversation with Lafarge Zambia takes place as the company celebrates a staggering 72 years as the preferred provider of building materials and construction

LAFARGE ZAMBIA PLC

solutions across Zambia and the wider Southern African region.

“I believe our rooted Zambian heritage and resource base of Holcim is an undisputed advantage to our operations. Our community’s growth and prosperity lies at the crux of our organisation,” he continues.

This uniquely holistic perspective, whereby the country’s vitality and growth are intrinsically linked to the aspirations of the company, ensures business sustainability. As Khan suggests, the company benefits from the global and all-encompassing expertise of the wider Holcim Group, with Lafarge Zambia operating as its subsidiary. Thereby, the company truly brings world’s best practice to producing a wide range of cement brands as well as concrete laboratory services.

As evidenced by its varied product range and extensive CSR initiatives, three foundational tenets truly propel Lafarge Zambia in its constant pursuit of quality.

“By placing quality, innovation, and sustainability at the heart of our priorities, we strive for excellence in the construction industry,” Khan states.

INNOVATING INDUSTRIAL EXCELLENCE

With a diversified and fully inclusive workforce of over 1,000 staff, comprising both direct and indirect employees, Lafarge Zambia produce and distribute its products across the country and wider region by both road and rail.

On Zambian soil, the company operates out of two integrated plants, in Chilanga and Ndola. The combined facilities boast a production capacity of 1.4 million tonnes of cement per annum.

“Our flagship product, Mphamvu, is a general-purpose cement suitable for a wide range of applications. Powerplus is a 43.5N Portland cement designed for the specialised building applications demanded by large

LAFARGE ZAMBIA: AN AWARD-WINNING ENTERPRISE

COVID-19 Support Community Initiative Awards 2020 - Corporate Social Responsibility Network Zambia (CSRNZ) - Awarded due to the company’s communication strategies across communities, measures to protect employees and community aid through sensitisation campaigns, branded vehicles, disinfection of places and various donations.

Sustainability Award - Zambia Association of Manufacturers – Awarded due to environmental protection and waste management under the Geocycle project for tree planting activities, and the company’s many CSR programmes.

Best Innovative Product of the Year 2020 – Zambia Institute of Marketing – In recognition of the Last Mile Delivery Solution.

Gold Award for CSR in Infrastructure – Holcim Middle East and Africa Awards Ceremony – For Lafarge Zambia’s Makululu Project in partnership with Habitat for Humanity, aimed at building decent homes for society’s most vulnerable.

construction projects,” Khan explains.

“For block and brick makers, we offer SupaSet, a fast-setting cement that uses less water.”

Supply chain efficiency is a critical component to the company’s success.

As Khan attests, “we consider our key

suppliers as strategic partners and our relationships with them are highly collaborative.

“These suppliers contribute to our operational performance and help us to deliver on other key business objectives. In return, we give them

CEO, Jimmy Khan

Lafarge Zambia continues to contribute to the growth of the construction sector and the Zambian economy at Large through your innovative building & construction solutions and as Absa Bank Zambia, we are proud to be your financial services partner.

We would like to wish you many more years of great success.

absa.co.zm Absa

“OUR CLIENTS ARE NOT JUST CLIENTS, THEY ARE OUR PARTNERS”

LIBERTY TRANSPORT

Long distance and bulk transport contractors Throughout zambia, malawi, zimbabwe, and mozambique.

We are dedicated and committed to deliver safely, securely and timely to the expectations and satisfaction of our clients.

PLOT NO 527, P.O BOX 510110, NASSER STREET, CHIPATA, ZAMBIA.

T: +260 216 221097

T: +260 216 221489

M:+260 977 978 460

libertytpt@gmail.com

Solar is one of the leading players in its segment with an extensive marketing network comprising dealers and agents across the globe.

We have developed a high-end portfolio of products in the area of Industrial Explosives and Defence.

Our strategic efforts to enter new potential geographies are steered by our visionary focus to leverage the future opportunities. We continue to successfully translate our vision into profitable reality through myriad initiatives. Some of these include increasing our existing overseas capacities and set up production facilities in new geographies. Functional production facilities in Zambia, Nigeria, Turkey, South Africa, Ghana and Tanzania. Expanding into Australia & Indonesia.

Sector presence: Construction, Road & Infrastructure, Mining, Quarries, Seismic Exploration, Tunnelling, Defence, Hydro Projects. INTEGRATED GLOBAL PLAYER IN EXPLOSIVES

T: (260) 212-251218-19 | E: solarexplochem@gmail.com | www.solargroup.com

LAFARGE ZAMBIA AND THE LAST MILE DELIVERY SOLUTION

In 2020, the marketing team behind Lafarge Zambia launched the ‘Last Mile Delivery Solution’. By partnering with FMCG start-ups AfriDelivery and Tigmoo, Lafarge Zambia were able to provide cement delivery to end users across five towns in Zambia, including Lusaka, Ndola, Kitwe, Chingola, and Livingstone.

The integration of the two start-up’s apps into the company’s services represented an innovative digital solution, whereby end-users were able to order, pay, and have their cement swiftly delivered to a construction site within two hours, all from their mobile phone.

By so doing, Lafarge Zambia became the first cement player to surmount the impacted quality of service delivery during the COVID-19 pandemic with innovative methods. Through integrating AfriDelivery and Tigmoo services, Lafarge Zambia has served over 3,000 customers both locally and internationally with a revolutionary safe, cost-effective, and convenient shopping experience.

assurance and our commitment to the relationship and provide business growth opportunities to them.”

Reflective of the holistic business vision that Lafarge Zambia champion,

the chance to observe the growth and upward journeys of those valuable players patronised by the company’s value chain is a source of immense pleasure for Khan.

“We take so much pride in seeing our transporters grow from small size carriers into medium to large scale carriers operating across borders riding on the growth opportunities that we provide.

“With our products reaching all corners of the country and across borders, we provide all the necessary support to ensure that our carriers operate with the lowest incident frequency rate possible. More than 30,000 lives are impacted through our value chain.”

Complimentary to the company’s proudly Zambian heritage, Lafarge Zambia work with local partners wherever possible.

“Over 70 percent of our suppliers are locally registered businesses and we source all our key raw materials locally,” Khan explains.

Indeed, this support for local enterprises is deliberately incorporated

into the company’s policy, alongside its partnerships with international partners. Whether local or global, all Lafarge Zambia suppliers are united by a high reputation and value system.

“Although we hold all third parties who act on our behalf or in our name to a very high standard, especially with regards to health and safety and sustainability, they have come to appreciate our values and principles over time, and act as our ambassadors in the communities.

“Generally, our partners are very proud to be associated with our brand,” Khan surmises.

SAFEGUARDING THE COMMUNITY

As an extension of Lafarge Zambia’s community-centric outlook, Khan is keen to highlight the company’s CSR commitments as another factor to define its success.

“We recognise the rich and diverse culture to be found in Zambia which includes a number of colourful cultural ceremonies. Lafarge Zambia donates to the hosting of several key events through the Busoli Royal Establishments and Cuundu Cultural Fund,” Khan explains.

Of course, this attitude is most prevalent with the community behind the company, reflected in the treatment of the workforce, all of whom are managed with care and

respect, as individuals rather than cogs in the machine. In order to do so, creating the right environment is key.

“At Lafarge Zambia, we place more value on an individual’s attitude because we understand that skills and knowledge can be learned,” Khan tells us.

“In order to retain our most valuable asset, it requires us not only to provide favourable conditions of service and other benefits, but rather to create a stimulating environment that will challenge individuals to attain their maximum capabilities and consequently help them grow.”

Khan highlights multiple wellness initiatives as a key strand within the company’s CSR commitments, including the annual Lafarge Lusaka Marathon, and participation in a Malaria prevention programme, whereby all employees’ homes are fumigated and equipped with

mosquito nets in addition to charity support to do the same in the wider community.

Nurturing a vision of growth that extends from individual players, to working partnerships and on to the scale of the country itself, Lafarge Zambia distinctly combines industrial expertise with heightened social responsibility. Continuing on its mission to innovate and surpass expectations for industrial excellence, the company is assured a longrunning future laying the foundations of Zambia’s construction sector.

Fax: +260 211 278 134 enquiries.zambia@lafargeholcim.com www.lafarge.co.zm

LAFARGE ZAMBIA PLC

The company is always involved in numerous CSR projects

Zambia

CAMEROON’S TRANSFORMATIVE CONSTRUCTION SECTOR

As a leader in Cameroon’s construction sector, Cimencam is well placed to thrive in an industry that is in the midst of significant transformation. Benoit Galichet, Country CEO at the firm, tells us more

Writer: Phoebe Harper | Project Manager: Joshua Mann

Cameroon is a highly competitive and challenging environment to operate in.

However, certain players in the construction sector are showing no signs of slowing down - enter Cimencam. The company is a subsidiary of the Holcim Group and is a leader in construction materials in Cameroon and Central Africa. Today, Cimencam focuses its marketing strategy on innovation, with the development of quality products and services tailored to meet market expectations.

And sitting at the helm of proceedings in Cameroon is Benoit Galichet. As a vastly experienced industry executive, Galichet has served in his current role as Country CEO since July 2018. During his time with the company, he has witnessed first-hand the transformation in Cameroon over the past three years.

“I believe the construction industry

in Cameroon is very attractive and dynamic,” Galichet tells us. “The country is moving towards achieving emergence by 2035, and this has a real impact on the construction sector, especially with the major infrastructure projects that have been launched.”

It is Galichet’s belief that as the first cement plant established in Cameroon, his company has played a significant role in the development of the country. “We are very proud

and honoured by the confidence that our customers put in us, and we are constantly working to continue to provide quality construction solutions that meet our customers’ expectations.”

STRONG PRODUCT OFFERING

Indeed, Cimencam offers a great range of products that respond to customers’ different needs. This is evidenced through the launch of HYDRO, described as an ‘ideal solution for building in humid areas, and suitable for concrete and mortars’.

“We are also very proud to be able to propose quality ready-mix for large construction sites,” explains Galichet. “There is still a lot to do to on our way to innovation, and we are very excited about the next decisive steps that we will take to maintain our leadership on the market.”

A NOTABLE HISTORY

1970: Opening of Figuil plant in the North of the country

2008: Launch of the fifth grinding line in Douala, Bonabéri

2013: Opening of a ready-mix plant in Olembe (Yaoundé)

2019: Opening of Nomayos plant in Yaoundé

EMBRACING DIGITAL

As a result of the increasingly competitive space in Cameroon, it is essential to embrace innovation and operate with a proactive approach in the market in a bid to stay ahead of competitors. Subsequently, Cimencam has developed a deep range of digital tools that significantly change the way cement is brought to the customer in Cameroon.

“We have developed an application called MyCimencam, which is an online sales portal having among other functions, to record and monitor customer orders 24/7 around the world, to follow up on collections planning, deliveries monitoring, as well as to manage customers’ complaints,” says Galichet. “Since its launch in July 2019, more than 1,000 customers are using MyCimencam; this represents approximately more than 15,000 orders recorded, that is approximately 70 percent of Cimencam’s turnover in 2020.”

Another great illustration of how Cimencam differentiates itself through digitalisation is SABITOU Construction, an educational mobile application allowing customers and consumers to learn everything they need about construction. “The application is enriched with tutorials, information on building technologies, types of cement and uses. It is another means to make a difference through our specific offerings,” Galichet tells us. “Cimencam gives its customers the opportunity to have tailor-made products, to respond to very specific needs. This has been the case for the construction of the Nachtigal hydroelectric dam, in a suburb of Yaoundé. We aim to be able to adjust the formulation of our products to bring the best solution possible to very complex construction projects.”

Cimencam is currently in the midst of two significant projects. These are

the construction of a dry mortar plant located close to the Bonaberi site, as well as the construction of a new production plant on Figuil site.

The dry mortar plant is expected around the first quarter of 2022 and will produce three families of dry mortars under the Holcim TECTOR brand: adhesive mortar (basic, medium and premium), commonly called ‘cement glue’; masonry mortar and coating (common masonry, plastering, finishing and decoration); technical mortar (waterproofing mortar). The other project is the development of the new clinker and cement production plant at Figuil in the north of Cameroon.

“This is more than 50 billion CFA Francs investment,” reveals Galichet. “The new integrated factory will strengthen our product offering and increase our production capacity from 1.5 million tonnes to 2.1 million

tonnes per year. It will also help Cimencam to meet the growing demand coming from the northern regions of Cameroon, and also from the countries of the sub-region.”

THERE FOR CAMEROON

Cimencam strives to be there for customers across the entirety of Cameroon. In order to achieve this, implementing a strong focus on route-to-market is essential. “This starts by ensuring that we bring our products as close as possible to our national and sub-regional customers,” discusses Galichet. “Having plants in various areas of the country contributes towards that objective. That objective is also supported by the presence of warehouses either owned by the company, or by affiliated distributors.”

And helping to bring the products even closer to the customer, Cimencam has recently developed a franchise network called BINASTORE, a global professional traders’ network providing customers with genuine, quality building materials and solutions at very competitive prices. Today, there are more than 120 BINASTORE franchisees spread across the country.

“The company also possesses a fleet of trucks. In early 2020, we equipped ourselves with a digital tool named the Transport Analytic Centre,” says Galichet. “That tool allows us to monitor the operational performance of our fleet and take the right

decisions to ensure that our delivery process is as efficient as it can be, for the satisfaction of our customers.

“Towards our goal to deliver quality products everywhere in Cameroon, we remain conscious of our environmental impact as a truly responsible company. That is why we also seek for opportunities to run our business in the best way possible for people and for the environment.

So, it is good to mention that we are using railways to transport our products over the country, which contributes to reducing CO2 emissions related to our business.”

SUSTAINABILITY DRIVE

In today’s world, operating with a greener approach isn’t something that is optional anymore. Cimencam understands the true value in this and outlines four main areas of its corporate social responsibility strategy: health and safety, employment, environment and infrastructure.

Cimencam’s ambition is to maintain its industrial growth while reducing its ecological footprint. As such, Cimencam has planted over 30,000 trees, as well as the ongoing transition to use biomass instead of fossil fuels in its plants. “For health, recent actions include various

donations of protective equipment against COVID-19 to employees, to neighbouring communities as well as to the Cameroonian government as a contribution to the National Solidarity Fund,” explains Galichet. “Regarding safety, our awareness campaigns carried out in our neighbouring communities, aimed at reducing road accidents have been important.”

Galichet reflects on his company’s recent achievements and believes that without dedicated staff, Cimencam wouldn’t be in the position it is today. “All the exciting achievements the company can pride itself on would not have been possible without the dynamism and dedication of a great team,” discusses Galichet. “It is very important to emphasise that our employees are at the heart of each battle that we win on our way to success.

“Our ambition is to continue on the way to growth leans on the enthusiasm, the innovation capability, and the willingness to make things happen that our people will be able to demonstrate. We want them to feel proud to work for Cimencam within a mutually rewarding relationship.”

Tel: 233 39 16 15

serviceclientcimencam@lafargeholcim.com www.cimencam.com

DIGITAL MINING EVOLUTION

We speak to Dr. Wilfred Barkhuizen, CEO of thyssenkrupp

Industrial Solutions Middle East & Africa, about the company’s delivery of industry plants and systems across countries, and its expanding digitalisation in the field

Writer: Marcus Kääpä | Project Manager: Joshua Mann

Compared to other areas in the world, I would say the African continent is probably one of the most challenging environments, but also probably has the most untapped and unexplored minerals deposits globally,” begins Dr. Wilfred Barkhuizen, CEO of thyssenkrupp Industrial Solutions Middle East & Africa (thyssenkrupp).

“The long-term outlook for Africa is also very promising, considering the battery minerals and hydrogen potential of the continent.”

It is fair to say that the African mining sector is an exciting place to operate within. thyssenkrupp Industrial Solutions is a business segment of thyssenkrupp, an international group of companies comprising largely independent industrial and technology businesses.

In collaboration with its customers, thyssenkrupp Industrial Solutions is a leading partner for the engineering, construction and service of industrial plants and systems. Top-quality solutions and a global network ensure the delivery of efficiency, reliability and sustainability over the entire life cycle of each project, and set benchmarks in terms of value added and resource-friendly technologies.

“We deliver such projects across multiple countries, including Saudi Arabia, the UAE, South Africa, Egypt and Morocco,” Barkhuizen informs us. “Our mining business, with around 3,500 employees, is distributed with offices around the globe in all the major mining hubs.

“We partner with our clients who range from the largest mining companies in the world to the junior miners. Our product focus is on comminution (crushing and grinding), materials handling and providing state of the art digitalisation and automation solutions. Our products are supported by our international service network, including 12 service centres around the globe with very unique manufacturing and machining capabilities.”

LEADING WITH TECHNOLOGY

For thyssenkrupp Mining Technologies, digitalisation offers great potential for improving process efficiency and competitiveness in engineering, on both the construction site and in services. New and innovative solutions such as digital twins or Building Information Modelling (BIM) are much in demand and are elements of operation that place companies ahead of the competition in the space.

AFRICA OUTLOOK: HOW DID YOU COME TO WORK IN THE MINING SECTOR?

Dr. Wilfred Barkhuizen, CEO: “I started my career at the underground platinum mines in Rustenburg. Thereafter I joined Joy Global, now part of Komatsu Mining Corp, mostly focussing on life cycle management for opencast mining equipment.

“During that stage of my career I wanted to get closer to engineering and product design and joined thyssenkrupp in 2004 as an electrical and electronic engineer for cement plant and mining projects, and during the next 17 years with thyssenkrupp I was fortunate to be exposed to engineering design and implementation, operations and business development in the mining industry.

“I only realised later in my career that I did not specifically pick the mining industry, but the mining industry fascinated me, offering me all the challenges and inspiration I looked for in an engineering career.”

Continental Conveying Solutions

Continental is the most comprehensive, high-performance conveyor belt systems provider in the world.

We offer a wide range of products, services and technologies for mining and industrial applications. Our fullservice capabilities include planning and commissioning, technical advice, training, digital monitoring and on-site maintenance for the life of the conveyor operation.

As your global innovation and development partner, we strengthen mining, mineral processing and construction projects around the world. We do this by exceeding your specific needs and requirements. That’s because we push the boundaries of what’s possible by developing solutions for tomorrow’s challenges.

Continental develops pioneering technologies and services for sustainable and connected mobility of people and their goods. Founded in 1871, the technology company offers safe, efficient, intelligent, and affordable solutions for vehicles, machines, traffic and transportation. In 2020, Continental generated sales of €37.7 billion and currently employs around 233,000 people in 58 countries and markets. In 2021, the company celebrates its 150th anniversary.

www.continental-industry.com

Dr. Wilfred Barkhuizen

Continental Conveying Solutions

Continental is partnering with numerous Original Equipment Manufacturers around the globe, pushing the limits of what is possible with every single project. We provide our customers with the highest value, quality and record-breaking solutions, including conveyor belts, accessories and components, corresponding services and digital solutions for predictive maintenance and process monitoring. All while putting sustainability at the center of what we do. This is how we help our customers and their customers to improve performance, increase uptime while reducing the environmental impact – no matter where in the world they are.

Sustainable Engineering done together – today.

“We offer products with future technology through our skilled and experienced teams today, and alongside continuous service support as close as possible to our client’s locations,” Barkhuizen tells us. “In most instances our products are market leaders, and therefore are normally part of the critical process streams in minerals processing plants which also demands the highest level of agility from our service teams.

“We have a strong focus on digitalisation and sustainable solutions, and our In Pit Crushing and Conveying (IPCC) systems and innovative application of High Pressure Grinding Rolls (HPGR) technology in process design, are just some of the examples to showcase our green technology.”

Along with the engineering and process know-how of the

company’s engineers and its digital competencies, thyssenkrupp Mining Technologies combines decades of experience from the worldwide installation of thousands of plants and machines with state-of-the-art data-based solutions. To increase the availability and productivity of plants and processes the main levers are identified to offer customers suitable solutions. This is what the company calls ‘Digitalized Expertise’.

“Being a technology driven company, we aim to continuously improve our products through technological advances and incorporating experience gained from our numerous global installations,” Barkhuizen affirms. “At the top of this list is also our new Eccentric Rolls Crusher (ERC®) and HPGR Pro. The advances on these products will have dramatic effects on plant

ADVANTAGE THROUGH DIGITALISATION

thyssenkrupp’s digital products and services cover two main areas: evaluate and predict, and automate and optimise. Within evaluate and predict, the company combines solutions such as drone inspections, remote maintenance, or performance and conditioning monitoring. In this way, individual components and complete industrial plants can be monitored and their operations analysed over their entire life cycle –from the initial idea to development, production, use, maintenance, and recycling. Condition-based predictions allow preventive measures to be taken, malfunctions avoided, and both availability and productivity significantly increased.

Automate and optimise comprises solutions for automated operations, for example fully automated storage systems, remote-controlled ship unloaders and bucket wheel excavators, or digital inventory management. These solutions help to increase the productivity and safety of plant and machinery while simultaneously reducing operating costs.

Digitalisation brings a major innovative boost for the plants and machinery of thyssenkrupp’s customers in the chemical, fertiliser, mining, cement and other industries — and this leads to higher performance and product quality. While production and technologies used to be the main focus, the development of service offerings will play an increasingly important role in the future. This opens up enormous potential for both plant manufacturers and plant operators alike.

Meyerton Engineering

Meyerton Engineering (Pty) Ltd is a highly established mild steel and stainless steel fabricator. This family business was found in 1980 and has flourished over the last 41 years both nationally and internationally. Their mission is to provide customers with professional technical support and reliable products.

Over the years the company has not only expanded to a 33 000m2 site but also in its capabilities to service the ever increasingly demanding market place. Their scope of supply has broadened over the years covering diverse environments including chemical, mining, power generation, air pollution control, iron, steel and aluminium production to name but a few. There are dedicated workshops for steel fabrication, with the capacity of around 250 – 300 tons per month and all painting and blasting is done in-house.

Meyerton Engineering prides themselves in many high standard certifications such as a Level 2 B-BBEE, ISO 45001:2018, ISO 3834-2, and ISO 3834 and ISO 45001. Coupled with working hard to maintain these high quality standards, Meyerton Engineering believes in investing in its employees through the provision of on-going training on a regular basis.

Meyerton Engineering has a high esteem for their client base as they are reliable and play a pivotal role to the success of their company.

Mild & Stainless Steel Fabricators

• Rotary Kilns

• Hoppers

• Scrubbers

• Cyclones

• Fan Casing

• Bag Filters

• Precipitator Filters

• Ducting

• Stackers

throughput and performance and will open the opportunities for innovative process flow sheet design, due to the capabilities of these products. Together with the digitalisation and automation products, there is an exciting outlook for the ‘mine of the future’.”

EXPANSION AND DEVELOPMENT

As part of its plan to grow its services, thyssenkrupp has focused investment on the aforementioned digital side of service, but also its multiple sites and facilities, in order to move forward as the optimum choice for industrial

AFRICA OUTLOOK: CAN YOU TELL US ABOUT THE PEOPLE BEHIND THE COMPANY’S SUCCESS?

Dr. Wilfred Barkhuizen, CEO: “Simply put, our companies’ employees are critical to our business. Their capabilities, expertise and reputation are well known in the industry, the sought-after skills of our employees is the reason why we are seen as a technology leader in the industry.

“The necessity of a unique, skilled and agile team that can swiftly adapt to industry changes is core to success. With teams such as ours we are able to come up with innovative solutions to often complicated engineering challenges and stay ahead of the industry.

“We create partnerships with our clients and suppliers to ensure the sustainability of the whole value chain of the solutions we offer to clients.”

Zengear

Azispex trading as Zengear identified a shortage of key skills in the South African and African mining, process and materials handling markets leading us to establish a team of skilled competent atrisans and profesionals, including, but not limited to alignment, bearing and gearbox specialists. Our primary goal is to service value into these industries by reducing project lead times, increase equipment uptime, reliability and reduce downtime.

Zengear have established strategic partnerships with leading OEMs i.e. Thyssen Krupp Industrial Solutions to achieve our goals. Zengear belives in customer satisfaction, there is always room for improvement and scope for growth. We pride ourselves in the assistance with any request or problem our clients might have.

www.zengear.co.za

plant and system projects in the mining space.

“The main service hub for Africa was established in 2008 in South Africa, to service the large population of HPGRs within the continent,” Barkhuizen explains. “During the last decade, our service centre in Chloorkop has continuously grown and expanded its capabilities to service and refurbish our complete product range.

“In November of 2018 we opened our training academy; a location at which we develop exceptional skills in Africa. We aim to produce the best artisans for the continent, we are registered with merSETA, and following a 36-month training period related to grinding, crushing and materials handling equipment, our apprentices qualify as fitters, turner machinists and boilermakers. We are very proud of them all.”

On top of this, thyssenkrupp opened service outposts in

Testing facility

Design

Machining

Providing field services and engineering solutions to industry specifications. Specialized gearbox and bearings services.

Mozambique, Zambia and Ghana, highlighting the company’s ambitions and aims for growth in the places where its services are most in demand.

“For the Middle East and Africa region we have also established a service centre in Turkey,” Barkhuizen informs us. “Backed with highquality products and customised

technological solutions, the Turkish service centre enabled us to meet our customers where they are.

“With commitment and highly skilled personnel, this service centre is also capable to manufacture and service a wide range of thyssenkrupp products, and we already see that this is producing a positive impact for both us and the customers in the region.”

FACILITATING CHANGE

Moving forward, thyssenkrupp is targeting a growth strategy in the next few years as a result of many opportunities presenting themselves in the market, as well as pursuing innovative approaches to seeing company services engage closely with clients.

“There is definitely a focus on our digitalisation and automation products as well,” Barkhuizen says. “This is with a specific goal to show clients that they can optimise plant performance and lower operating costs through this optimisation.”

info.tkissa@thyssenkrupp.com www.thyssenkrupp-industrial-solutions.co.za

Inside the Service Centre

BOUNCING BACK BETTER

Jeff Olsen, CEO at Boart Longyear Limited (ASX: BLY), discusses how his firm has overcome significant challenges to become a major player in drilling services

Writer: Marcus Kääpä | Project Manager: David Knott

Boart Longyear is the world’s leading provider of drilling services, drilling equipment and performance tooling for the mining and exploration industries, and is making a name for itself in the drilling technology and geologic data sectors.

The company’s global drilling services division operates for a diverse mining customer base that spans a wide range of commodities, including copper, gold, nickel, zinc, uranium and other metals and minerals. The global products & Geologic Data Services (GDS) divisions design, manufactures and sells drilling equipment, performance tooling, down-hole instrumentation and parts and services to both mining and drilling firms.

Headquartered in Salt Lake City, Utah, Boart Longyear operates across six global manufacturing locations and provides the most advanced

Mudex joined with NorthStar Fluid Solutions and MayanStar Fluids in 2014 to form one of the largest privately owned non-oilfield drilling fluids company globally.

P A R T N E R W I T H U S W W W . M U D E X . C O M . A U

drilling technology on the market. Boart Longyear also provides drilling services in over 20 countries.

Jeff Olsen is the CEO of Boart Longyear. By his own admission, he had an ‘unusual’ path into the industry. “My undergraduate degree is in international politics and then I went on to get an MBA in upstate New York,” explains Olsen. “In 1991, I moved to a chemical company called General Chemical and they had mostly chemical operations but some mining operations. Thereafter, I worked at Rio Tinto for 18 years across various locations in several different roles.”

Indeed, Olsen lived and worked in London for a number of years before relocating back to Salt Lake City where Rio Tinto had a large regional office before leaving for Boart Longyear in 2014. “The downturn of the mining industry began in 2012 so I joined in the middle of a downturn in the sector, thinking that it would only last a few years and we’d move onto bigger and better things which unfortunately didn’t prove to be the case,” explains Olsen. “As a result of the market not being very good, we had a number of transactions to help keep Boart Longyear’s position as a leader in the drilling industry, but

we were unsuccessful at solving the balance sheet problem.”

OVERCOMING CHALLENGES

This issue, mixed with the emergence of COVID-19, prompted Boart Longyear to announce a large

DEVELOPING PEOPLE

recapitalisation, which is in process and is subject to a favorable shareholder vote in September. “Our first quarter earnings were very strong in 2021, which means we are on track for a breakout year. Additionally, our proposed recapitalisation will reduce

Training is an important pillar to Boart Longyear’s strategy and the firm has established a system to ensure its people are equipped with the required safety knowledge. “Safety is our most important value,” stresses Olsen. “If you look at our safety statistics, they exceed our peers in the industry. That is why it is important that, in addition to compliance, our training is mostly focused on safety. We have a number of mandatory safety programmes for all of our employees, and we also have training that we do in collaboration with the University of Utah for leadership training.

“We have great people; we do good training. Wherever you are in the world, you are going to get the same safety training and recognise our sites as Boart Longyear sites. That has been a real push for us since 2014 and has paid huge dividends in our drilling efficiency.”

Jeff Olsen, CEO

on safety, employee welfare, air emissions and with sustainable and secure supply chains, as such Australia is globally recognised as a supplier of trusted produce and products

MUDEX PREMIUM AND INNOVATIVE DRILLING FLUIDS

RAW MATERIALS

LOCALLY MADE

"MUDEX LEAD'S SUPPLY ON INTERNATIONAL DRILLING FLUID MARKET"

Mudex and its partners NorthStar and MayanStar are a privately owned and operated international drilling fluid company’s specialising in the manufacture and supply of high quality and environmentally friendly drilling fluid products for the Exploration, HDD, Mining, Water Well, Geotechnical and Civil construction industries

The key difference to Mudex’s products is quality of the raw ingredients used in the manufacturing process

Mudex's main manufacturing facility is based in Western Australia and products are produced to the highest possible Standard

All our raw products are sourced from local and imported suppliers, we rigorously test the quality of our raw ingredients prior to manufacturing at our in-house chemist and R&D facility

MUDEX PREMIUM AND INNOVATIVE DRILLING FLUIDS

MUDEX PREMIUM AND INNOVATIVE DRILLING FLUIDS

As manufacturers in Australia we operate our businesses in an ethical manner with strict government policies on safety, employee welfare, air emissions and with sustainable and secure supply chains, as such Australia is globally recognised as a supplier of trusted produce and products

Mudex partnership with NorthStar and MayanStar make for a global group of companies with reach in United States of America, Canada, and Mexico, as well as access to a wide and exclusive range of quality products This ensures Mudex can efficiently supply drilling fluid solutions to our customers on a global scale, in addition to our Partners we have distributors in Asia Pacific, Africa, Europe and South America all with extensive stock holding

"MUDEX LEAD'S SUPPLY ON

INTERNATIONAL

LOCALLY MADE

MUDEX DIFFERENCE

Ethical Business Model

LOCALLY MADE

RAW MATERIALS

Mudex’s main manufacturing facility is based in Western Australia and products are produced to the highest possible Standard.

ESG Focused Company

Mudex's main manufacturing facility is based in Western Australia and products are produced to the highest possible Standard

Producer of Bio-Degradable drilling polymers and lubricants are

The key difference to Mudex’s products is quality of the raw ingredients used in the manufacturing process

As manufacturers in Australia we operate our businesses in an ethical manner with strict government policies on safety, employee welfare, air emissions and with sustainable and secure supply chains, as such Australia is globally recognised as a supplier of trusted produce and products.

Inhouse Chemist and R&D laboratory

Proprietary formulations

All I P is owned by Mudex

All our raw products are sourced from local and imported suppliers, we rigorously test the quality of our raw ingredients prior to manufacturing at our in-house chemist and R&D facility

As manufacturers in Australia we operate our businesses in an ethical manner with strict government policies on safety, employee welfare, air emissions and with sustainable and secure supply chains, as such Australia is globally recognised as a supplier of trusted produce and products

Large stock holding in the manufacturing plant with both raw materials and finished goods

Preferred supply agreements with many global drilling companies

DRILLING FLUID MARKET"

While Mudex and is partners NorthStar and MayanStar are a global company we maintain a local identity in the areas they work It has always been their ideology that they support the communities they work in and manufacture as much locally where possible, for example: NorthStar Fluids manufactures in the USA with most of the raw materials purchased locally in the USA, the equivalent occurs in Mexico with the MayanStar supply chains Their long-term goal is to develop local decanting through to full functioning manufacturing facilities in key regions to provide economic stimulus and opportunities through employment of local labour

Mudex and its partners NorthStar and MayanStar are a privately owned and operated international drilling fluid company’s specialising in the manufacture and supply of high quality and environmentally friendly drilling fluid products for the Exploration, HDD, Mining, Water Well, Geotechnical and Civil construction industries

“MUDEX

With a clear strategy to provide a level of service unparalleled that continues to keep Mudex as the leader in our industry they have always strived to be at the forefront of technological advancements and having a strong local position that can provide fast, flexible, customised, and competitive product solutions to our customers through multiple manufacturing divisions

LEAD’S SUPPLY ON INTERNATIONAL DRILLING FLUID MARKET”

Mudex partnership with NorthStar and MayanStar make for a global group of companies with reach in United States of America, Canada, and Mexico, as well as access to a wide and exclusive range of quality products This ensures Mudex can efficiently supply drilling fluid solutions to our customers on a global scale, in addition to our Partners we have distributors in Asia Pacific, Africa, Europe and South America all with extensive stock holding

"MUDEX LEAD'S SUPPLY ON INTERNATIONAL DRILLING FLUID MARKET"

The staff have vast chemical knowledge and experience in their fields With a proven track record of successful developments Mudex has continued over the past 10 years to innovate successful products into the drilling fluid market With in-house chemists, multiple laboratories and testing facilities at our global offices ensures that we have full control over our product development and testing In addition to their own in-house research and development team they have partnered with technical specialists and companies in the industry to find new ways of adapting technology to suit the wide-ranging challenges encountered in the field

RAW MATERIALS

RAW MATERIALS

MUDEX DIFFERENCE

Ethical Business Model

The key difference to Mudex’s products is quality of the raw ingredients used in the manufacturing process.

ESG Focused Company

The key difference to Mudex’s products is quality of the raw ingredients used in the manufacturing process

Producer of Bio-Degradable drilling polymers and lubricants are

Inhouse Chemist and R&D laboratory

Proprietary formulations

All our raw products are sourced from local and imported suppliers, we rigorously test the quality of our raw ingredients prior to manufacturing at our in-house chemist and R&D facility

All our raw products are sourced from local and imported suppliers, we rigorously test the quality of our raw ingredients prior to manufacturing by our in-house chemists.

All I P is owned by Mudex

Large stock holding in the manufacturing plant with both raw materials and finished goods

MUDEX DIFFERENCE

MUDEX DIFFERENCE

Ethical Business Model

• Ethical Business Model.

Preferred supply agreements with many global drilling companies

ESG Focused Company

• ESG Focused Company.

Producer of Bio-Degradable drilling polymers and lubricants are

• Producer of Bio-Degradable drilling polymers and lubricants.

Inhouse Chemist and R&D laboratory

• In-house Chemist and R&D laboratory.

Proprietary formulations

• Proprietary formulations.

All I P is owned by Mudex

• All I.P is owned by Mudex.

Large stock holding in the manufacturing plant with both raw materials and finished goods

• Large stock holding in the manufacturing plant with both raw materials and finished goods.

Preferred supply agreements with many global drilling companies

• Preferred supply agreements with many global drilling companies.

While Mudex and is partners NorthStar and MayanStar are a global company we maintain a local identity in the areas they work It has always been their ideology that they support the communities they work in and manufacture as much locally where possible, for example: NorthStar Fluids manufactures in the USA with most of the raw materials purchased locally in the USA, the equivalent occurs in Mexico with the MayanStar supply chains Their long-term goal is to develop local decanting through to full functioning manufacturing facilities in key regions to provide economic stimulus and opportunities through employment of local labour

Mudex and its partners NorthStar and MayanStar are a privately owned and operated international drilling fluid company’s specialising in the manufacture and supply of high quality and environmentally friendly drilling fluid products for the Exploration, HDD, Mining, Water Well, Geotechnical and Civil construction industries.

Mudex and its partners NorthStar and MayanStar are a privately owned and operated international drilling fluid company’s specialising in the manufacture and supply of high quality and environmentally friendly drilling fluid products for the Exploration, HDD, Mining, Water Well, Geotechnical and Civil construction industries

With a clear strategy to provide a level of service unparalleled that continues to keep Mudex as the leader in our industry they have always strived to be at the forefront of technological advancements and having a strong local position that can provide fast, flexible, customised, and competitive product solutions to our customers through multiple manufacturing divisions

Mudex partnership with NorthStar and MayanStar make for a global group of companies with reach in United States of America, Canada, and Mexico, as well as access to a wide and exclusive range of quality products This ensures Mudex can efficiently supply drilling fluid solutions to our customers on a global scale, in addition to our Partners we have distributors in Asia Pacific, Africa, Europe and South America all with extensive stock holding

Mudex partnership with NorthStar and MayanStar make for a global group of companies with reach in United States of America, Canada, and Mexico, as well as access to a wide and exclusive range of quality products. This ensures Mudex can efficiently supply drilling fluid solutions to our customers on a global scale, in addition to our Partners we have distributors in Asia Pacific, Africa, Europe and South America all with extensive stock holding.

The staff have vast chemical knowledge and experience in their fields With a proven track record of successful developments Mudex has continued over the past 10 years to innovate successful products into the drilling fluid market With in-house chemists, multiple laboratories and testing facilities at our global offices ensures that we have full control over our product development and testing In addition to their own in-house research and development team they have partnered with technical specialists and companies in the industry to find new ways of adapting technology to suit the wide-ranging challenges encountered in the field

While Mudex and is partners NorthStar and MayanStar are a global company we maintain a local identity in the areas they work It has always been their ideology that they support the communities they work in and manufacture as much locally where possible, for example: NorthStar Fluids manufactures in the USA with most of the raw materials purchased locally in the USA, the equivalent occurs in Mexico with the MayanStar supply chains Their long-term goal is to develop local decanting through to full functioning manufacturing facilities in key regions to provide economic stimulus and opportunities through employment of local labour

While Mudex and is partners NorthStar and MayanStar are a global company we maintain a local identity in the areas they work. It has always been their ideology that they support the communities they work in and manufacture as much locally where possible, for example: NorthStar Fluids manufactures in the USA with most of the raw materials purchased locally in the USA, the equivalent occurs in Mexico with the MayanStar supply chains. Their long-term goal is to develop local decanting through to full functioning manufacturing facilities in key regions to provide economic stimulus and opportunities through employment of local labour.

With a clear strategy to provide a level of service unparalleled that continues to keep Mudex as the leader in our industry they have always strived to be at the forefront of technological advancements and having a strong local position that can provide fast, flexible, customised, and competitive product solutions to our customers through multiple manufacturing divisions

With a clear strategy to provide a level of service unparalleled that continues to keep Mudex as the leader in our industry they have always strived to be at the forefront of technological advancements and having a strong local position that can provide fast, flexible, customised, and competitive product solutions to our customers through multiple manufacturing divisions.

The staff have vast chemical knowledge and experience in their fields With a proven track record of successful developments Mudex has continued over the past 10 years to innovate successful products into the drilling fluid market With in-house chemists, multiple laboratories and testing facilities at our global offices ensures that we have full control over our product development and testing In addition to their own in-house research and development team they have partnered with technical specialists and companies in the industry to find new ways of adapting technology to suit the wide-ranging challenges encountered in the field

The staff have vast chemical knowledge and experience in their fields. With a proven track record of successful developments Mudex has continued over the past 10 years to innovate successful products into the drilling fluid market. With in-house chemists, multiple laboratories and testing facilities at our global offices ensures that we have full control over our product development and testing. In addition to their own in-house research and development team they have partnered with technical specialists and companies in the industry to find new ways of adapting technology to suit the wide-ranging challenges encountered in the field.

our debt by roughly $800 million, allowing us to invest in capital and further our efforts to provide tangible value to shareholders.” explains Olsen. “I anticipate that we will remain the largest drilling company in the world, which will put us in a very strong place going forward.”

Although the mining industry has had its trials and tribulations, the sector is in a much healthier place.

Olsen has overseen Boart Longyear’s rise in tandem with the mining space and the firm is now poised to thrive in the industry. However, Olsen cannot forget the past and reflects on how his organisation has gotten to where it is today. “Mining is a secular industry and if you’re a supplier to the industry then you are in a hyper secular industry,” discusses Olsen. “The secularity tends to define this

industry and our customers were all about deleveraging their own balance sheets at the time, and shareholders were clamouring for mining companies to return money to them and be more conservative.”

“One of the areas that they could save money on, in the short term, was on exploration activities and specifically drilling. The fundamentals in the mining industry are that if you don’t explore for new reserves then you don’t have anything to mine. That can only last for so long.”

Today, that has all changed.

Boart Longyear’s customers are largely delevered, showcase robust balance sheets and have the ability to invest in their businesses. “There was significant consolidation in the gold industry through the second half of 2019, which also puts them

CATTA

SERIOUSNESS PROFESSIONALISM RAPIDITY

The socio-economic, cultural, environmental reality in the emerging/developing countries being alike, to invest and operate in these countries and become successful is quite a challenge.

Very early we have understood that in order to face this challenge in our industry, we had to have the following trio creed: SERIOUSNESS –PROFESSIONALISM – RAPIDITY.

The SERIOUSNESS is a fundamental element that has imposed on us a marketing that relies on the choice of serious partners, who share a common attitude of strict compliance in all circumstances with the laws and regulations that govern their activities and the commitments made. In our company, we do not compromise seriousness in our daily activities.

The PROFESSIONALISM is another fundamental element, that focuses on the perfect understanding of the trade practices in our industry. The anticipation and pro-activity with a shared awareness by the all the team that, in a highly competitive context and a globalised world, the partner who chooses us must be rid of all worries or concerns for their supply chain and the clearing of material and equipment.

The RAPIDITY is the last element of our creed since it would be useless to be SERIOUS and PROFESSIONAL if the SPEED in execution is not there to crown everything.

www.catta-sarl.com

Created in 1996, CATTA is a group of companies headquartered in Mali, with office in Abidjan, Ivory Coast. Our actitivities include consignment, international transport, handling, freight forwarding and customs clearance.

Some of the large projects completed while working with our partners:

• Hydroelectric and thermal plants

• Mining, Road Construction projects, Telecommunications projects

• Industries (Cement Plants, Paint Factories etc...)

• The execution of express shipments, receipts, and deliveries of medication and vaccines, spare parts, raw materials and equipments of security for both national and international institutions and companies.

COTE D’Ivoire Sarl

Sogoniko Commercial Derriere les Halles de Bamako

B.P.E. 1044 – Bamako, Mali

T: (00223) 20 23 94 68/20 22 11 66

M: (00223) 90 73 73 03

catta@orangemali.net www.catta-sarl.com mohameddiane@gmail.com

Treichville face a la SOLIBRA Immeuble “LA BALANCE” Boulevard VGE au 2eme Etage

T: (00225) 21 24 94 99

M: (00223) 90 73 73 03

cattaivoire@gmail.com

CATTA MALI Sarl

CATTA

“WE REMAIN THE LARGEST DRILLING COMPANY OUT THERE AND THIS WILL PUT US IN A VERY STRONG PLACE GOING FORWARD”

– JEFF OLSEN, CEO, BOART LONGYEAR

on stronger financial footing,” explains Olsen. “As a business, Boart Longyear was poorly prepared for the downturn. Now, we are a much leaner business and are better focused on serving our customers and giving them what they need. We have a better understanding of where the market is and what the market requires. The last thing, which is a substantial difference between 2014 and now, is that we have been able to grow GDS, our technology division.” GDS is focused on redefining the future of mineral exploration through innovative and emerging technologies delivered through industry-leading products and services. “GDS consists of tools that are used to gather appropriate information downhole about the hole itself and about the

drilling. These are tools that already existed in the mining industry, but we’ve introduced our own tools that are better in many ways. We’ve changed our strategy from 2014 from one of just being the preferred driller in the space to we want to help our customers build our ore body knowledge. We do that by drilling and making tools that are more efficient and we also do it by the use of technology. This is a big difference in our business going forward.”

PROACTIVE APPROACH

With a history of being innovators in the drilling industry, the company recognises its place as a leader in drilling methods. “We don’t try to be everything to everyone, and we don’t try and address everything

Grainger Canada

Focus on what matters. Let us handle the rest.

We are committed to providing you with the proactive solutions and supplies you need.

For over 130 years, we have been enhancing our solutions and services so you can continue to keep your people safe and your operations running smoothly.

Through our North American network we are able to provide you with better insights, knowledge, and expertise specific to your industry.

This process is driven by our desire to continuously provide reliable, bestin-class safety, facility maintenance, and industrial supplies so you feel supported and can focus on what matters to you.

Welcome to Grainger!

We are committed to providing you with the solutions and supplies you need. For over 130 years, we have been enhancing our solutions and products so you can continue to keep your people safe and your operations running smoothly. Through our North American network we are able to provide you with better insights, knowledge, and expertise specific to your industry. This process is driven by our desire to continuously provide best-in-class safety, facility maintenance, and hundreds of thousands of industrial supplies that meet your extensive needs.

Visit grainger.ca or contact our Customer Service Centre: 1-888-602-0000; Monday-Friday 7am-5pm customerservice@grainger.ca

“WE NOW HAVE A BALANCE SHEET AND A CAPITAL STRUCTURE THAT SUPPORTS GROWTH, AND WE HAVE AN INDUSTRY THAT IS POISED FOR SIGNIFICANT GROWTH SO WE’RE COMING TOGETHER AT THE RIGHT TIME” – JEFF OLSEN, CEO, BOART LONGYEAR

in the industry but the things that we do well are where we want to be the leaders in,” says Olsen. “The fact that our newest drill rigs have been well received is great, as well as our GDS Group and we’ll see over the next few years just how important these technologies will become. They provide huge cost benefits to our customers but also help stitch together all the different datasets of information they get about their own ore body in what we call a unified

ore body knowledge. When you get full-service information from Boart Longyear drilling, then you have a unified set of information about your ore body in much less time and at a significantly cheaper cost.”

To those on the outside looking in, mining is often regarded as an industry that is old school and doesn’t embrace new technology. While that might be an exaggeration, Olsen agrees that mining is not as quick as other industries to leverage the latest

Petersen inc.

Petersen Incorporated is one of the foremost advanced manufacturing and machining facilities in the world. With modern equipment and capabilities, we have partnered with some of the largest and most recognisable companies around- and are proud to call Boart Longyear a partner.

We congratulate them on their continued success in the advancement of the drilling and mining industry.

Like Boart Longyear, we have many years’ experience in the mining industry, but are also diversified to serve a variety of industries including nuclear, entertainment, aerospace, petrochemical, and hydro to name a few. Petersen Inc. offers complete fabrication, advanced manufacturing, precision machining, design engineering and warehouse/ distribution/3PL services to a variety of customers.

For over 60 years, our team at Petersen Inc. is dedicated to creating the highest quality, on-time productswith complete customer satisfaction. We have locations in Ogden, UT and Pocatello, ID which house 634,000 sq. ft. manufacturing/machining space and over a million sq. ft. in warehousing and distribution.

Are you looking for a safe, reliable, and financially secure partner with the capabilities and capacity to get your job done right? Give Petersen Inc. a call today.

THE MISSING PIECE OF A “WINNING COMBINATION”

Petersen Inc. is a proud partner of Boart Longyear.

Part of the Petersen Inc. logo is the slogan “A Winning Combination.” Partnering with our customers and suppliers, together, we work toward a common goal to provide the highest quality, on-time products and services available.

For over 20 years now we have formed “a winning combination” with Boart Longyear and we strive to partner with YOU on your next project, no matter the industry or size/scale. What can we build for you?

innovations but does expect this to change in the near future as miners look to explore for reserves that will be deeper. “I think the influence of technology is growing rapidly,” he explains. “I believe it’s fair to say that the mining industry is slower adopters of new technology than others. However, once you get a critical mass in adoption then it moves very quickly. We are at that point now where to be competitive and to stay ahead, companies will have to innovate and are increasingly looking to new technology.”

Boart Longyear maintains several key, strategic partnerships and has combined the supply chains for its products and drilling services business together to form one global supply chain. “When we look for partners, it is about the ability to be compliant — it is non-negotiable,” says Olsen. “We work in some tough parts of the world and in our business compliance is key. This is consistent with the way that we approach safety. Another core value is innovation. We know that the way we drill and do business today in 2021 is not the same way we’ll do it in 2031, so it is

important that we are aware of the latest technologies that can drive us forward.”

Moving forward, Olsen is full of optimism about the future of Boart Longyear. “I’m very excited about the next few years,” he maintains. “We will now have a balance sheet and a capital structure that supports growth, and we have an industry that is poised for significant growth, so it is all coming together at the right time.

The ability to invest in our business as the industry grows is important; however, we will always maintain a disciplined approach to our balance sheet. We have the ability to invest in that growth and that investment will ultimately drive value to our stakeholders. There’s a very bright future ahead.”

Ansell

Mining consists of several complex processes that require a keen focus on safety. Whether working in extraction and exploration, crushing ore, or preparing and transporting product, Ansell is the ideal safety partner when identifying the hazards and risks associated with each task and equipping mining workers with innovative application-specific glove and body protection solutions from our extensive product portfolio.

Whether facing risk of cut, impact, abrasion, chemical or other hazards, Ansell can help reduce on-the-job injury and deliver the comfort, performance and protection needed to keep workers safe and productive throughout the day. In open-cast and underground mining, where hazard types are different due to the peculiarities of the materials and instruments used, Ansell begins its process of reducing, mitigating or removing risk with a proper risk assessment. Because the most appropriate PPE solutions to protect against hazards will vary based on each individual company’s unique set of needs, applications and processes, AnsellGUARDIAN®, our free consultative service, helps companies select and implement the right PPE solutions to improve safety, increase productivity and reduce costs.

The strategic relationships and feedback received from our key partners allow our partners to achieve hand and body safety excellence through Ansell’s continuous research, product development, and customer support.

At Ansell, we strive to provide integrated solutions for our partners, from risk assessment to innovative hand and body protection, with the purpose of protecting companies most valuable assets, it’s people.

Phone: +1 801 972 6430 Fax: +1 801 977 3374 www.boartlongyear.com

www.ansell.com/industrial/mining

EQUIPPING MINING WORKERS WITH HAND AND BODY PROTECTION

Choosing the right PPE to manage the challenges in extreme work conditions

Open-cast and underground mining have different type of hazards as the instruments and materials used on the manual work have their own unique risks and consequences. Ansell is the ideal safety partner when identifying hazards and injury risk associated with each task and equipping mining workers with the right solution from our extensive portfolio of hand and body protection. Whether facing risk of cut, impact, abrasion, chemical or other hazards, Ansell can help reduce on-the-job injury and deliver the comfort, performance and protection needed to keep mining workers safe and productive throughout the day.

To learn more, visit our website: Ansell.com/industrial/mining

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

As 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

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

“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 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.

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

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.

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

unit is structured and designed to meet this need offering laboratory, communication electronics and infrastructure.

CYBERSECURITY

“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.

SOAP THROUGH THE CENTURIES

My family descends from a long line of soap-makers that dates back to the end of the 17th century in Germany. My father was the first to set foot in Africa in the early 50’s, and in 1970, he founded Savonor and started manufacturing soap in Burundi.”

For Matthias Kuntze, Chairman of Savonor, the soap-making business is more than just that; it’s a connection to the deep-rooted history of his family spanning centuries across two different continents. With a proud history such as this, it was no wonder why Kuntze followed the path.

“Already as a child, I would

Placing community and sustainability at the core of its hygiene product manufacturing operations, we take a look at Savonor and talk to its Chairman, Matthias Kuntze, about his family history dating back centuries in the business

Writer: Marcus Kääpä Project Manager: Ryan Gray

accompany my father to help out in the factory, quickly learning everything there was to know about production processes and the business in general, and manufacturing has become my passion ever since,” he reflects fondly.

“After my studies, I took over the family business and expanded it into other industry sectors such as beverages and agribusiness.

“We live on a continent that has the world’s most untapped resources and business potential. With its continuously growing consumer markets, Africa is probably the best place to be right now, especially when

it comes to manufacturing and new business opportunities.”

SAVONOR TODAY

In the present, Savonor is a wellestablished regional market leader in the fast-moving consumer goods (FMCG) space. The company’s two main industry divisions are hygiene products and edible oils. Savonor employs approximately 2,000 employees, with the bulk of company turnover generated in Burundi.

“Our industry is vertically integrated: we produce vegetable oil from our own plantations which is then processed in our refinery before being

used in soap production,” Kuntze explains. “With over 40 SKUs, we offer a large choice of high-quality products to our clients. These range from soaps to detergents to sanitisers to other hygiene and cosmetic products, as well as to various types of edible oils.

“Thanks to our strategic location in the economic heart of the country, we also offer a gateway for extensive trade with other regional markets, mainly in Democratic Republic of Congo (DRC) and Tanzania.”

GROWING THE BUSINESS

This strategic location has allowed Savonor to maximise its potential

in the industry and market, and has paved the way for both business growth and developments to help recognise the future expansion of services within the company.

“In 2006, we initiated an important backwards integration project,” Kuntze informs us. “Before then, Savonor’s operations were limited to soap manufacturing, but by the end of 2006, we had successfully set-up a vegetable oil refinery and established agricultural operations in our own plantations. As a result, we are now a vertically integrated industry that is able to capture the whole value chain, from the agricultural raw materials to

the finished goods, for example edible oils and soaps.”

Savonor’s agricultural operations are not limited to its company plantations. The business also invests significantly with regard to both finance and effort in sustainable

SAVONOR HISTORY AT A GLANCE

Savonor’s journey began in 1970 when it was created by Mr. Dieter Kuntze, a German immigrant who came from a long line of soapmakers dating back to the Holy Roman Empire. Savonor was first started as a family business but with time it became one of the largest manufacturing companies specialising in hygiene, food and cosmetic products in Burundi. After his retirement in 1996 his son, Matthias Kuntze, took over.

out-grower programmes and in the area of helping smallholder farmers improve their own individual agricultural practices and resulting yields.

Doing so allows Savonor to contribute to the national agricultural development and the strength of its own local sourcing base. Likewise, through the company’s Agroforestry programme, Savonor also invests in agricultural innovation so as to foster new models of regenerative and sustainable agriculture, utilising the latest methods available in the field.

“As we operate in ‘high-volume/ low-margins market’, it is crucial for us to continuously improve our operational efficiency,” Kuntze tells us. “Our focus on innovation, better technology, and specialised know-how is what allows us to preserve our competitive edge in today’s volatile times.”

This innovative mindset is a primary factor towards Savonor’s position in the industry, but that is not the only

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“We have been operating in the Africa Region for more than four decades. During that time, Symrise has forged strong collaborative relationships with leading FMCG players. It continues to grow jointly with them in categories such as Personal, Fabric & Home Care”, underlines Mr. Rene Hemeier, VP– Africa, Middle East & Turkey for Symrise.

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thing that makes it unique. With a 50-year presence in Burundi, the company has been allowed to build strong roots in the country and the continent. Savonor plays an important role in the Burundian economy and has developed strong bonds with local communities through its decades of business there.

CARING FOR THE COMMUNITY

The company’s model of vertical integration enables Savonor to control its own supply chain and to

THE SAVONOR PRODUCT RANGE AT A GLANCE

LAUNDRY SOAPS:

- Star Gold, Star White, Star Black, Star Blue

TOILET SOAPS:

- Hotel soaps, Orissa, Family soap, Muganga, Shaza

EDIBLE OILS:

- Cooki Pure Vegetable Oil, Cooki Sunflower Oil, Palmola

DETERGENTS:

- Super Blue, Kik, Lavage Magique, Star Fresh

HANDWASHES:

- Soins Doux, Muganga Hand Sanitiser

strengthen its market position. And on top of this, the company’s local presence and brand recognition allows it to connect with its customers and to customise products to the tastes and needs of the local market. This incorporation and care for the community is reflected in the efforts made during the COVID-19 pandemic.

“During the pandemic, Savonor joined forces with UNICEF,” Kuntze continues. “Thanks to the partnership, people were able to acquire soaps for half the cost. At the same time, we run awareness-raising campaigns to teach and inform about the importance of good hygiene and preventive measures to ward off the virus.

“Our bond with local communities is crucial to peoples’ wellbeing and our long-term success. As a main employer in the country, we have a social responsibility to live up to. Our engagement should not stop at the supermarket shelf. This is particularly true in a country like Burundi where extreme poverty is - unfortunatelystill widespread.”

The bonds of social responsibility and governance extend into the realm of environmental welfare as well. For Savonor, the importance of both community-centred aid and environmental sustainability cannot be overstated.

“As part of our CSR practices, our out-grower support schemes have been on-going for many years,” Kuntze elaborates. “In addition to supporting reforestation projects and charity, we recently finished building a health centre that will be donated to a local commune. We also use parts of our plantations to grow medicinal plants, such as Artemisia and Moringa, and food crops for the benefit of our employees and their families.

“Through these programmes, we aim to contribute to better livelihoods for smallholder farmers and local communities.”

AFRICA OUTLOOK: HOW IMPORTANT ARE YOUR EMPLOYEES AND COMPANY PARTNERS TO THE SUCCESS OF SAVONOR?

Matthias Kuntze, Chairman, Savonor: “Our people are our most precious and most important resource. This is not only true for us but should apply to any organisation that pursues a serious vision and goals.

“We consequently invest significant efforts in recruiting the right people for the job and keeping them there. As we grow and improve as an organisation, we also want our employees to grow and develop as professionals. This lies at the heart of our talent retention strategy. On-the-job training and train-the-trainer approaches are crucial to this.

“Supply chain management is always a challenge. This is especially true for a landlocked country like Burundi and in the aftermath of a global pandemic that has disrupted supply chains worldwide. It is now, more than ever, vital for us to work with reliable partners and suppliers that fulfil our requirements on quality, price, and delivery times. They too are vital to our continued success.”

A GREEN VISION

To help build a sustainable future, Savonor’s first aim is to be as sustainable an organisation as possible. According to Kuntze, the company must therefore never lose sight of its own business sustainability, which will then allow it to contribute to creating a more sustainable future for Burundi as a whole.

“We focus both on sustainable

agriculture and on sustainable livelihoods,” he tells us. “Regarding the former, we plan to move towards agroforestry-based regenerative agricultural systems. Regarding the latter, we improve livelihoods by providing direct and indirect employment opportunities to thousands of people as well as through our CSR programmes described above.

“We are optimistic about next year as we expect the post-COVID-19 economic recovery to take off in full swing, also in Burundi. Our key priority is therefore to organise our productive capacities to be ready to support the country’s economic recovery, and better Burundi for the future.”

UNLEASHING THE POWER OF PEOPLE

Sola Oke, Managing Director at Pernod Ricard Western Africa, discusses the importance of people and its talent management strategy

Writer: Marcus Kääpä | Project Manager: Kyle Livingstone

Talent is everything – there’s no organisation without its people.”

To Sola Oke, Managing Director of Pernod Ricard Western Africa, there is nothing more important to his company. Pernod Ricard is regarded as one of the top African employers in 2020 with around 95 percent of its staff from the region.

“Talent retention is critical and one of our key pillars is unleashing the

potential of people,” stresses Oke.

“We truly value our people and for that, we need to understand that initiatives that are about the welfare of our people are fundamental to us.

We also make sure that we grow our talent, developing people in roles and moving them cross-functionally while ensuring they are given opportunities when possible. It’s not just about bringing expert knowledge into the country but also about giving local

talent opportunities. I am certainly a product of that, and Pernod Ricard is one of those organisations that does it successfully.”

HUMBLE BEGINNINGS

Pernod Ricard is the second leading producer of wines and spirits worldwide. Created in 1975 by the merger of Ricard and Pernod, the group has developed through organic growth and acquisitions. Pernod

PERNOD RICARD: TRAINING AND DEVELOPMENT

“We have a few training and development schemes. In terms of training our people, we have very clear development plans for our employees. We have a mentorship programme across Sub-Saharan Africa where we take talent within our organisation and mentor them internally over the course of a year. We also have another programme that is more global and provides our talent an opportunity to develop and grow internationally within the group with people that they aspire to be like.”

- Sola Oke, Managing Director, Pernod Ricard Western Africa

“TALENT RETENTION IS CRITICAL AND ONE OF OUR KEY PILLARS IS UNLEASHING THE POTENTIAL OF PEOPLE” - SOLA OKE, MANAGING DIRECTOR, PERNOD RICARD WESTERN AFRICA

Ricard, which owns 16 of the ‘Top 100 Spirits’ brands, holds one of the most prestigious and comprehensive brand portfolios in the industry, including Absolut Vodka, Ballantine’s, the Glenlivet Scotch whiskies and Jameson Irish whiskey, to name but a few. Pernod Ricard’s brands are distributed across over 160 markets and by its own salesforce in 73 markets.

The company’s Nigerian affiliate was established in 2010 to cater to the Nigerian market. The firm is in charge of importing products and the local marketing development for all brands in the Pernod Ricard portfolio. Oke has served in his current role since August 2020. Having started out in the IT industry, Oke actually found

his way into the beverage industry by ‘chance.’ “I then moved into marketing because the team needed a project manager and I fell in love with it,” explains Oke. “I joined the innovation team and entered Pernod Ricard as a Marketing Director before moving into a Managing Director role before coming here.”

Reflecting back, Oke believes that Pernod Ricard has always offered opportunities, something he himself has benefited from. “Pernod Ricard is an organisation where there’s cross functional opportunity. I moved to South Africa as a Managing Director focused on five countries surrounding South Africa: Zambia, Zimbabwe, Botswana, Malawi and Mozambique and it’s been an incredible journey,”

PERNOD RICARD WESTERN AFRICA

he stresses. “I enjoy travelling so it was ideal for me to travel across the five countries before COVID-19. For me, it’s about meeting new people, understanding cultures and exploring consumers in multiple markets and how you differentiate and localise whatever strategy you have to get our products into the hands of our consumers.”

Pernod Ricard is a consumer-led company and strives to be customercentric in everything that it does. Oke’s Nigerian team operates as a small unit that is young, agile and reflects the brands that it serves through immersing itself in those brands. Oke believes this capability is what sets it apart from others in the space.

“For example, Jameson is changing the narrative in Nigeria where we focused on specific communities to immerse the brand. We built equity for the brand through those communities and now getting a lot of the rest of Nigeria to buy into it,” explains Oke. “We’ve created this really cool brand where everyone wants to be seen drinking the brand.” Indeed, according to the latest International Wine and Spirits Record (IWSR), Jameson has grown 216 percent in a single year to become Nigeria’s leading whiskey brand.

SETTING THE STANDARD

Furthermore, retaining its position as the number one luxury spirits company globally is important to

Pernod Ricard. “Quality to us is vital,” stresses Oke. “We have the biggest portfolio of spirits brands in the world and there’s no category of spirits that we don’t have a product in so we’re able to tap into that global resource and look for opportunities within our market. If we see an opportunity in any category, or we see the potential in something then we don’t need to start from the beginning – we can adopt, adapt and make it local.”

The importance of establishing key, strategic relationships with partners is integral to long-term growth within the organisation. Oke recognises the value in forging mutually beneficial and sustainable relationships with suppliers and stresses how vital it is to develop these partnerships over time.

PARTNERS IN CONVIVIALITY

The partnership between X3M Ideas and Pernod Ricard started in July 2014. The Steve Babaeko-led team had the vision to be the best local agency providing global solutions to drive innovative marketing ideas and strategies that support and build its clients’ businesses, while Pernod Ricard had the ambition to achieve leadership and become the number one Spirits and Wine company. Both parties’ goals were aligned and so an authentic connection materialised.

The first task was to launch the Chivas whisky brand in Nigeria. X3M ideas came out swinging with the “Taste Of Luxury” campaign in 2015, introducing Chivas as the world’s premier luxury whisky for successful men with refined taste. In the same year, the agency was also heavily involved in “The Venture”, a Chivas project created to reward social entrepreneurs, not just for being successful in business but also for having an impact on their society. The tone was set and the X3M-Pernod Ricard tag-team was going for more wins.

After taking the whisky scene by storm, the trust between Pernod Ricard and X3M had grown stronger so it was time to stop settling and take the relationship to another level. Martell entered the X3M fold in 2015, signing MI Abaga as an ambassador. In 2016, with the help of X3M, the Martell brand made a disruptive opening statement. Riding on “The Plan Was Never To Settle”, Burna Boy was announced as a brand ambassador and Martell got the full attention of competitors.

X3M Ideas began its Jameson journey in 2016 by providing support for trade activations, and then in 2017, the agency helped launch the “Triple Distilled, Twice As Smooth” campaign, breaking the Jameson

brand out in all its authenticity as a new culture influencer. Next, Absolut Extrakt was introduced as a spice for nightlife and got hot among party-goers.

It became clear that Pernod Ricard and X3M Ideas together were a super team, and that was when the agency got entrusted with the keys to the kingdomAll the Pernod Ricard brands.

In September 2017, X3M Ideas expanded its reach to Southern Africa and it only seemed right for Pernod Ricard to stick with a trusted partner even in a different region. A parallel journey of success began in deja-vu fashion, with Chivas leading the way. The agency helped communicate the brand’s belief that just like their whisky, our unique blend is what makes us who we are, and that with collaboration, greatness is achievable. Then came the Beefeater Pink Gin, a game-changer with a unique identity created by X3M.

Today, the solid bond between X3M ideas and Pernod Ricard continues to stretch across Africa, and through years of winning together, the super team still creates memorable brands and unforgettable experiences for consumers.

www.x3mideas-ng.com

“We produce our mainstream spirits such as Imperial Blue locally and have developed the team in terms of understanding the production process, our quality requirements and have brought in experts to train the local team,” explains Oke. “We have a dedicated production manager on the site who guides the process and continues to train the team in terms of ensuring the product is at the standard that we want. Training, education and exposing them to the experts are important and we continuously have sessions with them to spread understanding of our brands. It’s not a supplier type of relationship, we value long-term partnerships and develop these relationships over time.”

For Oke, there are several key characteristics that any potential partner must display in order to partner with Pernod Ricard. “Trust and integrity in the market that we operate in is important,” stresses

Concept 61

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They want their brand to speak volumes and stand out. At Concept 61 Limited we have a special drive to provide innovative solutions that significantly ensure our clients’ business succeeds.

We provide complete branding services for people to efficiently express their ideas.

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Oke. “They need to have the drive for quality in their business and possess the passion for the business. The values need to be aligned with ours and in those suppliers, we look for that commitment. We also need them to have that ability to innovate and that level of agility, particularly in the industry we work in.”

GOING GREEN

In today’s world, sustainability is no

longer just a ‘nice to have’ but something that is paramount. Pernod Ricard is currently undergoing a drive to eliminate plastic and promote responsible drinking throughout Nigeria.

“We achieved our goal of removing single-use plastics by the end of June 2021,” says Oke. “For example, we’ve begun to use recyclable materials in the production of the plastic cups that we use for events. As part of that, we’ve developed our relationships

Sola Oke, Managing Director at Pernod Ricard Western Africa

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with local suppliers to help us accomplish that. Some of our suppliers didn’t have the machinery but armed with our commitment, they’ve sourced the machinery and started the local production in Nigeria whereas they didn’t have the capability before. The other thing that we’re doing with suppliers is our secondary packaging,we’re beginning to locally produce them through these local partnerships.”

Our printing solutions answer a vast array of branding needs from our clients, be it basic or tailored client specific requirement. We offer different services we know can improve the output of our clients.

Our services include:

• Large format printing • Kiosk fabrication

• Promotional items • POS materials

• Signage fabrication amongst others.

When it comes to promoting responsible drinking, Pernod Ricard takes its position seriously. Indeed, Oke explains that his company tries to promote the positive messaging across all its advertising campaigns. “We’re training a lot of bartenders on our brands and products to make sure the responsible drinking message

is carried by the people that serve the drinks,” Oke tells us. “We also encourage hydration in a lot of our messaging and reminders that we convey to our consumers.” The new disruptive campaign from Pernod Ricard on responsible hosting focuses on “Drinking more Water”. Looking ahead, Pernod Ricard harbour ambitions of being the leading wines and spirits company in Nigeria and Western Africa. However,

Oke goes further and insists that his firm wants to do more for the local community.

“We want to be an organisation that is deeply rooted in our communities and gives back” he tells us. “Beyond just being a company in Nigeria, we want to be known as an international firm, but also locally recognised for being a strong part of the communities that we operate in and impacting them positively – that’s important to us.”

Tel: +23481 837 02437 info.WesternAfrica@pernod-ricard.com www.pernod-ricard.com

SOUTH AFRICA BORN AND BREWED

Sphe Vundla, Brand Director at South African Breweries (SAB), discusses what sets SAB apart as a brewer and a long-standing South African corporate citizen, profiling its economy boosting programmes

Writer: Marcus Kääpä Project Manager: Kyle Livingstone

From farm to bottle, South African Breweries’ (SAB) beers are 97 percent locally sourced.

The company recognises the true value in empowering the country it serves to work first-hand with the people that call the country home.

Indeed, according to Sphe Vundla, Brand Director at the firm, all of SAB’s operations are localised to each specific country they operate in.

“Wherever you see the SAB logo, you’re looking at an investment,” explains Vundla. “SAB is proud to have played a large role in revitalising the township economy through several initiatives, aimed at empowerment and job creation. We’ve reached 20,000 taverns in South Africa through a smart trader initiative and helped to upgrade tavern infrastructure across three provinces. Our investment into the township economy has helped to empower many black entrepreneurs, predominantly women, with many of SAB’s products proudly being sold in shebeens across the country.”

Today, SAB has a beer value chain of 250,000, impacting just over one million livelihoods. Its wide range of products are anchored in some iconic

beer brands such as Castle Lager, Carling Black Label and Castle Lite, but it also has its own growing beyond beer portfolio including Brutal Fruit, Flying Fish Selzer, Shine Club wine and Black Crown gin and tonic.

PLAYING A KEY ROLE

The food and beverage industry, among many other sectors, has experienced a tumultuous 18 months. In fact, SAB had 165 days out of business and experienced four alcohol bans.

“This has grown the industry in resilience and collaboration even as we have seen the sad close of craft and micro-breweries,” explains Vundla. “The pandemic has forced an evolution in leadership that has shaped strategic thinking, developed deeper compassion for people and mental health issues, and made ‘pivot’ more than a buzzword but a critical necessity for survival.”

Indeed, SAB had little choice but to face the disruption head-on and even

A BRIEF HISTORY

SAB is born and brewed in South Africa since the company’s humble beginnings over a century ago in the midst of Johannesburg’s pioneering days of the gold rush. Its history can be traced back to Charles Glass and the Castle Brewery that he started in 1888. Glass insisted that his brewery sell only the finest beers, which were highly sought-after by the 200 pubs that had sprung up in the city at the time. That level of quality has stayed with the firm since the beginning.

provided relief for its suppliers while helping its staff on a personal level too. “Now more than ever, we need to be responsible together,” discusses Vundla. “That is why we remain committed to helping government, medical institutions and our stakeholders as we work to securing a better tomorrow for us all.

“We’ve donated significant figures to The Solidarity Fund and 17,000 food parcels to taverns. We have also donated over 150,000 litres of hand sanitisers to key government departments as well as 100,000 face shields. We’ve also supplied vast amounts of PPE and medical supplies to the Eastern Cape Department of Health and Gauteng Health Department.

“But our fight doesn’t stop here. We will continue to support South Africa and its people, in any way possible, during the COVID-19 pandemic.”

Since the merger with AB InBev in 2016, SAB has invested R1 billion which has a core focus of transforming the South African

societal and economic conditions, making it one of the biggest Public Interest Commitments (PIC) in South Africa. Over the past five years, these PICs have focused on agricultural development, entrepreneurship, promotion of local manufacturing and sourcing, and contributing to the improvement of society sustainability and educational initiatives.

“Through the agricultural development programme, SAB has been able to develop and capacitate over 920 new emerging farmers and increased local barley production by 63 percent as compared to 2016 output levels within the sector. The company has also invested R190 million through the

SOUTH AFRICAN BREWERIES: A CLOSER LOOK

SAB is not just a brewer, but a key driver of the South African economy with a direct employment of more than 6,000 people as well as 1,300 farmers and 250,000 suppliers and retailer employees. Vundla explains that the industry supports over one million livelihoods that span across different sectors of South Africa.

“In addition, we are a company that puts responsible consumption at the centre of what we do,” explains Vundla. “We are advocates of responsible consumption and we will soon launch a new responsible consumption platform that will create awareness on how consumers can enjoy our products responsibly. SAB has implemented numerous evidence-based initiatives in partnership with local government authorities that have been proven to positively impact our communities.

“An example of this are our AEC’s (Alcohol Evidence Centres). This is an initiative where we partnered with provincial local departments of transport to fund and implement these AEC’s. This has assisted government in reducing the number of fatalities in the roads in regions across the country.”

SCHULLPAK

Schullpak is one of South Africa’s leading suppliers of equipment and technical services to the packaging industry. Our company has built up a strong reputation for manufacturing and installing top quality products to enhance the productivity of our client’s plants, for over 21 years.

Various disciplines are covered, which include the manufacturing of a range of conveyors, bottling line automation, manufacture and installation of high speed bottling equipment and mechanical/electrical restoration of existing equipment. Schullpak also undertakes work in the process and services sector of the industry whereby piping and fabrication are key elements of the company’s routine. We cover all scales of industry, whether it be mass production bottling plants, small to medium craft breweries, or small scale wineries.

Schullpak is an engineering company that provides high quality products and services for the food and beverage packaging industry. We help our customers meet their potential in maximizing efficiency, productivity and profitability. We provide turnkey solutions to our customers, where project management is reduced and ownership is placed with one entity, allowing customers to continue with normal operations while executing the project. We understand our customers’ needs and we are relentless in ensuring that they are met. With thousands of successful projects around the globe, and our multi-disciplined and highly skilled staff, we have more than enough experience to help you reach your goals. Below are some of our key areas of expertise. For more details, please visit our website at www.SCHULLPAK.co.za

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SOUTH AFRICAN BREWERIES

PIC to uplifting communities through the provision of education, mentorship opportunities and promoting environmental sustainability, with R200 million being directed to the Enterprise and Supplier Development.”

Today, the importance of implementing greener initiatives into operations is something that can’t be ignored. Many companies are recognising the value in being more environmentally friendly and it is this sustainable approach that is beginning to act as a real competitive advantage if conducted correctly.

“Through the SAB Foundation, which provides funding for small, medium and micro-sized enterprises in order to contribute to the economic and social empowerment, more than R421 million to date has been invested in social innovation, disability empowerment and SMMEs,” discusses Vundla. “The SAB Foundation’s primary beneficiaries are women, youth, people living with disabilities and people living in rural areas, from low-income backgrounds.”

SAB places significant emphasis on diversity and is striving towards its goal of increasing female representation in South Africa. These are:

• Talent Acceleration Programme (TAP) – The TAP programme is a graduate internship that runs for 18 months. Talented graduates across the business in six-month rotations. The intake of these groups all aim to over-index to females and in SA AIC (African, Indian, etc) females.

• DraftTalent – Similar graduate programme to the TAP programme but aimed at building marketing and DraftLine talent. Also aimed at over indexing candidates towards females.

• Female District Manager programme – Talent development programme that aims to empower and equip aspiring leaders with the right skills and expertise to progress to management level roles in South African sales.

Process Solutions Automation

Customers are core! P-S-A prides itself on a reputation built on supplying expert engineering solutions without compromise.

P-S-A has roots in the food and beverage industry with P-S-A’s primary focus in brewing. P-S-A have vast experience and knowledge in the design, manufacture, and automation of hygienic process systems also supplying single components, spares, and services from many European companies. P-S-A now focuses on providing refrigeration solutions within this industry!

P-S-A’s dynamic team of process, refrigeration, automation, and electrical engineers can offer customers turnkey solutions. www.p-s-a.co.za

Steam Generation

Steam Generation Africa is well geared to sell and service a “best of breed” range of Industrial Steam, heat recovery boilers, Steam Generators, and related Spare parts.

All the products are supported by a professional team offering a range of cost-effective installations, after-sales services, repairs, maintenance, spare parts and statutory inspections.

Steam Generation is ISO3834 certified and specializes in all plant utility pipework, design and calculations

Steam Generation is the African Distributor of Cochran (UK) Steam, Hot water & Heat Recovery boilers as well as for Autoflame Combustion Controls (UK), Limpsfield burners (UK) and Certuss Steam Generators (Germany).

SOUTH AFRICAN BREWERIES

CSR PROGRAMMES

The SAB Foundation’s Flagship Programmes include:

SOCIAL INNOVATION AWARDS

SAB’s focus on social innovation is underpinned by its belief that business as usual will never solve the challenges that exist in society today. It is necessary to invest in innovation that enables the company to do things more effectively, affordably and at scale.

THOLOANA ENTERPRISE PROGRAMME

The SAB Foundation Tholoana Enterprise Programme is an 18-month programme that supports entrepreneurs to become successful and resilient

business owners through extensive entrepreneurial skills development, mentorship and access to markets, finance and practical business tools and templates. Connection to peers around the country builds a powerful network of opportunity for participants long after the programme has ended.

DISABILITY EMPOWERMENT

Unemployment amongst people with disabilities stands at over 70 percent in South Africa. In addition, there are many challenges with disability access. With this in mind, SAB find, support and scale social innovations which provide solutions for people with disabilities and work with organisations such as Mode, who develop and train entrepreneurs living with disabilities.

RURAL CATALYST PROGRAMME

SAB supports strategic farming models and initiatives in areas where there is high poverty.

Project Imifino

Outlook Creative Services

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

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#NONEFORTHEROAD

In November 2019, SAB launched its #NoneForTheRoad campaign which was created with the aim of encouraging responsible behaviour and helping to establish safer roads. To help get this project off the ground, SAB partnered with the Department of Transport, the Road Traffic Management Corporation and local policing authorities to launch several AECs across the country to help curb incidents of drinking and driving.

“Law enforcement officials are able to effectively detect alcohol levels at the facilities. SAB hopes to normalise #NoneForTheRoad amongst South Africans so they are consistently aware of their behaviour and how their choices have an impact on them and others,” says Vundla. “SAB also actively encourages consumers to make smart drinking choices such as ‘pacing’ by alternating between alcohol and non-alcohol drinks during social occasions.”

We offer quality maintenance on conveyors and packaging machines.

SAB sources almost 100 percent of its raw materials, locally supporting 2,739 suppliers of which approximately 1,345 are smallmedium-micro enterprises that support over 140,000 jobs.

“There are many factors we consider when looking for a partnership but key amongst these is agility and resilience - as we are an FMCG company this is

critical,” explains Vundla. “The recent pandemic highlighted the importance of partnering with suppliers that can quickly turn challenges around and are agile and able to transform quicker.” Looking ahead, Vundla is full of optimism for the future of his company and South Africa as a whole. “I am aiming to conduct a great deal of work around positioning the SAB brand and ensuring that all our brand’s activities and platforms are deeply rooted in our purpose in a manner that delivers with impact and transforms our business and the nation.”

PAN-AFRICAN PLASMA-DERIVED MEDICINES

Focused on delivering human plasma-derived medicinal products to an international client base, we take a look at the National Bioproducts Institute and discuss the how and why behind the company’s nonprofit mission

Writer: Marcus Kääpä | Project Manager: Callam Waller

Established in 1994 as a pharmaceutical manufacturing business in the African healthcare space, National Bioproducts Institute (NBI) has come a long way.

Today, the company operates as a private, non-profit entity based outside Durban, South Africa, with a core focal business relating to the pharmaceutical manufacture of human plasma-derived medicinal products; a range that includes clotting factors, immunoglobulins, albumin solutions and solvent detergent treated dried plasma.

“We also develop and manufacture diagnostic kits and diagnostic monoclonal antibodies used in the South African and international markets,” begins Shanay Singh, Head of Business Development at NBI. “We are Africa’s only plasma fractionator. We supply products via our own sales and marketing efforts as well as through our partners in other countries to business clients and patients all over the world, such as

those in the US, China, India, France, and Australia.

“We are only able to achieve this level of business through our dedicated workforce. There are over 270 employees that drive NBI to be what it is; they are the gears behind the company.”

NBI’s comprehensive range of plasma-derived medicinal products are registered with the South African regulatory authority, the South African Health Products Regulatory Authority (SAHPRA). Several of these are listed in the South African Essential Medicines List as well as the World Health Organisation’s Essential Drug List.

“Being a non-profit company gives us a really unique perspective in the industry,” Singh explains. “We are able to put the patients’ needs first, witness their responses to the company, and direct all of our efforts towards specific needs that derive from this. At the same time, we invest in our employees, which really allows our mission to flow and allows us

to provide quality and life-saving products to more patients across more locations.”

NAVIGATING COVID-19

Throughout the trying period that has seen the vast industry impacts stemming from the COVID19 pandemic, the international healthcare sector has been pushed into higher gear. Despite this, NBI has been able to operate more or less as

they had prior to the pandemic.

“We’ve been lucky and fortunate enough to have experienced incredible stability during this time,” Singh reflects. “I think that this has been due to the nature of our products being used for, in many cases, rare diseases. But we have tried to play our part during this period, firstly by continuing to support our patients with pharmaceutical needs during the pandemic, but also through

joining the COVID-19 Plasma Alliance that saw major plasma fractionators across the globe investigate the use of immunoglobulins in the treatment of the virus.”

EXPERTISE IN THE FIELD

Another side to NBI’s help during the pandemic has been the support it has provided its staff. As the backbone of the company, and as the key individuals that collectively oversee

and make happen the manufacturing of human plasma-derived medicinal products, NBI has recognised the importance of employee safety and welfare and has acted with such in mind.

“Certainly, from an employee perspective we have sought to support staff as much as possible,” Singh affirms. “Most of our nonmanufacturing staff, those who didn’t need to be in the office and worked

remotely, we have always ensured that they have the correct equipment and whatever else they need.

“NBI has always offered employee wellness services, and this has overall been very successful. The company has not had a single day of production loss which we are very grateful for, and this largely comes down to the dedication of our employees, especially during this period.”

For NBI, these dedicated individuals are a primary asset and very difficult to find. As Africa’s only plasma fractionator, fractionation experience becomes a rare commodity within the continent and sector.

“I believe that we are quite fortunate in that many of our employees have stayed with us for decades,” Singh tells us. “In general, we have a very high retention rate. Many of our people stay with us for decades across the business regardless of the levels of seniority, and this low employee turnover rate enhances the retention of knowledge,

NATIONAL BIOPRODUCTS INSTITUTE –COMPANY MISSION

NBI strives to meet the needs of patients and improve their quality of life by providing protein therapies and services within the South and Sub-Saharan African region and diagnostic products globally.

This will be achieved by:

• Building and maintaining value-added partnerships with stakeholders in the public health environment.

• Continuously providing a dynamic range of products and services.

• Being cost effective, efficient, and competitive.

• Strict compliance with internal, national, and international quality standards and regulatory requirements.

• Committed employees who are qualified, competent, and empowered.

• Behaving in a socially and environmentally responsible manner.

• NBI is respectful that donated human plasma is a scarce national resource and is committed to optimising its use for patients.

• NBI will show care and concern for the wellbeing of its employees, the patients it serves and the wider community.

CARING FOR YOU CARING FOR ESWATINI

Since 1985 we have been caring for Eswatini with high quality and affordable pharmaceuticals, disposables and devices. We offer various products, services, pharmaceutical, disposables and devices to both government and private clients.

Swazipharm is able to provide your organisation with any of the above products. We can also source specific products that your organisation may require according to your specifications. We offer you a free consultation on different medical product specifications, availability or variety through our team of experts. This will allow you to be able to make informed decisions and ensure that you get the right product.

AFRICA OUTLOOK: CAN YOU TELL US ABOUT YOUR CAREER PAST AND HOW YOU CAME TO WORK FOR NBI?

Shanay Singh, Head of Business Development:

“I started working in the healthcare sector as a hospital pharmacist and after a couple of years I moved into clinical work.

“This was a great opportunity because I was able to help patients and make an instant difference to their lives. When I started this line of work, I thought it was a good idea to undertake further higher education, so I chose a master’s in Clinical Pharmacy and eventually an MBA. About halfway through my clinical master’s course I was approached by a large multinational pharmaceutical company who needed a person from the clinical field in their business development team.

“For me, this was an opportunity to help patients on a much larger scale and so I took the chance. After six years with the company, I had progressed in my responsibilities and positions and had also picked up the business side of company operations.

“Following this, I joined NBI as the Head of Business Development, and here I remain!”

skill, expertise and familiarity.

“But where we have open positions, it can sometimes become difficult to find people to fill them. We begin with internal promotion first, where possible, and then we look externally. Whoever we recruit, we do so with potential in mind and we are investing in their personal and professional growth to reach the level that is required by the business.”

NBI ensures that it makes and retains key suppliers in order to continue providing its client base with its human plasma-derived medicinal products. Due to the company’s unique place in the industry and the continent, strong and reliable supplier partnerships are vital to this continuation.

“We have strong relationships with our existing suppliers in this regard,” Singh says. “These are critical when it comes to securing materials and adding revenue streams to the business.

“NBI also has been involved with programmes that work with blood services in various countries across Africa, working alongside them to secure high quality plasma to help enhance and meet quality standards that provide accreditation for industry use. We generally try and collaborate as much as possible to secure plasma and supply partners.”

MOVING FORWARD IN HEALTHCARE

Since its inception, NBI has traditionally been a product-oriented company. But moving forward, NBI is taking the opportunity to offer its clients a new range of services to best help those who need it.

“We have a whole new suite of service offerings that we are going to launch soon,” Singh elaborates. “These new services present a huge opportunity for us, both in terms of the expertise we can deliver but also in supporting the local and international pharmaceutical companies that are in search of such service providers.”

“WE ARE ONLY ABLE TO ACHIEVE THIS LEVEL OF BUSINESS THROUGH OUR DEDICATED WORKFORCE” – SHANAY SINGH, HEAD OF BUSINESS DEVELOPMENT, NATIONAL BIOPRODUCTS INSTITUTE

NBI is aiming to introduce a multitude of different offers, from contract manufacturing and biotech services to sales and marketing, enabling the company to provide its clients with a greater calibre of options.

“Contract manufacturing will regard sterile products that have seen a rather high demand, especially among corporate clients,” Singh informs us.

“Our suite of biotech services that we are able to offer includes custom antibody creation and manufacture.

“We are also hoping to add value to our clients through our strong sales and marketing presence. This will additionally consist of a greater focus on partnerships and promotional products in South Africa through the division. NBI works with many different medical groups and so we will be able to offer sales and

marketing support to these people.” These expansion plans will bring great value to NBI’s patients both in South Africa and globally, with a focus on a number of areas such as introducing new products and the growth of supply for existing products; an aim that aligns with the company’s three-to-five-year goal of bettering the health of patients internationally.

NATIONAL BIOPRODUCTS INSTITUTE

Tel: +27 (0)31 714 6700 info@nbisa.org.za www.nbisa.org.za

ICARING FOR BOTSWANA

Serving as the country’s companion for healthier, happier lives, the Botswana Medical Aid Society (Bomaid) is a leading private medical provider

Writer: Phoebe Harper | Project Manager: Callam Waller

n Botswana, conditions are conducive to good health.

Known for its stability, the country’s warm, dry climate and lack of surface water means that Botswana benefits from a minimum amount of the tropical diseases that are so prevalent in other African countries.

That being said, as with many developing countries, Botswana’s healthcare systems are primarily

designed to handle acute decisions and diseases. Since 1966, the country has been carried on an upward trajectory of rapid economic growth, with an attendant ageing population. With this improvement and Botswana’s steadily strengthening position as an upper middle-income country, the health sector has taken significant strides in the implementation of universal healthcare access for the majority

of the population.

Nevertheless, the growing ageing population, combined with the threat of non-communicable and fatal intestinal and respiratory diseases continues to put further strain on the country’s healthcare services, alongside the threat of HIV/AIDS as an epidemic that still plagues Botswana today, despite boasting one of Africa’s most advanced treatment programmes.

OUR SERVICES

• General X-ray

• Ultrasound

• Mammography

• Bone Density & Body Mass Index

• IBreast Exam

• MRI

• CT Scan

• Cardiac Ultrasound

BOTSWANA MEDICAL AID SOCIETY (BOMAID)

The latest onslaught of the COVID19 pandemic has also further complicated the system, with a lack of resources and widespread significant disruption of services.

The country’s public health policy comprises basic health services in small primary care facilities dotted throughout villages with a population of over 500 people, alongside the two major national referral hospitals at Francistown and Gaborone. The system operates within a decentralised network of primary healthcare facilities. Turning to the private sector, Botswana hosts an increasing number of private medical clinics to coincide with the development of the urban upper class. This predominantly comprises specialists operating within private health businesses.

Enter the Botswana Medical Aid Society (Bomaid).

With a reputation as ‘the medical aid you can trust’, Bomaid is the private medical provider whose comprehensive services cover the livelihoods of our 85,000 Botswanans. Designed to inspire confidence, Bomaid serve private, institutional, and individual customers with an extensive product range. The company is self-administered and operates as a fully accredited member of the Board of Healthcare Funders (BHF).

As a non-profit organisation established in 1970, Bomaid was

founded by a consortium that sourced its initial membership from audit firms, parastatals and Botswana’s banking sectors. These businesses gathered with the aim of pooling funds to assist their employees in defraying medical expenses.

After officially celebrating their 50th anniversary just last year, Bomaid represent Bostwana’s oldest private medical aid scheme. It is this longevity that attests to their success and esteemed reputation in the sector, combined with their prioritisation of both innovation, and excellence.

“OUR MISSION IS TO PROVIDE COMPETITIVE AND DIVERSE HEALTH CARE SOLUTIONS FOR MEMBERS THROUGH INNOVATION AND EXCELLENCE” - BOMAID

Trust us to see right through you…

What does this mean exactly? In today’s modern world, technology is the way forward in many industries and no more is that true than in the medical industry. Within the medical industry, Radiology has been at the forefront of the technological revolution in medicine. The reason being, the more we can see right through you, the more we know what to do. We have all heard the word, diagnosis. Go to any General Practitioner, (GP) Physician, or Specialist Consultant – the first thing they do is reach for a referral document. They need to see right through you in order to diagnose, to eliminate the cause of your pain. For the reason you are visiting a medical practitioner is to understand the source of your pain.

These two actions will lead the Doctor to a closer diagnosis of your ailment. Which ultimately determines the course of action he/she will take to alleviate your pain and hopefully find a cure for your condition.

The importance of a good Radiology diagnosis depends on a number of aspects.

1. The right technician, (Radiographer) who has knowledge and expertise in carrying out the scan

2. An experienced and knowledgeable Radiologist (who is a doctor in radiology imaging) to interpret your scan and report its’ findings

3. Reliable machinery that is accurate in scanning and literally seeing what is the cause of your pain

We at Village Imaging are EXPERTS in SEEING RIGHT THROUGH YOU. We are the only fully integrated and comprehensive Radiology practice, offering;

• MRI Scanning

• CT Scanning

• Ultrasound Scanning

• X-Ray Scanning

• Mammography (Women’s Breast Cancer Screening)

• Bone Density (Scanning that determines how strong your bones are and your total body muscle mass)

• Echocardiography (Heart Scanning)

Not only are we the experts, and have been in operation for over 13 years, we are trusted by over 200 referring Doctors who trust Village Imaging to see right through you.

We pride ourselves in our endeavor to ensure a 24 hour turnaround time on all radiology reporting, using technical assistance from expert Specialist Radiologists’ in India for second opinions where needed via Tele-radiology.

Our experienced team perform their duties with skill and exceptional bedside manner, ensuring the patient is informed at all stages of their scanning and made.

We operate from Village Medical Centre, located in the Village, Gaborone. We have adjunct services of a Cardiologist, Pathology, Physiotherapist, Pharmacy, General Practitioner, Naturopathic and Dentist.

Village Imaging is set in a leafy, residential part of Gaborone and easily accessible from all areas of the city. Being an in-community Radiology practice we can ensure a fast turn- around for patients which is vital during COVID-19 times where patients do not want to be in crowded spaces.

CONNECT YOUR BUSINESS WITH SADC, AFRICA, AND THE WORLD VIA MRI BOTSWANA’S CONTACT CENTRE SOLUTIONS.

MRI Botswana is a leading provider of innovative, integrated healthcare services. Throughout a two decade plus tenure, the organization has grown into a leading provider of outsourced inbound and outbound Contact Centre services in the private , public, and nongovernmental sectors across the region.

Our highly skilled and dedicated agents leverage our scalable robust future fit multichannel platform connecting businesses to customers and stakeholders 24hours a day.

ENSURE THAT YOUR BUSINESS DOES NOT SLEEP.

Experts in Emergency Medical Evacuation When Seconds Count

GET EMERGENCY MEDICAL SERVICES ANYWHERE IN THE SADC REGION WITH MRI BOTSWANA MEDRESCUE SERVICES

MRI Botswana Limited is a leading provider of integrated and innovative healthcare services with over 25 years of experience in Botswana. With its Emergency Medical Services known as Medrescue the company offers a countrywide Emergency Medical Services through a network of skilled paramedics, emergency doctors, nurses and emergency medical dispatchers

with ground and air ambulances. Medrescue has evacuated and provided escort services to international destinations such as South Africa, Zimbabwe, Zambia , Namibia USA, UK, New Zealand, India and Canada.

BOTSWANA MEDICAL AID SOCIETY (BOMAID)

BOMAIDHEALTH PLAN OPTIONS

• Comprehensive Health Plans - Health Plans A, B and C are tiered to offer three levels of medical aid cover. Health Plan A is the entry-level option while Health Plan C is the executive health plan option.

• International Student Health Plan - The Bomaid International Student Scheme (ISS) is a comprehensive student medical cover that guarantees access to medical care both locally and abroad. Available as an annual subscription to learners studying either locally or regionally, Bomaid’s ISS is the most convenient and affordable way to provide for student healthcare.

• Outpatient Health PlanA scheme that covers an extensive range of services.

COMPREHENSIVE, COMPETITIVE HEALTH COVERAGE

Bomaid leads with the mission to provide competitive and diverse health care solutions to its members. It achieves this through the implementation and offering of various health plans geared towards corporate or individual Bomaid clients, with customisation available to suit corporate requirements. These are divided into three categories; comprehensive, outpatient health plans, and plans suited specifically to international students. Comprehensive plans are tiered to cover three levels of medical services, ranging from entry level to executive, beginning with basic affordable health options for outpatients.

Meanwhile, Bomaid’s international student health plan, known as the Bomaid International Student Scheme

(ISS), is a comprehensive student medical cover that guarantees access to medical care both locally and abroad. Available as an annual subscription to learners studying either locally or regionally, this plan represents the most convenient and affordable way to provide for student healthcare.

Lastly, the outpatient health plan is an extensive scheme that encompasses a full range of benefits as standard. This ranges from consultations and dental work to traditional healing and funeral benefits, with a whole host of others in between.

Outside of the framework of these plans, Bomaid also cover out of hospital, in hospital benefits, dread disease benefit, managed care, and value-added benefit. To deliver this extensive coverage, Bomaid relies on a varied and comprehensive network of service providers across Botswana.

MRI Botswana (MRIB) is a leading provider of integrated, innovative healthcare services and related healthcare solutions in Botswana. MRIB has been in existence for 30 years (circa 1991) with the sole mission of saving lives and delivering unparalleled care to those in need in Botswana and beyond. We pride ourselves in helping those in need when seconds count with the highest level of customer care; and we dispatch our services with the utmost integrity.

With the onset of the COVID-19 pandemic MRIB sprang into action with the launch of innovative products and services assisting thousands in need via COVID-19 screening (first to market with rapid antigen testing), treatment (in clinics and at home) and transporting patients in dire need of hospitalization, in country and beyond the border (South Africa).

In 2021 MRIB entered into an international partnership with a media production house. During the shoot of a well-known, American TV series in Botswana’s famous Okavango Delta, MRIB’s Emergency Medical Services was outsourced to provide medical concierge services to onsite production crews in the filming of two (2) episodes. Due to the extreme environments in which the production was made, MRI Botswana deployed two of its seasoned medical doctors to provide health services in the form of Advanced Life Support, general healthcare services as well as COVID-19 screening services which was and remains crucial during this pandemic. In addition, a

fully equipped 4X4 (all-wheel drive) bush ambulance and provision of air evacuation service were on stand for the duration of the shoot in case of emergencies.

In the same year the organization signed a partnership with Botswana’s leading Insurance group Botswana Life Insurance Limited (BLIL) to deliver Emergency Medical Services through a product rider called Thuso 992. Thuso 992 avails the provision of emergency medical services by MRIB, from the scene of a medical emergency to the nearest health facility. This product is intended to provide ordinary Batswana / residents and families access to medical emergency, evacuation and rescue service throughout Botswana, Namibia, South Africa, Swaziland, Lesotho, and Zimbabwe.

Beyond the Emergency Medical Services, MRI Botswana has through the years positioned itself as an international brand through its 24hours Contact Centre Business, with an ability to provide services beyond SADC and Africa ensuring that businesses stay connected with the world.

In responding to business needs, MRI Botswana has been instrumental in providing emergency solutions and On-site Clinics to private businesses setting up in Botswana from mining companies, explorations, and high scale industries. We offer customized services that benefit work locations and operations. MRIB is able to support specific medical needs to remote work camps, rural locations and more through a single source.

BOTSWANA MEDICAL AID SOCIETY (BOMAID)

Returning to the importance of innovation at Bomaid, in 2021, the company reviewed the benefit enhancements of their schemes to

VALUE ADDED BENEFITS

Bomaid’s value added benefits cover the following areas:

• Personal accident disability cover

• Severe illness

• Screening and prevention

• Emergency medical services (EMS)

• Bombay maternity programme

• Premium waiver

• Funeral benefit

ensure alignment with the United Nations Sustainable Development Goals on health and wellness. These revisions included expanding access to essential medicines and vaccines, by extending the flu vaccine to all Bomaid members and providing Vitamin B and calcium supplements to members aged 50 and above who are on chronic medication. Amendments and improvements were also made within access to reproductive healthcare services, combatting HIV/ AIDS and TB, reducing mortality rates from non-communicable diseases and new-born and child mortality.

As evidenced by the health plans tailored to cater to this exact demographic, Bomaid place a huge amount of value on education and have recently launched a graduate training programme with postgraduates to develop their skills. This is in a bid to combat the talent and skill shortages that face Botswana’s

health sector that are particularly prevalent within both clinical skills and administration.

NAVIGATING THE PANDEMIC

As with any healthcare provider across the globe, COVID-19 presented a significantly disruptive hurdle, amplified by the fact that

‘OFFICIALLY VOTED AS BOTSWANA’S ‘BEST MEDICAL AID’ UNDER THE PMR DIAMOND ARROW AWARD 2021, BOMAID CONTINUE TO UPHOLD A REPUTATION AS INDUSTRY LEADERS IN EXCELLENCE EVEN FIFTY YEARS SINCE INCEPTION’

Living Water Pharmacy is a community pharmacy with highly experienced pharmacists that have worked for over 15 years. The staff in the pharmacy is very hospitable. They are highly welcoming and very understanding. We work beyond the call of duty to serve the best interests of our valued customers. This may mean working outside of office hours in the case of an emergency. Our patients should always hold us to the highest standard of service.

Winston Mbewe

Shop 5 Grand Lodge Complex, Ftown

Tel: (+267) 2419444

Cell: (+267) 71686846 / 72661520

Email: mwenya0505@gmail.com www.livingwaterpharmacy.com

OUR RESOURCE FOR LIVING WATER PHARMACY:

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We provide a variety of exclusive and high quality products.

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Customer care

We care for our customers.

BOTSWANA MEDICAL AID SOCIETY (BOMAID)

the company had just installed a new operating system before the pandemic struck.

Extending its level of care to its clients in the face of such difficult times, Bomaid ensured that all its members were covered if they contracted COVID-19, regardless of their level of health plan coverage. This made Bomaid the first medical aid provider in Botswana to do this. Bomaid’s proactive response was further aided by a two-million-pula COVID-19 fund contributed by the government of Botswana.

Priding itself on providing Botswana’s best COVID-19 cover, Bomaid’s 360 degree ‘CovidCare’ solution supports members from the initial covid testing through to hospitalisation, home-based solutions, and supplements, and onwards to aftercare with psychosocial counselling. Indeed, Bomaid promote a significant focus on the importance of mental health and

have regularly shared information throughout the pandemic as to how to keep depression at bay by keeping active and mixing up the daily routine.

The provider also continues to play a critical role in the dissemination of information, sharing a COVID-19 home care solution guide to keep members up to speed with how best to manage the virus whilst designated facilities were at full capacity. Adapting its offering to provide 100 percent ‘Covid cover’, Bomaid offer complete coverage with COVID-19 rapid testing services comprising four tests per member per annum.

Internally, the company adapted operations with staff taking to remote-working and all engagements being conducted over Zoom. To support working from home, the company also launched the Bomaid Web Portal to allow members to manage their profiles and membership online with self-service.

Right Move Dental Clinic

We at Right Move Dental Clinic believe that sustainable Dental health solotions should be available at all times especially in challenging times in this era of Covid 19.

So just in the same manner as our valued and long time partner Bomaid we did not fold our arms ,rather we pulled all our meagre resources to stay put despite the current challenging economic environment. We are adhering to strict lockdown.

Covid 19 protocols to ensure safety and comfort of our customers.Our Bussiness hours stays the same as reflected below:Happy 50th Birthday to BOMAID, we wish them sustained growth in these challenging times.

A PROMISING FUTURE

Officially voted as Botswana’s ‘Best Medical Aid’ under the PMR Diamond Arrow Award 2021, Bomaid continue to uphold a reputation as industry leaders in excellence even fifty years since inception. Indeed, the company’s CEO, Mr. Moraki Mokgosana, was also awarded the Business Excellence Award from PMR Africa on behalf of his work at Bomaid.

The award explicitly recognises Bomaid’s sustainable business practices, management expertise, corporate governance, innovation and brand awareness. The company was also acknowledged for the wider role that it plays within Botswana’s economic growth whilst consistently providing an excellent level of service to its members.

With the notion of sustainability at the fore, in the face of the universal need for quality, affordable healthcare, Bomaid is assured a longrunning future in caring for Botswana.

Rightmove Dental Clinic

Rightmove dental clinic; Gaborone has a mandate of serving all individuals, families and companies with the finest dental services in order to provide them with a good smile. The clinic is housed in Always Open Clinic, KB Mall, Unit 26, G-West industrial, opposite Shell filling station by the Bus rank.

Our Services

Consultation

Extraction (Tooth Removal)

Scale and Polish (Teeth Cleaning)

Restoration (Tooth Filling)

Prosthetics (Teeth replacement)

Minor Surgical Procedures

Teeth Whitening

Open 24hrs a week Including Weekends & Public Holidays

Mon 8am - 8pm

Tue - Fri 8am - 10pm

Sat - Sun 8am - 5pm

Public Holidays 8am - 5pm

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CONTACT US

Cell 1: (+267) 72 214 295

Cell 2: (+267) 7217 6119

Cell 3: (+267) 76 495 025 google@rightmovedentalclinic Email: neomohutsiwa@yahoo.co.uk

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GOOD HEALTH KEEPING UGANDA IN

National Medical Stores (NMS) is the parastatal organisation fulfilling the critical mandate of distribution, storage, and procurement on behalf of Uganda’s public healthcare facilities

Writer: Phoebe Harper | Project Manager: Callam Waller

The provision of critical health care simply is not possible without a robust and reliable supply network. Simultaneously, without the correct storage and access, medicines and supplies can

soon become redundant.

In the ‘Pearl of Africa’, public healthcare providers are the true backbone of the sector, responsible for supplying the majority of Uganda’s health coverage. With the

country operating a de-centralised health system, National Medical Stores (NMS) exists as a semiautonomous parastatal institution at national level.

As a government organisation,

NATIONAL MEDICAL STORES (NMS)

“OUR VISION IS OF A POPULATION WITH ADEQUATE AND ACCESSIBLE QUALITY MEDICINES AND MEDICAL SUPPLIES” – NATIONAL MEDICAL STORES

NMS is the public agency charged with the distribution, storage, and procurement of medicine and medical equipment to all public healthcare facilities across Uganda. Headquartered in Entebbe, NMS take pride in executing its ambitious mandate concerning the handling and dissemination of human medication and healthrelated consumable items to government-owned health units across Uganda. The company’s inception was incorporated into Ugandan legislature in 1993 with the organisation presided over by a Board of Directors.

Leading with the mantra, ‘Passionate About Your Life’, NMS is driven by a prevailing concern for caring for the communities in which it serves.

A NATIONAL FOOTPRINT

In order to best meet the needs of the many national districts that it serves, NMS operates from a network of ten separate regional offices.

NMS’s logistical prowess finds its nexus at the company’s sole central warehouse, which is complimented by an extensive fleet of vehicles catering to distribution. This enables the company to also fulfil warehousing and distribution services for other NGO’s and government organisations. Indeed, since its nascency, NMS’ mandate has expanded to serving 100 percent of Uganda’s government health facilities, spanning the police, army, and prisons.

The company is equipped with a significant stock of medicines designed to equip all government hospitals and health centres on

a routine basis, with product embossment in place to ensure that supplies are not liable to misuse on the open market.

Operating based on a centralised procurement system, NMS work with local partners and international vendors channelled through local distributors. By making use of a selection of local manufacturers, NMS work to ensure a reliable supply chain based on Ugandan soil.

Reflective of the company’s strong relationship with the Ugandan Ministry of Health (MoH), NMS joined with the MoH and other key stakeholders to introduce a pioneering ‘Basic Kit’ - a basic supply of medicines that is distributed to all health centres across the country. The components of the kit are revised annually in alignment with the current local health situation,

NATIONAL MEDICAL STORES (NMS)

NMS - NATIONAL FOOTPRINT

ENTEBBE HEAD OFFICE: Entebbe, Central Uganda

ARUA REGIONAL OFFICE: Arua, West Nile

GULU REGIONAL OFFICE: Gulu, Northern Uganda

HOIMA REGIONAL OFFICE: Hoima, Western Uganda

KABAROLE REGIONAL OFFICE: Fort Portal, Western Uganda

KAMPALA REGIONAL OFFICE: Kampala, Buganda Region

MBALE REGIONAL OFFICE: Mbale, Eastern Uganda

MBARARA REGIONAL OFFICE: Mbarara, Western Uganda

MOROTO REGIONAL OFFICE: Moroto, Northern Uganda

SOROTI REGIONAL OFFICE: Soroti, Eastern Uganda

with delivery undertaken routinely on a bi-monthly basis.

Complimentary to this, NMS has also implemented a ‘Last Mile Delivery System’ through which the company ensures that all medicines and other medical supplies safely reach the end user across all government health facilities safely, and on time. Through this system, NMS is able to publish user-friendly medical supply delivery schedules for greater transparency and supply predictability. This programme has also been significantly conducive to optimised warehouse management, in monitoring the supply of stock to avoid shortages.

HURDLES AND HEADWINDS

Although a universal health crisis, Uganda has been severely impacted by the COVID-19 pandemic, particularly since a lack of basic health resources has historically been considered the country’s greatest

Abacus Parenterals Drugs Ltd.

Abacus Parenteral Drugs Limited (APDL) manufactures high-quality lifesaving parenteral products, which reach over 30 million patients each year.

Established in 2009, APDL employs state-of-the-art BFS technology to manufacture a diverse product portfolio consisting of 50 IV-infusions and Ear/ Eyes/Nose Drops. The plant, which is ISO certified, EAC GMP compliant and approved by multiple regulatory bodies, is a successful example of world-class manufacturing in Africa.

APDL is a key supplier to NMS, providing efficacious affordable products within short lead-times. APDL consistently manufactures and maintains adequate inventory earmarked for NMS supply, to ensure timely delivery for NMS’ beneficiaries.

www.abacusparenteral.com

Abacus Pharma Ltd. Uganda

Abacus is the market leader in Uganda, with an extensive network of 33 branches across the length and breadth of the country.

Abacus caters to institutions nationwide such as NMS, JMS, and leading healthcare facilities, in addition to a customer base of 1,300+ wholesalers and retailers.

Abacus leverages its distribution infrastructure and exclusive partnerships to fulfil NMS’ product requirements across multiple therapeutic areas, which are embossed to prevent misuse.

www.abacuspharma.com

Promoting

Established in 1995, Abacus is a leading distributor and manufacturer of pharmaceutical products in East Africa.

Abacus, with an extensive distribution footprint across 5 countries and exclusive partnerships with several global pharmaceutical companies, provides last-mile access to over 600 pharmaceutical products and surgical equipment. It is also the largest manufacturer of parenteral products (IV fluids, ear, eye and nose drops) in East Africa, exported to 10 countries. The Group employs 1,200 people across East Africa and aims to be Africa’s trusted leader in providing health and wellness products and solutions.

The Carlyle Group, a global private equity firm invested in Abacus in 2018. In 2020, Abacus featured as one of the eight leading impact companies in the Carlyle Group Global Portfolio, for its positive impact on surrounding communities.

impediment to widespread health coverage.

With high community infection rates, and lower inpatient numbers, the ruinous impact of the virus on both social and economic exchanges has been suffered in waves ever since the country’s first recorded case on 15th March 2020. As of September 2021, some 18 months later, the country is still registering a staggering rate of over 3,000 confirmed cases per day according to Our World in Data, although this number cannot be fully verified due to the limited testing facilities in-country.

Subsequently, NMS has been faced with the logistical Everest of facilitating an unprecedented supply of PPE and oxygen tanks, specifically in response to the coronavirus outbreak.

At the same time, NMS had to safeguard its own people. As such,

“OUR CORE VALUES ARE CUSTOMER FOCUS, OPERATIONAL EXCELLENCE, TEAMWORK, ACCOUNTABILITY, AND INTEGRITY” – NATIONAL MEDICAL STORES

the company was quick to respond to remote working, and adapting to staff remote working and adhering to the COVID-19 protocol that we have all become so familiar with. In recognition of the need for greater efficiency whilst dealing with larger volumes, NMS also increased their call centre capacity in order to ensure the supply and storage of the Pfizer vaccine.

But as with all challenges, comes opportunity, and the possibility to rethink means of working born from the necessity to overcome new hurdles. It is here that innovation comes to the fore. This led NMS to

invest in the construction of a new, cutting-edge warehouse facility, alongside technological and software investments, including a new ERP system to streamline processes.

The concept of digital innovation at the company is best embodied by the NMS Smart Care suite of products, that effectively enable both public health facilities and the general public to give and receive feedback on the medicine and medical supplies distributed by NMS in real time.

Prior to this progressive development, the entire system was reliant on paper-based forms that were sent by courier to NMS

Green Label Services Ltd (GLSL) is an environmental and public health consultancy firm which was incorporated in Uganda in March 2000. GLSL has over the years carried out safe disposal of hazardous waste to high professional and ethical standards using experienced professionals that include engineers, chemists, pharmacists and logisticians. This is done in accordance with the environmental protection guidelines provided by the National Environment Management Authority (NEMA).

Plot 14, Tufnell Drive, Kampala, Uganda T +256414531135 | info@greenlabelservices.com | admin@greenlabelservices.com

Constraworks

Discover Constraworks’ custom-made furniture and make your statement in style to create the ideal atmosphere.

Our facilities are equipped with; a carpentry workshop, ultra-modern warehouses, and stores for timber (timber yard), a metal workshop and offices. The warehouses are used for the storage of medical supplies only. Our carpentry workshop is the best of its kind which uses timber as a major raw material to be transformed into wood furnishings.

A commitment to good health

Kampala Pharmaceutical Industries (KPI) Ltd is one of the leading local pharmaceutical manufacturer in Uganda and East Africa. Our commitment is to improve health through provision of affordable and innovative medicines for better, healthier lives.

Kampala Pharmaceutical Industries (1996) Ltd. Plot No. M444B, Stretcher Road, Ntinda. P.O. Box 7551, Kampala- Uganda.

Plot No. M444B, Stretcher Road, Ntinda.

Kampala- Uganda.

NATIONAL MEDICAL STORES (NMS)

NMS SMART CARE

As a digital suite of applications, NMS Smart Care delivers a range of channels that allow the company’s customers to send and receive feedback at their convenience and in real time. The programme is strategic in furthering delivery visibility and enhancing the handling of feedback at the company, guaranteeing customer satisfaction by allowing quick action concerning the quality of both supply and delivery.

Since NMS is aware that not all of its clients will be equipped with a smart phone, Smart Care is also accessible offline through an SMS service. The application is testament to the high standard of public accountability that the company holds itself to.

NMS Smart Care can be accessed as follows:

1. NMS Smart Care App (found in Google Play Store for android devices) and online - http://smartcare.nms.go.ug for sending feedback to NMS

2. NMS LMD App (found in Google Play Store for android devices) and online - http://dmt.nms.go.ug/ to know where NMS is delivering in real time

3. SMS to 6090 (SMS to this short code is free of charge)

whenever any issues in supplies were encountered. This dated system meant that it could sometimes take up to three months for feedback to be delivered, providing that the forms themselves did not become damaged during the delivery process.

Since implementing the system, NMS has observed significant improvements concerning the resolution time and effective handling of company feedback.

Aside the sheer logistical feats posed by COVID-19, NMS must also confront the skill shortages that prevail within both supply chain management and client services. To confront this obstacle, the company is looking to undertake future collaborations with academic institutions to attract some of Uganda’s finest young talent.

FUTURE HORIZONS

Responding to the overwhelming demand that has been experienced in the last 18 months, expansion is well and truly top of the agenda for NMS. The company will soon benefit from an increased capacity, following the launch of a new warehouse that is set to quadruple in size compared to its current facility. The new warehouse is situated on 10 acres of land and will contain 30,000 pallet locations.

A state-of-the-art facility that will boast an oxygen and quality control centre, the advanced stages of the construction are currently underway and due for completion in November. As NMS’ new flagship facility, the warehouse launch ensures that the company keeps abreast with innovation and incorporating technological efficiencies to further optimise operations.

Continuing on the perpetual journey for improvement in the face of constant change and a relentless demand for critical health supplies, NMS is well-positioned to cater to Uganda’s healthcare needs for years to come.

Norvik Enterprises Ltd. is currently one of the leading Importers of pharmaceutical & medical products in Uganda. We import high quality Pharmaceutical products, Medical sundries & Orthopedic Rehabilitation appliances from reputable manufacturers who meet the International quality standards.

Our services include procurement, warehousing, distribution, sales and marketing. These enable Norvik Enterprises to ensure a continuous flow of life-saving drugs and essential health products to all our clients & health care facilities across the country. Our 23 years of tireless service in Uganda has generated a large customer base that enjoys our products and services.

Our customer base includes;

Government Organizations

Non-Government Organizations Private Hospitals/Clinics

Local Pharmacies

Licensed wholesale traders Retail Pharmacies/ buyers

THE FINAL WORD

To round off each issue, we ask our contributing business leaders for their views on the same question

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

Richard ‘Kiki’ Fernandes CEO, Marginpar Group

“Great things are never achieved by one person, always by a team of people. You want to be very clear about your mission and vision, and what you want to achieve. Engage your whole team and reach collective focus on your goals. Make sure you have the right balance between financial investment and the right people in the organisation.

Understand the people you work with; use a people-centric approach. Of course, you want to employ the right person, with the proper (technical) skills, but then it is important to bring out the best in that person. We work with servant leadership, the skill of which is getting the right balance between leading and serving. Form self-managing, self-evolving and self-healing teams. Essentially, create a conducive environment for your people to grow and develop.”

Dr. Wilfred Barkhuizen

CEO, thyssenkrupp Industrial Solutions Middle East & Africa

“Create your own personal brand, be passionate in everything you do, and seize every networking opportunity.”

Danie Van Der

Merwe

Managing Director, Yara Zambia

“The opportunities in agriculture are endless. For all new start-ups there will be risk involved - do not let this

demotivate you but make sure of taking calculated decisions. The following are crucial for the success and survival of any business:

• Know your customers and know them well. Irrespective of where in the agricultural sector you want to position yourself. Never simply assume you understand the needs of your customers.

• Be prepared for change. Change is what brings new opportunities, whether we like it or not. We are in an era of rapid change both globally and in agriculture. Think smart and act proactively.

• And lastly: Make business FUN!”

Bruno Silete Hounkpati CEO, LafargeHolcim Guinea

“My words to that young entrepreneur would be - believe in yourself and commit, don’t be distracted by the capital-intensive nature of the cement industry, there are still opportunities in the value chain.”

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