Africa Outlook - issue 93

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Issue 93

OLA ENERGY

Re-energising Africa with responsible fuel distribution

EIPA

Making Eswatini Africa’s leading destination for trade and investment

The Executive Team at Mopani Copper Mines discuss a copper-fuelled future for Zambia and their ambitious mission of ‘Making Mopani Great Again’ STEPHEN BLEWETT of MTN Cameroon explores the evolving face of Fintech and digital connectivity across Africa

travel magazine I

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

ISSUE 06

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

T R AV E L G U I D E

SOUTH AFRICA’S WESTERN CAPE

Sprawling mountains, ocean vistas and world-class wine T R AV E L B U S I N E S S

AUTO EUROPE

Reinventing the meaning of service for the travel industry

TRAVEL GUIDE

MEXICO CITY

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

Mezcal and mole in Mexico’s mega-city

JORDAN BANKS, the highly acclaimed travel and lifestyle photographer, tells all about keeping busy during the pandemic

THAILAND TRAVEL GUIDE

THAILAND

MALAYSIA TRAVEL GUIDE

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

M A L AYS I A

Writer: Dani Redd | Project Manager: Jordan Levey

K

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

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

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

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

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

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

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

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

NAMIBIA TRAVEL GUIDE

T

here are many reasons why Malaysia is a tourist favourite.

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

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

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

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

Then, there’s the culture. Malaysia

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

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

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

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

D

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

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

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

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

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

But sightseeing in Namibia isn’t just about deserts.

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

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

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

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

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

But there’s more to the Seychelles

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

WELCOME

Prospecting the Mother Continent

EDITORIAL Head of Editorial: Phoebe Harper phoebe.harper@outlookpublishing.com Senior Editor: Marcus Kääpä marcus.kaapa@outlookpublishing.com Junior Editor: Jack Salter jack.salter@outlookpublishing.com PRODUCTION Production Director: Stephen Giles steve.giles@outlookpublishing.com

Did you know that 30 percent of the world’s mineral resources are located on the African continent? It is this

Senior Designer: Devon Collins devon.collins@outlookpublishing.com Designer: Matt Loudwell matt.loudwell@outlookpublishing.com Production Assistant: Courtney Solomon courtney.solomon@outlookpublishing.com Social Media Manager: Dan Nash dan.nash@outlookpublishing.com BUSINESS CEO: Ben Weaver ben.weaver@outlookpublishing.com Managing Director: James Mitchell james.mitchell@outlookpublishing.com

wealth of resources that makes Africa a true titan of the global mining industry.

In the bountiful lands of the Zambian Copperbelt, you will find a model mining company dedicated to the prosperity of both its production, and its homeland. Indeed, this 93rd edition of Africa Outlook is devoted to an indepth exploration of Mopani Copper Mines (MCM).

Sales Director: Nick Norris nick.norris@outlookpublishing.com

“It’s time to get Zambians involved in a major way to contribute to the

Commercial Director: Joshua Mann joshua.mann@outlookpublishing.com

economy of the country,” states CEO Charles Sakanya. We explore the

TRAINING & DEVELOPMENT DIRECTOR Vivek Valmiki vivek.valmiki@outlookpublishing.com HEADS OF PROJECTS Callam Waller callam.waller@outlookpublishing.com Eddie Clinton eddie.clinton@outlookpublishing.com Matt Cole-Wilkin matt.cole-wilkin@outlookpublishing.com Thomas Arnold thomas.arnold@outlookpublishing.com SALES MANAGERS Sales & Partnerships Manager: Donovan Smith donovan.smith@outlookpublishing.com

mine’s promising trajectory of growth as the company embarks on a new chapter as a wholly Zambian-owned enterprise with a proud national identity at the fore.

“All corporate decisions will be made in Zambia, by Zambians, for Zambians, with Zambia’s interest at heart,” continues Sakanya, whose insight is complemented by additional members of the MCM executive team, including Head of CSR and Corporate Affairs Lorraine Tembo.

“We contribute to ‘Making Mopani Great Again’ by ensuring good

Jordan Levey jordan.levey@outlookpublishing.com

relationships between MCM and our host communities,” she says.

Krisha Canlas krisha.canlas@outlookpublishing.com

The community centric focus that is keenly upheld at MCM echoes through

Ryan Gray ryan.gray@outlookpublishing.com PROJECT MANAGERS Kyle Livingstone kyle.livingstone@outlookpublishing.com Lewis Bush lewis.bush@outlookpublishing.com

our additional feature, MTN Cameroon, as an organisation dedicated to levelling the country through digital development. CEO Stephen Blewett discusses driving rural solutions with the advancement of mobile financial services as a force for good.

ADMINISTRATION Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com Finance Assistant: Eleanor Bennett eleanor.bennett@outlookpublishing.com Office Manager: Daniel George daniel.george@outlookpublishing.com

“We have a vision that everyone deserves the benefits of a modern, connected life,” he tells us.

Continuing the topic of connectivity, we showcase the South African

CONTACT Africa Outlook East Wing, Ground Floor, 69-75 Thorpe Road, Norwich, Norfolk, NR1 1UA, United Kingdom.

Sales: +44 (0) 1603 363 631 Editorial: +44 (0) 1603 363 655

Broadcasting Corporation, and South Africa’s fastest-growing provider of

SUBSCRIPTIONS

Promotion Authority, OLA Energy, and the harvesters of the world’s finest

Tel: +44 (0) 1603 363 655 phoebe.harper@outlookpublishing.com www.africaoutlookmag.com Like us on Facebook: facebook.com/africaoutlook Follow us on Twitter: @africa_outlook

telecommunications infrastructure, Link Africa.

Elsewhere, peruse authentic insight from the Eswatini Investment and Trade blends – Rwanda Mountain Tea. Enjoy your read!

Phoebe Harper Head of Editorial, Outlook Publishing Africa Outlook issue 93 | 3

CONTENTS

12

22

16 REGULARS

6 NEWS Around Africa in seven stories

10 30

8 EXPERT EYE The bridge to net zero for the mining sector

BUSINESS INSIGHTS

10 Technology Eye in the Sky

African development from air to ground

INDUSTRY SPOTLIGHTS

22 Eswatini Investment and Trade Promotion Authority (EIPA) Making Eswatini Africa’s leading destination for trade and investment

30 Kenya National Chamber of Commerce and Industry (KNCCI)

12 Mining

Championing a sustainable and prosperous business environment for Kenya

A story of female empowerment in the mining sector

38 Middle East Solar Industry Association (MESIA)

Diamonds are a Girl’s Best Friend

TOPICAL FOCUS

16 Transport

The Bright Sparks of Public Transport Setting the standard for electric mobility

Galvanising the advancement of solar power across the MENA region

46 Southern Africa Stainless Steel Development Association (SASSDA) The organisation driving recovery for an industry in decline

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

46 4 | Africa Outlook issue 93

AFRICA OUTLOOK MAGAZINE

F E AT U R E S

ENERGY & UTILITIES

50 SHOWCASING

144 OLA Energy

LEADING COMPANIES

Keeping the Continent Moving

Tell us your story and we’ll tell the world

Re-energising Africa with responsible fuel distribution

MINING

52 Mopani Copper Mines

Placing Prosperity in Zambian Hands Behind the makings of a model mining company

144

124 124 Link Africa

Connectivity is Key Fibre optic networks for major cities in South Africa

FOOD & DRINK

130 Rwanda Mountain Tea

52

A Blend of Quality

World renowned tea production in the Land of a Thousand Hills

OIL & GAS

152 Southey Contracting Offshore Division Beyond Africa

Expanding contracting services and solutions in the oil and gas sector

TECHNOLOGY

104 MTN Cameroon

New Technology, New Thinking Connecting people for the people

130 AGRICULTURE

140 Zamseed

104

Smart Crop Solutions Sustainable crops and practices in African agriculture

152 RETAIL

158 Office National

More Than Just Stationery Stationery supplies for all business needs

114 South African Broadcasting Corporation (SABC) A Broadcasting Powerhouse Playing a critical role in public service broadcasting

158 FINANCE

114

140

166 Indwe Risk Services

Adaptive Insurance Investment Services Solutions catered to a complex field Africa Outlook issue 93 | 5

NEWS Around Africa in seven stories…

TECHNOLOGY

Allianz Technology launches in Africa

MINING

ZIMBABWE SEEKS MINING REVENUE INCREASE ARO U N D $8 million is needed to support initiatives aimed at reviving closed but potentially productive mines, according to the Zimbabwean government.

The investment would support promotional activities, as well as engagement with investors and relevant stakeholders, in regard to

I N TE R N ATI O N A L F I N A N C I A L services provider, Allianz, has launched Allianz Technology Africa (AZTA) to provide exclusive IT services to Allianz Africa operational entities.

Strengthening the role of Allianz Africa’s IT teams, AZTA will enable the region’s transformation to be better supported, whilst also providing local businesses with added value.

AZTA is expected to become a tool of innovation for Allianz Africa, as well as offering simple insurance solutions adapted to different markets.

The launch of AZTA reflects Allianz’s ambition to become a leader in key African markets, following other recent acquisitions in Morocco, Nigeria and East Africa.

the reopening of closed mines.

It comes as Zimbabwe strives to meet the $12 billion mining sector economy target it announced two years ago. The industry feeds into the government’s vision of transforming the resource-rich country into an upper-middleincome economy by 2030.

R E TA I L

TFG seeks to bolster local manufacturing SOU T H A F R I C A N fashion retailer TFG is targeting 30 million locally manufactured items of clothing a year within four years.

It comes as the company increasingly turns away from global supply chains at a time when South African retailers, many of 6 | Africa Outlook issue 93

which still rely heavily on offshore manufacturing, are continuing to grapple with international supply chain delays.

TFG currently sources 72 percent of its clothes locally, with the remaining 28 percent sourced outside of South Africa, down from 40 percent four years ago.

A further 575 million rand is set to be invested over the next three to five years to build on TFG’s local manufacturing capabilities.

T R AV E L

ECONOMY

MALAWI PRESIDENT LAUNCHES 10-YEAR ECONOMIC PLAN

Additional COVID-19 testing at Moroccan airports RAPID COVID-19 tests will be conducted on passengers arriving at airports in Morocco, with access being denied to any visitor who tests positive.

The aim of the measure is to protect the country amid a surge of COVID-19 cases in Europe, strengthening Morocco’s existing travel requirements which consist of a negative PCR test 48 hours prior to departure.

Visitors should also bring proof of vaccination to Morocco in order to access public places in the country,

where vaccine passports have been made mandatory. Morocco has administered the most COVID-19 vaccines on the continent, inoculating more than two thirds of the population.

FOOD & DRINK

Heineken intends to create regional beverage champion H EINE KEN IN TENDS to acquire control of Distell and NBL, which will be combined with Heineken South Africa into a new Heineken majorityowned business.

Distell is Africa’s leading producer and marketer of ciders, flavoured alcoholic beverages, wines and spirits, whilst NBL is the beer market leader in Namibia.

The combination will have a significantly strengthened and complementary route to market in South Africa and Namibia, with further growth opportunities across the rest of Southern Africa.

The announcement is a vote of confidence in the long-term prospects of South Africa and Namibia, bringing together three strong businesses to create a regional beverage champion that is well-positioned to capture significant growth opportunities in the region.

TH E P R E S I DE N T of Malawi, Lazarus Chakwera, has officially launched a 10-year economic plan that aims to transform one of the world’s poorest countries.

Pillars of the plan include agriculture and farming, with the aim of digitising farming to increase productivity and efficiency in the sector, as Chakwera calls for fundamental changes in farming at household level.

College and university students in Malawi have also been challenged by Chakwera to use their education to smarten up the country’s farming, or to use farming as a wealth-building foundation.

AUTOMOTIVE

AMPERSAND PIONEERING ELECTRIC BIKES SWITCH IN RWANDA TH E STA R T- U P Ampersand hopes that almost all of Rwanda’s motorbikes will switch to electric within five years.

Ampersand, who currently employs 73 people at its motorcycle factory and is in the process of moving to a new production facility, says the fuel and maintenance savings that rise from electric biking can double the income of Rwandan drivers.

With an estimated five million motorbikes on the East African roads, there is scope for big CO2 savings should Ampersand and its rivals obtain a significant market share.

Africa Outlook issue 93 | 7

EXPERT EYE

VIRTUAL PIPELINES

C

OP26 put a global spotlight on the need for urgent and significant action to limit global warming. As the conference closes, attention will now naturally turn to high-emission industries and fuels, with heavy industries such as mining attracting a keen focus from governments, consumers and activists alike. This focus is not unwarranted - heavy industry accounted for 10.6 percent of global emissions in 2020 – however reducing, offsetting or preventing these emissions is not as straightforward as in other sectors.

As a fundamental step in providing the raw materials needed for modern technologies, including those found in electric cars and solar panels, mining is not an industry that can simply be phased out or replaced as we accelerate the energy transition.

8 | Africa Outlook issue 93

Kweku Frempong, Area General Manager for West and Central Africa at Aggreko, explores virtual pipelines as the bridge to net zero for the mining sector Written by: Kweku Frempong, Area General Manager West and Central Africa, Aggreko We need to take a pragmatic and considered approach to powering the sector and look to innovative solutions to minimise emissions and maximise efficiency, with this being a cornerstone of our own commitment to achieve net zero emissions across all operations by 2050.

When examining the mining sector, it’s hard to overstate the importance of the African industry in the global market- with 30 percent

of the world’s minerals located on the continent, and mining materials comprising two thirds of Africa’s exports between 2001-2014. Aggreko has operated in the mining sector in Africa for decades and developed the world’s largest off-grid hybrid power microgrid for the mining sector at the Resolute Syama gold mine in Mali in 2019, saving over $10 million in costs and a reducing energy demand by 40 percent from the previous diesel solution.

Mines are, more often than not, located in inaccessible locations with no grid connectivity. The environments and climates can be challenging, proving insurmountable barriers to standard low-emission power sources, such as solar PV units.

Offsetting existing emissions from diesel via carbon capture or use of

MINING expensive fuels such as hydrogen could raise costs by anywhere between 20 percent and 100 percent.

It’s no surprise, therefore, that to effectively reduce emissions in mining across the continent, we must look for an effective midground between 100 percent renewable solutions and traditional high-emissions fuels.

Virtual gas pipelines could hold the answer.

Natural gas is often an overlooked aspect of our energy transition, and is too frequently dismissed as solely a fossil fuel, neglecting its key role in reaching net zero. However, for sectors reliant on fuels such as diesel without the inability to put in place fully renewable power sources, it can be an ideal bridging fuel.

Natural gas emits up to 40 percent less CO2, 80 percent less NOx and 99 percent less SO2 than diesel, yet it is not widely deployed due to the logistical challenges presented by transportation and storage. To address this problem, at Aggreko we’re increasingly looking to develop ‘virtual pipelines’- connecting off grid locations to natural gas supplies.

Virtual pipelines can deliver liquified natural gas (LNG) to areas far outside gas distribution infrastructure via the use of cryogenic tanks, cooling the gas to -162 degrees Celsius and reducing the space required to 1/600th of its natural state. This allows for the easy transportation of the gas to remote locations, removing a reliance on diesel and reducing emissions. At the same time, technologies allowing for greater

uptake of renewable energy are being developed and deployed at pace.

As well as producing fewer emissions per kWh of energy, gas is also environmentally safer to store than other fossil fuels and has resources to last long beyond its forecasted use. In fact, natural gas is set to be the strongest growing fossil fuel from 2020 to 2035, and the only fossil fuel expected to grow beyond 2030 as energy providers and customers alike realise its key role in helping to facilitate the transition towards renewable energy sources.

When looking at ways to reduce emissions throughout our work with mining companies in Africa, it’s important to draw on global expertise and best practices from our operations globally.

In 2018, in Nymahee, South Australia, we successfully deployed our first virtual pipeline - a 5MW virtual LNG pipeline system to power a remote underground mine. We have since delivered a similar system at the Davyhurst mine, providing efficient and reliable power at significantly lower emissions than the previous diesel solution used by the mine, demonstrating the demand for these systems and their application to remote, complex mining operations.

Looking back across the Indian Ocean, we’re currently deploying LNG solutions in Nigeria, and we’re confident virtual pipelines represent a significant opportunity for companies across Africa to take a step forward in reducing their emissions and accelerating progress towards net zero. We are already seeing growing

demand for gas solutions from customers across the continent, and given mining’s importance to the world economy and the pace of the energy transition, we expect a significant increase in the use of such bridging solutions in the near future.

We believe increasing the uptake of gas solutions via the use of virtual pipelines is one of the stepping stones needed to help the mining industry in Africa to successfully navigate towards lower emissions and more efficiency, and we’re continually developing our technologies and expertise to support this.

Throughout our operations, we help customers to reduce their carbon emissions as we progress towards our own commitment to be net zero across all operations by 2050. Our mission: support the mining sector across Africa as we progress on this journey.

ABOUT THE EXPERT Kweku Frempong is the Area General Manager for West and Central Africa (WACA) at Aggreko. Kweku joined Aggreko in 2015 as Head of Finance in Nigeria. In his position as Area General Manager for WACA, Kweku is leading the energy transition effort of Aggreko in the region, supporting clients to use greener and cleaner energy sources, drive sector growth around key strategic industries and developing the next generation of talent and leaders within the organisation.

Africa Outlook issue 93 | 9

DRONES IN AFRICA

EYE IN THE SKY Across African industry, the use of drones is growing. We take a look at the advantages of such technological tools, their versatility across sectors, and contribution to continental development Writer: Marcus Kääpä

A

frica is a vast continent made up of a broad range of urban centres, rural landscapes, environments and climates.

For many industries, this variation in geography poses obstacles when it comes to transport, delivery or general operations, and in light of this, the latest technological tools become essential to the success of services, companies and organisations continent-wide.

Drones in particular are changing the face of industries across Africa.

From use in the military to healthcare, land management and mining, the aerial tools are unique in their ability to monitor visuals beyond the human eye, access remote regions or dense forests with ease, and even deliver packages to distant locations that remain difficult to access by foot or wheeled vehicles.

ADVANCED AND VERSATILE The drone and unmanned aerial vehicle (UAV) industry is quickly becoming recognised across Africa as a rapidly growing space. Companies and organisations have begun to take 10 | Africa Outlook issue 93

into account the value and benefits of utilising drones for commercial and non-commercial purposes, across almost all sectors.

In healthcare for example, drones are the perfect vessels for supply delivery to remote locations or areas that land vehicles cannot easily traverse. And when it comes to their monitoring ability, drones make perfect scouts for the study and prevention of large-scale problems such as malaria outbreaks stemming from malaria mosquito breeding grounds. Here, drones can be used to indicate future problems, helping prevent them before they begin.

Great swathes of land can be monitored for infrastructure development, or natural disaster study, with data gathered 30 times faster than via land vehicles, and with greater visual accuracy than satellite imagery.

Ignoring land barriers, drones have the capability to track and monitor at

any time of day or night, while being equipped with the latest optical technology, LIDAR mapping and online connection. On top of this, since drones may be used from a vantage point, office or even the home, while limiting financial costs and mitigating personal injury, they become an obvious choice over any physical human operative in the field.

With expansive rural areas and communities therein, the modernisation of Africa has seen an increase of drone use and has overcome several socio-economic and environmental obstacles along the way. Where some rural areas have poor road infrastructure, water barriers or are placed within densely forested regions, drones provide logistical services to deliver supplies where it would otherwise prove difficult to via more traditional methods.

Agriculture, one of the largest industries across the collective continent, is being revolutionised by

TECHNOLOGY

DRONE PROJECTS IN AFRICA Drone Africa Service Based in Niger, Drone Africa Service designs civil drones with the capacity to operate across regions in harsh weather conditions for a variety of projects in agriculture, cartography, security, disaster management and more.

Zipline A partnership between the Silicon Valley-based Zipline company and the Rwandan government led to a drone project within the healthcare sector, specialising in the delivery of packages, such as emergency blood bags, to a range of hospitals and medical centres in the country.

ATLAN Space Moroccan start-up Smart Life Innovation founded ATLAN Space as a surveillance solution that utilises drones driven by artificial intelligence (AI). The aerial surveillance system aims to combat harmful phenomena that target Moroccan sea resources, and monitor sea-related environmental concerns such as oil spills.

Zenvus

drone usage through crop monitoring and environmental analysis, covering vast farmlands in minimal time, and relaying important information to farmers such as how much and when to use insecticide or water on the fields.

PRESENT BARRIERS One prominent challenge for drone usage stems from the need for a steady level of connection in order to operate. To this end, digital infrastructure becomes a key part of drone application and the resulting advantages and development.

A Nigerian company operating in the agricultural sphere, Zenvus utilises the latest technologies to help develop African farming.

Zenvus’ drones are used to monitor multiple aspects of agriculture and crop growth, such as humidity, nutrient levels, temperature and pH levels, with all of this information sent and analysed via a cloud server.

Drones are the perfect vessels for supply delivery to remote locations or areas that land vehicles cannot easily traverse

On top of this, government regulations must be taken into account. The regulation of aerial data exists due to the protection of privacy, with drone and information security becoming a key requirement for drone operators to comply with.

Despite this, and because the use of drones and UAVs is relatively new, global and pan-African regulations remain in continual development. The regulations differ too across African countries; for North African countries such as Algeria, Morocco and Egypt, private drones are prohibited, whereas in other areas such as Liberia, there is no such law.

Despite these differences, it is safe to say that drones are not leaving the African industrial realm. Increasing the reach, sight, data gathering and overall efficiency of monitoring and study, they continue to be the latest and most useful asset for a wide variety of sectors, helping to drive forward African development for a technological future.

LUCARA BOTSWANA

12 | Africa Outlook issue 93

MINING

I am a product of diamonds mined in Botswana,” opens Naseem Lahri, Managing Director of Lucara Botswana (Pty.) Ltd, (Lucara Botswana).

“I was born in Botswana, did all my schooling here, and achieved my degree and professional qualifications all as a result of the diamond industry and the funds that were brought back into the development of the country,” she continues.

Operating the Karowe Mine, Lucara Botswana is a subsidiary of the Canadian diamond mining company, Lucara Diamond Corp. Karowe is a site reputed for its wealth of natural resources and home to some of the largest diamonds ever discovered.

This includes the world’s second largest jewel that led to a collaboration with Louis Vuitton.

Initially joining Lucara Botswana in 2013 as Chief Financial Officer, Lahri was subsequently promoted to Managing Director five years later. This recordbreaking career trajectory made Lahri the first woman and first Motswanan female citizen to assume the position for an African diamond mining company.

“It is an honour, privilege, and huge responsibility to hold this title.

It is a role that has given me the opportunity to sell and drive the Botswana diamond story,” she states proudly.

Lahri’s professional background has equipped her with extensive experience in accounting and corporate finance, undertaking large scale strategic projects in her former

ARE A GIRL’S BEST FRIEND

As the first female and first Motswana woman to run an African diamond mine, we discuss tunnelling a path for women in mining with Managing Director of Lucara Botswana, Naseem Lahri Writer: Phoebe Harper

senior management roles including the Morupule expansion, work on the Orapa turbines, secure transfer facility, and the implementation of shared services.

Yet the journey to the prestigious title that she holds today has not always been smooth sailing, with Lahri often encountering hurdles to hamper her progress – her own gender being one of them.

“During my journey to becoming a Managing Director, I was always told I was not technical enough to oversee a mining company. It took me 17 years to get to the position I am in.

“The difficulty was around heading the organisation. Firstly, I was an accountant, which is not considered technical in the mining fraternity and secondly, I am a woman.

So, I had two things working against me,” she recalls.

Indeed, Lahri’s success may be seen as a product of her surroundings, in working for a company that is significantly ahead of the curve.

“It is only when I moved to Lucara that I saw this dream as an achievable goal. This was mainly due to the progressive leadership that ran the company.”

When the group appointed Eira Thomas as the new CEO of Lucara Diamond Corp., the change in management made Lahri’s dream a reality. Thomas heads an exco team that is 75 percent female at group level, and 67 percent on a local level.

“It is a phenomenal achievement.

The number of women at the top was achieved organically due to the inclusive nature of Lucara.

Africa Outlook issue 93 | 13

LUCARA BOTSWANA

“This is something for other companies to benchmark against,” comments Lahri.

At Lucara, female inclusion in the workforce is not merely a tokenistic move seeking to redress numbers in the gender balance – rather one based entirely on competence.

“Eira Thomas did not see my gender - all she saw was someone who could do the job, and so afforded me the opportunity.

“If you are competent enough to do the job you will be employed irrespective of gender, which is a 14 | Africa Outlook issue 93

“I am proud to say that I am the first Motswana female to run a diamond mining company. I am proof that with determination, hard work and not accepting any limitations as a woman, one can achieve great results and perform in a male dominated field like mining” - Naseem Lahri, Managing Director, Lucara Botswana

quality that very few companies in the industry have. The good part about my promotion is that it is challenging the other players in the industry to follow suit.”

Additionally, it is a move that in today’s climate, simply makes business sense. As Lahri elaborates, “an inclusive environment will yield great results from a gender equality perspective and will show an increased number of women at the forefront.

“It has statistically been proven that female-run organisations show

MINING

Karowe Mine, Lucara Botswana

an increased bottom line within two years. Additionally, there’s substantial evidence that gender diversity at management level enhances a company’s performance.”

Lucara’s generally progressive stance echoes across a range of initiatives that the company undertakes as a socially responsible corporate citizen. The group partakes in a wide range of projects across the agricultural sector and within rural communities under the name of ‘The Green Diamond’. Such initiatives entail the Mokhubilo Integrated Farm and the Letlhakane abattoir, both of which

increase the wealth of communities through job creation, whilst also reducing malnutrition.

“Whatever we do, we ensure sustainable investment in our communities. The aim is to diversify and ensure that when the mine closes, the communities around us can thrive and we do not leave ghost towns and villages behind. We promote sustainable and generational benefit,” she tells us.

Lahri ends on an inspirational note of advice that she would offer to all pursuing a career in the mining industry, particularly for women

seeking to progress in a maledominated space.

“Never give up and never let anyone tell you what you can do. You can achieve whatever you set your mind to - nothing is impossible, and the sky is not your limit.

“Focus on what you want, and pursue it.”

Africa Outlook issue 93 | 15

TOPICAL FOCUS

THE BRIGHT SPARKS OF PUBLIC TRANSPORT 16 | Africa Outlook issue 93

Electrifying Africa one vehicle at a time, we speak with Opibus - the company galvanising the continent’s electric vehicle revolution Writer: Phoebe Harper

TRANSPORT

I

n the recent discourse of the global climate change summit, COP26, the topic of zero emission vehicles sent currents across the transport sector.

Electrification is top of the agenda, as road transport emissions are calculated to represent a staggering 10 percent of global emissions and rising faster than any other source.

For the targets of the Paris Agreement to be met, transport stakeholders are being encouraged to direct their focus to public transport in addition to individual passenger vehicles. A component of this, the summit witnessed the launch of the ‘Count Us In Citizens’ declaration, whereby world leaders are called

upon to ensure that only new zeroemission vehicles will be sold in the bus space by 2030.

Home to the fast growing global sector, Africa’s transport realm is a hotbed for innovation, drawing attention from investors around the globe.

Indeed, many are keen to act on the unique dilemma facing the continent as a whole, in terms of representing one of the most minor offenders as a contributor to worldwide carbon emissions, despite being most vulnerable to the effects of climate change.

Enter Opibus.

“We believe that the future of transport has to be shared, electric, and equal,” states Chief Strategy and Marketing Officer, Albin Wilson.

Born in Sweden, but designed and based in Kenya, Opibus is a company with the ambitious mission of setting the standard for electric mobility across Africa. Since its foundation in 2017, coinciding with the advent of electric mobility, Opibus pioneers an ecosystem solution for sustainable transport with an emphasis on accessibility.

An exciting player on the scene as Africa’s largest electric vehicle manufacturer, a key segment of Opibus’ operations concerns the electrification of both public transport and security vehicles.

“Initially, we were primarily focused on our main segment of conversion systems, which has transitioned into converting security vehicles and public transport,” Wilson tells us.

Complementary to this, Opibus also builds electric motorcycles entirely from scratch and has a third business segment dedicated to energy and charging systems.

Within this, Opibus takes the original diesel and petrol buses, and replaces the internal combustion engine (ICE) with an electric model equipped with the capacity to travel in excess of 250 kilometres a day on a single charge. By so doing, Opibus reduces the vehicle’s carbon Africa Outlook issue 93 | 17

TOPICAL FOCUS

One of the key concepts that Opibus works with is modularisation.

Separating its powertrain and designs into modules that are standardised and validated individually avoids the need for costly, time consuming redesigns.

emissions by 100 percent, while significantly lowering the operating costs since there is no need for fuel or oil.

“We decided to venture into public transport because we identified that it was much easier to deploy charging infrastructure with a pre-assigned path, for instance a bus travelling from A to B and back again.

“This means that we can use charging infrastructure at each end, 18 | Africa Outlook issue 93

optimising the battery pack size and therefore reducing cost and resource usage,” Wilson continues.

Most recently, thanks to recordbreaking funding ($7.5 million) led by Silicon Valley fund At One Ventures, representing sub-Saharan Africa’s largest investment into electric mobility, Opibus is committed to the rollout of electric bus models across Nairobi. By December of this year, the company will have completed

TRANSPORT

“We’ve found that the willingness to pay is much higher here in Kenya and the impact is enormous” - Albin Wilson, Chief Strategy and Marketing Officer the modification of 52 fully electric passenger vehicles.

The next step will concern the mass production of 20,000 more bus models to effectively cover the continent and span neighbouring countries by 2023.

A considerable factor that can hamper the deployment of electric vehicles across the public transport sector is the prohibitive cost of refitting the engines with lithium

batteries. At Opibus, this amounts to a cost of $45,000 for each bus, whereas the price of importing a second-hand ICE passenger vehicle into the country amounts to less than a third of that sum.

However, as per a report from Africa News, public service vehicle drivers are excited by the potential of an increased income, due to significant savings from the rising cost of traditional fuel. Indeed,

in Africa, Opibus has identified a receptive and welcoming environment that is willing to invest.

“We’ve found that the willingness to pay is much higher here in Kenya and the impact is enormous,” Wilson concludes.

With solid business foundations centred on mitigating the footprint of carbon emissions while maximising cost reduction and social impact, Opibus will continue to send shockwaves across the continent.

Africa Outlook issue 93 | 19

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PNG PORTS CORPORATION | WABTEC ANZ

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Issue 06

WILUNA MINING

Chasing profit and mining for prosperity in Western Australia

SLOVMAG, A.S. LUBENÍK Refractories for all furnace demands

KBR

TOLY GROUP Over 50 years in the beauty industry

OLA ENERGY

A SLICE OF SUCCESS

Re-energising Africa with responsible fuel distribution

EIPA

Making Eswatini Africa’s leading destination for trade and investment

The Executive Team at Mopani Copper Mines discuss a copper-fuelled future for Zambia and their ambitious mission of ‘Making Mopani Great Again’

Tapan Vaidya, CEO at the UAE master franchise of iconic US pizza giant Papa John’s, talks expansion and consumer-led innovation

WEIR MINERALS

The solutions provider powering progress with a unique company culture

LUMMUS TECHNOLOGY

MASTERS OF MATERIAL HANDLING

Technological endeavors guided by innovation and adaptation

Operating beneath the banner of Daifuku North America, we talk to Cory Flemings, Executive Vice President of Sales at Wynright Corporation, the leading provider of automated logistics systems

Representing the progressive future of the mining sector through female inclusion, technological development and sustainable aims

STEPHEN BLEWETT of MTN Cameroon explores the evolving face of Fintech and digital connectivity across Africa

DISCOVER THE COMPANY TUNNELLING A PATH TO SEAMLESS SYSTEMS INTEGRATION WITH MANAGING DIRECTOR OF SICE ANZ, MANUEL GONZALEZ ARROJO

Michael Cunningham, Managing Director of the energy division at Camlin Group, examines optimising green infrastructure

JAMES MCINTYRE, Managing Director at Melcar Group, tells us of the company’s beginnings with “a sledgehammer and a vision”

face of Fintech and digital connectivity across Africa STEPHEN BLEWETT of MTN Cameroon explores the evolving

WITH MANAGING DIRECTOR OF SICE ANZ, MANUEL GONZALEZ ARROJO DISCOVER THE COMPANY TUNNELLING A PATH TO SEAMLESS SYSTEMS INTEGRATION

at Camlin Group, examines optimising green infrastructure Michael Cunningham, Managing Director of the energy division

the company’s beginnings with “a sledgehammer and a vision” JAMES MCINTYRE, Managing Director at Melcar Group, tells us of

mission of ‘Making Mopani Great Again’ a copper-fuelled future for Zambia and their ambitious The Executive Team at Mopani Copper Mines discuss

WEIR MINERALS

female inclusion, technological development and sustainable aims Representing the progressive future of the mining sector through

consumer-led innovation iconic US pizza giant Papa John’s, talks expansion and Tapan Vaidya, CEO at the UAE master franchise of

A SLICE OF SUCCESS

trade and investment leading destination for Making Eswatini Africa’s

EIPA

distribution with responsible fuel Re-energising Africa

the leading provider of automated logistics systems Cory Flemings, Executive Vice President of Sales at Wynright Corporation, Operating beneath the banner of Daifuku North America, we talk to

MATERIAL HANDLING MASTERS OF

Tell us your story, and we’ll tell the world. adaptation by innovation and endeavors guided Technological

OLA ENERGY

beauty industry Over 50 years in the

culture company with a unique progress powering provider The solutions

TECHNOLOGY LUMMUS

TOLY GROUP

KBR

furnace demands Refractories for all

A.S. LUBENÍK SLOVMAG,

in Western Australia mining for prosperity Chasing profit and

MINING WILUNA

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Issue 93

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Issue 52

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Issue 44

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Issue 06

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

S A B C | O F F I C E N AT I O N A L

PNG PORTS CORPORATION | WABTEC ANZ

MIDDLE EAST SOLAR INDUSTRY ASSOCIATION | ECO BALTIA

FA R E Y E | T R I U M P H PAY

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

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

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

www.outlookpublishing.com/get-involved

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.

Eswatini Investment & Trade Promotion Authority (EIPA) Kenya National Chamber of Commerce & Industry (KNCCI) Middle East Solar Industry Association (MESIA) Southern Africa Stainless Steel Development Association (SASSDA)

INDUSTRY SPOTLIGHT

SPOTLIGHT ON TRADE AND INVESTMENT IN ESWATINI Unveiling Eswatini as a nexus of trade and investment in pursuit of diversification on the global commerce landscape Writer: Phoebe Harper | Project Manager: Krisha Canlas

T

he Kingdom of Eswatini is officially open for business.

A competitive investment destination for Southern Africa and an effective gateway to the rest of the continent, this landlocked country boasts a highly developed infrastructure with a stable network of road and rail, and healthy trade agreements including the Southern African Development Community (SADC), African Continental Free Trade Area (AfCFTA) and the African Growth and Opportunity Act (AGOA).

In addition to this enabling framework, the Kingdom is blessed with a highly educated labour force and a reliable supply of electricity and raw

22 | Africa Outlook issue 93

materials, needed as the basic support to keep businesses going. In terms of finance, the Common Monetary Area (CMA) is instrumental in maintaining a favourable rate between the Swati Lilangeni and the South African Rand.

Alongside Botswana, Lesotho, Namibia, and South Africa, the Kingdom forms part of the Southern African Customs Union, allowing the free movement of goods and services throughout the area. As a result, the country’s primary trading partner is South Africa. Nevertheless, Eswatini is dedicated to diversifying its network of trade, seeking greater opportunities across Europe and the UK in particular.

As an export-oriented economy, over the past

ESWATINI INVESTMENT & TRADE PROMOTION AUTHORITY

few decades, economic growth in Eswatini has been championed by foreign direct investment (FDI) in mining, agribusiness, tourism and manufacturing.

With agriculture a mainstay of the national economy, Eswatini also seeks to become more competitive in value-added manufacturing and processing by offering incentive packages to investors. This represents one of the greatest FDI opportunities, alongside agribusiness, energy, mining and tourism/hospitality.

Today, recovery is on the agenda, as Eswatini seeks to reinforce its economy after weathering the brunt of the COVID-19 pandemic. In order to re-establish a conducive and enabling environment for business, there arises the need for a branch of communication between local enterprises – whether large corporations or SMEs - and the national players that have a major impact on this, including the insurance industry, logistics services, and regulators.

A close working relationship with the national government is also essential to implement legal policies and investment strategies, including the Post COVID-19 Economic Recovery Plan.

Despite a challenging investment climate due to limited funding, the country perseveres in its promotion of Eswatini as a hotbed for trade and opportunities for investors, forging a hopeful future as Africa’s new promise.

ESWATINI – TRADE AT A GLANCE Major exports: • Laboratory glassware • Scented mixtures • Raw sugar • Industrial fatty acids, oils, and alcohols Major export destinations: • Nigeria • South Africa • Kenya • Mozambique • Tanzania Major imports: • Refined petroleum • Gold • Electricity • Cars Major import destinations: • South Africa • China • United Arab Emirates • Mozambique • India

Africa Outlook issue 93 | 23

Strategic Plan 2021-24

D

Digitalised and data driven; with our partners

elivering utmost value to stakeholders and maximising domestic revenue mobilisation in the evolving landscape of a dynamic economy requires the use of innovative and technologically adept techniques.

Accordingly, to effectively deliver on its mandate, the strategic plan for the Eswatini Revenue Service (ERS) for the period 2021/22 to 2023/24 focuses on digitalising operations and transforming decisionmaking from an intuitive to a data-driven manner to attain the ultimate vision of a 100 percent voluntary compliance for a better Kingdom of Eswatini.

To kickstart the development of the new strategic plan, a rigorous stakeholder consultation process and a scientific scanning of the environment was undertaken and this unearthed three obstacles that hinder the organisation from achieving optimal efficiency, namely; • a non-conducive organisational culture that is weak in essential elements such as performance excellence, innovation and meaningful relationships.

• poor divisional integration, interdependence and coordination.

• a weak revenue collection system that is anchored on manpower.

To address these hindrances and in turn ensure the ERS achieves optimal efficiency and attains its vision, the plan is modelled around four strategic focus areas

which birthed several objectives based on redressing the identified obstacles, namely: • to develop an integrated and coordinated system that will maximise efficiency of the ERS. • to create an ERS culture where we live by our values.

• to develop an intelligent revenue collection.

• to bring about the changes required in order for the ERS to fully align with legislative provisions.

These objectives were then translated to strategic programmes, each with a detailed action plan and aim to reach our three-year goal, which is “81.1 percent voluntary compliance, through being digitalised and data driven with our partners.” This is our first milestone to the ultimate intent of 100 percent voluntary compliance.

The strategy is executed through the aforementioned programmes. SRA’s operations are run through business processes grouped in five systems (manage revenue collection, support, risk, transformation and customer) and this is how we deliver on our mandate.

In essence, operations run the organisation whilst strategy changes it. The matrix (as shown in the table) shows the effect that we envision the strategy will have on our operational systems.

The expected outcomes transcend across all the five systems to varying degrees.

For more information please visit our website: www.sra.org.sz

Ultimate intent - 100 percent voluntary compliance for a better Kingdom of Eswatini STRATEGY PROGRAMMES

SYSTEMS Revenue collection

Support

Risk

Transformation

Customer

Integrated and coordinated system.

• • • • •

Convergence on purpose.

Relevant and unified feedback channels.

Holistic risk management approach.

Relevant integrated thinking and insights.

Productive employees.

Value and driven culture.

• • • • • • •

Value driven leadership and teams.

Healthy organisational dynamics.

Engaged employees.

Excellence driven.

Healthy professional relationships.

Improved performance.

Community of practice.

• • • •

Relevance.

Increased voluntary compliance.

Ease of movement of goods.

Enhanced stakeholder relations, engagements and collaboration.

• • • •

Full compliance by the organisation.

Reduced costs of collecting non-tax government revenue.

Reduced citizen costs of access to government services.

Positive public image from service culture.

Intelligent revenue collection system.

Statutory compliance.

The Governing Board owns and is accountable for the ERS strategy. The ERS EXCO team will manage and execute this strategy, whose period began on 01 April 2021 and will end on 31 March 2024.

or contact us at (+268) 2406 4050, email: info@sra.org.sz Africa Outlook issue 93 | 25

INDUSTRY SPOTLIGHT

INTERVIEW

Interview: Eswatini Investment & Trade Promotion Authority (EIPA) Sibani Mngomezulu CEO, EIPA

As ‘Africa’s New Promise’, the Eswatini Investment and Trade Promotion Authority (EIPA) is committed to making the Kingdom a leading destination for trade and investment. We speak with CEO Sibani Mngomezulu for an overview of the parastatal organisation today

26 | Africa Outlook issue 93

E

stablished as a government-led initiative, the Eswatini Investment Promotion Authority, formerly known as SIPA, was founded in 1998.

Since that time, the organisation has operated as an official body with the mandate of promoting trade and investment for the Kingdom of Eswatini. CEO at EIPA, Mr. Sibani Mngomezulu, tells us more.

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

Sibani Mngomezulu, Chief Executive Officer (SM): His Majesty the King had a vision that a separate agency from government be created whose primary focus would be to promote investment into the Kingdom, increase industrialisation, and in so doing

ESWATINI INVESTMENT & TRADE PROMOTION AUTHORITY

create employment for Emaswati. He commissioned one of his advisors, who happened to be former Deputy Prime Minister, Dr Sishayi Nxumalo, to get this important initiative off the ground.

The Eswatini Investment Promotion Authority was established through the Swaziland Investment Promotion Act of 1998 with the mandate to attract, encourage, facilitate and promote local and foreign investment in Eswatini. The authority also promotes domestic and export trade, and initiates, co-ordinates and facilitates the implementation of government policies and strategies on investment and trade. The additional mandate of trade promotion was only taken up in 2014 after Cabinet agreed on the cross-cutting nature of the investment and trade promotion.

The transfer of the trade promotion mandate directs this strategy to include export development and promotion to complement investment promotion. This calls for the reorientation of EIPA towards domestic trade promotion, business linkages and their coordination in encouraging re-investments.

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

AT A GLANCE - EIPA OBJECTIVES • To attract, encourage, facilitate and promote local and foreign investment and trade in Eswatini.

• To initiate, co-ordinate and facilitate the implementation of government policies and strategies on investment and trade.

• To provide a one-stop information and support facility to local and foreign investors and traders.

• To advise the minister on trade and investment policies, strategies, proposals and suitable incentives.

SM: The role of what was then SIPA (predecessor to EIPA) in the early years was critical to rejuvenate, boost and re-industrialise the economy following the entrance of the large neighbouring economy of South Africa in 1994, which saw some investors relocate to that country. Investors in grain and sugar milling, textiles and mobile telecommunication moved to the Kingdom and successfully commenced their businesses, and they continue operating today.

EIPA has delivered on a number of investment and trade deals that have contributed to its economic growth mandate. We have secured markets worth billions of dollars across the globe, mainly in the US and Europe where a number of Eswatini companies are exporting their products. In the last five years, we have supported over 150 national companies that have entered into export markets and attracted investment worth over $300 million into Eswatini.

This has created over 15,000 local jobs for Emaswati in that period.

AO: What do you find most exciting about supporting the economy of Eswatini?

Africa Outlook issue 93 | 27

INDUSTRY SPOTLIGHT

SM: What we find most exciting about the position of EIPA is the central role provided by the government to a trade and investment promotion agency to spur economic growth that results in employment. With the advent of COVID-19, our responsibilities have expanded as we are one of the stakeholders with regards to economic recovery and growth. Several strategic initiatives designed to resuscitate the economy place reliance on EIPA as an organisation to deliver on the stipulated strategic objectives.

terms of our strategy as the institution continues to contribute towards the country’s vision of attaining first world status. To achieve this, EIPA aims to be the focal point of all trade and investment engagements regarding the Kingdom of Eswatini. This will be done through improved stakeholder management, brand awareness, excellence in disseminating information, provision of services, and general activities of the institution.

EIPA comprehends the significant role bestowed on the organisation in the economic development of the Kingdom of Eswatini, with this role being emphasised in the Eswatini National Development Plan 2018-2023 as well as the Ministry of Commerce, Industry and Trade Strategic Plan 2019 – 2023. This includes the objective to; 1. Develop export opportunities, particularly in the Southern African region.

2. Promote Eswatini as an attractive investment destination.

3. Maximise the value of existing exports.

4. Diversify exports into new products and markets.

5. Improve tools for export development.

INTERVIEW

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

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

SM: Limited funding constrains the organisation from fulfilling some of the bolder initiatives in our strategic plan. Currently EIPA is fully funded from the fiscus which has competing priorities at this time, such as healthcare, education, economic recovery and the reconstruction of infrastructure. The political, economic and social environments have seen decline in 2021 from the traditional stability for which the Kingdom is known. This has stemmed the gains we have made in recent years and does not bode well for the investment climate in the short-term.

We remain optimistic for a return to the stability for which we are known and a continued trajectory of increased trade and investment.

AO: Could you outline the strategy behind EIPA’s mandate in investment and trade promotion?

SM: We have a central role in contributing to the Kingdom of Eswatini becoming a leading trade and investment destination on the continent. That is the overarching vision that must be realised in

28 | Africa Outlook issue 93

SM: • There is a solar energy storage project which will be investing E1.5 billion, employing 100 people.

• There is another project for the manufacturing of household products with an investment of E400 million, employing about 800 people.

• A pharmaceutical manufacturing company will be investing about E39 million, creating 100 jobs.

ESWATINI INVESTMENT & TRADE PROMOTION AUTHORITY

PROJECT MANAGERS MANAGERS OF PROJECT OF CHOICE CHOICE

Project Managers of Choice (PMC) is a construction project management consultancy company based in Ezulwini, Eswatini.

We are your advocate and your representative, combining detailed technical knowledge and experience with a commitment to meeting your needs. Not affected by conflicting interest, we represent you, the owner, developer, tenant, or banker through all facets of planning, design, permitting, construction and move in.

We use high level project management strategies to deliver the best possible construction projects. By involving PMC from the earliest stages of your project, you maximize your chances to achieve a seamless construction process.

PMC is equipped to handle all scales of construction, development, remodel, or tenant improvement projects.

Project Managers of Choice, Office No.15, Ezulwini, Eswatini.

Phone: +268 2417 1389 | +268 7935 6854

www.pmc.co.sz

• A company to manufacture various types of biscuits, crackers, and baked snacks with an investment value of E55 million and creating about 150 jobs at full capacity.

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

“Creating Wealth For You”

Relocating to Eswatini?

SM: The overarching vision of EIPA is to contribute to Eswatini becoming the leading trade and investment destination in Africa. We believe this is achievable as investors and businesses become aware of the Kingdom and the benefits of investing in and conducting business from Eswatini.

Tel: 2404 0470/2/3/4 info@sipa.org.sz www.investeswatin.co.sz

We are here for your Mortgage Financial needs.

Ts & Cs apply

Call 2405 6000 Contact Centre: 2404 1313 Email: info@sbs.co.sz

Africa Outlook issue 93 | 29

INDUSTRY SPOTLIGHT

SPOTLIGHT ON INDUSTRY IN KENYA An overview of Kenya’s industries and the state of the economy as it pursues recovery and sustainability in the wake of the COVID-19 pandemic Writer: Phoebe Harper | Project Manager: Krisha Canlas

30 | Africa Outlook issue 93

​KENYA NATIONAL CHAMBER OF COMMERCE & INDUSTRY (KNCCI)

T

hird only to Nigeria and South Africa, Kenya boasts one of sub-Saharan Africa’s largest economies. Its national government is widely recognised for its investment-friendly outlook, regularly implementing reforms to streamline both foreign and local investments.

Since gaining independence in 1963, Kenya’s industrialisation has faced impediments such as limited domestic purchasing power, reduced government budgets, issues in mismanagement and poor infrastructure. A favourable balance of trade has been difficult for the country to navigate in the face of accelerated population growth, unemployment levels, and widespread poverty in certain areas.

Fortunately, in the past few decades, the country’s economy has been shaped by dynamic tailwinds including recovery within national agriculture,

explosive growth in telecommunications, and significant developments across both the transport and construction sectors. Today, Kenya’s young working population has become synonymous with technology and innovation, causing exciting ripples across the business community.

Despite recent setbacks, including the economic headwinds of the COVID-19 pandemic, Kenya’s status as a conducive centre for business is improving. Indeed, last year the country was voted 56th in the world based on the World Bank’s ease of doing business rating – a climb from its position in 61st place in 2019.

Nevertheless, Kenya’s business community is now seeking greater resilience and a wider reach across the global market, to secure sustainability for the future.

Africa Outlook issue 93 | 31

INDUSTRY SPOTLIGHT

INTERVIEW

Interview: Kenya National Chamber of Commerce & Industry (KNCCI) President of the Kenya National Chamber of Commerce and Industry (KNCCI), Richard Ngatia, unpacks the organisation’s vision of building a vibrant and prosperous business community for the nation

Richard Ngatia President of the Kenya National Chamber of Commerce and Industry (KNCCI)

A

s a not-for-profit private company, KNCCI operates as the umbrella body to unite Kenya’s enterprises by championing an enabling business environment that will allow trade to prosper. We discuss how the chamber has progressed since its founding in 1965, and the long journey ahead in establishing economic recovery.

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

Richard Ngatia, KNCCI Chamber President (RN): For over 400 years, the Chambers of Commerce have been a necessary and expendable intermediary between government, business and the general public in a bid to foster good relations that allow trade to prosper.

KNCCI was established in 1965 after the amalgamation of the three existing Chambers of Commerce at the time: the Asian, African, and European chambers mandated to protect and develop the interests of the business community.

32 | Africa Outlook issue 93

In 2014, the East Africa Chamber of Commerce, Industry and Agriculture (EACCIA), with the President of the Republic of Kenya, H.E Uhuru Kenyatta, as the patron, relaunched the Kenya Chamber with a broader and focused business perspective.

KNCCI is registered as a not-for-profit private company limited by guarantee under the Companies Act Chapter 486 of the laws of Kenya. Before the promulgation of the Kenyan Constitution in August 2010, the KNCCI had its main operations at the head office in Nairobi with regional offices in major counties in Kenya. However, after the promulgation of the constitution, the Chamber amended the legal instrument to establish a national office and County Chamber offices in all the 47 counties.

KNCCI is a membership-based Trade Support Institution (TSI) working to protect the commercial and industrial interests of the Kenyan business community. KNCCI advocates for the creation of a favourable commercial, trade and investment environment that supports enterprise expansion.

The membership of KNCCI constitutes small micro enterprises (SMEs), medium and large enterprises.

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

RN: While the key objectives of all chambers have remained the same (protecting and developing the interests of the business community), the scope and mode of discharging its mandate has immensely transformed.

​KENYA NATIONAL CHAMBER OF COMMERCE & INDUSTRY (KNCCI)

KNCCI FUNCTIONS • Promote, co-ordinate and protect commercial and industrial interest to its members and Kenya in general.

• Promote trade within and outside Kenya.

“KNCCI envisions to create a vibrant and prosperous business community with a mission to facilitate and promote a sustainable business environment for economic growth and prosperity” - Richard Ngatia, KNCCI Chamber President

The Chamber is now present in the 47 counties through the various chapters to mirror the government’s devolved system. KNCCI also operates in partnership with 177 international Chambers of Commerce.

In partnership with the government, the Chamber issues the Certificate of Origin (COO) for its members. Our bouquet of services has grown from SME development to include aspects such as hosting incubation and innovation platforms, and SME hubs, amongst others.

• Establish and organise finance trade and industrial exhibitions and displays either on its own or in participation with other persons or organisations.

• Foster social unity and promote the welfare of the commercial and industrial community.

• Promote, support or oppose legislations and ineffective bureaucratic measures that may be put in place by the government for the interest of the members.

• Collect and disseminate statistically sound information and other materials to its members.

• Arbitrate in the settlement of commercial and industrial disputes among its members.

• Establish commercial exchanges, new rooms, libraries, and other facilities that may be beneficial to its members.

• Provide facilities for the study, enquiry and research into commercial and industrial matters, and to publish material and journals among others for the benefit of its members.

Africa Outlook issue 93 | 33

INDUSTRY SPOTLIGHT

INTERVIEW

KNCCI Board Members

AO: What do you find most exciting about working in Kenya’s industrial sector?

AO: How have Kenyan industries navigated the COVID-19 pandemic?

RN: Being in the midst of promising industrialisation, within which Kenya’s industrial segment constitutes one of the most optimistic. In addition, the growing appetite for partnership globally is an aspect to relish. The growing confidence in pan-Africanisation through AfCFTA for example, presents new market frontiers and an exciting outlook from an African perspective.

RN: The year 2020 came with challenges not only for upcoming businesses but also existing ones.

Businesses were forced to adopt new survival strategies in the midst of the COVID-19 pandemic.

With restrictions on physical contact and interaction, businesses had to shift to online transactions, which came with cost implications. A majority of businesses collapsed as a result of the pandemic and a lack of finances to shift to new marketing and business strategies, which in turn affected our economy.

There are efforts from different players to support the trade industry in Kenya through financing and capacity building. Kenyan enterprises have been impressive in their capacity to rebound - a true testament to the tenacity of the Kenyan spirit. This was achieved through government fiscal ease (through tax reductions), and the waiver of stringent commercial measures (e.g., bank transactions, Credit Reference Bureau (CRB) terms) that were introduced to cushion businesses.

This is in addition to businesses’ own creativity as they sought to comply with the guidelines and

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

RN: The biggest challenge is the readiness for trade to thrive through instances of uncertainty and disruptions. The readiness of our SMEs and the overall business enterprise in Kenya was put to the test during the COVID-19 pandemic. The closure and strain experienced by businesses is testament to the need for resilient and sustainable commercial frameworks.

34 | Africa Outlook issue 93

Base Titanium’s Kwale Mine is Kenya’s first large-scale mining project and accounts for 65% of Kenya’s mineral sector. As part of a broader post mining land use programme, Base is investing heavily in rehabilitation whilst remaining committed to training the future generation of Kenya’s mining workforce.

The Kwale Mine has: • Commenced rehabilitation of the minedout areas of the Central and South Dunes, with over 180 acres completed; • Partnered with Pwani University and local community members to undertake agricultural trials on rehabilitated areas; • Converted former silt traps into functional wetland areas with propagation and introduction of wetland vegetation;

• Implemented a targetted recruitment policy to prioritise employment for impacted communities; • Invested heavily in training and succession planning resulting in a 99% Kenyan workforce, and • Partnered with the National Industrial Training Authority’s (NITA) Recognition of Prior Learning Programme to certify skills learnt on the job.

basetitanium.com

P.O. Box 1214, Ukunda, 80400, Kenya +254 (0) 20 513 0100

INDUSTRY SPOTLIGHT

requirements to operate. Such examples include maintaining space and sanitation in business premises and the deployment of digital solutions such as insurance stickers through online platforms, cashless transactions, and meetings.

AO: What trends are currently transforming the sector? How are you responding to them?

RN: The journey towards digital transformation is ongoing and this is a real build-up to achieving true e-commerce readiness.

Kenya is also reaping the demographic dividend thanks to the growing ‘working population’ and this places the country and the continent at large in a unique position globally in terms of industrial readiness and income growth.

However, there is also the need to incorporate partnerships and government reforms to generate strategic alliances with local traders in order to; 1. Unleash innovation that drives job creation.

INTERVIEW

2. Develop innovation hubs that draw foreign investment and talent to the country for economic opportunities.

3. Expand access to finance, education, and healthcare.

4. Introduce cutting-edge digital technologies and novel business models that benefit the firm.

36 | Africa Outlook issue 93

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

RN: The existing business environment in our country is not one that we can proudly celebrate and say it is perfect. Much must be done if we are to reach a satisfactory level. Our business community needs to be exposed to the outside world and there is also the need for ease of access to information to enhance business development.

As a Chamber, we have done quite a lot to support businesses. We have been able to organise foreign trade missions for our members and this has been a learning expedition to them. In July this year, the Chamber President led a delegation of 76 businesspeople to Egypt where a respectable number of business deals were made.

With the ongoing Expo2020 Dubai, the chamber has in-tray activities that can benefit the members.

Our first participation at the Expo was the Global Business Forum that took place on 13th and 14th of July 2021 where we mobilised our members to participate.

In partnership with the government and other private organisations, we have been able to organise business forums within the country for B2B and B2G engagements. The most recent include Kenya-Iran, Kenya-Estonia and Kenya- France business forums.

Despite the milestones in our trade sector, additional forces are welcomed to enable our businesses to thrive. Therefore, there is a need for: 1. Development of Chamber Industrial Park.

2. Development of trade centre and conference facilities.

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

RN: While much progress has been witnessed at the Chamber, there is immense potential that remains unharnessed. The next five years will build on the momentum gained to stamp the Chamber’s position in championing member interest. In the information age that we are in, the Chamber is on the path to becoming a true data repository, furnishing members with duly researched and analysed information.

INTERVIEW

​KENYA NATIONAL CHAMBER OF COMMERCE & INDUSTRY (KNCCI)

3. Establishment of financial hub.

4. Establishment of Media Centre (TV and Radio Station).

5. Establishment of a regional ICC Centre/ Innovation hub ongoing.

6. Establishment of Chamber Business School.

Tel: +2547111050600 info@kenyachamber.or.ke www.kenyachamber.or.ke

Africa Outlook issue 93 | 37

INDUSTRY SPOTLIGHT

MENA RENEWABLE ENERGY SPOTLIGHT An overview of the growth of renewable energy across the Middle East and Northern Africa, and the increasing exploitation of solar power Writer: Phoebe Harper | Project Manager: Krisha Canlas

O

ver the course of the COVID-19 pandemic, global carbon emissions fell at their fastest rate since the Second World War. In line with this drop, the acceptance and use of renewable energies (RE) continued to grow on a promising trajectory.

As revealed by bp’s Statistical Review of World Energy 2021, during this time, the use of solar power across the world recorded its largest ever increase.

Although wind energy contributed the highest growth in renewable resources, solar electricity rose by an unprecedented 20 percent to 1.3 exajoules (EJ), with overall solar capacity expanding by 127 gigawatts (GW).

Until recent times, the hydrocarbon-rich economies found throughout the Middle Eastern and Northern Africa (MENA) region, have been perceived as generally falling behind in the development and deployment of RE. Saudi Arabia in particular has come under scrutiny as the world’s 10th-largest emitter of carbon dioxide, leading to a subsequent net zero pledge to reach this commitment by 2060 in time for the COP26 climate change summit.

38 | Africa Outlook issue 93

Indeed, in terms of global regions, MENA has the lowest share of renewable energy in terms of overall energy consumption. The aforementioned bp report found that RE accounted for less than 1.5 percent of all electricity generation across the region, compared to the worldwide average of more than 10 percent.

In spite of this, the MENA region boasts enormous RE potential, particularly within both solar and wind power. The Middle East Institute (MEI) estimates that, if fully exploited, MENA would have the capacity to produce solar power to a level that would amount to 60 percent of global electricity demand. Across the region’s landscape, the majority of areas boast a solar potential of daily direct normal irradiation (DNI) above five kilowatts (kWh) per square metre – a key indicator that solar power is economically viable.

Fortunately, the acceptance of solar power across MENA is growing, in alignment with the increasingly affordable costs of the technology and systems to facilitate it. The technology behind PV modules is advancing, and so is battery storage, as the solar market matures.

MIDDLE EAST SOLAR INDUSTRY ASSOCIATION (MESIA)

trade, and opportunities for job creation. This is best exemplified by Morocco, where the development of a local industry surrounding solar water heaters has served to create 13,000 jobs.

Across the region, the combined energy goals of various countries translate to an expected 80 GW of renewable capacity by 2030, based on the successful fruition of these commitments. This is evidenced by initiatives such as the Pan-Arab Clean Energy Initiative (PACE), a key component of the future roadmap for renewables across MENA.

MENA RENEWABLE ENERGY CAPACITY TARGETS: Morocco – 52 percent by 2030 UAE – 44 percent by 2050 Egypt – 42 percent by 2035 Saudi Arabia – 30 percent by 2030 Tunisia – 30 percent by 2030 Libya – 22 percent by 2030 Qatar – 20 percent by 2030 Bahrain – 10 percent by 2035

INTRODUCTION

From 2015 onwards, the development of RE across MENA has enjoyed significant growth, as shown by the International Renewable Energy Agency (IRENA).

In 2016, $11 billion was invested in RE across MENA – a staggering leap compared to $1.2 billion in 2008.

Reflective of this heightened investment, Saudi Arabia is now considered a global frontrunner in RE development with the country marking a world record for solar prices from the Sakaka Photovoltaic Solar Project – a 300 megawatt (MW) solar project located in Al Jouf Province. Sakaka is significant as the first ever utility scale RE project to be included in the National Renewable Energy Programme of Saudi Arabia.

In the oil-rich lands of the UAE, RE is becoming increasingly attractive thanks to the falling costs of the necessary technologies, as the country transitions from an oil exporter to major importer of natural gas. With economic conditions favouring greater RE deployment, the UAE is being encouraged to exceed its current targets. Such advancements will only be possible with the greater involvement of government agencies in regulation and tendering within the energy sector.

The growing use of RE across MENA is intrinsically linked to the area’s socio-economic development, as its deployment will not only reduce carbon emissions, but also increase economic diversification and growth, a healthier balance of

Africa Outlook issue 93 | 39

EDF Renewables

AFRICA Outlook (AO): Introduce EDF Renewables, how long it has been active in the MENA region?

Olivier Bordes, CEO Middle East (OB): As a subsidiary of the EDF Group, EDF Renewables is a leading international player in the renewable energies industry worldwide and continues to grow by moving into promising markets in the Middle East and Africa. Our company develops, builds, and operates clean energy power plants in more than 20 countries both for our own account and for third parties, alongside providing operation and maintenance.

With gross installed capacity of 13.8 GW worldwide, EDF Renewables secured a portfolio of 3.5 GW of sustainable renewable power plants in the Middle East. The company has strong positions in offshore and onshore wind power, as well as in large utility-scale solar power plants. Moreover, the company is developing a multilayer low-carbon solutions portfolio, as well as innovative solutions in the renewable energies sector: energy storage, renewable hybrid solutions and fully customised low-carbon solar solutions.

EDF Renewables is playing an unavoidable role towards a sustainable future and carbon-free energy production worldwide. One of EDF Group’s driving ambitions is to triple our business outside Europe and double our renewables net installed capacity from 2015 to 2030; which is equal to developing 30 additional GW by 2030.

AO: What does the current state of the renewable energy industry look like in the Middle East? How exciting or challenging is the space?

OB: The region is experiencing an incredible acceleration of solar development. Over the past five years, the industry has secured almost eight GW, and the combined programmes of various countries represents a global target of 55 GW by 2030. This carbon free ambition is even more accelerated now, after Saudi Arabia’s commitments to net zero emissions by 2060.

EDF Renewables is committed to supporting these programmes through investment, competitiveness, and proper execution. We are fully committed to support GCC and surrounding regions with a wide range of low carbon solutions such as hybrid plants, micro and offgrid, storage and low-carbon solar solutions.

Our strength is to offer a diverse range of innovative solutions to meet specific electricity demand versus the intermittence of renewable energies.

This includes hybrid plants that combine CSP and PV, or smaller hybrid PV battery saving fuel in off grid diesel plants. We also offer battery systems to aid the integration of large-scale projects into the system or Pumped Hydro Storage Power Plants.

Finally, EDF Renewables is looking with interest toward the promising market of Green H2 and low-carbon solar solutions.

AO: Do you have any significant ongoing or recent projects that you would like to showcase?

OB: We are very proud to support the Middle East in its energy transition and innovation is key to our utility scale wind, solar and storage projects. EDF Renewables is active in various areas through major projects, including three utility-scale solar power plants and the largest wind farm in the region.

As the largest foreign investor in the renewable sector across the region, the large-scale projects in Middle East are perfectly in line

Solar park DEWA Phase III, UAE

with our strategy and the GCC region is a strategic market for EDF Renewables.

Furthermore, EDF Renewables is fully in line with the goals implemented by Middle Eastern countries aiming to reduce their carbon footprint and to develop low-carbon energy solutions.

Once commissioned, our main projects will represent a portfolio of 3.5 GW clean power generation plants: • Phase three of the Mohammed bin Rashid Al Maktoum Solar Park in Dubai (800 MW) is fully operational since last year, and this project already powers 160,000 homes in Dubai. We have successfully established a new Operation and Maintenance company alongside our partner Masdar: Energize O&M which will handle the plant.

• Al Dhafrah solar plant, in Abu Dhabi, with a total power installation of 2 GW is now under construction. Once completed, this state of the art solar plant will be the biggest single utility scale solar park worldwide, using over four million bifacial solar panels, 33 thousand sun trackers and will offset over 2.4 million metric tonnes of CO2, equivalent to the emissions of 1.3 million cars driven for a year.

• 300 MW solar project in Jeddah, Saudi Arabia. We recently launched the construction of the solar park with our long-term partners Masdar and Nesma. This will be our first utility-scale solar plant in Saudi Arabia.

• Dumat Al Jandal, a 400 MW landmark wind farm is the largest and most powerful wind farm in the Middle East. The project is already producing clean energy and will be fully operational within weeks. The project consists of 99 wind turbine generators, each with a nominal power of 4.2 MW. AO: Are you optimistic about the future of renewable energies in the Middle East and EDF’s role within this?

OB: The Middle East region historically has a strong dependency on oil and gas. However, these countries have an amazing potential of granted solar resources available. With the increasing competitiveness of solar energy, governments have launched their transition to clean energy sources with ambitious long-term plans.

We are spectators of the solar industry being well adopted in the region and creating a lot of jobs, often switching from conventional to renewable energies. The Renewable Energy sector has a bright future in all segments - large scale, off-grid, C&I, residential area and many more.

Olivier BORDES EDF Renewables CEO and Managing Director, Middle East

Olivier Bordes has been developing projects in the Middle East North Africa region for the last 10 years in the renewables sector, as well as in the thermal and distribution fields.

Olivier is today in charge of EDF Renewables’ portfolio in the Middle East developing and operating over 3.5 GW of solar and wind iconic projects. He is managing teams across the region, based in United Arab Emirates, Kingdom of Saudi Arabia and Oman, and his responsibilities relate from business development of multilayer renewable solutions through construction to assets management.

He has an extensive experience in off-grid solutions development, as well as IPP project development and distribution. He holds a Master of Electrical Engineering from Ecole des Mines, France.

Wind farm Dumat Al Jandal, KSA

INDUSTRY SPOTLIGHT

Interview: Middle East Solar Industry Association (MESIA)

INTERVIEW

As the most respected non-profit trade association in the renewables sector, President of MESIA, Ahmed S. Nada, discusses the upwards trajectory of solar energy across the MENA region and leveraging a digital presence to further its goal of promoting a solar-powered future.

Ahmed S. Nada President

T

he Middle East Solar Industry Association (MESIA) was established in 2009, as a nonprofit trade association dedicated to the promotion of solar energy across the Middle East and Northern Africa (MENA). As a highly respected and industry-leading advisory voice, MESIA continues to fully support and guide its members in an ever-evolving industry, whilst disseminating invaluable information on the potential of solar energy. Since its inception, MESIA has expanded to include over 100 local, regional, and international members. We speak with President of the association, Ahmed S. Nada, to find out more.

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

Ahmed S. Nada, President (AN): MESIA was created when a group of individual solar pioneers came together with the aim of bringing the initial knowledge of the industry to the Middle East,

42 | Africa Outlook issue 93

which has historically been a region that is reliant on fossil fuel energy. The group was led by Vahid Fotuhi, who at the time was working for BP Solar, and Professor Georgeta Vidican, who used to work for Masdar Institute. After a successful launch event on November 23rd 2009, the group established a steering committee made up of the key value chain players in the solar industry. MESIA became licensed by the Community Development Authority (CDA) in Dubai to operate as a not-for-profit trade association in 2013.

These players went on to become the founding members of MESIA, successfully instilling the roots of what would emerge as the largest and most respected solar association in the MENA region, now forming a group of 70 regional and international companies and hundreds of members.

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

AN: The mission of MESIA as a non-profit, nongovernmental organisation remains fundamentally the same as it was at its inception. Our primary goal remains the promotion of solar energy in the MENA region, but the world today is not the world in which MESIA was created. The market has matured, positive adoption of solar and technology has reached advanced stages, and so our goals have evolved to continue supporting our members through different means. Increasing our

MIDDLE EAST SOLAR INDUSTRY ASSOCIATION (MESIA)

digital presence has been a prime goal to become the largest digital solar network in the region by providing news, promoting digital solar technologies and creating unique promotional digital event opportunities for our members. We remain a knowledge transfer and sharing solar platform but with a digital spin.

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

AN: Advancing the agenda of renewables in our life in general, and solar in particular, has been the key driver and most exciting part of this journey. Today, we see how competitive solar can contribute to storage, and green hydrogen is making this journey even more exciting. Competitive solar energy prices per kWh is enabling even more green technology offerings.

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

AN: Like any industry, the solar industry can face disruptions in its supply chain, causing the economics of projects to be distracted from their original plans. As the world wakes up from COVID-19 and its implications on all industrial value chains, the solar industry will have to adjust. Hence, MESIA must continue to voice its mission to keep supporting its members.

AO: What trends are currently transforming the renewable energies sector across the MENA region? How are you responding to them?

AN: Each day, a new country in the MENA region sets new goals for net zero. Green hydrogen generated from renewable energy, and particularly Africa Outlook issue 93 | 43

INDUSTRY SPOTLIGHT

from solar projects, will make a fundamental transformation to our region. Further electrification means more renewables penetration to the grid, which in turn will add more pressure on storage technologies.

In terms of response, the political and economic willingness of our leadership is obvious and pronounced in the MENA region across its large economies, Gulf Cooperation Council (GCC), Egypt and hopefully soon North Africa. MESIA continues to be part of the agenda, setting policy support and technology promotion through its digitised platform and soon, more face-to-face events.

Joumana Hosri Interview at 2021 MESIA Solar Awards

WHY SHOULD YOU BECOME A MEMBER OF MESIA? • Enjoy access to solar-industry related workshops, lectures and briefings • High-level and focused networking opportunities

INTERVIEW

• Exposure to key stakeholders in both the public and private sector • White-papers and research reports on topics related to solar technology policies • Marketing and visibility

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

AN: MESIA wants to further engage with the new generation, the younger students whose education platforms will see more engagement with renewables and the electrification of their lives. It is critical to keep them engaged for the future. Next year, our Solar Awards will be celebrating their 10th anniversary, and with it, new categories have been created to reflect industry changes. Submissions are always free of charge, and we will continue holding this event as an unbiased celebration of top solar performers in the region. Also, our flagship report will again be released in January at the World Future Energy Summit, covering new areas, countries and expert contributors. To view the 2021 Outlook report, click here.

44 | Africa Outlook issue 93

Oliver Bordes Interview at 2021 MESIA Solar Awards

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

AN: We believe it is important that we continue developing the support that we provide to our members, from positioning to entering the market, and creating incremental solutions to do so.

Ensuring we deliver both quality content and unique networking opportunities will continue to remain at the centre of our initiatives. Additionally, we would like to extend our reach to universities and students, but also training to support educational programmes and initiatives that are inclusive and will promote growth and talent within the industry.

AO: Finally, are you optimistic about the future of the sector across MENA? AN: Absolutely. It is clear from looking at GWs installed to future project announcements, and with net zero commitments expanding in the UAE and across the entire region, that the future for solar and sustainable energy sources is on a path to continuous growth. There is an increased consciousness of the need to do more about building a more sustainable world all around, and energy is at the core of it.

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Africa Outlook issue 93 | 45

INDUSTRY SPOTLIGHT

SPOTLIGHT ON THE SOUTH AFRICAN STEEL INDUSTRY Shining a light on the current predicament of South Africa’s steel industry and attempts at recovering national manufacturing Writer: Phoebe Harper | Project Manager: Jordan Levey

S

outh Africa stands as one of the largest steel producers on the African continent. As of 2021, steel producing industries accounted for $44 billion of the national GDP. Despite this, the industry is in a state of distress.

Gauteng is the South African hub of the country’s metal industry with many steel and iron producing firms based in the area. The majority of steel is imported into South Africa from China – the world’s largest exporter of steel.

When the financial crisis hit in 2009, South Africa’s steel industries suffered, weakening the sector’s status as one of the foundational pillars

46 | Africa Outlook issue 93

of the country’s economy. Reduced production, unfavourable trading conditions, high tariffs and a decline in infrastructural developments ensued.

The COVID-19 pandemic has also hampered the sector’s progress, as production has fallen by 50 percent in the short-term, to the extent that the Department of Trade and Industry anticipates a loss of one billion ZAR amidst ongoing lockdowns.

In pursuit of the sector’s revivification, in early 2021, the South African Department of Trade, Industry, and Competition (DTIC) officially signed a Master Plan to restore the country’s steel and metal fabrication sector. The scheme was devised

SOUTHERN AFRICA STAINLESS STEEL DEVELOPMENT ASSOCIATION (SASSDA)

by regulators, industry, and labour with the aim of re-energising the industry and dramatically expanding levels of production.

The Master Plan will seek to further exploit the African Continental Free Trade Area Agreement (AfCFTA) whilst implementing the necessary funding to support upcoming projects in the steel industry. This comes as South African steel industries face heightened global price competition, rising input costs and a decline in local infrastructure projects.

Nevertheless, in October 2021, the sector was thrown into turmoil by an industry-wide steel workers strike, resulting in a loss of 500 million ZAR ($34 million) in output as reported by the Steel and Engineering Industries Federation of Southern Africa. The work stoppage, triggered over wage disputes championed by The National Union of Metalworkers of South Africa, affected five of South

Africa’s nine provinces and disrupted major supply chains.

Amidst this tumultuous landscape, steel production in South Africa endeavours to recover and secure a greater position for the national steel industry on the world market with value-added manufacturing and growing exports.

IN NUMBERS – SOUTH AFRICAN STEEL PRODUCTION: • 292.30 thousand tonnes – December 2020 • 325.60 thousand tonnes – December 2019

Africa Outlook issue 93 | 47

INDUSTRY SPOTLIGHT

Southern Africa Stainless Steel Development Association (SASSDA) Since 1964, the Southern Africa Stainless Steel Development Association (SASSDA) has maintained an active voice in raising the awareness and use of stainless steel across the region. We take a dive into the organisation today

S

tainless steel is an invaluable product in the industrial realm of South Africa, finding its main use in the market of car manufacturing and the production of components and catalytic converters. The material’s low maintenance, low cost and resistant shine ideally caters to a host of applications, from architecture and design to the production of kitchen implements.

Founded in 1964, the Southern Africa Stainless Steel Development Association (SASSDA) represents one of the most active global organisations dedicated to the awareness and industrial application of the metal.

United under its membership, SASSDA provides a platform through which industrial stakeholders can collectively promote and advocate for the sustainable growth and development of the sector.

SASSDA’s member base benefits from authoritative advice and technical information, education, training and skills distributed by the association. Complimentary to this, the body publishes a range of publications and marketing material, alongside industry and business development support.

The association’s affairs are controlled by an elected main committee which forms the governing constitution. SASSDA’s head office is located in Rivonia, a suburb of Johannesburg, where a permanent body of staff members oversee daily operations. A team of consultants operating in various regions provide additional assistance.

48 | Africa Outlook issue 93

Membership at SASSDA is subject to ratification by the main committee. Its member base extends to both national and sub-Saharan Africa companies and individuals involved in the production, distribution, fabrication, conversion and use of stainless steel.

EDUCATING THE INDUSTRY SASSDA adopts a crucial instructional role in furthering education, training and skills upgrading as the foundational cornerstones to drive the sector’s progress. These three factors are instrumental in enhancing the competitiveness of the industry by ensuring that personnel at all levels are equipped with the confidence and knowledge to successfully perform within their roles. Subsequently, SASSDA has developed a comprehensive education, skills upgrading and awareness programme.

Within this, SASSDA has formed close working relationships with targeted universities and technology departments to further the promotion of stainless steel as a material of choice. On a yearly basis, SASSDA conducts presentations, research sponsorships and design project competitions at the various participating institutions. Complementary to this, SASSDA hosts approved Continuing Professional Development (CPD) workshops with other associations and professional institutions to expand knowledge of the properties and applications of stainless steel.

SOUTHERN AFRICA STAINLESS STEEL DEVELOPMENT ASSOCIATION (SASSDA)

Hi-Tech Stainless has manufactured ball –type handrails in stainless steel since 1988 and is growing from strength to strength due to our ethical business approach.

Being owner-managed means we can pay attention to detail and provide excellent service and quality products. Our services also include the manufacture of paraplegic handrails.

“To hear a body like the Southern Africa Stainless Steel Development Association identifying training, mentorship and capacity building as a core intervention… basically means they are a trailblazer that is able to show other associations how this can be done” - President of South Africa (2014-2018), Cyril Ramaphosa

Furthermore, the association provides a selection of courses, either online through e-learning or in person, that cater to a wide range of personnel within the steel industry. The courses include Introduction to Stainless Steel, the Fundamentals of Stainless Steel, Advanced Stainless Steel, Fabrication of Stainless Steel, Handling and Fabrication of Stainless Steel, and finally, Handling of Stainless Steel in the Warehouse. The above provide authoritative training for salespersons, sales managers, specifiers, engineers, workshop managers and end-users.

Tel: +27 11 397 6771

www.hitechstainless.co.za A SHINING FUTURE Indicative of the integral role that SASSDA plays within the wider sector’s development, when the aforementioned Steel Master Plan was announced by the South African government last year, the plan’s strategy was devised in alignment with the association’s mandate.

This primarily entails a greater focus on the localisation of products in developing downstream opportunities, particularly within stainless steel. This need has been heightened as local companies face increasing challenges in sourcing products from abroad.

In facilitating the implementation of the stainlesssteel section of the Steel Master Plan, SASSDA is working closely with government and the Department of Trade, Industry and Competition (DTIC). The DTIC is heavily involved with the AfCFTA in focussing on exports throughout Africa, with SASSDA itself regularly conducting webinars with governments across the continent in pursuit of new trade opportunities.

Showcasing resiliency in spite of setbacks, SASSDA endeavours to continue forging a promising future for South African steel.

Africa Outlook issue 93 | 49

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S A B C | O F F I C E N AT I O N A L MOPANI COPPER MINES (MCM)

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

F

Issue 93

PLACING PROSPERITY IN ZAMBIAN HANDS

OLA ENERGY

Re-energising Africa with responsible fuel distribution

EIPA

Making Eswatini Africa’s leading destination for trade and investment

The Executive Team at Mopani Copper Mines (MCM) discuss a copper-fuelled future for Zambia and their ambitious mission of ‘Making Mopani Great Again’

The Executive Team at Mopani Copper Mines discuss a copper-fuelled future for Zambia and their ambitious mission of ‘Making Mopani Great Again’

MINING

Marketi ng Oppo

Writer: Phoebe Harper | Project Manager: Joshua Mann

2 | Africa Outlook issue 93

or over 10,000 years, mankind has worked with copper. In early civilisation, copper found usage as the only metal known to man for over five millennia. Fast forward centuries, and the prevalence and usefulness of the metal has not waned. In the landscape of southcentral Africa, copper resources find their heartland in the high plateaus of Zambia.

Snaking along the breadth of Central Africa, traversing northern Zambia and the Democratic Republic of Congo, lies the Copperbelt – a resource-rich area reputed for copper mining. Within Zambia, this mineral wealth is concentrated within the Copperbelt Province, where the towns of Ndola, Kitwe, Chingola, Kalulushi, Chililabombwe, Luanshya, and Mufulira are hotbeds of copper mining and production.

In an industrial context, mining is the lifeblood of the Zambian economy. As the rose-tinted foundation for the country’s economic growth, the upkeep of what remains of the country’s copper reserves is integral to Zambia’s development.

Indeed, during Zambia’s nascent days of independence in the 1960s, the nation’s prosperity entirely depended on the exploitation of its rich copper reserves. That was before the fluctuation of prices for the resource on the world market indicated an unpredictability that, in turn, alerted the need for diversification.

As a commodity, the price of copper is volatile, leading to an unreliable income and a heightened cost of production within the mining realm. Yet in today’s context, those market conditions are very much in copper’s favour.

“It’s time to get Zambians involved in a major way to contribute to the economy of the country,” opens Charles Sakanya, CEO at a proud national mining organisation on the cusp of greatness.

Africa Outlook issue 93 | 3

STEPHEN BLEWETT of MTN Cameroon explores the evolving face of Fintech and digital connectivity across Africa

www.africaoutlookmag.com/work-with-us

rtunity

MOPANI COPPER MINES (MCM)

PLACING PROSPERITY IN ZAMBIAN HANDS The Executive Team at Mopani Copper Mines (MCM) discuss a copper-fuelled future for Zambia and their ambitious mission of ‘Making Mopani Great Again’ Writer: Phoebe Harper | Project Manager: Joshua Mann

52 | Africa Outlook issue 93

MINING

F

or over 10,000 years, mankind has worked with copper. In early civilisation, copper found usage as the only metal known to man for over five millennia. Fast forward centuries, and the prevalence and usefulness of the metal has not waned. In the landscape of southcentral Africa, copper resources find their heartland in the high plateaus of Zambia.

Snaking along the breadth of Central Africa, traversing northern Zambia and the Democratic Republic of Congo, lies the Copperbelt – a resource-rich area reputed for copper mining. Within Zambia, this mineral wealth is concentrated within the Copperbelt Province, where the towns of Ndola, Kitwe, Chingola, Kalulushi, Chililabombwe, Luanshya, and Mufulira are hotbeds of copper mining and production.

In an industrial context, mining is the lifeblood of the Zambian economy. As the rose-tinted foundation for the country’s economic growth, the upkeep of what remains of the country’s copper reserves is integral to Zambia’s development.

Indeed, during Zambia’s nascent days of independence in the 1960s, the nation’s prosperity entirely depended on the exploitation of its rich copper reserves. That was before the fluctuation of prices for the resource on the world market indicated an unpredictability that, in turn, alerted the need for diversification.

As a commodity, the price of copper is volatile, leading to an unreliable income and a heightened cost of production within the mining realm. Yet in today’s context, those market conditions are very much in copper’s favour.

“It’s time to get Zambians involved in a major way to contribute to the economy of the country,” opens Charles Sakanya, CEO at a proud national mining organisation on the cusp of greatness.

Africa Outlook issue 93 | 53

Mining for Diversity Fraser Alexander, a fully black-owned and proudly South African group, has been providing customised mining solutions since 1912 whilst championing gender equality in the industry #FutureFraser begins today.

With a shift in focus to the future, one that brings new skills, easier ways of working and a sense of fulfilment, there are also unlimited opportunities for Fraser Alexander to diversify its workforce.

People are Fraser Alexander’s biggest asset, bringing merit to resources and infrastructure across the mining and industrial value chain.

Talented, diverse, and inclusive teams driven by excellence continue to build the Fraser Alexander brand as an employer of choice, fostering a culture of high performance. A strong emphasis is placed on innovation and creative thinking, which encourages inspiration, ownership, and commitment.

As a company led by a board whose black female membership stands at just under 30 percent, Fraser Alexander remains committed to its diversity drive in the mining industry, striving to increase female representation at every level of the business.

Not only are a number of Fraser Alexander committees chaired by women, but the deployment of diverse teams has also significantly improved production, safety and plant management standards compared to previous periods in the company’s history.

Project performance has improved as a result, which can be put down to Fraser Alexander’s alternative approach to employee management at the workplace, as well as the company’s well-qualified and experienced mining professionals.

Meanwhile, female-led businesses continue to be identified and empowered to participate in the Fraser Alexander supply chain through education for sustainable development (ESD) initiatives, and female empowerment is being driven even further by another of the company’s key initiatives – Women in Mining Fraser Alexander (WIMFA).

WIMFA is a voluntary organisation established within Fraser Alexander to support women at all levels of the company,

“

who continue to tackle challenges within the historically male-dominated mining industry.

Furthermore, as an ongoing sponsor of Women in Mining South Africa (WIMSA), a volunteer not-for-profit organisation, the company aims to encourage women to join the mining industry by highlighting the various careers that are available.

By contributing to the GBVF Response Fund, a national fund set up to eradicate gender-based violence (GBV), Fraser Alexander is also taking a proactive stance against GBV. It comes as Fraser Alexander pursues equal opportunities for all with a heavy focus on eradicating all forms of discrimination, including that of gender, through strong transformation policies, training initiatives, and graduate intakes that include a representative number of women.

Graduate Hub – What is in it for you?

• Mentorship – Fraser Alexander offers a rewarding mentorship programme to support and develop graduates and new employees on both a personal and a business level.

• Growth and development opportunities – Growth and development opportunities are offered in all areas of the business, with employees encouraged to embrace new opportunities and increase their individual capabilities and skills.

• Leadership training – To increase human resources capacity, Fraser Alexander offers a variety of comprehensive leadership training courses, from soft skills development and communication skills to teamwork and professional development.

• Continual performance and development feedback – Regular performance and development reviews are held with employees to encourage them to reach their full potential and to monitor their performance, ensuring business objectives are attainable.

Our employee value proposition ensures a working environment that is free from bias and discrimination, guarantees safe working conditions and actively values diversity CLAIRE MCMASTER Executive Head of Human Resources at Fraser Alexander

”

The company’s employee value proposition thereby ensures a safe, diverse working environment free from bias and discrimination.

Fraser Alexander is always on the lookout for highly-skilled and talented individuals who can add worth to the business – ones who strive for excellence, are willing to work in a diverse team, can demonstrate integrity and care, and are full of innovative ideas.

To achieve individual and collective excellence, Fraser Alexander is committed to promoting, sustaining, and developing core competencies in the company. As such, its training strategy is aligned with strategic objectives and the ever-changing requirements of both local and global mining industries.

Embracing the challenges of the so-called Fourth Industrial Revolution, which consists of the ongoing automation of traditional manufacturing and industrial practices using modern smart technology, Fraser Alexander provides the necessary skills and training required for quick and informed decision making.

operational capabilities are grown through an integrated talent management programme.

Mining and remining – unlocking value from dormant tailings facilities Fraser Alexander’s state-of-the-art hydraulic mining equipment capitalises on tailings in a safe and effective manner.

With highly efficient equipment in operation across sites in Africa and South America, Fraser Alexander is reprocessing in excess of 10 million tonnes of tailings and mine waste every year.

The company utilises this experience to generate value from tailings facilities. Fraser Alexander is a unique partner with expert design solution capabilities, including customised designs for reclamation equipment, pumping systems, transportation and material transfer needs, screening requirements and 3D mine plan modelling.

Teamwork and innovation bring the best out of Fraser Alexander’s talent, whose leadership, management and

Building 10, Greenstone Hill Office Park, 24 Emerald Boulevard, Modderfontein, Edenvale, RSA T +27 11 929 3600| | C +27 83 441 6748 Thiloshinir@fraseralexander.co.za www.fraseralexander.com

MOPANI COPPER MINES (MCM)

HALFGlobal APC page edit APC Global and its business associates have been delivering successful and cost-effective outcomes through strategic engagement in the mining industry in Africa for more than 10 years.

We enable and empower clients to solve business problems with customised approach and solutions.

APC aims to improve value-creating processes and embed the behavioural change required to sustain improvements.

Our innovative solutions equip business leaders with critical operational information, to create awareness and insight, on the optimisation of personnel, assets, production, and resources. These data-driven information, highlighting exception and variation, distilled to provide rapid interpretation and decision support, makes your decision-making process more manageable and reliable.

With over 30 years of industrial experience , we apply lean production techniques and tools to identify root causes of inefficiencies in various business processes. In Mining, the focus is around the flow of people, ore and material.

Charles Sakanya, CEO, MCM

“ALL CORPORATE DECISIONS WILL BE MADE IN ZAMBIA, BY ZAMBIANS, FOR ZAMBIANS, WITH ZAMBIA’S INTEREST AT HEART” - CHARLES SAKANYA, CEO, MCM Enter Mopani Copper Mines (MCM).

As a producer of copper cathode, MCM has suffered from the fluctuations in copper’s value, and is now on a journey of recovery after operations were suspended during the COVID-19 pandemic, as a result of the attendant disruption and drop in copper prices.

The mine was officially placed under ‘Care and Maintenance’ in April 2020 by its former majority stakeholder, Glencore International AG – the international Fortune 500 company that stands as one of the world’s largest integrated producers 56 | Africa Outlook issue 93

and marketers of commodities.

Now, taking the helm and guiding MCM’s phoenix-like resurrection, stands Sakanya. MCM takes its name from the Mopani tree, a hardy species native to southern Africa that produces extremely hard wood and is notable for its resistance to drought. Its stability, robust nature and resilience makes it a fitting visual representation for the enterprise that takes its name. The name itself was voted for by employees, retaining the sense of national identity and community pride that best defines the organisation today.

Our servicing sectors: • • • • •

Underground mining Open pit mining Manufacturing Processing Energy and resource

www.websiteaddress.com www.apcglobal.com

Technology Roadmap

More than 10 years’ experience servicing the mining industry in Africa…

Assets Management

Awareness and Optimisation

APC and its strategic alliances are your trusted business partners to ensure that your project delivers value, endurance and is sustainable long-term.

Technology and Digitisation

We provide tailored services and IoT systems solutions, including: • Technology roadmaps • Asset management and sustainability • Asset and workforce awareness, optimisation and efficiency • Operational technology, infrastructure and digital transformation • Programmable Logic Controller (PLC) automation, control, and data collection • Local support and 24/7 service helpdesk

Automation and Control

Local and 24/7 Support

Contact us and talk to one of our industry experts today.

sales@apcglobal.com www.apcglobal.com South Africa | Eswatini | Zambia | DRC

SAFETY

ASSET

INSIGHT

MOPANI COPPER MINES (MCM)

Alfred H Knight Throughout our business, AHK maintains rigorous quality standards to ensure that all our operations provide the highest level of services to our clients. This is achieved through compliance with industry standards and regulations, accreditations from external agencies including ISO/IEC 17025:2005 and ISO 9001:2015, and in-house quality standards. Therefore our clients are guaranteed world class quality of service from Alfred H. Knight.

Our qualified and experienced chemists are supported by our Group Quality Assurance Department and our Group Research Department.

Combined with our continued investment in equipment, technology and personnel, we ensure our clients benefit from fast, accurate results through improvements in efficiency, measurement techniques and quality.

MCM is a Zambian registered copper mine owned by ZCCM Investments Holdings PLC (ZCCM-IH).

The company’s assets comprise underground mines, a concentrator, a smelter, and a refinery at the Mufulira mine site, and underground mines, open pits, a concentrator, and a cobalt plant at the Nkana mine site in Kitwe.

ZCCM-IH is a premier diversified mining investments and operations company with a primary listing on the Lusaka Securities Exchange in Zambia, as well as secondary listings on the London Stock Exchange and the Euronext Access Exchange in Paris.

MCM’s operations today centre around mining copper ore at two percent from as deep as two kilometres (km). The site comprises three shaft complexes; Nkana North, Nkana South, and Mufulira Mine located approximately 60 km from Kitwe. An historic enterprise, both Nkana and Mufulira have been in operation since the early 1930s, with 58 | Africa Outlook issue 93

Mufulira copper widely reputed as the purest copper in the world.

The company’s output of copper cathode is branded on the London Metal Exchange (LME) as MCM2 cathodes. Alongside this, MCM also produces by-products of gold, silver, selenium, and sulphuric acid to name just a few, and is equipped with workshops on-site to conduct mechanical and electrical instrumentation.

Apart from Sampling, Inspection and Analysis, we offer unmatched quality of services in Metallurgical troubleshooting tests, Analytical Services, Engineering services, Technical services, Lubricant testing for Machine Health Monitoring and quality assurance and Non Destructive Testing.

A COMPETITIVE HERITAGE Although in pursuit of recovery, MCM benefits from a solid track record in the mining industry that provides a strength to fall back on in times of change. In 2018, MCM produced a total of 59,302 tonnes of copper from its own sources and a further 60,188 tonnes from third-party concentrates.

For Sakanya himself, the pursuit of a career in mining has been a lifelong interest.

“I was always interested in a mining career from inception,” he recalls.

“From any stage that I was exposed

www.ahkgroup.com

INDEPENDENT PROVIDER OF ANALYTICAL, ENGINEERING AND METALLURGICAL SERVICES We Offer: Lubricants and Fuels testing for machine health monitoring and quality assurance Effluent, borehole and bottled water testing General analytical services Metallurgical consultancy Mineralogy analysis Materials evaluation, welder certification and weld repairs Non-destructive testing and Stock inspections, sampling and sample preparation

ISO/IEC 17025 ACCREDITED IN FUELS TESTING, WATER AND GENERAL ANALYTICAL SERVICES Alfred H Knight Zambia Off Mindola Shaft Road, Nkana West, PO Box 20303, Kitwe, Copperbelt, Zambia +260 (212) 226433 /434

ahk.zambia@ahkgroup.com

www.ahkgroup.com

MOPANI COPPER MINES (MCM)

100 PERCENT ZCCM-IH OWNED The benefits of transitioning from split shareholders to 100 percent Zambian ownership: • Operations have continued.

• Employment from permanent and contractor employees, that would have been lost if mines continued to be placed on Care and Maintenance, has been preserved.

• Increased production month on month, due to increased spirit of teamwork incentivised by success, and the need to avoid previous situations being repeated.

• Foreign exchange earnings are directed straight into Zambia, helping to stabilise the exchange rate of the Zambian Kwacha (ZK) to the US Dollar.

• Cut out bureaucracy by placing decision-making entirely in Zambia.

60 | Africa Outlook issue 93

to the mining industry, I can say that I have had a very lustrous, challenging career, but always exciting.”

Indeed, this rich and varied journey has taken Sakanya from South Africa to America, and from Kazakhstan to Canada, after he was sent to Hudson Bay Mining in 2001 by Anglo America.

Within the context of Zambia itself, Sakanya comes equipped with experience from the country’s most renowned mining sites, dotted throughout the Copperbelt Province.

“My mining career has taken me to Kalulushi, Chambishi, Kitwe Mines, Mufulira Mine, Chingola and Chililabombwe,” he tells us.

Sakanya was originally headhunted into the ranks of MCM by the former CEO, Tim Henderson in 2004, and subsequently joined the company in the role of Engineering Manager of Metallurgical Plants at MCM’s Nkana mine site. Several years later in 2015, after a period working as the Appointed Engineering Manager of Mufulira Underground, Sakanya

accepted the position of Chief Engineer.

“On the seventh April 2020, when Glencore International AG announced that they were placing MCM on Care and Maintenance, I was appointed as caretaker Acting Chief Executive Officer, and was then confirmed in early May 2021,” he recounts.

This intimate understanding and in-depth experience of the mine’s operations led to Sakanya’s strategic position today, taking the helm to guide MCM’s re-emergence from Care and Maintenance back on to the global market.

It is through his management strategies that MCM will not only survive, but thrive.

RISING FROM THE ASHES Returning to the current favourable conditions of copper on the global market, Sakanya stresses how this is contributing to a dynamic and evolving mining sector, that MCM intends to exploit to its full potential.

LET’S DO THE WORK. www.barloworld-equipment.com P.O Box 32890, Plot 6920 Mungwi Road, Lusaka Zambia +260 977 771 191 / +260 211 372 575 P.O Box 20810, Plot 4669 Independence Avenue, Kitwe Zambia +260 212 290 000

zz_partssaleszambia@barlows.com.zm

MOPANI COPPER MINES (MCM)

Excellence Technical Services Excellency Technical Services Ltd is a 100 percent Zambian owned company located in the heart of Kitwe in Zambia, on the Copperbelt Province. The company specialises in repairing and rebuilding production equipment.

We provide customers with products and services focused on productivity, and energy ranging from repairs on all types of radiators, generators, oil coolers; industrial heat exchangers, hire labour and machine rebuild.

Our company is committed to sustainable productivity, which means that we do everything we can to create lasting results for our clients.

Just introduced is a Power Division Department that deals with Electric Generator systems. We install, repair and run full diagnosis for faulty generators and program automation Systems for Heavy Duty and Light Duty Gensets to reduce Power cuts.

“The current high prices are a blessing to the industry,” he comments. “The mining houses are controlling the cost of production, whilst the pricing is determined by buyers outside of our control.

“Mining has opened up in a big way in the northwest, with mines such as First Quantum Minerals (FQM), Lumwana, Kalumbila, and many more on the horizon,” he tells us.

This exciting context reflects the new age of mining that Sakanya calls for across the country, heralding an era in which profits will belong in Zambian hands to truly propel the country forward.

“Currently, Zambia is looking to increase its copper production to take advantage of the benefits of high copper prices.”

MCM’s present ownership structure represents a significant departure from the chapter in the mine’s history prior to being placed on Care and Maintenance. Indeed, the company had been state-owned 62 | Africa Outlook issue 93

up until privatisation in 2000, originally operating as part of Zambia Consolidated Copper Mines Limited (ZCCM).

It was not until 30th March 2021 that ZCCM-IH acquired 100 percent shareholding in MCM. Prior to this, the company’s ownership comprised majority shareholdings from Glencore International AG (73.9 percent), FQM (16.1 percent), and ZCCM-IH (10 percent).

“Now that ZCCM-IH owns 100 percent shareholding, all MCM’s proceeds will come into Zambia,” Sakanya comments proudly.

This national investment in the company translates to a great sense of motivation for the entire team behind MCM, the majority of whom are native to Zambia.

“Our workers want to improve production, which in turn will secure their jobs,” says Sakanya. “They want to determine their own destiny by expanding operations to produce more.

The initiative is effective for customers in developing countries whose power instability creates a need for automation of electrical power generation or alternative sources of power to back up the utility supply.

Not restrictive per se, developed countries with need for additional power are equally catered for.

With our highly experienced personnel, we do a survey of the change in times and technology and add services to meet our customer needs. With our sister company Patmik Radiators Limited, our customers Barrick Lumwana Mining, Lubambe Copper Mine Ltd, Mopani Copper Mine, Barloworld Equipment, among others, are testimony to the excellent services we provide.

excellencytradetwelve.org.gmail.com

Excellency Technical Services Ltd is Zambia’s leading provider of sustainable production solutions. We are specialized in repairing all types of radiators, generators, oil coolers; industrial heat exchangers, hire labour and machine rebuild to boost our clients’ production levels.

Under the equipment category, with a fully equipped workshop coupled with the latest welding systems, we provide labour hire services and a range of on- and off-site repair, maintenance service and full machine rebuilds for Mining.

Mobile Cooling Systems • Radiators • Oil Coolers • Air Coolers • Heat Exchangers

In our Power Division category, we repair Power Generators using our highly qualified technicians.

Industrial Cooling Systems • Plate Heat Exchanger • Shell & Tube Heat Exchanger • Air Cooled Heat Exchanger • Pressure Vessels • Condenser & Evaporator Coils • Chillers

In order to maintain temperatures of your production equipment, through our sister company Patmik Radiators Limited, Excellency Technical Services provides Cooling Systems packaged in two categories;

For more information; Call us on: +260967612064/+260977612064 Excellency Technical Services |

+260 967341990 | E: excellencytradetwelve.org@gmail.com

We are located at Plot No. 4998 Government Rd, North Industrial Area, P.O .Box 21205, Chimwemwe, Kitwe, Copperbelt, Zambia.

MOPANI COPPER MINES (MCM)

SARO AGRO

|INDUSTRIAL LTD SARO AGRO INDUSTRIAL LTD SARO - a Zambian owned company, has been in operation for over two decades.

• We have six branches across the country.

• We supply/provide/undertake: o Water Pumping Solutions for Industrial, Mining and Agricultural/Irrigation applications o Agricultural Equipment o Generators and Compressors o Machining and Fabrication works, etc.

“ONCE ALL THESE PROJECTS ARE COMPLETED WITHIN THE NEXT TWO TO THREE YEARS, MCM WILL PRODUCE EIGHT TO 10 MILLION TONNES OF ORE PER YEAR – ALMOST DOUBLE ITS CURRENT CAPACITY” - CHARLES SAKANYA, CEO, MCM MCM PRODUCTION TARGETS • Increase copper cathode production by 6.54 percent in 2022 FY, and 47.73 percent in 2023 FY. • Increase copper cathode production by 37 percent in 2024, and 14.87 percent in 2025.

• Increase earnings before interest, taxes, depreciation (EBITDA) from $57 million in 2021, to $156 million in 2022 - up by 173.68 percent due to increased production.

• Planned smelter shutdown for 45 days.

64 | Africa Outlook issue 93

• We deal with well recognised brands of equipment, namely: o Kirloskar, SPP and CAPRARI Pumps o Kirloskar Compressors o Perkins & Kirloskar powered Generators • Our Engineering & Fabrication workshop undertakes:

“They want to show the world that Zambians are capable of operating their own mines.”

This all feeds in to Sakanya’s overarching mission to “Make Mopani Great Again.” This comprises creating value for the shareholders, making MCM an employer of choice, and creating more job opportunities for Zambians by increasing rates of production.

As the crux in driving this transformation, strategy is key in implementing Sakanya’s vision.

Having undergone a significant turnaround in the past two years, the first order of business after MCM lost the backing of Glencore International AG was to enter survival mode, simply to keep the company afloat. This entailed processes to streamline and refine operations, shedding any dead weight to keep MCM lean and agile.

o Machining of large components required for mining and industry o Fabrication of Chimney, Fuel Skid and underground Tanks, Trailers Water Bowser, etc. o Design and fabrication of Pontoons for mounting Pumps on • We: o Couple Pumps with Electric Motors/ Diesel Engines. o Trim Pump Impellers, and repair Pumps, Generators and Compressors, etc.

• We have well trained Engineering Staff to service our equipment and supply spare parts.

www.sarozambia.com

SARO AGRO INDUSTRIAL LTD QUALITY & SERVICE

SARO SUPPLIES & PROVIDES BACK UP FOR QUALITY WORLD RENOWNED, PROVEN EQUIPMENT BRANDS RELIABLE MACHINERY

KIRLOSKAR HORIZONTAL SPLIT CASE PUMPS

KIRLOSKAR END SUCTION PUMPS

CAPACITY : 2400m3/hr, H=240m

CAPACITY : 7000m3/hr, H=42m

SPP SELF PRIMING DEWATERING PUMPS

CAPACITY : 2550m3/hr, H=130m

KIRLOSKAR GENERATORS

SPP FMUL APPROVED FIRE DEISEL PUMPS

KIRLOSKAR AIR COMPRESSORS

10 KVA -- 1000KVA

TRACTORS 35HP -- 110HP 2WD & 4WD

HIGH EFFICIENCY CROMPTON ELECTRIC MOTORS FOR MINING APPLICATION LV | MV | HT

www.sarozambia.com LUSAKA Plot No. 5284 Buyantanshi Road P.O Box 35168, Lusaka, Zambia.

Tel: 241477, 845675, 0965000051, Fax: (260) (211) 846224, 846225 Email: sara@saroagrl.co.zm

KITWE Plot No. 4013 Mutentemuko Road Heavy Industrial Area, Kitwe - Zambia Tel: (260) (212) 210793/94 Fax: (260) (212) 210795 Email: info-kitwe@saroagrl.co.zm

MKUSHI P.O Box 840238 Mkushi Turn off Mkushi - Zambia Tel: (260) (215) 352569 Fax: (260) (215) 352568 Cell: (260) (979) 343330, (973) 654518 Email: saromkushi@zamtel.co.zm

LIVINGSTONE Plot No. 1015 Chifubu Road P.O Box 60010 Tel: 0213 322992 Cell: 0973-394547/0977797952/ 0955797962

MOPANI COPPER MINES (MCM)

Red Metal Mining Red Metal Mining (Pty) Ltd is a multi-disciplined project engineering house, diverse in specialised design for mining and associated industries.

RMM is the sole appointed agent and supplier in sub-Saharan Africa for SGB –a leading German-based manufacturer of cast resin dry-type transformers. With production starting in the late 1970s, SGB was one of the first cast resin transformer manufacturers in the world. As a result of its unique design and our customdesigned housing, this transformer is set apart from other dry-type transformers in terms of superior quality, technology, reliability, and safety.

“We reviewed all labour requirements, both local and expatriates and cut off any non-productive labour,” comments Sakanya.

Simultaneously, MCM set about reviewing all supplier and contractor services so that only essential and production related contracts were maintained. Similarly, MCM conducted

MCM INVESTMENT STRATEGY – 2022 ONWARDS • Pump chamber installation and commissioning at Synclinorium shaft.

• Second crusher, conveyor system and dump truck loop at Mufulira.

• Buttressing of tailings storage facilities at Mufulira and Nkana.

• Headgear installation, commission and shaft equipping at Mindola Deeps.

66 | Africa Outlook issue 93

a thorough review of the supply chain and how business was being conducted at each stage.

“We did this in order to eliminate, or at least minimise ‘corruption cartels’ in the supply chain,” he adds.

Furthermore, MCM ensured that the prices of its resources were benchmarked in line with international original equipment manufacturer (OEM) pricing and sought to encourage the local sourcing of materials and services wherever possible.

Having set the foundations for the new MCM with these companywide processes of purification, the company next turned its attention to boosting levels of production.

Again, this began with taking a second look at the mine’s pre-existing operations.

“We identified low-hanging fruits such as the reclamation production at Mufulira and Sync North. We also observed this with SOB Upper ore production at Nkana South and the reprocessing of heap leach material at the Mufulira concentrator.”

Subsequently, value-added projects were considered. This included the

RMM has a long-standing reputation in the marketplace for supplying quality mining equipment and machinery across sub-Saharan Africa while priding ourselves in offering our clients the most optimized solution to meet their project needs and achieve success RMM extends its offerings by partnering with a reputable largescale mining machinery company with over 35 years of experience.

Our strategic partner is currently the leading mining machine manufacturer in the industry; dedicated to producing and supplying jaw crushers, cone crushers, mobile crushing stations, OEM vibratory equipment and other mining machinery. This partner is well-known globally for being devoted to the research and manufacturing of material crushing and processing equipment. We are confident that our team of specialists will customize a solution to help achieve your goals using leading-edge technology, quality workmanship and expertise.

Amongst others, some of our prestigious clients include Exxaro, Anglo American, Mopani Mines, Konkola Copper Mines.

www.redmetal.co.za

Red Metal Mining. Project Engineers.

We have a multifaceted engineering team, fluent in the latest Solid Works 3D design software.

Their combined experience and skills translate into several service offerings.

• • • • • • •

Cast Resin Dry-Type Transformers (F1 rate, self-extinguishing) Underground Cast Resin Mini Substations Motor Control Centers (complete or modular) Complete Electrical Distribution Solutions (DB Boards) Power Factor Analysis Power Factor Correction Panels + Power Quality Panels E-Houses (complete with transformer, switchgear, wiring, fire suppression system, cooling system, etc.)

• Containerized Solutions (MCC’s + Substations)

198 Element Road Chloorkop, Edenvale, 1624 Johannesburg, SA

T: +27 (0) 11 794-9498/6845 E: tech@redmetal.co.za Sales: Benita Stander E: benita@redmetal.co.za

www.redmetal.co.za

MOPANI COPPER MINES (MCM)

Reliant RELIANT is a mining contractor company, our portfolio of worldclass competitive mining operations provide safe and quality services to meet the growing driven demands of the mining industry.

Our people are at the heart of our business and it is our people who use the latest technologies to execute the services that we provide, plan our resources, and take care of our assets.

As a mining contractor company, we are the custodians of our most precious resources, our people.

We work together with our key partners and stakeholders to add a long-term value for our shareholders, but also for the communities and countries in which we operate – creating sustainable value and making a real difference.

treatment of ores which were not economically viable at less than $6,000 per tonne of copper. These projects are now fully viable with a valuation of over $9,000 per metric tonne (pmt).

Finally, MCM economised by undertaking more tasks in-house, including repairs and the on-site fabrication of TM3 hoses.

By successfully executing the above strategy, MCM managed to emerge from times of turbulence unscathed and with the workforce intact.

“These interventions resulted in reduced costs and increased production. Plus, high copper levels resulted in MCM continuing to operate, and hence saved thousands of jobs,” Sakanya comments proudly.

MCM’S FUTURE – AN INVESTMENT FOR THE NATION A significant component of Sakanya’s journey to making MCM great again centres on producing copper cathode both safely and cost-effectively, with an increased rate of production year on year.

68 | Africa Outlook issue 93

MCM’s aspirations of increased production are evidenced by the company’s ongoing investment strategy. Most recently, production has been impacted by major investments in three new mine shafts.

The first concerns the Synclinorium shaft, forming part of the Nkana South complex. Commissioned in December 2017, Synclinorium will be instrumental in increasing production at Nkana South from 3,000 tonnes per day (tpd), to 7,500 tpd within the next five years. MCM also seeks to commission a new pump chamber here to commence operation in financial year 2023.

At Synclinorium, there are also plans for a new and improved concentrator that will be commissioned by the end of this year. The new plant, which will replace the old concentrator that was installed in 1932, will have the capacity to treat 3.9 million tonnes of copper cathode per year.

Secondly, there is the Mufulira shaft, which was commissioned in June 2020.

We have been accompanying Mopani in their growth for more than 17 years and continue to do so with safety and quality, but also with an incredible sense of continual improvement, which has allowed us to become one of Mopani’s preferred mining partners and we take this job very seriously, with more than 600 employees working relentlessly to ensure our client achieves its goals and meets its targets.

We are glad to be part of this big family and we look forward to continue supporting the success of Mopani Copper Mines today and tomorrow.

reliant.zm@reliantmining.com

MOPANI COPPER MINES (MCM)

Valves & Actuators Engineering Ltd For close to 20 years now, Valves, & Actuators Engineering Limited a fully owned Zambian company, has been servicing the mines through consultancy, supply and repairs of high quality valves and various dewatering equipment to all the main underground pump chambers in all major mines on the Zambian Copperbelt, North Western Province and the DRC. Mining of copper entails investing in mine dewatering plants to facilitate ease of handling and transportation of dry ore from underground. For economizing pumping, the mud must be removed and handled separately.

Our German made state-of-the-art mud pump – FELUWA, is designed to pump mud/slurry at extremely high pressure direct to surface – thereby offering a more economical and efficient mud disposal solution.

STRENGTH IN SUPPLY – THE MCM PROCUREMENT STRATEGY 1. Rid MCM of corruption and cartels in the supply chain.

2. Benchmark pricing with OEMs. 3. Engage with local partners to push localisation and help them create partnerships to support the business.

4. Help build capacity for contractors and suppliers.

5. Create further employment opportunities.

“Our success revolves around partnerships with our suppliers and contractors” - Charles Sakanya, CEO, MCM

70 | Africa Outlook issue 93

“Still outstanding at Mufulira are the underground development projects, the sub-station, pump chamber and the installation of a second underground crusher,” Sakanya explains.

“The completion of these assets will increase production to three million tonnes per year, within the next four to five years.”

Finally, sinking work has recently been completed on the Mindola Deeps shaft, with equipping works set to commence in financial year 2022.

“This project is envisaged to be complete by financial year 2023, and this too will increase production to three million tonnes per year.”

The winding plants that are being installed comprise state-of-the-art equipment that is programmable logic controller (PLC) controlled, making it easy to diagnose faults.

“This equipment can be controlled remotely in instances of fault finding from anywhere in the world,” Sakanya tells us. “The workforce is being trained to maintain this equipment by

We have been one of Mopani’s main suppliers for their main underground pump chambers with advanced range of high pressure valves. Their new Synclinorium Pump Chamber is equipped with valves supplied

by Valves & Actuators Engineering Ltd – specially designed to offer long service, ease of maintenance and repair. The Konosphera Valve, made in Italy, and an even much improved 5 offset design – Quintex ball valve, will be the choice of the mines to out match the harsh dewatering problems – as they are metal to metal seated friction free non rubbing of hardened valve trim.

We look forward to the future and partnership with Mopani Copper Mines Plc in providing service at an economical cost.

+260 969 857 646

Valves & Actuators Engineering Ltd, a fully Zambian owned company, has been instrumental in supplying the Zambian mines since 2001, mainly with critical high pressure severe service valves for underground dewatering.

We also supply low pressure valves for surface mines in areas such as the Smelters, refineries, concentrators and other areas.

Situated in the heart of the Copperbelt Province in Kitwe, we specialize in selection, consultancy and supply of critical high pressure valves, high pressure slurry pumps, pipes and fittings and many more dewatering equipment.

Since 2003, we have equipped Mopani Copper Mine’s main underground pump chambers with more appropriate dewatering equipment.

Valves & Actuators Engineering Ltd equipped Mopani’s new Synclinorium pump chamber with state of the art valves providing long service life and ease of repair.

The Konosphera and improved superior design Quintex ball valves will continue to be the choice of the mines in mine dewatering at very high pressures, as they are metal seated, friction-free, with no rubbing of critical sealing parts.

Donnan Chisompola Cell: +260 969 857 646

MOPANI COPPER MINES (MCM)

Zanaco Over the last 52 years, Zanaco has evolved into a leading financial institution in Zambia.

The Bank’s shareholding comprises Arise BV of Netherlands at 45.59 percent, Industrial Development Corporation (IDC) at 25 percent, the public at 19.41 percent and the National Pension Scheme Authority (NAPSA) at 10 percent.

Guided by our vision, mission and values, we are committed to exceeding customers’ expectations through innovation and digitisation.

We have the largest distribution network in the country, with more than one million customers, 61 branches, 15,000 Agency Banking partners and over 190 ATMs.

“WE WANT TO SHOW THAT ZAMBIANS ARE CAPABLE OF RUNNING THEIR OWN MINES, SAFELY, COST-EFFECTIVELY, AND PROFITABLY. MOPANI, PROUDLY ZAMBIAN!” – CHARLES SAKANYA, CEO, MCM OEM specialists with technical knowhow of these units.”

The culmination of these expansion projects results in an increased mine life of 25 to 30 years. Further primary exploration drilling that is currently underway will continue to increase this by another 30 years.

“Once all these projects are completed within the next two to three years, MCM will produce eight to 10 million tonnes of ore per year – almost double its current capacity.”

The plans outlined above are the nexus of MCM’s expansion strategy, which will not only significantly scale up production but also reduce production cost, on the understanding that sometimes, you have to spend money, to truly make it.

“We will lower our production cost from 700 c/lb to 350 c/lb. This will be a major milestone to achieve, since underground mining is a very costly 72 | Africa Outlook issue 93

venture,” comments Sakanya.

Indeed, with the production cost of underground mining in the third quartile, MCM will seek to increase cathode output from 82,778 tonnes in financial year 2021, to over 200,000 tonnes by 2029. This will be a staggering rise in production of 142 percent.

ANSWERING MODERN DEMAND Tying into MCM’s larger mandate of increasing production levels, in the context of a modern demand for copper, the company is diversifying in pursuit of market needs, identifying and exploring the potential of valueadded operations.

“A great MCM will add value to the copper cathode by implementing value add projects such as the production of wire bars, investment in the production of parts for electric motor vehicles and the solar industry.

We are a four-time winner of the Euromoney Award as the Best Bank in Zambia and in 2021, were awarded Best Commercial Bank and Best in Retail Innovation by the International Banker.

Our Services Digital Banking In achieving our goal to be the top transactional customer centric Bank by 2025, we have made deliberate efforts to serve our digital customers and micro businesses through our Digital Banking proposition whose channels include our Zanaco Xpress Agents.

Retail Banking Our Retail Banking provides personal banking services to customers within the Preferred and Private Banking segments.

Business Banking The Business Banking unit caters to the needs of Small and Medium Scale Enterprises (SMEs) as well as Agribusiness.

Corporate and Investment Banking (CIB) The sector specific teams that make up CIB include Government and Public Sector, Financial Institutions and Development Organisations, Global and Large Corporates and Mid Corporates. These serve a wide range of corporate and institutional clients across all sectors of the economy.

Unlock Your Cash Flows with Our Working Capital Solutions Our Working Capital solutions unlock your cash flows and help manage liquidity gaps as and when required. Meet daily cash obligations with our overdrafts and enhance your value chain using our invoice discounting, local purchase order and distributor financing solutions.

Email cib@zanaco.co.zm or businessbanking@zanaco.co.zm

Scan Here To Know More

MOPANI COPPER MINES (MCM)

“MORE PRODUCTION MEANS MORE REVENUE, AND HENCE MORE MONEY IN THE EMPLOYEES’ POCKETS, MAKING MOPANI AN EMPLOYER OF CHOICE. THAT’S MAKING MOPANI GREAT” – CHARLES SAKANYA, CEO, MCM “It is time for Zambians to start to look at value add plants to be run in Zambia,” Sakanya states.

Fuelling this shift is the growing worldwide adaption of electric vehicles (EVs). Sakanya is fully cognisant of this market trend and intends to ensure that MCM benefits from the positioning to monetise it accordingly.

“There is an anticipated shortfall of approximately 10 million tonnes of copper cathode by the year 2030, thanks to the EV and solar industries,” he tells us.

“Such projects as drawn copper wire and the manufacture of EV parts 74 | Africa Outlook issue 93

will greatly benefit Zambia. We plan to add value to the cathode by making wire bars for export,” he tells us.

Indeed, copper is the true cornerstone of the EV revolution, with each vehicle using double the amount of the metal compared to traditional internal combustion engines. Thanks to the conductivity of the metal’s properties, a significant amount of copper wiring is required to power electric automobiles. It is also an intrinsic component in various elements of EV infrastructure, outside of the vehicles themselves.

In addition to the response to EVs

and copper cathode wires, MCM is also pursuing other avenues.

“MCM can embark on value add projects such as making fertilisers out of the sulphuric acid that we produce.”

A valuable by-product, as cathode production increases, so too will the production of sulphuric acid.

“By looking at sulphuric acid production, we will make fertilisers for the agrarian revolution as part of Zambia’s diversification into agriculture,” says Sakanya.

As the most widely produced chemical in the world, around half of the world’s supply of sulphuric acid finds application in agriculture and specifically in fertilisers. As an intrinsic component to modern methods of farming, by fuelling fertiliser production with greater stock of sulphuric acid, MCM can contribute to greater crop yields across the country.

This answers the need for diversification to secure the mine’s stability, overcoming the reliance of the volatile copper market.

By pursuing these further opportunities, MCM ultimately supports more sustainable job creation.

PROUDLY ZAMBIAN Due to the inseparable socioeconomic context of mining within the national industrial landscape, the rejuvenation and reinvention of MCM is a microcosm of the prosperity that the organisation wishes to drive across Zambia itself.

Indeed, as MCM grows, so too will its native country.

“We want to show that Zambians are capable of running their own mines, safely, cost-effectively, and profitably.”

This returns to the benefit of “cutting out the bureaucracy”, that Sakanya considers a true advantage in the re-modelling of the mine’s ownership structure.

The company has subsequently undergone a transformation that has MCM’s status as a proudly Zambian

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Efficiency • Effectiveness • Flexibility

MOPANI COPPER MINES (MCM)

Arrow Bearings Arrow Bearings Ltd, a Zambian owned company, are exceptionally proud to be associated with the Mopani Copper Mine, as a longstanding supply partner.

Commencing in 2003, now 18 years later we remain a supplier of choice for MCM. Our success is driven through relentless pursuit of the highest service levels, industry leading stock levels, quality product and personal commitment from our staff.

MCM - EMPLOYEE MANAGEMENT INITIATIVES: • Financial literacy programmes to provide employees with financial information to manage their finances effectively.

• MCM offers competitive remuneration compared with peers in the mining industry.

• Loyalty bonuses as a retention strategy for senior staff.

• Staff development programmes for professional progression.

• Timely and regular information sharing.

• Providing clarity in job requirements.

• Memoranda of Understanding signed with various financial institutions to provide assistance to employees.

• In-house pension scheme available to provide additional social security.

• Employees undertaking company-approved courses offered leave for examinations.

76 | Africa Outlook issue 93

enterprise firmly at the core. For Sakanya, this national pride has always existed at MCM, but was never fully brought to the fore.

“The Mopani brand has a longstanding Zambian heritage. We will maintain MCM’s legacy, but this time around the Zambians themselves who want to compete on the world stage,” he states.

Whilst maintaining an aspirational view of future prospects, Sakanya is alert to the advantage that an organisation such as MCM already holds and will use this as the fulcrum to propel the company forwards.

“We already have a well-established market and the MCM brand continues to sell at a premium. MCM must therefore take advantage of this competitiveness in the sector to produce more.”

With the mine’s ownership now wholly in the hands of ZCCM-IH, a suitable rebranding ensued with the image of the robust Mopani tree at the fore.

“Our logo, letterheads, and safemining posters all speak of our new identity. MCM is currently the only mining company in Zambia wholly owned by Zambians.

“We would like to operate this asset and benchmark it to national players,” Sakanya comments.

Together with our product principle, Timken SA we have forged a partnership that allows for seamless transfer of support, services and world class products, at immediate notice for MCM.

timken@arrowbearings.co.zm

Bell Equipment Zambia Bell Equipment has the widest range of ADTs globally, including 4x4 and underground configurations, and provides the lowest cost-per-tonne solutions in the market.

Offering well-priced, quality products, Bell Equipment Zambia is the ADT market leader in the country and backs this up with excellent after-sales support.

This includes access to the Bell ReMan programme which enables customers to re-power their older ADTs, extending the life of their machine for a fraction of the price of a new model while still benefitting from a good warranty period.

T +27 (0)35 907 9431 E marketing@bellequipment.com www.bellequipment.com

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Africa Outlook issue 93 | 77

MOPANI COPPER MINES (MCM)

“WE CONTRIBUTE TO ‘MAKING MOPANI GREAT AGAIN’ BY ENSURING GOOD RELATIONSHIPS BETWEEN MCM AND OUR HOST COMMUNITIES” - LORRAINE TEMBO, MANAGER CORPORATE AFFAIRS AND CSR, MCM ABOUT LORRAINE TEMBO, MANAGER CORPORATE AFFAIRS AND CSR, MCM Tembo was first drawn to MCM after spotting an advertisement in the local paper for the position of Local Enterprise Development (LED) Manager at the company in 2016. The role suited Tembo’s previous experience of business development from the perspective of promoting local sustainability. Alongside this, there was the additional attractiveness of working for a well-known company that is an international player within the world-renowned realm of Zambia’s copper industry.

As LED Manager at MCM, Tembo was charged with promoting the participation of local companies within the mining supply chain to contribute to Zambia’s economic development. Progressing to the role of Corporate Affairs Manager in May 2020, Tembo began working with a broader range of both local and international stakeholders. This afforded Tembo the opportunity to increase her sphere of influence, whilst also proposing solutions for sustainable community development.

Duneton Duneton was established in 2010 as a small family enterprise in Gaborone, Botswana.

The company’s focus was trade in mining and industrial goods. Duneton acquired multiple agency agreements and regional distributorships to fill market gaps and provide customers with missing elements.

The ability to provide more brought rapid growth with the expansion and opening of Duneton Zambia Limited.

As the business grew so did the product list and product support.

Relationships with big mining organisations were built and pushed the company into operating an engineering service department in Zambia and DRC currently headed by Mr Phillip Cronje as MD.

www.duneton.co.zm

78 | Africa Outlook issue 93

MINING

Chekolm Industries Mechanical and Civil Engineering, Suppliers of Mining Equipment, Tools and Contractors Assain Silwimba Operations Manager Cell: +269 966 432900 Tel: +260 973 516354 Email: chekolm@yahoo.co.uk

Duneton (Zambia) Limited was established in 2013 in Kitwe by our founder Keith Parry who was born in Kitwe. The company directors boast over 30 years of experience in business. So far the company has built a formidable network of contracts in Zambia and neighbouring countries such as Botswana South Africa and DRC.

OUR MISSION AUTHORISED DISTRIBUTORSHIP • • • • • • • • • • • • • • • • • • •

AEI Automotive Equipment Bauer Motors & Drives Bohler Welding Boltman- Bolts nuts & Screws Condra Overhead Cranes Crosby Fittings Accessories Dewalt Power tools Gedore hand Tools Hi-Force Hydraulics Javelin Industrial PPE Ravaglioli – Garage and Lifting Equipment Matus General Tools Powermite SafeTE Lockout Systems Smarter Welding Africa Superflex Abrasives Terex Crane spares Varispeed Electric Motor Controls Yale Lifting tools

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Africa Outlook issue 93 | 79

MOPANI COPPER MINES (MCM)

Africa DigiData Solutions In June 2016 Mopani Mines PLC engaged in the service offering of Africa DigiData Solutions, with specific reference to the Hospital Information Systems offering to assist Mopani in achieving visibility and control in hospital administration.

Pro-Clin hospital system has subsequently been rolled out in both Malcolm Watson and Wusakile Hospitals is 2017, and has become the heartbeat for running the hospitals’ end-to-end patient admissions and discharges. The software has provided Mopani with management insight into the hospital processes which in turn enabled for better decision making.

Africa DigiData Solutions focuses on maintaining a strong customer service and relationship with Mopani Mines.

www.digidata.co.za

MCM: AN EMPLOYER OF CHOICE “A successful MCM will create more jobs,” Sakanya believes. But of course, in order to truly attract and retain talent, a focus is needed on how MCM models itself as an employer.

“We want to make MCM the employer of choice – safe, stable, and profitable,” he adds.

For Sakanya, this begins with forging trust by fostering interpersonal relationships amongst staff members. All MCM employees are made to feel seen and empowered through rewards for performance and the regular recognition of achievements.

“We show them how they contribute to the supply chain and ensure they are involved in making the decisions that affect their work.”

MCM practices an open-door policy, whereby employee suggestions are analysed and implemented to contribute to safety, asset management, and production increase.

80 | Africa Outlook issue 93

As a proudly national enterprise, currently only 0.45 percent of MCM’s 5,545 direct employees are expatriates. In addition to this workforce, MCM has 6,630 contractor employees in various areas of the operation.

As a responsible corporate citizen intrinsically involved in sustainable local development, the role of MCM’s Corporate Affairs and CSR Manager, Lorraine Tembo, is paramount as the interface between company and community.

Adjacent to this, Tembo fulfils a key position in MCM’s aspirations as an employer of choice, empowering employees and encouraging talent retention by ensuring that the available human resources policies for staff management are both practical and implementable, as evidenced by the policies outlined above.

Echoing the treatment of its workforce, MCM is proud of the significant part that it plays in the

Ecomission – Environmental Monitoring Solutions Ecomission has been active in Southern and Western Africa since we were founded in 2005. Since 2008 we have been active in Zambia with Environmental Monitoring Projects with references at all Major Mining Operations within Zambia.

We specialise in Ambient Air, Effluent and Stack Emission Monitoring and have been active in Zambia for 13 years to date with good references at Kansanshi, Lumwana and Mopani.

We at Ecomission believe that no application is exactly the same, therefore we will treat every application different from the rest so that we offer the client the best solution for each application. We will assess each application individually before preparing a proposal on the client’s monitoring needs, to ensure that Legal Compliance Monitoring is met.

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MINING

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Africa Outlook issue 93 | 81

MOPANI COPPER MINES (MCM)

Inara Investments Inara Investments has been associated with Mopani Mines since 2006.

Our aim while working with Mopani is always to be delivering at our best efficiency and adhering to the environmental, social, and governance principles.

We believe in transparency, sustainable growth & development, and inclusivity for all adding value and opportunity within the community.

We have a shared interest in meeting our clients’ goals of keeping the supply value chain moving constantly and delivering efficiency all the time.

www.inarainvestments.com

livelihoods of the communities surrounding the company’s operations and endeavours to build resilience through various initiatives.

“The main purpose of my role is to manage the company’s corporate image building activities, corporate events, community support programmes, social assets, and devising mechanisms of recording, resolving and managing community and stakeholder grievances,” opens Tembo.

“In order to do this effectively, the Corporate Affairs department maintains an elaborate stakeholder register to ensure we have captured all relevant stakeholders that have an interest in our mining operations,” she continues.

A RESPONSIBLE CORPORATE CITIZEN MCM’s numerous CSR and community initiatives encompass the company’s status as a socially conscious corporate citizen, that is fully 82 | Africa Outlook issue 93

cognisant of the beneficial role that it can perform. Indeed, since inception, MCM has invested over $200 million in various community projects dedicated to improving the living standards of local people.

By so doing, MCM hopes to enable its host communities to identify and address their own issues and opportunities to reduce dependence on the mine, using every chance to communicate on matters of mutual benefit consistently and in a timely manner to increase the awareness of services, operations and opportunities.

“We would like to motivate behaviour and attitude change, especially in young people, whilst also educating community stakeholders on matters of mutual interest and involving them in decision making,” states Tembo.

These investments in the local society extend from infrastructural development to water and sanitation, education, health, sports, and

KOSY GENERAL DEALERS KOSY GENERAL DEALERS AND CONTRACTORS LIMITED is a Zambian wholly owned mining and Industrial equipment Distribution, Suppliers, General Merchandise, Electrical, Civil, Mechanical and Services Contractors company. We mainly specialise in Rehabilitation and Repair of Pumps and Pump Spares as well as Valves.

The Company was incorporated in the Republic of Zambia.

Kosy General Dealers and Contractors Limited is associated with various leading product names and at competitive prices and fast effective deliveries namely: REXROTH, GENERAL SUBMERSIBLE, FIXED AND MULTI STAGE PUMPS, MIXERS, HYDROTURBINE GENERATORS, G C BAARS, and AUDICO PUMPS AND VALVES.

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MINING

YOUR RELIABLE SUPPLY CHAIN PARTNER Inara Investments is a leading transportation and logistics company in the East African market. We provide a full-range of services including warehousing and transportation to support our clients in every link of their supply chains. Our offices and facilities are located across the Democratic Republic of Congo (DRC), Tanzania, Zambia, and Mozambique to ensure end-to-end excellence in goods management and client services. Over the years, Inara Investments has earned its reputation as the most safe, dependable, and trustworthy supply-chain partner in East Africa.

Plot 12672/12673, Chinika Industrial Area Off Mumbwa Road, Towards Mwambeshi Road Opposite Chinese Hotel, Lusaka, Zambia T +260 97 5870117 | info@inarainvestments.com www.inarainvestments.com

KOSY

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Africa Outlook issue 93 | 83

MOPANI COPPER MINES (MCM)

entrepreneurship development.

Complementary to this, MCM conducts ad hoc donations subject to varying community needs, whilst also supporting charitable organisations with their day-to-day operations.

“Through this good relationship, the communities tend to appreciate the company’s initiatives to contribute to overall poverty reduction, access to health and education, infrastructure and local business participation in the mining supply chain.”

From a corporate perspective, this translates to making MCM an attractive stakeholder prospect, maintaining an up-to-date and in-depth understanding of the company strategy whereby all stakeholders are provided with the most relevant information.

“Societal expectations of the 84 | Africa Outlook issue 93

mining industry encompass a broad range of environmental, social and governance challenges,” Tembo comments.

“For this reason, my role ensures the company has an effective communication plan that identifies the strategies and actions required to promote the productive involvement of stakeholders in decision-making and execution, ultimately ensuring that MCM maintains its social licence to operate (SLTO),” she concludes.

PRIORITISING EDUCATION Turning to talk of concrete examples of MCM’s societal involvement, Tembo foregrounds MCM’s critical role in local education, benefitting not just the community, but also the company itself.

“MCM BELIEVES THAT INVESTMENT INTO CHILDREN AT A YOUNG AGE GUARANTEES DEVELOPMENT FOR THE NATION” - LORRAINE TEMBO, MANAGER CORPORATE AFFAIRS AND CSR, MCM “Training and development programmes provide a host of benefits to MCM as a company,” she tells us.

Sakanya himself is also fully cognisant to the immense benefits of education, after initially studying Mechanical Engineering

MINING

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krishnacorporationltd.corporat@gmail.com

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One Stop Mining Suppliers KRISHNA CORPORATION is a leading supplier of Mining, Industrial, and Laboratory Products and is acknowledged as a preferred supplier, employer and distributor that fulfil the expectations of all its stakeholders.

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Knight Piésold is an employee-owned, global consulting firm established in Johannesburg, South Africa in 1921. We offer specialist services to businesses operating in the mining, power, water resources, and infrastructure industries. We are engineers, environmental scientists, geoscientists, and technologists, focusing on what we do best to create value for clients at every stage of a project.

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Africa Outlook issue 93 | 85

MOPANI COPPER MINES (MCM)

and Management, before being sponsored to travel to the UK and undertake an Engineering Management BEng at Liverpool University by ZCCM Limited.

“MCM has two primary schools, one in Kitwe and the other in Mufulira.

We also run two secondary schools in those same towns.

“The pass mark in our schools is a 100 percent success rate,” Sakanya tells us proudly.

The four schools offer quality education to young people between the ages of five to 17 years.

“The schools also offer subsidised school fees for the children of MCM employees. Both are fully recognised by the Ministry of General Education and operate under the standards set by the Ministry,” Tembo inform us.

Complementary to these local 86 | Africa Outlook issue 93

“WE BELIEVE THAT SPORT BINDS COMMUNITIES THROUGH SHARED EXPERIENCES, AND SHAPES NATIONAL CHARACTER AND PRIDE. IT ALSO PROMOTES A HEALTHY ACTIVE LIFESTYLE, DEVELOPS LIFE SKILLS, LEADERSHIP ABILITIES AND OFFERS YOUTH EMPLOYMENT ALTERNATIVES” - LORRAINE TEMBO, MANAGER CORPORATE AFFAIRS AND CSR, MCM institutions, MCM also operates a training centre located in Mufulira.

According to Sakanya, the Mufulira Training Centre (MCTC), is a stateof-the-art school that was a $21 million project for MCM. The MCTC offers comprehensive training in technical courses such as fitting, electrical rigging, metal fabrication,

instrumentation, metallurgical courses, and safety induction courses.

The school is fully accredited by TEVETA as a government board at national level.

The centre plays a pivotal role in enhancing employee performance through continuous upskilling in areas where they might be lacking.

Gearing up for growth in Zambia

K

night Piésold has been providing engineering and environmental consultancy services to Mopani Copper Mines (MCM) Plc for the past seven years. The consulting engineering firm was founded in Johannesburg 100 years ago and today operates in 15 countries.

Knight Piésold Zambia is currently involved with MCM’s Mufulira Tailings Dam No. 11 (TD11) Buttress Design Project, where it is responsible for site investigations - seismic cone penetration tests with pore pressure measurements, rotary core drilling and test pitting. In addition, the firm is conducting stability and seepage analysis; dam break analysis; installing monitoring instrumentation; designing the buttress; and acting as construction supervisor.

Patrick Kampengele, Managing Director for Knight Piésold Zambia, says the firm’s ongoing relationship with Mopani Copper Mines illustrates the confidence the client has in the quality of work being produced.

In recent years, Knight Piésold’s Zambia office has expanded its range of sub-consultants and subcontractors, as well as recruiting additional staff as it positions itself to meet the country’s growing demand for engineering and environmental services.

“The future for the Zambian mining industry is looking very positive, particularly given the current high price for commodities such as copper,” says Kampengele. “Globally, the demand for copper is predicted to remain high, which augurs well for continued high prices and benefits the economy through greater forex inflows, therefore, stimulating economic growth.”

Zambia, Africa’s second largest producer of copper, is increasingly leaning towards beneficiating copper and other minerals. This, says Kampengele, will have a positive impact on job creation in the country.

Kampengele expects increased investment into the Zambian mining sector in the coming years.

“Greater activity in the mining sector represents an exciting opportunity for Knight Piésold given that we anticipate that we will be providing additional specialised services to these new mines and expansion projects at the existing mines,” he says.

Other sectors showing significant potential are infrastructure and energy. Kampengele says increased mining activity will inevitably also result in greater demand for power and infrastructure such as roads, housing, water and sanitation.

“Knight Piésold has been providing engineering and environmental services to the majority of mining companies in Zambia for several years already.

In addition, we have a long history of providing consultancy services to power producers in the country, most recently the refurbishment and upgrading of two small hydropower stations as well as a greenfield 15MW hydropower station.”

He reveals that the firm has also consulted to government ministries and was recently involved in the rehabilitation and upgrading of part of the Great East Road in Lusaka. In addition, the firm recently assisted the government of Zambia with the rehabilitation and closure design of a tailings storage facility and an overburden dump in the Copperbelt province.

“Knight Piésold, a Zambian firm which benefits from access to wide range of specialists from its global expertise, has a good understanding of the local operating environment and is able to provide costeffective solutions to clients,” says Kampengele.

MOPANI COPPER MINES (MCM) “This helps boost employee productivity and reduce employee turnover. Training builds confidence in our employees, knowing that they are fully trained in the jobs that they are required to perform,” Tembo adds.

In order to ensure that only competent staff are employed on the premises, all new MCM employees and contractor staff are required to undergo skill tests to ascertain their level of competence before they are permitted to work on site. This is a crucial factor in minimising accidents

in a high-risk environment.

“All graduate engineers within mining, metallurgy, and engineering are placed on a development programme for 24 months to develop them into quality engineers, as per the MCM standard,” she continues.

Through these rigorous training programmes, MCM is able to effectively identify the skills gap by using the employee training matrix, and subsequently conducting the training to close that gap.

MCM: CSR PROJECTS AND COMMUNITY INITIATIVES • Refurbishment of the Kankoyo Zambia Police Post for improved security in the area.

MACSTEEL ZAMBIA Macsteel Zambia Limited has partnered with Mopani Copper mines on some of the projects among them refurbishing of the Smelter and Concentrator and Mufulira Mine Training School through supplying quality products, such as Roofing Sheets, Seamless Pipes, Channels etc.

We are proud to be among the reliable steel merchants who have served Mopani Copper Mines in the last five years.

Macsteel Zambia Limited upholds the value of corporate social responsibilities (CSR), it has been among the few sponsors of various CSR activities organised by Mopani via golf and rugby tournaments.

• Refurbishment of Clinic Five in Kankoyo, a government-owned facility.

• Provision of potable water and sanitation facilities in Wusakile township, Kitwe.

• Provision of potable water for residents of Kankoyo township.

• Support of community health care through an elaborate HIV and AIDS programme, implemented with a USAID partner, a cervical cancer screening programme, and a malaria elimination programme.

• Support of sports development, including football, tennis, rugby, cricket, squash, golf, and water sports.

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With this global knowledge and experience we have been able to assist our customers with effective solutions in reducing refractory costs by supplying superior refractory products timeously.

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88 | Africa Outlook issue 93

MINING

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Africa Outlook issue 93 | 89

MOPANI COPPER MINES (MCM)

ZAMEFA ZAMEFA was incorporated in 1968 and was privatised in 1996. The Company became listed on the Lusaka Stock Exchange (LuSE) in September 2004.

The ultimate parent company for ZAMEFA is Reunert LIMITED, a company incorporated in South Africa and listed on the Johannesburg Stock Exchange. Reunert manages a portfolio of businesses in the fields of electrical engineering, ICT and applied electronics.

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COMMUNITY CONSCIOUS Alongside its commitment to education within the communities surrounding MCM, the company is actively involved in local sports initiatives.

MCM continues to invest in and sponsor the sporting activities of Nkana Football Club, Mufulira Wanderers, Nkana Golf Club, Mufulira Rugby Club, and Diggers Rugby Club, the latter of which it is a major sponsor.

“This has resulted in the ability for Zambia to stage international events such as the Zambia Open Golf Tournament, the Council of Southern Africa Football Association (COSAFA) Cup, international rugby tournaments, and the Motorcross of African Nations at MCM sporting facilities,” Tembo tells us proudly.

Parallel to this, MCM sponsors clubs dedicated to golf, tennis, rugby, women’s football, and squash.

Expanding on why sports initiatives 90 | Africa Outlook issue 93

are so important to the company, Tembo comments, “MCM believes that investing in sport can widely foster national development and contribute to the economic growth of the nation.”

This economic growth is stimulated through business investment and employment. As an example, all football players at Nkana Football Club and Mufulira Wanderers draw a salary from funds provided through monthly MCM grants to the clubs.

“MCM believes that every child should be given a chance to develop their full potential in life despite one’s background; hence MCM established sports academies that looks after children’s educational needs amongst others.

“These sports academies bring about benefits such as talent identification at an early age, building self-esteem and giving children a strong sense of purpose.

“WE HAVE EMBRACED A CULTURE CHANGE IN THE DEPARTMENT THAT FOCUSES ON SAFETY, OPERATIONAL DISCIPLINE, ASSET INTEGRITY, AND PRODUCTION. THIS HAS SINCE YIELDED VERY GOOD RESULTS” – MAMBO CHOOYE, GENERAL MANAGER SMELTER AND REFINERY, MCM

MINING

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Africa Outlook issue 93 | 91

MOPANI COPPER MINES (MCM)

“Their participation in the academies instils in them the virtues of commitment and hard work,” Tembo observes.

Complementary to the emphasis on wellbeing with sports programmes, MCM participates in and contributes to the local healthcare sector.

“We proudly operate two hospitals in Kitwe and Mufulira, both of which are BSI ISO Certified,” Sakanya informs us.

Both facilities run full programmes on HIV screening, testing and treatment for employees and members of the public. The Kitwe institution also runs a club for sufferers of club foot at the Wusakile hospital.

“In addition, MCM runs a Malaria prevention programme in both Kitwe and Mufulira, reducing the incident rate to less than one percent,” he adds.

NAVIGATING CRISIS MCM’s emphasis on health care and 92 | Africa Outlook issue 93

the wellbeing of the community rose to the fore during the past 20 months over the course of the COVID-19 pandemic.

Unfortunately, MCM itself was heavily impacted, recording 801 cases of COVID-19, 789 recoveries, and 12 deaths. In response to the outbreak of the pandemic, the company developed a COVID-19 management plan centring on three crucial steps: the formulation of pandemic management policy, the implementation of a COVID19 Corporate Management Team, and weekly assessments of the effectiveness of COVID-19 control measures.

MCM was also quick to respond with prevention strategies, disseminating information about the spread of the virus across the mine’s sites and implementing transmission controls throughout the premises.

This included temperature monitoring at access gates, wearing face masks,

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Africa Outlook issue 93 | 93

MOPANI COPPER MINES (MCM)

Surmpy Engineering & Services Sarl

As a leading specialised hydraulics, pneumatics, and mechanical engineering company, Surmpy Engineering and Services Limited provides the difference in the engineering experience.

This ambitious Zambian company is on a trajectory to quickly expand its customer base to all major mining houses in Africa.

Through the acquisition and maintenance of agencies and supply relationships with a range of leaders in the industry, Surmpy provide services across Zambia and beyond.

The company boasts an unrelenting commitment to product excellence, complimented with various service capabilities within the Engineering and Mining industry.

Mambo Chooye, General Manager of Smelter and Refinery, Mopani Copper Mines

hand washing facilities, provision of hand sanitisers, daily rounds of spraying with disinfectant and regulating safe sitting distances on employee buses. This also comprised COVID-19 screening of travellers and employees returning from leave as well as the adjustment of shifts for employees in shared offices.

“During this period, MCM ensured that isolation facilities were maintained and equipped, and that medical personnel were trained in the national COVID-19 management protocols,” adds Tembo.

With the COVID-19 pandemic still ongoing, MCM is currently engaged in undertaking a rigorous vaccination campaign, resulting in 17 percent of the company’s staff being vaccinated.

“A lot of our employees are still sceptical about the vaccine, but we are confident that with time, a greater awareness of the benefits will translate into more employees being vaccinated,” she comments.

94 | Africa Outlook issue 93

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THE HEART OF THE MINE With Tembo overseeing the crucial importance of MCM’s position as a community-conscious company, for Mambo Chooye, General Manager of Smelter and Refinery, his position is equally paramount in maintaining a forward-facing operation.

MCM’s processing facility comprises the smelter and refinery that has the capacity to produce 220,000 tonnes of cathode per annum.

At present, Chooye’s focus on internal operations entails sustaining works to maintain the integrity of the asset, returning to Sakanya’s strategic vision of guiding MCM through the aftermath of the Glencore International AG exit.

“We have managed to stabilise the plant from the time we came out of the six-month shutdown in 2019, whilst maintaining the refractory wear profile in the ISA furnace, and we look set to go into the next shutdown in 2022 without any major challenges,”

Chooye tells us.

Once stabilised, Chooye will be instrumental in overseeing an increase in the treatment of copper concentrates to 850,000 tonnes per annum by 2025.

With MCM’s world-class competencies, Chooye is confident of these aspirations.

“MCM produces cathodes meeting LME Grade A specifications,” he continues.

“We also have the capacity to treat a variety of concentrates from different mines around the country, and qualified multi-disciplinary personnel employed to run various operations within the plants.”

Throughout operations, Chooye asserts how MCM maintains constant engagements and consultation with OEMs and a positive operational discipline that is key to the running of the plants. Effective maintenance management systems are implemented to yield good

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Africa Outlook issue 93 | 95

MOPANI COPPER MINES (MCM)

Copper cathode processing at the Mufulira refinery

availabilities, and all operations are in alignment with accredited management systems including QMS ISO 9001:2008, OHSHAS 18001:2007 and EMS ISO 14001:2015.

MODERNISING MCM Turning to the facilities themselves, MCM’s smelter and refinery plants are equipped with automated systems and state of the art equipment.

Of course, it was not always this way. Indeed, MCM’s original smelter began with a reverberatory furnace that was installed in 1937, and not upgraded until 2006. This involved the commissioning of a 720k TPA Isasmelt furnace, a 12 MVA Matte Settling Electric Furnace, a 650 tpd oxygen plant and an acid plant with a design capacity of 1,050 tonnes of acid per day (Smelter Acid Plant Number One).

“Our secondary smelting operation also has three 13 inches by 17 inches pierce smith converters, two 400tonne anode furnaces and a twincasting wheel,” Chooye informs us.

96 | Africa Outlook issue 93

PROCESS OF COPPER CATHODE PRODUCTION AT MCM: 1. Concentrate from both MCM and third-party purchases is blended to between 25-28 percent copper and fed into the Isasmelt furnace at a maximum feed rate of 112.5 tonnes per hour (t/h).

2 A mixture of slag and copper matte at 60 percent is produced from the Isasmelt furnace and tapped into the Matte Settling Electric Furnace.

Here, the slag is separated using densities and discarded at 0.6 percent copper using a granulation system.

3 The matte is taken into the pierce smith converters where it is upgraded to blister copper at 98.5 percent.

4. Blister copper Is transported to the anode furnaces for fire refining and further upgraded to anode copper at 99.6 percent.

5 Anode copper is cast into anodes using the twin-casting wheel at 80 t/h.

6. During anode production, an off gas is generated from the Isasmelt furnace and converters. Since the gas contains sulphur dioxide ranging from between six to nine percent, it is cooled, cleaned, and taken to the acid plant to produce sulphuric acid at a grade of 98.5 percent.

7. Anodes produced from the smelter are transported to the refinery tank house, located 400 metres from the smelter, where the anode undergoes electro-refining to produce cathodes at a grade of 99.999 percent copper.

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Africa Outlook issue 93 | 97

MOPANI COPPER MINES (MCM)

Isa Smelt Mufulira In addition, in 2009 MCM commissioned a second acid plant with the capacity to produce 2,356 tonnes per day.

Modernisation has subsequently increased production and streamlined operations for greater efficiency.

“The modernisation of the smelter has bought in flexibility to treat concentrates from various sources, improved efficiencies and increased the throughput,” he adds.

“We moved from an old and problematic electric furnace to a more versatile Isasmelt furnace that is capable of running at 112.5t/h and producing a consistent matte grade of 64 percent copper.”

Through these improvements, MCM is able to effectively stabilise the plant within an hour of start-up and has moved away from human dependency, thereby reducing the risk of causing damage to the facility. In addition to improving the availability and utilisation of the plant, 98 | Africa Outlook issue 93

Anode Casting Wheel at Mufulira Smelter

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Africa Outlook issue 93 | 99

MOPANI COPPER MINES (MCM) the physical and chemical quality of the anodes produced has also improved, keeping rejection rates to a minimum.

Within the move to modernisation, all smelting and refining processes at MCM are becoming increasingly sustainable.

This is best evidenced by the acid plant, where 95 percent of all sulphur dioxide emissions are captured and treated to produce sulphuric acid.

This in turn further contributes to MCM’s production of fertilisers, in their efforts to support Zambia’s agricultural industry.

All sulphuric acid tank containers have secondary spill containment facilities, while the tank house at the refinery has an impermeable floor to contain any accidental leakages that are then recycled back into the process.

“The slimes drying plant that previously used cord wood fires has also been modernised to use rotary

100 | Africa Outlook issue 93

driers, thereby reducing our impact on deforestation,” Chooye comments.

MCM also keeps a close eye on ground water across the site, continually monitoring its quality and supply through the installation of wells.

Aside from these efforts, MCM is dedicated to ensuring compliance with regulatory standards to guarantee quality control.

“We have an elaborate and robust sulphur dioxide monitoring system that covers stack emission, our fence line and the community. This ensures that any upset conditions are rectified immediately.”

All emissions emanating from the plants are carefully monitored, with interlocks in place on stacks that prevent levels from exceeding the set limits.

“We have set up an Air Quality Control (AQC) unit whose main function is to control emissions through the use of a Trigger Action Response Plan (TARP).

“The AQC monitors stack emissions, emissions along the plant boundary and the community. The AQC operators have the authority to suspend plant operations once emissions reach the agreed threshold.”

In addition, MCM works closely with the Zambia Environmental Management Agency (ZEMA) on a daily basis to ensure that the mine is operating within the set regulatory limits.

Meanwhile, all chemicals used throughout MCM’s processes meet both local and international regulatory requirements, including the Montreal Protocol and the Stockholm Convention on Persistent Organic Pollutants (POPS).

A MINE FOR THE FUTURE Looking to the years ahead, Sakanya remains focused on MCM’s major target of completing its ongoing expansion projects to increase production.

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Africa Outlook issue 93 | 101

MOPANI COPPER MINES (MCM)

Synclinorium concentrator under construction

For the remainder of 2021, this consists of further stabilising operations in the wake of Glencore International AG’s company exit.

Within this, MCM’s targets include commissioning the Synclinorium concentrator before the end of the year, and an increase in copper cathode production of 17.16 percent.

The fruits of these efforts alone will see MCM well on its way to achieving an EBITDA of $57 million – an improvement of 114 percent compared to 2020.

With 2021 dedicated to stabilisation, the following year addresses the theme of sustaining operations, which is where expansion projects become key. 2022 will see the commencement of the Synclinorium Pump Chamber project works, and further work on the Minola Deeps shaft, including headgear erection and shaft equipping. In addition, next year will also herald the installation of 102 | Africa Outlook issue 93

a second crusher, conveyor belt and dump truck loop construction, and the buttressing of tailings storage facilities (TSFs) at Nkana and Mufulira.

In addition to the company’s diversification projects, including modifying the Synclinorium concentrator to introduce a cobalt circuit, this will see MCM geared for an ambitious 2023.

“From 2023 onwards, MCM will begin a trajectory of growth,” says Sakanya.

“We will commission the pump chamber at the Synclinorium shaft and shutdown winding plant infrastructure at the central shaft to save cost.

“MCM will also pursue a production increase by expanding mining operations at both Nkana South and the Mufulira mine site, whilst completing the equipping and commission of the Minola Deep shaft,” he outlines.

Buttressed by this strategy and strengthened by the agility guaranteed through diversification, like the sturdy roots of the Mopani tree, MCM will continue to flourish and blossom on the Zambian landscape. Not only this, but the mine will maintain its status as one of the world’s largest mines and exporters.

For Sakanya, he holds nothing but optimism for the years ahead.

“The MCM team will continue to work smarter, embracing teamwork, to make Mopani great,” ends Sakanya.

Tel: (+260 212) 247 060/ 247 030 mopani.corporate@mopani.com.zm

MINING

SOTAU LIMITED is a private Company limited by Shares. It is wholly Zambian owned and is professionally managed in a bid to add value to our customer requirements by offering high Quality services.

We specialize in Building Construction & Civil Works, and General Supply.

CONTACT: Raphael Muwowo T +260977756405 T +260967756405 T +260955756405 E sotaultd@gmail.com Edward Mwelwa T +260977756405 T +260967756405 T +260955756405 E sotaultd@gmail.com

Leading Procurement and Logistics Company WMM Investments prides itself in supplying its customers, quality products at affordable prices. Our philosophy is ‘to save your money and improve your productivity’.

WMM Investments Limited Plot 9945 Kabelenga Road Interchem premises head officeopposite levy business park Box 39396 Lusaka Office, Zambia Tel/Fax: 260-21-1-238371 Cell: 260-95-5-757367 Email: wmminvestlimited@gmail.com Email: sales@wmminvestments.com Skype: mwembe1974 www.wmminvestments.com

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MTN CAMEROON

NEW TECHNOLOGY

NEW THINKING The face of African digital connectivity and Fintech is evolving. At the centre of the sector, we take a look at MTN Cameroon, and speak to CEO Stephen Blewett, about the company’s people-focused drive behind development Writer: Marcus Kääpä | Project Manager: Marvin Iseghehi

A very dedicated and motivated team of staff committed to bold moves executed with excellence

MTN Cameroon CEO Stephen Blewett with Prime Minister of the Republic of Cameroon, HRH Chief Dr Joseph Dion Ngute

104 | Africa Outlook issue 93

TECHNOLOGY

The Governor of the Centre Region, Naseri Paul Bea, visits the MTN Ekié Service Centre in Yaounde

With the advent of Covid-19 security and health checks heightened at MTN stores

MTN Cameroon CEO, Stephen Blewett and colleagues on a mission to brighten lives in the South Region using all transportation means possible

There have been many positive and dynamic shifts in Cameroon’s technology, communications and Fintech sectors over the last few years. From new entrants in the mobile money side of the industry to increased connectivity, there is excitement around what is to come.”

Having spent a portion of his career in the oil and gas sector, Stephen Blewett, CEO of MTN Cameroon (MTNC), was soon drawn in to the versatile and ever evolving technology space. From working with Shell, to oil and gas in both South Africa and Mozambique, Blewett followed his interest in technology and entered the sphere

MTN changing lives. A lucky customer wins a brand new car from MTN Cameroon

working for Vodafone and others, making his way up the ladder in the telecommunications industry.

“At 34, I was the youngest CEO in the space,” he tells us. “I worked in telecommunications across various countries: Mozambique, South Africa, Namibia, and Benin, and now I am currently based in Cameroon.

“It has given me a great deal of experience in varying cultures and their languages, and personally this has been a really interesting part of my history in the field. I have now been a CEO for 17 years and have watched the industry grow, change and develop during a dynamic two decades.”

The sector remains to this day

an ever-changing area in which adaptation and facilitation are key to continued relevance and business success.

FACILITATING MODERNISATION MTNC is part of the globally renowned MTN Group, and is made up of three primary business lines: mobile financial services, consumer GSM (Global System for Mobile communications), and businessto-business enterprise offers.

At the company’s forefront is its dedication to Cameroon’s ongoing digital transformation, providing the country’s digital economy with simple, accessible and secure means of payment through its very own MTN Africa Outlook issue 93 | 105

MTN CAMEROON Mobile Money (MTN MoMo). This is an innovative service that facilitates the daily lives of millions of users.

“Every player in the space is pushing to launch new technology, new thinking, and new ideas,” Blewett explains. “This drives us to compete very hard and also realise that there is more to be done and worked upon. Currently, there is a lot of focus on data access and better-quality networks, especially when it comes to expanding into rural areas.

“For example, state-owned operator Camtel launching its mobile offerings is very exciting. These kinds of changes in the market are good because it shows the increase of investment in the space and creates a lot of energy in the industry, which is positive for both companies and for the country’s development on the whole.”

Represented and active in every region of the country, MTNC is deeply rooted in the development of Cameroon. The company plays a

DEVELOPING THE NATION Since 2000, MTNC has created over 1,000 direct jobs. The dynamism of the company’s activity provides daily income to more than 200,000 families through indirect employment, and many employees of MTNC have become world-class senior staff that today hold top positions within the MTN Group, worldwide.

In recognition of its good human resources management, MTNC has been accredited as an Employer of Choice (Gold accreditation) by the prestigious British institution, Investors in People (IiP).

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major role in the country’s economy, as well as being one of Cameroon’s largest private investors (more than FCFA 1,000 billion invested since 2000) and second largest contributor to the state in terms of taxes, duties, concession dues and other royalties paid with more than FCFA 1,270 billion in 20 years of activity. The investments realised by MTNC have contributed to the development of a thousand SME partners and suppliers of the company.

OVER A DECADE OF MOBILE SERVICE The aforementioned MTN MoMo is a key area of focus for the company moving forward, and for MTNC it represents the centre of the business’ development.

“We were the first company to launch such a service, and we are celebrating our 11th anniversary this year,” Blewett tells us proudly.

“At the start it was a basic service, peer-to-peer transfers and the like, but it has evolved so much.

For example, to further entrench MTN MoMo in peoples’ daily lives, the next generation of advanced Mobile Financial Services including microloans is on the way.

“Over 40 percent of our customers are utilising this offer instead of going to physical locations to buy data bundles. When you live in a country like Cameroon, where long extended rainy seasons can take precedent during the year, and people have to make their way through flooding and rain just to get to another place, mobile financial services come in incredibly useful. Now, instead of trekking through the elements, customers can simply sit at home and purchase data bundles online, or transfer money digitally within the country or internationally.

“It is a key focus for our company to maintain, develop and provide these kinds of solutions to the people of Cameroon.”

Driving and Logistics STREAMLINING THE MANAGEMENT OF YOUR CAR FLEET AND SECURING THE MOVEMENT OF YOUR STAFF AND GOODS. The global economic context shaken by the health crisis due to COVID-19, the fall in the price of raw materials and the restriction of international economic exchanges, has forced companies to prioritise cost management.

In order to be part of this global dynamic, Driving and Logistics (DAL), a Cameroonian company specialised in fleet management, offers a range of services to its current and future partners.

Driving and Logistics’ offer integrates the complexity of fleet management (avoiding navigation at sight) and the financial stakes underlying each management decision.

Owing to the flexibility of our solutions, the experience and the professionalism of our teams, DAL’s offer enables its partners to increase productivity, to reduce their operating costs, and to guarantee the availability and the longevity of their vehicles.

Besides, it contributes in a relevant way to the implementation and development of the safety culture.

MTN, COTCO (a subsidiary of EXXON MOBIL), EDF, ECOBANK, STANDARD CHARTERED BANK, MAERSK and HUAWEI are some of the clients with whom we have been working for more than 5 years. Also, they are the proof of the implementation of our tailor-made services in the fleet management service.

DAL is the SOLUTION for any company who looks for a quality fleet management service and cost optimisation to remain competitive in today’s economic context.

ZER

ACCIDENT

Enjoy the benefits of outsourced fleet management • Make your investments profitable • Focus on your activity • Secure your material and human resources From now on, optimise your energy, your finances and your time by joining the DAL team, and by sharing our vision of becoming the company that will serve as an example to reach the noble objective of zero road accidents in Cameroon.

Current Performance • • • •

4,000,000 kms in 3 years without fatalities Zero fatalities Zero accidents with injuries Zero accidents with immobilisation of human resources

Fleet Consulting

We set up proceedures to supervise the daily activity of your fleet, and reduce costs: • Fleet Sizing • Fleet Performance Assessment • Fleet Management Streamlining (setting up proceedures - KPIs - SLA) • Establishing Road Risk Prevention Plans

Our Current Park Fleet Management

We provide complete, or partial, management of your car fleet according to your needs, and ensure the optimisation of its operational costs.

• Long term rental: 12 to 60 months • Average rental duration: 1 to 12 months • Short term rental: 1 to 30 days

Safety Improvement

• More Than 400 Vehicles • 300 Trained Drivers, Experienced in Preventive Driving and First Aid • A Trained and Experienced Supervision Team • A Team of Certified Trainers in SMITH and AEGIDE International • A Parking Area and Ultra Modern Cleaning Shop in Douala and Yaoundé

We have set up a safety program focused on: • • • • • • •

Recruitment Training and Evaluation Coaching Performance Recognition Management Commitment Road Survey Reporting of Risk Solutions

HEAD OFFICE: Rue Bertaut P.O. Box: 1513 Douala, Cameroon

+237 233 42 80 61 info@drivingandlogistics.com emiliempouma@drivingandlogistics.com r.mefoung@drivingandlogistics.com www.drivingandlogistics.com

MTN CAMEROON MTNC achieves the highest standards, and consequently, stands in the market as a trusted business in the technology, communication, and Fintech spheres. The mixture of quality, convenience and security

ensures that the company’s services are at the forefront of a country with smartphone penetration totalling more than 50 percent, making MTNC’s services efficient for both the individual and the overall

development of Cameroon.

“We are GSMA certified for Mobile Financial Services to demonstrate our commitment to provide the highest level of security for subscribers,” Blewett adds.

BRANCHING AND EVOLVING

AFRICA OUTLOOK: HOW DID COVID-19 IMPACT MTNC AND HOW DID THE BUSINESS ADAPT? Stephen Blewett, CEO: “Our priority during this time has always been our people and the customers we serve at our service centres across Cameroon.

“At the service centres where our staff and engineers operate face-to-face with customers, we practiced the standard policies necessary during the pandemic; social distancing, hand sanitisers, and masks were a must, and we have been very focused on this.

“These policies have also caused queues outside of the service centres where people wait, and even though the process takes longer, we have ensured that people can wait in a covered area with chairs, so that everybody can sit comfortably and socially distanced. We have done this to ensure the safety of our people and customers.

“When it comes to employee wellbeing, we have tried to stay as connected and social as possible digitally throughout the period and have even engaged in activities to bind a sense of community through fun.”

MTNC exists as a large supplier to not only enterprise customers, but also the public sector and non-governmental organisations (NGOs) providing services and solutions beyond telecommunications.

“We did just that for the Ministry of Transport, where we provided and supported systems that include cameras that monitor truck driver fatigue,” Blewett continues. “There are a lot of accidents on the road.

These systems monitor the individual driver’s state as well as the behaviour of other drivers using cameras in the transport network.

“In this way, MTNC is moving beyond traditional services to provide a broader spectrum of offers in the enterprise space and public sector. So far, these have been very successful for us.”

MTN staff donate Covid protective gear to the most exposed members of our community accross the country to support in fight against the pandemic MTN MoMo entrenched in the daily lives of Cameroonians

MTNC CEO, Stephen Blewett, spends precious time in communion with leaders of tomorrow in the South Region of the country

108 | Africa Outlook issue 93

MTN takes its services to its customers nationwide in their neighbourhoods with its Mobile Service Centres

Design Manufacture

M FRANÇOIS FOTSO NOUMSI

Distribute

Guest Cameroon is a 100% Cameroonian company, created in 2009 by M FRANÇOIS FOTSO NOUMSI, whose main activities are the design, manufacture, and distribution of telecommunications terminals (Phones, Tablets, Routers, Mifi, payment terminals, etc.) We also distribute electronic equipment and household appliances, small computers and very recently storage solutions (Cloud) and network security.

A. SERVICES: • Devices Bank Financing • Assistance and advice • Immediate replacement of defective product • Respect of environmental standards for the destruction of our damage.

B. PRODUCTS: • Electronic devices (mobile phones, PC tablets, Laptop, Payment terminals…)

• Home Appliances (microwaves, washing machines, air conditioners, refrigerators, etc.)

• Computer tools and consumables, Toners and Black Diamond Brand Laser printer ribbons, compatible with all printer brands (HP, Dell, Samsung, Brother, Lexmark, Canon, Xerox...).

C. ADVANTAGE: • Original products, very good quality with the latest technology • After-sales services insured.

• Guaranties from the manufacturer.

In order to offer quality products at competitive prices, coupled with fast deliveries, improve your daily tasks and ensure the quick return on investment of your purchases, we approach you to offer you a great partnership. We are convinced that together we can alleviate the difficulties you face in your company.

Location: Rue Foch, Akwa BP 12520 Douala - Cameroon | BP 12520 Douala - Cameroon Email: info@guestcameroon.com | Call: +237 678 88 40 40 | www. guestcameroon.com

MTN CAMEROON The expansion in service range falls in line with MTNC’s people-centric values and focus, and the constant evolution of the business to improve customer experience.

This customer centricity is apparent when looking at MTNC’s dedication towards modernising and bettering Cameroon on the whole, both with regard to the COVID-19 pandemic and modernisation development.

In order to support the national fight against COVID-19, in 2020 alone, over 350 million sensitisation messages were sent to MTNC’s subscriber base to keep them up to date and informed on virus prevention. On top of this, COVID-19 emergency numbers were set up,

and close to four million minutes of free airtime was provided to 334 healthcare professionals working on the frontline of the fight against the virus, with 10,000 individuals being given PPE equipment; notably, teachers, medical staff, call box operators and journalists.

ADVANCING CAMEROON At present, the company’s network solutions provide better quality connection at greater, more reliable speeds across the country. According to Blewett, over 350 sites were modernised to create a better experience for MTNC’s customers, and the company is currently focusing on developing the network

AFRICA OUTLOOK: COULD YOU TELL US ABOUT ANY OF MTNC’S CSR ACTIVITIES? Stephen Blewett, CEO: “When it comes to CSR, we do a lot of work and we’re the first company to create a corporate foundation in Cameroon that was officially launched in February 2006.

“We were part of an initiative with the African Union to provide COVID19 vaccine coverage, and we contributed money towards associations that we worked with to provide healthcare support to people across Cameroon.

“On top of that, we are also currently involved with ensuring water access to those places that lack clean water, facilitating and supporting digital classrooms, promoting youth and women’s empowerment, and we are sponsoring various events around the country to help interconnect the national community.

“Our employees also play an active role in the implementation of our corporate social investment policy as members of the MTN Foundation Friends Club and also within the framework of our annual CSI global staff campaign dubbed ‘21 Days of Y’ello Care’. As a result of COVID-19, our traditional Y’ello Care activities aimed at ameliorating the livelihood of members of our community didn’t take place in their customary manner.

“Since 2020, employees have actively participated in our Y’ello Hope campaigns which seek to reduce the spread of the virus through sensitisation and education, distribute protective equipment to the most exposed members of our communities nationwide and minimise the socio-economic impact of the pandemic.”

infrastructure in the northwest and southwest of the country, providing upgraded connectivity across the regions.

“We are really placing focus on rural areas in Cameroon, and we are doing very well at the moment, especially in the Far North,” Blewett elaborates. “We have been really pushing our rural solutions and have rolled out developments to over 150 localities, continuing to build sites that provide connectivity using the latest advanced environmentally friendly technologies for people who either have poor levels of connection, or who have never been able to access such connection before. Our focus in the coming months is to deploy more rural solutions to over 200 localities.”

For Blewett, this notion of rural development sits close to his heart and is a key personal driving force that aligns with the core of how MTNC defines itself as a company and service provider. What is even

PCCI Group Leading Customer Operations outsourcing provider, PCCI Group has quickly emerged as a key player delivering consistent and branded customer engagement. Founded in September 2001, the Group employs over 2,500 people.

More than a contact center, we bring tailored value added solutions to our customers through our nine sites located in Senegal, Cameroon, Tanzania, Côte d’Ivoire, Congo B., Guinea, Guinea Bissau, Togo and our offices in France and UK. PCCI Group has multiple fortune 500 companies as clients including MTN GROUP and other leaders in telecommunications, media, BFSI, etc.

T +221 33 869 71 00 E info@pcci-group.com www.pcci-group.com

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TECHNOLOGY

KALFRELEC, GENERAL CONSTRUCTION AND MAINTENANCE COMPANY. Created in January 2004 with for main activity the sale, installation and maintenance of air conditioning devices, it has gradually gained notoriety in this trade and has also acquired experience in other fields, namely: • Building & Public Works • Supply, installation and maintenance of electrical installations (CFO / CFA) • Equipment rental - Scaffolding

To ensure great mobility and responsiveness of its team, KALFRELEC SARL has logistical resources made up of vans, personal vehicles, pick-ups, tank carriers, calabrian tippers, carnel tippers, tractor-handlers, grader, backhoe loaders, excavator shovels, loader excavator, bulldozer, mini loader, compactor.

(+237) 233 43 05 06 | direction-kalfrelec@kalfrelec.com

www.kalfrelec.com

Leading customer operations outsourcing provider in Africa

PCCI GROUP - Immeuble Jean Lefèvre Sénégal -Rue B X 3, Point E -Dakar Sénégal Phone: +221 33 869 71 00 info@pcci-group.com www.pcci-group.com

Africa Outlook issue 93 | 111

MTN CAMEROON

Students provided multimedia centres for access to the bold new digital world by MTN Foundation

Providing orphans and underprivileged children with basic school necessities, an annual activity by Friends of the MTN Foundation

Customers supported by MTN to face the challenges brought about by the Covid-19 pandemic

Completely dedicated to giving back to our communities

Smartphone penetration on the rise and MTN customers are from all walks of life

MTN West and Central Africa Vice President, Ebenezer Asante (r) and MTNC CEO, Stephen Blewett (l) MTN technical staff work to ensure premium network coverage across the 10 regions of the country

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TECHNOLOGY

AMN builds, owns, operates and maintains mobile network infrastructure, delivering services for the biggest Mobile Network Operators (MNOs) in Africa.

AMN is bringing 2G, 3G and 4G voice and data connectivity to towns and villages which have previously been unconnected.

AMN currently operates more than 1,000 base stations in 9 countries and is launching operations in 3 more countries in 2020, and ultimately will cover almost every country in sub-Saharan Africa.

www.africamobilenetworks.com

Using digital platforms to provide customers with quality services round the clock at our HVC Call Center

more assuring for Blewett is the fact that these non-traditional solutions contribute significantly to reducing carbon emissions and protecting the environment as part of the company’s strategic pillar in Ambition 2025.

“We have a vision that everyone deserves the benefits of a modern connected life,” he continues.

“When we undertake these rural developments, we are reminded of why we are committed to this sector and space. When you see people crying because they are overjoyed to be connected to one another, or have access to the internet, it really reinforces what it means to work for people, not just a business.

“The fact that they can access online banking, send and receive money, and make phone calls – things that we take for granted – are revolutionary in terms of facilitating modern living, and it’s fantastic to see our work actually make an impact.”

As a wider group, MTN will have spent close to $70 million on the network by the end of 2021 alone. This significant amount of money will only increase moving forward into next year, with a total of $80 million being forecasted for 2022.

“These investments are geared towards enriching our customers’ lives and technology evolution,” Blewett adds.

THE FOCUS OF THE FUTURE From MTNC’s employees, the highly motivated and laser focused talent that allows the company to be both agile and successful, to the customers who remain MTNC’s core mission and directive, people are the future of the business.

“For myself and the leadership team, focusing on people in both respects allows us to have a clear vision of both where the company stands and where it must be,” Blewett reveals. “By

engaging people and listening to what they have to say, we gain a clear vision of what we want to achieve. This paves our continuous development and the aims and goals of our future.”

As for the years ahead, MTNC foresees exponential growth for each of its business lines over the course of 2022 and into 2023, both in terms of services and performance.

But at the centre of growth sits MTNC’s aforementioned core values of people-centric solutions, unique services and full support for customers across Cameroon.

MTN CAMEROON Tel: +237 679 00 90 90 www.mtn.cm

Africa Outlook issue 93 | 113

SOUTH AFRICAN BROADCASTING CORPORATION (SABC) We tune in with Madoda Mxakwe, Group Chief Executive Officer of the South African Broadcasting Corporation, whose radio stations and TV channels command an audience of millions on a daily basis Writer: Jack Salter | Project Manager: Lewis Bush

I

nform, educate, entertain. This is the distinct mandate of the South African Broadcasting Corporation (SABC), who has demonstrated an unwavering commitment to delivering content to viewers over the years.

SABC was established through an Act of Parliament in 1936, which replaced the previous state-controlled African Broadcasting Corporation.

85 years on, boasting state-of-theart technology and top-of-the-range on-air talent, SABC has proven to be a media powerhouse in South Africa with a portfolio that now includes 19 radio stations and six television channels available to the general public.

The corporation implemented its market leading SABC News channel in 2013, broadcasting round-the-clock across Africa, later complemented by the launch of an SABC News app to reflect audience consumption patterns.

A BROADCASTING

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TECHNOLOGY

SABC News Team

Africa Outlook issue 93 | 115

SOUTH AFRICAN BROADCASTING CORPORATION (SABC) In more recent times, the introduction of SABC Education has served as a primary source of curriculum-based learning across South Africa amid COVID-19 restrictions in the country, whilst the new 24-hour SABC Sport channel provides full live coverage and highlights from the sporting world.

“SABC is South Africa’s only public service broadcaster and the largest public broadcaster on the continent,” acclaims Group Chief Executive Officer, Madoda Mxakwe.

SABC IN NUMBERS SABC 1 24.6 million viewers per week SABC 2 23.1 million viewers per week SABC 3 17 million viewers per week SABC NEWS 9.4 million viewers per week SABC SPORT 3.5 million viewers per week RADIO 30.1 million combined listeners per week

“The corporation will continue to play a critical role in promoting nation building and social cohesion, by acquiring and scheduling content that reflects Africa and South Africa on our radio, television and digital platforms.”

SABC is committed to the development of South African expression by providing a wide range of programming that reflects attitudes, opinions, ideas, values and artistic creativity, as well as offering a plurality of news, views, information and analysis.

It not only represents the soul of South Africa and its creative potential, but is one of the bedrocks of South African culture, showcasing its television productions, films, radio shows and music in all 11 official native languages.

Having 19 radio stations ensures that SABC, whose portfolio incidentally has a 73.2 percent share of the radio market, is a leader in the preservation of indigenous languages.

Additionally, SABC’s television programming, including news and current affairs, is offered in a variety of languages.

“Universal access is key in delivering on the mandate of SABC as a major player in the audio-visual content services sector,” Mxakwe emphasises.

Dalet Your stories, infinite possibilities with Dalet Dalet has enabled hundreds of mediarich organizations to transform their production and distribution workflows – accelerating media operations, maximizing collaboration, and creating higher value from content.

We first established ourselves as innovators in the broadcast industry with radio’s first automation software in the early nineties. The video market followed as we launched the first end-to-end news production system powered by a media asset management (MAM) platform, Dalet Galaxy, delivering solutions to technology-progressive media organizations such as NBC (USA), BFM (France) and Prime TV (Australia).

In 2019, Dalet purchased the Ooyala Flex Media Platform business. With this strategic acquisition, we launched Dalet Flex, an agile multi-platform content production and distribution solution that covers the entire content supply chain. The expanded product portfolio enables customers across a wider range of markets – sports teams, leagues and federations, brands and corporate organizations, as well as media and entertainment companies – to scale up their digital offerings and better engage their audiences.

In our post-pandemic world, the demand for mobility in content creation has come to the forefront. Dalet has significantly evolved this concept across the entire content supply chain, developing cloud-native solutions such as Dalet Flex and Dalet AmberFin. For news storytellers, we have created Dalet Pyramid, our next-gen, fully web-based Unified News Operations platform with Storytelling 360.

It is humbling to think that today, more than 80,000 users benefit from using Dalet solutions worldwide in their day-to-day work. There are many to acknowledge for this milestone. To those customers, including SABC in South Africa, who have partnered with us over an ambitious long-term vision, a special thank you. It’s been a tremendous partnership and we look forward to the next steps.

116 | Africa Outlook issue 93

Your stories, infinite possibilities.

Empowering a world where compelling stories are beautifully made, effortlessly told and thoughtfully delivered.

Lo re

dalet.com

SOUTH AFRICAN BROADCASTING CORPORATION (SABC) “SABC has a crucial role to play in bridging the digital divide by providing a universally accessible service in South Africa.”

REMAINING COMPETITIVE SABC continues to follow a strategic roadmap, ensuring that it can operate competitively in the evolving digital landscape whilst delivering on its mandate of providing a range of informative, educational and entertaining programmes.

“We have made significant advances in implementing the SABC Turnaround Plan,” reveals Mxakwe, citing strategic pillars such as financial

stability, a competitive and innovative multi-channel portfolio, and universal digital accessibility. “In the coming year, we aim to complete our Turnaround Plan and amplify SABC’s audience and revenue growth.”

It comes as SABC also focuses on commissioning and acquiring local content to ensure that it remains competitive.

Key local productions newly commissioned include SABC 1’s Ubetina Wethu, South Africa’s rendition of the popular American series, Ugly Betty, with another premium local production, The Estate, launched on SABC 3 this year.

MADODA MXAKWE, GROUP CEO Madoda Mxakwe, Group CEO of SABC since July 2018, is spearheading the Turnaround Plan.

His extensive leadership experience emanates from a broad combination of skills and expertise derived from senior executive positions he held in business, communications and public affairs.

With a track record of turning businesses around, Mxakwe has successfully managed and led diverse teams across Africa and Europe within the fast-moving consumer goods industry.

In 2005, Mxakwe joined Nestlé as Corporate Affairs Director for Southern and Eastern Africa. He was promoted five years later to the position of Deputy Vice President of Corporate Affairs at Nestlé’s headquarters in Switzerland, where he was responsible for strategic positioning, building global partnerships, and reputation management.

Between 2013 and 2015, Mxakwe’s strong leadership and results-oriented approach ensured solid growth under difficult economic conditions for Nestlé Nigeria, where he served as the Head of Sales.

Prior to joining SABC, Mxakwe was Country Head at Nestlé, where he provided strategic, commercial and financial leadership in five countries – Mozambique, Namibia, Botswana, Eswatini and Lesotho – with a focus on driving sustainable, profitable growth.

RISA The Recording Industry of South Africa (RiSA) is registered as a non-profit organisation and acts as a trade association of South African record companies with members who have a common economic interest in the recorded music industry in South Africa.

RiSA’s approximately 15,000 members choose to be members of RiSA, and to remain members because their shared pursuit of their common interests is considered to be important.

The overwhelming majority of RiSA members are micro or small businesses and a very high percentage of these companies are owned by black entrepreneurs. The RiSA Secretariat is led by the CEO, Advocate Nhlanhla Paul Sibisi, and employs a number of people who attend to the day-to-day activities of the association.

RiSA Audio Visual Licensing (RAV) is the licensing organisation set up

by RiSA to administer the rights of its members for the broadcasting of music videos, and the dubbing and distribution right in sound recordings.

RAV is committed to ensuring that its members are compensated for the commercial use of reproductions of their sound recordings and music videos.

The Annual South African Music Awards is the premier music television event in South Africa that exists to honour, recognise and reward artistic talent within the South African recording industry. Produced and hosted under the auspices of RiSA, the annual event showcases the country’s finest musical talent, and awards the previous year’s star performers at a gala event broadcast live on SABC1, with various radio stations carrying segments of the awards.

www.risa.org.za

118 | Africa Outlook issue 93

Making music happen RISA represents the collective interests of producers of music sound recordings in South Africa.

152 Braam Fischer Drive Unit 1 Randburg 011 886 1342

SOUTH AFRICAN BROADCASTING CORPORATION (SABC) Over and above that, SABC is licensing top-rate global content for the local market, as well as investing heavily in technology with plans to launch its own over-the-top (OTT) media platform in the next year, offered directly to viewers via the internet.

SABC’s technology division has already enabled remote working for the corporation’s entire workforce, as the COVID-19 pandemic accelerated the digital transformation.

Even television presenters, traditionally confined to a studio, are now able to present from the comfort of their own home through a combination of digital satellite news gathering (DSNG) and digital mobile news gathering (DMNG).

SABC endeavoured to come up with other innovative home radio broadcast solutions, utilising technologies such as remotecontrolled audio mixing consoles and audio playout systems, as well as software that allows live audio to be sent, received and recorded using only a web browser.

“In addition, video conferencing and collaboration platforms such as Skype, Zoom, Google Meets, and Microsoft Teams have become the norm and are readily integrated into live broadcasts,” adds Mxakwe.

“IP broadcasting is also about to be rolled out very soon, allowing SABC to produce and broadcast from a central location without travelling to sports stadiums or other large gatherings.”

Despite the dire effects of COVID19, SABC made great strides and has been recognised by the industry through various awards for several of its radio stations, television channels and on-air personalities.

In September 2021, SABC was recognised by the Sunday Times GenNext Awards, a leading measure of what young South Africans find trendy and aspirational, offering valuable youth consumer behaviour insight to brand managers, advertisers 120 | Africa Outlook issue 93

and marketing professionals.

It came after the corporation’s radio portfolio alone scooped 20 awards for its continuous excellent delivery of radio programming in July, as well as dominating the coolest radio category with Metro FM victorious for the ninth consecutive year.

COLLABORATIVE WORK In fulfilling the corporation’s mandate as a public service content provider, partnerships are a critical area of business for SABC. “We are required to cater for the needs of the entire South African population, a mammoth task which can be achieved through strategic partnerships,” Mxakwe recognises.

“When we negotiate any partnership, we investigate how our prospective partners work and whether their overall business objectives resonate with our public service mandate.”

This is best evidenced by SABC’s partnership with the Department of Education, which has enabled many South African learners’ curriculumbased classroom material to be augmented by SABC educational programmes.

The partnership was intensified during the national lockdown introduced as a result of COVID19, a period during which SABC launched its dedicated SABC Education channel together with the Department of Education.

A public service broadcaster that is also expected to generate revenue, SABC also prioritises partnerships that fulfil two strategic objectives based on the Turnaround Plan.

The corporation therefore looks into partnerships which enhance revenue generation through private and public sector participation, and partnerships which provide SABC with the opportunity to build a directto-consumer service and relationship with its audiences, one that provides universal access to credible content.

Protea Electronics Protea Broadcast & Multimedia Division We have been in business for over 80 years and are market leaders in all the industry sectors in which we operate. The Division supplies a comprehensive range of broadcast, multimedia and business products from international market leaders to many customers throughout Africa.

Our expertise and product range in the broadcast and multimedia sectors covers the following solutions: • Broadcast Television & Radio Solutions • Professional Video Solutions • Data Analytics, OTT & Streaming Solutions • Systems Engineering, Integration, & Product Management • Engineering Services & Support • Systems & Product Training We are a major supplier of Broadcast Equipment & Systems to the SABC.

TECHNOLOGY

Protea Electronics (Pty) Ltd a member of the Protea Technology Group

Protea Broadcast and Multimedia Division We have been in business for over 80 years and are market leaders in all the industry sectors in which we operate. The Division supplies a comprehensive range of broadcast, multimedia and business products from international market leaders to many customers throughout Africa.

Our expertise and product range in the broadcast and multimedia sectors covers the following solutions: • Broadcast television and radio solutions • Professional video solutions • Data analytics, OTT and streaming solutions • Systems engineering, integration and product management • Engineering services and support • Systems and product training We are a major supplier of broadcast equipment and systems to the SABC.

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Africa Outlook issue 93 | 121

SOUTH AFRICAN BROADCASTING CORPORATION (SABC)

VISION, MISSION AND VALUES SABC’S VISION: To become the leading, credible voice and face of the nation and the continent.

SABC’S MISSION: To be a high-performing, financially sustainable, digitised national public broadcaster that provides compelling, informative, educational and entertaining content on all platforms.

SABC’S VALUES: • Respect • Trust • Integrity • Quality

122 | Africa Outlook issue 93

One such example is SABC’s landmark five-year partnership with Telkom, Africa’s largest integrated communications company, in which the TelkomONE video streaming platform will house SABC’s free-toair radio and TV channels, with some programmes available on catch-up.

Unveiled in November 2020, it means TelkomONE users can use their mobile or computer devices to view any of their favourite SABC 1, 2, 3, Sport or Education shows in their own time at no additional cost to viewers, a first in South Africa.

The partnership with Telkom, who has a wide network reach in South Africa, enables TelkomONE to provide a wide selection of content

at an affordable price, backed by unmatched functionality.

“This is a first-of-its-kind digital carriage for SABC, showcasing South Africa’s most-watched TV programmes and most-listened to radio stations on one online platform,” Mxakwe outlines.

Other partnerships, meanwhile, are based on positive spinoffs from the overall strategic objectives of the business. For instance, SABC has partnered with the Marketing Achievement Awards (MAA) as a presenting partner until 2023, enabling it to be at the forefront of the marketing transformation in South Africa and elevating marketing as a profession.

TECHNOLOGY

“SABC understands the importance of collaborative work through strategic partnerships and will continuously engage with various stakeholders with the sole interest of ensuring our longevity as a viable public broadcaster, so that we continue to deliver comprehensively on our mandate and serve the millions of South Africans who rely on us for education, information and entertainment,” shares Mxakwe.

EMPLOYER OF CHOICE Inherent to SABC’s drive to become a high-performing organisation is its recently launched Integrated Talent Management Framework, which will guide talent sourcing initiatives within

a very competitive environment.

Directed at improving the corporation’s employment value proposition, the SABC board has also recently approved its revised total remuneration, reward and recognition initiatives, which include a short-term performance incentive (STPI) scheme, excellence awards, employee engagement platforms, and leadership development programmes.

Furthermore, SABC’s integrated wellness programme, which continues to fund the development of its staff, will foster holistic growth and a readiness to contribute meaningfully to everything they do, thus creating a culture of lifelong learning.

“Our commitment is to create a

conducive working climate in which every one of us experiences a strong sense of belonging, lives their best lives and performs at their best. When we achieve this, SABC will truly be an employer of choice,” Mxakwe concludes.

SOUTH AFRICAN BROADCASTING CORPORATION (SABC) Tel: +27 11 714 9111 mediarelations@sabc.co.za www.sabc.co.za

Africa Outlook issue 93 | 123

LINK AFRICA

CONNECTIVITY

IS KEY Craig Carthy, Chief Executive Officer of Link Africa, talks us through one of South Africa’s fastest-growing providers of costeffective, high-speed, open-access telecommunications infrastructure Writer: Jack Salter | Project Manager: Lewis Bush My view is that communications has evolved into a utility – you can’t live without it.”

Fibre optic is the future of broadband, technology which continues to develop in correlation with increased demand for networking speed and efficiency.

As such, an increasing number of developing countries have stepped up the deployment of fibre optic networks in order to build better ICT infrastructure and stimulate economic development.

Aiming to become South Africa’s largest open-access provider of highspeed broadband services, Link Africa has built, owned and operated fibre optic networks in major metropolitan cities across the country since 2013.

From Pretoria and Johannesburg to Cape Town and Durban, Link Africa has a strong fibre footprint that allows consumers to choose their preferred Internet Service Provider (ISP).

“South Africa is a bit of an outlier because it’s significantly wealthier than the rest of the African 124 | Africa Outlook issue 93

continent,” observes Chief Executive Officer, Craig Carthy, who has an extensive background in ICT and telecommunications. “The sector here in South Africa is probably as sophisticated, mature and robust as you would find it in Europe, which is not representative of what you find in the rest of Africa.”

With the communications sector experiencing tremendous growth, Link Africa is capitalising on exciting opportunities in South Africa.

“We’ve got roughly 14 million houses in South Africa, of which 12 million rely entirely on cell phone connectivity. It’s a bit of a strange market, but we have the opportunity as a dominant player of getting communications to become a utility just like it is in the developed world.”

EXCLUSIVE TECHNOLOGY Utilising light to transfer data through means of glass cabling, Link Africa’s innovative and patented open-access infrastructure provides the fastest and most reliable internet connectivity currently available on the market.

Link Africa has the exclusive South African rights to Fibre Optic Cable in Underground Systems (FOCUS™), a patented fibre optic cable technology deployed in storm water and sewer systems.

Through the deployment of FOCUS™ technology, Link Africa uses sewage networks to run fibre cabling through existing infrastructure.

TECHNOLOGY

Africa Outlook issue 93 | 125

LINK AFRICA

Leader Optec Leader Optec has been in operation for more than 10 years, having opened its doors in Durban for trade in 2010. Since then, Leader Optec has opened a branch in Johannesburg with a fully functioning warehouse servicing its Gauteng and international customers.

Leader Optec’s head office and warehouse is located at 9 Blessing Ninela Road, Unit 23, Fischer Park, Hillcrest, KwaZulu-Natal. In Gauteng, Leader Optec has recently moved to more strategic premises in Centurion, bringing the number of operational facilities to two in South Africa.

HOW FAR HAS SOUTH AFRICA COME IN TERMS OF INTERNET PENETRATION AND CONNECTIVITY? AVERAGE SPEED – The average internet speed in South Africa is 3.7 mbps (megabits per second).

USERS – Internet penetration in South Africa stands at 52 percent. There are more than 28 million internet users in a population of over 54 million.

THE FAST FEW – South Africa leads the way in terms of peak connection speeds in Africa. On average, South Africa’s fastest connections reach 18.9 mbps.

ON THE WORLD STAGE – With over 28 million users, South Africa is the world’s 25th biggest web consumer.

126 | Africa Outlook issue 93

“The patent enables us to insert cables into sewage pipes, which we use as a sleeve or a conduit,” Carthy explains. “The very basis is that somebody else has put a pipe in the ground, and we just stick our cable inside that pipe.

“It means it’s substantially faster for us to install cables because there’s no digging involved, it’s more reliable because sewage pipes are very deep in the ground, a lot thicker than a piece of plastic, and it’s substantially cheaper to install than it would be doing it the conventional way.”

Infrastructure aside, Link Africa, who employs around 300 people, relies on its staff and downstream partners to make haste towards its belief in country-wide open access to its fibre network.

“Partners are really important for us because we have a collaborative view of the world,” Carthy emphasises. “We don’t try and do everything ourselves, we know what we’re good and what we’re not so good at, so we work with partners whose specific strengths in certain geographical areas enable us to commercialise and operate this very big network that we’ve got. It’s a

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LINK AFRICA

FOCUS™ – FIBRE OPTIC CABLE IN UNDERGROUND SYSTEMS • FOCUS™ uses existing underground municipal services, such as sewer and storm water systems, and is non-disruptive and non-invasive.

• FOCUS™ is tested and certified with consistently superior network availability compared to traditional trenched fibre solutions.

• Link Africa combines FOCUS™ with robotic drilling technology, allowing it to reach areas that other fibre optic networks are unable to easily reach.

128 | Africa Outlook issue 93

really important part of the way that we look at the world.”

Universal access means making the whole Link Africa network available to all people in all metropolitan areas, as well as surrounding towns.

To reach all citizens of the country, rich or poor, Link Africa’s vision is to make high-speed telecommunications infrastructure available to all licensed operators and service providers. With an existing network of infrastructure that currently only runs at around eight percent capacity, Link Africa certainly has the potential to do just that.

“We just focus entirely on the infrastructure side of the telecoms value chain, and we service those who are licensed to provide communication services,” Carthy outlines. “We use the same infrastructure to provide services to all three segments – mobile phone operators, business, and residential – and we take care of three of the

world’s top 10 telecommunications companies.”

Link Africa is the biggest service provider for Dimension Data, an information technology subsidiary based in Johannesburg wholly owned

by NTT (Nippon Telegraph and Telephone), as well as servicing the likes of Vodafone and MTN, the largest mobile network operator in Africa.

As the beneficiary of a 10-year contract with NTT, Link Africa is now the Japanese telecommunications company’s preferred communications service provider in South Africa all the way until June 2030.

“Not only does this contract get us very close to NTT, who are the third biggest telecoms company in the world, but it also gives us a large footprint in the commercial retail space here in South Africa,” reveals Carthy. “It was a great deal for us, and the contract really catapulted the business.”

TECHNOLOGY

AFRICA OUTLOOK: WHAT IS IT THAT MAKES LINK AFRICA STAND OUT FROM THE COMPETITION? Craig Carthy, Chief Executive Officer: “It relates to the ownership of the business. We’re the only telecommunications company in South Africa whose founders have still got significant skin in the game and retain ownership in the business, whereas our competitors are typically owned by big corporations or private equity firms.

“We’ve had some serious challenges with our capital structure, and those have really made us get very creative in making a little go a long way.

“As a result of that, we’re very nimble. In summary, we’ve got as big a network as everybody else, yet our balance sheet is substantially healthier and we haven’t been corporatised, so we still have a number of founders managing our business and we’re blessed with the agility that comes with that.”

IMPROVED FIBRE COVERAGE The recent acquisition of Internet Solutions’ fibre optic network, which spans over 400 points of presence across South Africa, more than doubled Link Africa’s network reach to 8,500 kilometres, making the company one of the country’s biggest fibre network providers and allowing it to expand fibre into new, uncharted terrain.

Link Africa’s reach now rivals providers such as Openserve, Dark Fibre Africa and Liquid Telecoms, with the acquisition transforming

the company into a key player in the South African fibre market.

It also provides a platform for Link Africa to expand GSM coverage across all provinces, to improve fibre coverage in most major commercial and retail centres across the country, and to help provide substantially more affordable fibre services.

Moreover, the deal leaves Link Africa strategically well-placed as 5G looms large on the horizon. “We expect to be very well placed to support mobile network operators in their 5G rollouts,” Carthy says.

Further to this, Link Africa is developing a pre-payment model to provide communication services to the less affluent.

“We effectively give pre-paid service to those who can’t afford to enter into fixed monthly commitments,” Carthy elaborates.

“Along with our partner, a leading supplier of electricity to

underserviced areas, we’ve developed this electricity/telecoms joint product solution over the last two years, and we’re very excited about launching that on a much larger scale in 2022.”

It’s clear that the fibre industry has the potential to accelerate the digital inclusion, economic growth, dynamism and ingenuity that Africa so desperately needs.

A key part of that is staring Link Africa right in the face – unleashing the economic power of the digital world by providing high-quality, reliable and affordable connectivity.

Tel: (Cape Town) 021 722 0001 info@linkafrica.co.za leads@linkafrica.co.za

Africa Outlook issue 93 | 129

RWANDA MOUNTAIN TEA

130 | Africa Outlook issue 93

FOOD & DRINK

A BLEND OF

QUALITY Boasting a rich infusion of quality product combined with a community-centric focus, we speak with Michael Muhumuza, Marketing and Sales Manager at Rwanda Mountain Tea Writer: Phoebe Harper | Project Manager: Kyle Livingstone

O

n the verdant mountain slopes of Rwanda, surrounding the interior highlands of Kigali, a favourable climate and fertile volcanic soils combine to create the ideal

conditions for tea production.

In the north-western region of ‘the Land of a Thousand Hills’, situated at an altitude ranging from 2,000 to 2,300 metres and spanning the hillsides of the Nile-Congo crest, lies

the Rubaya and Nyabihu tea plantations. Producing world-renowned tea blends of esteemed quality, these are just two of the seven factories across the country owned and managed by Rwanda Mountain Tea (RMT).

Africa Outlook issue 93 | 131

RWANDA MOUNTAIN TEA It is this high altitude of the factories’ locations at 2,000 metres above sea level that truly differentiates the unique quality of RMT’s product.

“RMT is known for its quality. Even our slogan reads, ‘Where Quality Makes the Difference’,” opens Michael Muhumuza, RMT’s Marketing and Sales Manager.

Indeed, amidst the hubbub of the East African Tea Trade Association auctions in Mombasa, RMT’s product regularly sells at record cost and is

RWANDA MOUNTAIN TEA

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132 | Africa Outlook issue 93

guaranteed to fetch the highest price on a weekly basis as a mark of this quality.

As the biggest tea auction in the world, the event attracts the world’s major tea buyers. Subsequently, this is where RMT finds the majority of its clients looking to buy its quality product. Here, RMT rubs shoulders with the likes of Unilever, purchasing for its own brands such as Lipton, PG, and Lyons.

“Through this process, we don’t always know where the tea ends up,” adds Muhumuza. “In contrast, we also have clients who buy from us directly.

We are in the process of trying to attract more of these buyers, since the auction can be unpredictable and through direct sales, we can have more of an influence on the price we get.”

In pursuit of greater market penetration, RMT has launched seven different house brands of tea – from the rich ginger aromas of Tangawizi tea, to loose leaf and bagged green tea.

“We created our own brands with the same name to add value to our product. This investment into value addition allows our products to reach a wider audience and enter different tea consuming markets,” Muhumuza explains.

“Hopefully you will see our products in a supermarket near you!”

With the goal of introducing these brands to global markets, RMT also invested in a blending and packaging facility back in 2010 to enable the launch of true value addition for the company.

RMT primarily exports its product alongside distribution in local sales.

On the export side of the business, the majority of direct sales are destined for esteemed international clients in the UK, such as Taylors of Harrogate with whom RMT has a long-standing relationship.

Muhumuza’s relationship with RMT is an intimate one, as a close-knit business run by

Bags & Balers Manufacturers Continental thinking Kenya’s weekly tea auction in Mombasa is the largest in the world and is globally renowned for sourcing some of the best teas.

Rwanda has put herself on the map in this trade fetching exceptional rates for their tea; after rising from what can only be described as a tumultuous history.

With over 25 years experience in the Kenyan market, an esteemed client base, and a fast widening reach in the region (EAC, COMESA & SADC); we look forward to being a part of building sustainable inter Africa trade, and placing the continent as a reliable marketplace.

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Africa Outlook issue 93 | 133

RWANDA MOUNTAIN TEA

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a fellow family member. Although a native Rwandan, Muhumuza spent his childhood in Canada followed by higher education in the US, giving him the linguistic skills and perfect fluency in English that proved invaluable in developing the export side of the business when he returned to Rwanda and joined RMT in 2011.

“After I finished a marketing degree at university, my uncle asked if I would consider coming back to Rwanda to explore different opportunities, since

THE FOUR STAGES OF TEA PRODUCTION AT THE RMT FACTORIES 1. CTC – Crush, Tear, Curl 2. Fermentation 3. Drying 4. Sorting and Packaging

134 | Africa Outlook issue 93

the country had developed a lot after my family left in 1997. When I returned in 2011, I was pleasantly surprised to see how much progress had been made, especially with all the different business opportunities,” he recalls.

With the skills in place to fully exploit this increasingly conducive national business environment, RMT’s foray into export trade continues to flourish.

“We have been working with Taylors of Harrogate for many years. In fact, at least once a year someone from Taylors comes to visit our factories.

They also help us and contribute a lot to the various CSR campaigns that we have here at RMT,” he tells us.

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WELFARE FOR WORKERS Continuing the topic of CSR, Muhumuza emphasises how a concern for the welfare of the community, both within and surrounding the company, is of paramount importance to RMT. In such a labour-intensive industry as tea production, tea ‘pluckers’ form

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FOOD & DRINK

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McCLOY is recognized by the Kenya Bureau of Standards as a leading manufacturer and exporter of Tea processing machinery and air ventilation systems.

The McCLOY brand name is known globally for high performance, durability and innovation. A state-of-the-art manufacturing facility backed by constant R&D has helped us bring out the best in food processing engineering machinery. Apart from manufacturing machinery, McCLOY provides consultancy services and also undertake turnkey projects for the installation of complete new tea factories.

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Africa Outlook issue 93 | 135

RWANDA MOUNTAIN TEA

the majority of the RMT workforce, working on a seasonal basis.

In addition to this, RMT consists of approximately 60 workers at the head office in Kigali, roughly 100 full-time employees per factory and a fluctuating number of 1,000 part time or seasonal employees.

“RMT is committed to employing, training, and developing a diversified workforce. We take great pride in this as a company, but even more, as Rwandans,” Muhumuza states proudly.

Most recently, RMT undertook a CSR initiative whereby the company’s best tea pickers were rewarded with a smartphone in recognition of their efforts.

Since tea picking is a means of employment that is overwhelmingly occupied by women, RMT endeavours to support these workers, many of whom have families, by installing Early Childhood Development (ECD) centres at each factory and clean 136 | Africa Outlook issue 93

“RWANDA MOUNTAIN TEA IS COMMITTED TO EMPLOYING, TRAINING, AND DEVELOPING A DIVERSIFIED WORKFORCE. WE TAKE GREAT PRIDE IN THIS AS A COMPANY, BUT EVEN MORE, AS RWANDANS” - MICHAEL MUHUMUZA, MARKETING AND SALES MANAGER, RWANDA MOUNTAIN TEA water stations across the facilities.

“We are so dependent on these women, who are responsible for the most important process in tea production. These day care centres for children have been very rewarding for us as a company, because they support the entire family. The parents can go to work knowing their children are getting an education in a safe, friendly and healthy environment.

“Our Nyabihu tea factory has three childcare centres,” he tells us. “The purpose of this project is to support female tea pluckers in raising their children with better standards of living.”

All RMT pluckers are celebrated on a yearly basis with the annual ‘Pluckers Day’, which Muhumuza describes as an appreciation day for workers.

“During this event, staff from head office, the factories, local leaders as well as our chairman all go to the factory and celebrate with our pluckers,” he explains.

Alongside an awards ceremony where prizes are doled out, the event is crucial for branching communication between the different segments of the RMT workforce and provides a valuable opportunity for pluckers to voice any concerns they may have to senior members of the company.

FOOD & DRINK

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Africa Outlook issue 93 | 137

RWANDA MOUNTAIN TEA Aside from this, RMT ensures that it adheres to all international standards, from food and safety certifications (ISO 22000: 2005) to Rainforest Alliance certification to guarantee that no child labour has been used within the company’s production.

“We also ensure that our staff are dressed in the proper equipment when plucking, and that we follow good practices across every tea making process.”

Returning to the importance of RMT’s close working relationship with Taylors of Harrogate, Muhumuza

highlights the invaluable assistance provided by the company during the recent turbulence of the COVID-19 pandemic.

“We had to ensure that all our workers were well taken care of and protected. So, we built several hand washing stations at all our factories and sent masks to the head office, factories, and surrounding communities.

“I can’t speak of this without mentioning our friends at Taylors of Harrogate, who contributed to

“WHERE QUALITY MAKES A DIFFERENCE” - RWANDA MOUNTAIN TEA

138 | Africa Outlook issue 93

this cause by allocating funds that enabled it to go so well.”

INVESTING FOR THE FUTURE Aside from dedicating time and resources to these community initiatives, RMT invests in various industries including construction and hydropower as an invaluable source of renewable energy. Currently, a significant portion of investment at RMT is being directed into the expansion of tea production facilities to increase factory capacity.

FOOD & DRINK

Within the construction sector, RMT recently invested in a concrete production plant that operates under I.I.C - an RMT-owned company.

“The reason that we invested in this plant is due to our next project – the hydropower plant – which obviously requires a significant amount of concrete,” Muhumuza explains.

Located in the Nyabihu District, the Giciye Hydro Plant was inaugurated in 2015 by H.E. Paul Kagame, the President of the Republic of Rwanda.

The project was significant on a national level as an energy generation project initiated by a private investor, as a result of government policy seeking to encourage private sector involvement in the development of renewable energy nationwide.

Altogether, the plant has the capacity to produce 20 megawatts.

For RMT itself, the plant provides an invaluable source of power that feeds both the factories and local communities.

“We invested in this hydropower

plant for our factories – since many of them are in remote locations, they don’t always have the most reliable electricity,” he comments.

“This was also a way of cutting costs in terms of our electricity bills, by generating power for both our factories and the surrounding communities.”

Muhumuza draws to a close by urging more people to come to Rwanda and witness the beauty of his country first-hand. Indeed, with the rolling hills of the tea plantations located near the forested peaks populated by mountain gorillas, there really is no better place to combine some sightseeing with a cup of tea.

Tel: +25078 831 3901/02 Info@rwandamountaintea.com www.rwandamountaintea.com

Africa Outlook issue 93 | 139

ZAMSEED

SMART CROP

SOLUTIONS

Zamseed is a leading company in the African agriculture sphere, supplying a variety of seed products to farmers across the continent. We speak to executive members of the business to learn more Writer: Marcus Kääpä | Project Manager: Kyle Livingstone

A

frica. Agriculture.

These two words are synonymous with a vast and growing industry. Agriculture itself remains one of the most prominent economic sectors for Africa, with the continent being home to 60 percent of the globe’s arable land and providing a living for around 50 percent of the working population in many countries.

“When we go back to basics, agriculture, food, security, and access to water play a key role in feeding and growing mankind, in Africa and around the world,” begins Artur Miranda, Group CEO of Zambia Seed Company Limited (Zamseed). “Once we reach around a 10 billion global population by 2050, the best agricultural practices are, and will always be, necessary to maintain numbers of people and continued growth. The most efficient technology, best seed strains and financial support will be core components of this.”

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Zamseed has been operating in Zambia for over four decades, and now stands as a key player and facilitator of the country’s agricultural sector, as well as successfully operating across 10 other countries.

Its original mission was to produce high quality certified seeds for a variety of crops for individual farmers country wide. The company has upheld its mission and continues to build upon it as the business that it is today.

With over forty years of experience, Zamseed is backed by R&D and is well positioned to meet the growing expectations of the farmers in Zambia and even those beyond.

“We are doing amazing things in Africa at the moment,” Miranda says.

“A lot of people reference Africa as the ‘barn of the world’, and I think that we need institutions and politicians, not just the private sector, to really support the continent in developing the best practices in a sustainable way that benefits not just Africa, but the

Left to right: Artur Miranda, Group CEO, William Rutherford-Smith, Group Commercial Director, and Zack Musonda, Marketing Director rest of the globe.”

The company is defined in the agricultural sphere by its quality, modern techniques, and active marketing, each of which help it establish a presence in Zambia and across the continent.

“The vision is to make Zamseed the seed company of choice in Zambia and the region,” says William Rutherford-Smith, Group Commercial Director of the company. “We are constantly working towards this goal by supplying the highest quality seed that is adapted for each climatic region.

AGRICULTURE

“These levels of quality have been achieved by constant monitoring of our seed production ensuring genetic purity and seed that is true to type, and the installation of state-of-the-art processing equipment which cleans, grades and sorts seed to very high specifications. Quality checks at each step from planting to harvest of the certified seed guarantees the farmer that the seed they acquire has the potential to give them the maximum yield under their circumstances.

This, coupled with the wide range of products Zamseed supplies, allows the farmer to practice crop rotation

and choose a crop that best suits their environment which assures them of sustainability even under harsh conditions.”

A portion of this achievement can be attributed to the strong sense of environmental welfare present throughout the company, an aspect of business that is healthy, popular, and driven forward by both Zamseed’s management and progressive practices.

SMART CROP At a base and obvious level, farming and agriculture necessitate vast amounts of land space. When the time

PRODUCING QUALITY CROPS Zamseed produces and supplies a number of products that include: • Maize • Wheat • Soya beans • Sorghum • Sunflower • Cow peas • Groundnuts • Pigeon peas • Upland rice • Millet seeds • A variety of vegetable seeds

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ZAMSEED scale of farming is taken into account, as well as the reusing of land masses, it is not hard to see why the topic of sustainability becomes such an important part of agricultural practice.

CONSERVATION AT ZAMSEED Zamseed works closely and is aligned with conservation efforts across Zambia. The company supplies seed to the multiple organisations and initiatives involved with conservation and helps train people in agriculture and seed usage through its network of extension offices across the country.

Zamseed not only provides produce and teachings but also knowledge, crossbreeding ideas in an effort to bolster potential for both individual trainees and the wider organisation.

The company’s conservation farming unit teaches individual farmers the best agricultural practices as well as cultivation methods when it comes to Zamseed’s products, to develop and grow farmers across Africa.

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“When we talk about sustainability as a practice, we are talking about producing more efficient and higher yield solutions for the farming land being used,” Miranda tells us. “We are constantly developing and bringing to market seed varieties that allow farmers to not have to increase the amount of land used to increase crop growth, but instead use smarter crops with higher yield.

“Take the average Zambian farmer for example, they will make use of a ‘basic seed’ with less quality that gives them around two tonnes of crop per hectare. Meanwhile, many of the hybrid options we provide never yield less than four or five tonnes per hectare, and some breeds even yield six, 10 or even 15 per hectare! Can you imagine what it is like for the farmer moving from a yield of one or two tonnes to over six in the same amount of time?”

This reality is a multi-faceted benefit for both the farmers and wider community as a whole. Where the output of crop is substantially increased while using the same amount of farmland, the surrounding environment is preserved from agricultural development, and the community can thrive through greater profits.

“While using hybrid seeds, we also improve the agricultural practices on the whole,” Miranda adds. “Farming is conducted in a more robust and efficient way, using and damaging less of the environment because of the combination of these high yield crop options and smarter techniques and methods.

“This not only makes Zamseed a sustainable company financially but also makes land use much more sustainable for the planet. That’s the purpose of using high quality smart seed.”

There is no doubt that land space is a finite resource across the world; the planet is not getting any bigger.

Because of this, smart agricultural practices are needed to improve the way current land is used, making it more productive and efficient without removing more of nature.

This is applicable across a multitude of industries; there is a notion that we must build up instead of out, and the same rule applies to agriculture, where we must grow up rather than outgrow.

GROWTH AND DEVELOPMENT In order to reach this gradual goal, Zamseed constantly improves upon its farming techniques, development and agricultural training company and community wide. There is, by the hard-working nature of the company, a dedicated search for betterment in everything that Zamseed does, to achieve an overall smarter agricultural future.

“We have a fully-fledged R&D team made up of three very highly qualified breeders who operate in the realms of wheat, soya bean, sunflower oil peas and sorghum,” RutherfordSmith explains. “We are also currently introducing a new range of sunflower hybrid and sorghum hybrid seeds that will represent a quantum leap in the market.”

Zamseed’s R&D team operates across a 400-500 hectare stretch

AGRICULTURE

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For Zamseed, drones have presented an efficient and valuable advantage when it comes to the monitoring of farm crops across multiple hectares of land.

Due to the ability to provide users with a bird’s eye perspective of an environment, coupled with their agility, drones can be used in the agricultural sector to spot crop problems from even the earliest stages.

“They allow us to spot diseases early on and therefore give us the ability to treat these crops and protect them before it is too late,” Miranda elaborates. “The role of drones provides many benefits; they can fly for hours at day or night and are equipped with technology that is even better than the human eye in many aspects. This technology allows us to detect issues sooner and gives us the advantage of foresight. They play a critical role in the agricultural process.”

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of arable land, which is where they conduct all company research to maximise seed varieties for domestic market demand as well as those growing in neighbouring countries.

“We have also started on a path towards producing seeds outside of Zambia,” Miranda continues. “Next year, we will be establishing a sizable

volume of seed in Tanzania and Zimbabwe, however Zambia will always remain the hub of our activities.

“The seed industry is - as you can imagine - very labour intensive, so ensuring that we uplift the communities that are involved with labour is a must for us. By paying our farmers, we are uplifting the lives of a lot of people, providing a positive and stable living for working family members, and allowing them to gain the income to see their individual families thrive. It is a point of pride for Zamseed to see that we are actually impacting the livelihoods of the community directly in multiple ways.”

And this value of benefitting the community is at the heart of the company’s future plans. Moving forward into 2022 and beyond, Zamseed’s priorities lie with the expansion of agricultural coverage in five additional countries within the continent.

“This registration process is our core focus of the next three years,” Rutherford-Smith says. “It is the key to sharing Zamseed’s high quality, beneficial and sustainable seed products across multiple regions to better food growth and development of communities across Africa.”

Tel: +260 211 243762 zamseed@zamseed.co.zm https://zamseed.co.zm

Africa Outlook issue 93 | 143

OLA ENERGY

144 | Africa Outlook issue 93

ENERGY & UTILITIES

KEEPING THE

CONTINENT

MOVING

Driving an LPG-fuelled future for Africa, OLA Energy is Africa’s leading energy retailer transforming mobility through its pan-continental network. Chief Operating Officer Maurizio Libutti describes a company on the go Writer: Phoebe Harper | Project Manager: Nicholas Kernan

Africa Outlook issue 93 | 145

OLA ENERGY As a prominent pan-African energy company, we believe we have a responsibility to be at the forefront of the transition to cleaner, more sustainable energy.”

For Maurizio Libutti, Chief Operating Officer at leading petroleum distributor OLA Energy, the impending impact of climate change across the continent is an issue that cannot be ignored.

Indeed, it is the company’s environmentally responsible stance

A NEW IDENTITY After undergoing a brand refresh, OLA Energy has launched a new visual retail identity to reaffirm its status as a household name.

The company’s new logo is a symbolic representation of Africa, as a celebration of the continent that shapes its identity.

The three stripes of colour both accompany and materialise the company’s ambitions: BLUE - Reflects technology, excellence and quality.

ORANGE – For African energy and vitality.

WHITE - The African routes that OLA Energy take to lead its customers to excellence.

Since this rebranding, OLA Energy has continued to open 80 new service stations per year across its pan-African network.

146 | Africa Outlook issue 93

that translates as a true differentiator for the pan-continental fuel distributor.

“OLA Energy has the commitment to be among the first operators in our industry to achieve CO2 emissions neutrality,” Libutti tells us, with reference to the initiatives launched to save fuel consumption, improve shared mobility and home deliveries, reduce deforestation through the use of LPG, and install solar panels across OLA Energy sites.

On the African fuel retail landscape, OLA Energy stands alone in terms of the breadth of its operations and wealth of expertise. The company promises to keep customers moving with the provision of everyday essentials via its wide-reaching network of welcoming and conveniently located stations across Africa.

To date, OLA Energy’s core business entails approximately 1,300 retail service stations spanning 17 African countries. The group’s portfolio of products includes fuel, lubricants, car services, liquefied petroleum gas (LPG), convenience stores and quick-service restaurants to approximately 500,000 African consumers every single day.

The group has shown an average 20 percent increase in EBITDA over the last four years and continues its expansion in the countries where it operates.

“We also serve our industrial and wholesale clients in a wide range of industries, marine, aviation, transportation, mining, construction, power plants,” Libutti says. “For these clients we provide technical services and advanced lubrication solutions that allow them to save on fuel consumption and be more fuel efficient.”

Since the company was rebranded in 2018 from Oil Libya, OLA Energy’s youth and vitality has been reflected in its willingness to adapt and pivot to the shifting demands of the global energy landscape.

Fortech Ensuring safety, performance and reliability for manned and unmanned service stations has been the main objective that brings Fortech, Italian leader in providing solutions for fuel stations with more than 12,000 fuel stations connected and more 5,000 terminals installed, to create a partnership in Morocco with Ola Energy, one of Africa’s leading petroleum distribution and marketing companies.

Following the success of the pilot project in Meknès, 15 OPT terminals have been chosen to make the transition to unmanned service stations more efficient and safer. The high level of automation of Fortech equipment gives the possibility to easily manage unmanned service stations.

The keyword of the project is smartSTATION: a service station that can be managed remotely by PC or smartphone monitoring real time data. Sell-out, tank levels, change prices are some of the features available remotely on web and mobile applications.

A 24H/7D station with minimum maintenance costs and unplanned downtime (thanks also to the efficiency of Fortech Help Desk able to solve more than 90 percent of the issues remotely). smartSTATION represents a safe, reliable, highperformance service station designed to be user-friendly for the end customers too.

The Moroccan project express the Fortech intention to share with African markets their pioneering approach to fuel stations and, more specifically, to unmanned stations.

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Efficient solutions for manned and unmanned service stations Fortech, the Italian company that has revolutionised the concept of the service station of the future, is bringing its solutions around the world.

Pioneering innovative technologies that deliver the safer, efficient and most competitive solutions for service stations; in addition, our main strength, has been built around our technicians, well trained on the equipment from all major manufacturers, ensure a correct diagnosis and prompt troubleshooting with over than 90% of the issues sorted out directly by remote!

Fortech is the ideal candidate to become your ideal business partner.

Next level. At any level.

The SiteManager platform allows you to monitor and manage your service station or network remotely: from a PC, tablet or smartphone. The amount of fuel dispensed, tank levels, product prices and customer credit reports are all accessible from any device connected to Internet. With SiteManager, you can work actively on the single point of sale, for example by remotely changing the fuel prices to be applied at your service station. For optimal management from smartphones and tablets, you also have the SiteManager Mobile app available for IOS and Android devices.

More automation. More control.

With GHOST SYSTEMS you can remotely control the entire system, receive notifications in case of faults or failures on the terminal (smartOPT), if any pending bank transactions occur, as well as check management data, access the video surveillance system or edit the fuel prices from any PC.

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smartOPT is a device with a unique design, characterised by numerous features, such as audio guidance in 5 languages, 12” flat touchscreen and an easy and intuitive interface allowing an optimal user experience and a complete management of the service station. With our terminal the customer can easily choose different method of payments as: cash (armoured safe certified EN 1143 integrated with presettable alarm systems), financials cards, loyalty/fuel cards and by dedicated APP. SmartOPT is the perfect device for your unmanned station.

Additionally, to complete the automation of your service station, Fortech can offer you an integrated package for carwash service. In fact, with our solutions you can easily manage your carwash by web or by smartphone.

Easy to install. Easy to use.

Fortech solutions are designed to be installed quickly and easily. Thanks to its plug&play method, the start-up process on the service station is simplified, optimizing times as much as possible.

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OLA ENERGY

CUSTOMERS FOR LIFE: THE OLA GO LOYALTY PROGRAMME OLA Energy has recently launched the OLA GO loyalty programme. Through this scheme, customers are rewarded with points each time they fill up, buy a coffee, or change their oil. These points can then be redeemed for products at OLA Energy sites or online. With personalised offerings geared towards individual customers, the programme is dedicated to fostering long-lasting customer loyalty.

“As we expand the offering on our sites to include more services such as restaurants, ATMs, and car washes to name a few, we believe it is critical to develop a better understanding of our customers’ habits and give them a reason to keep coming back to us.”

- Maurizio Libutti, COO, OLA Energy

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Despite this remodelling of the company’s image, the patriotic, proudly African values that run at OLA Energy’s core, remain steadfast and unchanging.

“OLA Energy is a brand that supports the growth of local African entrepreneurs and partners with international brands for the benefit of the African consumer.

“We are strengthening our footprint by positioning ourselves as one of the leading retailing companies in Africa.”

ACCELERATING LOW-CARBON OLA Energy’s status as a proudly African enterprise that is intrinsically invested in the welfare and development of the continent echoes strongly though the company’s stance on sustainability, both within the business itself and in terms of accelerating the widespread uptake of LPG. “OLA Energy has always been committed to contributing to the prosperity of Africa by improving energy access across the continent, improving air quality in African households and fighting deforestation,” comments Libutti.

Solid fuel cooking represents a major health, environmental and developmental challenge across the continent, running the risk of indoor air pollution from wood and charcoal within households, alongside causing rising levels of deforestation.

“The two factors limiting LPG adoption in most African markets, are the lack of infrastructure (storage, transport, bottling, cylinders), and prohibitive upfront costs to poor consumers. Although LPG is cheaper per-cook, acquiring a 13 kilogramme cylinder of LPG for the first time in a place like Kenya can cost $50,” he explains.

“At OLA Energy, we are doing everything we can to address both of those limitations. We are active in LPG in seven of our 17 countries, and in those countries, we are aggressively investing in storage facilities, bottling plants, and LPG cylinders.

“At the same time, we are actively testing new business models that will make LPG more affordable to consumers. Some of these ideas involve working with micro-finance partners to lower the upfront-cost of investing in technology-enabled solutions that allow customers to ‘pay as you cook’,” adds Libutti.

In this sense, progression within OLA Energy can be seen as a microcosm of development for the continent, translating to the company’s greater concern for societal welfare across Africa as a region most vulnerable to the effects of climate change and poor environmental practices.

“Helping to transition millions of African consumers to cleaner LPG for household cooking is key to contributing to African health and prosperity,” Libutti says.

“We believe that distributed sustainable energy generation will be crucial for African industry, and that the shift to personal electric mobility will also happen very soon in Africa.”

ENERGY & UTILITIES

“WE ARE ONE OF THE FASTEST GROWING AND MOST DYNAMIC PAN-AFRICAN COMPANIES” - MAURIZIO LIBUTTI, COO, OLA ENERGY

FUTUREPROOF FUELLING Aside from OLA Energy’s responsible stance on sustainability, the company is differentiated by its innovative incorporation of digitalisation and advanced technologies.

“Digitising and automating our product offerings and services through dedicated applications are amongst our priorities,” Libutti continues.

One such example includes the launch of ‘OLA GAZ EXPRESS’ in Cameroon – a new initiative whereby OLA Energy customers can purchase

bottles of gas online for either collection or delivery using the company’s dedicated fleet of branded tricycles.

In addition, the digital arm of OLA Energy maximises reach to consumers with the Jumia platform in both Uganda and Kenya, where customers can purchase both lubricants and LPG online.

Within this, OLA Energy is also developing the concept of a smart station, deploying new automation technologies across its operations that play an integral role in inventory management and from a control Africa Outlook issue 93 | 149

OLA ENERGY perspective. This is instrumental in streamlining dealers’ operations and enabling them to be managed remotely whilst also enhancing the customer experience.

Complementary to this, technological advances at OLA Energy enable real-time visibility

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150 | Africa Outlook issue 93

of inventory and the mobilisation of products, thereby allowing for optimised delivery.

“Within our sites we have developed a suite of hardware including forecourt controllers, automatic tank gauges, and attendant tagging systems that provide

complete, real-time visibility on inventory and product movements,” Libutti tells us.

While such technologies may be nothing new for the industry across the rest of the world, OLA Energy is passionate about ensuring that Africa keeps pace with these developments.

ENERGY & UTILITIES

“For our dealers operating the station, the new technologies are game changers. They can now monitor inventory in real-time without having to use a dipstick.

They are also able to see sales by pump and sales by attendant on their smartphones allowing them to do cash reconciliation and close shifts in a fraction of the time it used to take.”

As the advent of electric vehicles (EVs) continues to affect global light-vehicle sales, thanks to their eco-friendly means of transport and relatively low price point for scooters and motorbikes, OLA Energy will seek to support electrification to remain competitive amidst this consumer shift.

This will also entail a focus on developing capabilities in alternative energies to keep abreast with client demand.

“The shift of our B2B customers from diesel fuel to hybrid energy, and eventually to fully alternative energy

is inevitable. For OLA to continue to be their energy provider of choice we are developing the capabilities to offer and operate hybrid micro-grids,” Libutti observes.

LOOKING AHEAD In order to maintain OLA Energy’s status as a relevant and forwardthinking company, a predictive outlook is essential for Maurizio Libutti, as he foresees potential threats and disruption for the coming decade.

“The current retail fuel distribution model will not be sustainable and attractive in the long term. We believe that fuel margins will continue to deteriorate over time,” he predicts.

“For OLA it is essential to align on the likely future dynamics and begin from now to lay the groundwork for success under those new conditions.”

With this new, revitalised image at the fore, expansion is high on the agenda for OLA Energy. Strategic TITLE: MANAGERS UNIFORM LOGO ARTWORK DATE: 02/04/18

partnerships are at the nexus of this growth - having formed the backbone of OLA Energy’s continental prowess, these relationships will also pave the way for the company’s future.

“We will expand the OLA footprint by partnering with high-quality franchisee partners.

“We are focused on identifying competent, experienced operators across Africa that can take their fuel operations to the next level by partnering with us and implementing the best practices that OLA has developed over decades in this industry.”

Tel: +971 4 429 5000 www.olaenergy.com RAL 9003 WHITE

PANTONE 293

PANTONE 151

BLUE

ORANGE

Africa Outlook issue 93 | 151

SOUTHEY CONTRACTING OFFSHORE DIVISION

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OIL & GAS

BEYOND

AFRICA We examine Southey Contracting’s Offshore Division, and speak to Kyle Nash, Divisional Director, about the company’s expansion of services and people-centric development Writer: Marcus Kääpä | Project Manager: Joshua Mann

T

he adverse effects of the COVID-19 pandemic have been felt across all industries in South Africa, and the oil and gas sector is no different. With vaccine rollout programmes taking place, there is hope for many within the industry that the sector will bounce back swiftly. “After the positive news of recent oil and gas exploration in South Africa, we know there is significant

potential for the industry in the region and we are hopeful we can be part of thecountry’s exciting growth plans in the future,” begins Kyle Nash, Divisional Director of Southey Contracting Offshore Division (Southey Contracting).

Established in 1939, Southey Contracting originally offered industrial painting and contracting services to both the mining and heavy industries in South Africa. Since then, the company’s offshore division was created, which now supplies specialist maintenance, corrosion protection, inspection, access solutions, NDT and personnel services to the oil and gas, power generation, petrochemical, mining, marine and energy sectors in Africa.

Southey Contracting operates as a division of Southey Mauritius Ltd, a leading group of engineering companies and industrial service providers specialising in the delivery of full turnkey solutions to clients in the industrial, marine, offshore and

energy sectors.

“We pride ourselves on achieving our slogan ‘let us be your solution’, and in finding innovative ways to meet clients’ requests regardless of the turnaround time or location,” Nash explains. “In line with our business philosophy, we register companies in our countries of operation, thereby allowing our international clients to capitalise on our local content offering.”

Southey Contracting commits to local partnerships and ongoing training and development programmes for local personnel, and in doing so adds to the development of the communities in which it operates. All staff throughout the company’s operations also comply with the Southey Contracting Code of Business Ethics Policy.

“Our African footprint allows us to mobilise our multi-disciplined teams swiftly and efficiently to meet our client’s requirements,” Nash continues.

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SOUTHEY CONTRACTING OFFSHORE DIVISION “In line with our business philosophy, we strategically place equipment in our operating regions which allows us to provide a quick turnaround on contracts that we secure throughout Africa.

“Our services are not limited to Africa however, and we relish the prospect of developing our service offering by identifying potential markets and helping our clients grow, wherever they might be operating.”

SOUTHEY CONTRACTING – AT A GLANCE Southey Contracting provides solutions to improve, maintain and protect its clients’ plants and assets by providing specialised, innovative, and mobile solutions to customers throughout Africa, utilising expertise gained through years of experience.

REGIONAL FOOTPRINT: Southey Contracting thrives on expansion and has been able to extend its footprint to operations in 10 sub-Saharan countries.

The company is currently well established with offices, staff houses and warehouses or workshop facilities in Ghana, South Africa, Namibia, Ivory Coast, Mozambique and Mauritius. Southey Contracting has also aligned itself with a strategic partner in Angola to operate in the offshore oil and gas market, and the team has recently setup operations in Uganda as well as Guyana to broaden their footprint outside of Africa.

Company service areas include: • Maintenance • Inspection • Integrity • Support • Personnel

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DRIVING EXPANSION Within Africa, Southey Contracting’s expansion strategy can be divided into three areas: geographic, markets, and service offerings. According to Nash, the Southey Mauritius Ltd group is considering geographical expansion into new regions in West Africa, the Middle East, Madagascar, and South America.

“We are looking at markets and work scopes that traditionally have not been our focus point, such as power generation and the renewable energy sector,” he informs us. “We are already developing some of our service offerings to include fabrication, cryogenic insulation, and personnel supply outside of just the marine crew sector.

“And in the technology sphere, we have made several changes to our equipment to ensure we are ahead of the curve, including state of the art NDT equipment, crawler units, utilising Layher scaffolding on all our

onshore works, Amphiblast units for wet/dry blasting, and using 3D scanning on fabrication works. We are also looking at technology to reduce the ‘human factor’ in risk areas, therefore actively pursuing safer working conditions for our personnel, and are looking at chemicals to fluidise sludge to improve our service offering on the tank cleaning work scopes, but this is still in the R&D phase.”

The driving force behind Southey Contracting’s expansion and development are its people. The company has a team comprising of dynamic and driven individuals deriving from various industry backgrounds, who are each part of a flat management structure that promotes individual empowerment and ownership of work.

“We believe in investing in our people and pride ourselves in affording opportunities to likeminded, and driven individuals looking to

OIL & GAS

Africa Outlook issue 93 | 155

SOUTHEY CONTRACTING OFFSHORE DIVISION pursue a career path in our operating sectors,” Nash tells us proudly. “The industry is known for a high turnover of staff.

“It’s the nature of the beast and our goal within the company is to actively encourage and offer an environment in which our staff are allowed to grow, experience differing regional and operational environments through site and project involvement, develop their capacity, and hone their skills, thereby retaining expertise within the group.”

The localisation of staff is a driving factor behind upskilling local communities, enabling individuals to operate in the industry and hone their skillsets to a level where they can not only operate in their local market, but achieve international standards in their fields.

FOCUSED ON A GREENER FUTURE Moving forward into the years ahead, Southey Contracting is aiming for this expansion and growth in a sustainable way. The growth of its operations

156 | Africa Outlook issue 93

AFRICA OUTLOOK: HOW DID YOU COME TO OPERATE IN THE OIL AND GAS SECTOR? Kyle Nash, Divisional Director: “After time in the tourism industry, I sought further opportunities and continued studies in Construction Management.

I worked with a prestigious property developer in Cape Town, South Africa after these studies which entitled me to opportunities in the UK where I furthered my experience within the sector.

“Returning from the UK to Cape Town my career with Southey Contracting begun, initially working within the marine division supplying fabric maintenance and integrity services, and supporting many of the drydockings within the port. I took opportunities and grew through promotion into the company’s offshore oil and gas division where I became involved in contractual management, business development and marketing all around the African continent.

“This is where I have subsequently spent the past 11 years primarily focusing on operators and contractors within the oil and gas, petrochemical, industrial, mining and energy sectors. I have focused on developing the Southey Contracting Offshore Division services to support our clientele’s asset integrity needs, and in turn grown our client base and regional footprint to become a dominant player on the coastline.

“My growth within the company has seen me start as a supervisor offshore, to now being a Divisional Director.”

OIL & GAS

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STRATEGIC PARTNERS Over the last decade Southey Contracting has come across several client requests that have required innovative solutions but have been difficult to meet without specialising in a certain field. As a result, the company has aligned itself with several strategic partners globally to improve its service offerings and make sure that it can offer turnkey solutions across multiple sectors.

The companies include: • Insultec • Lokring Solutions • Safehouse • Ensol Energy Ghana • Cosmos • Blastrite

is paramount, and environmental consciousness is a key part of the progressive outlook of the company.

“We are looking to achieve this sustainability through establishing local partnerships in new and existing regions of operation, as well as growing our current contracts in hand along with our client base,” Nash concludes.

“Southey Contracting will continue to deliver the high level of service and solutions that our clients have come to expect from us, and we will

also have two exciting technology partners who will deploy new technologies with our clients and prospective clients, to better the services they receive.”

www.southeyoffshore.com

Africa Outlook issue 93 | 157

OFFICE NATIONAL

MORE THAN JUST

STATIONERY We put pen to paper on Office National, whose Management Strategist and Founder, Ryan Bidgood, discusses stationery and office supplies in a growing climate of remote work Writer: Jack Salter | Project Manager: Vivek Valmiki

158 | Africa Outlook issue 93

RETAIL Remote work has had a major impact on businesses, but as one door closes, another one opens.” The COVID-19 pandemic has dramatically accelerated the implementation of the remote working model, which has proven to be achievable for most companies and desirable by many employees.

The impacts of working from home, both positive and negative, are well-documented at this point.

On the one hand, staff flexibility and mental wellbeing has by and large improved; on the other, productivity and willpower generally suffer when compared to the typical office environment.

For Office National, Southern Africa’s largest independently owned commercial and retail provider of stationery, office furniture and business technology products, remote work has had an unprecedented impact.

“One of our big sectors is commercial office furniture, so as you can imagine there’s been a real downturn on that side,” observes Management Strategist, Ryan Bidgood, the founder of Office National who re-joined the group in 2020.

“We also don’t do domestic furniture, but in saying that, we’ve had significant growth in certain categories because of remote work.”

Namely, with remote workers afforded more personal and family time, Office National has experienced major growth in arts and crafts, as people pursue creative hobbies such as scrapbooking from the comfort of their own homes.

Office wellbeing and safety products have also sold well, particularly the likes of hand sanitiser, cloth masks and safety signs, reflecting the requirements of office environments that elected to operate during the COVID-19 pandemic, rather than resorting to remote work.

Africa Outlook issue 93 | 159

OFFICE NATIONAL

AFRICA OUTLOOK: COULD YOU TELL US A BIT ABOUT YOUR CAREER PAST? HOW DID YOU COME TO WORK FOR OFFICE NATIONAL? Ryan Bidgood, Management Strategist: “I took a South African stationery office products company called Parrot Products over to Australia, where I lived for just under five years.

“I then came back to South Africa in 2003 and was approached by two independents, one of which is still with us today as a member.

“Following this, I ran Office National for about 11 years as a shareholder, and then in 2014, I decided to exit the business and go in a different direction.

After selling and being involved with pens and pencils for 17 years, I then moved into waste management with a familyowned business that I still consult to.

“Now, I’m back with Office National, consulting and helping them with their strategy and structure.”

“THE BIGGEST USP WE’VE GOT IS THAT BUSINESSES ARE DEALING WITH OWNERS, AND OUR STORES ARE OWNER-OPERATED” – RYAN BIDGOOD, MANAGEMENT STRATEGIST, OFFICE NATIONAL With over 8,000 products in total, including stationery, office furniture, office consumables and top-quality computer products, Office National’s portfolio meets all business needs, albeit in a world where paper and pen usage is decreasing.

“I see huge opportunities but not in traditional pens and pencils. We’ve got to find other products and be innovative to compete with the likes of Amazon and Walmart,” Bidgood accepts.

ONE BIG FAMILY

Ryan Bidgood

160 | Africa Outlook issue 93

As a buying and marketing group, rather than a franchise or wholesaler, Office National is better suited to established office product vendors who want to take advantage of the group’s combined buying power and centralised marketing.

“We’re not a franchise, we’re a voluntarily trading organisation with a common brand and visual standards,” explains Bidgood. “Essentially, what we do is collate the products and put the marketing collateral together for our members, who in turn go out and service the local community.”

There are over 50 independently owned Office National outlets across South Africa, each of which provides a personal service and trusted expert advice, bringing a whole new meaning to the term ‘local’. Office National’s goal is to be a nationwide leader with a local focus, which is why the group partners with independent owners to help support and uplift their communities.

Members of the Office National family are all local business leaders in their communities who run their store

OFFICE NATIONAL as if it was their own company, with Office National acting as a support office glued between members and suppliers.

Whilst it is a big brand that spans all nine South African provinces, Office National is fuelled by an independent, entrepreneurial spirit grounded in the excellent personal service of trusted independent partners.

“The biggest USP we’ve got is that businesses are dealing with owners, and our stores are owner-operated,” Bidgood emphasises. “Every one of our businesses is independently owned and operated, it’s usually family owned and there’s no corporates.”

At a time of widespread losses and heavily affected supply chains across most industries, supporting local businesses will play its part in rebuilding the economy, and aligns with the mission of Office National and its community members.

Responsibility and accountability are therefore two of the group’s core values, and the focus has always been on uplifting communities and improving the welfare of the people that live there.

“One of the big areas that we’re focusing on at the moment is ‘Think | Shop | Support Local’ - we just renewed the trademark but it’s something when I was away from the group that we didn’t really capitalise on,” Bidgood reflects. “With the pandemic, I think it’s the perfect time to promote local businesses and support local communities.”

ANYTIME, ANYWHERE Working within regular office hours doesn’t work for every person or every business. To solve this problem, Office National has upgraded its e-commerce platform to help consumers get what they need at any time of day.

The group prides itself on face-toface service, but Office National is also conscious of the power of technology 162 | Africa Outlook issue 93

THINK | SHOP | SUPPORT LOCAL WITH OFFICE NATIONAL • It creates jobs – supporting local businesses helps to create jobs. The success of small- to medium-sized businesses is therefore crucial to rebuilding the economy.

• It retains more money within the community – by supporting local businesses instead of global franchises or chain stores, money is more likely to be used again within the community, driving up local economic activity.

• It creates unique buying choices and community flavour – supporting small businesses results in unique products and services that aren’t available anywhere else. It offers more variety for consumers and provides more local character.

• Local businesses will spend more money in the community – not only does the money circulate more within the community, but local companies are also more likely to give money to local charities or invest in local development and initiatives.

• It improves healthy competition in the community – more competition keeps prices low and drives research and innovation by growing a local marketplace of small- and medium-sized businesses.

• It helps reduce the environmental impact – if people choose to buy local products or support local services, it can help reduce the transport and outsourcing of goods, as well as creating less traffic and air pollution.

RETAIL

www.mondigroup.com

OUR COMMITMENT TO THE ENVIROMENT DOESN’T ONLY LOOK GOOD ON PAPER. Sustainability is an integral part of the way our company works. We recognise our responsibility to ensure that our forestry practices provides future resources for our business needs in a sustainable manner.

Established in 1992, lnterstat's reputation is based on the highest level of integrity, exceptional service and speedy delivery.

Our pulp comes from trees that have been grown in plantations certified by the Forestry Stewardship Council (FSC) – the world authority on enviromental best practise in forestry. Mondi Rotatrim is part of the Mondi Green Range, which consists entirely of FSC certified paper from sustainable forests, Totally Chlorine Free (TCF) paper and/or 100% recycled paper.

So, when you choose a Green Range product you are not only looking after the enviroment but are getting greater quality as well.

We hold sole distribution rights to a collection of international stationery brands and products. With an ever-growing list of commercial stationery items, lnterstat is perfectly placed to ensure that customers are able to find exactly what they need, all in one place.

www.interstat.co.za | dbnorders@interstat.co.za

Africa Outlook issue 93 | 163

OFFICE NATIONAL in making sure the right quantities are delivered at the right time at the best rate possible.

Though personal interaction and excellent customer service remain the foundation of Office National, it is these upgraded e-commerce features and online services that ensure help is always available anywhere in the country.

“We launched our new website this time last year, which we invested significantly into, and we’ve gone live with a new locally-developed e-commerce platform which we then integrated with the ERP systems of our members,” confirms Bidgood, citing the exponential rise of e-commerce in Southern Africa over the last few years.

164 | Africa Outlook issue 93

THE OFFICE OF THE FUTURE: FIVE HEALTHIER WORKING CHOICES 1. Standing desk – not only are they much better for posture and metabolism, but they can also help to avoid the afternoon slump and retain focus.

2. A mini makeover – natural light is proven to increase concentration by up to as much as 15 percent and can even improve the quality of sleep.

3. Plant some new friends – a few well-placed potted plants, ones that can thrive indoors, can significantly improve wellbeing, creativity, and productivity.

4. Keep track of time – a stopwatch, timer or clock can help to keep employees on schedule with their workload and breaks.

5. Hydrate and stretch – drink plenty of water throughout the working day, and undertake a daily desk stretching routine.

RETAIL

“WITH THE PANDEMIC, I THINK IT’S THE PERFECT TIME TO PROMOTE LOCAL BUSINESSES AND SUPPORT LOCAL COMMUNITIES” – RYAN BIDGOOD, MANAGEMENT STRATEGIST, OFFICE NATIONAL

Office National is currently pushing data such as orders or enquiries to the ERP systems, but the next phase is going to be pulling data from the ERP systems, including pricing and preferential product ranges.

“Whilst our members are all independently owned and operated, and we have a core catalogue of products, it’s probably only about 60 percent of what our members sell,” Bidgood explains. “You don’t have to

stock everything, but we can deliver from our own warehouses, local suppliers or from different provinces, so it’s not too difficult.”

Another area that Office National is focusing on is electronic data interchange (EDI), in order to send and receive documents, such as purchase orders and invoices, to and from other businesses electronically.

“In the UK and other first world countries, EDI has been around for 25 years. In South Africa, I wouldn’t say it’s in the embryonic phase, but it’s definitely not yet matured, so there’s a massive push there,” says Bidgood.

“From a customer-facing perspective, we’re also working with a global company called ProProfs to integrate smart tools such as ratings, feedback and surveys into our e-commerce platform.

“The last element is augmented reality (AR), where we’ve started to

bring in virtual 3D office furniture renders, as opposed to fixed photography. That’s state-of-the-art in South Africa, there’s no other office furniture companies in the country that actually have AR available.”

It is in the logistics space, however, where Office National has identified strategic opportunities, with the group in the final proof-ofconcept stage for a courier service network. “I think logistics is going to play a massive role and is a huge opportunity for our members,” Bidgood concludes.

www.officenational.co.za

Africa Outlook issue 93 | 165

INDWE RISK SERVICES

ADAPTIVE INSURANCE INVESTMENT SERVICES We take a look at the growing complexity of the insurance realm and speak to Peter Olyott, CEO of Indwe Risk Services, about the company’s recent developments in South Africa Writer: Marcus Kääpä | Project Manager: Sam Love

Whilst we have built our business on the traditional broking strengths of technical knowledge and subject matter expertise and proficiency, we embrace and lead change in our sector.”

Peter Olyott has been involved in the insurance sector since 1981, where he started his career as a trainee underwriter with what was formerly the Mutual and Federal Insurance Company in Johannesburg. Today, he is CEO of Indwe Risk Services (Indwe), South Africa’s leading shortterm broker for personal, business, industrial and commercial insurance.

Standing as a full-service advisory and intermediary business, Indwe’s clients range from individuals and groups though to small, medium and large 166 | Africa Outlook issue 93

businesses.

The company is primarily located in South Africa, and Indwe is represented in both physical and virtual branches spanning 25 offices across the country. In addition, through the company’s Allied Africa Broker Network, it can provide products and services through its partners in over 16 African countries, and employs around 400 people directly within the business.

“We are able to offer solutions from non-life, healthcare (through our partnerships), life and investments, and employee benefits through our Indwe BlueStar business in association with Sanlam,” Olyott informs us. “From the use of technology to improve our risk management offerings, to partnering

with specialists to bring our individual clients technology-based solutions for their personal insurance requirements, we are big enough to matter and small enough to care, and we instil a desire to continue to learn and improve throughout our business.”

ADAPTING IN THE INDUSTRY For both Olyott and Indwe, South Africa is proving to be a difficult space to operate within at present. COVID19 has both impacted the national economy and the company in various ways, although not all the impacts are negative.

“For one, I believe that COVID-19 and the lockdowns have propelled us into the future far quicker than we had planned, and we now have a combination of virtual offices

FINANCE

- replacing some of our brick-andmortar offices around the country - and some hybrid offices,” Olyott explains. “Thanks to our support teams, we have been able to transition from a traditional location-based brokerage to a virtual nationwide operation with all of our services delivered remotely during the first few months of the most serious initial lockdowns.

“We have come through, albeit a little battered and bruised, but also a lot smarter in terms of the way we operate. There are industries whose mature status was exacerbated by COVID-19 and others whose new status has been accelerated by the pandemic. Likewise, our business has had to adapt to ensure that we are geared for a changing world.”

AFRICA OUTLOOK: HOW DID YOU COME TO WORK IN THE INSURANCE SPACE? Peter Olyott, CEO: “I started in Johannesburg yet did not initially intend to be in insurance, but I ended up accepting my first paying job in the sector and have not looked back since.

“Over time, I changed from an insurer perspective to a broker perspective in 1987, joining Price Forbes, and I have been a broker ever since, with odd forays into establishing underwriting businesses along the way. I was an Executive Director of Alexander Forbes Risk and Insurance Services and Managing Director of Cre8, a product research and development business within the Forbes stable.

“I left the group in 2007 and joined Indwe Risk Services in 2009, becoming Managing Director in 2012 and CEO in 2014. In addition, I have served as the President of the Financial Intermediaries Association of Southern Africa for two terms and recently stepped down in 2021. I also serve on the board of the Insurance Institute of South Africa.”

Africa Outlook issue 93 | 167

INDWE RISK SERVICES

EXTERNAL COLLABORATION Business partners are a critical aspect of Indwe’s operation.

Whether these are insurance carriers, underwriting managers, loss adjusters, technology providers, claims services such as car replacement services, or other specialists, Indwe works with them all to improve company service offerings to its broad client base.

“Our belief is that for partnerships to be successful, both sides must experience success,” Olyott tells us. “In this regard, we are proud of our generally good record over a number of years of ensuring that our insurers make a decent profit on our portfolio of clients.

“We believe in true partnerships with our business partners, and we treat them fairly and with respect.”

168 | Africa Outlook issue 93

According to Olyott, both the life and non-life sector have been severely impacted by COVID-19 in terms of claims for death and disability on the one hand and contingent business interruption on the other.

“A plethora of lawsuits dealing with the interpretation of cover have been needed to ensure legal certainty, but obviously did not win any plaudits from consumers who saw this as another attempt by the industry to avoid its obligations,” he says. “So importantly, post-COVID-19, we have some industry brand rebuilding to undertake.”

DEMAND AND DEVELOPMENT Insurance is undoubtedly a complex and detailed business. For Olyott, it requires marrying the knowledge and understanding of a client’s lifestyle or business with specific knowledge and expertise of the products and services Indwe provides. A core part

of this adaptation in an ever-changing industry is keeping up with the latest business developments.

“Indwe has been busy with its digitalisation strategy for some time, beginning with the consolidation of and access to all client information,” Olyott says. “Then we have developed some internal tools to assist our advisors in the complex process of reviewing our clients’ risk and insurance needs. These tools allow us to talk to clients across the risk spectrum, whether it be personal or for business.

“The tools also allow us to record the information and to start the process of benchmarking certain covered policy limits across our client base, further enabling our advisors to provide high quality advice to our clients.”

When it comes to the field of personal insurance, Indwe has partnered with Cntrl, a technology

FINANCE

INDWE FROM PAST TO PRESENT With roots established in 1903, Indwe stands today as one of South Africa’s largest independent brokers, offering personal, business and specialist risk and insurance advisory services.

The Indwe journey began with Hoskens Insurance in the early 1900s, evolving into Thebe Risk Services at a later date. In 1992 it became the insurance arm of Thebe Investment Corporation, the country’s first black empowerment group.

As a company that values innovation, Indwe is always looking for new ways of doing business to continually provide better services and solutions to its clients. In 2019, one such opportunity was identified and Indwe partnered with Lyme Street Risk, a highly experienced corporate broking and risk management advisory business.

Now, well over 100 years later, Indwe looks nothing like its early insurance pioneers. But what has remained consistent through its transformation, is the company’s commitment to always provide trusted, valued advice that protects the futures of Indwe customers.

company that supports Indwe’s Blupixl™, a digital advice option aimed at individual clients.

“Whilst these are early days, we believe all providers will need to provide clients with choices of convenience in terms of how our clients choose to deal with us,” Olyott comments.

And on the complex and corporate risk side, Indwe has embraced the use of drone technology to improve the quality of both data and risk analysis of larger and more complex risks.

“As we use the technology, we improve our use of it and also find additional applications for such tools, helping us to further improve our advice and information offerings to our clients,” Olyott continues. “The COVID-19 pandemic has probably positively influenced the development and refinement of these digital tools quicker than if it had not happened.

As we say internally, it is amazing

when you do not have a choice, how quickly we can adapt.”

SCOPE OF THE FUTURE As the world becomes an infinitely more complex place due to the necessity of environmental consideration, regulations and legislation, technology and social changes, today’s risk and insurance advisors need to continually improve their knowledge of pertinent subjects ranging from climate change to cybercrime, and even pandemics.

In light of this, Indwe’s key priorities for the rest of 2021 and beyond remain focused on adapting to such necessities, as well as looking after clients’ risk and insurance interests through the application of sound advice, modern risk and insurance technology, and appropriate costeffective financial solutions; this is set at the core of the company.

“We are seeking to expand in our

chosen sectors where we have already built up some critical mass, and we are looking to continue to build on our internationally linked business where we have enjoyed good success over the past three years in particular,” Olyott concludes. “Our broker support business, Acuideas, continues to grow from strength to strength and we now look after more than 120 independent brokers in South Africa with a variety of product offerings and services that keep us ahead of the competition in the sector.”

INDWE RISK SERVICES Tel: 011 9127300 indwe@indwe.co.za www.indwe.co.za

Africa Outlook issue 93 | 169

THE FINAL WORD To round off each issue, we ask our contributing business leaders for their views on the same question

What or who has been a source of inspiration for you during your career?

Charles Sakanya CEO, Mopani Copper Mines

“The burning desire, or urge to succeed; summarised in one word, “Attitude”, has been my source of inspiration during my career.

Success I believe is defined by the following: - Hard work = 98 percent - Knowledge = 96 percent - Attitude = 100 percent - Love of God = 101 percent Whilst hard work and knowledge will get you close, only attitude and the love of God will put you over the top.”

Peter Olyott

CEO, Indwe Risk Services

“I am fortunate to have been mentored by some really good people in my career in insurance.

From my early days as a trainee underwriter, through to my introduction to insurance broking, risk management, and then the opportunity to personally engage with some captains of industry across a broad spectrum of sectors.

“I am forever grateful to those who taught me to drive the change in me, myself, installing a hunger for knowledge and the desire to

know and understand any subject matter inside out and back to front. I believe that these characteristics have enabled me to succeed in my chosen profession.

“Lastly, I have met a cross section of people from all walks of life, and this has probably been the biggest plus of the career I have chosen. From the best legal and financial minds to entrepreneurs, politicians, clients and colleagues – as an out and out introvert, never did I think that the most enjoyable part of my job would be to meet and interact with so many different people.”

Naseem Lahri

Managing Director, Lucara Botswana (Pty.) Ltd

“I am inspired by the people in my country, to help me make the right decisions to make the areas I work in a better place. I am able to empower an individual, family, community and a nation with the decisions I make.”

Ryan Bidgood

Management Strategist, Office National

“From a leadership style perspective, the person that I admire and look up to is a gentleman by the name of Brand Pretorius. A South African born and bred, he was the first Westerner to sit on the board of Toyota Corporation and his management style is very consultative and inclusive. With the successes that he had in both Toyota and McCarthy, one of the dealerships that he ran, his leadership style is very inspirational.”

Are you a CEO/Director interested in telling your story?

Contact Africa Outlook now!

170 | Africa Outlook issue 93

Behind the makings of a model mining company...

MOPANI COPPER MINES (MCM)

MINING

F

or over 10,000 years, mankind has worked with copper. In early civilisation, copper found usage as the only metal known to man for over five millennia. Fast forward centuries, and the prevalence and usefulness of the metal has not waned. In the landscape of southcentral Africa, copper resources find their heartland in the high plateaus of Zambia.

Snaking along the breadth of Central Africa, traversing northern Zambia and the Democratic Republic of Congo, lies the Copperbelt – a resource-rich area reputed for copper mining. Within Zambia, this mineral wealth is concentrated within the Copperbelt Province, where the towns of Ndola, Kitwe, Chingola, Kalulushi, Chililabombwe, Luanshya, MOPANI COPPER MINESare (MCM) and Mufulira hotbeds of copper mining and production.

In an industrial context, mining Arrow Bearings is the lifeblood of the Zambian economy. As the rose-tinted Arrow Bearings Ltd, a Zambian owned company, are exceptionally foundation for the country’s economic proud to be associated with the Copper Mine, as a longgrowth, the upkeep of what remains Mopani standing supply partner. of the country’s copper reserves is Commencing in 2003, now 18 years later we remain a supplier of choice integral to Zambia’s development. for MCM. Our success is driven through Indeed, during Zambia’s nascent relentless pursuit of the highest days of independence in the 1960s, service levels, industry leading stock levels, quality product and personal commitment from our staff. the nation’s prosperity entirely Together with our product principle, MCM - EMPLOYEE depended on the exploitation of Timken SA we have forged a MANAGEMENT partnership that allows for seamless reserves. That was INITIATIVES: its rich copper transfer of support, services and world enterprise firmly at the core. For class products, at immediate notice Sakanya, this national pride has • Financial literacybefore programmesthe fluctuation of prices for the for MCM. always existed at MCM, but was never to provide employees resource onfully the world indibrought to themarket fore. with financial information “The Mopani brand hasthat, a long- in turn, cated an unpredictability to manage their finances standing Zambian heritage. We will effectively. timken@arrowbearings.co.zm maintain MCM’s legacy, but this time alerted the need for diversification.

• MCM offers competitive around the Zambians themselves who Aswith a commodity, the price of remuneration compared want to compete on the world stage,” peers in the mining industry. is volatile, he states. leading to an copper Bell Equipment Zambia Whilst maintaining an aspirational • Loyalty bonuses as a retention unreliable income and a heightened view of future prospects, Sakanya strategy for senior staff.

Bell Equipment has the widest range is alert to the advantage that an cost of production within the miningof ADTs globally, including 4x4 and organisation such as MCM already • Staff development underground configurations, and holds and will use this as the fulcrum programmes for realm. professionalYet in today’s context, those provides the lowest cost-per-tonne to propel the company forwards. progression. market conditions are much in solutions in the market.

“We already havevery a well-established • Timely and regular information Offering well-priced, quality products, market and the MCM brand continues Bell Equipment Zambia is the ADT copper’s favour. sharing. to sell at a premium. MCM must market leader in the country and advantage of this • Providing clarity in job “It’s time therefore to gettake Zambians involvedbacks this up with excellent after-sales support. competitiveness in the sector to requirements. in a major way tomore.” contribute to the This includes access to the Bell ReMan produce • Memoranda of Understanding With the mine’s ownership now programme which enables customers economy ofwholly the country,” opens signed with various financial to re-power their older ADTs, in the hands of ZCCM-IH, a institutions to provide extending the life of their machine for suitable rebranding ensued with the Charles Sakanya, CEO at a proud assistance to employees. a fraction of the price of a new model image of the robust Mopani tree at while still benefitting from a good national mining organisation on the the fore.

• In-house pension scheme warranty period.

“Our logo, letterheads, and safeavailable to provide additional cusp of greatness.

PLACING PROSPERITY IN ZAMBIAN HANDS The Executive Team at Mopani Copper Mines (MCM) discuss a copper-fuelled future for Zambia and their ambitious mission of ‘Making Mopani Great Again’ Writer: Phoebe Harper | Project Manager: Joshua Mann

social security.

• Employees undertaking company-approved courses offered leave for examinations.

2 | Africa Outlook issue 93

mining posters all speak of our new identity. MCM is currently the only mining company in Zambia wholly owned

by Zambians.

Africa Outlook issue 93 “We would like to operate this asset and benchmark it to national players,” Sakanya comments.

T +27 (0)35 907 9431

|E3 marketing@bellequipment.com www.bellequipment.com

See page

54 52 MINING a5 tougher ad ctp.pdf

1

22/10/2021

12:56

future of underground mining

Meet the

Bell B30L and B35L underground ADTs are built ‘autonomous ready’ and include onboard weighing and Bell Fleetm@tic® telematics while the comfortable cab has a 7-inch colour monitor and 360° camera to significantly improve productivity and safety.

A higher powered engine for superior drive and optimised power-to-weight ratio combine with the industry-leading safety features and production advantages found in Bell Equipment’s surface ADTs to deliver a robust, lowest cost per tonne solution.

And for your scaling needs contact your nearest Bell dealer about the highly efficient and manoeuvrable Bell E-series Rockscaler.

Tel: +27 (0)35 907 9431 E-mail: marketing@bellequipment.com www.bellequipment.com

26 | Africa Outlook issue 93

Strong Reliable Machines Strong Reliable Support

Africa Outlook issue 93 | 27

Mopani Copper Mines has told its story.

Now, why not tell yours? Our bi-monthly magazine Africa Outlook is essential reading for business executives wanting to keep up with the latest in global news and trends affecting African businesses across all industries.

Reaching an audience of over 185,000 readers, your company can take advantage of exposure in Africa Outlook with a FREE article and FREE digital brochure, as well as access to further digital and print-based marketing tools that could transform your business.

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

Issue 93

www.africaoutlookmag.com/work-with-us

Complementing the production of Africa Outlook, APAC Outlook, EME Outlook and North America Outlook magazines, Outlook Publishing’s awardwinning in-house team is now utilising these same

Outlook Creative Services

specialist production skills to offer a full and bespoke range of editorial, design and marketing services via its new Outlook Creative Services division.

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

DESIGN:

E D I TO R I A L :

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

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

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