Africa Outlook - issue 94

MOOLMANS

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AEROSUD

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Issue 94

ZAMBIA CHAMBER OF MINES (ZCM)

Behind an industry geared for prosperity

PORT AUTHORITY OF COTONOU

Port operations central to socio-economic development

UNITING PEOPLE FOR A BETTER WORLD Country Director of Cervejas De Moçambique, Sandro Assis, talks of working with the community for the future

IQBAL OMAR, Managing Director of PPC Barnet DRC discusses supplying the construction sector with quality cement products

travel magazine ISSUE 06

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

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

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.

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.

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.

THAILAND TRAVEL GUIDE

THAILAND This Southeast Asian country is a perennial favourite, thanks to an intoxicating combination of beautiful beaches, world-renowned cuisine and incredible temple complexes Writer: Dani Redd | Project Manager: Jordan Levey

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

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

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

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

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

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

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

SEYCHELLES TRAVEL GUIDE

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

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

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

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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 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 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 Sales Director: Nick Norris nick.norris@outlookpublishing.com Commercial Director: Joshua Mann joshua.mann@outlookpublishing.com TRAINING & DEVELOPMENT DIRECTOR Vivek Valmiki vivek.valmiki@outlookpublishing.com HEADS OF PROJECTS Callam Waller callam.waller@outlookpublishing.com Eddie Clinton eddie.clinton@outlookpublishing.com 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 Jordan Levey jordan.levey@outlookpublishing.com Josh Hyland josh.hyland@outlookpublishing.com Krisha Canlas krisha.canlas@outlookpublishing.com Ryan Gray ryan.gray@outlookpublishing.com PROJECT MANAGERS Cameron Lawrence cameron.lawrence@outlookpublishing.com Kyle Livingstone kyle.livingstone@outlookpublishing.com Lewis Bush lewis.bush@outlookpublishing.com

ADMINISTRATION Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com Finance Assistant: Eleanor Bennett eleanor.bennett@outlookpublishing.com Office Manager: Daniel George daniel.george@outlookpublishing.com CONTACT Africa Outlook East Wing, Ground Floor, 69-75 Thorpe Road, Norwich, Norfolk, NR1 1UA, United Kingdom.

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

The Continental Connection In times of separation, fragmented by the restrictive measures of COVID-19, the spirit of connection continues to burn strongly throughout Africa.

This first issue of 2022 takes a look at players of industry weaving a tapestry of connections across the face of the continent; for consumers and creators, farmers and communities, and everyone in-between.

Our frontrunner, Cervejas De Moçambique (CDM), stands as a leading producer of beverages that join people together. With a broad portfolio comprising iconic, regional and global brands, CDM quenches the thirst of over 50,000 consumers across the country.

“We are a company with the goal of ‘bringing people together for a better world’,” comments Managing Director, Sandro Assis.

“Since CDM has been part of Mozambique for so many years, we will make sure that we keep supporting the economic and social growth of the country,” he continues.

Meanwhile, PPC Barnet DRC is the construction specialist who has been handling the quality production of cement for over a century, powering the industry with products to build the future.

Turning to Zambia, we shine a spotlight on the mining industry with exclusive insight from the Zambia Chamber of Mines (ZCM).

As the lifeblood of the Zambian economy, Sokwani Chilembo, CEO at ZCM, discusses leveraging an historic moment in the sector’s prosperity to fuel its sustainability as an economic force for the country’s betterment.

“We have never seen this kind of demand profile for copper - it’s a once in a century opportunity and a chance to use these great prices to turnaround the industry and get it back to where it’s supposed to be,” he tells us.

In the island republic of the Seychelles, we talk innovation and competition with leading technology providers establishing an infrastructure of telecommunications across the archipelago.

Keeping afloat in this dynamic space, Cable & Wireless Seychelles embodies a spirit of forward-thinking innovation, keeping its finger firmly on the pulse.

“Our mission statement is to provide world-class communication services and solutions whenever and wherever people work,” says former CEO, Charles Hammond.

Elsewhere, discover company profiles from Moolmans, the Port Authority of Cotonou, One Acre Fund, Diagnofirm Medical Services, and many more across a host of industries.

We hope that you enjoy your read.

Phoebe Harper Head of Editorial, Outlook Publishing Africa Outlook issue 94 | 3

CONTENTS

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16 REGULARS

6 NEWS Around Africa in seven stories

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8 EXPERT EYE What’s in store for the mining industry in 2022?

BUSINESS INSIGHTS

10 Technology

Optimistic Protection of Africans Online Safeguarding tech penetration and development across the continent

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12 Food & Drink

Quenching the Thirst of African Creativity

INDUSTRY SPOTLIGHTS

16 Zambia Chamber of Mines (ZCM) Behind an industry geared for prosperity

30 The Federation of East African Freight Forwarders Associations (FEAFFA) Championing professionalism in logistics

38 Plastics SA Resilience and versatility in the plastics manufacturing industry

230 THE FINAL WORD What qualities are needed to succeed as a businessperson in your field?

Campari X MTV Base - serving iconic creative collaborations

TOPICAL FOCUS

14 Technology

Technology Meets Health

14 4 | Africa Outlook issue 94

The growth of remote telehealth services in Africa

230

AFRICA OUTLOOK MAGAZINE

F E AT U R E S

46 SHOWCASING

LEADING COMPANIES

118

Tell us your story and we’ll tell the world

Your Healthcare, Your Choice Namibia’s preferred medical aid partner

180 Diagnofirm Medical Laboratories

FOOD & DRINK

48 Cervejas De Moçambique​

Pathology You Can Trust

Uniting People for a Better World

Strengthening Mozambique, farmers and the community through beer

170 Nammed Medical Aid Fund​

Botswana’s best choice for clinical testing

118 Pentalin Group At the Coalface

Operational excellence in South African coal mining

TECHNOLOGY

48

124 Cable & Wireless Seychelles

World Class Connection

180

The Telecoms provider of choice for the Seychelles

AGRICULTURE

74 Newrest

134 Airtel Seychelles​

Farm Support for the Future

Catering and hospitality services for any location

Supplying the islands with mobile services

More Than Just Meals

Telecoms from Paradise

190 One Acre Fund​

Helping farmers and communities grow

198 Advanta Seeds International From Lab to Field

CONSTRUCTION

80 PPC Barnet DRC

Agricultural science developing continental farming

Helping build the DRC

204 Tongaat Hulett

One Century in Construction

Striving for a Sweeter Tomorrow

134 SUPPLY CHAIN

80 96 WBHO Building Africa Leading Pan-African Development

140 Port Authority of Cotonou​

Revolutionising Cargo eVTOL aircraft ready for take off

152 Strauss Logistics Keep on Moving

MINING

HEALTHCARE

Moolmans cements its position as Africa’s premier contract miner

210 Aerosud

Port operations central to socio-economic development

Africa’s logistics and fuel distribution leader

Premier Mining

MANUFACTURING​

The Beating Heart of Benin

Driving construction across the continent

108 Moolmans

Sustainable food production in Southern Africa

160 Uganda Cancer Institute Comprehensive Care

The government agency leading the charge against cancer

210 ENERGY & UTILITIES

218 OLA Energy

Keeping the Continent Moving Re-energising Africa with responsible fuel distribution Africa Outlook issue 94 | 5

NEWS Around Africa in seven stories…

OIL & GAS

Sonatrach to invest $40 billion in oil and gas

E D U C AT I O N

SCHOOLS REOPEN IN UGANDA AFTER LONG COVID-19 SHUTDOWN UG ANDA HAS finally reopened school gates to students, ending the world’s longest closure of learning institutions since the COVID-19 pandemic began.

According to figures from the UN cultural agency, schools in the East African country were either fully or partially shut for more than 80 weeks, affecting more than 10 million students.

Schools were first shut in March 2020, and for many parents, the reopening has been long overdue with the future prospects of young people at stake.

Uganda has received foreign support to assist with the reopening of schools, including from UNICEF, though it remains to be seen how long they will stay open for if COVID-19 cases rise.

MINING

BHP commits to Tanzanian nickel T HE WOR L D ’S biggest mining company, BHP, has invested $40 million in a nickel project in Tanzania.

With the global nickel market expected to rapidly grow due to the increasing popularity of electric vehicles, BHP’s investment comes as it seeks to access the metals and 6 | Africa Outlook issue 94

BY 2 02 6 , Algeria’s state-owned oil and gas group Sonatrach plans to invest $40 billion in oil exploration, production and refining, as well as gas exploration and extraction.

The four-year investment plan includes the construction of a refinery in Hassi Messaoud, the largest oil field in the country, and an extension of the Skikda refinery in order to convert certain by-products into fuels.

Meanwhile, a fourth turbocompressor for the Medgaz submarine natural gas pipeline, which transports Algerian gas to Spain and Portugal, is set to be put into service in January this year.

Steps towards Sonatrach’s return to Libya, where the company has suspended most of its activities since 2014, have also been announced as part of the plan.

minerals required to electrify the global economy.

Having not been active in Africa since 2015, it marks a significant strategic shift for BHP, who traditionally focus on less risky, more developed mining jurisdictions such as Australia and Canada.

The investment is recognition of the fact that BHP will have to operate in more challenging parts of the world in order to access the best untapped mineral deposits.

CONSTRUCTION

R E TA I L

Deep-water port project launches in Senegal LO G IST I CS GIANT DP World has commenced construction of the $1.1 billion Ndayane deep-water port in Senegal, the largest port investment ever made by the Dubai-based firm in Africa.

Part of DP World’s African expansion strategy, the project is poised to bolster Senegal’s position as a major trade hub and gateway to the west and north-west of the continent.

Construction of the Port of Ndayane, which is to be located about 30 miles from the capital, Dakar, follows the signing of two 25-year TECHNOLOGY

VAR changes the game at Africa Cup of Nations F O R T HE first time in the history of the Africa Cup of Nations, Video Assistant Referees (VAR) are being used at all 52 matches of the football tournament, which is being hosted in Cameroon.

The last edition, held in Egypt

GMG TO OPEN OVER 100 STORES IN EGYPT

term concession agreements between DP World and the Senegalese government.

Upon completion, the deepwater port will be able to handle the world’s largest container vessels and will increase its container handling capacity by 1.2 million TEUs yearly.

in 2019, only saw the technology introduced beyond the quarter final stage by the organisers, the Confederation of African Football (CAF).

CAF has moved to implement VAR technology across the entire competition, a step in the right direction as the confederation attempts to both improve the image of refereeing in Africa and produce world-class match officials from the continent.

Global wellbeing company GMG has pledged to open more than 100 stores in Egypt within the next five years.

As part of a wider international expansion, GMG, who retail, distribute and manufacture a variety of sport, food and health brands, is implementing a new corporate strategy, promoting healthier and more active lifestyles through its offerings.

With an incredibly dynamic retail landscape and a large, youthful population that is increasingly embracing healthier ways of living, Egypt is viewed by GMG as a compelling gateway into North Africa.

ENERGY & UTILITIES

SEFA SUPPORTS ENERGY TRANSITION IN BOTSWANA The Sustainable Energy Fund for Africa (SEFA), managed by the African Development Bank, has approved a $1 million grant to facilitate Botswana’s transition to clean energy.

The project will contribute to the development of essential building blocks to support the country’s energy transition.

Outputs of the project, including a national grid code and licensing framework to regulate activities in the sector, will contribute to the implementation of Botswana’s first Integrated Resource Plan (IRP), facilitating investments in the likes of solar panels and wind generation capacity.

The project will also contribute to the Mega Solar initiative, Southern Africa’s largest solar power programme and the first of its kind on the continent.

Africa Outlook issue 94 | 7

EXPERT EYE

WHAT’S IN STORE FOR THE MINING INDUSTRY IN 2022?

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021 was a year of strong performance and high volatility in metal prices due to a demand and supply mismatch. Several commodities reached new historical highs such as gold, iron ore and copper leading to a strong profitable sector for producers and explorers.

The global push towards a green transition and a low-carbon economy continues to gather momentum, bolstered by the latest agreements at the COP26 summit in November 2021. The pace, trends and demand versus price of critical raw metals and minerals needed to accelerate the global energy transition will remain top of mind in 2022 for explorers and producers as they assess the opportunities and risks. It is clear the energy transition presents exceptional challenges for metals and mining companies, who will need to innovate and rebuild their growth agenda faster and cleaner than ever before.

In addition to climate change, perceived gaps between investment and technological capabilities, supply chain constraints, government intervention and rising stakeholder expectations will continue to pose 8 | Africa Outlook issue 94

new era. 2022 is looking to be a strong performing year for the mining sector, but it won’t be ‘business as usual’ anymore. We look at some of the key issues for 2022.

SUPPLY CHAIN CONSTRAINTS:

Boris Ivanov, founder of Emiral Resources Ltd – a global mining group that focuses on exploration, mining and the production of Earth’s mineral resources, explores future predictions for the sector Written by: Boris Ivanov, founder of Emiral Resources Ltd as challenges. Miners will also face pressure to meet ESG criteria to access project funding and wider buy-in. This is likely to raise the vulnerability of players to issues such as community opposition and water access.

The mining industry is bracing for change companies will need to shake off their ‘dinosaur image’ to adapt to a

Lockdowns hamper operations and put pressure on demand for key commodities which in turn disrupts global supply chains. While vaccination programmes are gaining traction, they have not proved the absolute protection many hoped.

This has curtailed operations at mines – particularly those who have had outbreaks of the COVID-19 Omicron variant in the workforce.

One added complication is that some important supplies – particularly mineral and metal deposits needed for low carbon technologies are generally concentrated in specific regions like South Africa, Democratic Republic of Congo (DRC), Chile and Bolivia. This can result in supply bottlenecks should investments in production capacity not meet demand, or if there are disruptions and breakdowns in their institutions, regulations, or policies. Changes

MINING

in mining codes specifically higher royalties and taxes to plug budget deficits caused by COVID-19 can also impact supply chains.

The supply constraints will continue despite intensive exploration efforts. While exploration is likely to focus on regions that have largely mitigated the pandemic’s impacts and those on the road to recovery, few of the resulting discoveries will be developed in time to meet mediumterm supply requirements.

External stakeholder influences and the Green transition: Government intervention will continue to rise across emerging and developed markets as countries race to control critical and strategic minerals for the green and digital economy and capitalise on high commodity prices.

Mining resource nationalism isn’t a new trend but we have witnessed an explosion in 2021, posing risks to project cycles. Rise in taxes and royalties along with changes in policies and contracts being renegotiated are likely to lead to more clashes with mining companies. The trend is spreading across the world

and is now noticeable in sub-Saharan Africa (the DRC, Mali, Zimbabwe, South Africa, Guinea) and Latin America (Mexico, Peru, Chile) among others.

With increased oversight in mining projects and higher costs due to tax increases, project cycles will slow causing project delays and backlogs which inevitably will lead to depleted stockpiles.

The energy transition is full of complexities and paradoxes, one of them being that metals are critical for green transition technology, including renewables and batteries, while the mining sector’s social license to operate is increasingly being battled amidst rising public opposition to mines. With more watchful eyes from the public, government, and investors on environmental issues, mining operations are under scrutiny.

This has led to a surge in community protests against mining companies in countries like Peru, Chile and Serbia most recently. This creates volatile ground for new mining projects which are now at risk of delays, overrunning costs or even cancellations. As a consequence, the supply pipeline will be constrained, and higher metal prices could slow down the progress of the green transition.

REGION TO WATCH - TAPPING INTO AFRICA’S MINING POTENTIAL: Africa is endowed with abundant mineral resources, including gold, silver, copper, uranium, cobalt, and many other metals which are key inputs to manufacturing processes around the world.

In 2021, the world woke up to this as demonstrated by global interest from Australia, Europe and the Americas.

Under-explored mineral resources in Kenya, Egypt and Morocco were tapped into by large companies such as Base Titanium and invested into by high-profile businessmen such as Mr Naguib Sawiris.

Even emerging economies such as Russia, India and Brazil began to expand in Africa’s mineral resource, a trend we will undoubtedly see continue and grow this year.

Africa will continue to incentivise multinational companies given its offering - low costs of production and a growing workforce across the continent. And as more companies and countries invest in Africa’s mineral potential, we’re likely to see modernised mining codes and regulations take shape in individual countries.

In turn, this will make Africa, often overshadowed by its political instability, a credible player in the mining game.

STRONG PERFORMERS – GOLD VS CRYPTO VS GREEN METALS AND MINERALS: Despite the political triggers such as the pandemic in 2021, gold remained a strong asset for investors to build into their portfolios.

2022 won’t prove any different.

However, I do believe that in the future, there needs to be some type of convergence between gold and crypto technology. By supplementing gold with blockchain technology, you can create a new asset class with the stability and returns of the bullion and the versatility and speed of crypto.

Whilst gold may continue to gleam and be seen as a safe haven against high inflation, demand and therefore price points for green transition commodities will outpace traditional more favoured commodities.

2022 is a pivotal year for mining as the sector lies in the centre of a global energy transition and the industry will be expected to “mine with principles” and force mining companies to reshape their role. Digital innovation should no longer be a ‘nice to have’ and strategies and business models will need to be bolder to create long term value and a secure future in a new energy world.

Africa Outlook issue 94 | 9

INFORMATION RISK

OPTIMISTIC PROTECTION OF AFRICANS ONLINE Adrien Diarra, Information Risk Expert, discusses optimism for tech development in Africa, the importance of digital safety literacy and the urgent need for cyber hygiene at the user level Writer: Marcus Kääpä

We live in an increasingly technology-defined world.

It’s great news for Africa, where 75 percent of the population is under 35, and the improvements in access and affordability of data are driving more opportunities for innovators. However, 70 percent of the continent still lacks reliable internet, and there exists an unprecedented opportunity to help harness the potential and growth ahead.”

For Adrien Diarra, Information Risk Expert, raising the baseline of secure tech adoption across Africa, and the benefits that stem from it, stand as the answer to the continent’s growth and success.

Digital safety literacy is a prerequisite to this adoption. It will foster the establishment of a tech-savvy continental population that can utilise present tools and products en masse, and integrate itself successfully into the global digital community while remaining secure online.

10 | Africa Outlook issue 94

“There are opportunities for early adopters in the tech sphere, whether these are start-ups, government agencies, or others,” Diarra tells us.

“This provides a better experience for everybody involved, from developers to small and medium enterprises (SMEs) and consumers.”

Helping SMEs and promoting community mentorship are two factors towards building a healthy baseline for the tech community.

They are key to keeping people safe online while maximising facilitation and technological know-how.

“One important aspect of this is aiding SMEs to better access good practices that will allow them to leverage the 20 percent of security controls that help mitigate 80 percent of known risks to misusing data,” Diarra says.

PRESENT DEVELOPMENT At the same time as this increase in tech adoption, cybersecurity investments and developments are becoming the core part of many companies, agencies and nations.

According to the African Centre for Strategic Studies, by 2023, the size of Africa’s cybersecurity market is estimated to reach $23 billion, a tenfold increase from 2020. This aligns with the very present and growing dangers of the digital realm.

This is especially concerning when we consider organised crime syndicates whose actions impact thousands of people around the continent. For example, a recent vulnerability given the name Log4Shell was found in Apache Log4j, a widely used

TECHNOLOGY Java-based logging utility, part of the Apache Logging Services, used by tens of thousands of software packages. Log4Shell had the ability for an attacker to remotely utilise arbitrary code that would lead to the downloading and execution of malicious code within an LDAP (lightweight directory access protocol) server. Log4Shell was quickly patched in December but exemplifies the range and complexity of digital dangers today.

Another example is the business email compromise (BEC) scam that has resulted in a collective loss of $26 billion globally from 2016 to 2019, and an affiliate BEC group known as SilverTerrier (most members of which are concentrated in Nigeria) created in excess of 81,000 pieces of malware and conducted around 2.1 million attacks, causing billions’ worth of damage to businesses and individuals in Africa and beyond.

“The overall goal is to ensure safer tech adoption. Right now, I see the technology sector in Africa as a glass half full,” Diarra explains. “Most of Africa lacks reliable internet, but a lot of the talent in the technology sector are localised in clusters in Egypt, Kenya, Ghana, Morocco, Nigeria, South Africa, Senegal, and Mauritius.

“Continual funding will only amend this internet issue and see the growth of pan-African tech adoption. Yet with this continental development comes a familiar frontier of challenges in the space, such as hacking, fraud and scams. I am a deep believer in making sure that the growth of African tech happens in a healthy manner, especially when it comes to information risk, privacy and safety in the digital space.”

SAFEGUARDING THE PATH AHEAD For Diarra, the task of raising tech safety adoption, penetration and digital literacy within Africa revolves around the empowerment of communities.

AFRICA OUTLOOK: COULD YOU TALK ABOUT YOUR DRIVE TO PROTECT PEOPLE ONLINE? Adrien Diarra, Information Risk Expert: “The simple answer is that I’ve always been sensitive to structural factors that often allow or hinder healthy development in emerging countries.

“My upbringing and background relating to risk management in the military, tech and in the financial sector, including at Thales Group and Goldman Sachs & Co., made me value the importance of the responsibility to protect others online in its greater sense. I quickly realised that tech-related risks could be higher for industries and populations in frontier markets such as Africa, where digital literacy and cyber defence were low. One of the best ways to protect people today and foster development in emerging countries, including in Africa, was to raise the baseline of digital literacy.

“When you drill down in each industry, the ‘risk-profile’ of online abuses has just gotten too high not to prioritise. It became natural to me that the next frontier to protect communities would be in the digital space.”

“Africa is a continent of many subcontinents,” Diarra says. “The experience of communities in the west may differ from those in the east, south, central and so on. Therefore, you have to be mindful of these differences.”

Moving through the decade, it is paramount for companies and tech entities to press forward the notion of digital awareness and safety in line with the rapid adoption of technology.

“I think that information risk emulates the growth of tech products, the need for regulation, the penetration levels of internet connectivity, and the digital safety literacy of the pan-African community, with cyber hygiene being one of the most important factors towards progressing tech development,” Diarra concludes. “Tech entities

“RIGHT NOW, I SEE THE TECHNOLOGY SECTOR IN AFRICA AS A GLASS HALF FULL” - ADRIEN DIARRA, INFORMATION RISK EXPERT must ensure privacy and security throughout the product development process; this is the first step. This is then met by safety awareness campaigns of users, how they conduct themselves online, and finally this is kept in check by common sense and user experience-friendly industrywide safeguards, to minimise online danger and issues that arise from it.

“With a sizeable informal economy, I see digital disruptors as one of the biggest shortcuts to a healthier development. Digital innovation won’t be enough in that journey, but a healthy one that protects communities for the future.”

Africa Outlook issue 94 | 11

CAMPARI X MTV BASE

QUENCHING THE THIRST OF AFRICAN CREATIVITY Campari, MTV Base and the godfather 2Baba join forces to put Africa’s new wave of culture creators and their fans on the big stage. This is Campari x MTV Base Passion Project!

Writer: Phoebe Harper

A

frica is a cultural mega-force inspiring global trends with its unique flavours of music, fashion, film, art, and design. It’s also one of the biggest and most important growth markets in the world for Campari, an iconic global brand born from passion and the pursuit of celebrating and inspiring creativity, and with a long history of championing the arts.

To continue to grow a loyal following for their unique red spirit with a new generation across Africa, Campari is dedicated to playing a meaningful role in investing in, supporting and promoting a new wave of African creative talent.

In a collaboration with MTV Base and Afrobeats icon, 2Baba, Campari have launched “Passion Project” – a platform that enables artists to turn

12 | Africa Outlook issue 94

their passion all the way up by putting a spotlight on the rising stars of music, film, and style through the medium of music videos.

Music videos are an essential tool for new artists to break in, and are hugely powerful for seeding new creative ideas, trends and voices in Africa for an audience that spends so much of their time streaming content online.

The first Passion Project campaign launches in Nigeria, featuring worldclass African talent including Oxlade,

DID YOU KNOW? The secret recipe behind the distinctive taste of Campari has remained unchanged since the beverage’s inception in the town of Novara, Italy in 1860? Gaspare Campari’s enticing liqueur remains a worldwide favourite to this day.

T-Classic and Goodgirl LA. Each artist will produce a music video for their next big single in collaboration with a film maker and stylist that they feel are pushing the boundaries of their own craft.

The talent involved in the creation of each video will also sit down in conversation with 2Baba to discuss what drives their passion and creativity in an interview series that gets under the skin of what makes these artists tick, which will be aired across West Africa on MTV Base West and online.

“I’ve had a long relationship with Campari, and this is the most exciting project I have collaborated with them on. They are going in deep on this one. It’s not just about using artists to endorse their brand but really working with them and investing in their talent. We are using this project to support rising stars in taking their passion and turning it into their life’s work, into a career and at the same time putting African creativity in the spotlight,” says 2Baba.

FOOD & DRINK The campaign isn’t just for the artists though, it also offers fans the once-in-a-lifetime opportunity to connect with the artists they look up to, and to share the spotlight with them by featuring in one of the music videos. To win that opportunity people have to post a picture or video where they express their own passion, and where they have Campari in hand.

Following on from the first season in Nigeria, Campari plans to roll-out the Passion Project across countries in West and East Africa, continuing to put Africa’s most inspired creatives on the global map.

Entries are open, so if starring alongside 2Baba, Oxlade, T-Classic and Goodgirl LA in Naija’s next big music video sounds like a dream come true, don’t miss out.

FOR MORE DETAILS Visit www.camparipassionproject.com for all the details and updates.

Watch the video below: Campari, MTV & 2Baba put Africa’s culture creators+fans on the big stage – This is Passion Project!

Africa Outlook issue 94 | 13

TOPICAL FOCUS

TECHNOLOGY MEETS HEALTH The use of digital information and communication technologies in health-related services is accelerating across Africa Writer: Jack Salter

S

ince the onset of the COVID-19 pandemic, telehealth usage has surged, as providers and consumers alike seek ways in which to safely access and deliver healthcare in a climate of limited travel and in-person interaction.

Telehealth, the provision of healthcare remotely by means of telecommunications technology, has proven to be a safe, efficient means of patient care during the ongoing public health emergency, minimising exposure to COVID-19 in the likes of hospital queues and waiting rooms.

Sub-Saharan Africa, a region already burdened by disease and a shortage of healthcare workers prior to the pandemic, has experienced a 14 | Africa Outlook issue 94

telehealth boom in recent years, as evidenced by an increase in the use of digital health solutions and interventions.

In light of this, the peer-reviewed medical journal The Lancet has even dubbed sub-Saharan Africa as the new breeding ground for global digital healthcare. The region has become an emerging arena for telehealth innovations, aimed at strengthening both patient management as well as the surveillance and prevention of diseases.

Take diabetes, for example.

Through telehealth, diabetics can use a mobile phone or other device, such as a tablet or computer, to upload

TELEHEALTH GOALS The goals of telehealth include the following: • Making healthcare accessible to patients living in rural or remote areas.

• Improving the availability and convenience of healthcare services for those limited in terms of mobility, time or modes of transport.

• Providing access to medical experts.

• Bettering the communication and coordination of care among healthcare teams and patients.

• Supporting the selfmanagement of healthcare.

food logs or blood sugar readings to be electronically reviewed by a nurse, download apps to assist with counting carbohydrates or estimating insulin doses, and get email or text reminders for flu shots.

TELEHEALTH TELEHEALTH TRANSITION It doesn’t stop there, as the variety of ways in which telehealth services in Africa can be delivered allows service providers to cater for a diverse range of other client healthcare needs. Smartphones especially have been utilised for an array of different purposes when it comes to digital health, from maternal health support in South Africa to digital health financing access in Kenya.

In sub-Saharan Africa, there awaits a young generation of people ready to transition towards smartphone-based telehealth communication. The youth of today continue to absorb digital knowledge at a much faster pace than their elders, so it is therefore reasonable to infer that the health of young people may improve together with the large-scale implementation of high quality, digital health solutions and interventions.

Social media has also helped to promote health, whilst emerging technologies such as wearables and sensors have opened up fresh possibilities in terms of diagnostics and health monitoring.

Big data and artificial intelligence, meanwhile, have demonstrated proven applicability for both outbreak control and preparedness, not least during the COVID-19 pandemic, and may yet be applied to a number of other diseases present in Africa.

There has been an encouraging uptake of telehealth in the continent as a result. 41 out of 54 African countries now have national digital health strategies and architectures, which shows that widespread opportunities within digital health have been identified at a national level.

Complemented by an increased governmental emphasis on reliable digital infrastructure, as well as regulations related to the implementation of digital solutions, sub-Saharan Africa in particular represents an enabling environment for telehealth.

EXAMPLES OF TELEHEALTH SERVICES

PATIENT PORTAL – Primary care clinics may have an online patient portal, offering a more secure, alternative means of communicating about private medical information.

VIRTUAL APPOINTMENTS – Via online videoconferencing, some clinics may provide virtual appointments with a doctor or nurse, enabling ongoing care when in-person visits are either not required or not possible.

REMOTE MONITORING – Technologies such as web-based or mobile apps, wearable and wireless devices that allow doctors or healthcare teams to remotely monitor the health of patients.

PERSONAL HEALTH RECORDS – Vital information such as current diagnoses, medications, allergies and contact information, all in one place.

PERSONAL HEALTH APPS – Digital tools that help consumers to store personal health information, calculate and track calorie intake, schedule medicine reminders, and much more.

BARRIERS REMAIN However, there are still challenges that the whole African continent must overcome in order for telehealth to be truly enabled. Individual barriers such as low digital literacy skills and limited connectivity infrastructure, for example, need to be addressed in order to boost digital health activity in the region.

The health and wellbeing of collective Africa is also threatened by the likes of climate change, a shortage of high-quality medicines and well-trained healthcare workers, and limited accessibility to medical services.

Indeed, for millions of Africans, there is little or no access to healthcare settings. Half of Africa’s population reside in rural areas, yet only a quarter of the continent’s doctors are deployed there. Even in Nigeria, Africa’s richest and most populous country, there are only an estimated four doctors per 10,000 patients, according to figures from the World Health Organisation.

Thankfully, the emergence of telehealth should help to fill the void of skilled, professional medical personnel in many parts of the continent, and provides endless possibilities for much-needed healthcare services to reach all corners of the ever-increasing African population, regardless of location.

By bringing healthcare directly to the patient through a personalised patient-centric approach, telehealth also circumnavigates other risks such as long-distance travel and motor vehicle incidents, which unfortunately can be commonplace on roads that are poorly maintained in Africa.

All things considered, Africa has the potential become an attractive development partner for innovative telehealth innovations and technologies.

For further information visit: The Lancet Digital Health Africa Outlook issue 94 | 15

INDUSTRY SPOTLIGHT

SPOTLIGHT ON MINING IN ZAMBIA As Africa’s second largest producer of copper, mining is a staple of the Zambian economy. We examine an industry on the cusp of prosperity in the face of worldwide copper demand Writer: Phoebe Harper | Project Manager: Matt Cole-Wilkin

M

ining has long been the lifeblood of the Zambian economy. The extractive sector contributes approximately 10 percent to the national GDP. And today, the industry is faced with some of the most favourable market conditions in its history, thanks to an exceedingly high demand profile for its primary resource – copper.

16 | Africa Outlook issue 94

The sector has been carried on a promising trajectory since the privatisation of Zambia’s mines in the late 1990s, despite initially triggering an unprecedented economic crisis throughout the Copperbelt. This has largely been due to the conditions of the global copper market and the transition to electric mobility across the world. This

ZAMBIA CHAMBER OF MINES (ZCM)

ZAMBIA COPPER PRODUCTION IN NUMBERS • 2019 - 776,430 tonnes • 2020 - 882,061 tonnes • 2021 - goal to produce more than 900,000 tonnes • Long-term goal of exceeding one million tonnes in annual production

endeavour to reach the two-million-tonne mediumterm goal. For this to happen, the industry requires more stable mining policy and a tax regime that will make the cost of capital affordable and secure the confidences of global markets, foreign and local investors.

INTRODUCTION

has significantly boosted copper production, since electric vehicles (EVs) require more copper than tradition internal combustion engines.

As a result, in 2020, Zambia recorded a historically high level of copper production, with an output of 882,061 tonnes of copper.

Whilst seemingly good news for the industry, Zambia’s tax regime means that mining stakeholders today face significantly higher royalty bills as a reflection of the heightened prices for copper.

Despite historic fractures between the mining industry and government policy, the sector is being paid due diligence in terms of its recognition as an economic staple and the country’s most significant productive industry. In recent weeks, an announcement has been made declaring that mineral royalty taxes will become a deductible expense. This significant move will be a boon for the industry and only increase the attraction behind Zambia as an investment destination.

Now, players across the copper mining industry

Africa Outlook issue 94 | 17

PEOPLE AND LEADERSHIP DEVELOPMENT AT KANSANSHI MINING PLC

K

ansanshi Mining Plc, a company jointly owned by First Quantum Minerals Ltd (80%) and ZCCM Investment Holdings Ltd, on behalf of the Government of the Republic of Zambia (20%) commenced operations in Zambia in 2004 following the acquisition of its shareholding from Phelps Dodge in 2001.

First Quantum Minerals Ltd is the largest copper producer, by output, in Africa.

In order to sustain its business and also proactively plan for medium to long

Mr. Mukutuma talking to some of the participants in the General Manager’s Programme

Kansanshi Mining Plc General Manager Anthony Mukutuma

term sustainability of the business, the company not only needs to make the necessary capital investments in plant and machinery, but also needs to develop, grow and nurture its human capital.

First Quantum Minerals Limited (FQM) has invested in development of skills and its people from inception in 1996.

The company continues to grow and is poised to continue on this trajectory. For the said growth to be sustained, it must be underpinned by people and the right leadership. People that understand the FQM values of ‘Bolder, Smarter, Driven and Together’. FQM runs trades and apprentice training programmes, local

and international graduate programmes, various specialist and professional development programmes for employees and the CEO programme (a programme to develop leaders with the CEO as the principle mentor.

A decision was made during 2020 to run a programme to develop ‘ready now’ leaders using the CEO programme concept, with the principle mentor being the General Manager. Using this approach, the expectation was that the successes of the CEO programme could be scaled up. The programme is called ‘General Manager Programme’ – GMP, in short.

Kansanshi Mining Plc is running this leadership development program to ensure it has a healthy pipeline of readynow leaders. The 12-month programme has been running since April 2021 with 6 employees on the programme. Given the expected continued growth of FQM, the focus as a company is in ensuring it has leaders developed that understand the culture that has underpinned its success to-date to drive and sustain this growth.

General Manager’s Programme participant Ethel Chasha-Cruz

At Kansanshi Mining Plc, the approach taken was to partner with a renowned leadership training service provider (Franklin Covey) that could take the approach to leadership of the FQM Way of Bolder, Smarter, Driven and Together and use this as a blueprint for developing FQM leaders of tomorrow.

Successful leaders are differentiated by the results they achieve, the actions they take, how they think and who they are. The decision to partner with Franklin Covey was, therefore, taken to ensure a structured approach to the programme and guarantee effective leaders emerge post the programme.

The first cohort for the GMP is made of 6 senior specialists (experts in their field of study) selected from across the business. The program has practical value-add projects working with an assigned coach/mentor (a senior manager in FQM) and a formal journey into the fundamentals of effective leadership by Franklin Covey.

The Leadership Development programme is, therefore, expected to ensure Kansanshi Mining Plc has a healthy pipeline of ready-now leaders to handle strategic tasks going into the future.

General Manager’s Programme participant Gerald Zambika

Africa Outlook issue 94 | 19

KANSANSHI FOUNDATION

Kansanshi Cycling Team

Movie Night provides popular evening entertainment in our rural villages.

Kansanshi Foundation has 7,000 farmers on its farmer input support programme

A

t Kansanshi Foundation, the corporate social responsibility wing of Kansanshi Mining Plc., we believe that in order to establish a lasting legacy, long after mine closure, we need to “teach a man to fish”.

This is the philosophy behind everything we do.

Our flagship Conservation Farming farmer support and Conservation Farming for Nutrition program are testimony to our philosophy.

Since 2012, we have trained over 40,000 farmers in better farming methods that benefit

the environment. We have 7,000 farmers on our farmer input support program and each one of the 7,000 farmers have converted from subsistence farming to emerging commercial farmers, all farming for profit.

Crop yields have improved by an average of 200%, with some farmers receiving an improvement in crop yields by over 700%. In 2020, the farmers harvested 6,000 tons of maize and in 2021, the farmers harvested 9,000 tons of maize. The Conservation Farming for Nutrition provides families with a balanced meal every day. Our

Our education support is run by our Kansanshi Education Quality Improvement Program, or KANEQUIP. This program strives to improve literacy levels at the schools we support, by providing teachers with additional training and resources and by providing school children with additional (74,000) text books. The program also provides 6,900 school children with a vitamin and mineral enriched meal every school day.

The ingredients for this meal are grown by our farmers. Our mobile library provides school children with additional reading resources, while our School on Radio program provides adults and children with the opportunity of attending school if they are otherwise unable to attend school. Every month we fabricate new school desks and rehabilitate old school desks. We have built two model early childhood development centers and our early childhood development specialist provides support to other government ECD centers.

Our Kwambula Training Center provides advanced artisan training to our local community, to assist them to obtain employment either on our mine or in other industries.

We have a strong gender empowerment drive. Our ‘Jimuka’ Program provides adolescent girls with the equipment and counselling to assist them with dealing with the challenges of going through puberty. We have built a one stop center for gender based violence at our local hospital and have also provided a safe house for victims. Both of these facilities are run by the Young Women’s Christian Association. In order to provide funding for these two facilities long after mine closure, we have set up a women run jewelry factory, called Nsanshi Art Studio.

Nsanshi Art generates a sizable profit which goes towards the running costs of the two facilities. Nsanshi Art also provides valuable jewelry trade training to vulnerable women. We have 385

Infrastructure Development

Kansanshi Foundation’s education support is run by its Kansanshi Education Quality Improvement Programme

vulnerable children, mostly girls on our school bursary program.

We pride ourselves on our support to various sports teams. Our cycling team participates in races both locally and internationally and achieves podium positions in most races. In football and netball, we support teams in all our supported schools, provide support to our Farmers Football League and provide support to our Super League Team, Kansanshi Dynamos and their two subsidiaries, Kansanshi Dynamos Women and Young Kansanshi Dynamos. We have a community rowing team within our Sports Foundation, a chess team and also an athletics team.

Our community banking provides micro finance to micro entrepreneurs.

Community banking teaches our community to save and invest. We have over 135 community banks each with 20 – 30 members. Our community banks have created micro economies where previously there were none.

Due to Covid-19, our micro entrepreneurship training has also moved from the classroom to FM radio.

The benefit of this is the entrepreneurs can continue trading while they listen to their lesson.

Our stakeholder engagement covers some 34 NGO’s, traditional leaders and community members. Every month, focused meetings cover topics such as healthcare, Education and Agriculture.

Our Community Healthcare includes two mobile clinics that cover rural areas and provide quality healthcare in areas such as malaria prevention, HIV and STD management, pregnancy, general healthcare and nutrition support. During the Covid Pandemic, we have supported our local hospitals with oxygen and Covid-19 testing facilities.

Green Charcoal training, making charcoal from waste maize cobs, provides an alternative livelihood to selling charcoal made from trees.

Our Community Safety program provides schools with road safety literature and lectures in order to minimize road accidents.

This is our commitment to our lasting legacy.

P.O. Box 110385 Old Congo Road Solwezi Zambia www.first-quantum.com www.zccm-ih.com.zm

Africa Outlook issue 94 | 21

INDUSTRY SPOTLIGHT

Interview: Zambia Chamber of Mines (ZCM) INTERVIEW

ZCM is the official association advancing Zambia’s mining industry.

Advocating a future for responsible mining, CEO Sokwani Chilembo tells us more about the chamber’s vision.

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

Sokwani Chilembo CEO, ZCM

P

romoting a sustainable future for mining, ZCM’s membership encompasses mining and allied companies of all sizes across the country. We discuss ongoing challenges and take a look at what’s ahead with CEO at ZCM, Sokwani Chilembo.

22 | Africa Outlook issue 94

Sokwani Chilembo, CEO (SC): The Chamber was formed in 1942 when the scale of Zambia’s copper endowment first became apparent. The operators that were here at the time decided to form the Chamber so that they had a platform to engage with the government of the day.

The Chamber continued to exist all the way until 1973, when the mines were nationalised. It was then reconstituted in 2000, after enough players re-entered the market for it to make sense. It’s made up of the major copper mining players and strategic

g n i k a e Br

! y l e f a S s d n u o Gr

KASCCO LIMITED, is a Large-scale mining contractor registered in Zambia as a limited liability company in the year 2005. specialised in: • Mining contract works, • Bulk Earthworks, • Drill and Blast, • Exploration • Civil Works, • General Construction, • Aggregate Crushing, • Transportation and Hire of Heavy Earth-moving Equipment.

Kascco Limited provides services to major mining firms in Zambia • First Quantum Minerals Limited -Kansanshi Mine, Zambia • First Quantum Minerals Limited - Kalumbila Mine, Zambia • Barrick Gold - Lumwana Mining Company -Lumwana Mine, Zambia P.O.BOX 110340,Solwezi Zambia Mob: +260979560530 | Email: kasccozambia@gmail.com www.kasccozambia.com

INTERVIEW

INDUSTRY SPOTLIGHT

suppliers to the industry, such as energy distributors on the Copperbelt and other large suppliers of key input. Our membership makeup also includes OEM representatives and other suppliers to the industry.

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

SC: Now, in addition to the messages that we put across, we also administer other functions. These include rescue services and emergency and disaster preparedness, which we coordinate across the industry. It’s a voluntary service but the training aspect is managed by a competitive league. The winner of this league process gets to attend the International Mines Rescue Competition which takes place annually in different locations around the world. We also coordinate the first aid training process within the industry, and these are initiatives that have grown in recent years.

We also host events and various conferences.

Before COVID-19, these had become more regional in character. Although the pandemic did throw us off a bit, this side of the Chamber is now progressing quite well again. For example, eight weeks ago we

24 | Africa Outlook issue 94

We have never seen this kind of demand profile for copper - it’s a once in a century opportunity” - Sokwani Chilembo, CEO, ZCM

Achieved 1.0 million LTI free hours on construction.

Mimbula has started a graduation program for geologists.

Moxico Resources has employed 580 employees in Zambia.

Moxico Resources with its subsidiary Mimbula Minerals believes in ZERO HARM to our biggest assets, our EMPLOYEES!

Moxico Resources starts construction of its leaching project at the Mimbula Mine in Zambia, Copperbelt, close to the Town Chingola having previously reopened the Mimbula Mine.

July 2021 was the date construction started of the exciting first phase of the Mimbula Leaching Project this which entails a 10kt Leach Pad and Solvent Extraction and an Electrowinning plant, first metal is expected early third quarter 2022. This will be the first of several phases at Mimbula.

MOXICO RESOURCES Salisbury House London Wall London EC2M 5QQ www.moxicoresources.com

INTERVIEW

INDUSTRY SPOTLIGHT

held our mine rescue awards in Livingstone, and this was attended by our colleagues in Botswana.

Finally, policy advocacy is a big part of the Chamber’s role. We advocate for responsible mining, whereby all stakeholders seek mutual benefits for everybody involved, including the host community and hosting business associations, whilst protecting the immediate vicinity of the mine and restoring it as closely as possible to its pre-mining state. The area where we encounter our main challenges is with enforcing stable policies around responsible mining.

The existing policies have made it difficult for the industry to grow, so this is where our focus has been for the past few years.

AO: What do you find most exciting about Zambia’s mining industry?

SC: The most exciting thing is where we are right now. We have never seen this kind of demand profile for copper - it’s a once in a century opportunity.

It is a chance to use these great prices to turnaround the industry, and get it back to where it’s supposed to be. For us, this means producing 1.5 million tonnes per annum in the next five years, two million tonnes by 2030, and three million tonnes by 2035.

26 | Africa Outlook issue 94

ZAMBIA CHAMBER OF MINES (ZCM)

EXPLORING FOR THE FUTURE

Our customers are predominantly based in geology and mining departments with a focus on:

Exploration | Geotechnical | Hydrogeology | Mining Our team is distinguished by their functional and technical expertise combined with hands-on experience.

Blu Rock Mining Services Ltd P.O.Box 20744, Kitwe, Zambia

+260 212 210 968 +260 966 899 999 admin@blurock.co.zm

www.blurockmining.com

Africa Outlook issue 94 | 27

INTERVIEW

INDUSTRY SPOTLIGHT

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

SC: It’s the cost of installation, as the mining industry sits in a very high-cost arena. There are a lot of duplicated initiatives that we find ourselves contributing to, like national health insurance, or national skills development plans, when we have our own initiatives that we are invested in.

There are issues around the escalation of municipal rates, and the power outlook is another key concern. We also have the very high cost of capital here, because of the risk premium, which we hope will go down with the way that the government is approaching things.

We will continue to promote safety, health, and environmental practices for all key players in the sector” - Sokwani Chilembo, CEO, ZCM

28 | Africa Outlook issue 94

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

SC: As an industry we have projects which have been in limbo and are now being reviewed. This includes the expansion of Kansanshi’s smelting capacity, and the extension of its mines.

Within the Chamber itself, it has been a couple of years without having our conferences, but next year

ZAMBIA CHAMBER OF MINES (ZCM)

Nash Explosives Limited

Nash Explosives Limited is the first indigenous Zambian explosives company.

The company has over the years acquired expertise in the manufacture, application, use and handling of explosive products.

The mission is unlocking customers’ riches through safe rock blasting thereby creating value for our customers through the provision and application of superior products and technical knowledge.

Website:

www.nashexplosives.co.zm/nashex Telephone:

we are excited to roll out our CSR conference at the beginning of Q2 and the Zambia Investment Mining and Energy Conference. We’re hoping that with the way COVID-19 is evolving with vaccinations that we will be able to make these things happen.

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

SC: We definitely want to grow our numbers. There is a lot of activity in minerals and copper, so we hope to grow copper volumes and bring on board major operators in manganese and other minerals.

We will continue to promote safety, health and environmental practices for all key players in the sector to use within their own operations and to pass on to their contractors. Health and safety are priority number one in everything that we do so that will definitely remain a key focus.

We also want to become a centre of excellence in mine rescue and safety, health and the environment as well. We are heavily involved in the environmental protection fund and want to progress the country into a leader in responsible mining.

AO: Are you optimistic about the future of mining in Zambia?

SC: Yes, we are. The new government is beginning to enforce policy that is in alignment with what the industry has been seeking for such a long time. Our geological endowment is looking very promising as well so it’s an exciting time and we cannot help but be upbeat. There is a lot of work that needs to be done to bring us to where we’d like to be but we’re pretty sure that anybody who comes along for the ride will not regret coming to Zambia for the next five to 10 years. There has never been a better time to come here.

INTERVIEW

+260976049810 | +260964028144 | Zimbabwe: +263713589237

Tel: +260 96 5879196 www.mines.org.zm Africa Outlook issue 94 | 29

INDUSTRY SPOTLIGHT

SPOTLIGHT ON EAST AFRICAN LOGISTICS Logistical performance in both domestic and international trade is central to economic growth and competitiveness, and East Africa is no exception Writer: Jack Salter | Project Manager: Matt Cole-Wilkin

T

he logistics sector is recognised as one of the core pillars of economic development, connecting firms to domestic and international markets through reliable supply chain networks.

The process of integrating East African Community (EAC) nations into one bloc has helped to improve the region’s logistics performance, making investments more attractive and reducing the cost of doing business.

For freight forwarders in East Africa, who oversee the movement of cargo, packing, documentation and customs clearance, the establishment of a Single Customs Territory (SCT) in the EAC has helped to tackle a lot of problems, particularly related to clearance procedures.

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The SCT was implemented to facilitate faster clearance and improve cargo movement along the Northern and Central Corridors of East Africa.

There has been a significant reduction in the administrative burden of freight forwarding in East Africa as a result, with improvements made in areas such as customs transit systems, cargo tracking systems and interagency coordination in the region.

The international trade logistics industry in East Africa is characterised by vertical segmentation, in which the largest logistics suppliers take the biggest clients, offering a variety of services including warehousing, consolidation, packaging, goods inspection, and import/export advisory services.

Large freight forwarders are increasing their scale,

FEDERATION OF EAST AFRICAN FREIGHT FORWARDERS ASSOCIATIONS (FEAFFA)

OVERVIEW OF THE EAST AFRICAN COMMUNITY (EAC)

not only to leverage their buying power with carriers and their geographic scope, but also to develop their range of services, especially those that add value and increase margin.

However, small- and medium-sized freight forwarders are being forced to adapt. As well as increasing efficiency in an environment where manual data entry remains widespread, they are having to evolve from pure forwarders to providers of a wider range of services.

As a result, freight forwarding is a highly competitive business in most parts of the world, including East Africa, necessitating the development of more value-added services for operators in the industry.

It comes as the clearing and forwarding industry in East Africa continues to face a lot of challenges in terms of professionalism, with the sector over time defined as one where a lack of integrity is rife.

Mission – To widen and deepen economic, political, social and cultural integration in order to improve the quality of life of the people in East Africa, through increased competitiveness, value added production, trade and investments.

Values – Underpinning the EAC is its commitment to: • Professionalism • Accountability • Transparency • Teamwork • Unity in diversity • Allegiance to EAC ideals

INTRODUCTION

Vision – To be a prosperous, competitive, secure, stable and politically united East Africa.

Africa Outlook issue 94 | 31

INDUSTRY SPOTLIGHT

Interview: Federation of East African Freight Forwarders Associations (FEAFFA)

INTERVIEW

Aiming to promote a professional freight logistics industry in East Africa, Fred Seka, President of the Federation of East African Freight Forwarders Associations, discusses freight forwarding as a catalyst for trade and regional economic growth

Fred Seka President, FEAFFA

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

Fred Seka, President (FS): The idea of forming FEAFFA started way back in 1999, just as the East African Community (EAC) was being revived after it collapsed in 1977.

Freight logistics industry players decided to form a regional association that would provide them with an opportunity to engage with the EAC and its partner states at a regional level with one voice, serving the interests of members and the industry at large.

It united all players in the EAC on matters related to customs clearing and freight forwarding, in order for logistics to become a reputable profession in the region.

FEAFFA today is a regional private sector apex body of the clearing and forwarding agents (CFAs) industry in East Africa, representing over 2,500 CFA firms.

32 | Africa Outlook issue 94

Currently, FEAFFA has six members: the Association Burundaise des Agences en Douane et Transitaires (ABADT), Kenya International Freight and Warehousing Association (KIFWA), Rwanda Freight Forwarders Association (RWAFFA), Tanzania Freight Forwarders Association (TAFFA), Uganda Freight Forwarders Association (UFFA), and Zanzibar Freight Forwarders Bureau (ZFB).

FEAFFA aims to promote a professional freight logistics industry to facilitate trade and regional economic growth. It strives to address challenges experienced by the freight logistics industry, and advocates for the removal of barriers that impede the full implementation of the EAC Customs Union.

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

FS: FEAFFA’s work revolves around professionalising the logistics industry and enhancing compliance in the EAC region.

There was a need for the industry to speak in one voice, especially on matters of common interest. This is why the industry came together at a regional level, bringing together different national associations.

However, by coming together, we realised there were challenges that we needed to address to improve the way we serve our clients.

Some of the key areas we prioritised included training and capacity building, enhancing ethical

FEDERATION OF EAST AFRICAN FREIGHT FORWARDERS ASSOCIATIONS (FEAFFA)

FEAFFA aims to promote a professional freight logistics industry to facilitate trade and regional economic growth” – Fred Seka, President, FEAFFA conduct, supporting members to enter meaningful contracts with their customers by developing standard trading conditions, creating informationsharing opportunities, supporting trade facilitation efforts by customs administrations, and more.

To address knowledge and capacity gaps, FEAFFA partnered with revenue authorities in the region and the EAC Directorate of Customs to launch a premier regional training programme for customs agents and freight forwarders. The East African Customs and Freight Forwarders Practicing Certificate (EACFFPC) programme seeks to equip clearing agents and freight forwarders with the necessary knowledge, skills, and other important attitudes for

the provision of competitive and quality services to their customers.

We are forever indebted to our development partners, who have been extremely supportive of our EACFFPC training programme and partnered with us to scale it up in the region.

As well as developing a code of conduct, stating the dos and don’ts that must be agreed upon by the agent and their clients before conducting business.

FEAFFA also developed the Model Customs Agents and Freight Forwarders Management Bill 2017, a regional model bill to function as a reference point to guide EAC partner states in enacting national laws to govern operations of the freight forwarding industry.

Africa Outlook issue 94 | 33

INTERVIEW

INDUSTRY SPOTLIGHT

The bill covers aspects considered by a spectrum of industry stakeholders as vital in ensuring a genuinely professional customs agents and freight forwarders sector.

The standard trading conditions (STCs) developed

by FEAFFA, meanwhile, describe the basic terms and conditions under which business transactions are made, protecting agents from unscrupulous customers.

FEAFFA appreciates the contribution trade facilitation plays in reducing the cost of moving cargo across the region. As such, it has made it a point to support all efforts intended to simplify and harmonise business processes.

One such effort is the Authorised Economic Operator (AEO) programme, which increases the proportion of regional cargo moving with minimal restrictions and controls, whilst the Global Logistics Convention (GLC) programme aims to bring together key players within the freight logistics industry at national, regional, and international levels to share experiences and common practice.

Another key role the FEAFFA has played is to become a channel of information for the industry whenever there are changes in the operating environment, such as the Rules of Origin (RoO) or the Single Customs Territory (SCT). This is usually done to ensure clearing agents can seamlessly play their role of facilitating the movement of cargo within the region.

FEAFFA also partnered with TMEA and the EAC to develop and market the Regional Electronic Cargo and Driver Tracking System (RECDTS).

The RECDTS App provides a surveillance system to monitor the health of truck drivers and enable contact tracing. It allows partner states to electronically share truck drivers’ COVID-19 test results, thereby minimising the need for multiple COVID-19 tests in a single trip.

The cornerstone of FEAFFA’s initiatives, though, has been its development partners, among them the United States Agency for International Development (USAID), TradeMark East Africa (TMEA), Japan International Cooperation Agency (JICA), Business Advocacy Fund (BAF), Commonwealth Secretariat (COMSEC), Family Health International 360 (FHI360) and the Africa Economic Research Consortium (AERC).

We have worked with them on various programmes geared towards building the capacity of the industry to facilitate trade across the borders of the EAC region.

34 | Africa Outlook issue 94

AEO inception meeting in Dar es Salaam, Tanzania in 2018

AO: What do you find most exciting about working within the East African logistics sector?

FS: The transport and logistics sector is very complex, dynamic, and highly interlinked with other sectors both at local and regional levels.

The sector in the region has made many strides, but unfortunately a myriad of challenges still prevail.

Many non-tariff barriers (NTBs) to trade still exist, and new ones continue to crop up from time to time, but logisticians must navigate through all

Engagement with URA and UFFA

Training on the updated curriculum

these barriers to ensure cargo gets to the desired destination in time.

I wake up every day to ensure these challenges do not stand in my way, and that our customers get their goods on time and in the right condition. That is what keeps me excited.

The outbreak of COVID-19 taught us big lessons, because cargo still had to move from one point to another.

region not being fully harmonised, the African Continental Free Trade Area (AfCFTA) and the likely challenges it will cause for SMEs in our sector, infrastructure limitations in some parts of the region, and general public ignorance about the significance of the industry.

The industry is also not professional enough to be able to deal with the unethical conduct of operators.

It is still reliant on customs and general commercial laws, which unfortunately do not adequately address this critical gap in our sector.

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

FS: Aside from NTBs, there is a low level of trust from regulators and shippers. As a result, they continue to impose many restrictions to the detriment of compliant and professional operators.

There is also stiff competition from multinationals that is stifling small- and medium-sized enterprises (SMEs). Big players can attract business from their associates in a country or region, and they also offer a variety of services that most small operators are unable to compete with.

Other challenges include political rivalries and insecurity, conflicts with regulators and other government entities, some aspects of trade in the

INTERVIEW

FEDERATION OF EAST AFRICAN FREIGHT FORWARDERS ASSOCIATIONS (FEAFFA)

AO: What trends are currently transforming the East African logistics space and how are you responding to them?

FS: The outbreak of COVID-19 in the region and globally has significantly changed the way we conduct business within the freight logistics industry.

The requirement for paperless transactions, for instance, means that we must provide capacity for our members to cope with these changes.

FEAFFA is also seeking support and collaboration to implement the recommendations from a study into the impact of COVID-19 on the transport and logistics sector in East Africa, conducted in Africa Outlook issue 94 | 35

INDUSTRY SPOTLIGHT

programmes in Ethiopia.

With the digitalisation of customs procedures, customs departments have continued to embrace digital solutions to address various operational challenges.

The demand for one-stop solutions has also largely increased in the region. FEAFFA is therefore seeking ways to enhance this as a way of facilitating trade.

AO: What are the benefits of being a member of FEAFFA?

INTERVIEW

Meeting with KENTRADE on Self-regulation bill in Kenya 2019

partnership with the Africa Economic Research Consortium (AERC).

The low uptake of the AEO programme in the region is also exerting pressure on FEAFFA and other stakeholders to find ways of improving its uptake and facilitating trade. The recommendations of a study released by FEAFFA in partnership with the Commonwealth Secretariat (COMSEC) will help to do that.

The push for more accountability among customs clearing and forwarding agents charged with the duty of handling cargo on behalf of their clients in the region prompted FEAFFA to lobby for the enactment of a self-regulation bill among partner states in East Africa.

The self-regulation bill is meant to address the gaps in the laws that govern the industry. Existing laws, for example, do not adequately address the key aspects of individual agents such as their ethical conduct, training, and their relationship with cargo owners. Through this bill, FEAFFA will also have the mandate to implement her initiatives in the region and with legal backing.

In terms of diversifying modes of transport, we have witnessed increased investment in rail and maritime transport, whilst the establishment of One-Stop Border Posts (OSBPs) will enhance intraregional trade in East Africa.

The implementation of the Single Customs Territory (SCT) will facilitate faster clearance and improve cargo movement along the Northern and Central Corridors, and there has even been trade facilitation with other countries outside the EAC. TMEA, for instance, has been implementing

36 | Africa Outlook issue 94

FS: FEAFFA provides access to participation in industry training initiatives, with subsidies available when attending some of the programmes and events run by the federation.

FEAFFA advocates the common interests of members at a national and regional level, generating recognition in East Africa and beyond.

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

FS: The domestication of the Model Customs Agents and Freight Forwarders Management Bill 2017 is still underway. All EAC countries, apart from South Sudan, have drafted the bills with key stakeholders including the revenue authorities already engaged.

The next key steps will involve engaging with the legislature and other relevant bodies to discuss the possible passage of the bills.

FEAFFA, with the support of TMEA, is also updating the training curriculum for customs clearing agents and freight forwarders in the region.

This follows a market survey that was earlier conducted by TMEA that outlined the need to update the curriculum to address the challenges and dynamics within the sector.

FEAFFA-TMEA funding partnership signed during the GLC 2019 in Kigali

FEDERATION OF EAST AFRICAN FREIGHT FORWARDERS ASSOCIATIONS (FEAFFA)

The federation is also working closely with governments and other industry stakeholders to address current challenges at the borders, review existing interventions and identify areas of improvement.

Bringing South Sudan on board is still a work in progress. We aim to unite the industry among all the EAC partner states through representation.

Stakeholder engagement meeting on the CPD programme in Uganda, 2021

Stephen Analo, Principal Customs Officer, EAC Secretariat

Among the key areas of focus is expanding the programme to include a diploma scheme, making the curriculum competency-based, ensuring the curriculum responds to technological requirements in the sector, and expanding existing online learning portals to ensure education is easily accessible.

Additionally, some graduates of the EACFFPC training programme often require refresher courses to keep them up to date with the changing times. We are therefore introducing a Continuing Professional Development (CPD) programme to address these gaps.

We are finalising the development of an integrated CPD system, which we intend to pilot in at least two countries before rollout, as well as advocating for an EAC COVID-19 passport to ease cross border movement for transport and logistics sector workers.

FS: In the next five years, FEAFFA envisages an industry that is fully professional and compliant with the enactment of self-regulation laws.

“In the next five years, FEAFFA envisages an industry that is fully professional and compliant with the enactment of self-regulation laws.”

We believe that the enactment of these laws will enhance the level of accountability and standardise operations across the region, which will result in a more efficient service delivery, less illegal trade, an increase in trade volume, and a significant reduction in the cost of doing business in the region.

Efficient and effective logistics services will see a significant reduction of the time and money involved in moving cargo across borders, due to this enhanced professionalism and compliance. This will positively impact the cost of doing business in the region.

FEAFFA also envisages increased trust between industry players, regulators and shippers, reducing the number of compliance measures, as well as a significant reduction in the number of NTBs to trade in the region, especially the ones that originate from an unprofessional and non-compliant industry.

We expect to add additional members, including South Sudan, in a bid to ensure all EAC partner states benefit from the initiatives of the federation.

FEAFFA’s influence on the African continent as AfCFTA takes shape will be supplemented by more recognition from both public and private sectors, as part of a self-sustaining industry.

INTERVIEW

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

Tel: (254) 738 150 673 info@feaffa.com www.feaffa.com Africa Outlook issue 94 | 37

INDUSTRY SPOTLIGHT

Spotlight on South African Plastics Plastics SA is championing responsible plastic packaging consumption and driving the circular company to guarantee a vital and competitive industry for South Africa. Executive Director, Anton Hanekom, tells us more Writer: Phoebe Harper | Project Manager: Jordan Levey

INTERVIEW

E

very sector worldwide relies on plastic to some degree, from the automotive industry to education. As the largest manufacturer of plastics in sub-Saharan Africa, the South African plastics industry converts approximately 1.84 million tonnes of locally produced and imported polymers each year.

Faced with challenging market conditions, the industry today is defined by the prevailing trends of extended producer responsibility (EPR), responding to pressure groups, and accelerating the circular economy.

Experiencing shifting market demands, most recently the overarching need for sustainability with a product that is widely perceived as an environmental threat, the industry has come to embody the versatility, resiliency and durability of the material itself.

We speak with the organisation challenging the negative perception of plastics and advocating for the responsible production and consumption to make it a material of choice and guarantee the sector’s longevity.

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

Anton Hanekom, Executive Director (AH): Plastics SA traces its roots back to 1975 when it was informally created by representatives of various plastic organisations operational in South Africa at the time. A few years later, the Plastics Federation of South Africa (Plasfed) was officially formed and

38 | Africa Outlook issue 94

registered as a Non-Profit Company (NPC) in 1979. In 2011 the Plastics Federation of South Africa officially changed its name to Plastics SA and introduced a new brand identity as part of its aim to represent a South African plastics industry that is dynamic, modern and in step with international developments.

As the umbrella organisation for the South African plastics industry, Plastics SA represents all sectors, including polymer producers and importers, converters, machine suppliers, fabricators and recyclers. Our primary focus areas have always been advocacy, providing technical training to the industry, promoting the use of plastics and educating the public on issues including recycling and litter reclamation.

Plastics SA is funded by membership fees based on sales of locally manufactured and imported plastics raw materials and other contributions and sponsorships from industry associations. Most of our income is derived from our training activities within the plastics industry.

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

AH: In step with the changing needs and demands of this dynamic industry, Plastics SA has adapted its strategy and focus areas over the years. Being part of the greater, global plastics community also influences our objectives, messages and methodologies. One thing that has remained unchanged, however, has been our unwavering commitment to support our industry.

PLASTICS SA

The last decade has seen us place a much stronger emphasis on sustainability. 20 years ago, the issue of plastics at sea was of little or no importance to many - although Plastics SA was already sounding the alarm bells at the time about waste material entering the marine environment and appealing to the public to use and discard their plastics responsibly. Today, this issue has been pushed to the top of the agenda in South Africa and around the world. As a result, we have begun seeing much greater support and participation by individual citizens, communities, corporates, municipalities and national government in our various beach, river and in-land clean-ups.

Our action plans have undoubtedly shifted over the last few years to a much stronger focus on the circular economy, EPR, the roles and responsibility of Producer Responsibility Organisations (PROs) in meeting collection and recycling targets, the need for effective waste management infrastructure, plastic alternatives, compostability, chemical recycling, and creating a ‘nothing wasted’ mindset to ensure that plastics do not end up in the environment. All these initiatives take place within the context of encouraging collaboration through the full value chain where everybody has a part to play.

We take the role of communication very seriously and have various target audiences with whom we engage. Our efforts to educate and communicate the benefits of plastics that are fit-for-purpose to end-users are ongoing. Consumers influence the retailers with regards to the products and packaging they stock on their shelves. They are also often the most vocal pressure group, but unfortunately very often their opinions are based on half-truths that

PLASTICS SA – VISION Plastics SA’s vision is to enable a vibrant and sustainable plastics industry in South Africa, and to: • Be valued and respected by local and international industry, customers, suppliers, government, community and employees.

• Promote the use of plastics as the material of choice.

• Develop the skills needed through accredited training programmes.

• Support environmentally responsible actions that benefit industry and society.

need to be corrected and countered. Using the power of print, broadcast and social media, we aim to provide a balanced, realistic and well-researched view about the use, reuse and recycling of plastics.

The plastics industry itself is another target audience. Encouraging safe and sustainable manufacturing processes and getting the entire value chain to become involved in our efforts to be an environmentally responsible industry are key objectives. We also need the industry’s input and participation in our research for producing up-todate industry statistics.

Africa Outlook issue 94 | 39

backgrounds to find new ways to solve challenges and exceed customer expectations in an environment of inclusion, diversity, and integrity.

AO: Can you expand on your circular economy strategy for plastics?

Africa Outlook spoke to Cicelia Van Rooi, Managing Director at Dow Southern Africa about its work in the region.

Africa Outlook (AO): Briefly introduce us to Dow Southern Africa.

Cicelia Van Rooi (CVR): In 2020, we marked 60 years in the region.

South Africa is where we started our Africa operations and we have since expanded and established offices in several countries in Northern, Western and Eastern Africa.

We also have two strategic manufacturing facilities in Egypt and South Africa. This long-term commitment really matters to us and allows us to fulfil our growth ambitions in Africa. We have products that go into the application areas of packaging, industrial intermediates, infrastructure, performance materials and coatings. The plastics industry’s contribution to South Africa’s economy in 2016 was close to ZAR 76 billion and supported jobs for 60,000 people.

AO: What differentiates Dow Southern Africa from the competition?

CVR: Our ambition is to become the most innovative, customer-centric, inclusive, and sustainable materials science company in the world. This is a bold ambition, but I am confident that we are putting everything in place to attain this ambition – globally, and here in Southern Africa. Our culture and our purposeful approach to create the culture we want, is what differentiates us. We believe in putting people first.

Our people are using their unique perspectives and

CVR: Our circular economy strategy for plastics in Africa revolves around three main pillars: • Keeping plastic out of the environment – closing sorting and collection gaps, facilitating clean-up and education campaigns that help to demonstrate the value of plastic and that it shouldn’t be lost to waste.

• Delivering solutions to advance a circular economy for plastics – a holistic suite of solutions from packaging design for recyclability, mechanical recycling and alternative end-uses for plastics that cannot be traditionally recycled.

• Increasing our impact through partnerships – being humble and recognising that we can’t solve this problem on our own. We’ll use our expertise to help convene and work collaboratively with government, communities, our staff and value chain partners to drive innovation and change.

This strategy led to a commitment in 2020 to accelerate these commitments: Stop the Waste: By 2030, Dow will help “stop the waste” by enabling one million metric tonnes of plastic to be collected, reused or recycled through its direct actions and partnerships. The company is investing and collaborating in key technologies and infrastructure to significantly increase global recycling.

Close the Loop: By 2035, Dow will help “close the loop” by having 100 percent of our products sold into packaging applications be reusable or recyclable. Dow is committed to redesigning and offering reusable or recyclable solutions for packaging applications.

AO: Could you tell us more about how you seek to rebalance the gender divide in the industry?

Dow Southern Africa supports the development of innovative circular solutions, like this Green Brick project which is a uniquely South African innovation, that upcycles a mix of sand, glass and previously unrecyclable multi-layer post-consumer plastic waste.

CVR: We believe that our people need the right culture to flourish. This includes an inclusive workplace that embraces diversity where everyone can advance and feels respected and valued. It’s the right thing to do for our employees. It’s also the right thing to do for our business, as a truly inclusive culture can help drive employee engagement, superior customer solutions and better performance for our investors. In 2017, we accelerated our actions for strengthening inclusion and diversity (I&D) at Dow. We also appointed our first chief inclusion officer and implemented a focused and holistic I&D strategy.

A clean-up event in South Africa – Members of the community, Dow colleagues and partners come together to help collect and sort plastics waste.

Additionally, we continue to make progress in key areas, especially driving action through our Employee Resource Groups (ERGs). Across Dow, our 10 ERGs answered the call to take on a greater role to foster a truly inclusive workplace. Dow’s Women’s Inclusion Network is our platform for women in the workforce.

This platform is not just for women, but we actively encourage men to participate and address issues that impact women in the workplace.

AO: Looking ahead, what are your key priorities for the coming year?

CVR: Globally, our purpose is to deliver a sustainable future for the world through our materials science expertise and collaboration with our partners.

Africa is one of the most exciting and potentially dynamic markets in the world, increasingly capturing the attention of the world’s largest businesses. The continent offers strong economic growth, increasing regional economic integration and diversification, untapped natural resources, high access to mobile technology and a young, entrepreneurial demographic.

In Southern Africa, our key growth priorities include: a. Deepening our support and collaboration: Alongside our customers and partners, we want to extend our support and collaboration to innovate and develop sustainable solutions that can resolve the local needs. A good example is our newly established partnership with AECI, to support Oliver’s Village - a non-governmental organisation outside of Benoni that provides a variety of social services to the most disadvantage people of Daveyton. Through the partnership, Oliver’s village will have access

to solutions and services to enable sustainable agriculture. b. Focusing on sustainable growth: More than 96 percent of the world´s manufacturing goods are enabled by chemistry, and the potential of chemistry to bring social and environmental value is limitless. Our plan is to expand our support to other manufacturers across the region, while diversifying our product offering. c. Safety and sustainability: Safety is our number one priority at Dow. The safety of our people, customers and our products is not debatable. In 2019, Dow expanded its award-winning Product Stewardship Academy in Africa and here in South Africa, we are at the forefront of safety advocacy through Responsible Care initiative. The programme proactively engages customers to increase product safety knowledge and safe material handling practices in developing regions. d. Our people: Our people are at the core of our growth strategy. We want to continue developing our people and employee experience to ensure that they feel valued.

Dow Packaging Twitter Dow PSP LinkedIn Page Dow Africa Instagram www.africa.dow.com | corporate.dow.com Africa Outlook issue 94 | 41

INDUSTRY SPOTLIGHT

Finally, government and the business community are our third major target audience as we need their involvement and willingness to collaborate with the industry by forming public-private partnerships (PPPs) if we are to succeed in our efforts.

INTERVIEW

AO: What do you find most exciting about South Africa’s Plastics Industry?

AH: The past few years have not been easy for local plastics manufacturers and recyclers. Issues such as unstable electricity supply and load shedding, high operating costs, labour unrest and the impacts of COVID-19 have left us battered and bruised.

However, these players refuse to give up. They rally together when the going gets tough and are not afraid of adapting or embracing change when it is needed. Even the most difficult of challenges are faced and conquered with good nature, resilience and perseverance.

Looking ahead, we are excited about the Plastics Master Plan which aims to initiate passion and enthusiasm for locally manufactured products and, in turn, grow the local plastics industry and the South African economy.

As of 5th November 2021, South Africa has put into effect new EPR legislation, whereby it is now mandatory for producers of packaging to register with South Africa’s Department of Forestry, Fisheries and the Environment (DFFE), to join or create a PRO and pay the relevant EPR fees. We are excited about what this new legislation could mean for the industry in boosting our sustainability efforts to create a circular economy as citizens, retailers, brand owners, packaging manufacturers, government and the recycling industry start to collaborate with one another.

42 | Africa Outlook issue 94

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

AH: In the wake of COP26, discussions are now taking place about the possibility of separating plastics from fossil fuels. These are noble endeavours, but it is important that we take into consideration the rights and livelihoods of workers when shifting to sustainable alternatives and processes. We must ensure that the replacement material for plastics is economical, recyclable, effective and fit-for-purpose. Plastic remains one of the most environmentally friendly materials (provided we reuse and recycle it) and will play a major role in a lower carbon future.

Government’s support for initiatives aimed at reducing plastic waste has strengthened the growth of the plastics market. Despite the vocal anti-plastics sentiment, the demand for plastics continues to grow in various end-user industries, for instance in the automobile sector. As our population increases in the coming years, the demand for food will continue to rise. Food will also need to arrive fresh and intact on the consumer’s dinner table, placing a greater demand on packaging that will keep goods fresher for longer and protect it from contamination or breakage during transit. Plastics do exactly that.

It is lighter to transport than alternative packaging materials and helps save on greenhouse gas emissions, but we must ensure that the packaging can be re-used or collected for recycling.

Making paradigm shifts also means that the industry needs to take a long, hard look at its own methodologies and approaches. We recognise that it cannot be “business as usual” when climate change is a reality and households around the world are under pressure financially. Because the cheapest products (mainly imported) on the shelves are the ones that are being bought, the industry

PLASTICS SA

YOU SEE USED PLASTIC BOTTLES. COLLECTORS SEE VALUE.

active collectors involved in PET collection and recycling.

Recycling PET plastic bottles creates over 52 000 income opportunities every year in South Africa.

Many of these are reclaimers, who help divert thousands of tonnes of PET plastic bottles from landfill. The used bottles they collect are recycled, ensuring that they become bottles yet again.

This, in turn, creates more jobs, contributes to GDP, a cleaner environment and establishes a circular economy where the value of plastic bottles continues indefinitely.

R278 MILLION

Plastic bottles are not trash

55% POST-CONSUMER

beverage PET bottles collected for recycling.

OVER 50 000

The market value of post-consumer PET bought by PET recyclers. * Reported in 2020

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

AH: The need for current, evidence-based industry information and relevant trade data has become critical. For this reason, Plastics SA will be expanding its technical skills and knowledge base during 2022 in order to offer ongoing technical support to its members and the industry at large. We are currently in the process of developing a new knowledge base where we are hoping to attract the most experienced minds to help us grow, expand and support the industry.

We have just appointed an industry stalwart to the position of Technical Operations Executive, and are

INTERVIEW

has a considerable trade deficit. We are losing ground due to our under-performing economy, so where possible, we need to cut back, redesign and become more economical without sacrificing on sustainability.

Finally, we need to encourage our citizens to buy local. During 2020, the South African plastics industry recorded a R13 billion trade deficit. We need to replace these imports with locally produced and procured products.

Plastics SA management team

currently recruiting for a new Sustainability Project Coordinator, who will be supporting environmentally responsible actions that benefit the industry, as well as a Research and Knowledge Management Specialist, who will be tasked with researching economic indicators and industry statistics, collaborating on and influencing research projects, maintaining access to key industry information, and creating a knowledge hub. Finally, we have created a position for an Industry Growth and Trade Specialist who will focus on creating and enabling access to information about the local and international trade environment for the development of sustainable and Africa Outlook issue 94 | 43

INDUSTRY SPOTLIGHT

inclusive growth of the industry.

Our well-established training department is currently also in the process of rebranding and repositioning itself as an Academy of Learning and Development that will equip local and international learners with the latest technical and practical skills to address skill gaps facing the industry. The new academy will officially be launched early in 2022, with an expanded curriculum and a service offering geared towards appealing to our local market, whilst also adding significant value to the plastic manufacturing industries in the rest of Africa.

In terms of sustainability, our various clean-up projects will continue to grow next year. This includes our river catchment projects, litter boom initiatives and various coastal and inland clean-up projects.

Plastics SA will once again be involved in the hosting of the International Conference of the African Marine

Waste Network, which will take place from 25th to 29th April in Port Elizabeth. This event will aim to get representatives of various African countries to work together towards achieving “Zero Plastics to the Seas”.

We are also excited to be partnering with the Council for Scientific and Industrial Research (CSIR) and Green Cape on a new pilot project entitled, “Breaking the Plastic Wave”, a world first research model that aims to cut the annual flow of plastic into the oceans by approximately 80 percent over the next 20 years by applying existing solutions and technologies.

The CSIR were part of the development of this model and approached SA to become the first pilot project in the world. As part of the Working Group Steering committee, Plastics SA is populating the model with data sets; once the research has been

THE SOUTH AFRICAN PLASTICS INDUSTRY MASTER PLAN

INTERVIEW

• Value Chain Localisation – Growing local plastics manufacturing will require active identification and development of new domestic production capabilities within selected portions of the value chain to replace imports into existing markets.

• Plastics and the Environment – The industry needs to take action towards creating a circular economy for plastics, eliminating plastic litter in the environment, growing recycling rates and finding solutions for plastic products that are not currently recyclable in the mechanical recycling value chain.

• Tailor-Made Industrial Incentive Packages – Incentives will provide the value chain with continued resources as it attempts to upgrade and develop capabilities in the face of severe international competition. The qualification criteria can be amended to focus on employment, transformation and import replacement.

• Polypropylene Beneficiation – Opportunities need to be identified and pursued where the excess of PP homo-polymer can be utilised to grow the PP conversion industry, to replace imported PP products and to stimulate the export of PP products. The development of non-petroleum sources for ethylene will increase the availability of co-monomer for the manufacturing of PP copolymers.

• Testing, R&D – Many of the listed, accredited facilities are based in Europe and the US. Tests, verification and accreditation are cumbersome and expensive, with many trade opportunities missed due to incomplete documentation of proof.

• Trade Environment: o Domestic Trade: Optimising the growth potential of legally compliant manufacturers in South Africa is only possible if the costing differences between legal and illegal local producers is corrected. o International Trade: There is a need for stricter control on rules of origin, anti-dumping and trade corridors. Participation in the African Continental Free Trade Agreement needs to be managed properly to ensure that the rules of origin are honoured and applied.

44 | Africa Outlook issue 94

PLASTICS SA

The Southern African Vinyls Association is the voluntary industry association representing the entire PVC value chain.

SAVA strives to create a dynamic, sustainable and responsible vinyls industry in the sub-Saharan region by growing the industry and protecting its stature C Othrough N V E Ncommunicating T I O N 2 0 2 0the latest, scientifically-based and researched information. SAVA also represents 2 8 -South 3 0 O Africa C T O Bon E Rthe 2 0global 20 stage as a member of the Global Vinyl Council and Vinyl Plus.

Safe. Responsible. Sustainable.

completed, the model will provide a clear, evidencebased approach to dealing with the management of plastic waste, detailing the challenges we face and the best way to address them.

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

AH: We are very optimistic about the future of the plastics industry in South Africa. Plastic has been around since the 1950s and its versatility has ensured its use in almost every aspect of modern life. We have no doubt that plastics are here to stay. We might see certain changes being introduced over the next few years in terms of focus areas, processes and messages, but plastic will continue to be one of most environmentally friendly, fit-for-purpose materials.

The vocal calls we sometimes hear to ban the use of plastics is based on disinformation and without any solid evidence that can back up the claims. Not only can these irrational arguments be potentially perilous to the environment that we are trying to protect, but they could also jeopardise the livelihoods of many of our local manufacturers and their employees could be impacted by public pressure.

Virgin consumption grew by 11 percent in the last 10 years, whereas domestic recyclate consumption grew by 35 percent in the same period.

Strengthening the competitiveness of the South African plastics industry will have a significant impact on the recovery of the manufacturing sector in general. For the plastics industry to grow, products and sectors need to be identified where the added value would be substantial, and the cost of manufacturing (all inclusive) would be affordable.

To help us develop and maintain a plastics sector that is dynamic, vibrant and growing in line with the needs of our country and international developments, we encourage ongoing debates, discussions and partnerships. Although we might not know exactly what the future holds for us as an industry or as an organisation, we continue to dream of doing many great things that will reverberate into society for the benefit of future generations.

INTERVIEW

www.savinyls.co.za

Tel: (011) 314-4021 Info@plasticssa.co.za www.plasticsinfo.co.za Africa Outlook issue 94 | 45

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

AFRICA OUTLOOK is a digital and print product aimed at boardroom and hands-on decision-makers across a wide range of industries on the continent.

With content compiled by our experienced editorial team, complemented by an in-house design and production team ensuring delivery to the highest standards, we look to promote the latest in engaging news, industry trends and success stories from the length and breadth of Africa.

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

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FOOD & DRINK

Issue 94

ZAMBIA CHAMBER OF MINES (ZCM)

Behind an industry geared for prosperity

UNITING PEOPLE FOR A BETTER WORLD

PORT AUTHORITY OF COTONOU

Port operations central to socio-economic development

UNITING PEOPLE FOR A BETTER WORLD Country Director of Cervejas De Moçambique, Sandro Assis, talks of working with the community for the future

2 | Africa Outlook issue 94

Marketi ng Oppo

We are a company with the goal of ‘bringing people together for a better world’.

Our history spans more than 20 years of achievements and struggles for a better Mozambique. We are building a profitable and lasting company, operating with excellence and efficiency in everything we do, always with our customers and consumers in mind.”

For Sandro Assis, Country Director of Cervejas De Moçambique (CDM), the history of the company is as important as its mission today.

“The CDM name has always been among the biggest in our country,” he tells us proudly. “We work daily to maintain this position of relevance in the Mozambican business ecosystem, not only from a quantitative point of view, but also from a qualitative point of view, as an increasingly relevant actor in terms of social responsibility.”

People are at the heart of Cervejas De Moçambique. We speak to Country Director, Sandro Assis, about the beverage industry and the company’s efforts towards working with the community for the future Writer: Marcus Kääpä | Project Manager: Kyle Livingstone

Africa Outlook issue 94 | 3

IQBAL OMAR, Managing Director of PPC Barnet DRC discusses supplying the construction sector with quality cement products

www.africaoutlookmag.com/work-with-us

rtunity

CERVEJAS DE MOÇAMBIQUE

48 | Africa Outlook issue 94

FOOD & DRINK

UNITING PEOPLE FOR A BETTER WORLD

We are a company with the goal of ‘bringing people together for a better world’.

Our history spans more than 20 years of achievements and struggles for a better Mozambique. We are building a profitable and lasting company, operating with excellence and efficiency in everything we do, always with our customers and consumers in mind.”

For Sandro Assis, Country Director of Cervejas De Moçambique (CDM), the history of the company is as important as its mission today.

“The CDM name has always been among the biggest in our country,” he tells us proudly. “We work daily to maintain this position of relevance in the Mozambican business ecosystem, not only from a quantitative point of view, but also from a qualitative point of view, as an increasingly relevant actor in terms of social responsibility.”

People are at the heart of Cervejas De Moçambique. We speak to Country Director, Sandro Assis, about the beverage industry and the company’s efforts towards working with the community for the future Writer: Marcus Kääpä | Project Manager: Kyle Livingstone

Africa Outlook issue 94 | 49

SIMPLY DIFFERENT For nearly a quarter of a century Cape Umbrellas have supplied the leading brands across the globe with a unique, durable, and innovative shade solution. Accumulating a vast knowledge base and experience in the design and layout of branded products, Cape Umbrellas is a distinguished leader in the industry and continually pushes the boundaries to support the industry.

CELEBRATING NEARLY A QUARTER OF A CENTURY OF HIGH QUALITY AND RELIABLE UMBRELLAS!

CAPE TOWN FACTORY 47 FALCON CRESCENT, AIRPORT CITY, CAPE TOWN. T: +27 (0) 21 448 6012 E: INFO@CAPEUMBRELLAS.COM

FOLLOW OUR SOCIAL MEDIA CHANNELS FOR ALL THE LATEST CAPE UMBRELLA NEWS

JOHANNESBURG UNIT B1, 3 DAKOTA CRESCENT, AIRPORT PARK, GERMISTON. T: +27 (0) 10 880 0805 E: JHB@CAPEUMBRELLAS.COM

TAKE A LOOK AT OUR ALS VIDEO ON YOUTUBE

WWW.CAPEUMBRELLAS.COM

CERVEJAS DE MOÇAMBIQUE

CDM – THE PRODUCT RANGE AT A GLANCE ICONIC BRANDS: • 2M • Laurentina • Manica • Impala REGIONAL BRANDS: • Castle Lite • Flying Fish • Black Label GLOBAL BRANDS: • Corona • Stella Artois • Budweiser

52 | Africa Outlook issue 94

CDM is part of the wider AB InBev multinational drink and brewing company, and owns four breweries located in Maputo City, Marracuene, Beira and Nampula, employing over 1,200 employees. The company sports a broad portfolio, comprising iconic, regional and global brands available to over 50,000 customers across the country.

INDUSTRY INITIATIVES “The industry in Mozambique is in a very exciting moment,” Assis says. “The market is reopening after the COVID-19 restrictions, a lot of investment in the oil and gas industry is creating opportunities and expanding consumption in various regions of the country, and entrepreneurship is increasing with the rise of different small businesses

helping the flow of the economy.

“When looking at other AB InBev countries in Africa and even the world, Mozambique stands out as one with great opportunities to grow at all levels. Since CDM has been part of this country for so many years, we will make sure that we keep supporting the economic and social growth of Mozambique.”

According to Assis, through partnerships between the government and private sector there are efforts to implement initiatives that are designed to grow Mozambique’s economy aggressively over the next few years. This is good news for any procurement professional, especially in a country where a lot of materials are imported from neighbouring countries and overseas.

C

ape Umbrellas was established in 1999 in Cape Town, South Africa with the primary purpose of providing shade to the world.

Combined with the idea to design an umbrella that will make our customers’ lives easier and allow them to enjoy the pleasantries of being outdoors, we developed a easy-to-use mechanism called the A.L.S (automatic lifting system). We manufacture and supply premium patio umbrellas to the corporate, hospitality, restaurants, retail and end-users markets both locally and internationally. Focusing on quality, we have made a durable product using only the highest quality materials.

Cape umbrellas are not only uniquely different because of our easilift system but all our umbrella canvas tops are made with double joined seams, heavy-duty binding and reinforced corners which aid the durability and strength of the umbrella, allowing the umbrella to withstand the harsh elements of the outdoors.

As a leader in the umbrella industry, we focus on brand identity, with our inhouse design team we can help your business design any pattern you feel showcases your brand. An umbrella gives your brand that unique identity to separate you from the rest and boost your brand’s image as well as brand awareness.

Cape Umbrellas has focused on providing the highest quality print with multiple high-end Digital UV LED printers which allows us to match any pantone and print any image, finding the best fit.

With our digital UV Led printers there are no limitations. The full colour, photo quality printing and an exceptional colour fastness this really is the best way to represent your premium brand and this is where we have come in to support CDM. We strive to be simply different with shade being our main mission. We are here to make the most distinctive umbrellas.

www.capeumbrellas.com

Fivestar Group is one of the market leaders for Brand Activations.

The company provides services to some of the largest companies in the Mozambican market namely:

AB INBEV COCA COLA PERNOD RICARD BIERSDORF IMANA FOODS BRITISH AMERICAN TOBACCO MANY MORE

Fivestar Group is the One stop Shop for FMCG’s in Mozambique, providing all the necessary services to grow a brand in the market.

+258 21 086 304 | fivestar@fivestar.co.mz | www.fivestar.co.mz

The Brand Activations Division. From tactical to experiential campaigns, they do it all with a five star quality.

FIVESTAR ACTIVATIONS

This division provides branding material management services.

Through this division the company manages branding material of some of its largest clients. The service includes also storage of all material.

FIVESTAR EVENTS

Apart from Brand Activations and Events, Fivestar also has its own distribution division.

Through this division, Fivestar re-sells FMCG type of product to formal and informal markets in Mozambique.

FIVESTAR BRANDING

Similar to the Brand Activations Division, this focus’ on events. From concept to execution, Fivestar Events produces all sorts of events, from corporate to parties and concerts.

FIVESTAR DISTRIBUIDORA

CERVEJAS DE MOÇAMBIQUE MAINTAINING THE ADVANTAGE An aggressively growing economy provides opportunities in terms of local sourcing, and as one of the major importers in Mozambique, this offers CDM a great opportunity to contribute to the growth of the economy through local sourcing initiatives.

“With growth also comes the need for innovation to maintain the momentum and sustain the competitive advantage we have in the

CDM – HISTORY AND MISSION CDM began in 1995. It was in this year that the company was sold to the South African Breweries International group, which was one of the first foreign investments made in Mozambique following privatisations conducted by the government.

In 2009, CDM expanded its infrastructure to the North region, with the construction of the Nampula factory, and in October 2016 AB InBev merged with SABMiller Plc, thereby indirectly becoming the main shareholder of CDM. CDM’s story continues today. The company works daily to maintain its position in Mozambique’s business ecosystem and continues to operate for the good of the people and community.

56 | Africa Outlook issue 94

market,” Assis continues. “Innovation in this context entails launching new product lines that can assist us with market penetration and catering to the needs to our consumers.

“Procurement plays a key role in innovation. By sourcing quality raw and packaging materials at a competitive price, the business can sustain the growth momentum it has built over time. Some of the innovations may require materials that have never been used before

locally, and this becomes a challenge for procurement to source efficiently, but also presents an opportunity for us as a team to guarantee material availability and contribute to the growth of the business.”

With regards to procurement, material availability has been a key focus in CDM’s many markets across Africa, and Mozambique is no exception. The COVID-19 pandemic has introduced many challenges when it comes to sourcing goods.

Fivestar Group is a Mozambican Company that provides different services in the market.

The company runs an operation with over 2000 Employees across the Country.

The Company started as a Brand Activations Agency but since 2016 has expanded to other areas of business. The Company is in the Mozambican market since 2006.

Appart from Ab INbev, Fives Star provides services to other global companies like Coca-Cola, Multichoice, Imana Foods, Biersdorf, Pernod Ricard, Clover and many more.

The Company has 4 Different business Divisions:

As the Pandemic hit the world, the company had most of its operations shut down becase of the social distancing restrictions. As a way of fighting back, Five Star started a Social projects division ( Five Star Care) and developed a project Called Stop Covid 19.

• Brand Activation • Events • Branding • Distribution The Brand Activation and events Divisions are some of the largest in the country. Before the Covid 19 pandemic, Five Star was executing over 2500 Brand Activations per month. Five Star is the AB INbev Supplier in Mozambique executing all Brand Activations and events for all brands across the country.

The Company started working with AB Inbev in 2014 executing activities for one of the smaller brands of their portfolio ( Chibuku). Since then the relationship with the group has grown and now Five star executes Activations to all the groups brands.

T +258 21 086 304

|

The Project consisted in allocating disinfection teams in the main bus stops, bus terminal and informal markets.

The project was well supported by the Ministry of Health and was funded by some of Fivestar clients in the beginning before it got the attention of some of the biggest NGO’s in the country. AB Inbev was one of the biggest supporters to the project.

Five star is represented across the country in Mozambique with offices distributed in the South, centre and North region. In 2019 the company started a new expansion plan, setting up a new office in Namibia.

E fivestar@fivestar.co.mz

|

www.fivestar.co.mz

Services, trading and Procurement We operate through consortia or representations, having in most of the products we provide, specific certifications for each product / service, in order to ensure safety and quality standards, which are in accordance with the needs of our customers.

OUR BUSINESS HOURS We operate 24/7 from Monday to Sunday with a continuous service!

Contact us +258 84217836 | +258871110112 | mozambiquebusinesszone@gmail.com | mozambiquebusinesszone.com

CERVEJAS DE MOÇAMBIQUE

COMBATTING COVID-19 Over the course of the COVID19 pandemic, CDM has made a collective donation of $1 million towards the purchase of vaccines; an effort made in recognition of its corporate social responsibility towards protecting people and the communities in which the company operates.

CDM strongly believes that preventing the spread of COVID19 is not only a government task, but also a mission of all players in society.

The company’s aim was to ensure that the people who are vaccinated can help to protect even more people around them, particularly those at high risk.

“WE ARE BUILDING A PROFITABLE AND LASTING COMPANY, OPERATING WITH EXCELLENCE AND EFFICIENCY IN EVERYTHING WE DO, ALWAYS WITH OUR CUSTOMERS AND CONSUMERS IN MIND” - SANDRO ASSIS, COUNTRY DIRECTOR, CDM “Global commodity prices have gone through the roof, and this has impacted the cost of our major raw materials such as barley, crowns, labels and many others,” Assis informs us. “Sea freight costs have also increased significantly, contributing to a further increase in the landed cost of the commodities we use for our finished products, which are very much loved by our consumers.

“High input costs make it difficult to continue providing products to the 60 | Africa Outlook issue 94

market at competitive prices, but a growing economy like the one we are operating in provides many businesses and start-ups with an opportunity to set up manufacturing plants locally. By providing the same materials we are currently importing, and through local sourcing, CDM can benefit from the convenience of having access to raw material as and when we need it, at a competitive price, while we contribute to sustaining the local economy through supporting local business.”

“Our donation helped to protect thousands of people in our country, thereby helping to ultimately prevent the spread of COVID-19 while simultaneously ensuring we reignite the economy,” Assis says. “CDM is focused on making a difference in people’s lives in Mozambique.

We are a partner to building a better world for the people we serve.”

CERVEJAS DE MOÇAMBIQUE

AFRICA OUTLOOK: CAN YOU TELL US HOW CDM IS BRINGING GLOBAL BRANDS INTO MOZAMBIQUE AND GROWING THE BUSINESS PORTFOLIO? Sandro Assis, Country Director: “The introduction of global brands in Mozambique has been carefully done by understanding consumers’ needs and looking at market trends.

“The three brands that we introduced are all relevant for our current highend market. Corona, a lighter beer, perfect for drinking outdoors, served in an innovative and refreshing way with lime. Stella Artois, the most sophisticated beer, with years of experience that takes our meal occasions to another level. And lastly Budweiser, the biggest beer brand in the world that energises any occasion with its balanced flavour.

“We have been focusing on gradually building these brands while always taking into consideration and respecting the culture of Mozambique so they can land in a more meaningful way in consumers’ lives. Although our priority will always be strengthening and expanding our unique national brands (2M, Impala, Laurentina, Manica) we also see an opportunity to bring the most valued brands in the world of beer to our consumers to enjoy.”

ECA ECA commenced in 2011 with a business concept to create support for small holder farmers in Mozambique, on a commercially sustainable long-term basis with a food crop.

MISSION & VISION Our Mission - local Agro-based industrial company that provides efficient farming practices to smallholder farmers in Mozambique. It provides affordable quality inputs to these farmers and buys back their produce at a guaranteed fair market price to process into high quality consumer products.

Our Vision - transforming local smallholder farmers into commercial businesses to become self-sustainable through the adoption of modern farming techniques and business practices. We aspire to be a leading food processor through investment in the most efficient machinery, equipment and technology.

OUR SERVICES Agronomic Training Incorporating a full agronomy department, this team plays a critical role in the value chain, transforming smallholder farmers into bankable micro entrepreneurs through increased yields, due to a combination of modern agricultural technologies.

Financial Support Providing inputs and a guaranteed market to over 16,000 local farmers.

Logistic Support Providing logistical support to farmers for inputs to farms and produce to market.

LOCALISED PRODUCE Agriculture is one of the major industries that supports CDM across many markets in Africa. When considering what makes up the drinks represented by the different brands, agricultural products form a significant portion of the company’s input materials. The main agricultural products CDM uses include malted barley, maize, cassava and sugar.

“Without malt and adjuncts, we would not be able to produce the high-quality products we offer to our customers, therefore as a company we must prioritise agriculture,” Assis explains.

62 | Africa Outlook issue 94

“Due to the climatic conditions in the countries we operate within, we are unable to source barley locally, but maize and sugar are 100 percent locally sourced through several stakeholders we have partnered with in the industry.”

OUR CLIENTS Breweries A locally produced raw material from the farmers, processed into premium quality maize grits for brewing a locally produced beer.

Stock Feed The by-product from the milling process is a high quality maize bran consumed by both local and regional livestock markets.

Farmers Trust and integrity are the basis of our relationships with the farmers who recognise the benefits to produce 16,500 tonnes of a non-GMO quality maize crop with above average financial returns.

www.ecamoz.com

Empresa de Comercialização Agricola ECA is a fast-growing food processing company based in Manica Province, Mozambique. It was created in 2011 with the goal of supporting small scale farmers in the region to grow and sell food crops on a sustainable long-term basis. The company was founded by experienced agronomists, alongside AgDevCo, a specialist agriculture investor operating across Sub-Saharan Africa, which provided long term seed and growth capital. ECA now processes over 15,000 tons of maize every year, sourced from over 16,000 local farmers, and plans to grow significantly over the next five years.

OUR VISION • Transform local small scale farmers into micro-entrepreneurs through the adoption of modern farming techniques and business practices.

• Become a leading food processor in Mozambique by building scale and through investment in efficient machinery, equipment and technology.

• Provide food security to Mozambique during uncertain periods of drought and flood.

OUR MISSION • Supply affordable quality inputs and teach efficient farming practices to small scale farmers in Mozambique.

• Provide a secure market to small scale farmers by buying their produce at a fair market price.

• Process locally produced crops into high quality consumer products for the domestic market.

OUR PRODUCTS AND CUSTOMERS • We sell our fortified maize meal, Bella Xima, to wholesale and retail customers across the country. “Grown by Mozambicans for Mozambicans.”

• We sell our maize grits to the breweries for local beer production.

• We sell our bran, a milling by-product, to local and regional customers for feed production for the livestock industry.

OUR PEOPLE • ECA is managed by former farmer and longtime resident of Mozambique, Grant Taylor.

• Moses Muchayaya is responsible for agronomy and operations and Alison Taylor is in charge of Finance.

• ECA employs over 165 local staff from the surrounding area.

ECA has developed a strong relationship with its farmers by building trust and demonstrating integrity having partnered with them consistently over many years.

The farmers recognise the value of producing a non-GMO crop and reap the benefits of improved yields and quality that leads to above average selling prices.

OUR FARMER SERVICES • Agronomic Training: ECA has an in-house agronomy department which plays a critical role in the value chain by increasing farmer productivity through various technologies.

• Financial Support: ECA supplies inputs to farmers on credit and provides the farmers with a secure market for their produce at a fair market price.

• Logistical Support: ECA provides logistical support to farmers in the central region of Mozambique.

Bairro Samora Machel, Catandica, Barué, Manica, Mozambique +258 847 370 174 info@ecamoz.com www.ecamoz.com

CERVEJAS DE MOÇAMBIQUE

GG Coach Founded in the capital of Maputo (Mozambique), Germano Global Coach (GG Coach) is a limited company that has been licensed since 2008 by the Mozambique Legal Entities Registry, and one that specialises in goods transportation via coach.

At the time of our foundation, GG Coach began operations as an informal fledgling service due to our reduced financial standing. But through the determination of our board of administration, we managed to attract the attention of several clients, 24 of which are both current, permanent, and ranked in the top 100 largest companies in Mozambique.

This growth and fortitude did not stop during the COVID-19 pandemic, in light of which we have experienced an increased number of clients on top of greater volume of sales. Despite the challenges posed, this growth period represents the enduring spirit of GG Coach, and shows our ability to respond to client requests even at the most trying times. Today, GG Coach’s fleet include more than 300 vehicles, made up of coaches, trucks, pickups and taxis.

CDM provides a guaranteed market for farmers and as a result ensures that they can plant maize every season with a guarantee that their product will be bought for as long as it meets the specifications CDM have shared with the market.

“With regards to maize specifically, our stakeholders run local small holder farmer programmes where farmers receive the support they need to grow great quality maize that meet our specifications to brew beer.”

These farmers across different communities operate on small pieces of land. The type of support they receive from CDM’s partners includes sourcing good quality seed for future planting seasons, access to agrochemicals in order to control pests, having access 64 | Africa Outlook issue 94

to new developments in the agricultural industries (such as new techniques to improve crop quality, efficient harvesting machinery and mechanisms to minimise losses), as well as accessing a market from which to buy their products.

CDM provides a guaranteed market for these farmers and as a result ensures that they can plant maize every season with a guarantee that their product will be bought for as long as it meets the specifications CDM have shared with the market.

In the present, we are operating across a multitude of sectors and infrastructure and projects, spanning mining to oil and gas. Our locations cover Maputo, Inhambane, Tete, Nampula and Cabo Delgado Province, yet we aim to expand beyond these areas driven by our lasting determination.

www.ggc.co.mz

The mission of the company is to maintain the reputation that it has earned over the years by working on basic values of uncompromising integrity, customer satisfaction, safety measures, timely delivery of services. The company has a team of proficient and highly qualified professionals who provide quality solutions.

Av. Vladimir Lenine nr.1337 Ground Floor

T: +258 21 32 87 64 l +258 21 33 33 71/2 M: +258 86 500 4001

ggc@tvcabo.co.mz www.ggc.co.mz

CERVEJAS DE MOÇAMBIQUE

SMART DRINKING CAMPAIGN “We have just launched a smart drinking campaign named Calmalá, which means ‘Take it Easy’,” Assis reveals. “This is an educational call for responsibility, and it guides consumers to take informed decision when drinking alcohol.”

CDM’s Calmalá is based on three primary responsible drinking tips; the first of which is to drink slowly, advising for a time gap between the consumption of one drink and another. The second is alternate between food and water, with advice to consumers aimed at keeping their bodies hydrated and energised when drinking alcoholic beverages. Lastly, Calmalá highlights the responsibility consumers have to themselves and others when travelling after drinking alcohol, warning them never to drive and alternatively take a taxi or a lift from another who has not consumed alcohol.

66 | Africa Outlook issue 94

FOOD & DRINK

Outlook Creative Services

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

F O R M O R E I N F O R M AT I O N V I S I T: www.outlookpublishing.com/creative-services

Our passion is to build more value for you and your company.

Every day, our mission is to generate value for your business, helping you reduce operating costs, reduce customer complaints and improve the overall customer experience.

We know what it takes to differentiate ourselves and build loyalty: a proven business model, built on excellent customer service, which you can put into action immediately

Cleaning Services Provided:

www.continentalcleaners.co.mz

• Industrial Cleaning • Commercial • Gardening Service • Industrial Waste Management • Pest Control • Air Condition Maintenance

Africa Outlook issue 94 | 67

CERVEJAS DE MOÇAMBIQUE

Eclipse Imagem Corporativa Founded in 2000, Eclipse Imagem Corporativa has more than three decades of experience in the production and assembly of all types of visual communication, using the latest technologies to transform projects into reality.

During its existence in Mozambique, we have worked with efficiency and seriousness, always innovating through investment in technology, with a focus on obtaining more quality and speed in our production, in order to win the trust of large customers, especially CDM, with whom we have been partners for five years, with satisfaction, transforming each project into a great success.

www.eclipsemz.com

Liquid Logic Liquidlogic Moçambique Lda., which is part of the larger DDS Group of companies, is proud to be a service supplier to CDM for the past 24 years.

“The Calmalá campaign videos are being aired on TV, radio and can also be found on digital and static billboards beside some national roads such as Manhiça, Beira, Nampula and Pemba,” Assis adds.

COMMUNITY SUPPORT CDM is actively in the process of reviving local cassava starch production in a sustainable way, and this will involve the formation of a cassava small-scale farmer programme, similar to those 68 | Africa Outlook issue 94

the company has implemented successfully across other countries.

The programme will entail providing farmers with specific seedling cuttings for approved varieties of high yield crop for the benefit of both the farmer and the end customer.

“Similar to the maize programmes run by our partners in the industry, we will also provide farmers with support throughout the growing process of the crop and guarantee a market at the end,” Assis says. “Our

Operating under the trading names Liquidlogic, DDS, DRT, or DLT, The Group, with its professional and experienced staff, specialises in the installation, maintenance, and management of air-conditioning units, beverage coolers, dispensing equipment, and cold rooms.

The Group operates in 12 countries across the continent: Botswana, Eswatini, Ghana, Lesotho, Malawi, Mozambique, Namibia, Nigeria, South Africa, Tanzania, Uganda, and Zambia.

T +258 21 750 470/1 E sales@liquidlogic.co.mz www.liquidlogic.co.mz

FOOD & DRINK

Liquidlogic Moçambique Lda. is proud of its association with a loyal and long-standing customer base that relies on our quality products and service excellence. Our range of clients cuts across all business sectors and niches.

WE: • Are a proud partner with CDM and other loyal customers for over 24 years.

• Have a national footprint across Mozambique.

• Are specialists in beverage dispensing, commercial and retail refrigeration, air-conditioning equipment and contracts.

• Have highly trained and experienced teams.

• Ensure innovative use of technology.

• Employ tailor-made solutions to meet clients’ needs.

• Source and staff locally where practical.

• Are part of a group with a large African footprint.

Service | Solutions | Innovation

www.liquidlogic.co.mz +258 21 750470/1 | sales@liquidlogic.co.mz Av. Acordos de Lusaka, nº 21241, Bairro do Infulene “A”, Machava. Moçambique

Africa Outlook issue 94 | 69

CERVEJAS DE MOÇAMBIQUE

Top Marketing, Lda Top Marketing, Lda is a Mozambican based research agency that was established in 2005 with the aim of providing clients with unique business solutions when gathering and interpreting marketing intelligence.

The company is based in Maputo, but has permanent representation throughout the country.

We conduct consumer, business and trade research within the banking, health, telecommunications, food and beverage, transport, agricultural sectors.

Our ethical business approach, understanding of the local customs and ability to conduct research within Mozambique’s culturally, politically and socioeconomically diverse communities has earned us the trust and respect of our peers and clients within the regional marketing research industry.

topmarketingmz@gmail.com

Status Graphic We are a young company that has been operating in the Mozambican market for 11 years and has already become a reference in the graphic, screen printing, supply of corporate gifts.

We are constantly looking for innovative solutions and smart partnerships for demanding and dynamic customers, without neglecting quality.

cassava beer, Impala Mandioca, is one of the growing brands and this has prioritised the need for us to establish a sustainable supply chain for cassava and also to ensure that the local communities benefit from the existence of CDM in Mozambique.”

UPSKILLING THE WORKFORCE The cassava programme will also include a work stream that will focus on getting the local farmers to be 70 | Africa Outlook issue 94

skilled, connected and financially empowered. According to Assis, this skilled work stream will help deal with crop management protocol development, whereby the best management practices that are important for efficient productivity and helping new agricultural methods remain are developed.

“It will also include a service whereby technical advice is actively provided to all farmers based on

Our team of professionals is able to respond efficiently and effectively to the challenges presented.

The Status graphic is based on the satisfaction of all our customers.

T +258 21 303017 E sg@statusgraphic.co.mz www.statusgraphic.co.mz

FOOD & DRINK

Services You Can Trust.

174, 1 Andar, Av. Vladimir Lenine (Millennium Park Building) | Maputo - Moçambique Cells: +258 (84) 4071020/2977181 | E-mail: topmarketingmz@gmail.com

Corporate Gifts

Print Service

OUR SERVICES

Screen Printing

Laser Engraver

Apparel

Display

Workwear

Stationery

1381, Paulo Samuel Kankhomba Ave.

Tel.: +258 21 303017

E-mail: sg@statusgraphic.co.mz www.statusgraphic.co.mz Maputo-Mozambique

Africa Outlook issue 94 | 71

CERVEJAS DE MOÇAMBIQUE

72 | Africa Outlook issue 94

FOOD & DRINK

Spartacus Limitada, a majority Mozambican owned company, is a leading supplier of specialized industrial products and services in Mozambique.

ENGINEERED

We supply products in the following categories: safety, cleaning, construction, tools & equipment and welding.

We aim to add value to our customers’ operations through: • Excellent customer service • Quality range of products • Applying Total Cost of Ownership (TCO) principles to help drive down customers’ costs

BEYOND TOUGH We are proud to service Cervejas de Moçambique with their safety requirements with our safety products supply partners:

Maputo | Beira | Chimoio | Tete | Nampula | Pemba Customer Care: +258 843 892 470 / info.tecnica@jfs.co.mz www.tecnicaindustrial.co.mz facebook.com/mitsubishimotorsmocambique BE RESPONSIBLE. DRIVE SAFELY.

the crop management protocols at regular intervals during the growing season,” Assis adds. “The connected work stream will ensure that farmers have access to information about the industry and are able to receive instant communication on critical matters that concern them.

“It will involve smallholder farmer participation in an SMS/voicemessaging service through which they can receive information about weather forecasts to help decide when and how to apply their crop management practices. Meanwhile, it will also allow them to know how to price their commodities in the market so that, at any time, they can sell them at a competitive price to aggregators.”

The financial empowerment work stream will address farmer training on basic business and financial skills. In this way, farmers will be given an opportunity to subscribe

Sede: Estrada da Mozal, Parcela 510, Matola Rio Sucursal: Av. Acordos de Lusaka N⁰ 2008, Bairro de Mavalane, Maputo T +258 84 223 2255 | info@spartacus.co.mz

to appropriate financial and risk mitigation products such as bank accounts, mobile money accounts and crop insurance.

“There are major plans to be implemented from the beginning of 2022 on the agricultural side and these plans will ensure that farmers benefit, the economy is supported and that we can maintain the growth of our brands using local materials sustainably,” Assis reveals.

MOVING INTO A NEW YEAR For CDM, 2022 will revolve around working alongside its communities, strengthening its projects to create a positive social and economic impact, and continuing to surprise the market with various new and innovative products.

“We are also aiming to make our much-loved national brands (such as 2M, which has the highest equity in Africa) even more meaningful,” Assis

adds. “We endeavour to make our high-quality products more accessible to consumers by expanding our route to market to more rural areas. In these areas, our quality products aren’t as accessible, and consumers have no choice but to drink low quality products that could place their health at risk.

“All the while, CDM’s sustainability and community mission will remain at the heart of all we do, for the betterment of Mozambique for the future.”

Tel: +258 21 352 300 www.cdm.co.mz

Africa Outlook issue 94 | 73

NEWREST

MORE THAN JUST MEALS

Through remote site management, Newrest has expanded its world-leading catering and hospitality services to logistically challenging locations. Vice President of Remote Sites in sub-Saharan Africa, Julien Bony, tells us more Writer: Jack Salter | Project Manager: Kyle Livingstone

H

istorically, in-flight catering services have been the bread and butter of Newrest, which the company has provided in South Africa since 2010.

Here, through a well-balanced network of long haul, regional and charter flight operations, Newrest’s culinary experts create customised meals adapted to meet the high standards of its clients.

Recipes are developed and 74 | Africa Outlook issue 94

Julien Bony

executed by production units for some of the world’s most prestigious airlines, as well as traditional low-cost carriers who have a more simplified catering service onboard.

More than 250,000 in-flight meals alone are served every day by Newrest, with dietary requests always fulfilled and nutritionists offering advice and support in orientating airline requirements.

Beyond in-flight food service,

FOOD & DRINK BEYOND MEAL PREPARATION The logistical challenge of working in difficult-to-access locations is one that Newrest’s expertise in remote site management seeks to address.

Newrest’s services go far beyond the preparation of meals in isolated places as the company supplies and builds turnkey camps, taking care of everything required for a relaxing stay. This not only includes catering, but also household and laundry services, with team managers given hotel training to ensure that cleaning procedures meet the strictest standards in the sector.

however, Newrest is also active in a number of other related catering and hospitality segments; notably, it is a leading player in the management of hospitality services in remote environments such as mining sites or offshore oil and gas platforms.

“I manage the remote site segment in sub-Saharan Africa, but we have many different activities such as in-flight, retail and rail on the continent,” begins Julien Bony, Vice

President of Remote Sites in subSaharan Africa at Newrest.

“Catering itself is a challenge, whether it’s working with perishable products, logistics, shortages or price inflation, but overall, it’s very exciting.”

In remote areas, Newrest faces a whole range of challenges on a dayto-day basis and has been developing its specific expertise for many years as a result.

In the broadest sense, Newrest therefore provides hotel management services to anyone who has to work on mining sites, oil platforms or large construction projects.

The catering specifically is managed from central and satellite canteens on the clients’ sites, and the experience acquired by Newrest in this field has allowed the company to develop meals that respect nutritional standards as well as eating habits.

“Newrest is a catering company, but on the remote sites in particular, we are in charge of managing camps,” explains Bony, who first joined Newrest as a Deputy Camp Boss in 2012.

“Managing camps does not mean we are only providing food to our customers, it means we’re in charge of the housekeeping, laundry, maintenance, pest control, and many Africa Outlook issue 94 | 75

NEWREST other activities found within camp management.”

Newrest’s line of business can no longer solely be characterised as meal preparation, as guests now expect staff to take charge of anything that enhances the quality of life where they reside, ensuring they enjoy a level of comfort, atmosphere, and responsiveness comparable to more familiar environments.

For Bony, this is the distinct difference between the in-flight and remote site management services offered by Newrest. “In-flight, we are in charge of our own kitchens, whereas remotely we take over kitchens and are in charge of running entire camps,” he outlines.

It’s evident that assisting companies in the extractive sectors is part of Newrest’s DNA. As such, the business also contributes to the preparatory phases of major projects, whether it be designs for kitchens and restaurants, budget analyses, or support for local staff, among other things. All these services come to form part of the assistance provided to the engineering staff of Newrest’s future clients.

For Newrest’s own staff, remote site management has enabled them to gain new skills, both to enhance the company’s processes and to better meet the needs of its customers. As time has passed, Newrest’s offering has subsequently evolved into a reference point in many new sectors.

“We have the ability and capacity to adapt to the requirements of our clients. That’s a very important part of our activity,” emphasises Bony.

“What is also really important for us is client retention. It is through satisfying the client that we can retain them, and then develop our business in order to get new clients.

Satisfaction is not only about having good food; it’s also about having very strict Quality, Safety, Health and Environment (QSHE) standards in terms of food safety and so on.”

76 | Africa Outlook issue 94

NEWREST’S CATERING EXPERTISE Arising from the company’s work in all segments of the catering business, Newrest’s expertise is based on a wealth of unique knowhow, the transversality of which is expressed through four major pillars: Culinary experience – Newrest’s chefs are aware of the latest restaurant trends and love discovering and passing on new flavours.

Innovative solutions – An internal ecosystem dedicated to innovation and digitalisation has been put in place over the past seven years.

Integrated quality system – Now at a mature level, the system enables Newrest to accelerate the deployment of ISO certifications worldwide in multiple fields.

Responding to new consumer trends – Relying on the capabilities of its global production network, Newrest is able to respond to new consumer trends with dynamism and relevance.

CONTRACT EXTENSIONS Newrest’s other remote site management services include utility management and site safety, as well as creating and running leisure spaces comprising sports fields, movie theatres, libraries, bars, and more.

Guest houses, villas, offices, and other infrastructure belonging to clients in large cities are also managed in countries where the remote sites are based.

“Our remote activities in subSaharan Africa are currently present in four countries – Angola, Cameroon, Gabon and Madagascar,” reveals Bony.

“There is also an opportunity for remote site management in some traditionally in-flight countries, such

as Uganda and Nigeria, because of the mining and offshore industries.

In Angola, Cameroon and Gabon, for example, we have many valuable oil and gas clients.”

One such client, Total Gabon, extended a remote site management contract with Newrest in June 2021 for its Torpille and Anguille offshore bases, where hotel management and catering services have been provided

by Newrest for the living quarters. It followed a contract extension with Total E&P Angola for the Dalia and Girassol FPSOs, located in Block 17 north-west of the Angolan capital, Luanda, and the signing of two new contracts with Chinese company Yilong, a first with this customer worldwide.

FOOD & DRINK

Jess Assistance Created in 2002, JESS ASSISTANCE ensures the placement, provision and management of highly qualified temporary and temporary staff in all trades. With a favorable, growing statistic of more than 5,000 employees, placed and managed to date in sectors of activity such as: Oil work, Maritime transport, Catering, The wood, Metal construction and Administration.

TOGETHER, LET’S BUILD OUR FUTURE. contact@jess-assistance.com | www.jess-assistance.com

HORECA ANGOLA TAKE AWAY AND CATERING SOLUTIONS Take away | Pastries | Food | Hygiene

+244 941 555 555

admin@mbac-lda.com

HORECALUANDA

Africa Outlook issue 94 | 77

NEWREST Later in November 2021, Newrest also renewed its facility management contract for Ambatovy’s remote sites in Madagascar, a historic partnership that has now spanned almost a decade.

In doing so, Ambatovy, a major industrial operation mining and refining nickel and cobalt in Madagascar, has renewed its trust

NEWREST REMOTE SITE MANAGEMENT (WORLDWIDE)

BY NUMBERS: • €206 million consolidated turnover in 2020/21 • More than 125,000 meals served per day • Over 4,500 employees

BY SERVICES: Soft Facility Management • Office beverage services • Hospitality • Catering • Office support • Leisure • Mobility • Manpower • Security Hard Facility Management • Equipment supply • Fire systems • Landscaping • Maintenance • Pest control • Water supply • Environment

78 | Africa Outlook issue 94

in Newrest’s facility management services. Since 2012, Newrest has managed the accommodation and catering services of Ambatovy, providing services on the main site in Moramanga and on the plant site in Toamasina.

The extension allows Newrest and Ambatovy to define the strategic axes of the partnership in terms of quality of service. It is on this principle that the decision was taken to renovate all the production tools of the Moramanga and Toamasina sites, as well as completely modernise a 2,000 square metre space, divided into four kitchens.

“We have decided to entirely refurbish four kitchens that are currently on site, and that was made possible not only with some investment, but also our understanding and capabilities to refurbish such kitchens,” discloses Bony.

Residents of the Ambatovy camps also benefit from a home ordering and delivery service, allowing them to order their favourite meals from Newrest’s Connect’Eat app.

In the context of the COVID-19 pandemic, Newrest was strategically positioned as a reliable facility management service provider for Ambatovy to limit the spread of the disease. For Newrest itself, remote

operations have been kept relatively under control during the pandemic.

“Financially, COVID-19 caused us to lose some turnover, but compared to other activities and industries, it has been under control because in most cases, the work has never stopped,” Bony states. “The number of people we were catering for decreased and this explains why we had less turnover than normal, but it never stopped. The remote activities got impacted, but not as much as the in-flight industry.”

SUSTAINABLE DEVELOPMENT As remote site management is a clear logistical challenge, the key for Newrest when it comes to the supply chain is anticipation.

“To transport cans is easy because there is a clear expiry date, but to transport fresh fruits and vegetables is another challenge,” acknowledges Bony. “It also depends on the supply modes that are providing the food, so we have to arrange, adapt and organise our purchases based on this.”

Rail catering, meanwhile, remains an area of untapped potential for Newrest in southern Africa. Up north in Morocco, for instance, Newrest has been providing onboard catering to Al Boraq, the country’s first high-speed train service operating between Casablanca and Tangier, since 2018.

FOOD & DRINK

Al Boraq’s onboard catering offers a varied range of gourmet recipes, laced with Moroccan flavour and freshly prepared using natural ingredients such as citrus fruits, aromatic herbs and spices.

“We still don’t have rail activity in southern Africa, but we obviously have the skills and competencies to handle such contracts as we have demonstrated in Morocco. If the opportunity arises in the region, I’m pretty sure that we could take it,” Bony says.

Other examples of sustainable development include the company’s collaboration with local farmers in Cabinda, Angola, working together with the Cooperativa de Prestação de Serviços Agrários de Cabinda. The cooperative develops locally grown

fruits and vegetables in the province of Cabinda, and one of the objectives of the partnership is to favour the development of the farms through innovative means.

In Madagascar, Newrest has also supported Entendre le Monde, an NGO providing surgical assistance and ear, nose and throat (ENT) medical care in developing countries.

Guiding all of Newrest’s strategic decisions is the company’s CSR Charter, which formalises its cornerstone commitment to healthy, sustainable diets. The charter, which focuses on issues such as the fight against food waste, responsible purchase and reducing Newrest’s carbon footprint, is only the beginning of the company’s longterm investment in sustainable and

inclusive growth.

“We are really engaged in the CSR Charter. Of course, Newrest is not the entire world, but it starts with companies like us that are engaging in corporate social responsibility,” affirms Bony.

Sustainable development and adherence to social values therefore lie at the heart of Newrest’s ethos and activities, as it continues to be a global leader in multi-sector catering.

Tel: +33 562898064 j.timbart@newrest.eu www.newrest.eu

Africa Outlook issue 94 | 79

PPC BARNET DRC

80 | Africa Outlook issue 94

CONSTRUCTION

ONE CENTURY IN

CONSTRUCTION The Democratic Republic of Congo is growing. We take a look at PPC Barnet DRC, and discuss supplying the construction sector with quality cement products with Managing Director, Iqbal Omar Writer: Marcus Kääpä | Project Manager: Ryan Gray

T

he Democratic Republic of Congo (DRC) is an emerging market in Africa boasting a population of 90 million, making it one of the most populated countries in the continent.

With such rapid growth across the DRC and Africa as a whole, it is no wonder the construction sector is acknowledged as an industry with booming potential.

Iqbal Omar, Managing Director of PPC Barnet DRC, recognised this and joined the company at a unique period of time.

“I joined the business in the DRC in March 2020, just at the beginning of the first COVID-19 lockdown,” he reflects. “It was an exciting opportunity because of the potential the DRC held – and still holds – as an emerging market in the continent.

Africa Outlook issue 94 | 81

WORK YES, SAFETY FIRST Gringo Services global vision over the next five years is to move from being an SME to that of a large company with an economic weight, listed on national and international platforms thanks to its consistency in the respect of standards, qualities and procedures using the “Deming wheel” theory. A viable and competitive company, respecting “customer deadlines” and “supplier deadlines”.

Mbueno zeto mu Mimvu mitanu mieti kuiza kuntuala i mu katuka va kikada kia PME ye kula. Mu savukisa bisalu bieto kidivo tuakituka mvuama va kimosi ye zimvuama za nsi eto ye za Nza yamvimba, zozo zizeyi zitisa buansadila ye yangidika bo beti sumba.

La vision globale de G.S. dans les 5 années à venir, est de passer de l’état de PME à celui d’une grande entreprise avec un poids économique, cotée sur les platesformes nationales et internationales grâce à sa constance dans le respect des normes, qualités et procédures en utilisant la théorie de la « roue de Deming ». Une entreprise viable et compétitive, respectant « les délais clients » et les « délais fournisseurs ».

Matadi/DRC, avenue de la plaine n° 13, quartier ville basse, Commune de Matadi, siège social. A Kimpese, Immeuble DOING, Quartier Commercial, KONGO CENTRAL Email: gringservices@gmail.com | jeanlwemba2@hotmail.fr.

Telephone: +243 821755977 - 895530178 - 823857945

PPC BARNET DRC “If you look at Africa, a major boom is expected from the DRC. Not only is it very centrally located, but it also has a young, educated population and a wealth of mines and resources. In the south part of the country there are rich repositories of cobalt, nickel and diamonds, and in the eastern centre there is coal. In one part of the country close to the Ugandan border there are gold reserves, and in the east, there are vast areas of agricultural lands.

So, the DRC is a country rich with

AFRICA OUTLOOK: CAN YOU TELL US ABOUT YOUR CAREER PAST AND HOW YOU CAME TO WORK FOR PPC BARNET DRC?

resources and opportunity.”

Despite this, the DRC is not without its challenges. According to Omar, since 2016 there has been sufficient political stability to slow the pace of government decision making. This in turn has negatively impacted the DRC’s larger infrastructure projects, such as a large hydraulic power station (Inga) aimed to supply renewable electricity to the entire continent that is yet to be validated, which impact sectors across the board.

Bolloré Transport & Logistics Bolloré Transport & Logistics is a benchmark player in logistics in the Democratic Republic of the Congo.

It ensures the transport, storage, warehousing and delivery of goods through its 25 branches across the country.

Specialist in maritime consignment, authorized customs broker, Bolloré Transport & Logistics offers tailormade logistics solutions and brings expert mining operators. With its 800 employees, Bolloré Transport & Logistics DRC participates in socio-economic development of the country in several areas including the health sector, education and the environment.

Iqbal Omar, Managing Director: “I joined the Lafarge group in 1999 and spent more than 20 years of my career with the company, and in 2015, Lafarge merged with Holcim to become the company we know today.

“Throughout those two decades, I worked in various jobs relating to both functional and international responsibilities, including management roles, the latter of which took me from Singapore to Bangladesh then moved to Zurich in charge of building material trading for the Africa zone and following this I gained a position at the group HQ in Paris, France, where I oversaw divisions globally, totalling 60 countries from South America to the Asia-Pacific region for Branding and Distribution segment.

“Much of this work fell in line with distribution management, developing and implementing new retail business models and commercial branding including commercial excellence.

“In 2019 I decided to pursue an alternative career.”

84 | Africa Outlook issue 94

www.bollore-logistics.com

My talent shapes my future.

SC BTL-09/21 - picture credits : © Patrick Sordoillet.

PATRICIA AHOURO CUSTOMER SERVICES MANAGER

COMMITTING

More

TO GENDER EQUALITY

Women already account for 30% of the Bolloré Transport & Logistics workforce, and the company is stepping up this rate across its business lines. By training and supporting women employees throughout their careers, we offer them career prospects that are in line with their talents.

More

THAN JUST TRANSPORT AND LOGISTICS

PPC BARNET DRC “We are still awaiting the development of a deep-sea port, the Banana Port, as DRC has one unique entry to the Atlantic Ocean that acts as a gateway to supply the country (and Africa as a whole) with all imported goods,” Omar continues.

“On top of this, roads across the DRC are in poor condition. For example, you cannot connect the capital city of Kinshasa to the north or south, meaning the only way to travel is via plane or the Congo River, and by river it takes 30-40 days to reach some markets. That damages the economy when you look at the slower pace of interaction and goods exchange.

“This is a factor towards slowing the rapid growth of the country, but through the establishment of solid infrastructure investments, such as the development of better roads that will provide more efficient transport

86 | Africa Outlook issue 94

EFFORT AND REWARD In recognition of the hard work of the employees and team members of PPC Barnet DRC, the company hosts a reward ceremony every quarter that is divided into five categories: health and safety, change management, customer service, special project, and industry performance.

Trophies are given out to nominated employees who are collectively decided by a committee of staff from all levels of the business.

On top of this, recognition certificates are given to teams for collaborative positive results throughout the quarter.

networks for example, there will follow a rise in construction product purchasing across the DRC.”

RECOGNISING POTENTIAL Standing as one of the leading suppliers of cement to the construction industry, PPC Barnet DRC is a division of the Pretoria Portland Cement (PPC) group. The company belongs to the PPC group based in South Africa and the capital city of Pretoria where it began and after which it is named.

Having been founded in 1919, PPC is celebrating over 100 years in the industry serving customers across Africa. A century of service and experience has seen the company expand from its home of South Africa to Zimbabwe, Botswana, Mozambique, Ethiopia, and Rwanda, with the DRC a relatively new area.

Engen Lubricants: Powering your Growth Engen's range of high-performance lubricants are purpose-suited to serve customers across a broad spectrum of industries, including mining, construction, fleet, agriculture, manufacturing and automotive.

We understand Africa, and our lubricants are developed with the durability needed to withstand the toughest African conditions.

Our relationship with PETRONAS enables us to leverage their research and advanced technology, garnered through the designing, developing, and delivering of fluid and lubricant technology solutions that power the world champion Mercedes-AMG PETRONAS Motorsport team, to ensure that the products we offer our customers have withstood the ultimate Formula One ™ testing ground.

We take pride in delivering world-class products developed through superior R&D technology for top performance and fuel efficiency to the subSaharan Africa market.

Our lubricant products range from passenger car motor oils, commercial vehicle lubricants as well as industrial and marine lubricants that cater for consumers and commercial customers,

via our flagship brands including: • • • •

PETRONAS Syntium PETRONAS Urania Engen Xtreme Engen Dieselube

To learn more about our products, services, and partnership opportunities, visit ww�.engenoil. com/lubricants

PPC BARNET DRC “PPC began investing more into the DRC, and 2014 saw company plans begin with the correct licenses needed to build and operate a cement plant,” Omar tells us. “It took three years to set up, but the plant was commissioned in 2017, and today we are among the top three players in the DRC market.”

This plant is a brand-new green-field project with the latest technology in the field totalling a $300 million investment, constructed

by Chinese company Sinoma International Engineering.

“We are producing close around 400-500 metric kilotonnes (KT) of cement annually at the moment, and this is not our full capacity,” Omar explains. “The full capacity of the plant measures 1.2 million tonnes.”

The reason for this concerns the aforementioned need for infrastructure development. While output may not be reaching half of what the plant is capable of, the project represents PPC’s recognition of the promise and potential the DRC holds for cement and building material consumption.

Gecotrans To serve our passion GECOTRANS is a logistics company under Congolese law and with Congolese capital. In 29 years, GECOTRANS has been one of the Congolese leaders in its sector of activity. GECOTRANS provides its partners with a dedicated service and staff.

The vast knowledge of the regulation of dedicated agents; 213 customs experts ensures its customers a winning collaboration.

With 21 agencies across the DRC, GECOTRANS’s network of customs experts simplifies the transport of your goods across the DRC. Its quality management system guarantees your compliance with international standards to provide consistent and uniform service throughout the DRC. Certified ISO 9001 2015, GECOTRANS articulates its quality, on the provision of services that meet market requirements, legal and regulatory requirements; on the development of a customer-oriented listening strategy to its satisfaction; strengthening a healthy environment conducive to the development and efficiency of its employees; and improving skills through training.

OUR SERVICES ARE: Freight forwarder: provide air, marine or multimodal freight transport through a global network through its international partners.

Customs clearance: Thanks to an experienced team, GECOTRANS facilitates customs formalities by offering an all-in-one solution.

Maritime agent: We are the legal representative of the liner at the ports of Matadi, Boma and Banana.

We also handle the transshipment of containers by chartered vessels through the port of Pointe-Noire.

We also provide commercial ship management in the DRC. Dry port: GECOTRANS has a dry port with a capacity of 250 TEUs located 500 metres from the port of Matadi.

www.gecotrans.com

88 | Africa Outlook issue 94

FREIGHT FORWARDER CUSTOMS CLEARANCE SHIPPING AGENCY DRY PORT

Kinshasa Matadi Boma Lubumbashi

Mbuji-Mayi Goma Dilolo Aru

Beni Bukavu Bunia Doko

Kalemie Mahagi Butembo Kasumbalesa

Sakania Kolwezi Kisangani Mweneditu

Lufu Moanda

To serve you, Our passion +243999972072 / +243820855590 infos@gecotrans.com / sales@gecotrans.com www.gecotrans.com

51, Avenue du Livre, Kinshasa - Gombe République Démocratique du Congo

PPC BARNET DRC

KIKOTECH A standing industry partner to PPC Barnet DRC, KIKOTECH is a general servicing company that operates within the sphere of industrial maintenance. KIKOTECH keeps industrial wheels turning so that you don’t have to!

The company was founded in 2017

by Kiddy Kikobo, a young Congolese electromechanical engineer with more than 22 years of experience in the field of cement plant maintenance.

Today, KIKOTECH exists as a leading supplier of industrial maintenance services in the Kongo Central province.

Since its establishment, ensuing years have seen its portfolio of services greatly expanded to deal with varying and evolving customer requirements, some of which that have also become increasingly more technical and complex. These kinds of challenges have allowed KIKOTECH to flourish as an industrial maintenance provider and have helped the business make its mark in the Democratic Republic of Congo.

KIKOTECH has been working with PPC Barnet since its foundation, and the company prides itself on being the best at what it does within the Kongo Central province. To date, KIKOTECH is employing national workers, all skilled technician from various fields.

EVOLVING THE WORKPLACE Within the country, PPC Barnet DRC is focussing on the integration and collaboration of its employees at all levels. In order to help and promote a culture of being a united and collective work for developing the spirit of Ubuntu, ‘I am because we are’, the company has shifted to a new modern head quarter office.

“Our new office is an operational building with an open space to facilitate teamwork across the business,” Omar says. “This is not only between employees in the office, but also the collaboration between those at the plant and the head office in Johannesburg.

“Obviously, COVID-19 has not helped during this period, but it has 90 | Africa Outlook issue 94

These skilled technicians work across a variety of KIKOTECH’s business lines, including scaffolding assembly and repair work, welding and fitting work, air conditioner maintenance and repair work, electrical maintenance, as well as plumbing and civil works.

“Your partner offering industrial maintenance services with worldwide technical and safety standards” - KIKOTECH

not stopped us from hosting online meetings and various COVID-safe physical meetings, including major staff training sessions totalling over 4,000 hours of training collectively over the last year and a half, and we have implemented an ‘Engagement Project’ plan to monitor employee satisfaction across the business.”

kiko.tech2017@gmail.com

GENERAL SERVICES OF INDUSTRIAL MAINTENANCE

YOUR PARTNER OFFERING INDUSTRIAL MAINTENANCE SERVICE AT WORLDWIDE TECHNICAL AND SAFETY STANDARDS Founded in 2017 by Kiddy KIKOBO a young Congolese electromechanical Engineer with more than 22 years experience in Cement plant maintenance, KIKOTECH is a leading supplier of industrial maintenance services in the Kongo Central Province. The ensuing years have seen its portfolio services greatly expanded to deal with varying and evolving customer requirements. KIKOTECH has been working with PPC Barnet since it’s foundation.

To date, KIKOTECH is employing national workers, all skilled technician from various fields.

• • • •

ORDINARY AND SPECIAL WELDING BOILER WORKS, MACHINING PLUMBING CIVIL ENGINEERING

Scaffolding assembly & repair

Welding & fitting

Electrical maintenance

Plumbing

• • • •

ELECTRICAL INSTALLATION RENOVATION OF BUILDINGS FITTING ASSEMBLY

Air conditioner maintenance & repair

Civil works

8, Av. ROUTE MISSION LAMBA, Q.II BIS MASAMUNA – KIMPESE / KONGO-CENTRAL / R.D.C Contact : +243 82 660 60 69 / 85 033 90 96 | kiko.tech2017@gmail.com

PPC BARNET DRC STREAMLINED TECH PPC Barnet DRC has launched major projects over the past two years. Digiciment is one such undertaking, as a revolutionary digital app aimed at the retail business. Any shop or store can register on the app from which a customer can easily order PPC’s cement products.

“It’s really simple,” Omar explains.

“We have two products on the app at the moment but very soon we will have a third. Customers can pay digitally with their credit card and it has really changed the way we engage our customers across the DRC and other African countries.

“Before Digiciment, customers would have to journey to the bank,

AFRICA OUTLOOK: COULD YOU TELL US ABOUT YOUR HUDUMA PROJECT AND ITS IMPACT? Iqbal Omar, Managing Director: “The Huduma project (service) has been in the works for the past nine months, involving 20 employees aimed at improving the monitoring of shipments and the health and safety aspects that go alongside them.

“It is an internal company project that will allow us to track the individual trucks and their drivers arriving and leaving our facilities, and the status of the trucks themselves. All truck movements and delivery times can be tracked from a phone, tablet, or laptop, and this represents a major step in the customer journey. We are the unique company delivering cement to the end customer, it is an added value service that we offer, and one that we pride ourselves in alongside our health and safety monitoring capabilities.”

make the payment, bring the voucher from the bank to our commercial office and so on, and this whole equation would take two to three days.

“Now, with our digital app, everything is done in an instant we have simplified, automatised and secured the transaction.”

Through the app, PPC Barnet DRC can process, view and track payments in the moment, streamlining the 02C process indefinitely. Outside payments, the app also allows PPC to track the status of deliveries from initially leaving the company warehouse to the loading and point of customer delivery, providing the company with a greater level of monitoring over its operations.

Bensizwe Bensizwe has been a great strategic partner for PPC Barnet DRC for several years, providing recruitment, workforce management and payroll management services. Their expertise in these areas has helped PPC Barnet DRC to to focus on their core competencies.

With a vision to become a leading African provider of technological solutions and workforce development solutions for telecoms and other industries. Bensizwe has always been about innovation and growth is constantly spotting new opportunities in which to align their overall strategy to their clients’ needs.

www.bensizwe.com

POLYTRA POLYTRA via FRACHT GROUP is experiencing a stronger partnership with PPC BARNET in Democratic Republic of Congo and is wishing to solidify its collaboration by investing in environmental friendly assets to help and enhance PPC BARNET in its quest of greener operations.

POLYTRA is not only a logistics player in the game but also a “logic-stics” actor in constant adaptation in a dynamic and competitive environment. We are happy to be part of PPC BARNETT business development and will continue to act as a tailored made partner to sustain our growth.

www.polytra.be www.fracht.com

92 | Africa Outlook issue 94

CONSTRUCTION

Inspire. Deliver.

Transform.

Services provided: • • • • • • •

Recruitment Human Resources Management Payroll Management Services Call Centre Management Performance Management Mobile Money Agents Training

info@bensizwe.com | (+243) 82 157 2536 | www.bensizwe.com

Contact DRC; T+243 82 18 37 081 / +243 80 85 09 393 1022, avenue des forces armées congolaises.

C/Gombe Kinshasa DRC. www.polytra.be | www.fracht.com

OUR JOB IS LOGISTICS WITH PASSION, COMMITMENT, QUALITY & TRUST. Africa Outlook issue 94 | 93

PPC BARNET DRC

94 | Africa Outlook issue 94

CONSTRUCTION

E info@bagsandsacks.net T +243-81-9890001

Bags & Sacks is the premier manufacturer of woven sacks and bags in the Democratic Republic of Congo.

The company provides high quality innovative packaging products for the cement, agricultural and mining industries.

Export enquiries welcome.

“ENSURING THAT WE LIMIT EMISSIONS AND HELP IMPROVE THE CONDITIONS OF SURROUNDING COMMUNITIES IS PARAMOUNT, BECAUSE WE ARE NOT ONLY HERE TO HELP BUILD THE DRC, BUT TO KEEP IT THRIVING” - IQBAL OMAR, MANAGING DIRECTOR, PPC BARNET DRC 2022 AND BEYOND Moving ahead through 2022, PPC Barnet DRC is looking to improve its IT system to align with the new structure of organisation within the company after the Huduma project comes to an end.

“In terms of expansion, we are planning to open more warehouses in the south-east of the DRC to continue to grow our footprint in the country and reach product goals,” Omar reveals. “We will also be releasing a third product sooner or later, and this

expansion in product variety remains a core focus for PPC Barnet DRC. “We are going to start utilising young Congolese talent from engineering schools and through university graduate programmes, providing experience to young professionals and bettering the company with the latest skilled workers. Lastly, our relationships with communities and the environment around the DRC are extremely important for us to uphold.

“Ensuring that we limit emissions

and help improve the conditions of surrounding communities is paramount, because we are not only here to help build the DRC, but to keep it thriving.”

PPC BARNET DRC Tel: +243 844 488 900

Africa Outlook issue 94 | 95

WBHO BUILDING AFRICA

LEADING PAN-AFRICAN DEVELOPMENT We take a look at WBHO Building Africa, and the company’s key projects and values within the continental construction space Writer: Marcus Kääpä | Project Manager: Eddie Clinton

A

frica is rich with possibilities.

From a vast agriculture industry with yet untapped potential, to a growth in technological implementation and advancing infrastructure, the continent is increasingly becoming a centre of development.

Africa’s rapidly growing population is giving rise to an explosion in continental construction as the key sector driving the development of urban areas across multiple countries.

With this increase in population comes larger and more complex construction projects and betterquality facilities, each led by key industry players.

One such operator in the industry is WBHO Building Africa, a division that falls under the banner of the

96 | Africa Outlook issue 94

global Wilson Bayly Holmes-Ovcon (WBHO) Limited group. With its headquarters based in Sandton, South Africa, WBHO Africa is a multidisciplinary, international awardwinning construction company.

The company’s motto, “Rely On Our Ability” demonstrates the commitment WBHO Building Africa holds in providing its clients, either large or small, with consistent quality and safety-first operations.

“We stand firmly behind our motto because our commitment to delivering a high standard of construction practices is at the very heart of our business,” begins Deon Robinson, Managing Director of the division. “At WBHO Building Africa, we provide a hands-on approach to all construction projects, and our

CONSTRUCTION

Africa Outlook issue 94 | 97

WBHO BUILDING AFRICA building divisions are recognised as market-leaders in their respective geographies.

“We have a long-established reputation for reliability and safety that can be found in all of our public and private projects across numerous sectors in Africa, Australia and the UK.”

THE ADVANTAGE OF WBHO BUILDING AFRICA This quality and safety combination is part of what defines WBHO Building Africa stand out in the industry. On top of this, the company

has a goal-driven and determined team that proactively undertakes projects for the company’s range of clientele, working alongside them in a collaborative and professional manner.

“It’s not just about being client orientated, purpose driven and focused on delivery, you have to negotiate the market, and to do this you need motivated staff who are happy to work,” Robinson elaborates.

“We tend to interact with our staff on a personal and professional basis, and in that way, we are separate from a classic corporate environment.

WBHO BUILDING AFRICA – SERVICES AT A GLANCE

Roads and Earthworks:

Building and Civil Engineering:

• Mining infrastructure

• Retail

• Bulk earthworks

• Commercial offices

• Water infrastructure and dams

• Residential

• Energy infrastructure

• Healthcare

• Rail infrastructure

• Hotels and entertainment

• Pipeline infrastructure

• Warehousing and industrial

Design and Construction Projects:

• Data centres

• Airports

• Mining infrastructure

• Toll roads

• Industrial plants

• Renewable energy including wind, gas and solar

• Water infrastructure • Energy infrastructure including renewable energy

• Road work and bridges

• Serviced accommodation • Retail and commercial buildings

GardaWorld MANPOWER, EXPERIENCE AND EXPERTISE GardaWorld identified Mozambique as a key emerging market and set up our country headquarters in Maputo in 2011. We have since expanded our footprint throughout Mozambique with a second headoffice in Pemba serving Northern Mozambique and operations offices in Chimoio, Tete, Montepuez and ambitions to return to Palma.

The agile security solutions we provide our clients are intelligenceled, using a layered solution to enable us to establish an early warning system and information network from as far out as possible. The solution is flexible and ensures an appropriate response is deployed in a timely fashion in order to mitigate any risks.

This is complimented with the deployment of an independent (on site) command and control team — a highly trained, well-equipped and mobile security force, which is fully supported with communication tools, technology and, where appropriate, infrastructure security.

We strive to achieve operational excellence through the use of local content, which, by its nature, acts as a useful risk mitigator. When coupled with being actively involved with the local community, local content serves to enhance the overall integrity of the solution. We adhere to a locals-first recruitment policy, supported by experienced expatriate management, and are fully compliant with all local laws, international best practice and the UN Global Human Rights framework.

We work in a variety of sectors, with deep experience specifically in diplomatic and development agencies, natural resources, financial services, infrastructure, agriculture and retail. All our operations are fully certified to the highest international industry standards.

www.garda.com

98 | Africa Outlook issue 94

Protecting people, assets and reputations, globally.

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Mining

Maputo

WBHO BUILDING AFRICA “What really helps us move these projects forward is our company’s horizontal organisational structure, that streamlines the management of on-site managers and employees when it comes to efficient decision making. WBHO Building Africa is dedicated to finishing projects on time, and we make sure that there is a harmonious work environment that allows maximum communications and collaboration between our partners, team and those of our clients. We have local subcontractors that we support, and critically we understand that they are just as much a factor towards our success as any other. This kind of mindset helps us forge long lasting relationships as we move forward.”

For WBHO Building Africa, these reasons are central to the question of the company’s individuality in the industry, and this committed, and human-centred nature has helped the business expand in recent years.

This company’s culture is an

important and overarching aspect of the business that echoes in the many plans and projects it carries out across multiple African countries, including South Africa, and in which logistics management is a top priority.

PROJECT BOTSWANA In South Africa, WBHO Building Africa successfully imports hundreds of containers of materials from all over the globe for uses in the construction industry, and it is thanks to the company’s site managers, engineers, and logistics and procurement team that these materials are delivered on site across Africa on time and within budget. These materials are destined for countries such as Botswana, where WBHO is carrying out projects led by committed employees and the core values of the company.

“We have numerous projects being carried out at the moment, in Botswana and beyond,” Robinson says. “WBHO Building Africa’s Botswana-based projects include

GLOBAL OPERATIONS WBHO was established in 1970. The company’s offices are strategically located in Johannesburg, Cape Town, Durban and Port Elizabeth in South Africa, Mozambique, Botswana, Zambia, Lesotho and Ghana respectively.

Its Australian subsidiaries, Probuild Constructions and WBHO Infrastructure have their headquarters in Melbourne; in the UK, the Byrne Group is based in London, while Russell Construction operates from Manchester.

Standard Bank At Standard Bank, we believe that any plan to stimulate Africa’s long term economic growth requires infrastructure build programs to feature prominently. Investment in productive infrastructure can create an economic multiplier effect through the provision of essential services and by facilitating the movement of people and goods across markets.

Standard Bank Group provides a full suite of banking services to infrastructure projects and clients operating within the infrastructure value chain, tailoring solutions to meet their specific needs.

We have deep sector and regional experience and have financed and advised on a range of infrastructure projects across the continent. This includes the Port of Maputo, the expansion of two ports in Cote d’Ivoire, the upgrade of rural roads via the Kenya Roads Programme in East Africa, and the upgrade of the Beitbridge border post between South Africa and Zimbabwe which paves the way for enhanced integration and development in the SADC region.

Our on-the-ground presence and extensive African footprint provides an unrivalled capability to partner our client base in unlocking opportunities for future growth and development across the all sub-sectors within the infrastructure value chain.

The Core values of the Company: • Strong culture of professionalism and respect • Responsive senior management who have extensive industry experience • Conservative approach to risk-taking outside of established construction standards • Capability to pursue opportunities across numerous geographies • Broad technical and sector specialisation • Ability to consistently execute and deliver both small and large-scale projects standardbank.com/cib

100 | Africa Outlook issue 94

INTUITIVE Knowledge is the best currency.

Visit standardbank.com/cib

We’re all in

Also trading as Stanbic Bank

Standard Bank is an authorised financial services and registered credit provider (NCRCP15).

The Standard Bank of South Africa Limited (Reg. No. 1962/000738/06).

WBHO BUILDING AFRICA the Botswana Accountancy College and a refurbishment of the Diamond Trading Centre (DTC), both of which are located in the capital city of Gaborone.

“The first is a dual structure build and development project with the site totalling 7,995 metre-squared,

SUSTAINABILITY AND CORPORATE SOCIAL RESPONSIBILITY (CSR) Sustainability is integrated into both the governance and strategy of WBHO Building Africa. When measuring company progress towards sustainability, WBHO Building Africa is guided by the Global Reporting Initiative (GRI) reporting guidelines and the GRI Construction and Real Estate Sector Supplement (CRESS).

The pillars of WBHO Building Africa’s sustainability objectives: • Company employees • Health and safety • Transformation • Quality • Social economic development • Environment CSR WBHO Building Africa helps better the communities in which it operates through sourcing goods from local suppliers.

This investment in the local community also involves employing as many local people as possible in a range of positions from labour to supervision, therefore integrating the business and the community for the benefit of both.large-scale projects

102 | Africa Outlook issue 94

based in the city’s Fairgrounds area.

The construction of the two buildings, Block A (two storey) and Block B (five storey), includes all MEP&F services, finishes and a full tenant office space installation.”

“The DTC refurbishment on the other hand, consists of four internal areas: installing metal lockers, opening up a computer room, the creation of an in-house working space, and the construction of changing rooms, that will help improve the overall employee experience within the building.

PROJECT GHANA The WBHO Ghana team consists of head office staff including HR, accountants and logistics managers as well as the site operational workforce staff including engineers, foremen and site managers who carry out ‘boots on the ground’ activities.

“We realised that the market and economy in Ghana is picking up and we need to prepare ourselves for the

Diesel Electric Services Diesel Electric Services is proud to be associated with the Price Waterhouse Coopers Head Office situated in Waterfall City, owned by Attacq and developed by Atterbury, this is the first high rise within the precinct.

Diesel Electric Services scope of work included the installation of 2 x 2200kVA generators with sound attenuation to ensure that maximum site noise level are not exceeded, 2 x 250kVA G7000 Schneider UPS’s, 23000Lt bulk diesel tank providing security and reliability of fuel.

We have proven our in-house capabilities and knowledge pricing reliability and affordable back up power and reticulation industry.

www.dieselelectricservices.co.za

CONSTRUCTION

Diesel Electric Services is a turnkey power solution provider and can add value by keeping all your electrical power infrastructure requirements under one umbrella.

This includes: • Design • Manufacture and Supply • Mechanical/Electrical Installations • Commissioning • Maintenance/Servicing • Relocation • Remote Monitoring • Training • Repairs / Modification / Refurbishment A selection of our Product Range: • Generators (Diesel/Gas) • UPS’s (Static/ Rotary) • Power Factor Correction • Voltage Stabilizers • MV and LV Cabling and Reticulation • Data Centre and Server Room • Monitoring • Manufacturing of MV and LV • Switchboards • Real time Diesel Fuel management/ monitoring • Transformers

For additional information contact: Tel: 086 110 6633

|

sales@dieselelectricservices.co.za

| www.dieselelectricservices.co.za

Africa Outlook issue 94 | 103

WBHO BUILDING AFRICA post-COVID market in 2022 and 2023,” Robinson continues. “Our building division has been operating in the country for about 11 years, and there are currently two building projects that are underway. The first being a warehouse and civil works extension for AB InBev, the multinational drink and brewing company. This project is situated in Accra, with a total of 52 employees on site.

“The second project is a threestorey office development for Gateway Real Estate Africa (GREA), in Appolonia, close to Oyibi in Accra.

The GREA project is one of the first office blocks in this area, with a total of 135 employees on site.”

Each of WBHO Building Africa’s projects are led by experienced staff with key values that forms the core of the business. The company’s operational site staff are motivated and have the ability to swiftly adapt to change, either at a project or management level.

104 | Africa Outlook issue 94

SUPPLY CHAIN MANAGEMENT – WBHO CONSTRUCTION (CROSS-BORDER PROJECTS) WBHO Construction has an established plant and services department, which provides a support function to site in the following disciplines: • Materials buying • Transport • Import and export function A three to four month “look ahead” is undertaken based on the planned activities, and a materials schedule is drawn up with a list of all materials required to execute such activities. These materials are then procured through a designated buyer in the plant and services department which is then delivered to WBHO Building Africa’s main store at Chloorkop in Midrand. The material is checked and loaded into a truck to be transported to site by road or see freight CHLOORKOP TO SITE Once the material is delivered to the site, WBHO Building Africa’s site store ensures building material stock is always at a sufficient level to ensure no downtime is experienced by site operational staff. A site engineer is assigned to assist with material selection and to oversee that the process is always running efficiently.

CONSTRUCTION

Established in 2009 with a team of few committed and hard-working experts in the temperature management field, Fox Cooling Group has become a large organization employing hundreds of professionals and is considered one of the leaders of HVAC contractors in the region.

Additionally, Being the official Distributor of the worlds No 1 air-conditioning company DAIKIN which is a leading innovator and worldwide provider of advanced, high – quality air conditioning and heating solutions for residential, commercial and industrial applications Fox Cooling Group has associated itself with some of the most reputed brands in the industry and worked on some of the largest projects in Africa.

Our vision is to Keep our stakeholders at the heart of everything we do, we provide sustainable and life changing services across Africa. Some of our accomplished projects include works of HVAC, temperature management project design, product supply, installation, servicing, and repair. The Fox Cooling team as well as our partners are all aligned with our core values of quality, reliability, trust, and sustainability. We believe that our work makes people’s lives better and we are committed to add positive value to our stakeholders, our clients, and our environment.

No.52B Motorway, Spintex, Flower Pot Junction, Accra +233(0) 302819609 info@foxcooling.com

WE OFFER UNRIVALLED PROFESSIONAL ADVICE AND SERVICE AT NO ADDED COST.

our Services

Arrangement of Comprehensive Insurance Programmes

SOME OF OUR RECENT PROJECTS:

Negotiation of Competitive Premiums from Insurers Audit and Review of Existing Policies

Insurance intermediary of the highest standard since 1987.

Advise on the Adequacy of Indemnity Limits Insurance claims management Advise on Loss Prevention and Risk Management Overseas Reinsurance Placement

We pride ourselves on our personalised service to ensure customer satisfaction. All our projects include thorough preparation, application and inspections. We utilise quality products, which includes full technical support from the paint manufacturers.

Marydee House 18 Farrar Avenue, GA-049-6690

Grande Zambezi

(Lusaka) HI & Intercon (Lusaka) Edendale Mall (PMB) Deloitte River Creek Sol Plaatjies (Kimberly)

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+27 (0)31 569 4415

Africa Outlook issue 94 | 105

WBHO BUILDING AFRICA PROJECT ZAMBIA This project saw the refurbishment of the ionic InterContinental Lusaka Hotel (previously the Grand Old Lady). The project consisted of stripping out and demolishing the existing structure, and the reconstruction was made up of converting the existing eastern wing in to a modern vibrant 162-key Holiday Inn three-star hotel, while also turning the western wing into a 106-key

COMPANY VALUES WBHO Building Africa recognises that accountability and transparency are fundamental to investor trust and commercial sustainability. In order to provide a clear and transparent view of how the organisation is run, and by whom, along with the responsibilities and principles that guide and inform its decision-making, the corporate governance structures and processes of the organisation are made transparent.

GUIDING PRINCIPLES WBHO Building Africa endorses, and is committed to, the recommendations of: • The Companies Act • The JSE Listings Requirements WBHO Building Africa recognises that being a ‘good corporate citizen’ requires the organisation to deliberate and act with fairness, responsibility, transparency and accountability, and to consider more than just its financial performance, appraising the short- and long-term impacts of its operations on society and the environment at the same time.

106 | Africa Outlook issue 94

five-star hotel with the emphasis on space and up-market executive and presidential suites.

“The refurbishment is designed to create a social attraction in Lusaka,” Robinson continues. “The conference facilities are being upgraded to introduce new technological advancements, and external works to the pool area are included in the upgrade.”

Through WBHO Building Africa’s longstanding history and presence in

Zambia the company has built up an extensive and reputable management team consisting of site agents, quantity surveyors, engineers and foremen.

“We have built relationships with our sub-contractors who have bought into our culture and values. With this relationship we have two weekly collaborative meetings where the procurement of the material for the works is prioritised and tracked by a long lead schedule,” Robinson explains.

CONSTRUCTION

Structural Steel Specialists +27 32 947 1054 | byron@impacteng.co.za

www.impacteng.co.za

“WE RECOGNISE THE IMPORTANCE OF OPERATING IN A SUSTAINABLE MANNER, THUS MEETING THE NEEDS OF TODAY WITHOUT JEOPARDISING OUR ABILITY TO MEET THE NEEDS OF TOMORROW” - WBHO BUILDING AFRICA “We listen to our sub-contractors and know that without them and our collaborative teams, the projects could not reach the high level of completion and client satisfaction.

PROJECT LESOTHO Only recently awarded, Polihali Village is another of WBHO Building Africa’s projects and will be based in Mokhotlong District (Lesotho). This project will entail the construction of permanent housing, a visitor’s lodge, a school, a recreational centre and sports facilities at Polihali Village with a gross site area of 14,500 metres squared.

The planned construction of 93 houses, 9,000 metres squared in total,

with comprise of four prototypes. The village will be built in two phases: the school, recreational centre and 60 percent of the houses being a phase two deliverable. The lodge is a multistorey recreational concrete structure (5,000 metres squared) which is made up of the main lodge building, chalets, a gym, enclosed links and landscaping.

The building is located on top of the mountain which overlooks the future dam wall and reservoir.

LOOKING AHEAD For WBHO Building Africa, panAfrican consolidation is very much a focal point of future endeavours, with the company aiming to increase and support its activities in those areas

in which it is currently operating, especially in the face of the lingering uncertainty caused by the COVID-19 pandemic.

By placing its focus on its existing regions, of South Africa, Botswana, Zambia, Mozambique, Lesotho and Ghana, WBHO Building Africa is strengthening a position from which it aims to meet the expected rise in demand entering 2022 and 2023.

Building on its reputation in the African construction sphere, the future remains full of exciting potential for the company, its contractors and all those who work to make WBHO Building Africa what it is.

WBHO BUILDING AFRICA Tel: +27 11 321 7200 deonr@wbho.co.za www.wbho.co.za

Africa Outlook issue 94 | 107

MOOLMANS

PREMIER MINING As Africa’s premier contract miner, Moolmans has supported the mining industry with specialised services for over 60 years. We explore the company’s customer centric culture with Managing Director, Jerome Govender Writer: Phoebe Harper | Project Manager: Joshua Mann

108 | Africa Outlook issue 94

MINING

Mining is vital to our economy and will continue to be for the foreseeable future.”

The above statement was made earlier this year by President of South Africa, Cyril Ramaphosa. The President added that players in the mining industry should, “grasp the opportunities that exist in this sector, so that mining can help guide our path to a more inclusive and equitable economy”.

As a contract mining company with more than 60 years’ experience across the African continent, Moolmans understands better than most the role that mining can play in helping to achieve Africa’s development goals.

This vision is also closely aligned to that of Moolmans’ parent company, the Aveng Group, which is to provide a better life for its stakeholders, including shareholders, employees, customers and the communities that host its operations.

Africa Outlook issue 94 | 109

MOOLMANS Offering comprehensive services in both surface and underground applications and across various commodities, Moolmans has earned a strong reputation in the industry for exceptional reliability and performance.

“For us, being Africa’s premier contract miner means that not only do we demonstrate the highest standards of safety, keen environmental management and exemplary social responsibility, but our people also love working for us, our host communities celebrate our presence, and our customers choose us to execute large and complex projects,” comments Jerome Govender, Managing Director at Moolmans.

A renewed focus on increasing work in hand has seen Moolmans tendering for contracts for existing clients and

new projects, both in South Africa and beyond the country’s borders, with a specific focus on West Africa and South African Development Community (SADEC) countries.

“We are thrilled that in the past few months, we have successfully concluded a number of high-value contract renewals at some of our largest projects,” shares Govender.

“This is testament to the valueadded relationships we have with our customers and the confidence they have in our abilities to deliver according to plan.”

A MODEL MINING COMPANY With decades of executing quality projects for blue chip customers and a history of working in remote and difficult environments, Moolmans’ success is based on several key factors.

TrenTyre TrenTyre is one of the largest multibranded tyre service providers in South Africa and sells new multibranded tyres and manufacture retreads for tyres, wheels and allied services to cater for customers’ needs.

Transporting the bloodline of the economy, for over 70 years, TrenTyre has kept its commitment to keep our customers moving. The nationwide retailer delivers its products and services via an extensive nationwide retail network consisting of 32 retail branches, eight retreading factories, on-site facilities, a 24/7 network co-ordinated through a central call centre and a back office situated at its head office in Johannesburg.

As one of the few retailers to attain a Broad-Based Black Economic Empowerment (B-BBEE) Level-1 Contributor Status, TrenTyre is committed to furthering transformation imperatives in the country, not as a matter of compliance, but as a part of its commitment to being a good corporate citizen. Diversity and inclusion will always continue to be a key focus for TrenTyre.

Customer centricity is at is at the forefront of everything TrenTyre does, and innovative technology in our Tyre Management Systems is how we ensure customers can track their fleets. TrenTyre is committed is to minimise the impact that its activities, products and services have on the environment illustrates management’s dedication to creating a safe and healthy work environment for all.

As the tyre industry evolves, so does TrenTyre. TrenTyre is At Your Service.

www.trentyre.co.za

110 | Africa Outlook issue 94

AT YOUR SERVICE

SERVICES PROVIDED: • • • • • • •

New multi-branded tyres for all vehicle applications – Passenger, 4X4, Truck (Commercial), Off-The-Road (on surface and underground) Retreads Foam fill Batteries Rims Wheel Alignment Balancing

• • • • • • • •

Puncture Repairs Tyre Surveys Scrap Tyre Analysis Load Studies Route Surveys Staff Training On-site Services Tyre Management Systems (EM Track and FleetOnlineSolutions)

TrenTyre (Pty) Ltd Head Office | Hertford Office Park – Building J (4th Floor) | 90 Bekker Road | Vorna Valley | Midrand, 1687 | Gauteng, South Africa Tel: +27 (0) 11 729 5600 | info@trentyre.co.za | www.trentyre.co.za

MOOLMANS

RIMEX Supply Ltd RIMEX Supply Ltd is a world leading custom manufacturer for the last 45 years of all Off-Road Rim Assemblies for mining, forestry, agricultural and industrial sectors.

RIMEX is renowned in the industry for developing the MES and TSR Series of wheels and rims. Having designed a product that is machined for true roundness and has over 100 percent more steel across the rim in critical areas, RIMEX is the only manufacturer to have advanced wheel technology to precisely match modern radial tyre designs.

RIMEX also offers TyreSense, a Tyre Pressure Management System with products that work in conjunction with tyres and wheels to ensure customer saves time and money and can maintain a safer working environment.

We invite and encourage you to find out more about our company by visiting our website at www.rimexsa.com. We wish you well, growth and prosperity Moolmans.

“WE PRIDE OURSELVES ON OUR COLLABORATIVE APPROACH, WORKING CLOSELY WITH OUR CUSTOMERS AND SUPPLIERS TO IDENTIFY AND IMPLEMENT IMPROVEMENTS THAT WILL DRIVE DOWN UNIT COSTS AND OPTIMISE EFFICIENCIES” - JEROME GOVENDER, MANAGING DIRECTOR, MOOLMANS A strengthened executive team brings diverse expertise and extensive experience, along with a new energy and innovative ideas, to invigorate the growth of the business. In addition, the mining company’s senior operational team has a combined experience of almost 500 years, with each member averaging around 20 years in the industry. Complementing this is a workforce of nearly 3,000 employees, including - among others - skilled and experienced operators, disciplined project managers, qualified engineers, safety, health, environment and quality (SHEQ) professionals and a range of support 112 | Africa Outlook issue 94

staff, all grounded in a culture that is completely customer centric.

“We pride ourselves on our collaborative approach, working closely with our customers and suppliers to identify and implement improvements that will drive down unit costs and optimise efficiencies,” explains Govender.

Importantly, Moolmans operates one of the largest and most diverse fleets of mining equipment in Africa and, thanks to the Aveng Group, has the balance sheet strength to supplement that fleet with specialised and additional equipment if the project demands it. Further, the

Virtualscape Solutions Virtualscape Solutions offer unparalleled production management systems (PMS) for a range of industries. Its flagship PMS, Sensmining, is a state-of-the-art solution leveraging edge & cloud computing as well as IoT to enable interactive visibility and enhanced profitability.

Virtualscape recently implemented the Sensmining solution at all of Aveng Moolmans mines, resulting in system accuracy of 99 percent and a cost saving objective that was exceeded by 189 percent. Thanks to Virtualscape, productivity at Moolmans improved and ease of maintenance and installation objectives surpassed expectations thanks to the system’s versatility.

www.sensmining.com

MINING

Rimex primary markets:

Wheels & rims that keep you moving.

An industry leader for more than 45 years, RIMEX is a manufacturer and innovator of wheels and rims for the world’s most challenging industrial applications. Manufacturer and innovator of wheels and rims for the world’s most challenging industrial heavy equipment community.

74A Hoog street, Industria, Middelburg, Mpumalanga,1050, South Africa Contact number: +27 (013) 246 2945 | Email: Ian.Ray@rimex.com or Christine@rimexsa.com To learn more visit our website at www.rimexsa.com

Smart Mining & Management of Automated Resource Technologies

Block C Little Fourways Office Park, 1 Leslie Road, Magaliessig, South Africa T +27 11 465 5169 | johan@vsv.co.za | ravi@vsv.co.za www.sensmining.com

Africa Outlook issue 94 | 113

MOOLMANS

company employs sophisticated maintenance software to achieve the highest levels of equipment reliability and volume production.

In recent years, Moolmans has achieved notable improvements in recovery for key customers on the back of the implementation of advanced control technologies.

Maximising production volumes is largely dependent on optimal equipment efficiencies and predictability, which in turn is reliant on proven and robust maintenance strategies.

EMBRACING TECHNOLOGY Moolmans implements three levels of intervention, underlining a shift to a more technology-driven digital approach to ensuring high maintenance maturity.

Firstly, the online asset maintenance tool (AMT) is applied throughout its operations to provide real-time visibility of asset performance, condition and cost, which ensures 114 | Africa Outlook issue 94

issues are identified and managed as soon as they arise. Secondly, its intensive ‘27 step’ maintenance management procedure allows the mining company to consistently deliver high levels of equipment availability and utilisation. Thirdly, Moolmans employs the SENSMINING production management system to optimise onsite safety and productivity by recording critical data in the production environment and applying state-of-the-art operator safety features.

Robust and dynamic risk management is an important part of the company’s strategic business processes and a key element in achieving its vision and protecting its hard-won business reputation. This includes responsible stewardship of the natural environments in which Moolmans operates and ensuring respect for and the upliftment of the communities which host its diverse and widespread operations.

MINING

Outlook Creative Services

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

COMPONENTS, MAINTANANCE, REPAIRS & REBUILDS We provide fast, courteous and cost effective earthmoving equipment and component overhauling, repairs and installations.

Through our considerable experience in earthmoving and driveline components, we are ready to respond to all your needs, with 24 hours emergency field services.

OUR SERVICES

REPAIRED TO OEM SPECIFICATION - Complete and Partial Rebuilds - Engines - Differentials & Motors - Transmissions & Torque Converters - Wheel Stations - DYNO Testing and More

F O R M O R E I N F O R M AT I O N V I S I T: www.outlookpublishing.com/creative-services

www.isizwe-components.co.za

38 Electron Avenue, Isando, Kempton Park - (+27) 11 822 1180

operations@isizwe-components.co.za

Africa Outlook issue 94 | 115

MOOLMANS

MOOLMANS SERVICES – AT A GLANCE OPEN CUT MINING - Moolmans offers a complete open cut mining capability, with over 60 years’ experience in both hard and soft rock environments, from short-term waste mining and bulk earthmoving to a complete long-term mining solution. In addition to drill, blast, load, haul and dump functions, Moolmans is well placed to provide mine planning, surveying, production scheduling and grade control services. Wherever the location, Moolmans can mobilise quickly and arrive on site with the appropriate resources to establish and develop operations to the client’s requirements.

UNDERGROUND MINING - Moolmans has acquired extensive experience in coal, platinum, gold, copper and manganese mining, encompassing various mining methods, such as bord and pillar and long hole stopping, as well as the expertise to undertake any metalliferous mining venture, from conception to execution and completion. The company is a recognised leader in the field of mechanised mining.

“As a contract mining operator we are often not as deeply rooted in local communities as the mining rights holders. However, we are committed to ensuring all our mining operations are geared towards delivering maximum benefit to the local communities through our intensive localisation approach and training 116 | Africa Outlook issue 94

strategies,” Govender explains.

Moolmans largely achieves this through employing local community members to execute works, training and developing local citizens in mining and other portable skills, and implementing agreed community development strategies.

Moolmans is an accredited

training provider through the Mining Qualification Authority (MQA) in South Africa and typically establishes training centres on all major sites to facilitate employee training, which is fundamental to delivering on the company’s commitment to highperformance and reliability. Regular successful compliance audits by the

MINING

MOOLMANS EMPLOYEE VALUE PROPOSITION • Longevity of service, on the back of a meaningful and rewarding work experience. Moolmans employees generally choose to stay and associate with the Moolmans brand.

• Consistent investment in human resources development programmes, including study finance assistance; leadership and management development programmes at various levels; and technical and core production skills training and development.

• Career progression focus, where most of the key placements are sourced from internal succession planning.

We are a leading supplier of personal protective wear and Level 1 B-BBEE contributor.

• Market competitive remuneration, including performance reward schemes.

Our quality range includes safety boots, eyewear, gloves, workwear, respiratory and more.

• Attractive brand equity both within and outside SA Borders.

• Career exposure to diverse mining commodities with multiple clients in broader geographic locations.

Department of Minerals Resources and Energy on Moolmans’ training strategy, processes and facilities speak volumes of the quality of training delivered by the company, which helps to optimise safety of operations, reduce machine downtime and increase productivity.

The company also routinely trains previously unskilled people from the local communities to operate, service and maintain advanced mining equipment. Moolmans can proudly boast that it has upskilled more than 1,000 people to operate surface mobile machinery. In certain instances, recruits from the local community have also progressed through the ranks to supervise mining operations to the highest standards of safety and productivity.

“The global mining industry is on an upward trend on the back of positive commodity price outlook

For over 60 years we have manufactured and distributed a wide range of safety products.

Head Office | 22 Auckland St, Paarden Eiland, Cape Town, 7405 Pienaar Brothers Kathu - 26 Asbes St, Kathu, 8446 T +27 (21) 511-8131 | E info@pienaarbrothers.co.za | www.pienaarbrothers.co.za

for the medium to longer term. I am confident that Moolmans is wellpositioned to take advantage of this upswing, with premier people, premier equipment and premier systems ready to deliver strong and sustained customer value,” concludes Govender.

Tel: +27 10 207 7000 info@moolmans.com www.moolmans.com

Africa Outlook issue 94 | 117

PENTALIN GROUP

AT THE COALFACE

In the fraught context of South African coal mining, Pentalin Group is a leading solutions provider to the industry. We discuss its commitment to operational excellence and the industry’s need for change with CEO, Jaco Scholtz Writer: Phoebe Harper | Project Manager: Joshua Mann

The world needs metals and energy to prosper.”

In the African context, South Africa (SA) stands as a major consumer of coal. The resource accounts for 80 percent of the national energy mix and the country remains hesitant to phase out this vital fuel in the face of the climate crisis.

Despite the negative perception surrounding fossil fuels, it is irrefutable that coal is a crucial energy source, particularly in developing countries.

The global average statistic for energy production resulting from coal is 34 percent – in SA, this figure is a staggering 86 percent, and for electricity that derives from coal.

“It is a product that has powered SA and the world for generations. It lights our streets, it lights our homes, it cools our homes in the summer and warms them in the winter. But more importantly, it drives our economy, it drives the future of our country,” 118 | Africa Outlook issue 94

states Jaco Scholtz, CEO at SA’s leading processing solutions provider for the coal mining industry, Pentalin Group (Pentalin).

“Currently, coal is the only source that can provide affordable and sustainable energy, and I believe it will remain the primary source for power generation in Southern Africa for years to come,” he continues.

PENTALIN AT THE CORE Offering a broad spectrum of mineral and coal processing plant operations and maintenance solutions across SA and Botswana, Pentalin is composed of three subsidiary companies: Pentalin Processing, Johdee Mineral Processing and Pentalin Trading.

“We design, build, operate and maintain coal handling and preparation plants for companies that don’t have the necessary internal resources or appetite to do it themselves,” Scholtz tells us.

MINING

Africa Outlook issue 94 | 119

PENTALIN GROUP Scholtz himself joined Pentalin as CEO at the end of 2019, following a career in the mining industry as a Plant Metallurgist at Optimum Colliery and studying metallurgical engineering at the University of Pretoria.

“I am fortunate to have had some of the best mentors in the coal processing arena and they assisted immensely to establish myself as an expert in plant design, as well as the operation and maintenance of coal handling and preparation plants (CHPPs),” he reflects.

It proved a tumultuous time to enter the position, as the industry was yet to be confronted by the unprecedented disruption of the COVID-19 pandemic.

FLAGSHIP PROJECT – PENTALIN GROUP Pentalin Group’s ongoing work in Botswana consists of the following: • ROM crushing and screening • 2.4 kilometres overland conveying section • Underground coal crushing and screening • 18,000 tonne radial raw coal stockpile • Primary DM cyclone section • Secondary DM cyclone section • Spiral section • Thickener and water reticulation Section • Filter press section • Sized product section • Middlings handling section • Discard handling

120 | Africa Outlook issue 94

“The COVID-19 pandemic has certainly made it very difficult for us to execute projects across borders.

COVID-19 protocols have impacted the efficiency of our logistic operations and disrupted our supply chain, especially in terms of steel which has caused a hyperinflation environment, making it very difficult to manage our projects from a cost and time perspective.”

Further disrupting the coal mining industry in SA are issues and uncertainty surrounding the national Mining Charter, where complex regulations governing mineral and mining policies complicate investment. Until such issues are ironed out at a governmental level, coal mining projects in the pipeline remain in stasis.

“We have a unique understanding that the remaining coal reserves can’t sustain exorbitant capital investments and cost-effective solutions are needed to achieve the required return on investment,” he observes.

STRENGTH IN ADVERSITY Despite the turbulence of COVID19 and other factors that hamper the industry, this has not abated Pentalin’s growth. Indeed, over the past three years it has expanded rapidly to a medium-sized company.

“We have followed an organic growth strategy and have built on the business’ own capabilities and resources to facilitate growth.

“This involves the continual optimisation of commercial activities, which involves how services are priced, as well as expanding the number of business units and locations.”

The single thread connecting and feeding this growth is Pentalin’s defining commitment to operational excellence. A key differentiator, Pentalin prides itself on its in-house capabilities, enjoying full autonomy and control over quality.

OLI South Africa OLI is the world’s top-selling supplier of electric external motovibrators.

In 2020 OLI partnered with Pentalin on one of their multi-million rand projects. This project involved the supply of Foot and Flange mount electric motor vibrators and OWC oscillating suspension units.

Many factors influenced their decision to partner with us. Our offering of maintenance friendly products- from our greased for life vibrator motors to maintenance free suspension mounts- make life so much easier on production plants as it leaves the customer to concentrate on the task at hand- production.

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“Our workshop supports operations with maintenance activities. We also build our own double roll crushers, vibrating equipment and sampling equipment.

“Manufacturing this equipment in-house, is aligned with our strategy to provide cost effective solutions to our client and also to be in control of our own destiny regarding long lead items,” Scholtz outlines.

Pentalin places high priority on protecting the integrity of its assets and those of its clients, instilling a culture of operational excellence across all levels of the company.

“With respect to operational excellence, our vision is to be recognised and admired by the industry in which we operate as best in class when it comes to health and safety, processing, maintenance and efficiency.

“To succeed, we must deliver world-class performance exceeding the capabilities of our strongest competitors.”

MINING

OLI is the international leader in industrial vibration technology, providing clients around the world with industrial vibrators, electric vibrators, concrete consolidation, frequency converters, rubber oscillating suspensions and a vast range of products designed to adapt to multiple applications in the widest range of industrial sectors.

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OLI South Africa

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The company combines the quality of Italian knowhow with a global strategy, allowing it to become one of the main sector players in the international field thanks to the contribution of an international network of business subsidiaries spanning all five continents.

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Steel Construction | Fabrication | Engineering

Outlook Creative Services division.

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C: 072 860 9925 | E: sales@qrsteelworks.co.za E: accounts@qrsteelworks.co.za | www.qrsteelworks.co.za

Africa Outlook issue 94 | 121

PENTALIN GROUP Within this, Pentalin endeavours to incorporate automation and digitisation to remain competitive in the shifting image of mines of the future.

“Automation will play a major role in shaping and defining future mines. The rewards from investing in automation can be substantial, such as increased productivity and

PENTALIN GROUP – OVERVIEW OF SERVICES CONSULTING – Providing expert advice and solutions in all stages of the project cycle.

DESIGN AND ENGINEERING – The company specialises in detailed mineral and coal process plant design and engineering across all disciplines.

CONSTRUCTION – Project management and construction staff are experienced in a broad field of installations.

OPERATIONS AND MAINTENANCE – The company’s operations management and maintenance services cover various types of plants.

COMMISSIONING – The commissioning team consists of people who have designed and will be operating the plant.

EQUIPMENT FABRICATION – Fabricated platework and structural steel are provided in the company’s workshops in SA and Botswana.

LAB EQUIPMENT AND TESTING – Pentalin Group can also provide coal laboratory services and equipment if required.

122 | Africa Outlook issue 94

improved safety, with reduced cost,” Scholtz comments.

However, in such a labour-intensive industry as mining, a responsible approach is needed to balance the trade-off between automation and opportunities for employment.

“The key will be to gradually transform the workforce and equip them with a different skillset. We need sustainable ways of developing people with the right skills and career opportunities.”

This is a particularly prominent issue in SA, where more than 90,000 people were employed in coal mines throughout 2020 alone.

PENTALIN AND PROJECTS Scholtz identifies Pentalin’s approach to operational excellence to be a key factor in winning new contracts for the company, as evidenced by its portfolio of ongoing projects.

Pentalin is presently dedicated to projects in Botswana, where the market conditions are more favourable as the coal is cheaper to produce and the capital costs of mine development are lower than in SA. Additionally, Botswana Railway’s recent announcement concerning the construction of the 10 million tonne Mmamabula-Lephalale line will provide a critical transport link for the mining industry. By implementing a viable export route, the railway is set to make the Botswana coalfield an attractive area for development.

“It is for this reason that two Botswana export projects have recently been developed,” he reveals.

“The Masama Project has now moved into production, and the other has received approval and funding to proceed to design and construction to supply coal to the SA Inland Market.

“Through its subsidiary, Johdee Mineral Processing, Pentalin has been fortunate to be selected as the coal handling and preparation plant (CHPP) contractor for both projects.”

Pentalin’s other major export

undertaking in Botswana is being completed on a lump-sum turnkey (LSTK) basis, with both projects having five-year operating contracts after commissioning.

Alongside new ventures, Pentalin continues to place emphasis on the continual optimisation and improvement of its existing facilities.

“We are also busy with a major upgrade at one of our operations in South Africa consisting of a new run-of-mine (ROM) section, a raw coal bypass section, as well as converting to a zero effluent circuit by installing a plate and frame filter press. The plate and frame filter press is an environmentally-friendly option which negates the need to pump and store tailings from the operation on a tailings dam,” Scholtz explains.

Lastly, Pentalin is in the process of installing a dense medium drum plant at one of its Eskom operations to reduce sulphur and produce coal for the inland market.

“We are looking forward to continuing our positive growth trajectory next year, with more promising projects in the pipeline.”

LOOKING AHEAD To remain relevant in the age of responsible mining, Pentalin is undertaking a number of initiatives in line with these priorities.

“We have our work cut out to ensure that coal reserves are optimised and the environment is protected. Waste recovery and zero effluent circuits are therefore high priority focus points.

“Dry beneficiation is also critical and this remains pivotal for the Waterberg region. The recovery and re-processing of waste and dumps and tailings dams are also high on our list of priorities,” he adds.

Complementary to this, the company will seek to diversify its commodity base into gold and base metals, to avoid an over-reliance on coal.

MINING

However, Pentalin will first dedicate its energy to sustaining its ongoing projects.

“We want to focus on completing our project in Botswana, get into a steady state and we will then concentrate on diversification issues.”

Competing with clean energy, the future of the coal mining industry in SA is uncertain, but Scholtz is confident that the demand will sustain the company into the future.

“I believe that coal will remain the largest contributor to electricity

generation both in SA and worldwide beyond 2030. Off and on grid renewables have a role but cannot support base load requirements.”

Scholtz draws to a close with a call for change across the industry to enable it to truly flourish in the future.

“This is an industry that is in dire need of change to survive.

“We need a step change in safety and operational performance, and in how we deal with our social partners, namely government, communities and the people who work for us.”

Whatever the industry’s future may look like, Pentalin is on hand to ensure a consistent and reliable supply.

PENTALIN GROUP Tel: +27 13 690 1411 ​info@pentalin-group.com www.pentalin-group.com

Africa Outlook issue 94 | 123

CABLE & WIRELESS SEYCHELLES

124 | Africa Outlook issue 94

TECHNOLOGY

WORLD CLASS

CONNECTION Providing quality connectivity services for over a century, Cable & Wireless Seychelles continues to change the game in local Telecoms. Former CEO Charles Hammond discusses customer service and the advantage of a national workforce Writer: Phoebe Harper | Project Manager: Josh Hyland

No one knows the Seychelles better.”

Establishing a stable network connection throughout a region as topographically diverse as the Seychelles is no small feat. Although it may be one of the world’s smallest countries, this island republic is composed of a network of 115 separate islands, creating a natural challenge for connectivity amongst the archipelago.

In spite of this, the Seychelles today is recognised for its developed telecommunications infrastructure, and has one of the highest rates of cellular telephone use in sub-Saharan Africa.

In an age that is increasingly fuelled by technology, Cable & Wireless Seychelles (CWS) is the leading telecommunications service provider that has been catering to the country’s connectivity needs for over 125 years.

This historic company first connected Seychelles to the rest of the world in 1893, and is now reputed

enterprise with first-rate customer service. Boasting the fastest LTE 4G+ and 5G networks, advanced fibre optic link, attractive packages and a loyalty programme for its customers, CWS enjoys an esteemed reputation as a provider of choice.

A CHANGING SPACE

Former CEO Charles Hammond for bringing reliable, state-of-the-art solutions to the islands.

“CWS is the only quad-play Telecoms company in the Seychelles and the only provider for the 5G network,” states the company’s former CEO, Charles Hammond.

“CWS has a good range of connectivity across the three main islands, and other tourism and environment hubs including Aldabra.”

Offering telephone/landline, mobile, internet and television services, CWS prides itself on its status as a national

The Telecoms space is one defined by adaptation and innovation, demanding flexibility and agility from providers in order to keep up with rapidly shifting consumer trends.

“It is a challenging environment to work in, as you are constantly on your toes and on the lookout for innovations and trends, customers’ needs and wants, especially given the competitiveness of the environment, and regulatory bodies,” Hammond comments.

The specificities of the Seychelles context create further challenges, where the relationship between regulators and Telecoms providers is likened by Hammond to “a game of cat and mouse”.

Africa Outlook issue 94 | 125

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CABLE & WIRELESS SEYCHELLES “WE PRIDE OURSELVES ON KNOWING AND UNDERSTANDING THE CULTURE, THE NEEDS AND WANTS OF OUR CUSTOMERS” - CHARLES HAMMOND, FORMER CEO, CWS Telecom service providers are frequently asked to reduce their prices without due consideration of the factors contributing to their cost; for instance utilities, taxes, and the costs of goods and services.

“Seychelles, due to its geographical location and business tax regime, is an expensive destination, but we still have the most affordable internet in Africa, according to UTI,” he adds.

In order to keep afloat in this competitive space, CWS embodies a spirit of forward-thinking innovation, keeping its finger firmly on the pulse.

“Our mission statement is to provide world-class communication services and solutions whenever and wherever people work.

“The intention is to be able to play and have fun. Hence, we are constantly upgrading our service and continuously innovating by adapting to new trends,” states Hammond.

This commitment to both quality and continual improvement is enabled through CWS’ strategic relationships with both partners and suppliers, which are integral to the company’s success.

“Day and night, our partners and suppliers are ready to assist and share our vision to customers.

“Furthermore, we have a rigorous procurement policy and process in place, thus enabling us to access the best products and equipment on the market.”

CONNECTING THE COMMUNITY As a key staple to the development of the Seychelles, CWS is a proudly national enterprise that recognises the role it can play in supporting the community through connection.

128 | Africa Outlook issue 94

With unparalleled local understanding, since 2019 CWS has been entirely owned by a group of Seychellois entrepreneurs, and over 90 percent of its 250 employees are locals.

Based in Victoria, over 50 percent of the customers held by CWS are clients based in the Seychelles.

“We pride ourselves on knowing and understanding the culture, the needs and wants of our customers.”

For Hammond, this predominantly national workforce provides a defining advantage for the company, in allowing CWS to best serve its customers.

“Who can understand our nation better than our people? Culture plays a big role in our service delivery; from the way we talk to customers at their first contact with us, to when they need assistance once the service is operational.

“Literally, we speak our customers’ language,” he tells us.

Alongside a fair remuneration policy, all salaries are frequently reviewed by expert consultants, based on the cost of living and jobreassessment. Bonus schemes are also implemented based on both job and company performance.

“Additionally, we have a monthly, online town hall where colleagues can direct their questions and issues to the Chief Executive and anyone in the management team.”

Reflective of the treatment of CWS staff, the company champions an intimate relationship with its customers centred on trust and communication. CWS continually consults with its customers and collates feedback through various

I

n today’s business world, success is riddled with competition and challenges. Thus, proper IT infrastructures and planning are essential to get ahead. Capital Outsourcing does not only sell services, it sells quality. Its aim has always been to make every business grow through a professional and committed partnership. Its ongoing support is available through the strategizing, planning, and implementation phases to help everyone achieve his company’s clear-cut goals.

Capital Outsourcing helps increase the company’s efficiency and productivity, enabling everybody to give their clients a cutting-edge advantage in their various sectors of industry & to build better relationships with them. To achieve this, and to help its clients maximize their IT investments, Capital Outsourcing offers a wide range of experience, diligent pursuit for consistent quality control and advanced strategic thinking skills. A good ideal example is the professional partnership with clients like Cable and Wireless Seychelles which started in 2009 and is continuing in firm steps towards achieving the goals especially in digital transformation.

Among the global challenges that the whole world is facing is the COVID-19 pandemic that is causing significant impact on the technology sector. Around 2 years ago, it would have been almost impossible to foresee the rapid changes that have taken place as the COVID-19 outbreak was declared a global

In the coming period our plans at Capital Outsourcing are to keep the momentum we started in previous years, and remain in the leading quadrant to offering innovative local cloud services, as well as focus more and more on the over-demanded complex digital transformation solutions in the MEA region. We will develop our strategies to retain our leadership in IT services in general and IT Managed Services in the MEA markets. As such we will focus on ensuring to our customers the following: • Offer Managed Services solutions that give customers peace of mind and will allow them to focus on their core business.

• Offer innovative disaster recovery, data protection, and business continuity solutions.

• Provide enhanced capacity and scalability assessment.

• Offer innovative services that will use our cloud capabilities and data center infrastructure to provide agility, scalability, analytics, and insights to improve decision making.

• Leverage disruptions in order to differentiate and provide delightful customer experience.

• Create processes and systems to let customers accelerate innovation.

• Optimize processes to deliver the highest value at the lowest possible cost.

• Create a culture of improvement to drive the most efficiency from automation.

• Track, manage, and report environmental metrics.

• Offer innovative remote work and remote schooling solutions.

• Provide 24x7 support and security/monitoring services.

pandemic. Although this crisis has generated a lot of challenges,

Our vision and passion at Capital Outsourcing are to use

it has also created opportunities particularly in the technology

cutting edge technologies to build services and solutions that

sector, the disruption has caused an acceleration in technology

last, be it in Education, Telco, Commercial, Social, Financial

development. Companies and communities have turned to

or Government sectors. Our mission is to digitally transform

remote working and home schooling, and are using different

schools, businesses, and all types of organization into the

technologies and online platforms to communicate, to deliver

breadth of the new technologies.

products and services, and to stay entertained, while businesses across all industries have been forced to innovate and digitally

We think disruptively and love challenges, our role is to offer

transform on an unprecedented basis to ensure continuity.

clients 360 degrees, effective, and next-generation digital transformation solutions that help these clients engage

There is as well continued demand for cloud services and

their customers, empower their employees, optimize their

general IT services that facilitate remote working. We should

operations and transform their products and services. We

mention as well the growing expenditures on security software

would like to create desire and persistence in the organization

and solutions to ensure a risk free and secure remote work place

we work with to undertake the change.

while reducing cyber threats. Moreover, we shouldn’t forget the network and data usage which has increased remarkably, due to the amplified use of online platforms, as well as the heavy usage of voice and video calls.

T + 961 (01) 208 258

Chadi Ghazal General Manager

chadi.ghazal@c-o.com

|

E sales@c-o.com

|

www.c-o.com

CABLE & WIRELESS SEYCHELLES platforms to identify areas for improvement.

“As a former British and American owned organisation, the brand established itself as one of the most trusted companies in the country. So, we have the trust of our customers and in return we provide certainty, continuity, and constant innovation,” he comments.

CWS’ commitment to its customers is reflected in both its recent connectivity initiatives, and community outreach programmes as a socially responsible corporate citizen.

At present, CWS is engaged in ongoing work to deliver

Fibre-to-the-Home (FTTH) connectivity to residents across the three main islands of the Seychelles.

Whilst the impact and restrictive measures of COVID-19 threw a spanner in the works, progress is still underway.

“With the COVID-19 pandemic ravaging the world, we have not been spared. Still, we were able to continue our installation of FTTH around the main island, Mahé, and Praslin, the secondary island. The third main island, La Digue, is now 100 percent FTTH,” Hammond shares proudly.

Although an ambitious endeavour, CWS and its customers are reaping the rewards.

THE CWS FOUNDATION (CWSF) In line with its long–term commitment towards supporting local communities and being responsive to their needs, the company officially launched the CWSF in March 2005. Working under the slogan, “A helping hand for a stronger community”, the aims of the Foundation are: • To establish and build partnerships with local charitable and community organisations, focusing on groups with special needs.

• To actively contribute to the strengthening of communities.

• To enhance the Cable & Wireless brand by promoting its role as a corporate citizen.

“CWS is a company that gives back to its community. Under its foundation umbrella, CWS has donated and helped through financial support by providing services to key organisations that are making a difference in our community, and we are continuously supporting the good causes of these organisations” - CWS

SpanTech SpanTech Engineering is a Sri Lankan based company offering Telecommunication Engineering Services in regional countries including Seychelles and Maldives.

SpanTech’s service offering includes Optical Fiber Cable Projects, Telecom Equipment Installations, Radio Access Network Optimization, Telecommunication Tower Erections, Active & Passive Managed Services and IT solutions.

SpanTech was established in 2017 with a team of experts in Fiber Optic cables. The first project awarded to the company was by Cable & Wireless Seychelles (CWS) which has been the most valuable client of SpanTech since inception. The growth and sustainability of SpanTech is highly relying on strong cooperation with CWS and therefore SpanTech is delivering CWS projects as top priorities.

SpanTech started the early engagements with CWS with GPON deployments and IPTV New Connections followed by IPTV Fault Rectifications. SpanTech offered their services 24 x 7, supporting CWS to maintain the highest service availability throughout and gain customer satisfaction while leading the competition among other service providers in parallel.

CWS being the most esteemed client of SpanTech, provides all the necessary facilities such as installation accessories, equipment and most importantly the trainings which help SpanTech to achieve and maintain the success secured during the past few years. The CWS officials are truly committed, skilled, talented and always ensure that the quality of service delivered by SpanTech is up to standards.

The utmost focus and commitment to deliver the best service to the clients, which is inherited from the Top Management to each and every employee, is the key element behind the success of SpanTech.

www.spantecheng.com

130 | Africa Outlook issue 94

The Emerging Innovative Solutions Partner for Engineering Fiber-To-The-Home (FTTH)

Telecom Equipment Installation

FTTH provides Fiber-Optic Access solutions designed for residential deployments. In FTTH networks, fibers are directly connected to individual homes or multitenant buildings.

SpanTech Engineering offers a comprehensive portfolio of Telecommunication Equipment Installation in Sri Lanka and Overseas, maintaining the highest-level international installation standards. Our support is tailored to customer requirements and has the flexibility to implement and manage key projects.

FTTH includes various favors of both PONs and PTP Ethernet-based solutions.

SpanTech Engineering has vast experience in surveying, designing and implementing FTTH Networks.

• • • • •

FTTH solutions to large scale Hotels / Resorts Surveying and designing FTTH Networks Implementation and Maintenance of GPONs IPVT New Connections and Fault Rectifications Drop Fiber / Transmission Fiber (Main Cable) Laying & Splicing

SpanTech Engineering is pioneered in installing the latest telecommunication equipment including: • 2G, 3G, 4G, 5G Base Stations • Microwave Links installation, aligning and commissioning • Site survey for Base Station and MW Link Installations • Indoor Base Stations & Repeater Installations • Core Room Equipment Installation • Power Systems Installation

Civil Engineering

IT Solution and Consultation

SpanTech Engineering has successfully completed many Telecommunications related Civil Engineering projects in Sri Lanka and overseas.

SpanTech develops innovative and creative products & services that provide total communication and information solutions. Among a profusion of services, web design and development, tailor-made applications, ERPs, CRMs, e-Commerce solutions, business-to-business applications, business-to-client applications, managed hosting and internet portal management are few that we offer.

Telecommunication Tower Erection is among the key projects under Civil Engineering which needs unique skills and resources with extraordinary project management skills including risk identification and assessment.

• • • • •

Telecommunication Tower Erection Telecommunication Tower Foundations Refurbishment of Towers & Tower re-painting Dismantlement of Towers Telecommunication Tower Verticality Tests and deformation corrections

Radio Access Network Optimization Radio Access Network Optimization (RAN Optimization) can be defined as the set of activities those are required in an active wireless communications network in order to improve or maintain performance with the existing resources.

SpanTech Engineering, offers a wide range of RAN Optimization services over the last few years to many of the leading Telecommunication Service Providers.

• • • • • • •

Single Site Verification Single Site Optimization Cluster Drive Tests and Optimizations Network Audit and Optimization Benchmarking and Drive Tests Call Quality Tests In-Building Coverage Tests

Active / Passive Managed Services Managed Services are the most essential services which help to uphold the high availability of telecommunication networks.

SpanTech Engineering is capable of handling islandwide Managed Services for Telecommunication Service Providers.

• Access & Transmission Network Fault Rectification • Network Equipment maintenance • Site environment / premises maintenance • Diesel Generators maintenance • Site Power Systems maintenance • Site Air Conditioners Maintenance • Site Pest Control • 24 X 7 Emergency service

Our business philosophy is to assure the highest quality product, total client satisfaction, timely delivery of solutions, and the best quality/price ratio found in the industry.

Our emphasis is on offering a high degree of product user-friendliness through a positive, creative, and focused company staff.

• • • • •

Software Development Web Application Development Mobile Application Development 3rd Party System Integration SAP implementation Consultation

Design, Supply and Installation of Machinery SpanTech Engineering can assist clients to design, select and import machinery for their factories, workshops and institutions.

In the recent years, SpanTech Engineering has developed a few Facemasks Manufacturing Plants, High Quality Adhesives Processing Factories, CNC Machinery Units and Medium Scale Printing Units.

SpanTech Engineering can design and customize machinery according to the client’s requirements such as manufacturing speed, capacity, availability of infrastructure and other resources.

• • • • • •

CNC Machines Injection Molding Machines Printing Machines Facemask Manufacturing Machines Rewinding & Cutting Machines Slitting Machines

SpanTech Engineering Services (Private) Limited No. 87/9, Green Land Avenue, Elapitiwala, Ragama, Sri Lanka Chairman, Amarapali Ekanayake: +94 77 325 8578 | amarapali@spantecheng.com admin@spantecheng.com | info@spantecheng.com

www.spantecheng.com

CABLE & WIRELESS SEYCHELLES

Digilive “We are very appreciative of our cooperation with Cable & Wireless – a strong and reliable partner who enables us to distribute our services across the African market.

By choosing to use our products and services, Cable & Wireless has proven itself as an innovative company, and we believe that we will collaborate in IPTV services across the hospitality sector in hotels, digital signage, and stadiums in the near future.

Our goal is to find similar projects in other parts of Africa and offer our solutions to the next Internet service providers.”

– Tomas Horak, CTO, Digilive.

www.idigilive.com

“OUR MISSION STATEMENT IS TO PROVIDE WORLD-CLASS COMMUNICATION SERVICES AND SOLUTIONS WHENEVER AND WHEREVER PEOPLE WORK” - CHARLES HAMMOND, FORMER CEO, CWS “The difference has been outstanding so far. We have had far less complaints from our customers, and our B2B clients are experiencing the full capacity of our promises in terms of bandwidth.”

Adjacent to this, the Cable & Wireless Foundation acts as a bridge to supporting the community, undertaking initiatives that lend a helping hand in addition to the company’s normal donation activities.

FUTURE CONNECTION Presently, CWS is undertaking the “monumental project” of redesigning its inter-customer relationship 132 | Africa Outlook issue 94

management (ICRM) experience, partnering with software companies to further streamline the user experience.

“This new system will be more flexible and equipped with selfcare that will help with our digitisation plan, thus guaranteeing optimum customer experience, as well as business continuity.

“We are currently in the last stage of vendor selection, and the aim is to sign the contract in early 2022,” Hammond outlines.

Looking to the years ahead, CWS will continue to change the game on a tide of continual innovation on

behalf of its customers. For residential customers, unlimited internet data boosters have recently been launched for home broadband, whilst CWS’ B2B clients are transitioning from DIB to Wi-Fi based internet, ensuring a higher quality and bandwidth.

“We made a promise through our mission in providing world-class communication and as our motto states, ‘No one knows Seychelles better’.

“We are aware that our customers are hungry for more data allowance, sophisticated products and services, and an outstanding customer experience. Therefore, we will keep to this promise for their betterment,” Hammond concludes.

Tel: +248 4284000 promotions@cwseychelles.com www.cwseychelles.com

TECHNOLOGY

IPTV Solutions for: - Internet Service providers - Hotels - Digital signage - Stadiums - Museum and galleries

Digilive s.r.o. | V Humnech 1590 | Zip: 686 04 | Kunovice | Czech Republic T +420 775 599 799 | E sales@idigilive.com | www.idigilive.com

Africa Outlook issue 94 | 133

AIRTEL SEYCHELLES

134 | Africa Outlook issue 94

TECHNOLOGY

TELECOMS FROM PARADISE Airtel Seychelles has brought the telecommunications revolution to the shores of the African archipelago. We speak to Managing Director, Amadou Dina, to find out more Writer: Jack Salter | Project Manager: Lewis Bush

S

ituated in the middle of the Indian Ocean with less than 100,000 inhabitants, the Seychelles is Africa’s least populous sovereign nation.

These remote islands are blessed with numerous beaches, coral reefs, nature reserves, rare animals, and have been home to telecommunications company Airtel Seychelles since 1998.

Airtel Seychelles is part of the Airtel Africa group, the continent’s second largest telecoms operator providing comprehensive, affordable and innovative mobile services in a further 13 African countries.

The group aims to provide a simple, intuitive customer experience, offering an integrated suite of telecommunications solutions to its subscribers, including mobile voice and data services as well as mobile money utilities.

With more than a 50 percent share of the mobile market in the Seychelles, it’s evident that Airtel is successfully achieving its aim in the archipelago.

Amadou Dina, Managing Director From being the first company to launch prepaid mobile services in the Seychelles in 1999 to the gradual upgrading of its network to 3G and 4G connectivity, the Airtel Seychelles journey so far has been five-star.

“Airtel Seychelles is among the top four companies in the world in terms of telecommunications. We have almost 98 percent smartphone penetration and 95 percent 4G penetration in the country,” opens Amadou Dina, Managing Director of Airtel Seychelles.

The Airtel Africa group’s mobile voice business line comprises wireless voice services, international roaming and fixed-line telephone options, whilst mobile data services include data communications and other value-added offerings for mobile subscribers.

Airtel Money, meanwhile, is an increasingly important part of the group’s footprint of service offerings.

A mobile commerce service that is accessible 24 hours a day, seven days a week through customers’ mobile devices, Airtel Money works in partnership with local financial institutions, enabling money to be sent and received, bill payments to be made, and in certain countries, goods and services to be paid for, and funds to be deposited or withdrawn.

DATA HOSTING DREAM As one of the Seychelles’ most innovative mobile phone operators, Airtel Seychelles has introduced many firsts in the telecommunications sector, including the likes of 4G Africa Outlook issue 94 | 135

AIRTEL SEYCHELLES data services, missed call alerts, and prepaid plans.

From voice and SMS plans to devices, internet and value-added services, Airtel Seychelles’ prepaid

THE AIRTEL SEYCHELLES BRAND VISION: Connected people are inspired people. Airtel Seychelles connects people with each other, empowering them to create opportunities, dream big and live well.

MISSION: To provide globally admired technologies and services that give the Seychelles an easy and dependable way to connect to the world.

VALUES: Alive – Acting with passion, energy and a can-do attitude, driven by innovation and an entrepreneurial spirit.

Inclusive – Championing diversity to anticipate, adapt and deliver solutions that enrich the lives of the communities it serves.

Respectful – Sharing the joy and pain of customers by acting with humility, openness and honesty.

offerings allow customers to pay or recharge their mobile plans upfront and stay in control of their spending, whilst the company’s post-paid mobile plans and roaming tariffs are paid based on usage over a period of time, often representing fantastic value for money.

For instance, Airtel Seychelles launched its I-DEAL post-paid plans in 2018, providing lower talk, text and data rates than previous plans.

“We have various products that we offer to the consumer. As well as prepaid and post-paid plans, we offer different corporate packages and dedicated internet service provider (ISP) connections,” outlines Dina.

“Recently, we have started offering data centre hosting services. This is what the future of the business is now, we have to focus on transforming Airtel Seychelles into a data hosting company.”

The Airtel House, a newly built state-of-the-art tier three data centre located on the island of Perseverance, was officially opened by Airtel Seychelles last year, which is expected to contribute towards the digital transformation that the country has embarked on and diversify the Seychellois economy.

Ericsson Ericsson’s relationship with Airtel Seychelles dates back seven years, as the leading operator partnered with Ericsson to deliver its first commercial LTE (Long Term Evolution) network in Africa.

The new, nationwide LTE 800 MHz network was agreed in 2014 to meet growing customer demand for mobile broadband services while delivering superior network performance.

At the time, the network was expected to cover 10,000 LTE subscribers in the first phase and would greatly enhance connectivity, giving Airtel’s customers an improved smartphone experience, with faster web browsing, downloads and improved quality of service.

At the time, the agreement further demonstrated Ericsson’s commitment to its long term strategic business relationship with Airtel. The deployment of the next generation mobile network across the Seychelles enabled subscribers to enjoy an enhanced mobile experience and reliable services, and facilitated new exciting opportunities for business, society and people in the country.

Most recently, Ericsson and Airtel Seychelles have once again collaborated, as Airtel Africa awarded Ericsson a turnkey project to relocate and modernize their existing network and core services to a new data center in the Seychelles. Featuring a blend of legacy and virtualized network functions, the partnership will provide Airtel Africa with a new hybrid network cloud environment, bringing significant efficacy gains.

The hybrid network cloud environment will increase network and cost efficiency, reduce time to deploy applications, and enable developers to innovate and bring new applications to Airtel Africa subscribers quicker. As Voice over LongTerm Evolution (VoLTE) becomes the new standard for calling throughout the world it becomes necessary for service providers to have efficient infrastructure capable of providing VoLTE services.

The virtualization and cloud-based evolution of the Airtel Africa network will prepare the service provider for VoLTE and 5G network infrastructure in the near future.

136 | Africa Outlook issue 94

ACCELERATING BROADBAND IN AFRICA By: Todd Ashton the Vice President and Head of Ericsson South & East Africa and Rostand Njomgang Head of Networks Solutions at Ericsson South and East Africa.

Being part of a continent that holds tremendous potential for growth, African countries have significant opportunities to accelerate their digital adoption and leapfrog into a new era of socio-economic prosperity.

From new technologies that make it easier to conduct business, to increasing productivity and efficiency while encouraging an inclusive society; embracing new ways of enabling positive change will boost livelihoods, promote financial inclusion and improve access to health, education and government services.

Indeed, ICT and particularly mobile broadband technology are accelerators for achieving the United Nation’s 17 Sustainable Development Goals that aim to end to extreme poverty and hunger, while improving access to health care and education, protecting the environment, and building peaceful, inclusive societies.

At Ericsson, we believe that Information and Communications Technology (ICT) is the catalyst for digital transformation, with mobile networks being the crucial ingredient in increasing Africa’s economic competitiveness in the global arena. While we have witnessed impressive market developments in recent years, Africa’s ICT sector still has growth potential compared to leading economies.

As the world moves towards Industry 4.0, higher mobile broadband adoption becomes a vital cog to most countries’ economies with telecommunications playing a central role across sectors like education, health, manufacturing and many others. The global COVID-19 pandemic has also further reinforced the need for fast and reliable broadband for all, particularly for school children in rural areas. Rural geographies present a specific challenge to the mobile industry as the business case is more long-term while the capital investment requirements remain significant. With some African countries having an urbanization as low as 20%, there is a strong need for a game changing approach if we are to accelerate the digital transformation in Africa.

The Giga initiative, launched by UNICEF and ITU, aims to enable greater access to connectivity in schools and in rural areas. Ericsson’s participation with this initiative aims to provide essential data that would help achieve this goal through mapping connectivity across Africa.

Of the 10 countries in the world with the lowest internet adoption, eight are in SubSaharan Africa. With 5G still in its infancy across the continent and LTE making up only 15% of all subscriptions, mobile broadband in Africa has plenty of room for growth in order to secure sustainable development.

In fact, many of the indicators demonstrate just how much mobile broadband can support sustainable growth in Africa. For example, a 10 percent increase in mobile broadband adoption will lead to a 0.6 – 2.8% increase in economic growth1; for every 1000 new broadband subscribers, 80 new jobs are created2; and a doubling of the average achieved broadband speed generates an additional 0.3% in GDP growth3.

At the same time, the indications on the continent show the scale of change required to cater for the growing demand on the continent continues to surge, mainly driven by a young and growing population, accelerated by the changes to home and working lives created by the COVID-19 pandemic. Technically speaking, serving this demand requires the right policies for licensing affordable spectrum on a long- term basis.

To that end, the African Telecommunications Union and Ericsson are working together on spectrum recommendations that focus on transforming Africa into a knowledge economy through the development of technologies that boost connectivity and innovation. An MoU signed by Ericsson and the ATU will help fast-track the roll out of technology across the continent.

Figure 2 - 4G penetration in Africa including forecast till 2025

The new radios Ericsson recently announced the release of a new innovative radio which will help reshape the conversation when it comes to the challenges outlined above. The 6626 radio combines two frequencies and six ports in a single unit, enabling a single radio to power all three sectors on the tower.

This FDD radio offers support all standards, from 2G to 5G, while bringing very significant reductions in terms of energy consumption, weight, volume and cabling requirements.

These reductions translate into immediate and significant savings for operators thus enabling a much-improved ROI.

Policies between private and public sector stakeholders will address several challenges that will make access to technology and connectivity easier. From affordable smartphones, to lower network operating costs and creating better returns on investment (ROI) for mobile service providers which can then in turn fund new investment, it is imperative that all stakeholders in the ecosystem work hand-in-hand to fulfill these ambitions.

Mobile Broadband status in Africa With 5G on the horizon, there is still much to be done on broadening the connectivity.

For example, 4G penetration remains low in Africa at 15% as of March 2021. This figure becomes more aligned with other developing continents in urban centers, but as a whole, Africa will need to bolster infrastructure, capacity and connectivity for long-term economic development and financial inclusion across the continent.

Figure 3 - Ericsson new radio benefits As an example, it is now possible to deploy a full 3 sectors’ site supporting 2G, 3G, 4G and 5G across two different bands by using a single radio. This is quite a remarkable feat.

Additionally, the power consumption savings are significant. In a country like Kenya where electricity prices remain high, a network of about 5,000 sites would see a reduction of over 6.2M USD per year in power expenditure by migrating to these units. This in turn would reduce 4,268 tons in annual carbon emissions. To put this in context, this is the equivalent of roughly 35,600 car petrol tanks.

This announcement has been met with an enthusiastic response from our customers as they aim to utilize this new radio to realize OPEX benefits in minimizing power consumption, weight on tower, and to shorten the deployment cycle.

Figure 1 - 4G penetration per region, Q1 2021 - GSMA

1

Innovative and effective solutions that benefit the environment and address the unique conditions on the continent are vital technologies Africa can utilize to bridge the connectivity gap. The demand for connectivity is evident and the need for it is imperative with education, healthcare and financial inclusion requiring solutions to bridge the digital divide. The challenges pave the way for a solution that African stakeholders are committed to in tandem with partners like Ericsson. Much work needs to be done but that requires bold ambitions and action now in order to alleviate and solve connectivity challenges across the continent.

Ericsson and Imperial College 2 Ericsson and Arthur D. Little 3 Ericsson, Arthur D. Little and Chalmers University

AIRTEL SEYCHELLES community, and anyone across the rest of the world. We are happy to host their data in a secure, protected environment such as the Seychelles; this is a selling point that we are focusing on.”

As the Airtel House facility is storing data from various companies, it has been built to operate in the face of any eventuality or disaster, whether it be a power failure or even an earthquake.

As such, it features two independently operated transformers, two separate electrical panels, two generators and two separate battery rooms, ensuring that the data centre is always running no matter what in the event of an outage.

“RECENTLY, WE HAVE STARTED OFFERING DATA CENTRE HOSTING SERVICES. THIS IS WHAT THE FUTURE OF THE BUSINESS IS NOW, WE HAVE TO FOCUS ON TRANSFORMING AIRTEL SEYCHELLES INTO A DATA HOSTING COMPANY” - AMADOU DINA, MANAGING DIRECTOR, AIRTEL SEYCHELLES

STAFF DEVELOPMENT “We see the Seychelles as a financial hub, but also a high-interest tourist destination. The reason behind the investment is to turn Airtel Seychelles into a hosted data centre for the rest of the world, especially as COVID-19 has meant we can’t rely as much on travel and tourism income,” says Dina.

Local and international companies have been invited to make use of Airtel Seychelles’ data storage facility,

138 | Africa Outlook issue 94

which has been equipped with the latest ground-breaking technologies in line with the company’s mission.

“One of our priorities is to host as many organisations, both locally and globally, as we can in our tier three data centre,” Dina notes.

“We have placed this secure, strong and robust data centre into the hands of the people of the Seychelles, the business community of the Seychelles, the Indian Ocean business

To modernise and relocate its existing network and core services to the new tier three data centre, Airtel Seychelles enlisted the help of Swedish telecommunications company, Ericsson.

The partnership with Ericsson, announced in December 2021, will provide Airtel Seychelles with a new hybrid cloud environment, bringing significant efficacy gains, increasing network and cost efficiency, reducing

TECHNOLOGY application deployment times, and enabling developers to innovate and bring new applications to subscribers quicker.

The virtualisation and cloud-based evolution of the Airtel Seychelles network will prepare the service provider for VoLTE and 5G network infrastructure in the near future. In doing so, it brings Airtel Seychelles one step closer to its ambition of building a world-class network.

Above all, however, Dina recognises that Airtel Seychelles’ staff have a crucial role to play in making this ambition a reality.

“We can build a tier three data centre, we can buy all of this amazing networking equipment, but if we don’t have capable personnel, we don’t

AIRTEL SEYCHELLES’ CSR PHILOSOPHY Operating in a complex, dynamic environment, Airtel Seychelles’ CSR programmes are executed at a local level through its employees, thereby directing contributions to areas that will have the greatest impact.

Key sectors identified include: • Education • Enterprise development • Health • Environment

have anything,” he emphasises.

“Airtel Seychelles is focused on improving the capabilities and knowledge of its employees. The Seychelles is very limited in terms of skillsets because it is a very small island nation, there’s not enough universities to teach ICT, and so on.

“We prioritise in-house training based on the vision of the company.

We want them to grow, and we want to guide them so that they can serve not only Airtel, but the Seychelles as a whole,” Dina continues.

SECURE CONNECTIVITY In the coming year, a second submarine communication cable system is also expected to become operational early in 2022.

Currently, the Seychelles is only connected by one fibre-optic submarine cable system, so the second cable will provide the country with secure connectivity.

“Every single household of this country should have enough capacity to access the rest of the world, and learn what’s happening in the rest of the world, at a reasonable price,” stresses Dina.

“With multiple submarine cables for an island of 98,000 people and 28,000 households, we should be able to connect every single home and offer them something that is very affordable.”

Airtel Seychelles’ commitment to affordable connectivity ties into the company’s belief in giving back to the community. When it comes to corporate social responsibility (CSR), Airtel Seychelles aligns its business growth with the social and economic wellbeing of the communities it operates in.

More recently, to support the tourism-reliant Seychelles during the COVID-19 pandemic, a time during which travel has been restricted, Airtel Seychelles stepped in to help.

“The Seychelles was badly impacted by COVID-19 as GDP is 80

Award from the Seychelles Chamber of Commerce and Industry (SCCI) percent dependent on the tourism industry, so we asked the government what we could do to support the country,” Dina states proudly.

“We presented the government with a cheque for one million Seychellois rupees to help them support health workers, to buy equipment and sanitiser, anything to help with the pandemic response.”

Further, the Seychelles government was given access to the Airtel Seychelles network to communicate with the public, allowing SMS updates and notifications to be sent to the entire customer base. The Airtel Seychelles network was also opened up to the most vulnerable, with 50GB of free data provided to subscribers in order for children to access home-schooling.

“We are not out of the pandemic yet, there are still many people struggling on the island, but we want to put a smile on their face. Airtel Seychelles in loving, caring, and there for everyone,” concludes Dina.

AIRTEL SEYCHELLES Tel: 4600600 customerqueries@sc.airtel.com www.airtel.sc

Africa Outlook issue 94 | 139

PORT AUTHORITY OF COTONOU

THE BEATING HEART OF BENIN

140 | Africa Outlook issue 94

SUPPLY CHAIN The modernisation of Benin’s economic engine, the Port Authority of Cotonou, is set to bolster the West African country and the wider region, according to Sales and Marketing Director, Kristof Van den Branden Writer: Jack Salter | Project Manager: Cameron Lawrence

The Port Authority of Cotonou holds a unique position in the region and is very important to Benin’s economy.”

Generating more than 60 percent of Benin’s GDP on its platform, the Port Authority of Cotonou is a key national player that accounts for the vast majority of international trade and customs revenue generated in the West African nation.

One of the biggest ports in the region, the Port Authority of Cotonou is also well-positioned on the Atlantic Ocean to act as a transit port, unlocking trade to landlocked countries in West Africa such as Mali, Burkina Faso and Niger via the Cotonou-Niamey corridor.

Africa Outlook issue 94 | 141

PORT AUTHORITY OF COTONOU “In this regard, the Port Authority of Cotonou has a permanent representation in those countries, and we follow up closely on the development of corridor trade,” states Sales and Marketing Director at the Port Authority of Cotonou, Kristof Van den Branden.

As a port authority, it is responsible for ensuring the maintenance and operation of the port’s facilities, managing the port area and carrying out improvement and extension works.

The Port Authority of Cotonou thus provides basic marine services, including towage and pilotage, controls general access for people, vehicles and security, and is responsible for maritime infrastructure such as buoys or the quay walls.

With 2,350 metres of quay wall space spread over a pair of wharfs and a breakwater, the Port Authority

FIVE KEY PILLARS OF THE PAI PARTNERSHIP • Internal reorganisation and optimisation.

• Development of a Port Master Plan to ensure that the Port Authority of Cotonou is a modern port, ready for the vessels and operations of tomorrow.

• Commercial and strategic positioning of the port and contacts with clients.

• Identifying logistical opportunities, not necessarily under the control of a port authority, and optimising them for the Benin government.

• Training the Port Authority of Cotonou’s staff with support from Belgian development agency, Enabel.

142 | Africa Outlook issue 94

of Cotonou is unique in that the port is essentially one basin, in which all the different shipping methods are handled.

“Courtesy of more than 1,000 vessels, we handled over 12 million tonnes of freight in 2021, consisting of 650,000 TEU containers, 7.7 million tonnes of discharged cargo, 2.1 million tonnes of loaded cargo, and over 100,000 vehicle units,” outlines Van den Branden.

In addition to towage and pilotage, the Port Authority of Cotonou provides other value-added services including moorage, safety watch and ship rentals, as it makes haste on its ambition to become the preferred regional logistics platform.

Particular attention is paid not only to the quality of its services, but also the cost, which remains competitive in the West African region. For this to remain the case, however, it has required the Port Authority of Cotonou to continue to invest and improve, with the sole purpose of making the port more efficient and modern.

PAI PARTNERSHIP Since 2018, the Port Authority of Cotonou has benefitted from a partnership with Port of Antwerp International (PAI), the consultancy and investment subsidiary of the Port of Antwerp, in order to expand and strengthen its position as the economic heartbeat of Benin.

Indeed, these port actors account for 90 percent of international trade, 80 percent of customs revenue and 45 percent of tax revenue in Benin.

Despite this, PAI was called upon by the Benin government to further reform and futureproof the Port Authority of Cotonou so that it could continue to compete with surrounding ports in the region, tasked with modernising the port organisationally, renovating obsolete facilities, and preparing for expansion.

“PAI has a management contract

COMAN S.A. COMAN S.A. is an experienced stevedoring company in Benin, with a 20+ year presence in the Port Authority of Cotonou. In 2006, COMAN S.A. was the first of Cotonou’s terminal operators to commence operations with mobile harbor cranes to increase productivity and provide better services to our customers. Today, we are the proud employer of 400 highly skilled staff, and we are proud to operate with the support of a solid network in the local market.

As part of the AP Moller Maersk Group, we continuously build on our services and apply initiatives originated from our global network. We run and improve our business based on global standardization, best practice, and an excellent customer focus. This helps to achieve continuous improvements to our services.

We develop our people to become their best selves and true value creators through a lean mindset and tools for everyday problem solving. We are aspiring to build a best-in-class company while developing the finest employees, who will ensure an unparalleled customer experience.

We have a strong investment plan that will lift our services and elevate the port into a brighter future. We deem the development programme of the Port Authority of Cotonou essential for a healthy future and look forward to playing a key part in that new reality. We are excited about upgrading our offering with attractive value-added services tailored to the needs of our customers, and we are confident that the ports expansion plan will drive the growth of Benin’s economy. COMAN S.A. is looking forward to servicing our customers and the economy of Benin for many years going forward.

https://www.apmterminals.com/ en/cotonou/about/our-terminal

Lifting Cotonou trade into a better future

COMAN aspires to be the best port logistics partner for your business. We are an efficient terminal operator and employer of choice for our staff.

We lift your business. https://www.apmterminals.com/en/cotonou/ about/our-terminal

PORT AUTHORITY OF COTONOU

with the government of Benin via its Ministry of Infrastructure and Transport. It is a strict management mandate, whereby key functions of the Port Authority of Cotonou are appointed by PAI,” explains Van den Branden, whose current role at the port was opened by PAI in 2018.

For the Port of Antwerp, the partnership represents a way to maintain and strengthen its position as a market leader in West Africa, and exemplifies its aim to engage in a sustainable future for African ports.

A three-year extension to the consultancy project has recently been signed by the Port Authority of Cotonou, whose ambition is to create an innovative, secure and reliable logistics platform for international trade, ensuring sustainable socioeconomic development in Benin and the sub-region as a result.

Thanks to the Port of Antwerp’s support, the Port Authority of Cotonou has already taken concrete 144 | Africa Outlook issue 94

AFRICA OUTLOOK: HOW DID YOU BECOME INTERESTED IN THE MARITIME AND LOGISTICS SECTOR? Kristof Van den Branden, Sales and Marketing Director: “I have always been interested in the maritime and logistics sector throughout my career.

“I started with a company that produced mooring ropes for ocean vessels, then I joined the multinational trading and distribution company Manuchar, one of the world’s largest chemical suppliers for the detergent industry present in over 50 countries.

“Our job was to source the right products, determine the right shipping methods, and arrange door-to-door delivery to the client’s factory, a process in which maritime logistics was key. After 10 years, of which three were spent in Nigeria, I made the switch to Lagos-based Africa Port Service Ltd, where I was responsible for all commercial contacts with shipping lines, importers, port authorities and terminals.

“This was an incredible journey in which I spent my time at the port every day. I then had the opportunity to join Project Management International, an engineering company performing both onshore and offshore geotechnical and geophysical surveys, operating out of Accra, Ghana.

“I have now been living and working in maritime and logistics in West Africa for the past 10 years. I feel that all my experience built up over the years is coming together in my current job, which is fantastic. I’ve been on all different sides of the table, so I can empathise with each of the port’s clients.”

ATRAL

your logistics partner • • • • • •

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ATRAL SA Ilot 620-G Patte d’oie Cotonou/ BENIN

contact@atralbenin.com +229 94 46 69 69

www.atralbenin.com

PORT AUTHORITY OF COTONOU

“THE PORT AUTHORITY OF COTONOU WILL BE TOTALLY TRANSFORMED FIVE YEARS FROM NOW, AND IT IS NOT A DREAM ANYMORE – THE WORKS HAVE STARTED AND ARE IN PROGRESS” - KRISTOF VAN DEN BRANDEN, SALES AND MARKETING DIRECTOR, PORT AUTHORITY OF COTONOU steps towards the modernisation of the port, from infrastructure and procedure upgrades to the training of administrative and maritime personnel.

Several port professionals from the Port Authority of Cotonou, which directly employs around 700 members of staff, have come over to Antwerp’s training centre for tailormade courses in view of maximising the efficiency of port operations, and with the Port of Antwerp partnership being extended to 2024, more renovative measures are to follow.

The Port Authority of Cotonou can count on the strong support of the Belgian Development Agency ENABEL in the rollout of all these port improvement projects via the PASSPort Project. This not only financially supports training, studies and equipment acquisitions for the 146 | Africa Outlook issue 94

Port Authority of Cotonou itself, but also for the strategic actors active on the port platform.

Over the past couple of years, a Port Master Plan has been developed for the Port Authority of Cotonou, the execution of which commenced in July 2021.

“A modern and efficient port and terminal infrastructure contributes to increased volumes passing via Benin to landlocked countries, as well as reducing landed costs for importers,” notes Van den Branden.

“Creating infrastructure to allow larger vessels to come and discharge at the port is lowering the cost-pertonne of freight.”

GROWTH AMBITIONS Forecasts prepared by independent institutions show that the Port Authority of Cotonou must prepare to

SUPPLY CHAIN

Africa Outlook issue 94 | 147

PORT AUTHORITY OF COTONOU double the volume of cargo it handles by 2030.

It means acting now, which is why the Port Master Plan has been adopted by the Benin government, with the first contracts signed in July 2021 and works already underway.

Comprised of six value-added projects worth a total of €400 million, the Port Master Plan aims to improve access for larger vessels and the efficiency of handling operations, reduce waiting times for vessels and transit times for trucks, as well as increasing the port’s capacity to over

AFRICA OUTLOOK: HOW HAS THE COVID-19 PANDEMIC IMPACTED PORT OPERATIONS AT THE PORT AUTHORITY OF COTONOU? Kristof Van den Branden, Sales and Marketing Director: “I am particularly proud that the port community in Cotonou has been able to continue all operations without interruption since the start of the COVID-19 pandemic.

“All our partners have taken the necessary steps to allow operations, clearing processes and deliveries to remain unaffected, with some of our critical operations such as pilotage and towage services receiving special attention.

“As a port authority, we have also taken steep steps to ensure the safety of our staff. At a certain point in time, we even provided hotels and safe transport to our pilots and tugboat teams, to ensure that non-essential contact was reduced to a minimum.

“Despite a few COVID-19 cases within various departments of the port, operations have never been endangered.”

148 | Africa Outlook issue 94

20 million tonnes.

“We will be creating 20 hectares of bulk and breakbulk terminal capacity to the east of the port, and we’ll be increasing the port’s vessel reception capacity to 365 metres in length, up from 275 metres,” Van den Branden shares.

The Port Authority of Cotonou already receives several types of vessels, with large container lines such as Maersk, MSC and CMA regularly calling at the port, all of whom have local representation via their own offices or local agents. Equally, major bulk, breakbulk and tanker operators utilise the Port Authority of Cotonou for loading and/ or discharging purposes, whilst specialised carriers such as reefer vessels and car carriers are also received at the port.

“Additionally, the Port Master Plan foresees an extension of the current port basin, which is also set to be dredged to depths of at least 15 metres, the renewal of existing quay walls, the installation of a second petroleum

GRIMALDI BENIN S.A. GRIMALDI BENIN S.A. is a subsidiary of GRIMALDI GROUP as shipping agent of Grimaldi Lines. Grimaldi Lines is offering RO/RO, container, general cargo, and heavy lift liner services to the Port Authority of Cotonou since 1991.

In 2021 Grimaldi Lines CON/RO type vessels performed 148 calls in the Port Authority of Cotonou from USEC, NWC and MED areas.

RORO TERMINAL BENIN S.A. is a subsidiary of GRIMALDI BENIN established in 2009 as RO/RO stevedoring company for Grimaldi Lines in the Port Authority of Cotonou, offering a high-quality service unique in the sub-regional ports.

www.grimaldi-benin.com

SUPPLY CHAIN

RORO TERMINAL BENIN S.A Quality always close to you

GRIMALDI BENIN S.A

Vehicle handling

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The Brabo training centre, available for port professionals.

Brabo Academy, part of the Brabo group, which has 90 years of experience in piloting and mooring vessels in shallow waters in the ports of Antwerp, Zeebrugge and Ostend.

The simulator, a unique tool.

• Training of maritime pilots on own state-of-the-art manoeuvring simulator • Combined training with tugboat captains (simulators are linked) • Specialized training courses covering your specific needs • Nautical feasibility studies for new port infrastructure (jetties, docks,…)

• Nautical feasibility studies for accommodating new shiptypes in existing ports

Noorderlaan 21 – Haven 28, 2030 Antwerp, Tel: +32 3 205 94 30, www.brabo.com info@brabo.com

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Africa Outlook issue 94 | 149

PORT AUTHORITY OF COTONOU

jetty, and the creation of a new central access point for trucks to enter the port.”

At the same time, the Port Authority of Cotonou is being positioned as a logistics platform for the West African region with the installation of a Port Logistics Zone.

“The zone will have a special customs and fiscal regime, dedicated to added-value activities,” confirms Van den Branden.

Pharmaceutical or spare parts companies, for instance, will be able to set themselves up in the Port Logistics Zone and easily distribute their products within the region.

“Instead of having stock in Europe or Dubai, which results in increased lead times, the goods will be available for distribution from Cotonou, wherefrom an ocean-going vessel is able to ship to the entire west coast of Africa within a few days.

“We envisage having dedicated banking services, laboratory services 150 | Africa Outlook issue 94

and so on available within the zone.

The Port Authority of Cotonou will be totally transformed five years from now, and it is not a dream anymore – the works have started and are in progress,” Van den Branden beams.

Digitalisation is also high on the agenda, with partners such as Webb Fontaine creating Single Window solutions for the clearance of goods, interconnecting all stakeholders involved in foreign trade and allowing them to perform trade procedures on one platform.

Technical partners such as Benin

Control and Benin Customs Service, meanwhile, have created online and digital solutions for cargo declaration, valuation, and the tracking of goods.

“Digitalisation will play an increased role in ports around the world, and Benin has taken a leading role in the region,” acclaims Van den Branden.

Over the coming months, the Port Authority of Cotonou itself will be developing an advanced Port Community System, whereby all actors involved in the handling of vessels and goods will be electronically linked on a blockchain basis.

Allowing for full transparency on

SUPPLY CHAIN

the position of goods at any one time, the Port Community System will eventually lead to more efficiency and reduce the throughput time of goods in the port, ultimately reducing

transaction costs.

“Port operations are like a big machine, and the process is only as strong as its weakest link. Therefore, the Port Authority of Cotonou works closely together with every stakeholder to ensure the smoothest operation possible,” Van den Branden emphasises.

“Obviously, there are issues from time to time, however we have become a more flexible organisation, ready to listen to clients and partners and open to open to innovation and development where possible.”

It goes without saying that

infrastructural works will be a major gamechanger at the Port Authority of Cotonou over the coming years, from the Port Master Plan through to the Port Community System and everything in between.

Tel: +229 21 31 52 80 contact@pac.bj www.portcotonou.com

Africa Outlook issue 94 | 151

STRAUSS LOGISTICS

KEEP ON MOVING A market leader in fuel and dry cargo distribution, Strauss Logistics celebrates a decade of keeping businesses, economies and life flowing

Writer: Jack Salter | Project Manager: Cameron Lawrence

O

ver 40 percent of African industry relies on petroleum.

Fortunately, Strauss Logistics (Strauss) has specialised in transporting bulk fuel, gas, and general cargo across Southern Africa since 2011.

From humble beginnings, operating out of a Zuva Petroleum depot in the Zimbabwean capital of Harare, Strauss’ current premises span approximately seven hectares, comprising workshops, wash bays, fleet parking, stores and offices.

“Strauss celebrated 10 years of operation in May, and we are proud of our achievements in that time,” begins COO of Strauss Logistics, Adrian Smuts.

“In those early days of rapid growth, investment was rightly focused on building our asset capacity in order to provide for our customers.”

STRAUSS LOGISTICS – THE JOURNEY SO FAR 2011

2021

FLEET SIZE

18

230

NUMBER OF EMPLOYEES

31

400

ANNUAL TURNOVER

$2.6 MILLION

$20.5 MILLION

152 | Africa Outlook issue 94

SUPPLY CHAIN

G

Africa Outlook issue 94 | 153

STRAUSS LOGISTICS

Late loads or lost goods can have far-reaching consequences; hence, for the past decade, the Zimbabwe-based company has worked on creating a logistics system that maintains continuous, efficient deliveries.

The foundation of this system is Strauss’ ever-expanding fleet, which now includes over 170 customised fuel tankers and more than 60 flatbed and drop-side trailers for the delivery of dry goods, from crops and chemicals to metals and mining equipment.

With a state-of-the-art workshop, the Strauss fleet is kept on the move by a dedicated in-house team of specialist mechanics and support technicians, who carry out scheduled maintenance 154 | Africa Outlook issue 94

“STRAUSS CELEBRATED 10 YEARS OF OPERATION IN MAY, AND WE ARE PROUD OF OUR ACHIEVEMENTS IN THAT TIME” – ADRIAN SMUTS, COO, STRAUSS LOGISTICS and routine vehicle inspections to prevent disruptive breakdowns.

“This diverse range of vehicles comes with its own unique set of challenges, mostly on the maintenance side,” Smuts acknowledges.

“Mechanics need to be proficient in different engine and driveline configurations, whilst stores are required to source and stock a wider range of parts from a larger pool of suppliers.”

As such, Strauss decided in 2018 to consolidate the fleet into one make of truck, with FAW SA identified as the manufacturer of choice based on carefully considered aspects such as road conditions, technical support, the cost and availability of parts, and asset resale value.

It coincided with Strauss’ diversification into bulk cargo which, unlike bulk fuel, is transported by the company all year round.

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STRAUSS LOGISTICS PEOPLE POWER When it comes to transporting cargo, the fleet is one thing, but the vital link in the Strauss network is undoubtedly a human one.

It’s the people at Strauss who truly make things happen, delivering goods even when regulations change, natural disasters strike, or emergencies happen en route.

“Our diverse and experienced staff are our greatest strength,” emphasises Smuts. “They guarantee that the products are in good hands, from loading through to delivery, and our workshops ensure that the trucks keep running to achieve this.”

Staff training and development are key to the future success of Strauss, and as workplaces continue to rapidly change, dynamism and versatility are of the essence.

“This year, we have brought in training staff from FAW SA, GRW Tankers and Trailers, Tshwane Tanker Repairs, and HAWEKA to ensure that our employees remain up to date with all aspects of fleet management.”

Fuelled by people power, road freight is a cost-effective way for Strauss to move heavy goods, such as fuel, to locations inaccessible by rail, air or sea.

With experienced drivers who take

AFRICA OUTLOOK: AS A LOGISTICS LEADER, HOW IMPORTANT ARE THE COMPANY’S SUPPLY CHAIN OPERATIONS? Adrian Smuts, COO: “Strauss recognises the importance of strong relationships with our partners.

“In this way, we can develop strategies to create efficient means of transport, and reduce overall operating costs. We have partnered with key suppliers in not only supplying parts, but visiting our premises to train and assess our staff on best maintenance practices.

“We have received hands-on technical training from the likes of FAW SA and HAWEKA, and early in 2022, we are expecting further technical support visits from BPW and Dynamic Tyre Solutions.”

156 | Africa Outlook issue 94

pride in delivering to destinations across Southern Africa, Strauss can accommodate a variety of distances, loads and route changes.

Rail, meanwhile, presents a reliable and efficient transport alternative to Strauss, unhindered by weather or traffic.

Courtesy of public-private partnerships with the National Railways of Zimbabwe (NRZ) and Portos e Caminhos de Ferro de Moçambique (CFM), the company offers backbone rail transport services into countries such as Botswana, South Africa, Mozambique and Zimbabwe.

“Strauss now delivers bulk fuels to Zimbabwe, Zambia and the Democratic Republic of the Congo (DRC), as well as LPG gas, Jet A-1 aviation fuel, and avgas to Zimbabwe – all by road and rail,” outlines Smuts.

“Our break bulk deliveries also extend across Central and Southern Africa, from the DRC and Zambia through to Beira, Mozambique and Durban, South Africa.”

As a leader in logistics and fuel distribution, it means the engines that power modern life are dependent on the diesel, LPG and other fuels transported and delivered by Strauss’ fleet of specialised tankers.

SUPPLY CHAIN

Africa Outlook issue 94 | 157

STRAUSS LOGISTICS

STRAUSS’ MISSION Strauss’ mission is to deliver innovative logistics solutions to partners throughout the region, through the application of its key business values: INTEGRITY – Working in an honest, consistent and principled manner.

INNOVATION – Striving for creative ways to deliver goods to where they are needed.

STEWARDSHIP – Committing to the responsible use and protection of resources.

PROFESSIONALISM – Undertaking all business activities with dedication and diligence.

158 | Africa Outlook issue 94

Whether by rail or road, Strauss’ transport infrastructure and commercial flexibility, coupled with its emphasis on service, is what makes the company a valued business partner, taking fuel and dry goods to places where other modes of transport cannot reach.

Large retail, industrial and commercial clients are also offered a seamless supply of petroleum products to keep their businesses moving, all sourced from regional supply routes.

ERP INVESTMENT What also keeps Southern Africa moving is Strauss’ advanced logistics technology, having invested in one of the world’s most sophisticated satellite and on-board tracking systems.

With network surveillance that monitors clients’ cargo, Strauss always

knows the status of deliveries in real time. The company’s investment in transport technology offers a number of other advantages, including better management oversight, close monitoring of vehicle running costs, on-board interactive driver training, compliance with Zimbabwe transport legislation, and more.

In June 2018, Strauss also implemented an Enterprise Resource Planning (ERP) system supplied by SAP, alongside bespoke apps unique to the business, primarily to streamline the daily operations of drivers, workshop mechanics, and managers.

“It was difficult for the rest of the business to keep up in areas such as ERP, accounting systems, operating procedures and inventory management, with many processes completed via handwritten documentation,” Smuts shares.

The ERP system is integrated into

SUPPLY CHAIN

Strauss’ on-board tracking system for the purposes of automated data extraction, as well as other purposebuilt applications to address mobility needs.

“The ERP system allows drivers to electronically load their delivery documents at the point of delivery, and our workshop staff to request parts on handheld tablets, on which they receive notifications when they are ready for collection.

“We are grateful to our IT Manager, Trenna Lunga, and our Business Analyst who successfully managed the project,” acknowledges Smuts.

CONTINUOUS IMPROVEMENT The work Strauss does is dangerous, so the wellbeing of its people and the environment are fundamental to the business.

There is an ongoing, dedicated adherence to Safety, Health,

Environment and Quality (SHEQ) at Strauss, whose SHEQ policy evolves together with industry experiences, trends, regulatory changes, and client requirements.

With all systems and processes integrated into a single, comprehensive SHEQ framework, Strauss has been ISO certified in quality, environmental, and occupational health and safety management.

“It helps to set our vision and goals, not only as an organisation, but as individuals all contributing to a common standard,” notes Smuts.

“Through the application of these standards, we strive for continuous improvement in all our undertakings.”

In a climate of increasing costs for the transport and logistics industry, continuous improvement together with partners remains steadfast for Strauss.

“Transport is in a difficult place

at the moment, faced with rising wages, fuel prices and part costs, all set against a backdrop of increasing pressure from customers for lower rates as well as delays reducing our turnover,” Smuts admits.

“It is only through working closely with our partners that we can find innovative strategies to manage our way through this challenging period.”

On the continued road to excellence, it’s clear that Strauss remains unwavering in its commitment to keep businesses, economies and life itself moving.

Tel: +263 24 2621 362 logistics@strausslogistics.co.zw www.strausslogistics.com

Africa Outlook issue 94 | 159

UGANDA CANCER INSTITUTE (UCI)

COMPREHENSIVE Under the three central pillars of care, research and training, the Uganda Cancer Institute is dedicated to advancing cancer treatment. Executive Director, Dr Jackson Orem, discusses serving the nation’s oncological needs Writer: Phoebe Harper | Project Manager: Callam Waller

160 | Africa Outlook issue 94

HEALTHCARE

CARE

C

ancer is an epidemic that affects the lives of millions worldwide on a yearly basis.

Across sub-Saharan Africa, the region has witnessed a 45 percent increase in the number of cancer-related deaths from 2000 to 2020, with cervical cancer representing one of the major contributors to mortality rates.

In the face of the widespread threat of this deadly disease, for over half a century the Uganda Cancer Institute (UCI) has operated as a government agency tasked with cancer care, research, and training.

Centred in Kampala, the Institute was conceived in 1967 with the development of the Lymphoma Treatment Centre (LTC) - a collaborative venture with the Makerere University medical school, the Ministry of Health (MOH) and the National Cancer Institute (NCI) in the USA. The Institute was born from the discovery of Burkitts lymphoma, a childhood tumour initially encountered in Uganda in 1958. The discovery led to seminal research works, resulting in the Institute becoming the first dedicated cancer research centre in Africa.

Crucially, it contributed to the initial

Dr Jackson Orem, Executive Director

Africa Outlook issue 94 | 161

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UGANDA CANCER INSTITUTE (UCI) identification of a cancer-causing virus – the Epstein-Barr virus (EBV) - and shortly after, the development of experimental treatment using chemotherapy.

Under the UCI Act 2016, UCI is mandated to undertake and coordinate the management of cancer and cancer-related diseases in Uganda.

“I consider cancer in Africa as one of the underserved and neglected areas of the continent’s health sector, hence the reason for my choice of career in oncology,” opens Executive Director at UCI, Dr Jackson Orem.

“It was the passion to serve the underserved that inspired me to originally join medical school,” he continues. It is a passion that has continued to develop ever since Orem joined UCI in 1999 as an oncology registrar, and subsequently grew through the ranks.

Indeed, since its roots over half

a century ago, UCI continues to further its mission by embracing new technologies and developing research centres across the country to widen the Institute’s reach and awareness. Currently, UCI is in the process of implementing four new treatment centres throughout Uganda that effectively service the entire population. As the designated East Africa Centre of Excellence in Oncology (EACEO), the construction of a new state of the art facility is also underway, due for completion later this year.

“To increase access to cancer care, the government of Uganda through UCI is decentralising cancer care services by establishing Regional Cancer Centres (RCCs) in western, north-western (West Nile), the northern, and the eastern regions,” Orem outlines.

UCI’s remit extends to oncology services within medical oncology,

gynaecological oncology, surgical oncology, paediatric oncology, radiation oncology, cancer therapeutics, palliative care, diagnostics (laboratory and radiology), research and training, with palliative care services integrated throughout these main disciplines.

Advocating a comprehensive approach, the overall goal of UCI is to reduce the burden of cancer in Uganda and within the East African Community (EAC). This spans the entire continuum of cancer control, primary prevention, early detection, diagnosis and treatment, palliative care, survivorship, and surveillance.

ADVANCING CANCER AWARENESS The invaluable resource of research lies at the heart of UCI, as the foundation for the care solutions it develops and offers.

As evidenced by the Institute’s foundational ties with the Makerere East Africa Oncology Centre of Excellence under construction

“THE VISION OF UCI IS TO BECOME A TOP INTERNATIONALLY RECOGNISED CENTRE OF EXCELLENCE IN CANCER SERVICES” - DR JACKSON OREM, EXECUTIVE DIRECTOR, UCI 164 | Africa Outlook issue 94

Highlight on the Partnership between ElsMed Healthcare Solutions/ElsMed East Africa and Uganda Cancer Institute UCI Since 2015, ElsMed has been working on the development of an advanced radiation therapy centre in Uganda: the Uganda Cancer Institute (UCI).

This was the beginning of a strong partnership between ElsMed and UCI. This amazing collaboration, ongoing now for the past six years, has put a comprehensive attention to the Access of Cancer Care at different levels from diagnostic to treatment.

ElsMed continues to equip the centre with high end and advanced medical technology solutions – among the equipment delivered and installed: • Radiotherapy machine, the True Beam • The last generation Treatment Planning System, Eclipse • Oncology Information Systems, ARIA combines the management of Radiation Oncology and Medical Oncology with virtualisation of the application under Citrix platform • A PACS system (Picture Archiving and Communication System) for covering all imaging modalities (Ultrasound imaging, CT-Scanner, MRI, Nuclear Medecine)

Finally, the partnership between UCI and ElsMed is the beginning of a New ERA for Advanced Medical Technology in Uganda with Excellence Centres in East Africa and increases significantly access to Cancer Care for all East Africa patients.

ElsMed will be honored to keep supporting the development of the Uganda Cancer Institute in 2022 and beyond .

The CEO of ElsMed Healthcare Solutions, Mr. Ronen Bechor, is grateful for a shared long-term vision with the Uganda Cancer Institute Management under the lead of His Executive Director, Dr Jackson Orem.

ABOUT ElsMed ElsMed Healthcare Solutions is dedicated to establishing outstanding medical facilities around the world, providing all of the professional know-how necessary for a “one-stop” solution in healthcare projects. With more than 25 years of experience, 250 projects worldwide, we partner with public and private institutions to create turnkey healthcare projects that are tailored to local needs and adhere to the highest international standards.

Improving quality of life and access to healthcare for all, through our projects, is our mission.

These technologies have created a smooth transition for the UCI from the Cobalt to the Advanced Linear Accelerator and from 2D to the 3D and advanced treatment technics (IMRT/VMAT). Full training programme has been established for knowledge transfer to UCI’s Human Resources.

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UGANDA CANCER INSTITUTE (UCI) University, educational initiatives and training programmes form a key segment of UCI’s work in Uganda.

Through these schemes, UCI seeks to secure the field’s sustainability by sourcing new talent and educating future healthcare workers in the face of a significant national shortage of trained medical professionals and oncology specialists.

“Cancer care is multidisciplinary, requiring many specialists working together. Currently UCI has 254 full-time employees, of which 177 are the multi-disciplinary clinical team, including nurses.

“Although there is a steady improvement in the staffing, there is still a dire shortage of cancer specialists to adequately run the facilities.”

As Orem suggests, the limited talent pool in Uganda poses a threat to the sector’s development. To address the need for human resources, since 2017 UCI has implemented oncological

UCI Wards

fellowship training programmes to develop much-needed medical professionals in the field. These include initiatives in gynaecological, paediatric, haematological, and adult oncology.

“We host three oncology fellowship programmes in collaboration with several partners to build the national and the EAC member states’ human resources capacity for cancer control.

“Our ongoing plan is to expand these training programmes to include other specialty areas such as radiation oncology, and oncology-nursing,” he comments.

Launched in collaboration between UCI, the Makerere College of Health Sciences, Mulago National Referral Hospital (MNRH), and the Fred Hutchinson Cancer Research Centre (FHCRC) to name just a few key partners, these programmes have strategically positioned UCI as the East African Centre of Excellence and an esteemed training hub for cancer specialists across the field.

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www.medisell.com Africa Outlook issue 94 | 167

UGANDA CANCER INSTITUTE (UCI) EMBRACING DISRUPTIVE TECHNOLOGY Since its beginnings, UCI’s innovative incorporation of technology has been recognised as industry leading. Most recently, the Institute was awarded the title of best health sector e-health service of the year by the National Information Technology Authority (NITA) Uganda and its partners: Ernst & Young Global Limited, Huawei Technologies Uganda, and the World Bank Uganda.

As the first stage of cancer control, early detection and information sharing are a vital part of the work that UCI do. Within this, UCI has devised a Comprehensive Community Cancer Programme (CCCP) to operate outreach services, delivering key information and detection screenings across the country’s communities.

By deploying a van equipped with a

Stationed mamography unit

Mobile mamography unit

mammography unit for breast cancer screening and a separate space to screen for signs of cervical cancer, UCI extends critical services to widereaching and remote rural areas.

The Institute acquired its first ‘mobile mammo-unit’ in 2009, under the auspices of Yale University School of Medicine’s “Health Overseas Partnerships in Health and Education” (HOPE) programme, in partnership with Johnson & Johnson. In 2018, UCI received a second mammographyvan donated by the Honorary Consul of Uganda in Mumbai, India, Madhusudan Agrawal, from the Samta Foundation and Tata Group.

“Additionally, UCI is piloting the feasibility of implementing an Interactive Voice Response (IVR) system for dissemination of cancer information via telephone calls for the purpose of cancer awareness in

Uganda,” Orem tells us.

“This IVR is supported by the key cancer specialists as part of the call centre to provide tele-services.”

Through IVR, phone calls are automatically answered by a computer system that plays back audio messages and predetermined navigation instructions through voice commands or dual-tone multifrequency signalling (DTMF).

In the realm of cancer diagnostics, UCI has invested in diagnostic devices for complete blood count, blood chemistries, tumour markers, immunohistochemistry, pathology, and conventional imaging with a computerised tomography (CT) scan. These imaging services will be further upscaled with the installation of modern Magnetic Resonance Imaging (MRI) equipment, and the establishment of a nuclear medicine

HEALTHCARE

CT Scanner

centre equipped with a Single PhotonEmission Computed Tomography (SPECT) and Positron Emission Tomography (PET)/CT scanners.

“Finally in radiotherapy, in addition to the cobalt-60 teletherapy machine and cesium 137 brachytherapy unit, UCI has expanded to acquire an additional cobalt-60 teletherapy unit and a CT-simulator which was commissioned in June 2016.”

In the same year, UCI commissioned an upgrade to a high-dose rate brachytherapy unit, alongside the later replacement of Co-60 source.

In 2021, UCI’s commissioning of a Truebeam Linear Accelerator (LINAC) launched the gradual transition from 2D to 3D conformal radiotherapy.

“We are adopting e-health in a phased manner where functionally, resource wise, and ethically appropriate,” Orem surmises.

AN UNRELENTING MISSION Operating within a realm of healthcare

that Orem himself describes as “complex, multi-sectorial and expensive”, the work that UCI does is rife with challenges. Alongside rising numbers of cancer cases, the Institute must weather insufficient funding compared with national need, the prohibitive cost of training abroad for specialists facing few opportunities in-country, and the aforementioned lack of cancer care specialists.

Nevertheless, Orem identifies an advantageous shift in the health care sector that will only bring further development.

“This is an area that has a lot of potential for improvement, given the growing burden. Policies in developing countries are now changing, since for a long time the emphasis has been on communicable diseases, not cancer.”

With this optimism at the fore, UCI remains laser-focussed on its strategic priorities for the year ahead.

“This includes fast-tracking the

operationalisation of the four regional cancer centres, and the finalisation and approval of the national cancer control plan.

“We will also be strengthening UCI’s existing local training programmes and expanding to include other specialty areas, whilst developing local and international partnerships for domestic manufacturing of the key high-volume cancer care supplies, including anti-cancer medicines,” he continues.

UCI will continue to navigate these challenges and lead the way in fulfilling its mandate on behalf of the wellbeing of all Ugandans.

Tel: +256 414 540 410 emailus@uci.or.ug www.uci.or.ug

Africa Outlook issue 94 | 169

NAMMED MEDICAL AID FUND

170 | Africa Outlook issue 94

HEALTHCARE

YOUR HEALTHCARE, YOUR CHOICE Nammed Medical Aid Fund is taking the first bold steps towards implementing Project Nammed 2025 to simplify medical aid options in Namibia, as Principal Officer, Gert Grobler, tells us Writer: Jack Salter | Project Manager: Callam Waller

Project 2025 endeavours to restructure Nammed Medical Aid Fund (Nammed), to make it simple for anybody to choose the right option suited to their specific needs.”

Gert Grobler, Principal Officer at Nammed, is part of a dedicated, professional team responsible for providing healthcare and support to all residents in Namibia.

Following Namibia’s independence from neighbouring South Africa in 1990, Nammed was established by the Namibian Agricultural Union with the aim of ensuring medical cover for farmers in the Southwest African country, who previously belonged to a South Africa-based medical aid fund.

Since 1995, medical aid funds in Namibia such as Nammed have been operated under the regulatory authority of the Namibian Registrar of Medical Aid Funds.

“With the establishment of the Namibia Financial Institutions Supervisory Authority (NAMFISA) in 2002, the regulatory framework changed, and the Registrar of Medical Aid Funds was transferred to NAMFISA,” explains Grobler.

Gert Grobler

Africa Outlook issue 94 | 171

Roman Catholic Hospital Quality Service

Since 1907

Roman Catholic Hospital a quality based health care facility, is situated in the heart of the city Windhoek, Namibia. It is located in Werner List Street, Windhoek, Khomas, Namibia. Over the centuries the hospital continues in the healing ministry of Christ even today offering quality health care to the people of Namibia and other neighboring countries We endeavor to provide compassionate care for those who are suffering from illness. And to help the patients find psychological, mental and spiritual stability and peace.

SERVICES

Out patient services • •

Consultant Out-Patient Clinics 24/7 Causality

Inpatient services • •

Internal medicine/surgical Intensive care unit/ High care

Theatres/ Specialties: Surgery • • • • • • •

General and Endoscopic surgery Orthopedic and trauma surgery Spinal surgery ENT surgery Urology and Laser Surgery Maxillo- facial oral surgery Cardio- Thoracic surgery

CATH LAB Service • • • • •

Cardiac surgery Open and endoscopic thoracic surgery Heart support group Coronary angiogram (angioplasty, stenting) Ivus, FFR Pacemaker implant

• • •

Pericardial taps Trans-esophageal echocardiogram Inferior Vena Cava Filter insertion

Other services • •

• • • •

Diagnostic Radiological and Laboratory services Clinical Nurse Specialists in the areas of Diabetes, Continence Management, Respiratory Care, Health Promotion, Infection Control, and Pain Management.

Counseling services A dietetic service providing nutritional assessment, dietary advice, education and evaluation.

Physiotherapy and Pharmacy services Pastoral care to the patients

Auxiliary services • • • • •

Path care Medical Imaging Pharmacy PH studies Dialysis center

Roman Catholic Hospital 92 Werner List Street, P.O. Box 157, Windhoek T +264612702444 E admin@rchna.org www.rchnam.com

NAMMED MEDICAL AID FUND

NAMMED LIFE STAGES APPROACH Cover is planned according to the health and financial situation of members.

STARTERS – AGE 18-25 • Beginning employment.

• Low-to-medium income.

• Low health needs.

• For unexpected medical requirements.

• Suited to Basic, Core or Active options.

NEST BUILDERS – AGE 26-35 • Seek value rather than the cheapest option.

• Need cover for expected medical needs of young families.

• Suited to Active or Essential options.

MID-LIFERS – AGE 36-55 • Middle-to-high income.

• Medical aid is a routine monthly expense.

• Suited to Essential or Standard options.

GREY FOXES – AGE 56-60 • Moving towards retirement.

• Health risks and prevalence of chronic diseases increasing.

• Suited to Standard or Comprehensive options.

WISE OWLS – AGE 61+ • Members approaching or in retirement.

• Increased prevalence of chronic diseases.

• Greater importance of extent of cover for major medical events.

• Suited to Comprehensive option.

174 | Africa Outlook issue 94

NAMFISA has a number of statutory objectives when it comes to Nammed and other medical aid funds, including to protect their interests and members, and to monitor their solvency and financial soundness.

Nammed is also an affiliated member of the Namibian Association of Medical Aid Funds (NAMAF), established to control, promote, encourage and coordinate the development of medical aid funds in Namibia. Through NAMAF, Grobler recognises the urgent need to find innovative solutions that will curb the unsustainable escalating cost of medical services.

“Personally, I am very concerned about the rising cost of all medical services, which may culminate in the general unaffordability of medical aid funds and the total collapse of the medical aid funding industry with disastrous consequences in the near future,” he says.

“The rise of medical costs boils down

to the use of technology, the cost of regulation, supplier- and member-induced demand, insufficient claims adjudication by administrators, as well as fraud, waste and abuse.”

CHOICE OF OPTIONS Despite this stark warning, Nammed has gone from strength to strength over the years, today offering a range of quality, affordable medical aid options to members across Namibia.

At one end, members of the reasonably-priced Basic cover have access to a network of contracted primary healthcare service providers; at the other, Comprehensive members reap the premium healthcare benefits associated with hospitalisation and day-to-day medical expenses, ideal for those wishing to cover their medical costs to the greatest possible extent or those with health risks that may be perceived as high.

With further medical aid options including Active, Core, Trauma,

R

oman Catholic Hospital was established on 30th November 1907 as a mission Hospital for the Roman Catholic Church with the vision of continuing the healing ministry of Christ. The Franciscan sisters of Nonnenwerth served as first administrators. Initially it was a 10-bed hospital and named ‘Maria Stern Krankenhaus’. In 1922 when it was 60 bedded facility it was renamed as ‘Maria Hilf Krankenhaus’.

In 1925 it witnessed an expansion of a new wing which included five wards and two operating theatres. In mid 1930 the hospital was renamed as Roman Catholic Hospital and continues to serve the people of Namibia and others patients from other parts of Africa with the same Name. Time and again minor improvements were undertaken resulting from the influx of patients. It withstood First World War, different colonization’s, poverty, epidemics and other calamities. In the year 1923 the administration of the hospital was shifted from the Franiscan sisters, to the Benedictine sisters of Tutzing.

Today the Roman Catholic hospital is owned by the Archdiocese of Windhoek, Namibia and administered by the Benedictine sisters of Tutzing with the dedicated service from number of staff.

The quality service the hospital offers and its good reputation took the hospital in a gradual and steady developmental road. Now Roman Catholic Hospital stands tall in Service with 111 beds facility with various specialisations.

Our Story Began In April 1906, there were plans to open a private “lazarett” in a house under construction on Mission Hill, next to the Roman Catholic Church.

T + 264612702444

|

Our story begins with our ‘fair maidens’ hailing from the Franciscan Sister of Heythuizen Nonnenwerth, being posted to this country to fulfill a contract with the ‘Army Hospital’, until 1907.

On expiry of the contract, it was expected that these Sisters would return to their place of origin, However, because of their dedication to the service, His Majesty the Emperor of Germany, bestowed upon them the Red Cross Brooch, and instead of returning home, the Franciscan Sisters were posted to the new hospital at the Roman Catholic Church, on Mission Hill in Windhoek, on 30th November 1907 which they named ‘The Maria Stern Hospital.’

The new private hospital was described as very small and poorly furnishes, having only a few small rooms, yet it was a joy for the whole country. The hospital was poorly funded, and at times, care had to be taken of 36 Typhoid patients. Roman Catholic Hospital has come a long way since then and continues to grow while giving the best patient care to all its patients.

Statistics from the hospital between 1910 and 1920 indicates:

Year

Patients

Operations

1910

95

38

1911

240

75

1914

263

110

1915

445

329

1918

527

359

1920

501

559

E admin@rchna.org

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www.rchnam.com

NAMMED MEDICAL AID FUND Essential and Standard cover, Nammed caters for all the individual health needs and financial means of its members, applying innovative and unique methods to ensure that their requirements are met.

Members often believe that they should purchase the maximum amount of cover that they can afford,

MISSION, VISION, VALUES At the core of everything Nammed does, the fund’s mission, vision and values keep it focused on delivering service excellence for members.

MISSION – To grow Nammed by providing relevant and sustainable cover for the Namibian market, supported by high quality client service.

VISION – Constantly striving to be Namibia’s preferred medical aid fund and healthcare partner.

VALUES – Nammed lives and works by the following core values: • Integrity • Ethics • Excellence • Care

Chairman, P.D. Theron

176 | Africa Outlook issue 94

with little or no regard for the specific benefits of each aid option for their actual medical needs.

With Nammed’s new Life Stages approach, however, choosing the right option is made easy, as options are tailored to different age groups and the health needs that generally correlate with those groups.

Active cover, for instance, is aimed towards young, single members or smaller families that are in good health, whilst the Essential medical aid option is the ideal healthcare solution for individuals or families between the ages of 26 and 55.

“Our current client base consists of large employer groups in the mining, insurance, financial and business sectors, as well as smaller SME groups and individuals all over the country,” Grobler outlines.

When it comes to members, there are two major factors that give Nammed a competitive edge in the market.

“Our members are not just a number; we regard them as people and families whose health we truly care about. We know them by name and our interaction with them is personalised.

“Nammed’s service to members and health care providers is second to none,” affirms Grobler.

PROJECT NAMMED 2025 Optimising the options offered based on well-researched market needs, the Nammed Board of Trustees is progressing with the implementation of Project Nammed 2025, in order to meet the challenges facing the medical aid industry and to ensure the sustainability of the fund.

The Board of Trustees, headed by Chairman, P.D. Theron, are responsible for making the educated decisions needed to ensure that the fund is regarded as a trusted name in healthcare across Namibia.

The trustees undertook a comprehensive strategic planning

Mediclinic Private Hospital In safe hands The emergency centres at all Mediclinic hospitals have been expertly redesigned to safely and efficiently manage patients with COVID-19, as well as to tend to any other medical emergencies.

The emergency centres have been adapted for all emergency cases.

Each patient is treated with the high standards of safety and clinical care they deserve. Our trained professionals are prepared and ready to help, night or day, with any health emergency during the holidays.

Our emergency centres manage access to ensure we reduce risk.

Currently, we permit patients to be accompanied by one person as support.

Mediclinic facilities make use of an internationally recognised triage system. Here’s what to expect: upon entering one of our emergency centres, you will be quickly screened at the door and have your details taken down. After being screened, you will be directed to a treatment area for an assessment. Patients with a red status will be prioritised, alongside patients with an orange status who require treatment within minutes of arrival. Patients with a yellow status have a physical injury or are unwell but may be able to wait a short while for treatment. Green indicates that the patient can be assisted when staff have taken care of red and yellow patients.

During periods where risk is increased, the rules may be altered for your protection and to limit the risk of infection.

Do not delay in seeking care. Visit your nearest Mediclinic emergency centre as soon as possible.

www.mediclinic.co.za

OUR 24-HOUR EMERGENCY CENTRES ARE ALWAYS READY TO PROVIDE YOU WITH EXPERT CARE If an accident or injury occurs, our multidisciplinary emergency service teams and hospital specialists are prepared and ready to assist with any medical emergency.

Our 24-hour access system allows us to safely triage COVID-19 and non-COVID-19 patients in designated treatment areas.

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EMERGENCY CENTRE +264 61 229 246

SOUTH AFRICA • SWITZERLAND • UAE • NAMIBIA www.mediclinic.co.za

8019DWWD

THANK YOU FOR YOUR SUPPORT THROUGHOUT THE YEAR.

NAMMED MEDICAL AID FUND

Mr. S. Kauapirura, Vice Chair

Mr. E. Kahuva, Trustee

Ms. Nicolina Swart, Marketing

Ms. A. Finke, Trustee

Ms. C. Hengari, Trustee

Ms. M. Van Niekerk, Trustee

process when it came to designing Project Nammed 2025 to ensure the fund remains relevant and competitive, reflective of the resolve and commitment of the entire Board to serving the needs of the fund.

Thus, the overall aim of Project Nammed 2025 is for the organisation to compete across various market segments, namely the basic, low, medium and high cover markets.

Nammed’s Standard and Comprehensive options are highly competitive in the high cover market, whilst the Essential cover is on par with the medium-to-high offerings of other medical aid funds. But in order to increase competitiveness, Nammed has embarked on an option design and restructuring process, informed by 178 | Africa Outlook issue 94

research findings on the income levels and healthcare needs of Namibians.

Of the seven medical aid options currently offered by Nammed, the Option Consolidation Project will reduce and simplify this selection to four or five by 2025, with the consolidation of the Core and Active options being the first step.

“Our market research has showed that the biggest challenge for the public is the complexity of the different product offerings on the market. They find it very difficult to compare the different options and make the correct choice,” notes Grobler.

“Project Nammed 2025 is geared towards a solution for the complexity of healthcare, as it aims to simplify Nammed’s offerings on the market.”

HEALTHCARE

“OUR MEMBERS ARE NOT JUST A NUMBER; WE REGARD THEM AS PEOPLE AND FAMILIES WHOSE HEALTH WE TRULY CARE ABOUT” - GERT GROBLER, PRINCIPAL OFFICER, NAMMED MEDICAL AID FUND Transparency is key for Nammed in delivering the benefits of its medical aid options, as the fund wants members to fully understand exactly what they receive with their chosen cover.

As part of Project Nammed 2025, the fund is also in the process of restructuring the Basic option for the low-income market, as well as investigating a possible name change.

Meanwhile, Nammed has identified a gap in the medium-to-low market, presenting a value opportunity for increasing competitiveness as the options are restructured.

Nammed already offers highly competitive contribution rates on all options for groups larger than 200, however the feasibility of offering the same contributions to groups of over 100 people are also being investigated, in parallel with efforts underway to attract younger individuals to the Trauma option, which is ideal for members wishing to only cover hospital costs.

As well as Project Nammed 2025,

which will aim to grow the fund as fast as possible, the Nammed Board of Trustees has approved a new brand strategy for the fund, to be implemented from 2022 onwards.

“The new brand strategy is very exciting, it will definitely change the current landscape in which we operate and I’m truly looking forward to it,” Grobler adds.

“To position the fund to execute these strategies, we will recruit a Stakeholder Relationship Manager, a Marketing Assistant, and a short-term Marketing Consultant to increase the human capacity of the fund for the tasks ahead.”

COVID-19 SUPPORT In line with Namibia’s national goals to fight against COVID-19, Nammed will continue to fund testing, vaccinations and other treatments that members may need during the pandemic.

It follows a reduction in the number of claims experienced by the fund, primarily due to lockdowns and

limited access to facilities for elective procedures, in a year characterised by circumstances never before seen in the history of Namibia.

“The country experienced a very serious wave of COVID-19 infections between May and July of 2021,” shares Grobler.

“Nammed ensured access to medical services for members and supported healthcare providers by adapting its rule interpretations to better suit the crisis situation.”

With members increasingly conscious of their healthcare as a result of the COVID-19 pandemic, Nammed’s informed choice of medical aid options are more important than ever.

NAMMED MEDICAL AID FUND Tel: +264 61 374600 info@nammed.com.na www.nammed.info

Africa Outlook issue 94 | 179

DIAGNOFIRM MEDICAL LABORATORIES (DML)

Dr. Mohammed Chand, Medical Director, DML

HEALTHCARE

PATHOLOGY YOU CAN TRUST We place Diagnofirm’s high quality medical laboratory services under the microscope, after speaking with Medical Director, Dr. Mohammed Chand Writer: Jack Salter | Project Manager: Callam Waller

I’ve had a passion for the healthcare industry ever since I was young.”

As the Medical Director of Diagnofirm Medical Laboratories (DML), Dr. Mohammed Chand has pursued his passion and turned it into a successful career in the medical field.

Chand, whose late father Professor Mohammed Iqbal Chand founded DML in 1990, joined the company 29 years later in 2019 after completing his medical degree and working in South Africa.

“It was due to my father’s vision and ambition that DML is where it is today,” he reflects.

Today, healthcare professionals and patients across Botswana are provided with DML’s medical laboratory services, which utilise the most advanced technologies available in the industry.

“We have evolved with technology and always want to be leaders in tech innovation,” emphasises Chand,

evidenced by the fact DML has automated its laboratories with the aim of reducing costs, optimising throughput, and increasing the accuracy and consistency of reported results.

“We are also investing in digital pathology software and image management solutions to allow pathologists to review patient cases without shipping slides or specimens.”

DML’s technology drive comes at a time when Botswana’s healthcare system is steadily improving, expanding, and becoming more accessible, with significant strides made towards universal healthcare in the country.

The majority of Botswana’s 2.3 million citizens now live within five kilometres of a healthcare facility, with the nation’s average life expectancy increasing and infant mortality rates declining as a result.

As a medical laboratory, DML’s role within the blossoming Botswanan healthcare system is to aid in the diagnosis, treatment, and prevention of disease. There are currently 45 DML branches and six laboratories across Botswana, covering all major towns and villages, making diagnostic services easier to access.

Africa Outlook issue 94 | 181

Axiology Labs Just Be....

Your turn-key life science solutions provider We are a laboratory supply company based in South Africa that aims to give each of our partners the products, support and services they require regardless of nature. Partnering with us will give you or your business the opportunity to become part of a movement that aims to change the way we teach and conduct research, while simultaneously strengthening possibillities in Africa. Axiology Labs can assure you and your business of top quality products and services by partnering with leading experts and brands worldwide.

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DIAGNOFIRM MEDICAL LABORATORIES (DML) “The industry in Botswana is quite diverse and there are numerous other laboratories within the country.

We serve the entire population and work with various healthcare service providers, NGOs and research institutes,” reveals Chand.

“In Botswana, we have modelled ourselves as a referral laboratory for both public and private health laboratories, by increasing our scope to include specialised testing platforms and investing in genetics.”

DIAGNOFIRM’S CORE VALUES INCLUSIVENESS – by using staff and client input to provide quality services.

COMPETITIVENESS – by constantly adapting and recognising the everchanging needs and requirements of customers.

DIVERSITY AND PERSONALISED CARE – by acknowledging that each customer is a unique individual and customising care accordingly.

COLLABORATION – through community programmes, training institutions and work practices.

EXCELLENCE – through high-quality services.

INNOVATION – by keeping abreast with the latest technologies in medical laboratory science.

SOCIAL RESPONSIBILITY – by putting the needs of Botswana first.

DEDICATION – by always aiming to achieve customer satisfaction.

184 | Africa Outlook issue 94

REGIONAL LEADER DML strives to be a regional leader in the field of pathology, offering total solutions to healthcare organisations and medical companies.

The company’s comprehensive clinical testing services are characterised by convenience, quality, and affordability, underpinned by state-of-the art testing equipment.

“DML is quality driven, focusing on the best possible results for our clients and ensuring that all tests have gone through extensive quality assurance protocols,” Chand shares. “We ensure a fast turnaround time of results, as 70 percent of medical decision making is based on accurate, timely diagnostics.”

Recruiting and retaining highly skilled personnel are therefore key priorities for DML, who currently employ 230 members of staff. Fortunately, the company has always had the advantage of being a leader in medical laboratory diagnostics, allowing it to attract the required expertise.

H

aving been founded in 2015 and deriving its name from the Greek words “axia” meaning value and “logia” meaning “study of”, Axiology Labs has, through value driven partnerships and tactical collaborations with the world’s leading brand suppliers, successfully managed to pay homage to its name and founding principles by providing value to the African continent through the supply of quality laboratory products at affordable prices.

Diagnofirm, the leading pathology group in Botswana, brings an international footprint to Axiology Labs with the group sourcing many of its Covid-19 support and test kits through Axiology Labs. Growing from this partnership came the realisation for the need for an efficient and reliable laboratory management waste and stock tracking system which, in turn, brought about the birth of NAT 2.0, a boutique customer-centric Axiology Labs developed Stock and Efficiency software program, which was specifically developed and tailored to the exact needs and specifications of Diagnofirm. The implementation of Nat 2.0 by Diagnofirm through its operations has yielded an immediate impact with a significant reduction in costs associated through unnecessary wastage and, through a reliable, continuous and uninterrupted stock supply chain, the complete avoidance of unnecessary and costly test delays.

Founder and CEO Gideon Burger says: “We really try to gauge our customer needs and structure our offerings accordingly. What we have found is that in the world of science there is very rarely a one size that fits all approach that can be adopted and, as such, we are continuously looking for unique and novel ways to do business and add value.”

Faced with the unprecedented Covid-19 pandemic, Axiology Labs found its value by assisting its customers in fighting the virus through the establishment of more than 40 Covid-19 PCR laboratories spread throughout the African continent in 2020 alone.

Whilst the need for Covid-19 solutions is currently a strong part of Axiology Labs’ primary focus, the company is quick to realise that the world of research, teaching and diagnostics is advancing at a significant pace. As such, the continuously evolving company has branched out and expanded on its offerings ranging from LabSpace, an advanced state of the art analytical laboratory situated at the Paramount Campus in Midrand, Johannesburg and founded to bring high quality testing and analytical support and value to the food, pharmaceutical and agricultural markets to AxioSport, created with high performance and Sport Science in mind and offering solutions to teams and individuals to increase sport performance and track progress, right through to the world of virtual reality through AxioVR, where the company seeks to bring virtual reality and value to the classroom through program specific learning content and custom-built work force training and safety solutions for the leading industry role players.

Axiology Labs Just Be....

Your turn-key life science solutions provide T + 27 16 100 6090 | E sales@axiologylabs.com | www.axiologylabs.com

We are a laboratory supply company based in South Africa that aim to give each of our partners the products, support and services th

DIAGNOFIRM MEDICAL LABORATORIES (DML) “A lot of the company’s success is down to teamwork. Every single person within the organisation contributes to ensuring efficiency, maintaining accuracy, and overall making DML what it is today,” Chand proudly states.

With an award-winning emphasis on professionalism, accuracy and attention to detail that surpasses international quality standards, DML provides a wide range of medical laboratory testing services within several branches of medicine such as phlebotomy, haematology, virology, immunology, flow cytometry and more.

Now offering in excess of 3,000 different diagnostic tests, from basic routine blood checks to complex histological tissue sampling, DML is looking to penetrate beyond the Botswanan border with its medical laboratory services.

“We cover the length and breadth of Botswana, so the focus has

now shifted towards expanding across the rest of Africa, where we are determined to provide quality services,” outlines Chand.

CRITICAL ROLE IN THE PANDEMIC As the COVID-19 pandemic continues to be a major public health problem globally, medical laboratories such as DML play a critical role in a nation’s healthcare delivery system by providing patient management, public health, disease control and surveillance information.

The DML COVID-19 laboratory, responsible for both the PCR and antibody detection of COVID-19, is currently the only laboratory ISO accredited by SADCAS and ICAS for coronavirus testing in Botswana, delivering results quickly and efficiently to clients either for medical or travel purposes whilst staying abreast with global scientific research into COVID-19.

Abbott Laboratories We are truly proud of the long standing partnership between Abbott and Diagnofirm.

Together we have reached many patients by providing accurate, timely information to guide effective treatment decisions.

DIAGNOSTICS

Abbott wishes Diagnofirm the very best in all your future endeavours.

END TO END SOLUTIONS

SERVICES – AT A GLANCE PHLEBOTOMY – DML has four separate blood sample collection rooms, offering complete privacy and ensuring confidentiality, with a special room dedicated to young clients who require special attention.

www.corelaboratory.abbott

VIROLOGY – Affords sound diagnostic information for a variety of medical situations encountered in HIV treatment.

CLINICAL CHEMISTRY – Rapid, accurate testing of

ADDRESSING COMPLEX CHALLENGES WITH a variety of clinically relevant analytes in common SAMPLE PROCESSING – The nucleus of the biological fluids.

INDIVIDUAL SOLUTIONS IS NO LONGER ENOUGH organisation, providing a valuable service for sections of the laboratory in which testing is performed by sorting, labelling, prioritising, and distributing specimens, as well as manning telephones and answering general laboratory questions.

HAEMATOLOGY – Routine and urgent automated blood counting and morphological profiling, coagulation screening, specialist haemostasis and haemoglobinopathy investigations.

microbiology services, from routine cultures and sensitivities to molecular typing. The department also participates in disease outbreak surveillance as well as medical screening.

testing, autoimmune disorders, and infectious disease testing.

ABBOTT END TO END SOLUTIONS When combined, these solutions unlock synergistic value, CLINICAL MICROBIOLOGY – An innovation-driven SEROLOGY / IMMUNOLOGY – Major serology tests helping your laboratory achieve and sustain excellence team offering clients a full range of high-quality performed include antenatal screening, febrile illness CYTOLOGY AND HISTOLOGY – Histological services such as consultation and tissue sample diagnostics that fit the unique needs of individual clients.

FLOW CYTOMETRY – Responsible for HIV monitoring and laboratory testing. Much work is carried out in conjunction with the haematology department to COVID-19 LABORATORY – Responsible for both the INTELLIGENT provide flawless HIVRESOURCEFUL consultation and diagnostics.HARMONIZED PCR and antibody detection of COVID-19.

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186 | Africa Outlook issue 94

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Africa Outlook issue 94 | 187

DIAGNOFIRM MEDICAL LABORATORIES (DML) polymerase chain reaction (RT-PCR) test with multiplex PCR-fluorescent probe technology and one-step RT-PCR technology.

The accurate and early detection of COVID-19 through reliable medical laboratory test results from the likes of DML are key in limiting the transmission of coronavirus and informing interventional measures.

Quality in this department is therefore monitored vigorously, with all procedures enrolled into international proficiency testing programmes and sample handling performed in a biosafety cabinet to avoid contamination and to protect staff, who are provided with personal protective equipment when collecting and testing samples.

WHAT ARE DML’S OBJECTIVES? • To provide quality pathology services to clients at a reasonable cost.

• To always remain highly competitive in all the services it provides.

Most accreditation bodies have adopted ISO 15189 as the basis for accrediting medical laboratories such as DML. This has helped countries like Botswana to employ a uniform approach to determining laboratory competence, allowing agreements to be established based on mutual evaluation.

The laboratory is also equipped with a Bioer Open PCR System, which effectively and efficiently isolates high quality DNA/RNA from combined oropharyngeal and nasopharyngeal swabs, as recommended by Botswana’s Ministry of Health. The amplification of this system is based on a real-time reverse transcription 188 | Africa Outlook issue 94

• To remain dedicated to excellence in patient care by being at the forefront with highly skilled personnel, continued education, and leading-edge technology in the medical laboratory field.

• To train the next generation of medical laboratory scientists and technicians by providing the highest quality of in-house training to students.

• To uphold community development through a sound corporate social investment scheme.

HEALTHCARE

“DML IS QUALITY DRIVEN, FOCUSING ON THE BEST POSSIBLE RESULTS FOR OUR CLIENTS AND ENSURING THAT ALL TESTS HAVE GONE THROUGH EXTENSIVE QUALITY ASSURANCE PROTOCOLS” - DR. MOHAMMED CHAND, MEDICAL DIRECTOR, DML However, despite also setting up various labs throughout Botswana to assist with controlling the pandemic and giving a fast turnaround time for PCR results, not even DML was immune to the impact of COVID-19.

“We lost key personnel due to COVID-19, and because of the high

demand for laboratory personnel in that period, it was not easy to replace them at first,” Chand admits. “We had to work smart and come up with systems to overcome the burden of staff shortages, which have proved to be very successful.

“Procurement of materials and

stock has also become more of an issue due to ever-increasing transport costs and stock shortages, so we’ve had to pivot and keep more stock in the country in order to continue operations and ensure our patients’ needs were met.”

Testing capabilities in Botswana on the whole have been boosted by DML, though, following the donation of a laboratory extractor machine to the Ministry of Health and Wellness.

The extractor, which has gone a long way to speeding up the testing process in Botswana, was donated by DML to help the government in the battle against COVID-19 and to give back to the community.

It ties into the company’s commitment to Corporate Social Responsibility (CSR), which is a large hallmark of the DML brand. “Since inception, there has been a concerted effort to operate in such a way that enhances society,” Chand comments.

For example, DML was recently involved in a breast cancer fundraising activity, as well as partnering with other organisations to offer free prostate cancer screening tests in recognition of Men’s Health Awareness Month in November. We have also partnered with the Diabetes Association of Botswana to offer free blood glucose tests.”

It is clear that DML’s CSR initiatives go far beyond the field of laboratory medicine, and as one of the company’s core values, Botswanan communities are in safe, capable hands.

Tel: +267 395 0007 lab@diagnofirm.co.bw www.diagnofirm.co.bw

Africa Outlook issue 94 | 189

ONE ACRE FUND

FARM SUPPORT FOR THE FUTURE

One Acre Fund is a unique organisation with a base mission to help grow the farming communities in Kenya and beyond. We speak to Kelvin Owino, Africa Communications Manager, to learn more Writer: Marcus Kääpä | Project Manager: Kyle Livingstone

Having grown up in a farming community in Western Kenya, I saw and experienced first-hand the challenges that farmers go through. I’ve felt inspired every day over the last eight years to have been working with One Acre Fund, and in doing so, helped support smallholder farmers throughout Kenya.”

In his position as Africa 190 | Africa Outlook issue 94

Communications Manager, Kelvin Owino leads the One Acre Fund field communication team. His background in the agriculture industry has taught him many things, but most of all, has helped shape his vision of Kenyan farming for the future.

“I always dreamt of finding ways to address the challenges of the sector, and so I was very excited when I got

AGRICULTURE

Africa Outlook issue 94 | 191

ONE ACRE FUND the opportunity to work directly with farmers through One Acre Fund,” he reflects fondly. “One Acre Fund is an agricultural service provider that’s investing in the betterment of rural Africa.

“We bring high-quality farm inputs, financing, and training directly to

AFRICA OUTLOOK: CAN YOU TELL US A BIT ABOUT YOUR PAST AND INTRODUCTION INTO ONE ACRE FUND? Kelvin Owino, Africa Communications Manager: “I have grown up in the agricultural sphere but took a path into teaching at a later date. I taught maths and physics at a secondary school for two years, and then in university I studied community development.

“After university, I worked with AVSI, which helps children who are in need and live in poorer areas of Nairobi. There, I was Assistant Communications and Database Officer, and following this in 2013 I began working for One Acre Fund. Within six months, I was promoted to Communications Associate, before moving into my current management position.

“What first drew me to One Acre Fund was its mission - I applied because they work with the community. I had always wanted to (and still do) work at community level, and they were also working with farmers that I can relate to. My family are active farmers in the agriculture space, and I felt that if I could do something related to farming and working in the community, then that would be the perfect job for me, and here I am today!”

192 | Africa Outlook issue 94

smallholder farmers to help increase their crop yields and incomes.”

ONE ACRE FUND The organisation currently operates in eight countries: Kenya, Rwanda, Tanzania, Burundi, Malawi, Ethiopia, Uganda and Zambia, serving more than 1.3 million households in total.

“We’ve employed more than 8,400 full time staff, most of whom work as extension officers supporting farmers directly in the villages where we operate,” Owino continues. “We expect to directly serve at least 10 million farmers by 2030 through partnerships with governments and private-sector stakeholders.”

In Kenya alone, One Acre Fund operates in 23 counties serving over 600,000 clients. On average, the farmers it works with see crop yields more than double after enrolling with the organisation, as evidenced in 2020 when incomes were 65 percent higher than peers in the industry who had not enrolled. This surplus income helped towards investments in education and school fees for the children of the communities, as well as entrepreneurship and business startups, home improvements, facilitating access to healthcare services, and investing in further agricultural assets such as livestock.

“What is most exciting in light of this, is that this year we have set up retail shops in the villages across the regions where we operate,” Owino says. “The retail shops enable us to provide farmers with access to quality inputs all-year-round and allow us to reach a section of clients that we’ve not been able to serve in the past.”

Grain Bulk Handlers Limited At Grain Bulk Handlers Limited (GBHL) we are proud to be associated with One Acre Fund (OAF).

We have provided OAF with our logistics support starting from fertiliser vessel discharge, handling at our terminal, bagging in large and smaller sizes, warehousing and delivery.

OAF is very precise with the fertiliser supply schedule, provides clear planning, vessel arrival, quantities and bag sizes. The plantation season cannot be missed. The end user, the farmer, is the heart of this supply chain operation, his satisfaction and ability to plant at the right time drives the whole process.

Our solutions have constantly evolved over the years to suit OAF needs and to reduce the costs of logistics providing affordable agricultural products to the East African farmer.

OAF’s approach to improving the life on the African continent is great and deserves all the support. OAF, by providing seeds, fertiliser, training, and financing all to the way to the farmer’s doorstep, has reduced all the hassle a farmer has to go through before thinking of using nutrients to increase his yield.

We also congratulate OAF on the one million farmers that they have reached in 2021 and wish them a continuous success in their mission.

OAF will always have the assurance of GBHL support, and our exceptional service to grow the fertiliser import volumes and quality into the region and the associated benefits to the African farmer families and global economy.

COVID-19 Despite the positivity of One Acre Fund’s mission, the organisation has not operated without meeting obstacles along the way.

According to Owino, COVID-19 has had a huge impact on the Kenyan agricultural sector. As a result of

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Efficient and cost-effective handling solutions for dry bulk cargo handling in East Africa Grain Bulk Handlers Limited is a proud Kenyan company with thirst to invest in modern and efficient handling solutions, with our clients we work on their needs and help them to achieve their targets.

Grain Bulk Handlers Limited (GBHL) believes in systemic development reform and has revolutionalized the handling of dry bulk cargo in the entire region. GBHL operates an ecosystem which entails mechanised discharge and handling of bulk loaded vessels, the efficient transfer of grain, fertiliser and other dry bulk to vertical silos and flat storage facilities thus allowing quick turnaround of the vessels.

GBHL terminals are constantly evolving around the dynamic needs of the industry, and it contributes to the economic development of the Mombasa port and region with an aim to continue increasing throughput at the Mombasa port with competitive logistics solutions.

GBHL services include vessel discharge, handling, bulk cargo

transit terminal, bulk storage terminal, warehousing, road and rail transport up to the client premises in bulk or bagged form.

GBHL’s vision is to work side by side with the Government of Kenya by contributing towards the economic and social development around the Port of Mombasa and moreover ensuring that Kenya remains a hub to relief agencies, millers, manufacturers and traders to stock sufficient grain, fertilisers and other dry bulk cargo in order to provide a rapid response to regional market needs.

GBHL is recognised as ISO (9001;2015), (14001;2015) and (45001:2018), ISPS code compliant and is also a member of the international association of ports and harbours.

Please reach out to us for any of your bulk shipments inquiries.

Grain Bulk Handlers Limited Mombasa – Shimanzi; Nairobi – Embakasi; Uganda – Kampala & Jinja Email: info@grainbulk.com Tel: +254 703 017 000 | +254 741 933 144 www.grainbulk.com

ONE ACRE FUND

pandemic-related social restrictions limiting human movement and social gatherings in order to curb the infection rate, farmers were not able to access the products they needed to produce food on time, and could not sell their produce because markets were closed.

“The global supply chain for essential products like seed and fertiliser were disrupted, which meant that the cost for these inputs was, and still is in some respect, too high and unaffordable to most farmers,” Owino explains.

“However, despite these challenges, I find the current agriculture space exciting. From a One Acre Fund perspective in particular, we have been able to innovate and deploy digital tools to keep serving farmers even with the COVID-19 related restrictions. The pandemic has enabled us to discover and utilise new and more efficient ways of serving farmers that we had previously not even considered.”

194 | Africa Outlook issue 94

ONE ACRE FUND HOW IT WORKS 1. ASSET-BASED LOANS - Farmers receive high-quality seeds and fertiliser on credit, and One Acre Fund offers a flexible repayment system that allows them to pay back their loans in any amount throughout the loan term.

2. DELIVERY - One Acre Fund delivers inputs to locations within walking distance of every farmer that it serves.

FINANCING for seed and fertilser

DISTRIBUTION of farm inputs

3. TRAINING - Farmers receive training throughout the season on modern agricultural techniques.

4. MARKET FACILITATION - One Acre Fund offers crop storage solutions and teaches farmers about market fluctuations, so that they can time crop sales to maximise profits.

One Acre Fund provides all of these services together, enabling farmers to significantly increase their incomes and build paths to prosperity.

TRAINING on agricultural techniques

MARKET FACILITATION to maximise harvest profits

AGRICULTURE

Agroplast Ltd

Agroplast started as a result of the plastic ban implemented in Rwanda in 2007. The founder, Leon Nduwayezu, started collecting plastic waste with the purpose of transforming it into new materials for productive use in the Rwandan marketplace.

Agroplast was founded in 2015, and is currently producing tubes for nursery plants and trash bags out of recycled plastic.

We produce tubes for nurseries in the width of 6cm up to 25cm upon request. We also customise the colour depending on the preference of the client.

Tubes are sold per Kg and can be purchased on a roll or as single sealed tubes in customised length.

We produce trash bags in various sizes and in different colours depending on the clients preference. Trash bags can be bought per Kg or per piece.

We provide sheets to cover nurseries customised to the need of our clients.

AGROPLAST Ltd | Kigali, Kicukiro, Gahanga. Nunga, Plot 972.

P.o Box 3675 Kigali Rwanda. nduluwa@yahoo.fr

RESHAPING FARMING

“ONE ACRE FUND SUPPLIES SMALLHOLDER FARMERS WITH THE FINANCING AND TRAINING THEY NEED TO GROW MORE FOOD AND EARN MORE MONEY. INSTEAD OF GIVING HANDOUTS, WE INVEST IN FARMERS TO GENERATE A GAIN IN FARM INCOME” - ONE ACRE FUND

One Acre Fund operates in rural areas across multiple countries in Africa, often where access to basic farming products and services is quite challenging to reach or facilitate.

“We provide a full-service package that enables farmers to achieve immediate food security and build pathways to long-term prosperity,” Owino elaborates. “These services include financing (for high-quality farm products such as improved seeds and fertiliser), delivery services (to areas within walking distance of every farm no matter how remotely located), and post-harvest support (such as storage solutions and market access to maximise individual farmers’ incomes from their crops).”

On top of this, One Acre Fund’s full-service package includes the organisation’s investment in soil health management for sustainable farming, and agroforestry to build long-term assets for the smallholder Africa Outlook issue 94 | 195

ONE ACRE FUND farmers and communities they each operate in.

Each of these facets of One Acre Fund’s full-service package leads to the aforementioned percentile yield increases which, together with surplus

196 | Africa Outlook issue 94

income, mean farmers are able to produce enough food for their families as well as gain additional income.

“We have conducted multiple studies, all of which confirm that most of our farmers invest the surplus

income into paying school fees for their children, and buying quality of life products like solar lamps which enable their children to study even at night and thus perform better in school in the long term.”

AGRICULTURE

AFRICA OUTLOOK: CAN YOU EXPAND ON THE ROLE OF STAFF IN THE SUCCESS OF THE ORGANISATION? Kelvin Owino, Africa Communications Manager: “We believe that our staff are our biggest asset. We wouldn’t be able to operate at our scale and deliver the impact that we do without the huge contribution that our staff give every day.

“We have set up internal development programmes to help build the skills and the capacity of our staff, and they are the key to our overall mission of bettering African agriculture for tomorrow and beyond.”

MOVING THE MISSION FORWARD At One Acre Fund, creating and maintaining a positive impact on farmers remains the “North Star” of the organisation’s mission, and it is determined to support all hardworking smallholder farmers in sub-Saharan Africa.

“We will keep supporting them to continue producing more food, not only to make the continent more agriculturally and food secure, but also to produce a continued surplus yield to feed other parts of the world,” Owino assures us.

“We believe that this is very much achievable, particularly if all stakeholders - governments, the private sector, development partners and donors - consider smallholder farmers as businesspeople, who, when provided with access to the right tools such as high-quality agricultural

inputs, farmer training and a market for their produce, will be able to feed the world.”

In addition to its current operations in eight countries, One Acre Fund is also running a pilot project in Nigeria, the goal of which is to reach as many farming families as possible that need such services and support.

“We have plans to continue expanding our programmes in the countries we operate and scale to other countries in the future.”

Tel: 0800723355 www.oneacrefund.org

Africa Outlook issue 94 | 197

ADVANTA SEEDS INTERNATIONAL

FROM LAB TO FIELD Regional Head of Africa and the Middle East, Ndavi Muia, tells us about Advanta Seeds, the company using science to revolutionise agriculture

Writer: Marcus Kääpä | Project Manager: Kyle Livingstone

W

ith the agriculture sector standing as the backbone of Africa’s economy, there is no question of how important development is within the sphere.

The agricultural industry supports not only countries within the continent but also the entire globe, supplying food and produce internationally, and being a key producer of goods such as tea, coffee 198 | Africa Outlook issue 94

and cocoa, on top of a wide variety of crops and grains.

Behind this continental-scale agricultural output is the science, smart technologies and advanced techniques that are maximising the way individual farmers and related businesses operate within Africa. One company providing such innovative means of agricultural advancement is Advanta Seeds International.

“We are a progressive agrotech company that is adapting to both rapidly increasing food insecurity and climate change by providing farmers with innovative and new agricultural technologies,” begins Ndavi Muia, Regional Head of Africa and the Middle East at Advanta Seeds International.

“Advanta Seeds is a part of UPL, the total crop solutions company which is

AGRICULTURE Muia explains. “This is a microcosm of sub-Saharan Africa, of which around half the population operate in the agriculture industry.

“This rising population is important when looking at the level of potential there is for the activation of land that is currently unused. This growth produces huge opportunity for productivity improvements in the coming years, and as a result will provide continued growth potential for Advanta Seeds!”

SECURING THE FARMING FUTURE

the fifth largest agriculture company in the world.”

RECOGNISING POTENTIAL Despite Africa comprising 24 percent of the globe’s agricultural land, its overall potential is largely untapped.

On top of this, the continent’s total population is growing annually at a rate of 2.5 percent; by 2025 it is estimated that 1.5 billion people will

live in Africa.

“In Kenya for example, agriculture employs around 50 percent of the working population (reaching as high as 70 percent in rural areas) and is the primary contributor to the Kenyan economy,”

At the heart of Advanta Seeds’ company commitment sits the security of both food and nutrition, that is driven by the UPL sustainable strategy to contribute to the United Nations’ Sustainable Development Goals (SDGs).

“Access to high quality seeds, especially for smallholder farmers, is an essential part of the solution to global food security,” Muia elaborates. “Advanta Seeds is a plant genetics company that operates in 84 countries across the globe, headquartered in Dubai. What makes us the primary choice over competition in the sector, in Africa and beyond, is the wide basket of products that we offer our customers.

We are always looking at new opportunities and farmers forecasts, and we continuously seek Africa Outlook issue 94 | 199

ADVANTA SEEDS INTERNATIONAL to come up with new products and hybrid seeds for the market.”

The creation and distribution of select hybrid seeds is a key part of

the company’s success and very much necessary for the further development of African agriculture.

Resilience, versatility and high yield

ADVANTA SEEDS – AT THE ROOTS 60 percent of Advanta Seeds’ operations in Asia, Africa and Latin America work with majority smallholder farmers based in United Nations countries listed as food insecure.

R&D - The company has 24 biotech and research centres, conducting advanced research in plant genetics using the most advanced R&D technologies available.

SEED PRODUCTION AND TESTING - 24 production centres, ISO certified.

Seed technology is tested across a range of environments to ensure high crop productivity.

REACH FARMS, GROW PROFITABILITY - Advanta Seeds is commercially operating in 84 countries. Farmers are provided with the best quality high performing product seeds and agronomic advice to ensure profitability.

AWARDS Advanta Seeds achieved excellent rank four in the Access to Seeds Index 2021 (ATSI) for both Western and Central Africa and Eastern and Western Africa.

Advanta Seeds, along with its parent company UPL is recognised by ATSI for its outstanding contribution to enhancing the livelihoods of smallholder farmers in Africa for both regional indexes in the regions. The company has been ranked four out of 64 seed companies that qualified for the ATSI ranking in Africa, and it is the first time that Advanta and UPL participated in the ATSI 2021 ranking.

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are each valuable aspects of such hybrid seeds; their ability to grow in varied and challenging conditions leads to the best results for farmers and communities alike.

“Climate and weather are continuous challenges for us,” Muia notes. “What is absolutely key for Advanta Seeds is to focus on developing and providing seeds that are actually resilient in the face of drought, or other agricultural obstacles such as insects and pests.

“This is already a core part of our company and product offers, but it will be critical moving forward into the future to secure the agricultural potential of the continent.”

WORKING WITH THE COMMUNITY For Muia, facilitating these kinds of offers in the market is important for both the individual farmer’s crop yield maximisation, as well as maintaining and moving forward the company’s position amid its competition.

Throughout its time in operation, Advanta Seeds has not only been able to offer its wide variety of products to small holder farmers across Africa, but also help educate individual farmers on the best agricultural practices and use of company products.

AGRICULTURE

Sustainable Agriculture & Food Security Advanta Seeds is committed to contribute to achieving UN Sustainable Development Goals (SDGs) and promote sustainable agriculture while focusing on smallholder farmers in regions with food security challenges.

Advanta Seeds high quality seeds and new seeds technologies allow farmers to grow higher yielding crops and more nutritious food.

#2

in South and South-east Asia

#4

in Western Central & Eastern and Southern Africa

Leading seed company recognized by Access to Seeds Index 2021 for enhancing productivity of smallholder farmers.

Africa Outlook issue 94 | 201

ADVANTA SEEDS INTERNATIONAL “Part of our commitment to the pan-African farming community is to spend a lot of time teaching and training farmers on how to use our products coupled with the best agricultural techniques, so that each small holder farmer understands the latest farming methods and gives themselves the best tools with which to reach maximum yield, no matter where they are based,” Muia tells us.

“At the same time, we are aggressively expanding our operations across many African countries. Kenya, Zambia, South Africa and Tanzania have all seen us push to get closer to the farmers, to best teach them and to truly understand their individual and collective needs in the sector.”

AFRICA OUTLOOK: CAN YOU TELL US A BIT ABOUT YOUR CAREER PAST? Ndavi Muia, Regional Head of Africa and the Middle East: “After obtaining a degree in sciences, I moved on to work for the Kenyan government. After three years, I joined the private sector and became involved in agriculture - I haven’t looked back since during my 25 years in the industry.

“Within agriculture, I have worked in the dynamic economic development space that involves non-profit/governmental organisations (NGOs), as well as a wide variety of African countries including my home country of Kenya, Zambia, Uganda, Zimbabwe, Malawi and Tanzania.

“I have been able to experience the agricultural sector from many sides, and I now utilise my experience to help smallholder farmers across the continent.”

202 | Africa Outlook issue 94

AGRICULTURE

PROMOTING EQUAL OPPORTUNITY “Globally there is a 20-30 percent yield gap between male and female farmers, and in the face of this we aim to ensure equal access to seeds, agricultural resources, and climate-smart technologies to all. Improving female farmers’ productivity is crucial to achieve food security and nutrition to build the resilience of rural households and communities.

“In Tanzania, we have partnered with Farm Africa to empower women in Dodoma and Manyara with GAP (Good Agricultural Practices), and we also provide seeds and training to enhance female farmers’ productivity. We focused on the training and best practices to increase crop yield, and this improvement allows individual farmers to feed their families and trade the surplus crop for other goods.

“We have reached hundreds of smallholder female farmers to this day, and the number continues to grow.”

LOOKING AHEAD Moving forward into the new year and beyond, Advanta Seeds’ general goals are threefold. Firstly, the company is focusing on expanding its footprint in all African countries that practice significant agricultural activity. This expansion will allow Advanta Seeds to maintain and grow its position in the market as a premium seed provider.

“On top of this physical growth, we currently leverage a portion of our products from markets in Asia, the US and from Europe,” Muia continues.

“One of the things we would like to see is an increase in using local production from African regions, and ramping up our supply chain in this area, especially in places such as Kenya.”

Lastly, Advanta Seeds will be aiming to expand its portfolio of products in

the market across the continent. The company holds the goal to have an even greater spectrum of products registered across a substantial number of African countries, so that Advanta Seeds can best provide science-based solutions for farmers and the wider community.

Tel: +254 799 835 429 africasupport@advantaseeds.com www.advantaseeds.com

Africa Outlook issue 94 | 203

TONGAAT HULETT

STRIVING FOR A SWEETER TOMORROW Tongaat Hulett delivers the sweet taste of sustainability with responsible sugar production and community centred initiatives across Southern Africa Writer: Phoebe Harper | Project Manager: Kyle Livingstone

S

ugar production in South Africa is big business. In the harvest year of 2020/2021 alone, the country produced over two million metric tonnes of sugar – a significant contribution to the global production recorded during that time of 179.9 million tonnes.

Yet few major players in this R16 billion South African industry can boast the same prevailing commitments to ethical production, sustainability and a communitycentred outlook as Tongaat Hulett.

204 | Africa Outlook issue 94

Extending beyond South Africa alone, Tongaat Hulett comprises a network of sugar operations spanning sub-Saharan Africa, with a presence in Mozambique, Botswana, and Zimbabwe, in addition to its headquarters in KwaZulu-Natal.

Originally formed from a merger between Hulett Corporation Limited and the Tongaat Group Limited, the company benefits from the joint longevity of both enterprises, dating back to the 1800s. The company as it is known today has had a primary

listing on the Johannesburg Stock Exchange since 1952.

Tongaat Hulett’s significant asset base and operational footprint across Southern Africa comprises operations within both sugar production, and property.

In terms of sugar, Tongaat Hulett’s factories have an output of over 1.5 million tonnes a year for each factory, with activities centred on cane growing, sugar milling, and refining.

These assets have established the company as a leading agri-business producing a wide range of refined carbohydrate products from sugarcane including sugar ethanol, cattle and animal feeds.

With complementary segments of the business in agriculture and

FOOD & DRINK

agri-processing, Tongaat Hulett conducts land conversion activities in close collaboration with local communities, businesses and the public sector. This serves to address the competitive dynamic of securing land for water or alternative land usages. The company proactively balances the operational requirements for cane supplies to its sugarcane processing operations with the appropriate transition of agricultural land at the required times.

Through this ongoing agricultural work, Tongaat Hulett has acquired a substantial portfolio of land within the major growth corridor of KwaZuluNatal. These land conversion and development activities support a

comprehensive social programme that defines the company’s status as a socially responsible corporate citizen.

Such programmes effectively enable the transformation of ownership and participation in the real estate value chain by creating opportunities for well-located and affordable neighbourhoods.

As a reflection of this, today just seven percent of the sugarcane lands that supply Tongaat Hulett’s South African sugar mills are owned by the company, while 41 percent are listed under local black ownership.

In addition, Tongaat Hulett boasts considerable expertise in biofuel production, electricity cogeneration, and downstream agricultural products.

SAFEGUARDING SUSTAINABILITY Tongaat Hulett’s overriding mission is to secure the company’s future by creating sustainable value for all stakeholders.

This is primarily achieved by adhering to the six capitals of value creation in an integrated way. Natural capital is a key pillar of this, covered under the company’s environment strategy with a focus on emissions reduction and water resources management. The remaining five pillars comprise manufactured, human, social and relationship and intellectual capital, alongside financial and operations review.

Tongaat Hulett’s eight sugar mills in Mozambique, South Africa and Africa Outlook issue 94 | 205

TONGAAT HULETT

Unitrans Mozambique Lda Unitrans Mozambique Lda is a Logistics and Supply Chain Solutions provider with a firm and established service history in Mozambique where they have been operating for the last 25 years.

Unitrans Mozambique Ltd (“Unitrans”) was formed in 1996, supplying logistics and transport services across a wide variety of sectors including FMCG logistics, sales and merchandising solutions, agricultural transport solutions (import and export) to the grains and mining sector, specialised agri focused fleeting solutions, land preparation, and extensive petrochemical transport. Unitrans has a wealth of experience and expertise gained across an array of operations carried out on behalf of major customers in various sectors, including the sugar industry.

TONGAAT HULETT – COMPANY AIMS • To create value for all stakeholders through an allinclusive approach to growth and development, through ongoing engagement with governments and society.

• To benefit from evolving dynamics of global sugar markets, and of renewable electricity and ethanol production in South Africa and the SADC region.

• To maximise the value generated from the conversion of land in the portfolio by responding to key demand drivers and identifying its optimal end use for all stakeholders.

• To be considered the developmental partner of choice for governments in the SADC regions in growing their agricultural sectors.

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Zimbabwe all generate electricity from bagasse during the sugarcane crushing season. In some instances, these operations supply electricity to the grid. In Zimbabwe, Triangle has an ethanol plant which provided 21.7 million litres for blending with petrol during the 2017/18 financial year.

The company is well placed to benefit from the evolving dynamics within the renewable energy sector, with the potential to build large-scale renewable electricity plants, as well as the opportunity to convert export sugar to ethanol across its Southern African operations.

Across all levels, Tongaat Hulett endorses a commitment to operating as ethically as possible in all five countries. The company applies the key principles of transparency, effective communication and accountability when engaging with the expectations of local communities, private farmers, consumers, suppliers, employees and its network of investors.

The Tongaat Hulett Board effectively monitors and tracks progress with regards to sustainability commitments, with a dedicated Social, Ethics, Health and Safety Committee.

With in-depth local expertise and a reputation as a reliable service provider, the correct and sufficient fleet size and resources, Unitrans is able to provide wide-ranging and comprehensive solutions.

Unitrans Mozambique Ltd intends to continue to grow their core businesses whilst providing value add ancillary services. In line with corporate social responsibilities Unitrans is a leading example of the success that can be achieved through genuine empowerment programs and opportunities. They are committed to provide exemplary service with their customers by developing long term relationships in a spirit of true strategic partnership. This is demonstrated with their longstanding relationships with several major entities in Mozambique, like Tongaat Hulett.

The success of their solutions and services are made possible by their practical management infrastructure from concept to implementation and operational management. They do not try to apply a standard solution to all prospective customers, but rather partner with the client to design a unique solution that accommodates the client’s individual needs.

www.unitrans.africa

UNITRANS AFRICA

AGRICULTURE IN MOZAMBIQUE OUR FOOTPRINT IN MOZAMBIQUE UNITRANS AFRICA OPERATING IN 10 AFRICAN COUNTRIES

Unitrans Mozambique operate at the four largest sugar estates in Mozambique, making us the largest contractor within the Mozambique sugar industry.

Unrivalled knowledge and experience places Unitrans Mozambique at the forefront of agricultural innovation within Mozambique. With a proudly passionate and dedicated team of over 1000 people, Unitrans Mozambique has been able to consistently deliver upon customer expectations for over 20 years.

Tanzania

OUR FOOTPRINT

Malawi

Zambia

Mozambique Botswana

Madagascar

Namibia

Our service offering continues to diversify as we seek to satisfy our customers’ ever-evolving technology and mechanisation needs.

South Africa

eSwatini Lesotho

NOSSA PEGADA EM MOÇAMBIQUE UNITRANS AFRICA AGRICULTURE SPECIALISED FLEET

A Unitrans Moçambique opera nas quatro maiores entidades açucareiras de Moçambique, o que nos torna o maior empreiteiro dentro da indústria açucareira de Moçambique.

-50 t/ha 50 - 80 t/ha 80 - 100 t/ha 100 + t/ha

Conhecimento e experiência incomparáveis colocam a Unitrans Moçambique na vanguarda da inovação agrícola em Moçambique. Com uma equipe orgulhosamente apaixonada e dedicada de mais de 1000 pessoas, a Unitrans Moçambique tem sido capaz de atender às expectativas dos clientes de maneira consistente por mais de 20 anos.

Nossa oferta de serviços continua a diversificar conforme buscamos satisfazer as necessidades de tecnologia e mecanização em constante evolução de nossos clientes.

AGRICULTURAL SERVICES:

Unitrans Africa

unitrans.africa

FARM TO FACTORY | FAZENDA PARA FÁBRICA Mechanical harvesting

All forms of infield haulage

Colheita mecanizada

Todas as formas de transporte interno

Escavadeira e carregamento sobre rodas

Transporte em linha da fazenda para a fábrica

Excavator and wheeled loading Crop / Sugarcane handling operations

Line haulage from farm to factory

Operações de manejo de safra / cana-de-açúcar

GPS GUIDED LAND PREPARATION | PREPARAÇÃO DE TERRA GUIADA POR GPS Bush clearing and primary land preparation

Drone application of various chemicals

Limpeza de mato e preparação primária de terras

Aplicação de vários produtos químicos por drone

Nivelamento de terra guiado por GPS

GPS sulcagem

Plantio e fertilização por meios mecânicos

Amostragem de solo, perfil e mapeamento de produção

GPS land levelling

Mechanical planting and fertilisation

Precision bed formation

Soil sampling, profiling and yield mapping

INFRASTRUCTURE MAINTENANCE | MANUTENÇÃO DE INFRAESTRUTURA Road construction and maintenance Construção e manutenção de estradas

Irrigation and drainage

Road Irrigação building, road maintenance, e drenagem Earthand moving services irrigation drainage canals.

Serviços de movimentação de terras

“We strive to be your large-scale agricultural partners of choice within Africa.”

“Nós nos esforçamos para ser seus parceiros agrícolas de grande escala na África.”

Richard Mac Nicol - General Manager Mozambique

Google

TONGAAT HULETT The proactive manner in which Tongaat Hulett conducts collaborations with stakeholders serves to create mutual value-added benefit in a developmental manner, helping to overcome the hurdles of the environment in which the company operates.

Priding itself on its status as a partner of both government and society, Tongaat Hulett seeks to

TONGAAT HULETT AT A GLANCE • Four operations in Southern Africa.

• Significant sugarcane facilities.

• A unique land conversion platform.

• A growing animal feeds position.

• Opportunities to further grow ethanol production and electricity generation.

208 | Africa Outlook issue 94

“WE WORK WITH OUR KEY STAKEHOLDERS TO ACHIEVE OUR MISSION OF BUILDING OUR FUTURE

BY CREATING SUSTAINABLE VALUE FOR ALL OUR STAKEHOLDERS” - TONGAAT HULETT contribute to improving the prospects of a better life by making a positive impact on prevailing socio-economic challenges. Just some of the issues that the company addresses include job creation, security, transformation, urban spatial integration, food security, youth development, infrastructure establishment, attracting fixed investments and inclusive rural development.

Strategic partnerships with key stakeholders are integral to the success of these objectives, creating a ‘win-all’ situation for those impacted by the company’s operations.

PROUDLY AFRICAN With corporate social responsibility (CSR) firmly embedded in Tongaat Hulett’s DNA, the company

demonstrates its awareness of this role by minimising any negative impact and extending philanthropic and charitable inputs to the communities where it operates.

A significant emphasis on local employment and empowerment defines Tongaat Hulett, with 2,297 people currently employed across all four locations during peak sugar milling season.

This extends beyond the landscape of the company itself, since Tongaat Hulett’s operations play an important role in the lives of over 110 million people across sub-Saharan Africa. Following an all-inclusive approach to growth, the company is passionate about creating economic development opportunities, identifying rural development as

FOOD & DRINK

MTFOMBENI INVESTMENTS (PTY) LTD

Specializes in Protective Clothing, Bicycles, Agricultural Supplies, Electrical Engineering, Surveying, Bush Clearing Mtfombeni Investments (Pty) Limited, offers its customers the following products: • Manufacturing and Supply or Provision of the Protective Clothing, • Provision of Electrical (Line) Installation and Maintenance, • Provision and Supply of Restaurant and Grocery products & Services, • Provision of the Building Materials – Hardware, • Provision for leased of the Residential flats or property.

Mtfombeni Investments (Pty) Limited, continues to offer existing products and services to include the following as customers demonstrate interest in supporting the additional of such service.

MTFOMBENI INVESTMENTS (PTY) LTD P.O. BOX 240, MATATA, SWAZILAND TEL +268-23646354 | +268-23646355 | CELL 00268 7802 6707 E-mail mtfombeniinv@swazi.net

www.mtfombeniinv.co.za

increase both quality and yield.

The fruit of all these efforts serves to cement Tongaat Hulett’s position as a developmental partner of choice for governments in the Southern African Development Community (SADC) seeking to further enhance their agricultural sectors. one of the best ways to improve the quality of life for stakeholders.

This is evidenced by Tongaat Hulett’s significant efforts over the years in shaping sub-Saharan Africa’s socio-economic landscape through investing time and resources in partnering with farmers. The company has launched several initiatives dedicated to training small-scale growers, and further supporting growing opportunities with skills transfer, either through in-house training and mentoring programmes, or by providing bursaries for formal training.

Through partnering with local agricultural colleges, Tongaat Hulett further develops the sugarcane

farming skills taught within its programmes, ensuring that they remain relevant and up to date in a progressing realm.

In 2014, Tongaat Hulett conducted a successful partnership with The Job Fund. With a combined joint investment of R305 million, almost 11,000 hectares of sugarcane have been developed, which continues to benefit almost 6,000 people based in Northern KwaZulu-Natal.

In addition, Tongaat Hulett has a dedicated Cane and Rural Development Unit (CRDU), that works specifically with cane suppliers of all sizes – whether small-scale or large commercial farmers – to help them

FUTURE ENDEAVOURS Looking to the years ahead, expansion is top of the agenda for Tongaat Hulett. The company is currently engaged in the construction of a new plant, and in the process of establishing a new refinery for the development of raw sugar. As part of its commitment to local employment opportunities, there is also an ongoing push to recruit a further 3,000 members of staff.

Championing a collective vision and integral approach to developmental growth, Tongaat Hulett will continue to sweeten the socio-economic landscape across SADC. Africa Outlook issue 94 | 209

AEROSUD

REVOLUTIONISING

CARGO In pursuit of global partnerships, Johan Steyn, Managing Director of Aerosud, delivers exciting details on the development of faster, greener and more sustainable air cargo Writer: Jack Salter | Project Manager: Ryan Gray

W

ith the help of Aerosud, an internationally recognised supplier of aircraft interior systems, electrified air cargo has lift off in South Africa.

It follows an agreement signed with SAMAD Aerospace, in which Aerosud will help to develop and manufacture the UK technology start-up’s Starling Cargo aircraft.

Remotely piloted and complete with autopilot capabilities, Starling Cargo is a fully electric vertical takeoff and landing (eVTOL) aircraft that will have a cruising speed of 83 knots, a flight ceiling of 10,000 feet, and a range of up to 117 nautical miles, enabling point-to-point air cargo in payloads of up to 60 kilogrammes.

In the context of South Africa, and Africa as a whole, Starling Cargo will have particular advantages given the sparce infrastructure in place to move cargo at speed over medium-to-long distances. The flexibility of Starling Cargo operations will therefore add a new dimension to delivery turnaround times both country and continent wide.

“If you look at Africa, there are all sorts of lodges and exotic destinations in very remote areas, so this kind of cargo service is very interesting,” outlines Johan Steyn, Managing Director of Aerosud.

Interest in Starling Cargo has grown 210 | Africa Outlook issue 94

in a number of industries, especially from companies within the likes of oil and gas, mining, medical logistics and emergency response who need to transit high-value cargo.

The aircraft will also deliver critical humanitarian supplies such as food, medicine and equipment to remote regions of Africa, and indeed the rest of the world, where local infrastructure may be either underdeveloped or damaged.

By utilising locations much closer to the customer’s required point of departure and destination, no matter how remote it may be, it means that Starling Cargo will be a considerably faster method of air cargo than conventional travel.

HARNESSED EXPERTISE With multiple half-scaled prototypes having already been built and tested, Aerosud and SAMAD Aerospace are now working towards a major milestone in the development of a fullscale prototype of the eVTOL aircraft.

“We are positioning this as a collaborative programme – for South Africa and the wider region,” confirms Steyn.

Having worked together on the project with SAMAD Aerospace over the last three years, the certification process is now underway for the revolutionary Starling Cargo which,

MANUFACTURING

Africa Outlook issue 94 | 211

AEROSUD

Industrial Development Corporation (IDC) Established in 1940, the Industrial Development Corporation (IDC) is the largest Developmental Funding Institution in sub–Saharan Africa.

The Corporation provides funding to entrepreneurs, businesses, and project developers alike.

Through its Automotive & Transport Equipment Strategic Business Unit (SBU), the IDC offers a range of funding support to businesses operating in this sector.

+27 11 269 3000

as a fully electric aircraft, also reduces emissions and the carbon footprint of air cargo.

“From an Aerosud perspective, the project could definitely accelerate our diversification into drones, for example, by applying the technologies and manufacturing capabilities that we’ve had for many years,” Steyn outlines. “That way, we can potentially get involved in other operations that are quite far from what we’re doing currently.”

It’s clear that through the Starling Cargo project, Aerosud has harnessed its expertise as an established leader in the South African aviation industry, the foundations of which were laid in the late 1990s as the company expanded into the commercial aerospace sector.

Today, Aerosud manufactures parts and production line assemblies 212 | Africa Outlook issue 94

for the likes of Airbus, Boeing, BAE Systems, AgustaWestland and Sprint AeroSystems, as well as being involved in both civil and military aviation engineering projects with activities covering design, development, prototyping, manufacturing and service support.

As an established supplier of aerostructure and aircraft interior components, Aerosud’s experienced engineering team is able to execute complex industrialisation projects in a short period of time. Equipped with multiple in-house manufacturing technologies at the company’s one and only site in Pretoria, Aerosud is able to provide business solutions at a competitive price.

“We have developed manufacturing processes and capabilities that will allow us to partner with any African or global players,” says Steyn.

Wings to fly Established in 1940, the Industrial Development Corporation is the largest Developmental Funding Institution in sub–Saharan Africa.

The Corporation provides funding to entrepreneurs, businesses, and project developers among others.

Through its Automotive & Transport Equipment Strategic Business Unit (SBU), the Corporation offers a range of funding support to businesses operating in this sector.

Our objective: To activate and expand industrial capacity in the South African automotive industry by offering flexible funding solutions.

This includes providing funding and development support to businesses ranging from Original Equipment Manufacturers (OEMs), through all tiers of their component supply chain.

About the IDC and Aerosud partnership: A distinctly South African company that continues to change the local technology landscape, Aerosud specialises in the design and manufacture of components for both the civil and military aviation

industries Airbus A400M program (cargo aircraft). Aerosud’s longstanding partnership with the Industrial Development Corporation has helped the company to maintain a solid growth. Most recently, IDC funding enabled Aerosud to preserve jobs and overcome challenges posed by the COVID-19 pandemic.

The group’s operating activities are done via Aerosud Aviation, a 100% subsidiary of Aerosud Holdings. Aerosud, which now employs 477 people, is a recognised and approved Tier 1 & Tier 2 supplier to major Original Equipment Manufacturers (OEM’s), such as Boeing, Airbus, and Tier 1 suppliers such as Safran (France) and Spirit (UK).

The company has a well-developed local supply chain of Small Medium Enterprises (SMEs) These companies are well positioned to transition into cross sectoral activities – such as automotive, rail, renewable energy among others.

Its skills development and mentorship programme in support of previously disadvantaged individuals has seen the company offer a range of training programmes in supply chain and production management, engineering, and special processes.

Partner with the IDC today and take your business to new heights.

Targeted Outcomes:

Who Can Apply for funding?

IDC Service Offerings:

• Increased vehicle production volume in South Africa

• Automotive projects with funding needs of up to R1.5 billion (ZAR)

• Deeper and wider localisation of automotive components in South Africa

• New projects: Debt or equity funding to support project development for startups (equity would depend on strategic nature of the project)

Our in-depth specialised knowledge of the global, regional, and local automotive industry enables the Automotive & Transport Equipment SBU to support project development. The SBU nurtures relationships with industry stakeholders ensuring access to networks that include national, municipal government agencies, and the private sector in support of our business partner’s needs.

• Developmental outcomes (job creation, youth & woman involvement, BEE, etc.)

• Existing businesses: Debt funding applications for expansionary funding of existing businesses.

www.idc.co.za

AEROSUD By implementing a wide variety of mechatronic and automated solutions, Aerosud has ensured continuous development and improvement of its manufacturing processes, and significantly enhanced its capabilities in areas such as robotic welding.

“The wide range of technical capabilities we have, together with our collaborative management style, means we are flexible enough to work in all parts of the world,” Steyn states.

“Aerosud holds all the necessary international quality and process approvals required to operate in the global market. Our ability to collaborate and form global partnerships, as we have done with

SAMAD Aerospace, is what will sustain us for the future.”

GOING GLOBAL Another global partnership that the business has developed is with Xiamen Aircraft Industry Company (XAIC). The signing of a landmark MoU with XIAC will expand Aerosud’s reach into the Asian market, and envisages a series of feasibility studies to investigate and build a business case for the establishment of an aerospace production facility in the Chinese city of Xiamen.

It comes as Xiamen was nominated as the city for BRICS (Brazil, Russia, India, China, South Africa) innovation, with Aerosud well placed as a leader

AFRICA OUTLOOK: HOW DID THE STARLING CARGO PROJECT COME ABOUT FOR AEROSUD?

African NDT Centre African NDT Centre provides Non-Destructive Testing services to international standards and practices in both the general and aerospace industries: • through our Airbus/Nadcap approved testing facilities and our French NANDTB qualified technicians.

• through our British Institute of NDT (BINDT) approved training and qualification centre in Centurion.

• through the ground-breaking NDT level 3 consultation services by our team of general and aerospace independently certified consultants.

• through our robust AS/EN 9100 and BS/EN/ISO 9001 certified quality management system.

• through our development and fostering of sustainable business relationships.

Johan Steyn, Managing Director: “It started with a concept three years ago. We knew some people at SAMAD Aerospace, and they knew some people in our organisation, so that’s how the connection was initially made.

www.andtc.com

“We have now started to work on a business case to understand what the applications of the cargo aircraft could be in South Africa; this is what we’re really working on at the moment.

Polymershapes

“The objective then will be to carry that through, but we are interested in participating in the design, manufacturing and industrialisation of more products like this.

Polymershapes is the premier distributor of plastic sheet, rod, tube, & film with 75 years of industryleading heritage.

“Starling Cargo was a clean slate opportunity, so we could really bring our full value to the conversation. The people at SAMAD Aerospace are very clever, they have design ideas and so forth, but they are also looking for an industrial partner such as ourselves.

“That’s where I would say the synergies probably lie, and that’s what we’d like to leverage.”

We have the industry’s most knowledgeable and highly trained sales and customer service team. Our network of stocking facilities enables our customers to access extensive inventory from world-class suppliers.

We offer expert capabilities including cut-to-size sheets, film conversion and CNC routing and machining.

We consistently deliver innovative solutions to delight our customers.

Polymershapes proudly partners with Aerosud for their aerospace performance plastics material needs!

T +1 407-851-0624 E orlando@polymershapes.com www.polymershapes.co.za

214 | Africa Outlook issue 94

MANUFACTURING

Leading Distributor of Performance Plastics Polycarbonate | Acrylic | Nylon | Acetal | HDPE | UHMW | and more!

Cut-to-Size | Routed Parts | Milled Parts | Plastic Fabrication

orlando@polymershapes.com +1 407-851-0624 polymershapes.com

Plastics for aerospace, marine, mining, and more!

Africa Outlook issue 94 | 215

AEROSUD in the South African commercial aerospace manufacturing industry to apply itself in the region.

“The MoU aims to establish a joint venture operation in Xiamen within the next few years, utilising Aerosud’s extensive experience and willingness to collaborate globally.

“More than ever, we need to look for global participation in projects and build ties globally, to build a business that is not dependent on what happens in South Africa,” Steyn continues.

With customers spanning from Nantes, Bremen and Seville to Morocco, Mexico and the US, Aerosud has the track record to prove that global ties are already being built, together with a supply chain that extends into Europe, North America and the Far East, as well as locally in Africa.

Extensive use of modern business systems such as product lifecycle management (PLM), enterprise resource planning (ERP), and

AEROSUD IN NUMBERS 500 employees $55 million turnover 40 percent local added value THREE percent investment in R&D 30 years of experience manufacturing execution systems (MES) has enabled Aerosud to securely transfer data electronically through its supply chain.

Furthermore, it has the ability to dynamically manage production demand and priorities with suppliers, through an effective visual management system.

“We have a large, complex international supply chain of more than 300 suppliers, 65 percent of which are in the US with the remaining 35 percent in the UK and Europe,” Steyn reveals.

“Our 10 local sub-tier suppliers are also 216 | Africa Outlook issue 94

internationally certified to provide machining, electrical wiring and sheet metal capabilities.”

As evidenced by its integrated supply chain, robotics and automation, and quick, robust industrialisation projects, Aerosud is a mature, smart supplier. “We are able to act without extreme oversight from the customer,” adds Steyn.

DIGITAL FOCUS In order to remain a smart, relevant supplier in the aerostructures supply chain, Aerosud continuously invests

MANUFACTURING

in its three main technology streams: composite, additive, and metallic manufacturing.

So as to improve the speed and reliability of its composite manufacturing, the company’s ongoing focus is to develop its unique, patented cellular core technology (CCT). Allowing highly complex assemblies to be manufactured in one single piece, CCT significantly reduces the number of parts as well as the assembly time of structural composites, which in turn reduces overall cost and weight.

The uniqueness of CCT is in the tooling methodology used to manufacture parts, as sacrificial thermoplastic hollow cores, combined with external tools, allow for complex structures with multiple internal bays to be produced.

Aerosud is also developing the engineering processes involved in the design and qualification of additive manufacturing products, as well

as those associated with forming complex sheet metal components.

Meanwhile, investments in various Industry 4.0 technologies support the efficient execution of complex assembly processes.

“We kickstarted a diversification programme in 2018 to focus on offering digital solutions and services related to our world-class manufacturing capabilities,” Steyn shares. “These digital offerings and consultation services concentrated on topics related to Industry 4.0, as well as a number of highly specialised engineering applications.”

Exemplifying this digital focus is MWorx™, a dynamic end-to-end advanced manufacturing platform that helps to automate processes and seamlessly integrate clients and suppliers. MWorx™ thus bridges operational gaps in the manufacturing process, saving time and money as a result.

On an operational level, Aerosud is also actively invested in training the future generations. With a self-funded Aviation Apprentice Training Centre, the company provides accredited training programmes to students in the fields of aircraft sheet metal and composite manufacturing.

“Positioning ourselves for growth is still the strategy, and we see the opportunity for the younger generation to take Aerosud forwards.”

Piloted by the engineers of tomorrow, Aerosud is destined to remain a leader at the forefront of South African aviation.

Tel: +27 (0) 12 662 5000 info@aerosud.co.za www.aerosud.co.za

Africa Outlook issue 94 | 217

OLA ENERGY

218 | Africa Outlook issue 94

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 94 | 219

FuelTrans Fz LLC is a group company of Bahwan CyberTek Group, a global provider of digital transformation solutions in the areas of IoT, predictive analytics, integrated logistics and transportation, secondary distribution management for oil marketing, fuel retail and logistics verticals in 20 countries across the Middle East, North America, Far East, Africa, and Asia.

We are pioneers in Fuel Retail Automation and Logistics & Transportation solutions helping global Oil Marketing companies achieve complete control and visibility over retail outlet operations and secondary supply chain distribution using digital and datadriven levers.

Our extensive experience and knowledge in Retail Fuel Automation, combined with our deep understanding of Logistics & Transportation, have helped us build a unique solution for oil marketing companies to integrate Secondary Distribution & Supply Chain Management with Retail Operations, and automate the entire order-to-cash cycle while providing a 360° view of oil distribution, logistics and retail operations.

FuelTrans Solutions Suite comprises of: Station Manager - a cloud-based Fuel Station Management and Automation Solution that provides real-time data visibility into sales, wet stock inventory, equipment monitoring and various quality parameters to seamlessly manage all fuel station operations in an optimized way.

Terminal Manager - Secondary Distribution Automation Solution that automates the entire order to cash cycle offering a comprehensive view of the secondary fuel supply chain for retail and commercial business segments.

FuelTrans enables oil marketing companies to enhance Service Level Assurance | Optimizes Resource Utilization | Maximizes Sales Potential Fulfilment | Minimizes Risk exposure | Customer Empowerment and participation | End-2-End Operations Visibility & Automation.

FuelTrans Solutions Suite

Maximising value proposition with end-to-end business process automation

Fuel Station Automation (FSA) | For smart and secure fuel stations

Centralised Monitoring Solution (CMS) | For complete control over fuel stations

FuelFleet | Fuel Card Management Slution (FCMS)

Secondary Distribution Automation (SDA) | For 360º automation of order to cash

A cloud-based solution that provides real-time visibility into sales, wet stock inventory, equipment monitoring and various quality parameters to seamlessly manage all fuel station operations in an optimised way.

A Head Office application that allows centralised management and monitoring of site data across the fuel station network from every fuel dispenser transaction to wet stock inventory to quality parameters.

An industry-leading solution that provides a connected fuelling experience with completely digital cashless fuelling, with facilities like pre-paid and digital receipts and reports.

A new-age solution to automate the end-toend order to cash cycle with 360o secondary distribution automation.

It covers functionalities all the way from demand planning, contracting, order management, logistics planning, HSE compliance, delivery and invoicing.

Automated 5000+ Fuel Stations | Used by 7000+ Users | Delivering Fuel to 6000+ Sites from 70+ Terminals

FuelTrans Fz LLC sales-dscm@bahwancybertek.com | www.bahwancybertek.com

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 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

222 | Africa Outlook issue 94

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.

Reimagine Fuel Retailing with FuelTrans Oil marketing companies need to constantly adapt to the

Revolutionising fuel retailing in Africa

changing dynamics and value-pool shifts in fuel retailing. With a high number of moving parts, the solution could reside in digital

FuelTrans has been revolutionising fuel retailing in the African

levers that can be leveraged to provide a complete bird’s eye

continent with fuel station automation solutions—it has

view and control over operations.

automated over 1,000+ OLA Energy fuel outlets till date and is accelerating digital transformation across the OLA Energy

FuelTrans is an industry-leading fuel station automation and

network.

integrated logistics and transportation solutions suite that provides a 360-degree view of the distribution logistics and retail

The company enabled seamless integration and connectivity

operations and delivers real-time visibility into fuel stations.

across OLA Energy’s secondary distribution planning and logistics

IoT-enabled Smart Fuelling

systems, mobile applications, loyalty, BI and C-store data to get real-time data-driven insights and decision support from its retail outlets. FuelTrans made a unique differentiation to OLA Energy

FuelTrans integrates and connects all siloed and disparate

with its IPs and system integration capabilities, proven operational

systems in the O&G midstream and downstream journey and

understanding and ready-to-deploy world-class products.

enables end-to-end automation of fuel stations. It covers every major component of a fuel station—from dispensers, tanks, ATG

Integrated logistics and transportation

probes, price polls to wet stock management—and delivers optimum value proposition through wireless IoT-enabled

FuelTrans Terminal Manager is a secondary distribution

forecourt automation, centralised monitoring system and

automation solution that automates the entire order-to-cash

cashless/cardless AVI system integrated with handheld device to

cycle offering a comprehensive view of the secondary fuel

cater to fleet customers.

supply chain for retail and commercial business segments. It

Automated fuel stations

provides a Secondary Distribution Information Hub that gives a 360° view of oil distribution, logistics, and operations facilitating integrated supply chain planning, intelligent terminal services,

FuelTrans Station Manager is a cloud-based Fuel Station

secondary distribution optimisation and integration to ERP, order

Management and Automation Solution that provides real-

management, ATG, TAS, IVMS, SMS gateway and other systems.

time data visibility into sales, wet stock inventory, equipment monitoring and various quality parameters to seamlessly manage

Complete control over operations

all fuel station operations in an optimised way. Station Manager facilitates wireless forecourt automation, centralised monitoring

FuelTrans enables enterprises to improve on service-level

of all site data, mobile application for real-time access, fuel card

assurance, optimise resource utilisation, maximise sales potential

management for fleet customers and contactless refueling with

fulfillment, minimise risk exposure, engage secondary customers

RFID technology.

and achieve end-to-end operations visibility and automation.

sales-dscm@bahwancybertek.com | www.bahwancybertek.com

OLA ENERGY 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.”

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.

224 | Africa Outlook issue 94

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

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.

www.fortech.it/en

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.

Armoured Safe

Vandal-Proof 12” Touch Monitor

Voice Guidance

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.

Fortech S.r.l, Rimini, Italy +39 0541 364611 info@fortech.it

www.fortech.it/en

OLA ENERGY 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

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

226 | Africa Outlook issue 94

sustainable energy generation will be crucial for African industry, and that the shift to personal electric mobility will also happen very soon in Africa.”

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.

ENERGY & UTILITIES

“WE ARE ONE OF THE FASTEST GROWING AND MOST DYNAMIC PAN-AFRICAN COMPANIES” - MAURIZIO LIBUTTI, COO, OLA ENERGY

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 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 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 Africa Outlook issue 94 | 227

OLA ENERGY

228 | Africa Outlook issue 94

ENERGY & UTILITIES

passionate about ensuring that Africa keeps pace with these developments.

“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 TITLE: MANAGERS UNIFORM LOGO ARTWORK DATE: 02/04/18

at the fore, expansion is high on the agenda for OLA Energy. Strategic 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 94 | 229

THE FINAL WORD To round off each issue, we ask our contributing business leaders for their views on the same question

What qualities are needed to succeed as a businessperson in your field?

Sandro Assis

Country Director, Cervejas De Moçambique

“The experience you bring from previous roles is always relevant, but what makes a difference is how openminded you are to learn with your team and challenge your limits.

“At AB-InBev our culture is what fuels our motivation: we dream big, and our organisation is made up of owners that lead by example and are never fully satisfied with their results. Our people are our strength.

Therefore, we recruit, develop and retain leaders at all levels that can be better than ourselves. As we perceive

our consumers as our bosses, we also treat our customers as partners that support us in building solutions based on common sense that are delivered with speed and simplicity under a fair budget and without taking shortcuts!”

Johan Steyn

Managing Director, Aerosud

“Lots and lots of resilience, especially during the last two years - I think that's the one thing that we all came to realise.

Good collaboration skills and a participative way of doing things are also extremely important.”

Jaco Scholtz CEO, Pentalin Group

• “Dynamic leadership to provide direction, guidance and motivation to ensure higher levels of performance.

• A good understanding of the environmental changes and operating markets in order to make strategic decisions.

• The ability to take the initiative and make quick decisions when required.

• Fairness and integrity in business dealings.

• Taking calculated risks by analysing business opportunities to optimise return on investment.”

Dr Jackson Orem Executive Director, Uganda Cancer Institute

“Passion for the organisational mission, goal, and vision. You also need a positive attitude, the energy to keep moving on, resilience, and teamwork. Leadership requires doers who lead by example, with a warm personality and who follow a constant quest for improvement.”

Kelvin Owino

Africa Communications Manager, One Acre Fund

“Resilience - agriculture is both an exciting and challenging sector to work in. The full potential of the sector can be unlocked through hard work and commitment.”

Are you a CEO/Director interested in telling your story?

Contact Africa Outlook now!

230 | Africa Outlook issue 94

Strengthening Mozambique, farmers and the community through beer...

CERVEJAS DE MOÇAMBIQUE

FOOD & DRINK

UNITING PEOPLE FOR A BETTER WORLD

We are a company with the goal of ‘bringing people together for a better world’.

Our history spans more than 20 years of achievements and struggles for a better Mozambique. We are building a profitable and lasting company, operating with excellence and efficiency in everything we do, always with our customers and consumers in mind.”

For Sandro Assis, Country Director of Cervejas De Moçambique (CDM), the history of the company is as important as its mission today.

“The CDM name has always been among the biggest in our country,” he tells us proudly. “We work daily to maintain this position of relevance in the Mozambican business ecosystem, not only from a quantitative point of view, but also from a qualitative point of view, as an increasingly relevant actor in terms of social responsibility.”

48 CELEBRATING NEARLY A QUARTER OF A CENTURY OF HIGH QUALITY AND RELIABLE UMBRELLAS!

People are at the heart of Cervejas De Moçambique. We speak to Country Director, Sandro Assis, about the beverage industry and the company’s efforts towards working with the community for the future Writer: Marcus Kääpä | Project Manager: Kyle Livingstone

SIMPLY DIFFERENT

For nearly a quarter of a century Cape Umbrellas have supplied the leading brands across the Africa Outlook issue 94 | 3 globe with a unique, durable, and innovative shade solution. Accumulating a vast knowledge base and experience in the design and layout of branded products, Cape Umbrellas is a distinguished leader in the industry and continually pushes the boundaries to support the industry.

2 | Africa Outlook issue 94

See page

CAPE TOWN FACTORY 47 FALCON CRESCENT, AIRPORT CITY, CAPE TOWN. T: +27 (0) 21 448 6012 E: INFO@CAPEUMBRELLAS.COM

FOLLOW OUR SOCIAL MEDIA CHANNELS FOR ALL THE LATEST CAPE UMBRELLA NEWS

JOHANNESBURG UNIT B1, 3 DAKOTA CRESCENT, AIRPORT PARK, GERMISTON. T: +27 (0) 10 880 0805 E: JHB@CAPEUMBRELLAS.COM

TAKE A LOOK AT OUR ALS VIDEO ON YOUTUBE

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Cervejas De Moçambique has told its story.

Now, why not tell yours? Our bi-monthly magazine Africa Outlook is essential reading for business executives wanting to keep up with the latest in global news and trends affecting African businesses across all industries.

Reaching an audience of over 185,000 readers, your company can take advantage of exposure in Africa Outlook with a FREE article and FREE digital brochure, as well as access to further digital and print-based marketing tools that could transform your business.

To share in this unrivalled opportunity, contact one of our project managers today!

MOOLMANS

|

AEROSUD

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

Issue 94

www.africaoutlookmag.com/work-with-us ZAMBIA CHAMBER OF MINES (ZCM)

Behind an industry geared for prosperity

PORT

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

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

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